Will Your Organization (finally) Achieve Inclusion and Diversity? By / Alaina Love This article was originally published on SmartBrief on Leadership. I recently had a frank conversation with colleagues about the struggle we’ve observed our clients experiencing with achieving true inclusion and diversity (I&D) in their organizations. While our first instinct was to discuss possible solutions to what seems like an insurmountable problem, we had to admit that I&D is an issue fraught with complexity. “Most organizations say they believe in inclusion and diversity, but we believe that workplace intention and commitment must be met with action, or no sustained change will be possible,” said CB Bowman, CEO of Workplace Racial Equality. Solutions, we concluded, needed to be holistic, address the systemic roadblocks that prevent inclusion from becoming a way of life inside organizations, and acknowledge that interpersonal blind spots can foster them. “In all of my years working with leaders and teams, I’ve not seen any sustained and consistent improvement in my client’s success with creating real inclusion and diversity,” lamented Tony. As an executive coach of C-suite leaders, Tony found that he was frequently addressing this challenge with his clients, particularly over the last six months, as social justice matters have become more evident around the world and more widely reported in the media.
“As a white male talking to mostly white male clients, I’m just not sure of how best to advise them,” he admitted. As our small group began to unpack possible solutions, we structured a framework for thinking about the major organizational and leadership components that would need to be part of any I&D solution, regardless of organization type. They include the following: Board commitment The governance body of any organization has ultimate responsibility for all matters that affect the success or failure of a business. When a company experiences major manufacturing, product or sales issues, those challenges are raised and monitored at the board level until they are addressed. These are the kinds of issues that influence shareholder value, market position, and customer satisfaction. While inclusion and diversity should be no exception as important issues, they first require appreciation among the board for their value to the business beyond that which is morally, legally, or ethically appropriate—an appreciation that puts I&D on par with product development and sales growth. When an organization is struggling with achieving meaningful improvement in the diversity of its workforce Partners in Progress » November 2020 » 11
