An Equitable Approach
Diversity, equity, inclusion, and belonging (DEIB) are not just buzzwords to throw around to suggest you care. Organizations and individuals alike benefit from understanding and embracing these concepts with their hearts and actions.
Diversity, equity, and inclusion (DEI) are not just buzzwords to throw around to suggest you care. Businesses and individuals alike benefit from understanding and embracing these concepts with their hearts and actions. Recognizing holidays and hiring a diverse workforce is a start, and it deserves a much deeper dive. Changing the culture of an organization that has been set in its traditions for a long period of time is challenging, and there is hope. We will provide guidelines to get you started on the path to creating an environment where all members of the organization feel included and equal no matter their background.
Let’s start by defining the three elements that comprise DEI:
Diversity is the acknowledgement of differences as they relate to a community of people, within a grouping such as a container of ideas, and ultimately a way of looking at relational aspects of a mixture of places, people and things.
Equity is the treatment of people based on their individual needs. Many people talk about equity as treating people equally and while that is a great start, it fails to consider that not everyone starts off at the same level.
Inclusion is related to the quality of human experience by consciously demonstrating how people are valued and encouraging them to participate based on that value.
To clarify, let me pose this example. You host a dance. You invite a varied group of individuals to the gathering (diversity), you invite them on to the floor to participate in the dance (equity), and you ask about their preferences in music (inclusion).
Altogether, the instituting and management of DEI within an organization is the ability to identify and implement an approach to recruit, retain and oversee the development of a broad range of people’s differences. Examples of these differences are many and include geographic location, individual differences, family and class, trends of the times, and cultural manifestations of other. These aspects draw on the value of their talents in a just and balanced way that strengthens organizational outcomes and success.
Essentially, treating each individual with dignity and respect regarding what they require to function well and remain motivated, while recognizing these differences, is the ultimate goal. Truth is, there are countless examples where such practices are not as common as one might think. Why is this so difficult? In a global context, going back to the caveman days, and the discovery of early or “new man” from Neander Valley, we were comfortable with those in our own tribe. When an outsider came along, we were slow to trust and add them to the fold. Their ideas may have been different based on their experiences. In an American context, our comfort was challenged by the dynamic of the enslaved vs the liberated. When an outsider came along, both communities were unwelcoming to the fold, yet the enslaved felt their only choice was to assimilate.
This dynamic adds a level of complexity to the current dilemma of determining how to move forward as a global society to a more equitable balance concerning differences. How do we reframe the way we experience differences rather than within the opposing paradigm of right vs wrong, white vs black and brown and mocha and on through the many shades of one’s lens?
Isn’t the glory of diversity a springboard to inspiration? I recall complaining about having to face so many changes in my grade school experience to which my mother shared the perspective, “wouldn’t life be boring and dull if everything was always the same?” Just the imagery of that statement shifted my attitude. Being open to new ideas leads to creativity and innovation. This study by McKinsey & Company clearly shows that businesses who embrace DEI are leaders in the industry. They think outside of the box and provide better products and services to a wide variety of customers.
Imbalance can occur in many areas:
In a modern world, these areas could seem irrelevant. Instead the focus could be on ideas and contributions that expand awareness and deepen understanding. Growth and development could be central to our economy. Sustainability and renewal would play a greater role in our global community thinking. Unfortunately, our differences matter in people’s perceptions and actions. Underlying biases affect what you believe no matter how open you think you are.
Then again, there exists the superpower of reframing as my mother demonstrated with me. It caused a shift in my negative perception of change relating to school. That lead to different actions taken on my part concerning improved grades and more discerning choices.
As you think about biases and how they manifest themselves in your life and organization, you want to consider an equitable DEI approach. There are several things you can do to treat everyone equitably in the hiring process, in the workplace, and in every aspect of society.
In an organization, success often involves a top-down approach. A leader that has a clear understanding of DEI can lead by example. They can guide top management to slowly implement inclusionary programs. Where a company culture is deeply ingrained, this may take time. This may also take some significant effort in certain areas to eliminate imbalance. This is where our EXECUTIVE WOMEN – VIP Program’s approach to root analysis provides clarity on how to proceed effectively.
