To join the world in celebrating the International Mentoring Day – held in the honour of Muhammad Ali, American professional boxer and activist – Ruebik is digging into some of the “whys” and “hows” behind the power of this form of council.
Mentorship is described in New York’s Business News Daily as a mutually beneficial professional relationship in which an experienced individual, the Mentor, imparts knowledge, expertise and wisdom to a less experienced person, the Mentee, while simultaneously honing their mentoring skills. It is regarded as an effective tool in the self progression journey.
In this post we’re highlighting a few of the specific benefits that are bound to come from a well-oiled Mentor-Mentee relationship. To start off with the fruits of labour for the Mentees who are engaged and invested in their one-to-one relationship with their Mentor, the council usually comes with educated encouragement, which is an invaluable catalyst for growth. As Ruebik’s Kamal King-McDowall put it, “A mentor can provide reassurance that one’s ambitions and goals are attainable with the right level of dedication and application, and sometimes a boost of confidence in the possibilities open to you is all one needs to make the right next step”. Alongside increased self-belief, having a Mentor – especially one who’s successful in the same work field or has faced the same type of barriers – tends to help the Mentee set and achieve very specific goals within their role and organisation.
There is quantifiable value in connecting Mentors and Mentees who have been presented with the same type or pattern of obstacles in their career progression journey, and Ruebik is proud to continue to support the BT Group with the running of their Mentorship program, designed to champion ethnically diverse leaders. The company is committed to increasing the representation at all levels, and the 2021 launch of initiatives aimed at providing sponsorship and mentoring to high potential under-represented colleagues is at the core of the action plan. Talent Director for BT, Steve Cunningham explains the “why” behind such efforts, “We know how important it is to have role models within the company and to have access to mentors who have shown what is possible and can share their learning and advice to shape the aspirations, beliefs and tools to develop their careers”.
We also gathered insights from some of the inspiring leaders who are taking part in the BT Group’s Mentorship program, with regards to their views on the value of such projects. Director, Production Learning and Development at WarnerMedia, Kimberly Baxter shared her personal thoughts regarding mentorship in general as well as her motivation to join this particular initiative, “As an African American woman in England, I belong to the minority not just in the office but also professional external gatherings and industry events. Not seeing your ethnic background represented within the sector you’re in can feel isolating. I believe Mentoring programmes such as this can make a real difference to ethnic minority leaders’ professional success, empowering them to overcome any blockages in their way – be it the lack of exposure or certain biases.”
While it’s easy to fixate on the benefits that Mentees get to reap, one of the beautiful things about the nature of Mentorship is that it is very much a two-way street. The advantage recognised most frequently by the brilliant Mentors dedicating their time in the BT Group’s Mentorship programme is self-satisfaction. Most often, the individuals choosing to become Mentors have benefitted from council themselves and are keen to give back. Increased advancement potential comes as the close second, with many professionals noting that becoming a Mentor can help enrich one’s skillset as a leader and facilitate demonstration of the capabilities and commitment to developing other people.
Another BT Group Mentor who we had the pleasure of working with – Director, Global Talent Acquisition & Candidate Experience at GE Healthcare, Shilpa Shah, notes “I am fortunate to be able to say that my current company – GE Healthcare – lives and breathes inclusion and diversity through its values and culture. I wish to utilise my lived experiences – witnessing positive I&D culture from my own organisation, as well as finding ways to overcome ethnic background related obstacles – to help uplift and shape the future generation of diverse leaders”. As the American author and motivational speaker Zig Ziglar put it, “people build business”, and “treating your team right will reap its own reward”. Since most, if not every, business has employees who could benefit from Mentorship – as either party – it is crucial for even more companies to run such initiatives.
If you’d like a chat about how we can help run a Mentoring program for your organisation or if you’re interested in becoming a Mentor, get in touch at [email protected]
Written by Hannah James, Delivery Consultant at Ruebik
Ruebik ignites the conversation about successful leadership and D&I initiatives with Kevin Fegans, an expert in communications and brand strategy and a staunch champion of diversity and inclusion initiatives and ideas.
Kevin is the founder and president of global brand strategy, marketing and communications consultancy The Communications Bureau, and has previously held VP and Director of PR positions at global brands such as ASOS and Forever21. Kevin is an expert in multiple disciplines including PR, sustainability, social media and cultural, influencer and performance marketing, and specialises in the development and implementation of innovative, methodical, and ROI-driven communications strategies and campaigns.
