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Equality, Diversity and Inclusion
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White Rose Equity in Leadership Programme

The White Rose Equity in Leadership Programme is an innovative pilot programme, developed by the White Rose University Consortium, in collaboration with the Universities of York, Leeds and Sheffield.

Taking an equity-based approach to supporting career progression opportunities for global majority* talent, the programme aims to diversify leadership in higher education, both in academia and professional services.

Participants in the six-month programme will benefit from bespoke career support, informed by their own identified needs and aspirations. The timetable consists of three in-person training days and online masterclasses between sessions, and is co-designed and delivered by Leyla Okhai, CEO of Diverse Minds, an award winning, experienced practitioner, an award-winning, experienced practitioner.  

"It is such a great opportunity to be part of a unique programme designed to accelerate career progression opportunities for ethnically minoritised staff, and to diversity leadership in Higher Education, something that our university recognises as a key challenge and is committed to addressing. To be sharing space with exceptionally talented Global Majority staff in the Equity in Leadership pilot programme is beyond exciting."
Maria Ayaz, Head of Equality and Diversity

Why this is important

According to staff statistical data from Advance HE (2023), just 6.5% of UK global majority academic staff held senior leadership roles, while only 12.2% occupied Professorial roles. Similarly, the representation in senior leadership within professional services stood at 7.7%.

As a University founded on principles of excellence, equality and opportunity for all, we know that what we gain from our diverse communities at York is immeasurable.

The Equity in Leadership Programme is important because it is designed to foster a culture of inclusion and empowerment, where the benefits of equity extend beyond those traditionally underrepresented in leadership roles. This includes diverse perspectives, increased engagement, stronger relationships, enhanced performance, improved culture, better decision-making and troubleshooting.
By investing in equitable leadership practices, and creating an environment where all staff flourish, we will create a stronger and more resilient institution that is reflective of York’s values as a University for public good.

"We are incredibly proud to join the White Rose Consortium and partner Universities in the design and delivery of this pioneering programme. While we recognize the immense benefits a diverse leadership team brings to an institution like York, we understand the need to further drive equity in leadership, both here and across the sector. Through our collaborative efforts we will drive innovation, support participants in nurturing their talents, and prepare them to step into leadership roles. Together, we will catalyse the transformative change our sector needs by making leadership equity everyone's business."
Kiran Trehan, Pro-Vice-Chancellor for Enterprise, Partnerships and Engagement

Kiran Trehan, Pro-Vice-Chancellor for Enterprise, Partnerships and Engagement

Taking part in the programme

Recruitment for the next cohort of participants for the Equity in Leadership programme will begin in September 2024.

Structure of the programme

This is a six-month programme which consists of three in-person training days, each followed by a networking event. There are also peer led online masterclasses between sessions focusing on the development of the hard skills identified as areas of focus by the participants.

A celebration event will be hosted in December to honour the Equity in Leadership alumni.

Workshop one: Values, influence and networking

This workshop will cover:

  • Values and culture
  • Power and Influence in leadership
  • The value of networking
  • Mentoring, coaching and sponsoring impacts

Networking event with Senior Leaders from the University of Leeds

Workshop two: Communication, change and personal branding
  • The nature of communication
  • Leading challenging conversations successfully
  • Ideas for change
  • Boundaries in the workplace
  • Building a personal brand
  • Your personal development plan

Networking event with Senior Leaders from the University of York.

Workshop three: Imposter syndrome, recruitment and resilience
  • Standing in your power: confidence and imposter syndrome
  • Career skills: networking, CVs and interview skills
  • Resilience and wellbeing
  • Your personal board
  • Letters to yourself

Networking event with Senior Leaders from the University of Sheffield.

Additional supportive relationships

Participants on the programme will be supported by sponsors, mentors, and coaches who are integral in creating a support system that will empower the participants to thrive - they are there to help participants navigate their professional journeys and overcome challenges.
These roles are not only there to support the growth of participants, but also to champion a more inclusive and equitable organisational culture, driving systemic change and fostering a diverse leadership pipeline.

Sponsors

Sponsors are senior leaders who actively advocate, using their influence to create opportunities and open doors that might otherwise remain closed. In the context of race equity, sponsors play a critical role in addressing systemic barriers by:

  • Promoting visibility and providing access to high-impact projects and roles.
  • Endorsing and supporting during performance evaluations and promotions.
  • Helping to break down institutional biases and fostering a more inclusive culture at the leadership level.
Mentors

Mentors offer guidance, wisdom, and advice based on their own experiences. They provide a safe space for mentees to explore their professional goals and navigate challenges.

Mentorship is vital for race equity because:

  • It provides tailored support and encouragement, helping mentees build confidence and resilience.
  • Mentors can offer insights into navigating the unique challenges faced by global majorities in the workplace.
  • It fosters a culture of learning and growth, where diverse perspectives are valued and nurtured.
Coaches

Coaches facilitate the participants' self-discovery and growth through active listening, questioning, and feedback. Coaches are important because:

  • They help participants identify and overcome personal and professional obstacles.
  • Coaches assist in setting and achieving ambitious career goals, ensuring participants have the tools and strategies needed to succeed.
  • They provide an objective perspective, helping participants to refine their leadership styles and enhance their effectiveness.

Training for managers

A distinctive feature of the programme is the learning and development opportunity for managers to champion inclusivity. The Equity in Leadership Programme has committed to providing tailored training for managers, equipping them with necessary skills and insights to be inclusive advocates, committed to driving a cultural shift towards meaningful change. 

During the pilot programme this training, as well as a resource library, will be made available to line managers of participants, but the strong aspiration for the future is that resources and training will be made available to all line managers.

*A note on terminology

The University recognises the importance of racial and ethnic terminology and understands that individuals use different terms to identify and represent themselves. In keeping with the commitment to co-creation for this programme, the Equity in Leadership Programme team asked all participants to vote on the term that they felt best represented them. The term "global majorities" received the most votes, as it provides a more positive perspective compared to the othering narrative of "minority groups."