Written by Craig A. Coffey, Founder & President
Way Maker Leadership LLC
“Your decisions reveal your priorities.”- Anonymous
Diversity & Inclusion is extremely important—but like most important things, it is complex and even hard to define. Because everyone is unique, the definition of diversity can span the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs or other ideologies, education, military experience, family status, education, tenure, geographic location, and much more.
There have been numerous studies done to prove diverse teams 1) produce better solutions to complex problems, 2) are linked to greater financial returns and 3) can help with retention of diverse staff. Yet many companies still struggle to make diversity a priority. I believe there are two types of companies when it comes to supporting Diversity & Inclusion: “actors” who pretend to be in the game and “allies” who are advocates and are aggressively in the fight. Let’s explore the important differences.
Diversity & Inclusion “Actors”
For decades I have heard the business world talk about Diversity & Inclusion as business imperative, and yet many companies still have not changed their cultures, mindsets and practices. Their rhetoric continues, but the results lag. Some of these companies floundering with Diversity & Inclusion may still win awards or acknowledgment for the financial contributions made towards diverse foundations or philanthropic organizations. The companies then self-praise with press releases and company-wide emails touting their generosity and awards. The “check writing” exercise is important, powerful and appreciated, but it is a one-dimensional effort and not a substitute for the multi-dimensional activities that truly change companies and deliver needed results. A cursory glance at these company’s websites demonstrates that the Board of Directors, Executive Management and Senior teams are still not representative of the communities they serve. In recent weeks, I have asked a few senior leaders about their efforts on Diversity & Inclusion and have heard anonymous but candid responses that range from “Are you kidding me, we are in survival mode due to Covid -19…too busy for that right now,” to “We claimed to be about Diversity & Inclusion but not sure we really were. Now, with these protests we are not sure where to even begin.” Companies are increasingly under tremendous scrutiny from investors, customers, activists and employees to diversify and put words into meaningful action. Think about the 60’s civil rights movement when diverse activists protested peacefully and called attention to inherently unequal business and social practices at Woolworths department stores. That brand reputational cloud of inequality haunted Woolworths for decades to follow. In todays’ environment, there is one important question for company leadership slow to authentically embrace Diversity & Inclusion: “what side of history do you want to be on?”
Diversity & Inclusion “Allies”
Conversely, Diversity & Inclusion “allies” are a different breed of company. These are companies that are already challenging institutionalized racism. They are advocates, disrupters, learners and risk takers. I believe the companies that prioritize Diversity & Inclusion share essential attitudes, actions and characteristics that drive social and business change. Through my observations of these companies and dialogue with several Chief Diversity officers, I’ve assembled some of the Diversity & Inclusion practices that make corporate allies so effective. I have utilized an acronym or framework titled BELONG, because these organizations aspire to move beyond inclusion to a higher, more profound and powerful place, where everyone belongs, regardless of their diversity dimension.
BELONG: An Essential Playbook for Diversity & Inclusion Focused Companies
B: Belief Systems and Behaviors. One of my favorite quotes is, “If it’s a priority you will find a way, if it isn’t you will find an excuse.” Companies truly committed to Diversity & Inclusion have made it a priority. They model a culture of inclusion in every interaction, presentation, investment decision, hiring decision, promotion and initiative. To them, Diversity & Inclusion is not an appendage that is bolted on to how the company operates, but it is embedded in the company fabric and culture. Senior leaders set the tone and demonstrate what is important and expected from everyone. They show this commitment through actions, including holding the company accountable and measuring tangible progress. Diversity & Inclusion allies use a scorecard to relentlessly track and communicate learning and insights across a range of critical measures (i.e. recruitment, retention, employee engagement, development and advancement, tenure, pay and benefits, work environment, employer brand, grievances and lawsuits, customer diversity, experience, and loyalty, supplier diversity, etc.). The transparency gives everyone clarity, moving the belief systems and behaviors from rhetoric to reality.
E: Empathy. Diversity & Inclusion allies recognize and appreciate that everyone has a different worldview based upon life experiences. Great listening is encouraged, and companies that take it seriously have a trained ear to listen for not just what is said, but also for what is not being said. This includes treating others how they wish to be treated. And when mistakes are made, there is a supernatural velocity to acknowledge, apologize, resolve and learn from the experience.
L: Learn. Allies not only have an appreciation of employees’ unique worldviews, but also a respectful curiosity to learn more, rather than prejudging because it might be different. Everyone fears the unknown in one way or another. Diversity & Inclusion allies demystify what might be different by creating a learning culture. They empower employees to ask and give permission to be active learners of each other. What are your experiences and perspectives? What do I need to ask to better understand this situation? What can I learn from this? The dialogue allows the diverse employee to be more open, comfortable and perhaps bring their complete self to work. Employee engagement rises. Additionally, the added learning and understanding allows the company to better utilize the talents, context and experience in ways that provide competitive advantages. We have seen it countless times in how innovation blossoms, communication gets sharper, processes become streamlined and businesses grow.
