Linbert Spencer OBE, Leadership Consultant, Trust Inclusion
What’s the relationship between diversity, inclusion and belonging? Trust boards cannot fulfil the aims of Principle 6 of the Academy Trust Governance Code until they carefully consider this question.
Diversity is difference, no more, no less.
Diversity of thinking and approaches to issues and problem solving can greatly enhance decision making when a board is made up of people with different life experiences. However, unless there is a culture of inclusion, and unless board members feel included, the differences that they have and bring will add little value, even if they decide to stay.
Inclusion is an emotion; we feel included (or excluded).
Inclusion is an emotion, influenced by our mindset and it is affected when people believe they are respected, valued, safe, and trusted and have a sense of belonging. The desire to belong is a fundamental human need found across all cultures and peoples - it’s a major source of human motivation and a necessary component of achieving self-actualisation. Once we belong, we can be our best selves and do our best work. It is only in the psychological safety of belonging that we will unfurl our wings, show others our authentic selves, and reach our full potential.
Going beyond ‘choosing’
In his research on Dimensions of Belonging, Dr Thomas Boehm identifies 10 dimensions to belonging (in italics) and five steps to relationships through which everyone can flourish and thrive:
- Choosing: Individuals choose to be in a mutual relationship with each other. A person is present because they’ve been invited.
- Investing: Once ‘in relationship’, engagement helps individuals’ sense of belonging grow. They are welcomed and cared for to build a relationship honouring their dignity and value.
- Yielding: Growing a relationship often requires sensitivity around an individual’s unique needs. This choice to engage deepens relationships, leading to feeling supported and accepted.
- Committing: As the relationship deepens, the individual becomes more fully knownand then befriended; they feel a sense of safety that can build even deeper understanding.
- Flourishing: One goal of a deep relationship is transformation, growth, peace, and wholeness; that only comes when one feels needed and, ultimately, loved. This is true belonging!
Unfortunately, too many boards stop at the first step – ‘choosing’. They invite members onto boards, but then fail to take those next steps that will ultimately lead to flourishing boards. Existing members are then surprised that their new members decide to leave, or even worse, they become totally disengaged but decide to stay and ‘tough it out’.
How are we discouraging a sense of belonging?
Consider the signals you send with every decision you make as a trust board and how it impacts the five steps above:
Side conversations – An ‘inner circle’ having key conversations, and making decisions. This behaviour directly counteracts ‘choosing’ and makes it meaningless. Encourage open decision making and discussions.
Using acronyms and other jargon without an explanation – It’s impossible for people to contribute if they don’t understand the conversation. As part of ‘investing’, offer induction and regular training and only use jargon or acronyms where absolutely necessary.
Body language and other reactions – What’s communicated when someone leans in intently and maintains eye contact when a man is talking and then sits back and peruses papers when a woman talks? What does it say when someone’s name is repeatedly mispronounced? As part of ‘investing’, make everyone feel respected, valued and trusted.
Meeting times and locations – A 6pm meeting might conflict with childcare commitments; a 10am meeting assumes a degree of flexibility at work. As part of ‘yielding’, thoughtfully and frequently consult about timings and locations.
Length and format of papers – Some people find it difficult to access or digest the papers. As part of ‘yielding’, consider the accessibility of your papers – including how much time members are given to read them, how they are set out and the language used.
Expecting assertiveness – The quietest person in the room can sometimes have the most valuable things to say. If you expect them to assert themselves, you will never hear from them. As part of ‘yielding’, make a point of drawing them out.
Personal relationships amongst members – How interested are you in all the board members? As part of ‘committing’, get to know others as people first. Ask open questions and allow the person to tell you their story, in their way.
At Trust Inclusion we’ve added to the old party metaphor for inclusion. We say: ‘Having equal opportunity means we get invited to the party. When we attend, we add more diversity to the party. Inclusion is feeling free and comfortable to dance at the party, to invite someone else to dance, or indeed, not to dance at all: that is inclusion.’
Continuing the metaphor, the board chair is the host of the party, and one of their key roles is to create and maintain an environment in which all board members feel respected, trusted, valued and safe and have a sense of belonging. If this is achieved, the board (and by extension the trust) will benefit greatly from every member as they allow their differences to make a difference. Then we, our trusts, and the children we serve, can truly flourish.
Trust Inclusion supports trusts in raising awareness, and deepening knowledge and skills to identify and achieve their EDI objectives. See our website to access a free report: Equality, Diversity and Inclusion in school trusts - Creating sustainable change. CST can also support you as a Chair through the Chairs Development Programme, as well as other governance guidance, courses, events and our Trustees and Governance Leaders Professional Community.
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