Leadership alignment and buy-in.
Let’s explore two actions you can take with top leaders to help establish the commitment you are looking for.
Acton 1: build awareness
Action 1: Build awareness
Presenting the business case is an excellent start to making leaders aware of DEI. Are your top leaders rational thinkers? Then they will have two questions for you:
- “How will our organization benefit from working on DEI?”
- “What are other organizations doing, and does it work?”
To answer these questions, read and gather the most relevant information for your organization.
When presenting research conclusions, try to be as concise and relevant as possible. For example, create an executive summary, a short slide deck, or a one-pager that sparks interest.
Provide easy access to additional reports or sources for those leaders who want to know more. Make sure every number you present can be easily linked to your company’s core business, market position, or specific DEI challenges if they are already defined.
There is a lot we can learn from others’ best practices, but also less successful actions. Unfortunately, organizations often hesitate to share these moments in their DEI journey.
Consider joining a conference or looking for a DEI learning community or network to join. That will allow you to exchange experiences in a safe and trusted environment without judgment.
An example of a free online community to share DEI experiences is the Inclusion Now Community, accessible for all on LinkedIn.
Many people have already put a lot of energy into researching DEI. The resulting insights allow you to substantiate strategic work towards more inclusion.
Even though top leaders consider themselves rational decision-makers, we know from experience that DEI should go beyond the business argument. Instead, you need to align both head and heart and discuss how your leaders can grow into ethical leaders.
The key traits of ethical leaders:
- They must have the courage to have uncomfortable conversations in their organization to promote diversity initiatives and actions.
- They are good strategists and engaged leaders.
- They should have empathy and work to find common ground with the employees of their company.
- People and their success are a labor of love for them.
- They are continuous learners, eager for new material and information to promote and implement strong diversity policies.
- They identify as allies to those who have an unrepresented or stifled voice. They choose to be a partner in the fight for equity and advocate for minority populations.
When building awareness, start a conversation on these leadership values. Working in an inclusive workplace can easily be linked to Corporate Social Responsibility, sustainability, and solid ethical decision-making.
Interested to read more about why the business case is not enough? Read this article.
Action 2: workshop to create buy-in
Action 2: Workshop to create buy-in
If you want to get leaders on board, give them a chance to contribute, discuss and challenge your DEI ambitions and plans. Since leaders are essential advocates and role models for your DEI work, they need the opportunity to give their input. Aligning them to your DEI plans will help decrease possible resistance.
Do this in a guided way by setting up a workshop or strategic debate.
Setting up a workshop to discuss the business case and purpose of DEI work is most recommended.
Include the following topics:
- Getting acquainted: What is diversity, equity, and inclusion?
- Business case: What is the impact on business outcomes and employees?
- Purpose: Why does it matter to them personally? Why is it essential for your organization?
- Mission, vision, and values: How does it tie into our strategy, work, and how we see our organization develop?
Make it interactive! Give center stage to the exchange of thoughts and experiences. Even though research conclusions and facts are interesting, they are much more likely to be remembered when linked to case studies or concrete examples from your organization, quiz questions, reflection moments in small groups, etc.
Use a workshop or strategic debate to answer these additional questions:
- Scan results: What did we learn from the DEI scan and data?
- Ambition: What are the challenges we learned about? What would we like to achieve with our work?
- The narrative for change: What is our story? What kind of change do we want to create and why? What will be the impact on our employees?
- Desire to act: What are our priorities? Which are quick wins? Which require more long-term attention? What do we need to succeed?
When you present the results of a DEI scan or indicate red flags in the organization, leaders will often show resistance by challenging scan methodology or results.
It can help to ask an external expert to facilitate and stand in the line of fire. Previous client experience helps them anticipate questions, and they can refer to other clients to take away leaders’ doubts.
If you already have a solid plan, provide leaders with a high-level overview and ensure they validate it before you go into action. Ask your leadership team about:
- Guaranteeing success: What elements can contribute to the success of our strategy and action plan? What are the pitfalls to look out for? What can leadership do to facilitate success?
- Progress: How often do we evaluate our progress and adjust the strategy or action plan if needed?
Become a DEI expert.
This is a collection of articles that allows you to take a deep dive.
