2020 has been the most unpredictable and difficult year any of us can remember. Yet there is an undeniable spirit of collaboration among colleagues and organizations who have decided to put people first.
A resurgence in thinking with both our hearts and minds has re-energized inclusion efforts to extend beyond just race and gender — to make inclusion matter across every type of diversity imaginable. But with constant headlines making it easy to get fatigued, we must remain committed to the business case for inclusion: where everyone has the opportunity to be the best version of themselves, and where organizations are able to reimagine new products, goods and services through diversity of thought. The stakes are high, and we will need equal shares of courage, candor and compassion to create truly inclusive organizations. Yet, after watching colleagues across the United States serve as essential workers, advocate for others, and provide insight needed for their companies to make decisions, I am confident that, together, we can make a difference to improve teamwork and promote inclusion.
To convert good intentions into lasting action, many organizations have created "inclusion councils," which build the foundation for a truly inclusive environment.
The ingredients of a successful inclusion council are:
1. Empathy: Colleagues who are able to represent their own diverse characteristics while also understanding the challenges of colleagues in other diversity segments. The council doesn’t just include the various diversity segments — it also includes those who represent the majority segment. Inclusion really does mean everyone.
2. Flexibility: Initiatives that, while designed with everyone in mind, also recognize that some diversity segments may need a more tailored approach to eliminate barriers to workplace opportunities that other groups may not face (i.e., achieving equity).
3. Broad training: It is not enough to understand only the challenges of a few diverse segments. Training related to allyship, microaggressions, communication styles and team-building are essential to an effective talent management strategy. Through collective training efforts, we can achieve sustainable change and make it better for everyone.
4. Trust in the process: Firms have finite time and resources, and the reality is that not all initiatives can be implemented at once. Trust is needed to keep teams committed to inclusion long-term, even if it takes a little longer for their specific diversity segment. It’s also important to celebrate the achievements of all groups — even if theyre not yours — and know that your time will come.
5. Optimistic realism: There will no doubt be vulnerable moments where it’s easy to only see the bad in people. We all have unconscious biases and it’s up to us how we handle them. It’s important to remain optimistic and not let cynicism or a few bad apples distract from our efforts toward inclusion. Instead, we should accept that we won’t all agree and not everything will go smoothly, while working steadfastly toward an environment of trust and compassion, where we can have open dialogue without fear of saying the wrong thing.
Inclusion councils don’t just happen overnight, and the success of any inclusion initiative hinges on having a receptive culture. Recognizing that firms and businesses are in different places, there are a few key strategies to consider when revamping (or even starting) these initiatives.
First, and arguably most important, is an openness to listen, learn and share our truths. We must be willing to suffer the discomfort of confronting our own belief systems and biases — otherwise, any change will only be temporary. Second, it’s important to bring everyone together on inclusion initiatives so it becomes an active part of the company’s mission and values, and there is a shared purpose and accountability. Communicating the importance of inclusion efforts, driven by data, will increase buy-in across the organization and strengthen the business case for these initiatives.
Additionally, it’s critical that we use data to inform decisions and explain the “why” behind the choices being made at a leadership level. We are a data-driven profession, so why should inclusion efforts be any different? Assess and review organizational disparities between the majority and various minority segments using hard numbers, then decide which areas of inequity should be tackled first. Finite resources mean prioritization, and that makes frequent, transparent communication even more important in maintaining the trust and buy-in of the team.
And lastly, the chief diversity officer and human resources can’t be the only ones with inclusion goals in their performance plans. Making everyone accountable through goal-setting and performance evaluations is a great way to align inclusion initiatives with day-to-day job responsibilities at every leadership level. Making training mandatory and encouraging team members to promote the firm’s values across all diversity segments within the organization is a good way to practice what we preach.
Inclusion matters
Inclusive leadership is a business imperative that has implications for our employees, customers and business partners as well. Team-building is key to these initiatives, even if you don’t have all of the segments represented. We can work with who we have as long as we are intentional about diversity of thought.
Ultimately, we must trust each other and remain committed to the vision of a fully aligned and inclusive talent management strategy. With individual and collective understanding, inspiration and trust at every level of the organization, our efforts will integrate diversity, equity and inclusion into business as usual.
