Goal-Oriented Leaders

Set Directions

Strategically Align Decisions with Vision, Values, and Evidence

Take Action to Implement Decisions

Assess and Evaluate

Achieve EDI-Informed Results

Ivy Lynn Bourgeault, University of Ottawa & Canadian Health Workforce Network

The third A in the LEADS Framework, Achieve Results, focuses on goal-oriented leaders. The four capabilities – set direction; strategically align decisions with vision, values and evidence; take action to implement decision and assess; and evaluation – are all relevant to EDI. EDI-informed, goal-oriented leaders dedicate resources to address EDI outcomes and embed these processes within their department, division, or organization. First, leaders must establish a baseline knowledge through environmental scanning and audits of EDI data (e.g. staff, clients, and services), if they do not already exist. Next, they must consult a diverse range of interested stakeholders in high-level meetings to reach a (near to) consensus direction of EDI initiatives that are in alignment with organizational vision and values. These EDI plans must be resourced, implemented, and acted upon and supported with evidence-informed tools. One made-in-Canada EDI toolkit, developed from the Empowering Women Leaders in Health initiative, is available on the LEADS platform . Tools include EDI-aware hiring and promotion practices and EDI-supportive organizational policies, processes, and culture. Continuous monitoring, reassessment, and evaluation to track progress towards EDI goals and resetting direction for continuous improvement must be embedded in organizational processes for optimal results.

Canada, Other/Mixed, Leaders, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Workplace Environment, Health Science, Mixed, Article, Race, Gender, EDI Ivy Bourgeault Canada, Other/Mixed, Leaders, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Workplace Environment, Health Science, Mixed, Article, Race, Gender, EDI Ivy Bourgeault

Leadership for change: participatory facilitation as a method to make organizational impact in equity, diversity and inclusion using the CAEP board of directors as an exemplar.

The third paper of the "Leadership for change" series focuses on what the Canadian Asssociation of Emergency Physicians do to advance EDI in Emergency medicine.

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Canada, Other/Mixed, Everyone, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Health Science, Mixed, Article, Race, Gender, EDI Ivy Bourgeault Canada, Other/Mixed, Everyone, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Health Science, Mixed, Article, Race, Gender, EDI Ivy Bourgeault

Leadership for change: working toward equity, diversity, and inclusion.

The second paper of the "Leadership for change" series presents the work of the Canadian Association of Emergency Physicians in integrating EDI in Emergency medicine through educational interventions, changes to organizational structure, and incorporation of EDI in strategic planning.

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Canada, Other/Mixed, Everyone, Health Care, Article, ON, Healthcare, Bias, EDI Ivy Bourgeault Canada, Other/Mixed, Everyone, Health Care, Article, ON, Healthcare, Bias, EDI Ivy Bourgeault

In health care, do the people in power reflect the people they serve?

Despite initiatives to promote diversity on Ontario healthcare boards, visible minorities account for just 22% of LHIN boards and 14% of hospital boards. Prioritizing professional backgrounds, time restraints, and fundraising duties are all obstacles. Camille Orridge emphasizes the need of taking a comprehensive strategy to ensuring that community perspectives are heard.

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In retrospect, Dr. Dennis, who had a fulfilling career, regrets not addressing gender imbalances and their own privilege as a male earlier. They eventually engaged in mentorship and allyship with women, finding it rewarding. They now take satisfaction in women's success but wish they had supported gender diversity earlier in their career.

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