MA: Brigadier Mark Abraham, OBE. Chief of Support Command, British Army.
HT: Helen Tucker, HR Global Diversity & Inclusion Director, Procter & Gamble
HT: I believe that you can actually increase the inclusiveness of your leadership. Leadership needs to be a blend of emotional intelligence together with the IQ's and the smarts but you don't have to be the smartest person in the room. If you have the EQ, the emotional intelligence to bring in the right people, the right diverse perspective, the right diverse experiences and you can get people to trust you, that you will absolutely recognise any form of input, that people will absolutely share reality with you, then if you can leverage that against your business then you will be a very inclusive leader and that is behaviour that you can learn to do. If it's inauthentic, people will recognise it. But if you can actually practice and skill yourself to be very much authentic and genuine in seeking diverse opinion and using it for your business you will actually be a stronger and more inclusive leader.
MA: I think the challenging thing about inclusive leadership is actually that its probably happening at levels you don't automatically see or you don't even know the people so maybe you walk into an office, you go on to an operation that is going on somewhere, you go on to a project that is being undertaken and everyone knows what they are doing, everyone is fully informed, everyone is very happy with the working environment, the social events that surround that and the working relationships are very good and across a diverse group of people delivering it I think you almost recognise and feel that somewhere there has been some really good inclusive leadership because everyone is brought into the project, everyone is supportive and even in those quiet words, you know, now that we are sort of, confidentially I would like to say the following, they actually say 'This is really good being here and this is a great place to work and this is a great project that we are doing'. So I think the real examples of inclusive leadership are those that are really subtle and it's there. You almost look around and say 'Who has made this work so well? Who is in charge of this because this is a good example this is something we need to tell everyone about'.