Effective Executive Leadership amidst DEI Bans
Executive leadership plays a crucial role in navigating the present hurdles diversity initiatives face at public institutions and publicly funded organizationsHere are a few of the strategies I recommend to executive leaders who want to continue their l support of inclusion, equity, and diversity amidst a more restrictive environment:
Public Commitment: Publicly express the organization's commitment to diversity and inclusion, regardless of external constraints. This sends a strong message to employees and reinforces the importance of creating a welcoming and equitable environment. Make sure that these commitments can be shared along with the internal initiatives that the organization is taking to center employee well-being. Performative statements for companies that are not reassessing or updating internal systems will appear disingenuous if they are not rooted in action.
Data & Measurement: Develop a data-driven approach to the new initiatives (DEI or otherwise). Track progress and share results with leadership and when appropriate with all employees to demonstrate the impact on the organization and employees. This can look like building in feedback loops, learning why or why not people are or are not engaging with those feedback loops and seeing what else may need to happen to engage employees in the new initiatives. Start by documenting where the organization is currently at, so that as initiatives go into place, the organization can start to measure and see the shifts and changes based on the initiatives in place.
Leadership Development: Invest in leadership development programs that incorporate diversity and inclusion principles at the core. Yes, you can hire someone to give a talk about leadership, or you can hire someone who thinks about leadership and has navigated building the skills of leadership knowing there are so many systemic and cultural barriers to attaining and practicing those skills. It can be as basic as someone who understands and knows that gender will affect how people hear the exact same statement so how can we ensure the leadership skills we are teaching our staff are also culturally competent? Interview any speaker or coach before hiring them to learn what they know about the research they have done to ensure the work they bring also meets the needs and address how historically-excluded groups can engage in “leadership” that will support them from an asset-based approach rather than a deficit approach. For example, a leadership-focused speaker who is saying a historically excluded group needs to change something about how they interact in order to be more successful (speak up, use a louder voice, simply ask for what they need, etc.) would be a deficit approach whereas an asset-based approach would be asking the questions about how and what is needed for a psychologically safe environment where everyone can be successful with various ways of engaging. Leadership development can benefit everyone but it can harm people if it’s not done from a culturally competent and research-backed understanding of how leadership looks different for individuals. Through more culturally-aware leadership development, leaders can gain the skills to build and manage teams effectively and with inclusion at the center.
Advocate for Change: If restrictions are detrimental to creating a fair and inclusive workplace, work with similar size, or mission-driven, organizations to advocate for a change in legislation. Plenty of laws have been changed over time, but not by just ignoring or accepting them. Consider building a taskforce and/or partnering with organizations local to the area that are advocating for change and find out what sort of support an organization of the size and caliber could do to engage in advocacy work that continues to push against laws that do not support employee wellbeing and building more inclusive businesses and organizations.
Remember, it's not about the label; it's about the overall goals. At the heart of diversity, equity, and inclusion work, we are changing and updating our organizations and systems to be more inclusive of human well-being and human-centered practices that support all humans at the level they need support.
Additional Considerations:
Stay Informed: Keep updated on changes to the legal landscape regarding DEI in your state. Track ongoing developments and be prepared to adjust your approach accordingly.
Seek Guidance: Consult with legal counsel on specific regulations and restrictions to ensure compliance.
Focus on Long-Term Change: Creating a truly inclusive environment is a continuous process. Be patient, celebrate small victories, and remain committed to the long-term goal of a diverse and equitable workplace.
We have had generations of both systemic and interpersonal exclusionary practices. I’m reminded that businesses have typically not made sure that the basic human needs are met. We have had to advocate for farm workers to have access to bathrooms. We have had to demand the work day end so that people can go home. People have died advocating for an 8-hour workday. There are so many impactful ways to work toward human centered practices even when faced with great limitations. By being strategic and creative, executive leaders can continue fostering a more inclusive and successful organization.