Kevin champions diversity and inclusion because he knows first-hand what it feels like to be the only person of colour at the table or in an organisation. He talks about those uncomfortable moments and unintentional racist comments extensively in an op-ed he wrote for The Business of Fashion around the time when global race relations were in crisis and at the peak of the Black Lives Matter movement.
Is there something unique about the way in which you were brought up that has impacted your leadership style? “It’s nice to be important, but more important to be nice. Treat people with respect and help others when you can. These values were instilled in me from an early age and are integral to my approach to managing teams, partnering cross-functionally within a business, and how I treat everyone in the business from the receptionist to the CEO.”
“It’s nice to be important, but more important to be nice.”
What three leadership qualities would you deem as the most important ones for success? “Listening – I think people often forget that the customer knows best and the answers to your challenges are right in front of you. Learning – Don’t be afraid to admit your mistakes and also learn from your team even if they are junior to you. Innovation – Always a step ahead is my motto. Immerse yourself in what’s next as you want to always inspire the customer.”
“Don’t be afraid to admit your mistakes.”
What is the best piece of advice you received that helped shape your career? “I still think back to my political internships in Washington, DC, and being told to always dot ‘i’s and cross ‘t’s – twice, preferably, as mistakes are not welcomed and rarely forgotten.”
“Dot your ‘i’s and cross your ‘t’s; mistakes are not welcomed and rarely forgotten.”
Following the global events of last year, can you name an outstanding initiative or organisation as moving the dial forward in D&I conversation? “I think the conversation around racial inequalities was long overdue and made businesses and brands take a cultural audit of their organisations. Does our board room and C-Suite look like our customer base? Brands like Target who have committed over 2 million dollars to support black-owned businesses are taking the right approach. The industry needs to overcorrect to recalibrate equity.”
“The industry needs to overcorrect to recalibrate equity.”
What is your perception of the recruitment industry and the commitment to drive inclusive hiring? “I think brands have to be careful in their approach to hiring when it comes to diversity. It’s what I have coined as the disingenuous display of diversity and inclusion. Diversity should be a consideration, but hiring for optics is a disservice to the candidate, organisation, and culture. ‘I want to hire a female of color’ and ‘I have to’ are two different things.”
“Hiring for optics is a disservice to the candidate, organisation, and culture.”
As a role model in your field, what career advice would you share with somebody who aspires to follow in your footsteps? “Ego is the ugliest drug to bring into a business and collaboration is key. Encourage your team members through entrepreneurial-inspired projects within the business and never micro manage. It motivates no one.”
“Collaboration is key.”
We’d like to thank Kevin for participating in our blog series, and for his contributions to the diversity and inclusion space. We wish Kevin and all of our community a very prosperous 2022 ahead!
Ruebik are on hand to help your organisation assess and improve your policies and procedures in order to cultivate a sustainable, inclusive culture. If you’d like to have a no-strings-attached chat about how we might be able to help your company or organisation, get in touch via [email protected]!
Ruebik ignites the conversation about successful leadership and D&I initiatives with Memoria Lewis – CEO and interim leader experienced in international business development, transformation and strategy.
Memoria has worked globally for a variety of organisations including not-for-profits, professional services organisations, and global membership bodies. She spent 13 years at the Stanford Research Institute, representing the globally recognised think tank across Europe, South Africa and Eastern Canada, and also has over six years of experience in tech-led and clean tech space. Memoria specialises in delivering strategies that increase engagement and maximise influence.
Memoria champions diversity and inclusion as she firmly believes it enables people to be their best, which in turn drives innovation, creativity and performance.
Is there something unique about the way in which you were brought up which has impacted your leadership style? “Most definitely. My parents, who were academics, instilled in me a love for learning and problem solving, which I have carried with me to the workplace. Leadership should foster and facilitate a learning environment – I know I have learned so much from my team members, who are experts in what they do and how their world has shaped them. Work is a hugely important part of our lives, and whatever career path one chooses, they should be open to constant self-education and evolution.”
Leadership should foster and facilitate a learning environment
What three leadership qualities would you deem as the most important ones for success?
Curiosity – ask questions, listen and be open to change which, if embraced with purpose and courage, can provide a path for genuine progress and innovation.
Empathy – lead with care and humanity. Each of us wants to do well and develop our unique potential; leaders should provide a safe environment for growth.
Passion – bring excitement and genuine intent to what you’re doing.
Curiosity, Emphaty, Passion
What is the best piece of advice you received that helped shape your career? “Recognise and build on your strengths – while we can all develop skills in areas where we are weak, we each have natural gifts that we can build on to make us experts in areas that we love.
