Without a doubt, recent events — including the murders of George Floyd and Breonna Taylor — lit a fire regarding racial injustice, not just in the United States, but around the globe.
Fellow human resources, legal, and diversity experts were suddenly in demand. New roles were created, assessments were conducted, and, if you are lucky, budget and access to company leaders increased. Many CEOs raced to make public proclamations in support of diversity, equity, and inclusion (DEI). In conversations with leaders who have worked in the “trenches” for years advocating for DEI in the corporate landscape, the increased attention brought a sense of renewal and a cautious optimism. Many of us have seen or experienced that for some companies, DEI initiatives are regarded as trendy, merely an accouterments, so to speak.
This treatment of DEI misses the mark and its inherent value to business, i.e., a diverse workforce and brand positioning has a positive impact on the bottom line. I started to ponder how this should work and why some organizations still don’t get it right. The goal should be creating a culture in which DEI is sustainable—and more importantly, becomes a genuine part of company culture. I want to share some thoughts with you.