Why is it vital that executive leaders are part of any inclusion initiative?
'We're going to bring them into this later'.
This is a common response we get when we ask what role the CEO of an organisation is going to play in the inclusion work we are being asked to support with, or if they are going to be part of the discussion or training.
'We're going to bring them into this later', is a bad idea. Here are just a few reasons why.
CEOs and leaders set the tone and set the culture of any organisation. Or they should. They are the ones that are or should be establishing 'the way we do things here'. If they are not part of the discussion around inclusion it suggests they don't think it is important and this indicates to everyone else that they don't really need to do it or be part of it. It also suggests that any inclusion work which the organisation embarks on is not going to be part of the CEOs thinking and strategy, that it is a “bolt on” and will eventually fall by the wayside.
Unfortunately, much of the negative feedback around lower senses of inclusion and discriminatory incidents mention leaders at the top of an organisation. This feedback often refers to unintentional remarks and poor handling of situations. If the CEO isn't part of the dialogue, they are not in a position to hear feedback about themselves and their direct reports, and therefore their perception gaps and behaviours go unchecked.
Bringing them in later means they are set up to continue to make mistakes and be behind the curve when the rest of the organisation has moved on. That can't be right or fair, can it?
When we work with organisations, we expect:
Leaders at the highest level of the organisation to be part of the work from the very beginning.
Leaders to be party to any stakeholder feedback and communication about their experiences.
Leaders to be part of the decision making and where possible the co-creation of any workshops, learning moments and strategic planning
Leaders to work with us on leading inclusively to enhance their practice and hold others to account
Leaders to lead by example.
Allowing them to engage with the process later is not conducive to making meaningful and long lasting EDI or culture change.
When leaders are central to inclusion work and can articulate their own motivations, they and the wider organisation are more likely to make a convincing argument for, and then deliver, change.