Also, build confidence and self-belief. If you can do 70% of the job that you have passion for, take a leap and put yourself forward instead of only going for opportunities that match your skills 100%.”
Recognise and build on your strengths
Following the global events of last year, can you name an outstanding initiative or organisation as moving the dial forward in D&I conversation? “I must confess that in the thick of the pandemic, I was running very hard and was probably blinkered to some of the stellar work being done. For our part, we celebrated International Women’s Day in a significant way by showcasing our excellent role models from across the globe and celebrating their genuine approach to leadership.
On the world stage the launch of BLM movement woke a lot of people up. Though I will never condone violence, I think that the movement has started conversations that might not have happened otherwise. Positive action and honest role models are what everyone is craving. These people are starting to surface and improve the wider society’s understanding of the D&I challenges.”
Positive action and honest role models are what everyone is craving
What is your perception of the recruitment industry and the commitment to drive inclusive hiring? “A positive move! I have been an advocate for gender equality for as long as I can remember, and there is still a huge amount of work that needs to be done. I fully appreciate that this is only one aspect of the D&I conversation and therefore fully support greater dialogue and understanding; the recruitment industry are very well placed to help challenge traditional thinking and drive change.”
A positive move!
As a role model in your field, what career advice would you share with somebody who aspires to follow in your footsteps? “Embrace change, be intellectually curious, be passionate about the paths you take and be supportive of those who share the journey. It also may mean not taking the easy option. If you’re not at least a little bit frightened when you take on a new role, you will not push yourself forward.”
Embrace change, be intellectually curious, be passionate about the paths you take
Ruebik are on hand to help your organisation assess and improve your policies and procedures in order to cultivate a sustainable, inclusive culture. If you’d like to have a no-strings-attached chat about how we might be able to help your company or organisation, get in touch via [email protected]!
On this Transgender Day of Remembrance, we commemorate those of our community who are no longer with us, and share a message of solidarity and support for our transgender friends: an appreciation for the beauty of a community who shares their truth with the world.
Anti-transgender hate crimes in the UK increased 16% between 2019 and 2020, according to the UK’s Home Office; a rise that has been fairly consistent for the last 5 years, and not accounting for the likely under-reported reality of trans-motivated violence, nor the systemic injustices that are not recognised as unlawful.
Transphobic bigotry and violence claim far too many lives – from the overt and violent hate crimes which increase each year, to the lives lost to suicide, inaccessible health care, addiction and homelessness. Many suffer due to a society that marginalises and devalues transgender and non-binary people.
On this day of Transgender Remembrance, we offer our hopes for peace for those lost and a better tomorrow for those who remain; we stand against violence and injustice towards transgender people. We pledge to continue to do our part to promote the rights, safety and equal opportunities of the transgender community.
As an executive search agency placing exceptional individuals into decision-making positions, it is our responsibility to highlight the talent often missed in under-represented communities, and to assist organisations in building diverse and inclusive leadership teams. We strive to ensure that the decision makers share the lived experiences and perspectives of the communities they serve. We assist our clients in accessing diverse talent pools – through our broad network of organisations, non-profits, networking groups and communities – to return the broadest possible range of candidates.
It is vital for the decision makers in an organisation to be able to empathise and understand the needs of their clients, which is why we believe that everyone should have a seat at the table – all communities deserve a voice.
We pledge our continued support for the transgender community, helping to create more representative and inclusive leadership teams across business, and would love to hear more from our LGBTQI+ friends who can help us understand new and better ways to be allies to their cause.
Inclusion is the most vital tool at our disposal in the effort to change the face of leadership to be truly representative of our communities. At Ruebik, we believe that it is the improvement of inclusion in our businesses and communities that will lead to a natural increase in diversity at senior leadership levels.
This Inclusion Week the theme is unity, and so we’ve been thinking about what that means to us at Ruebik, both personally and professionally. We found there was a common theme in our definition of unity which was to have a common purpose, and shared goals.
We believe that achieving unity is underpinned by understanding each other, supporting one another, and working towards the same shared purpose, mission or objectives. We discussed the importance of creating a safe space to bring your authentic self into that shared mission, and of having the opportunity for your voice to be heard.
As a business, we spoke of the importance of working together; of teamwork, and of supporting our clients to create inclusive D&I strategies while providing a stand-out experience to our candidates.
