As summer began, the United States Supreme Court ended affirmative action in college admissions. Despite the decision’s sole focus on public universities, the ripple effect has spread (and is continuing to expand) into various sectors of society; this is particularly evident in the corporate workplace, as many leaders are wondering if they should tread lightly with their company’s DEI (Diversity, Equity, & Inclusion) initiatives, including whether to even call it DEI anymore. Whatever the ruling or name, DEI work is still vitally important for business. Organizations would be wise to consider this seemingly anti-DEI era as an impetus to do more, not pull back.
In “doing more” with DEI, it can’t be more of the same. Part of the debate for some is that many aspects of DEI fuel greater problems. Instead of solving problems, so-called solutions make it worse. An expertly designed slide presentation is all there is if the “solutions” are only quick fixes to meet compliance or if the strategy creates further exclusion and confusion in the process. DEI done as usual contributes to the divide when the emphasis is on fixing individuals rather than uncovering and confronting root causes; it disregards the many dimensions of identity; and it fails to hold leaders accountable to DEI commitments, leaving the load to HR or DEI professionals who are already running low on energy and budget.
What can organizations do differently right now to advance DEI despite resistance and challenges from inside and outside the business?
Put programs in their proper place.
Consider the culture you are creating in your organization. Trainings here and there do not ripple out and affect change. In contrast, looking at workplace culture holistically (not programmatically) creates the space and grace for people to thrive and want to perform at their best. In an approach like this, the work of DEI becomes less about the programs (trainings, webinars, workshops, etc.), and more about creating sustainable behavior change.
Think about coaching as an alternative to one-off programs. Coaching is about truly engaging people. It provides a safe space for reflection and exploration for people to think about their belief systems, and it allows for the work to begin toward transforming or evolving those beliefs to better serve the world and those around them. Programs do have their place, so don’t toss them out altogether. Programs have merit. Nevertheless, they must be done in such a way that they are not information dumps without accountability. Rather, programs should be designed to provide a learning experience where people can discuss, reflect, and take action from wherever they are on their DEI journey.
Double down with a focus on belonging.
In the DEI gold rush of 2020-2021, many companies made hasty promises and plans. Since then, many of those promises have been broken and the plans have unraveled right along with a sense of belonging within those organizations. It’s as if DEI were a trend.
Creating a culture of belonging is the key to DEI that makes a meaningful, measurable difference. That includes:
- Applying an intersectional lens to DEI, recognizing that identities overlap, and that one size does not fit all in ensuring everyone feels safe, valued, respected and welcome to bring their best selves to work each day
- Supporting employees during challenging times (social unrest, major changes in the business, life-work transitions, etc.) by listening to their experiences and perspectives, extending empathy and taking action that is beneficial to their advancement and the business’
- Providing all people with the tools they need to thrive, such as sponsorship, leadership development coaching, stretch opportunities, and purpose projects, so that they can maximize their full potential both within and outside of the workplace
- Taking into consideration the perspective of DEI resistors in order to clarify and even course-correct certain DEI initiatives
Understand the risks of retreating.
The risk of businesses not having a workforce that reflects their communities is high if unconscious bias isn’t counteracted by DEI. The progress made with DEI could be dialed back by decades if that were to happen. Companies also risk losing top talent if their workforces become more homogeneous. The war for talent is on and businesses can only stay competitive if they are attractive to job seekers, especially GenZ and younger millennials who are prioritizing DEI as a must-have for their future employers.
In the near future, how organizations go about DEI might have to change to be compliant with policies or legislation. For example, an organization may have decided on having a quota to ensure a specific percentage of representation from certain demographics are advanced into leadership roles. That’s their how for achieving greater diversity and inclusion in leadership, for example. But their why for going about it that way simply boils down to the principle that everybody should have the opportunity to be promoted. However, the perceived problem with that how might be that the policy excludes white men. So that how would then have to change. A solution could be ensuring that everyone has a sponsor or mentor to support their career progression or mandating that senior leaders have succession plans that feature a diverse pool of candidates.
At the end of the day, DEI is about impacting change. A true commitment to DEI means actively working towards creating a culture where inclusion and belonging advances and holds, no matter what comes or what goes. So call it what you want…just please don’t call it quits.
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