Starting from the hiring process, management will want to choose the best candidate, no matter what their cultural background, while at the same time balancing a diverse collection of people for the sake of broad perspectives. When you are not receiving resumes from a diverse group of candidates, you may benefit from looking in a different place. Encourage those of all backgrounds to apply. Develop a DEI philosophy and place it in plain view. Make it crystal clear that reasonable accommodations will be made for differences and why. Be sure to outline low tolerance policies. Be certain to include anyone that meets the qualifications. Some employers hide personal information on resumes from the hiring manager, so the selection is based on qualifications only. Standardized interview questions are also a good technique to lessen unconscious biases.
Conduct studies so you know a fair wage for a position based on abilities and then carry that across the board. Whomever you hire, fair and equitable salaries maintain integrity. Create an onboarding process that includes DEI training. Set expectations up front defining the expected company culture. Yet, make the effort to work with people and compromise based on the needs of the individual. Corporate assimilation will not allow differences to flourish and be the contribution that’s possible.
Once in the workplace, education is key. Many behaviors that discriminate occur because of inexperience or ignorance, not because of malice. Simply addressing the issues that are important to different groups and creating empathy is paramount. The innumerable ways this can occur are as varied as your workforce – floating holidays to accommodate religious preferences, setting up day care to help out working moms, offering work from home options, or setting up stricter anti-discrimination policies.
When promoting from within, follow the same guidelines – based on abilities, strengths and contributions. When someone wants to move up the management structure and they are lacking in a particular area, offer classes, mentoring opportunities, and suggestions for progression along the career path. Create an environment where your employees can succeed. Include diversity metrics and tie them to annual compensation and bonuses.
Create diversity at top management. These folks are the voice of your company. Gone are the “old boys” network and promotions of your friends. You are stifling growth and keeping the status quo.
Corporate culture has traditions and preconceptions. When you are not in a particular demographic, you might feel a lack of belonging, or that the cards are stacked against you. Whether this is true or not, it is up to human resources and company policies to show that they embrace diversity, equity, and inclusion. This will better serve their customers and their brand image in the market place.
The current diverse employee population mirrors its customers far greater than in the past making it beneficial for companies to embrace diversity, equity and inclusion to draw more customers and ultimately increase their bottom line.
To align with your customer base, there are some key principles to follow:
To achieve a DEI breakthrough, navigate these steps to get at the heart of the issue:
Root – Study your organization’s history and understand how it got to its current state and what makes it grow and evolve.
Establish – Determine the fundamental elements of your corporate culture. Do they align with a DEI strategy? What is necessary to change?
Assess – Analyze what is working and determine what improvements will benefit the whole. Break these down in order of critical importance and impact to the organization.
Change – Start small; build gradually. Encourage participation of the entire company.
Hone – Celebrate your successes and build on them. Continue to explore how your organization reacts to changes. Try different approaches and see which ones fit. Some will require more work than others, keeping in mind that any change is a step in the right direction.
Soon, the full potential of your organization will be in reach with you as a major player in leadership.
Be impeccable with your word and operate with integrity in your actions. When you say one thing and demonstrate another, you are going to lose credibility. When credibility is compromised, recovery can be thwarted with insurmountable odds and road blocks limiting movement along the path.
Encourage others to bring their ideas to the table. Listening and keeping an open mind is a big part of inclusion. Wherever someone is within the hierarchy, they deserve to have a say. This is a cornerstone of inclusion. It doesn’t matter who you are – individuals want to feel valued.
The direction of DEI can come from the top, yet its success depends on a company-wide effort. A good support system will make ideas travel like wildfire.
Companies who adopt DEI practices see results in their bottom line. Harvard Business Review did a study a few years ago where they asked 1700 companies across eight countries about diversity in management positions. It found that “companies with above-average total diversity … had both 19% points higher innovation revenues and 9% points higher EBIT margins, on average.” This study measured statistics based on gender, age, national origin, career path, industry background, and education.
People from all backgrounds have ideas that they want heard and taken seriously. It is well worth your time and effort to set a DEI program in motion and begin or continue to implement programs today that create an environment where people feel free to innovate tomorrow.
