Ready Or Not, It's Time To Talk

For decades organizations have been trying to create and maintain diverse and inclusive workplaces, while also trying to avoid disrupting the existing culture and creating discomfort for those in power. As we grapple with our current reality, it is clear that we cannot reach next-level inclusion without having the “Talk.” The “Talk” in the Black community is when you teach your Black children, especially Black sons, how to survive when confronted by the police. It is when you discuss the history of Blacks in the United States, the systems that were intentionally designed to exclude them, and the stereotypes and prejudices that continue to impact Black lives today.

Failure to engage in a version of the “Talk” at work is preventing genuine and lasting workplace inclusion. Conversations about the “why,” the “how,” and the “now” regarding racial inequities cannot be avoided if companies want to survive and thrive.

Diversity has gone through several phases. At its inception, it was embraced primarily for legal compliance. Companies found themselves searching for a few token Blacks in order to avoid lawsuits. Shortly thereafter, as the clientele of many businesses became more diverse, companies grew concerned about their ability to meet the needs and interests of diverse customers. Subsequently, smart business leaders realized that diverse employees could add value in ways beyond providing diverse customer service. As research began to confirm the business benefits of a diverse workforce, organizations began seeking out diverse employees, primarily to hire the best talent and gain a competitive edge.

Although organizations were hiring more diverse talent, they were struggling to retain them. Thus, “inclusion” became the buzz word. Efforts began to create a culture where all employees would feel as though they belong, be motivated and empowered to bring their authentic selves to work, and be positioned to reach their full potential. Diversity professionals began heralding the quote by Vernã Myers, “Diversity is being invited to the party. Inclusion is being asked to dance.”

Sticking with the dance analogy, what happens when your style of dance is different than that of other guests? What happens when the music being played doesn’t align with your taste in music? What happens when everyone, except you, is bonding over similar dance moves and singing lyrics in unison? What about when you can’t afford fancy party clothes? In summary, what happens when people are invited to the dance and asked to dance, but when they start dancing in their own authentic way, there is laughter, whispering, disregard, or efforts to teach them how to dance like the others? I’ll tell you what happens: they leave the party. They go to another party where they feel they belong. A study by BetterUp found that employees who feel a sense of belonging demonstrate a 50 percent reduction in turnover risk, a 56 percent increase in performance, and a 75 percent decrease in sick days than their counterparts who feel excluded.

So how do we retain and reap the benefits of having diverse employees? Start with the “Talk”—that often uncomfortable conversation that forces everyone to engage in honest reflection about their lived experiences, how such experiences differ from those of others, and why such differences matter.

During the “Talk,” be open to learning about how your traditional, well-established, well-intentioned “dance parties” can lead to exclusion, isolation, oppression, and missed opportunities for those with different styles, perspectives, experiences, and resources. It is impossible to create an inclusive culture if you don’t know what causes individuals to feel like they don’t belong. It is difficult to create inclusive programs, policies, and practices without understanding the specific needs, interests, and challenges of those whom you seek to include. Inclusion must move beyond inspiring statements to understanding, respecting, and utilizing differences.

The “Talk” helps to uncover societal barriers that have contributed to employees’ perceived limitations, as well as their strengths. It helps to reveal new ways of leveraging strengths and addressing limitations. Perceived limitations may be merely differences; however, it is difficult to distinguish between the two without eliminating language like the “right way,” “the best way,” or the “only way.”

When you engage in the “Talk,” display genuine curiosity, practice active listening (listen to understand and not to defend), exercise empathy (try on perspectives of others), and commit to using information learned for future planning. Then re-examine well-established, well-intentioned, long-standing processes, and be prepared to change the party planning/employee retention system.

Chicago-Kent College of Law is not afraid of the “Talk.” We are having brave conversations through our community dialogues, Equity Talks series, and antiracism initiatives. These are difficult but necessary discussions. I hope you will join us in having the “Talk” in your workplaces and organizations.

—Marsha Ross-Jackson, assistant dean for student professional development and head of the Office of Diversity, Equity, and Inclusion