Stop Expecting Marginalized Groups to Lead Diversity Efforts. It’s Time For Allies to Step Up and Put in the Work.
Julie Kratz
Promoting allyship in the workplace to ensure everyone feels seen, heard, and belongs | Forbes Contributor
Marginalized groups are being overtasked with leading diversity work, which is driving them away from their jobs — and the No. 1 reason for leaving is burnout. It’s time to engage more allies for positive change.
While many organizations scrambled to make public statements and donations to show a deeper commitment to diversity following the events of the summer of 2020, very few have capitalized on the investment of the time and resources put into diversity, equity and inclusion (DEI).
Despite the intense focus on DEI, few organizations have been happy with the results they have achieved on their DEI goals and plans. Representation numbers, inclusion indexes and attrition rates of diverse folks remain stagnant at best. Representation in DEI matters — but it’s not right to expect marginalized groups to lead these efforts — allies can amplify their voices and do the work.
So why isn’t DEI working?
Marginalized groups cover a variety of dimensions of diversity. Marginalized groups include gender, race, ethnicity, religion, culture, disability, LGBTQ+, age, socioeconomic background and more. These groups are often under-represented in organizations, especially at the leadership levels. The majority group in contrast is often over-represented in organizations and is more prominent in leadership representation. These tend to be white, straight, cisgender, non-disabled and of the native culture or ethnicity of the organization’s headquarters.
Marginalized groups are being overtasked with leading DEI
Organizations have tried to recruit, hire, promote and retain marginalized groups through DEI programming, recruiting and hiring strategies, and creating DEI roles. Women of color are twice as likely to be tasked with leading DEI efforts because they have the dual lived experiences of race and gender. Yet, they are the ones that have been adversely affected by the diversity problem.
Marginalized groups are more likely to experience microaggressions or non-inclusive behaviors like being interrupted, not getting credit for ideas or people making assumptions about them that are inaccurate and harmful. Asking them to take on the brunt of the DEI work is not fair. Don’t ask them to solve a problem they didn’t create.
DEI leaders rarely have the resources, power and influence to lead real change
When the DEI work is undervalued compared to short-term profit-generating work, the message is clear — diversity is nice-to-have, not a must-have. Anything important in business would be prioritized, and DEI is no different.
Think about a new product launch or a strategic initiative it’s important for future growth. How do you resource it appropriately? Would you equip the leader with the full support they need to succeed? Would you look at the long-term vs. short-term success?
DEI needs resources just like any other business imperative. That means a budget for which the DEI leader is 100% accountable with specific goals and measurements to ensure resources continue to be directed to DEI. When organizations experience an economic downturn or short-term business pains, the temptation is to divert resources from DEI to the business. Yet, progress on DEI requires a long-term, consistent and intentional commitment. Redirecting efforts when things get hard suggests it is not really important.
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Many DEI leaders do not report to the CEO or to the C-suite which makes them ill-equipped to manage the systemic change and to be taken seriously. Without the positional authority to drive diversity and embed it in the organization’s culture, they are unable to drive systemic change. DEI leaders are often chosen due to their passion, yet the ability to?influence others ?is a primary driver of success. Those that are able to leverage relationships, get people to buy into change and garner allies are often the most successful.
DEI leader tenure is low and burnout is the No. 1 reason why
Employee burnout is a global concern. In a survey of over?1,000 respondents by Deloitte , 77% say they have experienced burnout at their current job. The data skews higher for marginalized folks according to McKinsey & Company’s latest?Women in the Workplace report . McKinsey found that “compared with men at their level, women leaders are up to twice as likely to spend substantial time on DEI work that falls outside their formal job responsibilities — such as supporting employee resource groups, organizing events and recruiting employees from underrepresented groups.”
The average tenure of a?DEI leader ?is less than two years. Compare that to other senior leadership positions, and the difference is stark. Many DEI leaders leave because they don’t feel that they’re in a position to truly be successful. Leadership waffles with the news cycle, leaders don’t prioritize DEI in their daily schedules and they’re left feeling like their efforts are futile.
