Breakout Activity Two: Charity Governance Code

1. The person born latest in the year will be the leader
2. The leader will decide on a speaker who will feedback to the whole group, when we return to the Main Room
3. Avoid specific reference to names when using examples
4. Please make sure that all voices are heard

Discuss given Principles in relation to the questions below:

1. What do these principles mean in practice

2. Are they key drivers of trust and confidence?

3. Can they help us to demonstrate to beneficiaries, funders, and donors P3 is trust-worthy, and if so, how?

4. How do these principles impact and influence us in our role as a Trustee?

Team 1 (Room 1): leadership; integrity; board effectiveness;

Team 2 (Room 2): decision making, risk and control; board effectiveness;

Team 3 (Room 3): diversity; openness and accountability. board effectiveness.

For more information, open this link to the Charity Governance Code

https://charitycommission.blog.gov.uk/2017/07/13/the-new-charity-governance-code-essential-reading-for-all-trustees/

Breakout Activity Three:

P3 Values, the CGC and our EDI Strategy 2024-2027

1. The person whose first name is first alphabetically will be the leader
2. The leader will decide on a speaker who will feedback to the whole group, when we return to the Main Room
3. Avoid specific reference to names when using examples
4. Please make sure that all voices are heard

Consider and illustrate how our values and the principles of the Charity Governance Code

underpin our organisational purpose, particularly in relation to the P3 EDI Strategy 2024-2027.

Discuss a given EDI Strategy theme, how these relate to our Values, and what this means in relation to our role as a trustee:

Team 1 (Room 1): Strengthen our diversity.

Team 2 (Room 2): Equality of experience for colleagues and people we work alongside.

Team 3 (Room 3): Excellence and Ambition

Each Theme is outlined in more detail below.

Theme 1: Strengthen our diversity.

·Actively and transparently examine and use quantitative and qualitative data.

·Be honest and open about things that need improving and work together to make things better.

·Be ambitious in encouraging a more diverse population to join our Charity.

·Consider policy, governance and cultural developments that will support increased inclusivity.

·Work with our regions to recruit from a diverse population.

Theme 2: Equality of experience for colleagues and people we work alongside.

·Change our culture to support all colleagues and people we work alongside in achieving their absolute best.

·Share challenges and best practice in leadership and delivery amongst colleagues and teams.

·Empower people to actively intervene where inequality is evident, reviewing and changing the way that we deliver leadership, the experience of people we work alongside, and the colleague experience as required.

·Work to ensure all colleagues and people we work alongside feel safe and that they feel that they have been treated fairly and equitably.

·Create a forum where colleagues have a voice in all aspects of the charity.

·Encourage and expect inclusive and respectful behaviours from all.

·Embed all that we do within services and deliver EDI activities with appropriate support.

Theme 3: Excellence and ambition in delivery of embedded EDI.

·Ensure that people have the confidence to constructively challenge and take positive action to deliver transformation in our Charity.

·Deliver training and education to all our Charity colleagues to support each other and embed inclusive practice in all that we do.

·Evaluate the success of our interventions through the review of data, monitoring of objectives, and qualitative analysis.

·Deliver usable resources to support all colleagues and people we work alongside in embedding EDI.

·Recognise and celebrate colleagues who inspire others in their work to support EDI.

·Learn from local and national, specialist groups in development of EDI activities.

·Hold regular meetings and forums to ensure Executive Board awareness of issues emerging from P3 community.

·Celebrate and represent the diversity of our people we work alongside and colleagues.

P3 VALUES

• We are always friendly and approachable.

• We put people first. We believe what we can do together will make a real and lasting difference.

• We are determined to tackle the problems that others won't. We go the extra mile and work with dedication and commitment.

• We work together to deliver the greatest impact for people.

• We are brave, creative and find new solutions to problems.

Additional Activity: Inclusive Communication - Audit

1. The person whose first name comes first alphabetically will be the leader
2. The leader will decide on a speaker who will feedback to the whole group, when we return to the Main Room
3. Avoid specific reference to names when using examples
4. Please make sure that all voices are heard

Your leader will guide you through each of the following questions.

In relation to the inclusivity of written and verbal communication:

1. What do you and your team already do well?
2. Is there anything you'd like to do better?
3. What might you or members of your team do differently?
4. What could you do less of, in order for your language and communication to be more inclusive?

Additional Activity: Subtle Acts of Exclusion (Micro-aggressions)

Instructions

The leader for this discussion will be the person who most recently joined the organisation.

Guide your team through a discussion about the hidden messages and impact of the 3 Micro-aggression examples below.

A speaker isn't needed for this activity.

Additional Activity: Inclusive Leadership - 6 Signature Traits Discussion

Discuss the following questions with your partner:

1. Which of the signature traits do you feel you demonstrate and do well in?
2. Which ones do you feel you can do more to improve?

Note: To aid your discussion, please see descriptions of the 6 Signature Traits below.

The 6 Signature Traits

Cognizance of bias. Inclusive leaders understand that personal and organisational biases impact on their ability to make objective bias free decisions. They put time and effort in to identifying their own biases and learn ways to prevent them from influencing decisions. They also seek to implement policies, processes and structures to prevent organisational biases from stifling diversity and inclusion. Without such measures, inclusive leaders understand that their natural inclination and preference could lead them toward self-cloning, and that operating in today’s society requires a different approach.

Courage. Inclusive leaders demonstrate courage in two ways. First, they aren’t afraid to challenge entrenched organisational attitudes and practices that don’t encourage diversity and inclusion, even if their recommendations are politically or culturally unpopular. Nor are they afraid to display humility by acknowledging their own personal limitations and seeking contributions from others to overcome them. Some leaders find it difficult to admit they don’t have all the answers; in that respect, courage and humility go hand in hand.

