The pandemic accelerated change for public bodies and demanded laser-sharp focus from leaders. But as the dust settles, there’s little desire to rest and revert back to normal. Chairs and Chief Executives are seizing the opportunity to embrace change and rebuild their organisations for the better – with diversity and inclusion as a key priority.
At the Public Chairs’ Forum, and our sister organisation the Association of Chief Executives, we have observed a renewed impetus to tackling racism and inequality. The public sector has long been committed to diversity and inclusion, and public bodies are no exception. But there’s clear recognition that further progress can and should be made, with Chairs and Chief Executives in the lead.
Arm’s-length bodies are diverse. They span a range of sizes, scopes, and specialisms, and therefore diversity strategies are correspondingly broad. There are also different challenges in driving diversity at non-executive level, compared with organisations as a whole. However, there are things that all organisations can do to cultivate the right conditions for diversity policies to succeed.
Enriching your culture
Without an inclusive culture, diversity initiatives are ineffective. For organisations to realise the benefits of a diverse workforce, employees need ‘psychological safety’ in their organisations, where they feel valued because of their individuality, not in spite of it.
Culture is where executive strategy and non-executive governance intersect and can be seen as the litmus test for a Chair-Chief Executive relationship. It relies on the solidity and maturity of the partnership, and a shared commitment, to weave these strands together. Both Chairs and Chief Executives are stewards of an organisation’s culture, and these values should reverberate throughout the organisation.
For Chairs and Non-Executives, this often means:
- Leading zero-tolerance policies on racism, bullying and harassment in the workplace, calling out all unacceptable behaviour.
- Making yourself available and approachable to fellow board members and the executive. Some members host virtual coffee breaks and inviting colleagues to drop in, others send regular email updates and invite responses.
- Revising your metrics for success. While efficiency and effectiveness continue to be paramount, these measures should be viewed alongside targets for diversity and inclusion, embracing a broader definition of success. This recognises the long-term advantages of equity in the workplace, from employee wellbeing to the inclusive design of public services.
For Chief Executives, it involves:
- Analysing your organisation, through a combination of rigorous quantitative data and dialogues with staff and stakeholders. This will establish whether there are systemic issues that are preventing some people from thriving, while giving others a boost.
Data alone won’t effect change, but it will highlight specific areas for improvement and enable you to set measurable targets.
- Talking about your experiences on a personal level. If leaders ‘bring their whole selves to work’, staff will too. Remote working has led employees to share their previously private lives with colleagues, from childcare to the colour of wallpaper. Leaders can harness this as a positive opportunity to help colleagues appreciate each other’s differences.
- Being an effective ally for your staff networks but recognising that the responsibility for leading change lies with you. Employees with protected characteristics should not automatically bear the burden of championing diversity.
Honest dialogue
Underlining this is a commitment to active listening throughout the organisation, taking time to engage with people at all levels on a regular basis. This gives people equal influence and power to help set the agenda. For leaders in recent months, and in response to Black Lives Matter, this has been accompanied by concerted self-reflection, to help acknowledge the potential gaps in their lived experiences.
Some leaders have described the initial challenge of disclosing these gaps to colleagues. Others have been liberated by the realisation that colleagues do not expect them to have all the answers – only that they promote an atmosphere where open and honest discussion is rewarded. This is as relevant to the board table, as it is to an all-staff meeting.
Continuous improvement
Public bodies have the most positive outlook for diversity and inclusion when they tailor all activity to their specific aims, and regularly evaluate their progress. Leaders are recognising that off-the-peg diversity strategies, implemented with varying degrees of success over several decades, are insufficient to drive long-term change. It requires a combination of tried and tested actions, thoughtful innovations, and very human conversations.
Lucinda McDade
Lucinda was Membership, Research and Communications Officer at the Public Chairs’ Forum and the Association of Chief Executives from 2019-2020. She is currently Diversity & Talent Lead for Public Appointments at the Department of Culture, Media and Sport.