Standardizing inclusive leadership across the organization

At Produits forestiers Résolu, as in most large industrial organizations, team diversity advanced faster than managers' tools. The bet: treat inclusive leadership not as awareness-raising, but as a management skill to be standardized.

The context

Supervisors and foremen were managing increasingly diverse teams, with no structured training to do it. Everyone improvised on instinct: some excelled, others accumulated misunderstandings, and the organization had no common standard for talking about inclusion in the language of management.

The approach

The rollout of the training The 5 Keys of Inclusive Leaders to all the managers concerned: a structured workshop that gives supervisors a common framework — humility, consistency, courage, fairness — and concrete practices grounded in real production-floor situations rather than a speech about values.

The logic is the one we defend at the Regional Roundtables: recruiting a diverse workforce is not enough; it is managers' stance that turns that diversity into performance. By training all managers on the same framework, the organization stops depending on individual sensibilities.

The result

The training became an internal standard: it is now written into the training path of every manager called on to lead a diverse team. Inclusive leadership is no longer an initiative there; it is an expected skill, passed on and renewed as each new cohort of managers comes through.