It's important to build the business case, and create momentum, for diversity, inclusion and belonging by tapping into emotional and cognitive appeals. In this video, you learn ways to set up your business case, capture impactful qualitative and quantitative data and engage your executives in the development of your strategy and driving a conversation on DIBs.
- I always been thinking about what's the opportunity or where's the pain and how do I solve that? But with diversity, it's a whole nother gig. It's visceral, it's emotional. It's personal, it's very personal. And if a business leader doesn't understand the importance of DIBs, at first I get really frustrated 'cause it's so self-evident to me. And I realize the magic it gives and I remember that the period in my own career where I became authentically me. And that was the most powerful moment. It literally changed my career trajectory. And I remember a moment in time that I was imagining a life where I would have purple hair and wear my Converse High Tops and where like really bright colors and just like do art, I love art. And laugh every day, and have a lot of fun while making the world hopefully better. And I'm thinking to myself, why can't I do that today? Why can't I be who I am today, and like what's holding me back. And it changed how I showed up. It changed how I led others and role-modeled. It brought more joy to me. And it was so obvious to me, how do I turn that for business? How do I make succesful companies pause? How do I give companies that are struggling optimism and how do I stay in the conversation long enough for them to get it? It takes different things. So one, I call it holding up the mirror, right. So I've done this before, where I've for the first time for a leadership team, I might say, "We're doing talent review. "We're looking at promotions. "We're looking at succession planning." All things they normally care about. And then I'll just throw in this little dashboard of diversity. Here's a promotion rate and here's who we're hiring and here's what we look like today. Then I'll say something like, "Ugh!" Like that or not too pretty or "Hm, there's some opportunity here." And then I'll keep going. And if you're working with a high performing team, they won't like that response. "What do you mean, it's not pretty? "What do you mean, it's ugly? "What do you mean, there's a problem?" I'm like "Well, there's bias obviously in these numbers. "But if you're cool with that, then that's all I'll say." And they'll say, "Well, what do we do? "What's the problem? "How can you fix it?" And I'm, I'm not going to fix it. As soon as HR tries to fix it, we have lost. As soon as one person says I got this, we have lost. And so my whole intent of holding up the mirror is to get some agitation, uncomfortable, lot of uncomfortable dialog and say, "You all make the hiring decisions. "You all make the promotion, the comp decisions. "I enable you. "I give you frameworks. "I should educate you and I'm educating you today. "It's ugly. "If you want to be ugly, that's great. "You decide and I'll help you if you want to get better." And all of a sudden, it becomes self-aware. And you get one or two to say, wait a minute, that's not okay. I'm a father of daughters or I have a brother who's gay. I have this or that and you see the world differently all of a sudden. Like what can I do to impact change? You'll still have people. At some point go, "We have a business imperative. "We are driving sales and we have this problem." Or, "we're about to do an em, "this DIBs thing is a distraction. "This does not help us," in other words. And then I have to go back to the drawing board, take a deep breath first. (laughing) And then I go, "Well, help me understand "how this is additive. "Shouldn't it be in your DNA?" Like you think it's okay to have bias and treat people poorly? Do you think it's okay to demean people at work or put up your hand and go, "Not now." And they'll still fight me. They still will resist. Another tool you can use, which I find very impactful for leaders that do care, 'cause most leaders, 99.9% leaders really care about their employees. If you actually survey your employees in different demographics to find out how are they experiencing work? Where do they bump into bias or fear, uncertainty? You get their quotes, their experiences. You hold that in front of them. That is irrefutable evidence of something wrong. And I've had friends of mine take that and they had actors and some employees do the voice over of their comment, of their situation without identifying them. He took his leadership team into a room, turned off the lights, and played this recording. When he turned on the light, about half of his leaders were crying. They were not aware. Their commitment to Diversity Inclusion Belonging, completely changed that day, Completely changed. So I think in touching the elephant, which is being aware and being healthier, I got to show numbers. I got to use quotes. I got to make it personal and visceral and real. And then give you tools on how to navigate it. If you do that over and over again, you create a moment and a path forward. But it takes a lot of time. And it takes energy and it takes courage and resilience 'cause you're not going to get it right. But if you don't do those things well, you leave opportunity on the table. You can disenfranchise people. There's stats out there. I think it's 70% or plus people are disengaged at work. That horrifies me. That is so sad. And when you're asked why, it's 'cause they don't feel appreciated, heard, respected, safe. They don't have a community. They don't have a sense of belonging. And I want to change that.
- Determine what prevents a company from being equitable.
- Explain the importance of storytelling.
- Construct how an interview process should work that would enable you to hire diverse talent.
- Describe the purpose of listening to employees.
- Determine the factors for choosing DIBs role models in a company.