This Inclusion Week has been filled with exciting events and opportunities for conversation. We were incredibly excited to host the kick-off event for our amazing BT Mentorship programme, delivered in partnership with the fantastic Akin Thomas at AKD Solutions. The Mentorship programme pairs ethnically diverse talent with ethnically diverse leaders to provide mentoring and support as they accelerate their careers within BT.
The event’s keynote speaker was the inspirational Lutalo Muhammad, British taekwondo athlete and Olympic medallist, in conversation with our CEO Christina Brooks. We cannot thank Lutalo enough for being such an amazing champion for inclusion and for his brilliant insight.
Our CEO, Christina, was invited to spend an afternoon with Amey, a leading UK infrastructure and engineering firm, to discuss the importance of an inclusive culture and how it enables us to bring more of our authentic selves to work, as well as practical steps to take to enable inclusion at every level of the organisation, helping those from underrepresented communities to succeed.
And finally, today, we’re kicking off Black History Month, with an exciting schedule of events planned over the next few weeks, including several interviews with prominent community members and a round table event with exceptional D&I champions across British business.
More details and sign-up links for our live events coming very soon – follow us on LinkedIn to be the first to hear about our upcoming live events!
We’re endlessly grateful for our incredible network of amazing organisations committed to our mission for inclusion for all – thank you all!
In the run-up to the August bank holiday weekend, which is usually made significant for many by the Notting Hill Carnival – cancelled again as a result of the life-stealing and soul-crushing Covid-19 pandemic – Ruebik looks at the festival origins and the true meaning behind this colourful, loud, and one-of-a-kind celebration. In addition to diving into the history behind the event, we also highlight a wonderful initiative aimed at supporting the artists deprived from performing for a second consecutive year.
On a normal year – and oh, how we miss normal! – Notting Hill Carnival draws in over a million visitors, and is considered to be the largest street event in Europe. The festival attracts lots of attention and appears inviting to everyone, as it features dancers decorated in mesmerising costumes, and the multiple sound systems – first introduced to the carnival back in 1973 – create an atmosphere of freedom and entertainment. While exuding a great time and providing major party vibes for everyone and anyone, the Notting Hill Carnival is much more than a popular visually pleasing street festival. First and foremost, it serves as a display and celebration of Caribbean culture in Britain.
The first Notting Hill Carnival is a subject of debate – it is said to have taken place sometime between 1964 and 1966 – and there is also a lack of consensus in crowning the original creator of the carnival. Some credit the founder of Britain’s first black newspaper – The West Indian Gazette – Claudia Jones who, back in 1959, launched an indoor Caribbean carnival in St Pancras, with the idea of bringing people together in a stance against the race riots that took place across Britain at the time, as well as the racially motivated murder of young carpenter Kelso Cochrane that same year.
Others claim the community activist Rhaune Laslett to be the true founder of the Carnival. In 1966, she organised the Notting Hill Fayre, in collaboration with the London Free School and various key members of the local community. It is reported that Laslett got the inspiration from a vison, in which she saw people of different races dancing together in the streets. Such dreams symbolise unity, and while the festival can hold multiple meanings to different people, togetherness is always at the core of this celebration.
In brutal contrast, what led to the euphoric Carnival’s inception was ethnicity-based segregation and race riots, ridden with hate and violence. The fights are said to have been ignited and fuelled by the working class youth, referred to as “Teddy Boys”, displaying hostility towards the West Indian immigrants – or the Windrush generation – who were initially promised a warm welcome in exchange for their help in rebuilding the country after World War II.
In the spirit of creating a positive outcome from a negative situation – which is partly what the Notting Hill Carnival embodies – let’s not focus on having to skip the celebration this year and instead look ahead at 2022, when the festival will return in all its glory.
A series of fundraising events are being held to ensure the means for an impressive comeback, and, most importantly, the performers who have no doubt been affected by the cancellation have not been forgotten. The hardship fund set up by the Carnival is supporting the artists who make the festival what it is – an unforgettable celebration, created with an intent for unity, equality and peace.
If you’re in need of better equality, diversity and inclusion at your organisation, please get in touch – our services are tailored to place these values at the forefront of everything we do.
