Many diversity and Inclusion projects fail because they emphasize diversity at a business level in terms of demographics. They don't convey inclusion on a personal level. Which is after all, central to understanding the benefits of diverse teams. Whether for a vast organization or a start-up, creating a culture of inclusion helps people feel psychologically safe, which is bound to more significant innovation, performance, and retention. How do you establish an effective inclusive culture?

Conventional diversity training goes awry when it turns into a compliance issue instead of a culture. When inclusion is simply an item to be checked off, often as a training component and when it fixates on avoiding overt discrimination and costly lawsuit, such training stresses instead of observing differences, causing the 'majority' to feel culpable. This can get individuals engaging gingerly in practices that they regard as 'politically correct' but aren't true and inclusive.

Where do you stand?

Encouraging inclusion is more than avoiding complaints. Real inclusion is building a surrounding where diverse people feel emotionally safe to reveal their genuine selves devoid of veneer so they can fit in. That's how inclusion works. It begins with personal accountability—the self-aware me.   

Most of us see ourselves as objective. Despite concerns to the contrary, few people deliberately discriminate. Although, our innate and developed biases can override our unconsciously and unintentionally exclusion of people who are dissimilar.

Our brains have matured to spot differences rapidly. During primordial eras, we saw anything unique from ourselves as a peril. It equipped us to choose those who are like us. And we're susceptible to differences. Not just noticeable characteristics such as gender, race, age, or morality, but feelings to the nuanced differences analogous to one's attire, appropriate manners, schooling, accent, and personal status. Invisible differences also stand out, such as power, attitude, personality, and assumptions. Almost instantaneously we subconsciously define myriad situations in which people are not 'like me' and record it as a risk.

Here is a renewed focus on racial disparities in society and the workplace since they killed George Floyd while in police custody. His death ignited protests worldwide over how people of color are treated in the U.S. and elsewhere.

Overcoming Workplace Bias

Conversations on race should communicate "that we appreciate the pain folks are going through, the difficulty, the discomfort, and being honest about it." Leaders should start with listening, learning and focusing on the problem, and understanding "there will be folks who are uncomfortable [having these conversations]" and who view these discussions—consciously or unconsciously a challenge to the status quo, he added.

Booker T. Washington, said, "There are two ways of exerting one's strength: One is pushing down, one is pushing up."

If you are fearful of losing power, perhaps you should ask yourself, how are you exerting that strength?"

Organizations must start the conversation by agreeing on shared values to find common ground. As an example, "Do you believe in free expression? Do you believe we all have the right to pursue happiness? Do you believe constitutional rights should only be for some and not all?  Those questions present a place to start a conversation. 

Continued intentionality in diversity and inclusion is a significant part of what is missing in business.

We have to be deliberate in how we establish teams and the actions taken to bring diversity to our organizations.

Conceptually affirmative action was to be deliberate in our actions surrounding diversity and inclusion. However, affirmative action has fostered a negative undertone, associated with giving people opportunities undeservedly. Leaders often say they want to hire the best candidate for a particular job, but they fail to see there's more than one qualified candidate for the role.

When, in fact many qualified candidates are available for every opportunity. We should be considerate as we think about those candidates. How will they add to the experiences we need to see in our business?

The definition of diversity has grown.  

A leader by nature must be inclusive, embracing the idea of a broad tent that includes diverse people beyond color.  Regrettably, what has occurred is an expanded meaning of diversity leading to a lack of focus on retention, supporting, and safeguarding the advancement of people of color. People of color have been left behind in this diversity effort. When we speak of black people as one example, how does apply to light and dark skin blacks and short stocky women with natural hair styles? If they attended a traditionally black university or their zip code is from an impoverished area.

Including women on boards of directors is essential although it is certainly not the only meaning of equity.

Those organizations who succeed financially have profound conversations on race choosing to focus on actively listening, calling out racism, and upskilling people of color to gain the abilities essential to developing their careers. An education can also advance these conversations by helping to register voters and by educating them on their rights. A crucial step in a business exceeding their social responsibility expectations.

People want to know what they can do on an individual level. Leaders can also encourage employees and the communities they work within to channel their fury into action.  

Think about a period when you felt overlooked, disregarded, or received a hurtful glance leading to somebody attempting to justify the behavior. Doing so, can give us a window into the challenges we face every day in some manner.

ABOUT JIM WOODS

Jim is president and co-founder of Woods Kovalova Group and head of the Diversity, Equity & Inclusion (DEI) practice. In these roles, Jim advises clients on the intersections between DEI, talent, culture, corporate social responsibility, business strategy, and the future of work across all industries. A frequent speaker on the topics of DE&I and the future of work, he is the author of several publications shaping the national conversation around inclusion and race. Work with Jim Woods.

Outside of Woods Kovalova Group, Jim sits on numerous boards. Jim holds a B.A. and an M.S. in organizational development and human resources.