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Board and Leader Guidebook

Section 4.0: Encouraging Others to Play a Role as a Champion

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4.0 Encouraging Others to Play a Role as a Champion

4.1 How Can You as a Leader Encourage Others to be Champions?

When a leader models inclusive discussion by being open, vulnerable, and seeking feedback, they create space for others to do the same. The same effect occurs when leaders model how to be a champion of equity, inclusion and belonging. As key influencers of the quality of an organization’s culture, leaders should explicitly call on others to join them in championing equity and inclusion and in creating safe spaces in the workplace.

Below are examples in which you, as leaders, can model open discussions and feedback:

• Build ownership in advocating for inclusivity by having discussions with employees about ways to improve inclusion in the organization, and about barriers that create inequalities and inequities in the workplace.
• Openly discuss with employees the role you have played as a champion of inclusivity, the experiences you’ve had, and the impact this has had on you and the organization. Talk about your successes and failures, as this models healthy growth and learning.
• Focus on the language you use and the words you choose.
• Be open about everyone having unconscious biases and privilege, and how you are learning from these.
• Take time to point out and address unconscious biases in a way that encourages conversation with others.
• Ask trusted colleagues to give you feedback and to support you in using language that reflects an inclusive workplace culture.

Priority Group

Empowerment:

When people are empowered to take actions, they feel they have the power to make changes and influence the outcome of a process for the better. However, empowerment is often thought of as an action or benefit that is given to teams or direct reports by their manager. This can make employees feel disempowered, because it implies that managers have the quick ability to give and take away power.

Instead of being viewed as a gift or possession, empowerment should instead be viewed as a workplace characteristic, co-created by managers and employees taking action to build an environment that is empowering for everyone.

By creating this empowering environment, you as leaders, will inspire others to take action to challenge the status quo, bring others into the conversation, and champion equity within the organization.

Priority Group

Below are examples in which you, as leaders, can empower others to be champions:

• Be a role model by sharing how you are moving out of your comfort zone, growing, learning, and tackling challenges related to inequity in the organization
• Gather and put suggestions in place for creating a more inclusive environment
• Foster a collective mindset amongst the team where it is everyone’s responsibility to ensure that employee wellness and giving back to the community are top priority
• Create opportunities for team members to build genuine, respectful and trusting connections

Priority Group



Read Empowering Workplaces Combat Emotional Tax for People of Colour in Canada, written by Catalyst Canada



Considerations for Intermediate / Advanced Organizations

Encouraging Others to be Champions: Regional and Industry Considerations

Industry: Agriculture

Below are initiatives that farmers across Canada can implement to maximize their participation in EDI efforts. Examples include;

• Ensure communications highlight the value and importance of programs focused on farmers from priority groups
• Use various communication channels (e.g. online, audio/visual, print) to deliver programs and information
• Ensure visuals used in all communications represent all priority groups (“You can’t be what you can’t see.”)
• Establish programs to connect new farmers to experienced farmers from priority groups
• Support farmers from priority groups in fostering their leadership skills and preparing them for board and other leadership positions
• Provide mentorship opportunities to help farmers from priority groups receive access to new information and social networks

Scenario: Checkpoint 2

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