We’d love to have a chat about how we can help! Email us at [email protected]
Written by Hannah James, Delivery Consultant at Ruebik
Black people are 12-times less likely to be Executive Directors in the UK’s biggest companies than their percentage of the population would suggest, and make up only 1.5% of boards and 0.4% of execs
The problem is even worse than in the US, with Black people in the UK more than five-times less likely to be represented on boards – and less than eight-times as Executives – than their US peers
A skills-based, inclusive and fresh approach to recruitment can rectify these biases and improve performance by drawing on overlooked talent
Research published this week shows just how impenetrable the glass ceiling is for Black people in the UK’s largest companies. Figures released by inclusive recruitment specialist Ruebik and Operation Black Vote reveal that just one in 200 of FTSE100 Executive Directors are from Black communities, with them 12-times less likely to be represented at this level than the overall population.
The figures show that only 9.2% of the blue-chip FTSE100 board members are from the broader Black, Asian and ethnic minority (BAME) community. Given that 13.8% of the UK population is from a minority ethnic background, that leaves these communities underrepresented by about one-third. At Executive level, disparities are more extreme, with only 7% BAME representation (see Fig 1, below).
This situation is thrown into starker relief by the fact that these firms are largely headquartered in London, where 40% of the population is BAME, indicating an ignored pool of talent right on their doorstep. Taking London as the base population, rather than the UK overall, members of BAME community would hold more than 450 seats on FTSE boards; of the execs, just over 400. Instead there are 89 and 67 respectively.
There has been little progress towards having at least one ethnic minority representative on each FTSE board by 2021, as recommended by the Parker Review Committee, chaired by Sir John Parker of the Department of Business, Energy & Industrial Strategy in 2017. An update February 2020 found that 37% of boards (31 out of 83 companies surveyed) still had no BAME representation. This is in line with Ruebik/OBV data demonstrating that 34% of FTSE boards have no BAME members.
Fig1: UK Board and Executive DirectorsFig2: US Board and Executive Directors
Source: Ruebik and Operation Black Vote
However, the Ruebik/OBV research provides a more granular insight than the Parker Review, which didn’t look at the more extreme underrepresentation of Black people. Black people make up 3.3% of the population, but only 1.5% of boards and 0.4% of execs – of which, Black women are just 0.1%. Black people are therefore 12-times less likely to be represented at exec level.
UK blue chips trailing US on progress of black leaders
While the US’s chronically dysfunctional race relations have been, after Covid-19, the main global news story this year, the UK scores even worse for representation of Black people at senior blue-chip level. In the US, Black people only have 73% and 37% of their ‘fair’ weight on boards and Execs respectively: however, in the UK those figures are just 18% and 12% (Fig 2).[1]
The higher up the corporate ladder one goes, the less diverse, whiter and more male it becomes. Not only is this inegalitarian, argues Ruebik, but companies are overlooking a vast untapped reserve of diverse skills that would otherwise enrich a business’ capabilities.
The biases that people from minority backgrounds face continually were exemplified by the comments in June by Wells Fargo CEO Charles Scharf, that the bank had trouble reaching its diversity goals because there “was not enough qualified minority talent”.
Leading corporate sector veteran Lord Hastings commented on the significance of this information for the services:
“This fresh data underpins the imperative businesses now face to stop writing business cases for Black inclusion and to just get on with including more Black people in the professional opportunities they present.
At a time where economic outlooks could not be more turbulent, optimising ourselves for success is not a nice to have. Ruebik offers all organisations a rare chance to break down these barriers that have until now held so many back.”
Black professionals remain disproportionately underrepresented at the top levels of industry
Lord Woolley further explained why we need to radically rethink how we are involving and elevating Black talent if we are to see any change:
“This research paints a stark picture for the prospects of Black talent in the UK. The fact that you are at a significant disadvantage to succeed if you stay on home soil, means as a Black professional you are more likely to leave the country to get ahead. Therefore, Britain is at great risk of haemorrhaging the very diverse talent and skills that are needed to help us through this deeply challenging time.”
“We already send our movie stars to the US in order to succeed. We should learn from our mistakes to ensure business doesn’t continue following suit.”
Ruebik CEO Christina Brooks explained the company’s distinctive approach:
“Ruebik offers businesses the right skillset, not performative ‘the right thing to do’ hires. We exist not because companies just need more diverse employees, but because companies are setting up diverse talent to fail by trying to attract and retain it in the same way as those who are systemically included. If you keep doing the same thing, drawing on the same narrow cohort of people, you will get the same results. And those results aren’t solving the problems that face today’s businesses.”
Alongside a unique approach to executive search, Ruebik offers a range of services, including executive coaching and onboarding, inclusion consultancy and is taking a lead in important thought leadership programmes and thinktanks addressing these issues, such as The Lion’s Share and Race On.
