Leadership and Successful DE&I

In the dynamic and ever-evolving landscape of the contemporary workplace, creating and nurturing organisational cultures that are inviting, attractive, and engaging has gone from being optional extra to an absolute necessity, if employers want to maintain the respect, trust and loyalty of their staff, clients and communities they serve or represent. This is critical if we want to ensure that our organisations maintain their competitive edge, foster innovation, and remain relevant in a business environment and social context that is increasingly multicultural, diverse and socially conscious.

Today's workforce is a vibrant tapestry of diverse cultures, ethnicities and languages, with individuals from a myriad of racial, gender, and socio-economic backgrounds bringing their unique perspectives and skills to the table. Yet, this rich diversity is not without its challenges. Issues such as racial and gender discrimination, both conscious and unconscious biases, and systemic inequities create barriers that prevent organisations from fully harnessing the benefits of a diverse workforce.

The role of leadership in this context is pivotal.

Leaders can either be the champions of Diversity, Equity, and Inclusion (DE&I) within an organisation or the barriers to its effectiveness. The actions and attitudes, and of course the decisions of leadership shapes the organisational culture and sets the tone for how diversity is perceived, valued and if genuine equity and inclusion is practised.

Ladership expert John C. Maxwell once said, "A leader is one who knows the way, goes the way, and shows the way." In the context of DE&I, employees are no longer content with the rhetoric of "targets" and "statements"; they demand real, tangible change in culture and social equity.

DE&I leads, those entrusted with the responsibility of designing or procuring the professional development necessary to enhance the organisation's capacity, play a critical role in this transformation. However, their ability to drive change is often contingent on the level of support they receive from executive leadership. DE&I leads can only be as progressive and innovative as their managers, and in turn, their employer permits. They may experience support or resistance, which can be both subtle or overt.

The dynamics between the DE&I lead and the head of P&C or executive leadership can significantly impact the success of DE&I initiatives. For instance, who survives as Head of Diversity & Inclusion, and who is sidelined or soon made redundant from the role, is a subtle but loud statement that speaks to the "type" of DE&I that leadership is comfortable with.

Moreover, the relationship between the DE&I lead and Human Resources (HR) or "People & Culture" role can also be a friction point. Given that HR often plays a role of organizational defense rather than employee advocacy, it is no surprise that conflicts may arise. As per a 2018 study by Boston Consulting Group, companies with diverse management teams have 19% higher revenues due to innovation. This finding underscores the importance of diversity in leadership for both ethical and business reasons.

Leadership can drive meaningful change by being honest and brave enough to acknowledge that a lack of representation is an outcome of organizational culture and not because of a lack of skills or competence. The success or failure of DE&I training and initiatives is something the Head of D&I takes responsibility for, but the parameters that they have to function within are often set by senior leadership.

These parameters, both subtle and overt, can often restrict the remit, reach, and even the budget of DE&I staff and as such limit the progress that can be made. Leaders can promote DE&I by allowing open communication, centering and protecting marginalized voices, striving for and approving progressive policy, and broadening the scope, budget, and influence of the Diversity and Inclusion department.

The most powerful way leaders can foster an organizational culture shift and support diversity, equity, and inclusion is by actively discussing and dissolving any fragilities that exist around representation, disparity, social equity, and addressing marginalization. This requires leaders to be brave, bold, and open to change.

True leadership requires courage, conviction, determination, grit, resilience, and the strength of character. It is about creating an environment where everyone feels valued, heard, and included. It is about recognizing the value of diversity, promoting equity, and fostering inclusion. It is about leading by example and setting a standard for others to follow. Only then can organizations truly harness the power of diversity, equity, and inclusion. As the famous quote by Verna Myers goes, "Diversity is being invited to the party; inclusion is being asked to dance." Leaders must ensure that everyone in their organization is not only invited to the party but also asked to dance.