DEIB concerns how we desire to live in our society and how society allows or prevents that from happening. Everyone has a stake in the outcome. Given that there are more than 20 Dimensions of Diversity, there is no generally accepted criteria for determining whether an organization is “diverse.” The objective of DEIB is not to satisfy some mathematical equation; it is to create an inclusive workplace environment where all employees feel they are part of something bigger than themselves and, therefore, recognize, and are recognized by, the rest of the members of their reference group as equals – a culture of belonging.
DEIB Leaders must understand their organization’s strategic or business plan. It may be formal. It may be piecemeal. It may only be concepts shared by a few senior managers, but every organization needs some form of plan to operate. Failure to align DEIB practices with an organization’s Goals is the single greatest reason why DEIB initiatives flounder, never reaching their real potential. A DEIB Leader identifies what is important to the organization and connects the dots so that they can understand the value of DEIB and how DEIB enables successful achievement of identified organizational goals. They approach their role from a holistic perspective, viewing every aspect of their work broadly and strategically, considering the current and future impact on the entire organization. They offer sustainable solutions built upon DEIB principles and practices that strengthen the organization for both the short-term and the long-term.
Most organizations that profess a commitment to DEIB lack a plan for achieving it. Or, if they do have a plan, it is ineffective because it is not organic, strategic, or cohesive. As a result, the plan does not mesh with the organization’s existing culture. Organizations struggle with DEIB because they don’t understand how to make it part of what they do and how they do it. Instead, they frequently demand highly visible “quick wins” by picking “low-hanging fruit.” These “one-offs” often include awareness events and mandatory one-topic training. Such well-intended efforts may appear to “check the DEIB box,” but neglect to use a holistic approach that embeds DEIB principles for the long run. The design and timing of DEIB initiatives determine their success in becoming part of the organization’s DNA. If they are introduced prematurely, before the organization is ready, they may even weaken DEIB efforts. And, if initiatives are not sustainable, they will eventually fall by the wayside. Sequencing and sustainability are essential elements of an effective DEIB strategic plan.
While those individuals laboring to do DEIB work may find it cathartic to exclaim: “It’s the twenty-first century! These issues should have been addressed long ago!” such an approach is more likely to engender resentment and resistance than progress. If you do not meet your organization or an individual where they are, they will remain entrenched behind their wall of non-receptiveness.
Nor is the mere fact that one’s worldview is influenced by possessing Dimensions of Diversity different from the dominant group. All DEIB Leaders need to have the education, organizational intelligence, and courage (including the ability to have uncomfortable conversations) required to lead an organization through the DEIB process to a culture of Belonging. That includes organizational savvy, a strategic perspective, holistic vision that includes a DEIB Lens, tactical skills, and business acumen. They must also understand and be able to explain U.S. history as seen through a DEIB lens.
Our lessons learned advising approach for entities is to enable internal holistic systemic change leading to a culture of belonging. Systematic and sustainable DEIB initiatives are only achieved organically from within an organization. Engraining DEIB principles and practices into an organization’s DNA takes time and is an ongoing commitment. While external DEIB consultants may have a role to play, their time with an organization is limited; they are not the permanent solution for achieving sustainable inclusiveness. Internal DEIB Leaders are immersed in the organization’s operations and culture, forming relationships with their coworkers. They experience the organization every day as it evolves, not as part of a limited engagement, and are positioned to help the organization hold itself accountable now and into the future.
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Read our latest thinking on Holistic Leadership and achieving Inclusive Excellence. Organized by four overarching themes from our book, each category covers multiple topics, with new Thoughts added regularly.
—from Holistic Leadership