Now is the time
While blue chips show a deficit of Black talent, they are also reliant on the importing Black leaders from markets such as the US and South Africa, rather than nurturing the considerable domestic skills base drawn from local BAME communities. This shows that the existing recruitment model is more than wasteful – it’s broken.
Today, in the context of the questions posed by the latest wave of the Black Lives Matter movement, and how businesses are strategically and structurally rethinking as a result of Covid-19, society stands at a crossroads. There has never been a more opportune time for businesses to address these issues. As Christina says:
“At a time when organisations are seeking to ‘build back better’, Ruebik offers a way to achieve this centred around inclusive opportunity for all.”
Methodology
This data covers a broad spectrum of organisations, chosen because they are largest in the UK and the USA as dictated by their position in the FTSE and the Fortune indexes. Gender has been categorised in binary ‘sex’ terms, meaning does the Leader in question present as male or female. BAME (Black, Asian and Minority Ethnic) has been categorised by UK standard terminology and excludes those from a Hispanic background as sometimes seen when BAME is referred to in an American context.
In our findings, we have summarised data based on the gender and ethnicity of company executive and board members. In order to ascertain ethnicity and gender, we reviewed multiple data points against each individual analysed. This included, but was not limited to, company websites, Wikipedia, the Wall Street Journal, Bloomberg and BoardEx online company listings. We examined historic reports on ethnicity and gender including The Parker Review, The Colour of Power and The FT Global Diversity Indexes. We also looked at schooling records, blogs and media coverage and outlets focusing on narratives from BAME leaders.
This open letter is addressed to Chief Executive Officers, General Managers, Chief People Officers, Heads of Diversity & Inclusion, Chairpersons and Sponsors of Ethnic Minority Employee Support Groups who are yet to acknowledge and respond to the current civil unrest sparked by the murder of George Floyd two weeks ago.
We are waiting for your support.
Ten weeks ago, the Corona virus brought the world to its knees. We experienced this together. There was a clear recognition of shared emotional displacement.
What if, during this global pandemic we maintained a position that the virus was a problem of the country next door without taking the appropriate measures in the UK? What if, despite seeing increasing mortality rates, we insisted that there was no need to protect ourselves and deemed the virus was not a real threat in our country? We know this was not the case. The scientific community have made significant investment in studying the deadly CV-19 infection to understand the root cause and origin, whom it affects, and how it can be eradicated.
Racism can also be likened to a virus, and similar to CV-19, it hides amongst us undetected, poisoning our system and causing harm which destroys the very integrity and trust within the human systems that we belong to. Discrimination is very much alive here in the UK and is not a problem of the country next door.
We need a basic understanding of the root cause of societal and organisational inequalities and take preventative measures to control it, if we are to ever work towards a cure. This too will take considerable time, commitment, and investment. Our leaders play a pivotal role in creating more equitable healthy and sustainable human systems in the organisations they serve.
There is a growing concern about the real message being sent, not only to the diverse employees but to all of the employees who are taking note. Remaining silent is the loudest statement of all.
It is not a political statement to tell your Black employees, friends, or colleagues that you stand by them. You are watching the grief of a community play out in real time, digesting the fact that we, Black people, are still at a significantly greater risk of fatality through CV-19, loss of earnings, as well as continued systemic injustices.
Active and authentic ally-ship is needed more than ever. It is only with the help of those in positions of influence that we can achieve change. This is a critical moment in our history and the defining moment for those who choose to be a “leader of our times”. Each of us are being asked to take a stand and choose a direction at this fork in the road.
Communicating that you stand in solidarity with the Black Community is saying ‘Yes’ to social justice and building better organisational systems where equality, respect, cooperation and collaboration are supported. To remain silent results in unwarranted speculation and negative interpretation of your intentions. The unintended consequences damaging.
Knowing how to start the conversation can be the hardest part. Below, I have suggested ways to start meaningful engagement with your Black employees, regardless of where you are on your own Diversity & Inclusion journey as an organisation:
Connection: We advise you to address the delay in communication and allow a space for discussion. Be honest and vulnerable about your silence – maybe you didn’t know what to say, or how to say it. Let your Black employees, customers, and connections know that you are paying attention to world events and reiterate your support during this difficult time.
Well-being: emotional well-being and mental health is paramount right now, so establishing or finding ways to access counselling or coaching for your Black employees and Allies is key. This has not only impacted Black individuals but has sent a ripple across the wider community.
