Formerly, DEI Leadership focused on providing ‘the tone from the top’. In an increasingly complex – and polarised – environment, we see a wider need. At the same time, it appears that all too ‘personal’ engagement produces unwanted side effects. Here is what leadership must do.
Juridical frameworks and societal values used to serve as reference points for corporate DEI strategies. They have, however, become challenging forces with drastic impact in some respects.
Leadership keeps being referred to as THE key to progress in DE&I. Yet, everybody appears to be focusing on something different – which does not help to create impact. At a large key-note event hosted by the Lëtzebuerg Diversity charter, Michael Stuber, the D&I Engineer, unpacked the topic.
Role modelling DE&I, driving DE&I from the top down, strategic positioning of DE&I – the expectations people have from C-suite executives are vast. But do we really understand their perspective, their roles and what they (really) need to effectively contribute to DE&I? The CEO Club looked at (their) part of the story.
When people talk about bias & barriers or privilege & power, older white males seem to be the implicit object of description. Increased activism (and polarisation) intensifies the blame & shame on this group. At the same time, they are asked – or urged – to become active allies and empathetic mentors. Can we have […]
Using power is different from showing leadership in DE&I and both are key to successfully driving change. Traction, however, can also be reduced – or limited – depending on how power is used. This often happens unintentionally or when a leader is not aware of the side-effects of their ‘powerful’ decisions. DE&I 2023 Trilogy (part […]
One of the shared beliefs in D&I appears to be that issues from the past will be resolved with new values, generations and business approaches. Does this hope withstand reality and evidence checks?
From systemic change to moving the needle: D&I proclaims change. However, celebrations and C-level support are not enough to generate progress. And sometimes, fake change is the issue.
Racism and other issues remain unresolved and we must therefore accelerate systemic change. This, however, requires us to learn and unlearn. The online maganzine TwentyThirty dedicates an entire series to this aspect.
What are the standards on which women are appointed to become CFOs or CEOs, do they change business results and how are they perceived as leaders? New research provides insight – and guidance.
