How to Get into 'Good Trouble' in DEI

Anyone who has worked with me knows I live by the mantra, "Let's stir it up a bit." That's my way of pushing against the status quo and challenging systems, policies, and authorities on how we operate. That's what this week's episode is all about. Good trouble means pushing boundaries. It means standing up for your beliefs and inspiring policy and system changes. This phrase was made famous by the late John Lewis, who believed getting into good trouble to bring about meaningful change was necessary.

In the context of diversity, equity, and inclusion (DEI), good trouble is about pushing against the status quo. It's about questioning why things are done a certain way and challenging leaders who believe that the way things have always been done is the right way. This is difficult, as those who push against the status quo are often seen as disruptors who don't respect authority. And I am a disrupter.

However, getting into good trouble is necessary for creating change in DEI. It requires building deep relationships with those in leadership positions and understanding their aspirations and goals. It also requires identifying blind spots and areas of discomfort, such as discussing the representation of Black and Brown people on their team or looking at attrition and hiring practices. It's about pushing people into areas where they may feel uncomfortable. This discomfort is necessary for growth and change.

As a DEI practitioner, being a good steward of trouble is important. This means pushing boundaries in a way that is respectful and builds relationships. It means asking tough questions and inspiring change in policies and systems. It means standing up for your beliefs and creating a more inclusive and equitable world.

Deep relationships are key.

However, being a good steward of trouble also means understanding the importance of deep relationships. One key aspect of building deep relationships is being a source of truth for those around you. This means helping others understand their shortcomings and identifying ways to advance change. However, it's important to understand the dynamics of each relationship and whether the individual wants you to tell them what to do or if they want to be an actual thought partner in creating a plan of action.

Another important aspect of building deep relationships is identifying true allies and accomplices. Not everyone who calls themselves an ally or accomplice is truly committed to the cause. It's important to identify those willing to risk something to get into good trouble on behalf of the greater good.

One way to build relationships with allies and accomplices is to "sneak in the vegetables." - something I often do with my clients. This means infusing diversity, equity, and inclusion into conversations and initiatives without overwhelming or alienating others. This can be done by sharing data and information, leveraging employee resource group leads, and asking questions to encourage others to think critically about their biases and actions.

DEI practitioners can inspire change and create a culture of belonging by building trust and understanding with allies, accomplices, and leaders. That's how I can quickly identify who's with me and who will speak at the table for the greater good when I'm not in the room.

DEI efforts require a holistic approach.

However, DEI efforts require a holistic approach that goes beyond building relationships and trust. It involves understanding the makeup of the company and identifying the target population of DEI efforts. As Danette Buie, Ed.D. notes in the show, companies need to look at the hiring, promotion rates, engagement scores, and attrition rates of specific populations, such as Black and Latinx communities, to identify areas that need improvement.

Moreover, DEI efforts should not focus on one particular group to the exclusion of others. Intersectionality is a crucial factor that needs to be considered in DEI initiatives. Companies should not over-index on programming and initiatives during Pride Month, Black History Month, and Women's History Month, only to forget about other groups the rest of the year. Instead, they should take a holistic approach and consider the intersectional identities of their employees.

To do this, companies need to invest resources in understanding self-identifying information. Employees should be informed about why this information is being collected and how it will be used to create initiatives and programs that will appeal to them and make them feel included and considered. By leveraging this data, companies can identify patterns and themes that need improvement and create initiatives that address these issues. Companies need to make DEI a part of their culture and create a cadence of initiatives that are visible to executive leaders. This will show that there are teeth behind DEI initiatives and that the company is committed to creating a more inclusive and equitable workplace.

Propose specialized programs for diversity.

One effective way to make DEI efforts sticky is by proposing specialized programs for diversity. These programs can be tailored to meet the specific needs of a particular population group or community within the organization. For instance, a company with a large population of women in the product organization can propose a women and product accelerator program. This program can be designed to develop existing talent, prepare them for future roles, invest in their management skills, and provide sponsorship opportunities.

Proposing specialized programs for diversity can also help bridge the gap in leadership and management positions within an organization. By identifying the specific needs of a population group, companies can create initiatives that address patterns and themes that need improvement. This approach can help companies move beyond the one-size-fits-all mentality and create programs that are tailored to specific audiences.

Companies can leverage employee resource groups, allies, and champions to make these programs sticky. They can bring them into the line of work by organizing book clubs, speaker programs, and inclusion circles. These efforts should not be reactive but should have a cadence and calendar of events that continue to show up.

DEI goals need accountability.

However, simply creating programs and initiatives is not enough. DEI goals need accountability. It is not enough to measure the number of programs or events that have been implemented. Instead, companies should focus on the impact of these programs and initiatives. Have they solved the problems they were created to address? Have they increased the representation and promotion of underrepresented groups?

To ensure accountability, companies should set three-year aspirational goals for DEI efforts. These goals should be specific and measurable, and progress toward them should be regularly tracked and reported. Accountability should also be a part of the company's culture and values. One could argue that these goals can be tied to compensation as well. DEI efforts should not be the responsibility of one person or department but should be integrated into the company's DNA.

In addition, DEI goals should not be tied solely to the number of diverse employees in the company. Instead, they should be tied to the bottom line and impact on customers and the community. This will ensure that DEI efforts are not just a box-checking exercise but a meaningful part of the company's mission and values.

Overall, DEI efforts require a constant push and a commitment to accountability. Companies must be willing to invest resources and make DEI a part of their culture and values. By doing so, they can create a more inclusive and equitable workplace for all employees.

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