Why You Should Avoid Saying Diversity Is The Right Thing To Do

My 2nd favourite DEI platitude is “Diversity is the right thing to do”

I'm going to explain what I mean and why I tell my clients not to do it.

Before we get to that.

Here are 3 popular posts from the last week:

My 2nd favourite DEI platitude: “Diversity is the right thing to do”.

Exhibit A: Accenture

Kay Fabella is one of THE most prolific podcasters in the inclusion space.

Her podcast “Inclusion in Progress” has 131 episodes over 6 years.

Kay’s got an interesting story:

Here's the truth:

“Experts” who talk about the business case for diversity rarely read the research they claim as evidence.

Share this with one of your colleagues who needs to know this.

PS.

I write here every single day.

Make sure you follow Dr. Jonathan Ashong-Lamptey for daily insights and inspiration.

I came across an FT article called: “Accenture ditches diversity and inclusion goals”

It says their CEO has gone from being: “outspoken on diversity” to “sunsetting” their diversity goals.

This is someone who was described as a “leader” on diversity and inclusion.?

I can see why some people thought that was appropriate.

Accenture said they would hold leaders accountable for sticking to “clear goals”.?

And unlike most businesses, they had clear goals.

For example, by 2025:

- 50% of staff were to be women

- 30% of Managing Directors were to be women

They also had goals for ethnic minority representation in the US and UK.

Most organisations aren’t this bold or transparent.

They follow different tactics.

- They keep it secret

- They don’t share their targets

- They rely on Flags, Food and Fun.

You know what I’m talking about:

- Parties

- Parades

- Panel events

It’s the pretence of doing something serious.

What’s interesting is Accenture appeared to be making progress.

The memo said the group’s diversity targets had been “largely achieved”.

Most businesses can’t say that.

The CEO was on record as saying “Diversity was the right thing to do”.

The article made a point of it. ?I’m making a point of it.

But why is it a bad idea for you to do the same?

The Platitude Problem of Diversity and Inclusion.

Saying “diversity is the right thing to do” is a platitude.

Think of a platitude as a moral statement that’s become meaningless due to excessive use.

- “people can be funny sometimes”

- "just be a good person"

- “that’s life”

These are platitudes.

They hold no weight. They have no meaning.

I encourage you not to rely on them.

?? Platitudes are a red flag for me. ??

It’s worse here because it was inaccurate.

This platitude is built on a social justice argument.

And that’s not what this business is about.

I discuss my own prejudice about this issue here.

3 Biggest Problems

You’ve heard me say that one of the 3 Biggest Problems organisations experience on their inclusion journey is Performance.

Organisations struggle to articulate a business for diversity for THEIR specific organisation.

- Not what the research says?

- Not what social media says.

- Not what your DEI guru says ?

What do you say?

Why is diversity relevant in your specific organisation using everyday language that people you work with can understand?

Most people don’t attempt to do this.

Accenture’s attempt involved a social justice argument.

Evidently, this was a poor decision.

They are more likely to follow the Friedman Doctrine.?

Named after influential Economist Milton Friedman is says that the primary responsibility of an organisation is to its shareholders and that the primary goal of an organisation is to maximise returns to the shareholders.

Taken to the extreme it means law, morality, “doing the right thing” become less relevant.

I talk about this more in this show on the topic.

This suggests that Accenture are now aligned with their real business case.

If you’re in a similar situation.

You don’t need to abandon what you were doing but you do need to find something that fits.

The Rhetorical Problem of Diversity and Inclusion.

Too many organisations use platitudes in the heat of the moment.

They're really just making statements in response to an emotional plea.

We know that these emotions calm down over time.

A lot of people did this.

Your company may have done this.

Remember what it was like in 2020?

Organisations were falling over themselves to become inclusive.

For many it was an emotional response.

They justified it with an emotional argument: “diversity is the right thing to do”.

This is the Rhetorical Problem of Diversity & Inclusion.

Ancient Greek traditions encouraged Rhetoric:?the art of using language effectively and persuasively.

They gifted us the 3 Modes of Persuasion.

→?Ethos a Greek word meaning character.

This is concerned with credibility, trustworthiness, and authority.

→?Pathos from the Greek word for “suffering” and “experience.?

This is concerned with feelings and emotions.

→?Logos, the?Greek for “word”.

This is concerned with logical, well-structured arguments and evidence.

The Rhetorical Problem of Diversity & Inclusion occurs when people rely too much on emotional appeals (Pathos) and too little on credibility (Ethos) or evidence (Logos).

Emotional appeals are a mainstream DEI common practice:

- Shaming instead of strategy

- Platitudes instead of plans

- Guilt instead of goals

They do this instead of high impact inclusion work.

By that I mean

- Earning the trust of your colleagues.

- Optimising for measurable results.

- Implementing a systematic process.

Earning the trust of your colleagues is easier when you build a business case around your organisations’ specific circumstances.

- Your market

- Your location

- Your aspirations

If it’s built with solid evidence, it’s irresponsible to ignore it.

Most people who talk about diversity are speaking in platitudes and relying on rhetoric.

Their work is often light weight as a result.

Rolling back the plans doesn’t change much for the organisation.

Accenture’s statement is a public example of what many are doing in secret.

I’ve spoke to 3 leaders this week who are “sunsetting” their diversity goals, but they’re keeping it quiet.

Accenture have faced up to it.

Maybe it’s time for you to be honest with yourself too.

If you want me to support you in this you should sign up for our free weekly briefing.

The Inclusion Ready Leader’s Brief.

Every week, I will send one actionable briefing that helps you:

- Earn the trust of your colleagues.

- Optimise for Measurable Results

- Implement a Systematic Process

Each brief combines real-world insights and practical tools to help you achieve measurable results.

It takes less than 5 minutes to read.

Join 899 Inclusion Ready Leaders who act on this every week.

Sign up here.

Have you shared this with a colleague yet?

Think about who needs to know this.

They need a friend like you.

As always

I’m cheering you on.

Dr. Jonathan?