Adweek published the umpteenth perspective on the challenges faced by Chief Diversity Officers, this one touching on Black skepticism for DEI initiatives. Really. In Adland, the problem is not Black skepticism; rather, it’s White skepticism—as well as disinterest and indifference—that makes DEI DOA.
Understanding Black Skepticism of DEI
To address frustration, leading with vulnerability is key
By Adriana Crawford
Diversity, equity and inclusion (DEI) efforts have been on a long road to get to where we currently are, with various DEI professionals sitting at the leadership table of some of the industry’s biggest agencies, orgs, startups and companies. So, it might sound strange to hear that many Black employees and those same DEI leaders don’t have all that rosy an outlook on DEI.
It’s understandable. Those who’ve been marginalized and disenfranchised are accustomed to even the most well-meaning efforts failing. But there have also been structural mistakes—DEI tends to be underfunded, unfairly and overly scrutinized and paired with human resources, which traditionally serves and protects the interests of the company, not employees.
At best, the people leading the charge are well-intentioned but, due to lack of resources, education, patience, etc., don’t make a positive impact. At worst, actions taken by companies are done for optics or to check a box. This leaves would-be beneficiaries frustrated, disappointed, and psychologically unsafe at work in more serious cases.
But that frustration doesn’t mean overall efforts aren’t working.
The truth is more complicated—like any new (to the mainstream, anyway) endeavor, DEI efforts are working in some ways while lacking in others. For example, more publications have a dedicated mission and content strategy for enhancing diversity, equity and inclusion within the industry, holding everyone accountable. The increased visibility, publishing of annual reports, hiring of dedicated staff and certain companies taking accountability when missteps are made all certainly indicate that progress is happening. It’s admittedly difficult to conclude definitively without longitudinal data.
Still, employers have a huge responsibility to take steps to get in front of skepticism—while developing a comprehensive DEI strategy that reflects the needs and values of employees—before it takes root and sabotages diversity efforts that should be supported company-wide. Here’s what they can do to earn trust.
Be transparent
DEI efforts can get murky as they consist of a long process of learning and unlearning, strategic planning and change management. The best way to navigate this is through effective communication with employees.
Sharing what’s going on does wonders, as it involves employees throughout each stage, fostering more trust and understanding. This can be done internally with virtual and in-person meetups, where people can have a conversation, in periodic newsletters to keep everyone up to date or even publicly on a company blog. Transparent dialogue gives employees the ability to be included in what should be a collaborative effort and gives the company a chance to explain what changes are coming, what those changes look like, and why they are important.
Focus on quick wins
When tackling diversity skepticism at a company, there are pain points that can persist within organizations that go ignored, breed resentment and ultimately cause turnover. A quick win is a solution that doesn’t require too much time or red tape to implement but can show that DEI efforts are not all talk.
Knowing what to tackle first can be a challenge, but often, the best way to figure out the quick wins is to ask. For example, send out an employee survey to learn where current approaches to DEI are lacking and where there are overlapping concerns, then quickly separate any issues that necessitate prolonged solutions from ones that can be addressed quickly and easily. This will show good faith and earn support for longer-term initiatives.
Be vulnerable
Vulnerability in the DEI space is so important—maybe even the most important factor in DEI work. Sometimes, simply saying, “I’m not completely sure about this, and I’m trying to learn,” is the hardest part of the work.
Leading with vulnerability while addressing a skeptical audience, especially when mistakes are made—and mistakes will be made—is what brings everyone to the same level. It removes the perception of “us versus them” and changes it to “us versus the problem.” We often speak about the value of empathy in DEI; empathy is not possible without vulnerability.
Above all, remember: Lack of buy-in and support doesn’t inherently mean DEI efforts have failed. It may just mean those efforts do not have the resources to work. The process of getting DEI to work is not a sprint but a marathon. It is, at its core, rooted in justice and social impact, and neither comes easily.
Skeptics are guarded for a reason. DEI is too often looked at as a box to be checked, an initiative to take on or a “nice thing to do.” But when regarded correctly with everyone doing their part, it is a critical and essential business function that, when given the right chance, can radically change the industry and the world.
No comments:
Post a Comment