5 Executive Blindspots that Sabotage DEI Success (Part 4 of 5)

Lacking a strong narrative

Most executives are rather good, if not stellar, at rallying the troops around the business vision & goals. They talk to employees, shareholders, and investors about what is coming, and they instill confidence, excitement, and clarity with their words. This same passion and inspiring narrative are needed from CEOs (and everyone on an executive team) when they discuss their DEI initiatives. Many executives are committed to diversity, equity, and inclusion, but few do a great job at articulating the reasons why. They overlook the importance of conveying that message in a genuine, strategic, and consistent way. 

It’s important for executive leaders, especially the CEO, to contemplate and articulate their reasons why. 

Why do I personally care about diversity, equity, and inclusion? When I ask this question to executives, I’ve heard all kinds of heartfelt answers, such as “I grew up watching the hardships my mother faced, working in the post office. The heat she took from her male colleagues.” Or “I have always had a strong value around fairness and equality—it’s just the right thing to do. It’s part of my core values.” Or “I have a _____ (race) child or _______(race) spouse. I have been witness to the assumptions that are made about them. It’s not right.” 

Why do I strategically care about diversity, equity, and inclusion? What is the business case? When I ask this question to executives, I can tell in a nanosecond if they are just saying the right things or if they believe what they are saying. Employees can smell sincerity too. I have seen many examples of executives who have the business case in their bones—they know it inside and out—but they do not communicate it in a way that is compelling or consistent across their teams & organizations. 

I’ve heard executives say things like: “We will cure cancer faster if we have scientists from different backgrounds,” “We will make better business decisions if we bring different people & perspectives to the table,” “We will be more innovative,” “We will be more successful at hiring diverse talent if candidates see others who look like them in the ranks of leadership,” or “Our teams will be more productive and engaged if team members feel valued, respected and empowered to contribute.” Executives often have a lot to say when asked about the business case for DEI, but often when you ask people one or two levels down, the business case is murkier. 

Executives may also wrongly assume that people care about diversity for the same reasons they do, or that they care at all. We forget that every human being has a WIIFM (what’s in it for me?) living in the front or back of their mind. We forget to ask them why they care. We forget to facilitate the discussions that drive clarity and help them connect the dots between their own behaviors and better team performance.

Executive leaders (outside of HR or D&I functions) need to convey on a consistent basis, the heartfelt and the strategic reasons for having a roadmap and goals related to DEI. Vulnerability and transparency build trust.

Mitch Shepard is an author, speaker, behavioral scientist, and the CEO & Founder of HUMiN Inc — a company dedicated to building DEI into the DNA of company culture. HUMiN helps companies measure and improve their diversity intelligence, from top to bottom, so they can improve their talent brand, make better decisions, innovate, and improve overall team performance. HUMiN is about unleashing human potential & building the habits & behaviors of inclusion.

Visit www.humininc.com to learn more and join our mailing list.