O: Own Your Privilege. Many senior leaders or people in positions of power can be great allies when they acknowledge and own that they actually possess a privilege. By doing so, they can stop perpetuating the systems of oppression from which their privilege came from, disrupting that very privilege to help others. It is important to note that privilege does not mean leaders had an easy life, everything was given to them, they never struggled or did not earn what they’ve achieved. It merely means there are some things in life that leaders will not experience or never have to think about that diverse groups face every day. Privilege is not about anything negative a white, male did. It is about how traditional society places “white” or “male” as the norm, and as a result everything else is somehow marginalized or degraded. Let’s look at a few basic, historical illustrations privilege. For example, the standard for covering a wound was “flesh-colored” Band-Aids that only matched the skin tone of Caucasians (although they now have a broader color assortment). For decades, almost every job ended or began with the word man (chairman, businessman, foreman, manager, manpower, manmade, etc.) Even today, grocery store food options still reflect Caucasian cultural traditions and ethnic foods are in a significantly smaller, separate section at a premium price. Leaders who “own their privilege” can directly challenge institutionalized racism by confronting or impeding the people, policies and structures that hold other groups back. It’s important for those with privilege to act out of responsibility and a desire to help humanity, not from guilt or shame.
N: Nurture. Diversity & Inclusion allies provide their team members with the access and development to prepare them for future opportunities. Nurturing enables senior leaders to be mentors and sponsors to diverse employees, which improves access to greater opportunities and career development paths. Allies highlight the actions and voices of those frequently marginalized, ignored or silenced. Nurturing also means senior leaders asking for the input or feedback from diverse employees and having the “thick skin” or capacity to accept the constructive feedback or new ways of doing things. When nurturing is done well, familiarity is created and relationships are formed. Employees have a chance to be seen, heard and understood, creating new opportunities for those previously marginalized.
G: Get the word out. Diversity & Inclusion allies are great communicators. Firstly, the allies celebrate successes. They highlight the big and small victories along the journey and showcase the collection of talent that made it happen versus having a senior leader solely take the credit. Secondly, allies use their corporate voice quickly and thoughtfully to stand up against injustice and inequality on broader, external social issues. Allies don’t try to stay on the sidelines, play it safe or seek neutrality. They don’t wait to find out what is popular, political or profitable. Diversity & Inclusion allies share their point of view in support of the bigger cause because they understand their responsibility to employees, customers, partners, and humanity as a whole.
In summary, what separates “allies” from “actors” is the authenticity, consistency, rigor and discipline they apply to the multi-dimensional activities mentioned above.
The result is a transformed culture where employees are no longer focusing on artificially trying to “fit in,” but they actually believe they belong. Ally company employees have a renewed and deeper sense of engagement, drive, fulfillment, happiness and performance that benefits the entire enterprise. Additionally, the relationship with senior leaders is dramatically improved, and the company starts to operate for a purpose rather than for a paycheck.
In this article we have discussed much of what the great companies do to make Diversity & Inclusion a foundational element of the culture and company performance. But it would be naïve and misleading to believe that the work Diversity & Inclusion all rests with the company as a whole. Instead, we as individuals have important role to play as well. Let’s look at how each of us can contribute to progress in Diversity & Inclusion.
I: Individuals can control how to present themselves and make efforts to integrate: It is hypocritical to complain about the company’s Diversity & Inclusion shortcomings if you are not part of the solution. A few tips on how every individual can make a difference:
- Understand your personal dimensions of diversity—whether it is race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs or other ideologies, education, military experience, family status, education, tenure, geographic location, etc. We are all different and bring value.
- Be vulnerable and open to ideas and approaches different from your own.
- Volunteer to serve on or even chair committees that support diversity-related activities. Join an Employee Resource Group or start one if your company doesn’t already have one.
- Sign up to be a mentee or even a mentor to a diverse team member.
- Actively participate in employee engagement surveys and respond honestly. If the company is seeking your opinion, don’t miss the opportunity to share feedback on what is working and what could be improved.
- Become Culturally Conscious. Listen to colleagues and learn about different races, cultures, customs, religions and backgrounds. It will raise your awareness and encourage you to treat people how they want to be treated, rather than the way you wish to be treated.
- Use your voice to be an advocate for a diverse group that is different than your own. There is power in people from diverse backgrounds uniting and standing up for one another.
This is an important time in the business landscape where real, enduing change can take place. Is your company an actor or an ally? What other Diversity & Inclusion best practices work to build progress? Are you doing everything you can to enable progress?
We can’t wait for the gridlock of Government to move Diversity & Inclusion forward. Change will come from Companies and leaders who step up.
If you found this article valuable, please share with your company and network to help lead change for everyone.
