Diversity + Vulnerability = Inclusion

Recently we have witnessed a shift as business leaders directly address societal issues, recognizing their employees and consumers are conscientious of business and brand stances on societal events. Leaders who have invested in a foundational understanding around Diversity, Equity and Inclusion (DEI) concepts for all employees in their organizations have benefited from higher levels of engagement.

I have found with the implementation of "Vulnerability in Leadership" – even in the middle of a global pandemic, have been very instrumental at all levels. These investments have allowed leaders the opportunity to examine their biases, engage in open dialogue, and learn new ways of working that prioritize inclusion.

Some leaders, however, have not yet initiated these DEI conversations, or may have viewed them as a “one and done” type of activity. Others lost them in the myriad of other priorities competing for their attention. To move from introductory awareness to thoughtful action, the most visible leaders in this space are:

·??????Creating a sense of belonging for every employee

·??????Shifting to a power sharing mindset

·??????Opening up and getting vulnerable about the journey

To shift our focus from baseline DEI awareness to action, leaders must look for ways to foster a sense of belonging for every employee. This often starts with examining our unintended unconscious bias within the organization. Partnering with HR and business teams, leaders are starting to speak up and call for reviews of HR and business policies, procedures, and practices through a DEI lens.

Why is this important?

A step leaders can take to move from awareness to action and create a culture of belonging is to shift from a “power over” to a “power sharing” mindset. As we experience change, we often experience fear. There’s an unnamed fear, often felt by those in a majority group, that a change in the status quo is going to result in a “loss”. This fear can keep leaders from taking action critical to DEI-B advancement. Leaders recognize the need to grow beyond a fear-driven inclination and operate in a world where?all?employees can find belonging.?

For some, this fear can activate a scarcity mindset – a belief that when systemic advantage is removed and replaced with a more inclusive policy, it results in less opportunity or a loss of?something.?

In dialogue with our clients, we’ve found that unnamed “something” is usually?power. It’s an easy mental shortcut to think of power as a finite resource – like a pie. Once we divide up the pie slices, there are only so many to go around, and that means less for me! This view of power is the hallmark of traditional “power over” models, and the end result is that some people are power-full?while some are power-less.?So how do we overcome this fear? We begin by changing the way we think about power.

When we adopt a framework based on the belief there’s enough power to go around – power as an infinite resource rather than a finite pie – we embrace a new “power to” model. From this space, we can take a step back and recognize that we don’t “lose” anything by centering a voice that’s been traditionally absent from decision-making. It’s simply a more collaborative, relational, and team-oriented approach to power.

In those moments when we inevitably find ourselves pushing back against decisions that promote new ways of thinking, or when we react to changes in how business is done with fear, it’s a great practice to stop. Vulnerability in Leadership will notice the scarcity mindset at play and ask the question, “What power model am I working from, and how is it impacting others?”

As leaders shift to a power sharing mindset and work to create a sense of belonging for every employee, the final piece is to open up and get vulnerable about the journey. Leadership vulnerability is often discussed as a key leadership competency, but there are rarely clear examples of what it looks like to be vulnerable. Where is the line? What should I share, and what do I keep personal?

We believe DEI-B conversations present a distinct opportunity for leadership vulnerability. When leaders are vulnerable, they bring these tough conversations into the workplace. Many leaders fear taking a misstep or saying the wrong thing when it comes to DEI-B, so they say nothing and take no action. This unfortunately reinforces a message to all employees that these topics – and the employees who identify with or are affected by them – are not deserving of leaders’ time and attention.

Leaders modeling vulnerability have the complex and difficult conversations on DEI-B despite their fear of making a mistake. Throughout this learning process, vulnerable leaders approach these conversations with curiosity, growth, openness, and a true desire to understand. This vulnerability, alongside a willingness to be transparent with your team, is what drives sustainable change and better diversity outcomes in organizations. Leaders who do this effectively let their teams know they are:

·??????Committed to advancing conversations on difficult topics

·??????Creating space for dialogue, perspective sharing, and conflicting ideas

·??????Taking steps to grow personally

·??????Dedicated to investing in opportunities to help the team grow too

·??????Aware that they’re not going to “get it right every time”

Again, that last point is important – understanding you’re going to make mistakes is an important part of this process. It doesn’t mean, however, that we can let ourselves, or others, off the hook for actionable progress. Think of it this way – when you first learn a new sport, you don’t keep score on your first time out, but as you build your skills the importance of the score becomes relevant. In the DEI-B space, this analogy holds true. As we move from awareness to action, it becomes more important to measure the impact of our efforts.

So where can leaders start? Continue to seek opportunities to build awareness. This is where the magic happens and when your mindset begins to shift. Carve out time for reflection and discussion, and then don’t wait!

The?Vulnerability in Leadership Newsletter?is a bi-weekly LinkedIn newsletter designed to stimulate critical and relevant dialogue that centers around topics of Vulnerability in Leadership.?If you are seeking guidance and consultation around diversity, equity, and inclusion and vulnerability leadership in your workplace, visit the website to learn more about services that can be tailored to your specific needs.?