10 Tips for Engaging and Leading Diversity & Inclusion Discussions and Teams
So, you’ve been asked to
lead or participate on a Diversity and Inclusion consulting team, committee or council. Here are 10 tips and
strategies to use to ensure a high impact experience and results.
1| Treat diversity and inclusion as a strategic issue.
Approach Diversity and Inclusion consultants (D&I) as you would any other strategic issue or
challenge. The team must use the same tools and approaches to analyze options,
create strategy, develop solutions, gain competitive advantage and measure
results. Before the end of an inclusion-themed meeting or discussion, ask each
participant to reflect and respond to the question “how will this work improve
internal or external outcomes?" Remember, feeling better and more included
can result in better attitudes, improved workplace relations, and more
willingness to stay with the organization through tough times.
2| Establish the mindset that "Inclusion is a
Journey."
Clearly define the
destination by establishing a definition of inclusion, an inclusive culture and
inclusive leadership. Recognize that your organization is not the first to
travel this road so take advantage of well researched models, tools and
processes for creating inclusion. Use a simple 5-phase model– intolerance,
tolerance, awareness, understanding, valuing - as a starting point for mapping
your inclusion journey. Adapt the language to fit your organization’s
communication needs and preferences. Lastly, recognize that journeys are seldom
traveled in a straight line. Give people the flexibility to progress at their
own pace and realize that it is possible for the same person to be accepting
and inclusive of one aspect of diversity while being indifferent or intolerant
of another.
3| Cultivate a learning environment.
Meet people where they are
at and consistently push them to take the next step. Ensure that every team
meeting includes a 5-15-minute Inclusion Learning Moment (ILM). Share the
responsibility for learning among team members by establishing a schedule of
D&I topics and allowing team members to select a topic and meeting time.
4| Let others speak first.
This approach is simple to
understand and yet complicated and challenging to implement. First, do the
math! If the team includes 5 people each person should only speak first 20% of
the time; but many people (unconsciously!!) use the 50/50 calculation – wherein
they “let others speak first half the time” -- that’s more than double their
allotted time. More importantly, letting some others speak first may require
becoming comfortable with silence. Those who are more introverted as well as
those who may be more analytical and detailed will likely require a little
quiet time before jumping into the conversation.
5| Lean into discomfort.
By definition diverse teams
include differences in individual and cultural perspectives, opinions. This
requires becoming comfortable with being uncomfortable. Being uncomfortable can
be an indication of an individual or organizational unintended or unconscious
bias. When addressing discomfort, leaders and teams must resist the temptation
to reach consensus. Agreeing to disagree is acceptable as long as the group
agrees on how to make a final decision and move forward.
6| Assume positive intent.
Everyone is on a learning
journey and people will unknowingly say something that may be interpreted
negatively by someone else. Including others who are different can be hard work
for some.
7| Be PC. Respond to bias with B.I.A.S.
Be PC -- POLITE
& CANDID when someone makes a statement or comment that is
unconsciously or consciously biased. Remaining silent may give others the
impression that you agree or that the behavior is tolerated. Have your team
adopt this simple approach.
·
Be ready and use a simple statement
or open ended question "Why do you say that?"
·
Identify the
behavior. Avoid labeling or
loaded terms. Repeat what was said in the form of a question “Are you saying
that all women are less qualified than men for this position?”
·
Appeal to
principles by broadening the
issue to universal values. “You’ve always been fair minded. I’m surprised to
hear you say that there are no women who can do this work.”
·
Set limits. Recognize that you cannot require someone to change
their opinion or bias, but you can state what is acceptable and unacceptable.
“Having a diverse slate that includes women, is a requirement. We need to keep
searching until that requirement is satisfied.”
8| Insist on keeping commitments and promptly address
non-performance.
Do not allow being
inclusive to include non-performance! The D&I team or committee must be a
high performance team. Inclusive leaders must balance acknowledging and
responding to different work styles, communication preferences and personal
situations with the need to accomplish individual and team goals.
9| Encourage and recognize small wins.
D&I advancement is not
a linear function, where each increment of input as a direct and equal
corresponding output. D&I change and progress behaves more like a learning
curve. Initial input by individuals and groups will be significant and there may
be no noticeable change or improvement. The D&I team leader and members
must continually recognize and celebrate the effort and investment. Eventually,
support, knowledge and understanding of D&I will reach a critical mass and
visible results will occur more quickly.
10| Allow yourself and others to have fun.
Ultimately, inclusion is
the essential behavior that makes diversity work. It is about acknowledging and
respecting differences and creating an environment to trust, challenge and
speak candidly. In a truly inclusive environment, we bring our whole self to
work and have the potential to create lasting and meaningful relationships that
allow us to experience a full range of human experiences and emotions –
including fun!
Comments
Post a Comment