Pay Gap: Ethnic minorities earn up to 37% less than white people in the UK. A commitment to ending salary disclosure from candidates at interview stage and implementing transparent salary ranges across each open role would see a greater reduction in the Ethnicity Pay Gap. You have an opportunity to lead here.
Leadership: 47% of the FTSE 100 still have no Black and Ethnic Minority representation at Executive or Board level. A lack of diverse leadership in your organisation limits your ability to innovate and stay ahead of the competitive curve. The lack of diverse leadership may also have been a contributing factor in the decision to remain silent during these difficult conversations. We advise starting the discussion to create interventions to improve black representation at the level where key decisions are made.
Ethnic Minority Networks: Your Ethnic Minority Employee groups should be accompanied by senior accountability partners and Executive Sponsors who govern and support their success. Ethnic Minority Groups can help fix legacy inclusion issues in your processes, organisational culture and brand communications.
Diversity Reporting: Banding Black and Ethnic Minority-focused programmes and reporting together is problematic. Start by opening specific dialogues of inclusion for individual diverse communities. All employees should have access to the Black and Ethnic Minority networks and be encouraged to join.
Psychological Safety: As an ally, supporting Black History Month is not enough by itself. Proactively creating a ‘safe space for race discussion’, which gives permission for colleagues to ask questions, explore, learn, share different points of view and be allowed to get it wrong. Proactively discuss current events within your team even if you do not have Black members of staff; everyone should have the opportunity to discuss what is happening and if they have been impacted.
Development: Promote sponsor and mentor relationships within your organisation. Enlist senior allies, of all available backgrounds, to take an active role in elevating the Black future leaders. The sponsor, can use their seniority and organisational capital to actively advocate and provide access to opportunities within the business. The mentor will attend to the professional and personal development of the mentee through partnership.
Talent Attraction: Engage with Diverse Recruitment businesses who ensure Black and Ethnic Minority communities are reached and treated inclusively. We advise setting proportional targets for ethnic representation for recruitment partners, in line with the expectations you have around Gender.
Supply Chain: Every touch point for your business should be influenced by inclusion. Actively question your supply chain on their Diversity and Inclusion policies and seek to partner with organisations who can demonstrate Senior Black Leadership representation with their teams.
Policy: Review your D&I and Professional Conduct Policies to ensure they specifically protect the Ethnic Minority community. Make changes where necessary and publicise anti-discrimination statements. Require training and acknowledgement of understanding by all employees.
I believe this marks the first time in history that there is a global conversation about the importance of Black lives.
Please join the organisations and advocates who have already spoken out to support the Black community. We need actionable outcomes for allies and organisations who claim to hold diversity and inclusion at the top of their agenda.
We are waiting for your support.
Sincerely,
Christina Brooks
CEO, Ruebik
On the 19th of May, we hosted a webinar with the Institute of Directors as part of our Inclusive Leadership series. The subject of the webinar was how to leverage diverse thinking to accelerate coronavirus recovery. We were thrilled to be joined by portfolio NED Paul Cleal OBE and our resident business psychologist, Rani Bains.
COVID 19 has caused many companies to go into ‘survival mode’. Already dealing with the impacts of disruption and Brexit uncertainty, many business leaders are trying to ensure stability, whether going through high growth to market stagnation. Under these circumstances, many organisations have put “nice to have” projects on ice, and unfortunately, D&I has suffered significantly as a result.
In this webinar, we discussed the need for Diversity & Inclusion to remain a key focus in business strategy, despite turbulent economics. Diverse ideas, generated by diverse people teams, that create a broader collective intelligence will be the key to successfully navigating new the new normal.
The discussion was rich with case-studies from our speakers giving situational diagnostics from the views of healthcare, FMCG, banking and technology sectors. The implications of entering ‘survival mode’ featured predominantly along with some key strategies, particularly the rail or sail analogy for process ananlysis, helping viewers understand how not run the risk of being unable to pivot within the structures yuo put in place. Business agility and reactiveness is key.
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We were excited to partner with the Association of Project Managers to produce an event focused on the power of cognitive diversity in project teams, and how this will accelorate recovery post-pandemic.
As we all know, COVID-19 has put organisations, teams and individuals under pressure. This pressure has caused organisations to re-focus on survival. Yet, as we move out of the crisis, we consider why diversity and inclusion remains as important as ever – particularly in driving innovation to recover from the pandemic.
There is currently a blind spot when discussing ethnic minority inclusion when it comes to the largely interim project management market. D&I within project teams is not discretionary but is still seen so and is not regulated by in-house D&I programmes.