If you believe in DEI and are committed to it, stop asking those most marginalized to lead the change. Make it a priority for everyone to buy in, commit to DEI long-term and model workplace inclusion.
What do we do now?
1. Engage allies in leading diversity work
Allyship is contagious. Rather than rely solely on marginalized folks, find ways to engage the majority group in the conversation more. When folks in the majority group hear stories about the adversity of diversity, they’re more likely to join the conversation and see it as a real problem, even if they themselves have not experienced it.
2. Properly equipt DEI leaders with resources and budgets
Just like with any other business imperatives, properly resource and fund DEI. Have a clear budget set for the year with priorities. Successful organizations are consistent, and intentional and have the full support of the leadership team to drive DEI.
3. Conduct listening sessions to learn about the perceptions of burnout and marginalized groups
If you don’t know where to start, listen first. Gather the perceptions of folks from marginalized groups first, then figure out what you can do to address burnout and the systemic issues adversely affecting them.
Remember, DEI is a journey, not a destination. With allies, resources and knowledge, organizations can move more quickly toward positive change. Individual actions matter. Collectively, we are stronger together when we work together as allies. Don’t expect those most impacted to solve the issues adversely affecting them alone. Allies do the work and influence positive change.
The Burnout Lady ?? Workplace Engagement Coach Building Burnout-Free Leaders & Cultures in Commercial Real Estate ?? Keynote Speaker, Author ?? Former RE Development Leader ?? ??
1 年Ditch the grind and reclaim your life. BurnedOutToLitUp.com
HR Consultant | Possibility Coach | Speaker | Author | International Cyclist
2 年May I offer four really great books which have helped me on my journey as a former VP of HR when I wasn’t respected as an #Ally. Long story short, after #Georgefloyd was murdered in my backyard, the company leaders did not want to do the work. I left and did my own work. I knew that I needed go hear and listen to more black and brown people and authors. (Of course I read “White Fragility” too! ) * “The Four Pivots” by Shawn Ginwright * “The WayMakers” by Tara Jaye Frank * “Positive Intelligence” by Shirzad Chamine and then I completed his coaching course and now train others on PQ! * “Hush Money” by Jacquie Abram, as a former HR person this one was super challenging to read and disgusted me. So good! I loved Shawn’s message the most, as we really need to do the HEALING work! We have all been in the midst of pandemics and not wanting to realize it. It’s time to recognize and acknowledge what is going on so that we can heal and come together!! All DEI seems to be is DEAD END INITATIVES!! I would love to request more leaders and Allies leave toxic workplaces, join the movement to healing and create more safe spaces! Now is the time to go deep! Pandemic Possibilities - reshaping perspectives
Inclusion Strategist and Creator of the E.M.E.R.G.E.N.T. Inclusion System? | Author & Keynote Speaker | Culture Created from the Hearts of Individuals
2 年Can we look at this conversation another way? People from historically excluded groups take on this work due to passion/desire to right past wrongs, to give back, so to speak. Others are thrust into it because there are few people who look like them in their firms and get asked to take it on. The visibility and often the elevation in access to power, salary, etc. is hard to say “no” to. It doesn’t make them prepared to do the work of what can be daunting change. I think I see at least one tragic story of DEI leads fizzzling out, almost weekly if not more frequently. I see fewer who have told the story about doing expert contracting, building a robust network of support, and understanding how to navigate the inevitable storms that come along with doing anything of significance in organizational life. These stories exist. How can we curate more of them? This work need not be a perpetually tragic tale of how Black and Brown folx have it hard and must be helped along. It can be a more generative story of change, transforming preferences, traditions, & conveniences of the status quo. Of shifting Systems vs. relegation to reacting to symptoms —that inevitably emerge as being utmost important when it’s clear they’re not.
DEI, sustainability. with a passion for project management and working with people.
2 年So true and a very important message -
Passionate Learning & Development Expert | Driving Inclusive Workplaces & High-Performing Teams | Keynote Speaker | Transforming Cultures & Unlocking Leadership Potential | DEI Trailblazer
2 年??????????