Among a DEIB Leader’s essential skills is Organizational Intelligence – the ability to navigate an organization’s power structure to achieve Systemic DEIB. This competency is overlooked by both organizations looking to employ DEIB professionals and the DEIB professionals themselves. The answers to five questions are the foundation for developing this singularly important skill.  

First, what is the organization’s “Constitution?”  Not unlike the United States, with its Declaration of Independence and Constitution, most organizations have their own aspirational documents describing their objectives. These take the form of vision statements, mission statements, core values, strategic plans, and public pronouncements of the organization’s culture and objectives. These materials are the starting point for uncovering the organization’s self-identity.  

Second, what does the organization do? As important as DEIB is, an aspiring DEIB Leader should not lose sight of the fact that their organization was established to provide products or services; it was not created to build a model DEIB environment. It is the DEIB Leader’s role to show the organization how DEIB improves its ability to succeed.   

Third, what is the organization’s language? Each organization has its own vocabulary and acronyms, which it uses internally and within its industry. A DEIB Leader needs to be fluent in organization speak. Incorporating the organization’s language into DEIB messaging enhances understanding, receptiveness, and connectiveness. 

Fourth, how are decisions made, that is, who has real power? Too many DEIB professionals assume that titles and reporting responsibilities limit their ability to navigate within the entire entity. Without a deeper understanding of the actual power dynamics, they are frequently stymied in their attempts to move DEIB initiatives forward. Answering this question also reveals the power that a DEIB Leader has within the organization, how to increase it, and how best to leverage it.  Power comes in many forms.  

Fifth, and perhaps most critically, where is the organization on its DEIB journey? A DEIB Leader needs to go beyond the statistical indicators and learn the DEIB World View of those in power who can help or hinder implementation of a DEIB strategic visioning plan. This not only helps to identify who must be brought along on the DEIB journey but informs the selection and sequencing of initiatives.