Leading effective DEI change champions

In the realm of Aspen South Africa (Aspen SA), a significant journey unfolded in April 2021. This was no ordinary journey; it was a deliberate weaving of diversity, equity, inclusion and creating a sense of belonging into the very fabric of the organisation—a narrative of change designed to resonate with every employee through the harmonious melody of a Culture of Inclusion (COI). The Change Champions worked hard. The team set out to reshape the workplace, aiming not only to advance healthcare but also to foster inclusivity and positive change—a commitment seen as crucial for both people and business sustainability.

Conducting a diagnosis provides an opportunity to unravel hidden blockages in the system

This journey began with a recognition of the need for change. Comprehensive surveys and research projects across Gqeberha and East London revealed critical insights, emphasising the urgency for an improved organisational culture.

Three key surveys were conducted. These were a communication audit, an exploration of employee experiences, and a Culture of Inclusion Survey; the results of which pointed leadership to areas that need attention and intervention. One result showed that 40% of employees perceived the organisation’s culture as unfavourable, signalling a need for change. The COI research, with a participation rate of 58%, identified shortcomings in 18 dimensions of the Global Diversity, Equity, and Inclusion Benchmarks (GDEIB).

To address these findings, the COI Journey embarked on a carefully crafted 10-step iterative model. The most exciting part of the journey was to see the willingness of employees to get involved. A primary group of 36 Change Champions, led by Branson Bosman, was established to implement post-intervention assessments, each step aimed at addressing specific barriers, with the overarching goal of improving Net Promoter Scores (NPS) and overall employee satisfaction. These Change Champions were empowered and enabled to tackle the task. They became bridges between the wider employee group and the COI team, fostering communication and planting the seeds of future leadership. As an executive leader, Branson made sure to empower the Change Champions and ensure that they had the resources and knowledge they need to bring about transformation. He constantly challenges them to “do more”.

While Aspen’s COI journey is still underway, the success of the COI programme relied on achieving key outcome objectives linked to enhancing trust, employee engagement and culture for a sustainable organisation with DEI at the heart of its operations. Through working on the hearts and minds process in partnership with their external expert, Aspen set out to launch its Aspirational Culture Statement and the comprehensive approach designed in partnership. The now 89 Change Champions focused on addressing bullying and harassment, race and gender inclusion, career development, rewards and recognition, and finally communication and culture.

Employee engagement played a crucial role in this narrative. Following the launch of the aspirational culture statement and implementation of primary interventions, the following key findings were reported through a dipstick survey:

• Improved levels of trust in Aspen SA Operations COI process - 50% of employees trusted the intent of the COI programme.

• 50% of employees felt they could take part in the change process.

• 50% of employees experienced a change in DEI culture since initiatives were launched.

• There was a general improvement in the understanding of the COI initiatives and pillars.

In line with the business’s continued efforts to drive deep, meaningful and sustainable change, Aspen SA Operations is in the process of preparing for its second quarterly The dipstick survey was set to start in November 2023.

Aspen SA Operations’ Culture of Inclusion Journey is not merely a programme, but a commitment to lasting change. By addressing identified barriers and nurturing a culture of trust, transparency, and engagement, Aspen SA Operations is in the process of paving the way for a workplace that not only advances healthcare, but also stands as an example of inclusivity in action. The chapters of Aspen’s transformative tale unfolds, echoing a commitment to a future where everyone belongs and thrives.

My take away lessons from Branson’s leadership

1. Be prepared to roll up your sleeves and ‘show up for Inclusion’ even when it is unpopular.

2. Be prepared to put your head on the block to close an existing trust deficit.

3. Leadership ‘walks the talk’ on Transformation and be prepared to be patient.

4. Leadership encourages other leaders to search harder to create representation in the organisation.

5. Leadership remains focused on the task and inspires hope that DEIB is achievable and will benefit the company in the long run.