One Main Recommendation

In this last part of the research result analysis, one main recommendation provided by each of the interviewed D&I coaches will be shared. This recommendation is meant for companies that wish to implement D&I coaching.

“If the people that you have tossed with moving the dial to diversity and inclusion are not active in the space, that they need to do the deep work themselves. Because otherwise they're just ticking a box.” – Trisha

“Start with the data and actually be prepared to invest in collecting data from your existing employees. To me, this work has to be based on data understanding who works in your organisation and what their experience is.” – Caroline

“Management support and get it into the strategy.” – Lisa

“Really to think about the why. Why D&I coaching is important at this moment in your organisation, what is the change that you want to see in the next five years?

And then the what […], but it's very important to ask where you need cautious, what will be the impact, what are the expected results, and then to really go after the resources, if you want to do a rollout, what this will look like, and then how you will measure impact.” – Theresa

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“They've got to really communicate the why. And really connect with the why and understand why they're doing it and why it's important. Be willing to be vulnerable, and be open. Be willing to accept your own bias, your own privilege, your own strengths and your own weaknesses. And invest in it.” – Kate

“I think where coaching is done well, it's based on an understanding of what coaching actually is. Because you've experienced it, you've actually been coached by a good coach. So, I think some experiential understanding of what coaching can achieve, and not to be so fixated on models.” – Florence

“I would recommend every company before they will communicate anything on the outside, to make a plan, “buy” their own employees and they will not persuade them by doing one off activities.” – Claire

“To start evaluating the leaders on their inclusive leadership behaviour. That would create that accountability for leaders and the need for D&I coaching and probably lead them to be interested in it. Define in your organisation, what types of inclusive behaviour are specifically important or that you're struggling with. And then creating a measure for that and collecting that data.” – Belinda

“Don’t be afraid. Sometimes, the companies when I talk about all ‘How did you start’

and everything, they imagine that you need huge resources, and I don't know, just find the right people, and they will do it for you. But give them support and then give them the possibility.” – Agnes

“As there is no D&I that fits all, coaching will then be a longer process where you can actually tailor it according to the need and get the support where it's needed.” – Erica

“Make sure it's tied to the business. There’s the flavour of the month. Everybody loves what it is, and then it goes away. My concern is that D&I is going to be like that, that something new is gonna come in, and it is going to take over the limelight.

There were whole functions in companies around employee engagement. […] It's not special anymore. Now, it's just what business does. And I hope that D&I becomes just what business does, instead of going away. – Priscilla

“Don't be afraid of conflict after dialogue. Because otherwise, if people go under, then you don't achieve anything. You have to be happy with the discomfort that diversity and inclusion will create.” – Rachel

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“It must go from the top. D&I is firmly hardly built from the bottom. Of course, the engagement of people and employee resource groups and so on is needed. But the crucial thing is a clear stance of the management.” – Matthew

“Implement D&I coaching, make sure that it's identified as a priority. And that your top CEOs or executives buy into that priority and embrace it, and then, find budgetary resources to support it. It's really basic, but you'd be surprised. Those two elements always are not there.” – Mindy

“This is a topic that goes through or moves forward with systems. So systemacy and management buy in, those are most important things that you need to get in place.”

– Peter

“So, my first recommendation, start at the top. Without any quantitative data in place.

My second recommendation is to measure the inputs and the outputs will happen.

And my third recommendation is push coaching as far down the organisation as you possibly can. […] And write down stories, because that's one way of getting it out to everybody, get as far down the organisation as you can.” – Jessica

“Go slow and do it right? I would get expertise externally, train and license D&I coaches, and then have them train and license others and do it over a period of time, it's not a revolution, right? It's an evolution. It becomes our DNA. So, I would recommend investing, having focused roles, focused D&I coaches and making them experts, then you've got a real core group. And besides that, educate, educate, educate, knowledge is power. – Nora

After reading through the main recommendations from the interviewed D&I coaches, although each of their individual perceptions vary, again, a few main commonalities can be identified.

Firstly, it is stressing the importance of the Whys and making sure it is connected to the business, as well as being very targeted and individualised. Secondly, it is required to gain commitment from management and start from top for D&I to work. However, it also cannot be forgotten to engage people throughout the organisation and hold leaders accountable. And most importantly – not to be afraid, as the most crucial thing is to start, and to remember, that experiencing resistance is not necessarily always a bad thing.

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