Many leaders help drive organization objectives and priorities forward, support EDI/DEIA best practices from the top down and the bottom up, and help to inform and educate in a holistic manner. Leadership does not have to be senior management but any person that inspires, and/or manages individuals.
- Representation at the parent organization level
- Director of EDI/DEIA on the board
- Working group of senior stakeholders that meet quarterly with CEO representing different departments
- Top-down backing to support commitment and action from voluntary groups, and drive EDI/DEIA up the agenda
- Support bottom-up approach as well – led by people who have been marginalised - 'better publishing' initiative led by Bad Form following the controversy over Kate Clanchy's recent book
- DEI/DEIA top-level strategic focus
- Make funding available to support initiatives
- Data collection to inform thinking and adjust strategy
- External EDI/DEIA board
- EDI/DEIA strategy and implementation plan
- Balanced board representation e.g. equal gender split on board, representation from different groups
- Grassroots thinking
Challenges to consider from lessons learned
- A top-down approach to support to prioritise
- Lack of senior leadership experience in EDI/DEIA and buy-in
- Staff engagement and making efforts part of the core strategy for an organization
- Wider adoption of EDI/DEIA best practice principles
- Underrepresented diversity in leadership
Case studies
- The American Diabetes Association has a well-rounded executive leadership team. Sets a very high standard for reflecting their audience/customers and is rewarded with a strong membership and industry loyalty.
- Head of Deloitte UK launching a new project to work with Government departments and widely support how neurodiverse employees are supported, recruited and nurtured.
Get involved
Please submit your feedback and lessons learned to admin@alpsp.org so we can continue helping the industry progress.