Truly Championing Diversity, Equity, and Inclusion

Research consistently demonstrates that organizations that prioritize diversity, equity, and inclusion (DEI) outperform their peers, not just in employee satisfaction but also in innovation and financial returns. Could leadership rooted in empathy be the game-changer in today's diverse, multi-generational workplaces?

In a recent episode of the Do Good to Lead Well podcast, I had the privilege to explore this question with a remarkable father-daughter team who co-authored the incredibly timely book, Anti-Racist Leadership. Their key lessons and insights come from a fusion of CEO-level wisdom (James) with a millennial's fresh take on diversity, equity, and inclusion informed by her extensive consulting experience (Krista). Their combined experience and perspectives offer an important guide for leaders today.

This post summarizes the key takeaways from our conversation.

Empathy is a building block for anti-racist leadership

The authors emphasize the importance of empathy as a top development skill for leaders and executives. Moving beyond the buzzword, true empathy takes considerable focus and practice. In their view, empathy is not a "soft skill"; it is a strategic asset that enables leaders to understand and relate to the experiences of their employees.

In a multigenerational workplace, where the youngest cohorts are eager to bring their whole selves to work, leaders must extend empathy to understand the unique contributions each generation brings. The presence of empathy in leadership can dismantle misconceptions, such as the alleged entitlement of younger generations, and instead harness their drive to challenge the status quo.

Moreover, empathy enables leaders to engage in transformative conversations that acknowledge the full humanity of their workforce, creating an environment where every individual feels valued and understood. Leaders who are open about their own challenges and limitations, especially when it comes to conversations about race, create a culture of trust. Sharing your experiences, especially when you demonstrate your own learning curve, can encourage others to open up and engage in conversations that truly matter.

Another powerful practice to elevate empathy is to actively seek out and engage in experiences that expose you to different perspectives. Attend events and conferences, or join groups where you're in the minority to gain insight into the challenges others face. As the authors share, their white colleagues reported feeling exhausted in those environments while also developing a deeper appreciation of the effects of these situations on attendees who are in the minority.

Move beyond the buzzwords: Integrate diversity, equity, and inclusion (DEI) as core values

An inclusive culture is not a dispensable luxury; it is a strategic imperative for the success of any organization. Individuals who feel included and valued are more likely to be engaged, motivated, and committed to their organization's goals. Therefore, it is crucial for companies to weave DEI into the very fabric of their corporate culture.

While discussions of DEI can "feel good," to truly "do good," senior leaders must move beyond talking about its importance. Diversity, equity, and inclusion have the largest impact when they are embedded as core values of an organization.

Developing an inclusive culture begins with a deep understanding of one's own biases and how these may inadvertently create barriers for others. Leaders must commit to continuous learning and unlearning, addressing any systemic inequalities that may exist within their organizations.

A commitment to DEI involves continuous learning and a willingness to confront and change policies or practices that may disadvantage certain groups. Embracing a philosophy of humility and grace is essential to do this effectively.

One great tip is challenging organizations to stretch beyond their typical strategy of "hiring for fit." As the authors persuasively argue, this may introduce bias about maintaining the status quo and necessarily limit the extent of their selection criteria. A more powerful and inclusive hiring philosophy involves hiring for enhancement. Assess the potential candidates on how they can enhance your current skillset and culture. This more comprehensive perspective can open considerable opportunities for growth and success.

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Empower middle managers as agents of change

Middle managers play a very strategic role in driving DEI efforts within an organization, as they are often the closest leaders to the majority of the workforce and play a crucial role in shaping the employee experience. Empowering middle managers to be agents of change requires providing them with the necessary training, tools, and support to implement DEI initiatives.

Middle managers should be encouraged to foster open dialogues, challenge non-inclusive behavior, and advocate for their teams. Their commitment to DEI can have a significant impact on the overall culture of the company. By aligning the values and objectives of DEI with the roles and responsibilities of middle managers, organizations can ensure that their commitment to inclusion is reflected in day-to-day operations and interactions, rather than a temporary fad.

Conclusion

Despite its importance, organizations can struggle to successfully attend to issues related to diversity, equity, and inclusion. This should not be a "check-box exercise." Deeply embedding DEI into the DNA of your organization not only creates an environment where everyone can flourish, it is also the ultimate competitive advantage that propels organizations to the highest levels of success.