Identifying Barriers to Inclusion in the Workplace

Leaders' overreliance on "DEI programming" is one of the biggest barriers in the way of real progress toward achieving #diversity, #equity, and #inclusion. Do you know where these events came from? The lunch and learns, cultural heritage celebrations, book clubs, and the like? Historically, these were all events put on by volunteer advocates and activists from marginalized communities who had little to no access to formal power and yet were still trying to carve out spaces for themselves in hostile environments. For leaders to hire figureheads to "manage" these volunteer efforts, refuse to resource them, and then take credit for the meager impact made nonetheless is nothing short of exploitation. If your workplace's "DEI Function" is a single director-level employee with an executive assistant who spends all day trying to coax more and more events out of your employee resource groups? I'm sorry to say that you are part of the problem. Effective DEI work is change management, plain and simple. It's cross-functional by necessity, requiring the ongoing exercise of power by executive leadership across all functions, the guidance and follow-through of middle management, the insight of data analysts and communicators, and the energy and momentum of frontline workers. There is no reality where "optional fill-in-the-blank history month celebrations" organized by overworked volunteers, no matter how many or how flashy, can serve as a substitute. If your workplace actually wants to achieve DEI, resource it like you would any other organization-level goal. 🎯 Hire a C-Level executive responsible for it or add the job responsibility to an existing cross-functional executive (e.g., Chief People Officer) 🎯 Give that leader cross-functional authority, mandate, headcount, and resources to work with other executives and managers across the organization on culture, process, policy, and behavior change 🎯 Set expectations with all other leaders that DEI-related outcomes will be included in their evaluation and responsibility (e.g., every department leader is responsible for their employees' belonging scores and culture of respect in their department). 🎯 Encourage responsible boundary-setting and scoping of volunteer engagement, ensuring that if Employee Resource Groups and DEI Councils/Committees want to put on events, it is because they are energized and supported to do so—not because they feel forced to run on fumes because it's the only way any impact will be made. It's long past time for our workplaces' DEI strategies to modernize away from the volunteer exploitation of "DEI programming" toward genuine organizational transformation. What steps will your leaders take to be a part of this future?

Think your workplace is inclusive? Subtle habits may be saying otherwise.... Discover how to move from ‘minimizing differences’ to fully embracing them. 📌Minimizing Problem #1: Silences differences Tip: Encourage open dialogue by creating structured opportunities for people to share their unique perspectives. Establishing listening sessions or rotating discussion leaders can ensure everyone has a voice. Promote psychological safety so that individuals feel comfortable speaking up. 📌Minimizing Problem #2: Assumes similarities Tip: Avoid blanket assumptions by actively speaking to understand individual backgrounds and perspectives. Use tools like cultural intelligence assessments to highlight differences within the team. Encourage team members to share personal insights, fostering a culture of curiosity rather than assumption. 📌Minimizing Problem #3: Encourages assimilation in overt or covert ways Tip: Shift the focus from “fitting in” to “belonging” by celebrating diverse contributions and encouraging unique approaches to problem-solving. Help develop and promote policies that allow flexibility, such as alternative communication styles and methods, dress codes, or cultural observances, to demonstrate that differences are respected, reflected, valued, and expected. 🫂Many of us, even those who consider ourselves progressive, may find ourselves in the “minimization” stage. This stage values fairness but often falls short on true inclusivity by overlooking cultural differences and encouraging assimilation. To genuinely embrace diversity, we must move beyond minimization. It's about more than just accepting differences—it's about adapting and evolving our practices to respect and leverage these differences. Intercultural competence is a journey, not a destination, and it’s essential to stay connected with others along the way. Let's commit to continuous learning and improving our ability to interact effectively across cultures. Comment ‘LEVEL UP’ if this resonates with you!