If diversity, inclusion, equity, and belonging were a playlist, what songs would be included? Verna Myers, DEI expert and former VP of Inclusion Strategy at Netflix, is credited with the universal quote on diversity mechanics: “Diversity is being invited to the party; inclusion is being asked to dance.” Recently, this quote was enhanced to include a note on belonging by the Chief Diversity Officer at Block, Shawntee Reed. Reed described belonging as “knowing which songs to play” at the party. This concept of corporate leaders being disc jockeys lightly alludes to the insight and intention organizations must have to determine what music moves their audiences. In this case, the music is a company’s posture on diversity, equity and inclusion and pronouncements on matters of great public concern, and the audience members are the company’s employees, potential candidates, and consumers.
In their book, “Daily Practices of Inclusive Leaders: A Guide to Building a Culture of Belonging,” Eddie Pate and Jonathan Stutz warn of the dangers of performative diversity. Pearl Kaysire describes this succinctly: “When a company rallies for diversity and inclusion in public and is very loud about it on social media, but their policies, [practices, and culture] are discriminatory.” While this article focuses on the term Diversity, Equity and Inclusion as DEI, Pate and Stuz utilize a different moniker in their practice. ID&E or Inclusion, Diversity and Equity, names Inclusion as the primary building block of these practices. Organizations can use these small but mighty nuances to reflect on their priorities and values in the DEI scope.
Start the Party
According to Gartner Research, 65% of employees report they would like to work for organizations with a strong social and environmental conscience. This includes strong corporate DEI strategies and approaches. For organizations starting or rehabilitating their DEI journey, asking direct questions about the current state of values, mission, and strategy can help clarify a stance.
Questions to consider:
- How do DEI efforts align with our values and mission?
- Why is it important that we take a stand on DEI?
- What are our operating principles, and are they aligned with our DEI stance?
- What issues are important to our organization, employees, and consumers, and why?
The answers to these questions are the building blocks for a solid foundation. From here, leaders should have an authentic reflection of where the organization is and where it intends to go. They can even include, similar to Nike, explicit actions and timelines to demonstrate how and when they plan to get there. “When organizations release diversity statements, they may be communicating information with positive connotative associations, such as care for organizational culture and community well-being.” (Wang et al., 2022).
Generate the Playlist
Leadership needs to show their organization that systemic change can happen immediately. Pate and Stutz recommend that organizations focus on daily actions that can move the needle toward a more inclusive culture. If leadership truly values ID&E, this will be reflected not only in public proclamations but in the policies, procedures, and processes across the organization. Without the practices in place to back up what they say, an organization’s pronouncements can appear self-serving and performative. For those organizations looking to practice what they preach, initial steps can include focusing on the core of their corporate identities and operating principles and aligning on what causes and initiatives leadership believes they can and should champion in the short and long term.
Decisions to consider:
- Updating operating and policy principles to align with DEI strategy
- Aligning on causes, initiatives, and foundation metrics
- Including DEI goals in performance management
- Reviewing the goals and objectives of your diversity, equity, and inclusion partners
Organizations would do well to demonstrate deep and meaningful commitments to ID&E by creating policies that directly resonate with the underrepresented and marginalized communities they employ, impact, or serve. For example, “[i]t has been argued that work–family policies help attract and retain human capital and improve employee attitudes.” (Butts et al., 2016). With this in mind, companies like Block Inc. updated their abortion coverage policies to allow pregnant employees wishing to terminate in abortion-restricted states to travel to other states for healthcare services. This meaningful change in policy generated a favorable response from employees.
Get the Crowd Involved
Marc Benioff notes that “CEO activism is not a leadership choice but a modern and evolving expectation.” Pate and Stutz also suggest that while true and meaningful change starts with leadership, organizations need to listen to their audience. Organizations should utilize the suggestions and sentiments of their employees to craft and refine their decisions and pronouncements. For the greatest impact, these employees should be from communities directly impacted by the social concern at issue. Organizations can capture employee sentiment in a variety of ways. Take care to utilize employee resource groups and work closely with human resource partners to maximize ID&E influence. This “Us with Them” approach can provide significant insight into the current pulse of the organization, increase employee retention, and offer employees a chance to be brand ambassadors on social and local platforms.
Resources to consider:
- Employee Resource Groups
- Pulse or Employee Surveys
- Internal Diversity, Equity, and Inclusion Committees
- Human Resource and Talent Functions
Diversity, Equity, and Inclusion strategy should be handled with the same level of care and consideration necessary with any major company communication or decision. Specific and relevant policies can improve morale and increase employee sentiment, expedite influence and impact, and provide brand clarity for businesses. In addition, an organization’s proactivity in this manner can move the needle on employee retention, culture, and generate greater candidate and consumer interest and trust. As noted in their book, “It is up to the inclusive leader to show by their words and actions how to drop pebbles that day by day shift the culture toward one of greater inclusion and sustainability.” Organizational leaders have an endless opportunity to empower their constituents, if only they play the right songs. Take a cue from the crowd, turn the speakers up, and pass the headphones; it’s time to party.
Co-authors of Daily Practices of Inclusive Leaders:
Eddie Pate is Founder and Chief Inclusion, Diversity, and Equity (ID&E) Officer of Eddie Pate Speaking and Consulting, Inc.
Jonathan Stutz is the Founder and President of Global Diversity Partners, Inc.