Commitment. Cultivating a diverse, inclusive workforce takes time and energy, two of a leader’s most precious commodities. So what motivates some executives to champion this issue? In addition to a belief in the business case, inclusive leaders are driven by their values, including a deep-seated sense of fairness that, for some, is rooted in personal experience. Inclusive leaders believe creating a welcoming culture begins with them, and they possess a strong sense of personal responsibility for change. When senior leaders, champions, devote time, energy, and resources to nurturing inclusive workforces, by investing in people and inspiring others to share their passion and goals, their actions signal a true commitment.

Collaboration. Inclusive leaders understand that, for collaboration to be successful, team members must first be willing to share their perspectives. To that end, they create an environment in which all individuals feel empowered to express their opinions freely with the group. They also realise that diversity of thinking is critical to effective collaboration; thus, they pay close attention to team composition and team processes. For example, they prevent teams from breaking into subgroups, which can weaken relationships and create conflict. They also embed a sense of “one team” by creating shared goals, and by working to ensure team members understand and value each other’s knowledge and capabilities.

Cultural intelligence. Knowledge of other cultures is essential for our organization, from our internal functions to our external services. Beyond “book” knowledge, cultural intelligence is a leaders’ ability to change their styles in response to different cultural norms. For example, culturally intelligent leaders who are typically extroverted and demonstrative will make an effort to show restraint when engaging and communicating with individuals whose cultures value modesty or humility. They regulate the speed and tone of their speech and modify their nonverbal behaviors, gestures, facial expressions, body language and physical interactions, as situations dictate. In addition to understanding other cultures, these leaders also demonstrate self-awareness of their own culture, recognising how it shapes their view and how cultural stereotypes can influence their expectations of others.

Curiosity. Open-mindedness, a passion for learning, and a desire for exposure to different ideas have fast become leadership traits crucial to success, especially in challenging times such as those we are currently navigating. Curiosity and openness are hallmarks of inclusive leaders, who hunger for other perspectives in order to highlight any challenges that they were not aware of and improve their decision-making. In addition to accessing a more diverse array of viewpoints, inclusive leaders’ ability to engage in respectful questioning, actively listen to others, and take on board a range of ideas makes the people around them feel valued, respected and represented. Inclusive leaders refrain from making fast judgments, knowing snap decisions can stifle the flow of ideas on their teams and are frequently tinged with bias.

Additional Activity:  The Manager’s Responsibility

The Chartered Institute of Personnel & Development (CIPD) identified the 8 stages of an employee’s lifecycle and has produced information relating specifically to the issues a line manager may need to take into consideration at each stage of an employee’s life cycle. 

Objectives:

Identify the 8 stages of an employee’s lifecycle and consider the manager’s role in relation to these, with particular reference to how best to support disabled candidates and colleagues.

Instructions

• Your leader for this activity will be the person whose first name contains the most letters.
• Your leader will select a speaker for the team, who will share a brief summary of what was discussed.
• Make sure that all voices are heard - consciously include all members of the team!

1. Discuss ways to enhance the experience of disabled and neurodiverse candidates/colleagues and give examples of what good looks like.
2. What would an inclusive leader do to demonstrate fair and equitable treatment of all staff?

This might be something that you’ve experienced or something that you yourself do. 

Additional Activity:

Subtle Acts of Exclusion (Micro-Aggressions) Confidential Chat

Instructions

The leader for this discussion will be the person who has been with the organisation the longest.

Facilitate an open discussion on the questions below.

This activity is completely confidential and won't be shared on our return to the Main Room.

A speaker isn't needed for this activity.

■Do you have any examples of micro aggressions that you have experienced or witnessed?

■What was the impact?

■What action was or should have been taken?

Additional Activity: Top Tips for Improving Inclusion 

Instructions

Your leader for this activity will be the person whose first name contains the most letters.

Your leader will select a speaker for the team.

Make sure that all voices are heard - consciously include all members of the team!

Objectives:

• Consider how we can we tackle Groupthink
• Suggest at least one more Top Tip for Improving Inclusion
• Discuss how this will benefit the organisation

Top Tips for Improving Inclusion

• Discuss the usefulness of these Top Tips for Improving Inclusion
• As a team, suggest at least one more Top Tip for overcoming Groupthink and Improving Inclusion

1. Interrupt the interruption - women get interrupted 2.8 times more often than men, when women voice views they are punished with 14% drop in how competent they are perceived - so hold back from speaking up - hence important to create interruption-free space

2. Share perspectives silently - 74% of people in a group conform to the view of the majority (Solomon Ashe)- write down perspectives and group conformity vanishes - gives equal access to diverse perspectives

3. Conquer ‘Group Think’ - divide groups into many small and different kinds of groups that work independently of each other - compare the outcomes of each group. 

4. Flip perspectives. - e.g., present a project as a 90% chance to succeed to one group and a 10% risk of failure to another group, changing the anchoring mitigates group think, compare results

5. Leaders and experts hold back- be the last to contribute and give permission for others to critique your views

6. Reframe ‘conflict’ - often seen as negative - reframe to 'friendly challenging', to uncover blind spots – take it in turns to play ‘devil’s advocate’

7. Take another perspective - what would others/a new leader/a leader whose leadership skills you admire do to deal with this challenge?

8.  We can pay attention to the ways we deliberately include people, creating the feeling of being valued, respected and included instead of excluded.

9. Don’t be a bystander – be an ally to those who have been overlooked or those who are on the receiving end of discrimination.

Discuss:

What additional Top Tips do you have for improving inclusion and overcoming groupthink?

What can you do to encourage others to present alternatives, critique a position, or even to express an unpopular opinion?

What could the organisation do to encourage others to present alternatives, critique a position, or even to express an unpopular opinion?

How might this be of benefit to the organisation?