Inclusion – how people feel they belong – is a leadership issue. Often referenced as an objective alongside equality and diversity, inclusion can be deeply personal and therefore challenging to quantify.

Public body leader focus on inclusion is on creating an inclusive workplace culture and ensuring the inclusive provision of services to the public.

At our latest CEO Challenge session, ACE members considered ‘inclusion and the public body’, with a particular focus on disability and socio-economic diversity. Members shared experiences, covering challenges from demonstrating authentic leadership to navigating toxic debates in the workplace.  

Above all, one key message emerged: inclusion is a leadership issue, which requires sustained investment of attention from the top down.  

With thanks to our expert panel:

• Mike Adams OBE, Chief Executive of Purple
• Sarah Atkinson, Chief Executive of the Social Mobility Foundation
• Carolyn Bartlett, Chief Strategy and Transformation Officer, Valuation Office Agency (Host)
• Lisa Pinney MBE, Chief Executive of the Coal Authority

Invest in yourself

An inclusive workplace culture starts with leadership. As such, leaders are encouraged to strive to make inclusion an integral part of their personal brand, reflected through every aspect of their role.

Members referenced the value of openness and authenticity in sharing their own experiences, and of creating a culture in which others can share their stories and be themselves in the workplace.

Members were encouraged to consider their own role in ensuring the narrative on inclusion is one focused on organisational value. For example, Purple estimates that the total consumer spend of disabled people and their families amounts to £274 billion globally, while only 10% of businesses have any kind of strategy in place to access this market.

Invest in your staff and services

Many public bodies have public-facing functions.  As such, it’s important for leaders to prioritise and inclusive approach to customers and invest in the training and development of their workforce in this area.

In light of the cost-of-living crisis, several organisations have noticed an increase in the number of distressed customers using their services. In response they have taken measures to equip their staff with the right support and tools to navigate challenging and highly pressured interactions.

Members consider it vital to impress upon staff that small actions, such as taking extra time to listen to a customer, can have a significant impact members of the public. They also noted the importance of making sure information and digital services are fully accessible.  Mike Adams OBE highlighted his work with leaders to transform the disabled customer experience.

Invest in your pipeline

It is important that leaders draw from the widest pool of talent available across the country and welcome individuals from backgrounds who have not traditionally worked in the Civil Service.

The Social Mobility Foundation provides an annual index, allowing organisations to benchmark their social mobility performance. There’s a great deal for public bodies to learn from the private sector and government departments here. For example, targeted mentoring schemes, such as the Ministry of Justices’ mentoring scheme for disadvantaged students, are a great way to support entry into a profession. Clarifying professional pathways can also help individuals from disadvantage backgrounds to understand how to progress and move through the ranks.

Leaders were also encouraged to be bold in publishing pay gap reports, where possible tracking gender, ethnicity, disability, socio-economic background, and sexual orientation, as the Coal Authority has done. This can help leaders demonstrate a genuine commitment to transparency and aspiration for improvement.

In discussion

Members shared a range of personal experiences and reflections on the leader’s role in building an inclusive culture and inclusive services for customers, as well as examples of best practice and resources to support work in this critical area, which is critical to organisational performance.