Association of Project Managers BAME roadshow found that BAME talent felt:
There was not a clear talent pipeline for BAME talent
There were few role models for BAME talent in project management
There were fewer opportunities presented to BAME PMs
Additional issues around performance gap and assumptions of performance delivery. BAME PMs largely start each project with having to build credibility and influence, then delivering.
In this webinar, we covered how CV19 offers unique opportunities to BAME PMs;
The conversation around the need for demographic and cognitive diversity in teams has fresh life.
The need for innovation to respond to the crisis creates a potential for cognitive diversity.
People that have gone through exclusionary experience are usually more resilient and therefore will cope with the stresses of short- and medium-term challenges.
It’s now been proven that project management can happen remotely, and we are now in a global marketplace. So, talent pools have significantly broadened.
BAME PMs can be used to grow into emerging markets or manage scaled back operations in smaller territories, remotely, with cultural and social empathy.
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Ruebik has launched a pro bono version of our signature executive coaching service, Velocity, in response to the CV19 pandemic.
We are launching this service because of the lack of culturally and socially sensitive wellbeing programming available to leadership teams currently. Current one-size-fits-all programmes are unintentionally not recognising the disproportionate impacts of CV19 on diverse communities and are not addressing the unique challenges diverse leaders are facing.
The Survival Surgery offers a complimentary one-hour coaching session with one of Ruebik’s rostra of diverse and experienced executive coaches and encourages participants to unpack their biggest challenges to help ensure psychological safety and greater feelings of resilience and capability at this time.
Ruebik CEO and Co-Founder, Christina Brooks said, “At a time when equal opportunities for diverse professionals were finally getting close to the most critical consideration in business, corona virus hit and the world had to quickly, and understandably, refocus. The impact of this refocus is having a significant impact on diversity programming and the boardroom is quickly forgetting the vital role diversity of thought and experience can play in combating the effects of CV19.
D&I practitioners were amongst the first to be furloughed or made redundant. When layered against findings of a notable decline in diversity, equity and inclusion (DE&I) communication and focus from the Institute for Public Relations, D&I appears to have been put on ice.
Many of us are now juggling being parents, teachers, professionals and carers, and the lines of professional and personal are blurring. We are uniquely placed to help support the resilience and effectiveness of our diverse networks during this time to minimise the impacts of this new normal. We can help and we want to”
To find out more about this programme, please reach out to Christina Brooks, directly on [email protected]
In the wake of the global coronavirus outbreak, Executives and organisational leaders are facing two key anxieties: how intensely the coronavirus outbreak will impact the economy and what their companies should be doing to best protect and retain their people. Many new leaders are also facing the additional pressure of knowing the way they act during this crisis will establish their credentials as a good leader or a bad one.
The massive scale of this outbreak and its sheer unpredictability are making it challenging for executives to respond and there’s, unfortunately, no how-to guide to get a leader through a crisis. This is because while there can be certain protocols in place that prevent a crisis from happening, each new crisis is unique in its own way, with its own problems and risks and will require a different approach from the one used before.
What leaders need during a crisis is not a predefined response plan but behaviours and mindsets that will prevent them from internalising potential outcomes of the uncontrollable situation we find ourselves in and help them look ahead. The increased focused time made available by at home working and not fighting daily office-related fires, offer a unique opportunity for organisations to get ahead of strategy. And People leaders, specifically, are in a strong position to finally start moving from reactive to proactive talent acquisition and management models.
Whilst editing and restructuring the command-and-control hierarchy across organisations, People teams will be reassessing organisational designs, team structures and the people that fill them. This is the time to be digging deep to look at you 6-18month people strategies and contingencies. Where are the risks and gaps in your leadership structure and how can you proactively approach this to ensure you are ahead of your market on the other side?
In order to get through this epidemic, we need to start thinking differently and collaboratively about how we can best manage and maintain the teams around us. We are already hearing that the most popular interview question from candidates after this will be “what was your response to the coronavirus and how did you ensure the health, wellbeing and safety of your staff during the epidemic?”.
We want all of our networks, clients and candidates to know that we’re here to enable you and your leadership teams to be remembered as organisations that did more than just the right thing during this crisis and we are here to help in any way we can.
We have significantly adapted our daily rate charges and adopted flat fee structures across all mandates to help ensure transparency and project management. We have also launched a pro bono version of our Velocity executive coaching programme to support diverse leaders at this challenging time. For more information on any of this, please reach out.