Chisom Udeze (She/her) is an economist, DEIBJ strategist and founder of Diversify.no, HerSpace and the Diversify Nordics Summit.
Getty
The Black Lives Matter movement increased workplace discussions about ethnic representation, workshops about unconscious bias or inclusive leadership, increased use of buzzwords, and statements about diversity and inclusion.
Since, many companies have hired their first global DEIB (Diversity, Equity, Inclusion, and Belonging) Head, Director, Manager, or Specialist. This person is often seen as the problem solver for all workplace challenges. And with little or no budget, support team, and authority to make impactful decisions, this role holder is expected to work wonders. After the initial excitement of the position wears off, some employees find that they may not receive the necessary leadership support and, in fact, will not be able to perform their jobs effectively. Eventually they burn out. This is one of many scenarios.
Another scenario currently playing out is that companies around the world are bracing for a possible recession. Companies are therefore actively engaged in cost-cutting measures that can lead to large-scale layoffs and layoffs. Nevertheless, it remains disappointing yet unsurprising that in layoffs, when employee morale is extremely low, companies fast to minimize DEIB rollswhile ensuring and strengthening workplace inclusion and inclusion initiatives should always be a requirement of leadership. Research (registration required) has consistently found in favor of DEIB to increase operating profit, productivity, deeper employee confidence and commitment, and more. In addition, forward-thinking and savvy companies know the importance of embedding DEIB into every stage of the employee lifecycle, including exit. DEIB is relevant in all seasons. So one might wonder why DEIB roles are often the first leadership and executive roles to be put forward. And does the ease of “discarding” DEIB roles clarify the lack of importance placed on those roles in the first place?
A third scenario is that some DEIB roles are largely held by people who lack the nuanced understanding, expertise, credentials, and lived experience to understand or perform the job. Ensuring diversity and inclusion may not be enough. To do this job well, you have to do the work, and the work is hard and tiring. Read the books and articles, learn from opinion leaders, and participate in and learn from the awkward discussions that transcend heteronormative challenges or homogeneous gender equality.
If you are a member of the global minority (i.e. white), you may lack the lived experience of systemic and structural injustice and be protected from overt discrimination because of your race. Growing up poor or being bullied can certainly contribute to your wider intersectional identity, but it is not the same as having experienced racism or misogyny. Moreover, proximity is not a lived experience. The experience or opinion of your Black, Native, Latinx, Asian friend, partner, or family member is not universal across the group.
On the other hand, if you are a member of the global majority (i.e. Black, Indigenous, Asian, Hispanic), your skin color, experience of discrimination, or passion for social justice does not give you a license to speak for or represent other groups . without nuance. While there are some similarities in systemic discrimination, the Black experience differs from the South Asian experience, just as the South Asian experience differs from the East Asian experience.
Therefore, we must be conscious about revealing and understanding our privileges, intersectional identities, upbringing and local context. Regardless of where you are on your DEI journey, a general rule of thumb should be don’t know what you don’t know. You have to wear the shoe to know where it hurts.
So, as we prepare for 2023, whether you are a business, individual, or DEIB expert or aspiring, here’s a non-exhaustive list of what to do in 2023.
1. Start by exploring how exclusive you are. In your language, in the meals and drinks you serve at events, in who is sitting around your dining table when you have a meeting. It’s natural to start with the question, “How inclusive am I?”
2. Listen to understand, not to react. It may seem that we are programmed to have an answer or a reaction to every situation. Make an effort to unlearn this. For example, if we’re in an awkward situation, where we’ve committed a micro-aggression or shared an opinion wrapped in an unconscious bias, and someone calls us in or out, it’s important to listen to understand. Otherwise, we could end up going into defense mode or adding to the offense by highlighting those who try to set us on the right path.
3. Be humble and have an insatiable appetite for learning and unlearning. And always thank those who have taken on the task of educating you. And also reward them for their time.
4. If there are still people in your company, DEIB is important. Don’t be short-sighted with your ambitions and don’t make DEIB leaders obsolete so quickly. DEIB is a vital, season-agnostic, ongoing and evolving process.
5. Be aware of your DEIB roles. The same way you offer the role of CEO or Head of Product positions to someone who is skilled and vetted. While everyone should absolutely care and work towards a more inclusive workplace and society as a whole, not everyone can drive DEIB on an organizational level.
6. Lean into the discomfort and engage in the seemingly awkward conversations. Systemic and structural injustices don’t leave us feeling warm and fuzzy. A considerable part of the learning and unlearning takes place there.
The business case for DEIB has been proven time and time again. Inclusive companies that integrate DEIB into all aspects of the organization are more profitable, more resilient, etc. The best-in-class leaders understand that they must continue to prioritize DEI in every season.
The potential for a recession means that companies and leaders will be forced to structurally reduce their workforce. But leaders can be more aware of the impact of their decisions. They need to make sure they lead with empathy, have inclusive severance pay, consider the demographics of people or roles they let go. In addition, they must engage (to the best of their ability) the most affected workers and groups in addressing the challenges.
businessroundups.org Business Council is the premier growth and networking organization for entrepreneurs and leaders. Am I eligible?
