Wade Alliance

Leadership Consulting with a DEI lens

DEI Work is not HR It's C-Suite

Jeff Hutchinson • February 9, 2022

In 2021 more than 1,200 books about leadership were published and there are more than 15,000 in print worldwide. The ever-growing information about leadership signifies that there is no single set of instructions on how to be an effective leader. Leadership comes in many different flavors. Great leaders however share characteristics such as courage, persistence, vision and the ability to communicate and adapt. These are the exact qualities of an effective Chief Diversity Officer (CDO).

Most people do not see being a diversity champion as a pathway to leadership but instead as a final resting place for those who desire to reimagine equity and inclusion. Diversity titles are typically seen in the same light as Human Resource professionals or more recently as the work of the Wellness Officer. Resource management is incorporated in the strategic plan while the challenging work of addressing diversity, equity and inclusion is seen as an indulgence not essential to business. Let’s change that.

An organization seeking to send the loudest message about how it values DEI will create a culture where the person leading DEI efforts is on track to be promoted to other leadership roles. Several recent examples of former DEI champions include Michael Hyter who became Korn Ferry’s CEO Feb 2021, Dr. Jamel Santa Cruze Wright who became President of Eureka College in 2016, and  Kenneth Kelly Chairman and CEO of First Independence Bank. These three people are a small minority of the people taking their talent beyond the area of DEI.

Not every person who works to improve a business culture in the Diversity and Inclusion area wants to move up into other areas of leadership but the successful changemaker has the talent to lead within their organization and others. The unspoken part also needs to be said. There is a bias against seeing women and non-white people as leaders and many DEI champions are women or underrepresented. Yes there are women who lead, but there are also more men named Michael running Fortune 500 companies than there are women.

Wanting a change and making a change are both challenging. Here are three questions to start your organization on the path to elevating the people working tirelessly to improve your business culture.

Has anyone in your organization doing DEI work ever been promoted to a position with more pay and more responsibility?
Title changes without a pay increases are parlor tricks to encourage people to remain. Giving someone new responsibilities with the required support and compensation is a sign of respect and value. Promote your DEI people to other areas when possible.

Do any people in leadership have explicit and measured DEI responsibility?
If all of the responsibility for change in the area of DEI falls on the people with Diversity or Equity in their title it is highly likely that the work is not valued. If those in leadership are doing the work then the work is likely seen as valuable.

Are high level decisions postponed when the DEI champion is present or are they intentionally excluded from high impact meetings?
A common theme of leadership is to surround yourself with people who fill in your gaps. Few organizations exist today that would not benefit from the perspective of a successful champion of DEI.

Leadership doesn’t change quickly without the discomfort of internal or external pressure. Create the internal pressure to change and promote the people doing the work that many people fear. Promote the people who demonstrate the ability to manage change, inspire and see the larger picture as any effective leader does.

Comments

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