Jim Miller's IP Inclusive Leaders’ Pledge

Jim Miller's IP Inclusive Leaders’ Pledge

I commit to:

1. Providing visible and proactive leadership to improve D&I in my organisation, by:

  • Putting my name to a public statement of the organisation’s commitment to D&I and of its D&I objectives, strategy and policies

  • Acting as an ally to, and champion for, colleagues from under-represented groups

2. Taking D&I seriously at the highest level, by:

  • Acting as, or appointing, a D&I champion at partnership level and including D&I as a standing agenda item at partnership meetings

  • Encouraging my senior colleagues to do as I do to provide visible and proactive leadership on D&I issues

3. Embedding and valuing D&I throughout the organisational culture, by:

  • Encouraging and allowing time for staff to work on D&I-related projects and training (including outreach and wellbeing initiatives)

  • Including D&I-related topics on the agendas of internal events such as for new starter induction, would-be partner training and staff away days

4. Building trust and safe spaces throughout the organisation, by:

  • Encouraging all staff, at all levels, to bring their whole selves to work and speak openly about their identities

  • Leading by example in sharing my own identity and experiences

  • Introducing a reverse mentoring scheme for senior staff to learn from more junior professionals and professionals in under-represented groups; participating in that scheme myself

5. Educating myself and my colleagues about D&I issues, by:

  • Encouraging allyship, privilege awareness and/or unconscious bias training for staff at all levels, including partnership level

6. Sharing my privileges, by:

  • Encouraging staff in all roles and at all levels to get involved, and leading by example with my own involvement

7. Insisting on equity, by:

  • Continuing fair, diversity-enhancing recruitment and promotion procedures throughout my organisation

8. Working closely with HR and management colleagues to achieve this, by:

  • Involving HR personnel in partnership level decision making on D&I-impacting issues

  • Encouraging involvement of partnership level colleagues in HR communications, conversations and projects

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