Diversity is all around you. Inclusion comes from your heart. Equity is the way you put those beliefs into practice. Listen, care, and empathize with those around you. Learn all you can about others and strive to understand the impact of their origin and how that contributes to your organization. Keep your word. Stand for who you are while giving space to others to follow suit. Seek insight into how your organization can work together as a whole. Commit to leading in ways that benefits all. Search for other perspectives, continually explore and reflect on your own hidden biases.
Develop a culture where people are acknowledged and feel included. Keep the lines of communication open and be ready to address issues. Be cognizant that you effectively create a solution that maintains balance on both sides of the scale. The point here is to bring staff to an even playing field.
In the words of Albert Einstein, “We must not only learn to tolerate our differences. We must welcome them as the richness and diversity which can lead to true intelligence.”
Remember that you can make a difference with your thoughts, words, and actions. The world is constantly evolving, and we will want to adapt in order to succeed. My mind goes back to the dinosaurs, and their failure to adapt to a new environment. We have research identifying how that turned out. You are more resilient, and you can be the catalyst for change.
Let’s start together by taking action toward your development as a leader. Why not take the Leadership Styles Quiz to help you transform your work environment? Then take the next step in your journey by booking a Strategy Session to explore how we can get you prepared to sit at the decision-making table.
May 31 to June 4
Stop Being Blacklisted and Climb the Corporate Ladder by Solving the People Puzzle
When have you felt excluded or that the silence of your voice rang loudest? It is one thing to feel as though you are the only one in the room. It is quite another when your voice – made significant by its solo existence – is silenced in the room by the deciding action that censors you.
That is the situation I found myself when the chosen action eliminated my voice, marginalized my opinion and triggered ill feelings that haunted me for years. The very client who revered my work during the initial delivery, championed my work by shortlisting me on all future deliveries. Then after the second coaching session, I learned I would not be invited back to coach in the future. Allegedly I made “odd comments” and leadership thought it best to remove me from the coaching roster.
I was devastated. Given all the successes and accolades that came my way prior, this particular situation ended with quite a different outcome. When questioned about whether or not a woman of color was in my group, my memory did not serve me well enough to recall. I then asked for more detail which was slow to come. When I asked for more context, it was the “odd comments” which brought into question my professionalism and appropriateness. Yet I was left in the dark by the vague accusation regarding what those odd comments were.
When I finally pressed for more detail I was told that I expressed my opinion to an African-American woman that she was not white enough to serve in a leadership role. I was at a loss for how to respond. I wasn’t the only one to respond as I did. No one involved in this client contract who knew me and my work well, could imagine those words coming from me. That sentiment bears no resemblance to anything contributing to my character.
Still, the accusation was entered and my integrity was under examination. The consummate positive thinker I strive to be in all situations, I offered the solution to sit down for a clarifying conversation with the client with the intention and hope of clearing the air of misunderstanding. That conversation was not granted. In contrast, there was never to be an opportunity for me to clear my name nor was there even a consideration for such a conversation to take place. I felt gagged and muted as though I had no voice nor reason to be heard. I was not allowed the courtesy of addressing the accusation in any way. I felt guilty as charged with no chance for parole.
I was clearly at a loss by the outcome. Though I was reassured this would not be held against me. It was explained that I could not expect to make everybody happy all of the time. So let this one go and move on with my life. Several months later I was denied a promotion, citing client dissatisfaction in the past.
I learned two valuable lessons that day. One, it is impossible to be sure how others will resonate with the things we do and say. Two, always check in to find out how something you say or do resonates with others. Taking that last action can be crucial to your insight into the understanding of others. One caveat when checking in to learn how something resonates with others, you will want to pay attention to what is not being shared with you. Not everyone may or can clarify how something resonates with them. Lesson learned: when you are the only one in the room, your actions and words have a deafening presence. Be mindful how you show up.
One with you,
Byron
(June 4) – Masterclass
(June 14) – Kick off call for EXECUTIVE WOMEN – VIP Program
(June 21) – Start date for EXECUTIVE WOMEN – VIP Program