Last week I had the pleasure of facilitating a joint session of the Conference Board’s Council of Global Diversity and Inclusion Executives and the Council of U.S. Diversity and Inclusion Executives held here in the Nation’s Capital. I accompanied the group to the Newseum to see an exhibit called Civil Rights at 50 in honor of the 50th anniversary of the Civil Rights Movement. I was asked to facilitate a discussion to explore what new approaches we need in government, communities, schools, businesses, families, and individuals to reach “equal opportunity” for everyone.
We first explored our individual reactions to the exhibit which ranged from sadness to embarrassment to hope. The conversation then progressed to a comparison of the approaches used in the 60’s to those used today. We acknowledged that while we have certainly made progress in our quest for equal rights for everyone that in some ways our progress has stalled or even regressed.
I posited that diversity practitioners inside the modern day corporate world may not be willing to “agitate” in the same way that the civil rights advocates of the 60’s did. I suggested that today we have more to lose. Some of us who now find ourselves in the middle and upper echelons of the economic ladder are comfortable and less willing to challenge the system in ways that could prove to be career limiting. I provided several examples of clients I am currently working with who are frustrated in their attempts to convince leadership that diversity and inclusion should be a priority. The diversity leaders in the session shared some of their own frustrations and offered ways in which they effectively drive culture change, several admitting that the positive movement is slow and fatiguing.
One veteran Chief Diversity Officer (CDO) in the group asked us to consider how we determine if our efforts constitute collusion or culture change. In other words, when we “go along to get along” to not rock the boat too much, even when we know that the leadership does not get it and wants to take approaches that will not advance inclusion in the organization, does this constitute collusion? Or do diversity practitioners, on a daily basis, have to be master strategists, understanding the mind of each stakeholder, expertly figuring out what approaches will work to make progress, albeit very slow sometimes? Is there a thin line between collusion and culture change? There was agreement that CDO’s often find themselves in a bind, understanding that there can be negative personal career consequences to actions which attempt move the organization at a faster pace or in a direction that exceeds their level of readiness.
We decided that one approach that aspiring diversity and inclusion professionals can take is to negotiate the parameters of their role before accepting a chief diversity officer assignment.
- Who will the job report into? If the role is too many levels from the CEO, try to negotiate a reporting relationship that elevates the role.
- What does the job description say? Is there a job description? Do you have the opportunity to develop your own? It is imperative that the duties and responsibilities are clearly articulated.
- Ask for a meeting with the CEO before accepting the role. Ask him/her their vision and how they see it connecting to the achievement of business goals. If the answers are fuzzy, you will need to decide if you can get the CEO to a place of clarity and commitment.
- Ask what resources you will have. I am working with several CDO’s who have very little budget, no administrative support; however, they are being held accountable for achieving aggressive diversity and inclusion goals.
- Understand the readiness including the cultural competence of the senior team. Is the company just paying lip service to diversity and inclusion? Do senior leaders really get the connection and are they both committed and engaged?
- Where is the locus of power? How much power and influence will you really have to effect change?
- What is your own competency level around diversity and inclusion? I am coaching a young woman who has just been thrust into the diversity and inclusion role at her company. I admire her for seeking out experts who are willing to help her as she navigates a whole new discipline, very different from her previous role of electrical engineer. Too often, there is an assumption that women and people of color have an innate ability to head up diversity and inclusion!
After you have answers to these questions, put together a preliminary strategy to share with key stakeholders. Based on your understanding of the business objectives and the vision for diversity and inclusion, how will you approach the role? Ensure that you have buy-in and support for your approach.
If after such due diligence, you really feel that you will not be able to effect change, do not collude by accepting a position that will be frustrating, fatiguing and failing! It takes courage to walk away from what could be an exciting and rewarding opportunity. Maybe culture change would happen faster if more practitioners refused to accept diversity and inclusion roles that protect the status quo.
What a very important discussion you facilitated Mary-Frances. What struck me were the various reactions expressed by some of the diversity officers at the Newseum and Civil Rights at 50 exhibit. “Sadness” and “embarrassment” are passive emotions (in my opinion) which usually result in acceptance of the status quo. In my experience, these are feelings I have used along with white colleagues when the full weight of institutional racism is slightly realized, as well as the unrecognized systemic advantage we enjoy just for showing up white. Hopefully there were also feelings of anger and heartfelt personal commitment to put one’s self at risk to change systems and processes and begin to dismantle the inexcusable. The idea of “hope” is also interesting. It’s has served as a feel good emotion for me and other whites to run pass the pain of institutional and individual racism. In deep conversations I have had with Blacks, many share they remain “hopeful” even though they have “no reasons for hope.” And what a profound difference there is between these two concepts of hope. Finally, here are my thoughts of how “new/old racism” is showing up in our societal myth of post racial America.
– not having clarity on the definitions of institutional racism, racism, and racist.
– racial exceptionalism and transcending race…if African Americans are not successful, it is their choice since we now have President Obama in the White House. A new form of double standard is now in place.
– color blindness…well intended but only serves to diminish the recurring discrimination people of color face daily.
– a rising tide lifts all boats…there is absolutely nothing in our country the same between whites and Blacks. Pushing forth broad based initiatives (like corporate D&I efforts) without understanding the impact of racism has the effect of further separation between races.
– meritocracy…get real. the playing field in not level.
– our future generations will be different…well intended but not so. As an example, we are a society just as separated by race then any time in our country’s history. Dr. Beverly Tatum’s Can We Talk About Race?: And Other Conversations in an Era Of School Resegregation is a most read on this point.
So one point from my comments is this. If a diversity officer is not aware of the many issues identified, than they are not doing their “work” and are likely maintaining the status quo (IMHO).