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Read part 1 of this two-part series. 

One of my favorite quotes about change is something that a colleague told me a few years ago: “Change is good, but transition is difficult.” Many organizations currently find themselves in a state of transition as it relates to diversity and inclusion efforts: they are shifting from their previous state to a new state, complete with different metrics, goals, aspirations and expectations. This transition requires effective change management strategies to ensure that the lasting behavior change that underscores DEI is sustainable. 

In part one of this series, we looked at the first four steps of John Kotter’s eight-step process for leading change as a framework for change management in DEI. In this second part, we’ll explore the four remaining steps: removing obstacles to the new vision, planning for and creating short-term wins, ensuring the effort is sustained, and anchoring changes in corporate culture. 

Removing obstacles to the new vision 

This is arguably where change management gets tough. Removing obstacles to the new vision means assessing the people, processes and policies in place that either advance or hinder the new vision — and being willing to remove the latter. This might mean changing the organizational structure, revising performance-appraisal systems or even eliminating those individuals who refuse to change. This is difficult and isn’t a process that should be done or decided overnight, but it is crucial to ensuring DEI efforts are sustained. 

 

Planning for and creating short-term wins 

We often say that DEI is a journey because it involves passage from one stage to another, and it typically takes quite some time to bear the fruits of one’s labor. This is why it’s important for organizations — and particularly DEI practitioners — to plan for and create short-term wins. Otherwise, it is easy to lose momentum on long-term strategies. It is also beneficial to plan for short-term wins in order to help bring others along on the journey. When you can demonstrate incremental progress to others in the organization, it helps them to see and understand the importance and impact of DEI. 

It’s important for organizations—and particularly DEI practitioners—to plan for and create short-term wins. Otherwise, it is easy to lose momentum on long-term strategies. Share on X

 

Ensuring the effort is sustained 

This is the step where John Kotter cautions individuals not to declare victory too soon. While the short-term wins are important to demonstrate meaningful progress, it is critical not to mistake them for “victory.” Since last year, we’ve seen many organizations up the ante on DEI efforts, doubling down on research, investment and consulting work to support their efforts. It might be tempting a year later to assume that things have changed for good. But the truth is most organizations have only scratched the surface of what is needed and what is possible. Keep researching. Keep investing. Keep working with the consultants. Keep fighting the good fight. 

It might be tempting a year later to assume that things have changed for good. But the truth is most organizations have only scratched the surface of what is needed and what is possible. Share on X

 

Anchor changes in corporate culture 

Ah, culture. The glue that holds the company together…or in some cases the clippers that tear it apart. Change can only stick when it is truly embedded in corporate culture. John Kotter posits that there are two ways to do that: help people understand how the new way of working has improved performance, and ensure the next generation of leadership personifies the new ways of working. It’s those demonstrations of progress — those short-term wins — that will help some employees understand how new approaches to DEI improve performance. But it doesn’t just stop there: it’s important to make this real for people. How does this impact the corner of the organization where they work? Breaking metrics down to a level that is relatable and resonant for any individual will help them better connect to the DEI journey. Finally, it is important to ensure that the next generation of leaders at a company fully embrace the new approaches and expectations. While the current leadership can help steer the ship now, culture change will only be long-lasting if future leaders are also invested. This may come by way of sharing and implementing new approaches to DEI in early- to mid-career leadership development programs. 

It's important to ensure that the next generation of leaders at a company embrace the new approaches and expectations. Culture change will only be long-lasting if future leaders are also invested. Share on X

As I wrote previously, John Kotter’s eight-step organizational change model is just one way to begin organizing your thoughts and plans around DEI efforts in response to systemic racism. The goal is to ensure that your company has some sort of framework for thinking through the organizational change required to sustain DEI.