We hosted a webinar yesterday on sustaining diversity and inclusion strategies. One of the participants asked how you develop a plan that is easy for leaders to understand…a “five point” plan if you will. The questioner was concerned that all of the steps that I was outlining would be too complex for leaders to want to embrace.

I advocate for a thorough cultural audit (see part 6 of the series) that examines the interrelationships of different aspects of the culture including hires, terminations, promotions, regional differences, etc.  The audit should also explore interdependencies such as trends in performance ratings and how that links to engagement, as one example.

Once the audit is complete, the role of the executive inclusion council is to analyze and pull out the key drivers that will support the achievement of the vision.

The diagram below offers an example of the analysis process that should be conducted based on the results of the cultural audit.

cultural audit analysis process

Next, develop no more than 5 key goals for the organization. Goals are broad statements that articulate a desired future state. Strategies outline how the goals will be accomplished and should be specific, measurable, actionable and time bounded. (S.M.A.R.T)

vision pyramid

The key differences between goals and strategies are highlighted below.

goals vs strategies

An example of goals and strategies is offered below.  The goals are clear, simply stated and offer the broad strategic approaches to achieve them.  This is the high level of detail that can be shared broadly with leadership.

example of goals and strategies

The detailed actions and timetables need only be shared with those who will be charged to implement the specific tactics.  The diversity and inclusion team should be the keepers of the detailed strategic plan and keep track of how all of the elements fit together to roll up to the overall strategic plan.