Team Capability

In This Section

Guide to Sustaining Organizational Change

Section 1.2: Training and Development

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Guide to Sustaining Organizational Change​

Section 1.3: Sponsorship and Mentorship

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1.2 Training and Development

An important consideration to sustain organizational change is continued education for those who are decision-makers as it takes time to put learned actions and behaviours into practice. Below are two types of training that board members and leaders can participate in to foster an environment focused on respecting the differences of others.

1. Board-Specific Training:

a)  Training to help new board members grow and get support they need to succeed

  • Recruiting diverse board members is not about “checking a box”; it is about supporting the transition of women and/or non-binary individuals, Racialized, Black, and/or People of Colour, 2SLGBTQ+ and/or gender and sexually diverse individuals, People with disabilities, and “Aboriginal” and/or Indigenous Peoples into board positions
  • Finding ways to educate people to be a good board member and support their fellow new board members to be successful is critical to the success of the board

 

b)  Training to align on expectations, behaviours and goals of existing and new board members

Key Action

2. Formalized EDI Training:

Board members should partake in the following formal EDI training:

  • Inclusive leadership training: Training on how to become an inclusive leader
  • Unconscious bias training: Training on how to become aware of unconscious bias and how to recognize your own biases

Here are two learning modules you can take:

Unconscious Bias Learning Module
Psychological Safety Learning Module
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These E-Learnings offered by CCRW provide training on inclusive disability practices in the workplace

1.3 Sponsorship and Mentorship

As board members and leaders of the organization, it is important to consider the role you play in equitably sponsoring and mentoring potential board candidates.

A sponsor is someone who talks about you in decision-making spaces and advocates for you using their own professional capital to help progress your career forward. Implementing formal mentorship and sponsorship programs enhances employee engagement and retention, improves employee performance, and promotes a culture of talent recognition and support.

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As board members you can take the following actions within your organization:

  • Support the implementation of a formal sponsorship program, where managers and above are paired with employees from the five priority groups
  • Get board members committed to sponsoring and mentoring board candidates from the five priority groups, with the goal to recruit them to the board
  • Enable and support the success of potential board candidates from the five priority groups
    • For example: Pair yourself with a high potential board candidate and sponsor them when they apply for a board position
    • For example: Help and encourage new board members where you can, such as with board meeting preparation and sharing their points of view
Calling board members and leaders in Western Canada! Sign up to be a mentor to a newcomer to Canada or to learn how to create a mentorship program within your organization

As leaders, you can take the following actions within your organization:

  • Implement a formal sponsorship program, where managers and above are paired with employees from the five priority groups
  • Get managers on board and committed to mentoring employees from the five priority groups by highlighting benefits to both them and the organization
  • Advise mentors to encourage employees from the five priority groups to apply for leadership positions or promotions as they are less likely to do so
  • Promote the skills, talents, and ability of the individual you are sponsoring, and help them work through mistakes
  • Reach in at key moments and encourage, even nudge, towards the next role
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