Why Relying On a Generic Business Case For Diversity is an Inclusion Mistake

Once you accept that there is a business case for diversity, increasing diversity will be good for business.

If only it was that simple!

Get your pen and paper ready because I’m going to explain why relying on generic business case for diversity is a huge mistake that can take you away from becoming inclusive

In todays show we discuss several things including:

  • Misleading Statements About Inclusion
  • The False Relationship Between Diversity and Inclusion
  • Why Your Inclusion ‘Clothes’ Should Fit and much more

Here’s some of what I share in the show:

Leaders assume diversity leads to inclusion or vice versa

“Increasing diversity simply increases the variety of people within an organisation. It does not mean that the culture has changed or these individuals will be able to reach their potential or enjoy a sense of belonging or authenticity or be able to bring their best self to work”

Leaders don’t explore their own business case for diversity

“Organisations buy into the generic business case for diversity based on research or popular sentiment but when it comes to doing the work, it’s often done without due care to the particular circumstances of the organisation”

Leaders think of a business case for diversity in narrow terms

“Don’t get   me wrong. I’m a chartered accountant, I used to be an auditor, so I completely understand the bottom line and the need to contribute to the bottom line. In fact, I probably understand it more than you do because I was the person who you would have to answer to at month end”

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