Tag: Diversity and Inclusion in the Workplace

How to Transform Your Business Through Inclusive Leadership | Entrepreneur

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Hold onto your seats, entrepreneurs, CXOs and everyone with a vested interest in the future of leadership. Today, we’re slicing through the noise and diving deep into the beating heart of what makes teams thrive: inclusive leadership. Forget your cookie-cutter management styles; this is the game-changer you’ve been waiting for.

We live in an era of rapid technological advancements, global interconnectedness and unprecedented diversity. In this volatile, ever-changing landscape, what separates the winning teams from the sinking ships? If you’re thinking “inclusion,” pat yourself on the back because you’re spot-on. But let’s be real: Inclusion isn’t just tossing a couple of diverse hires into the mix and calling it a day. It’s a nuanced, intentional strategy that starts at the top — with you, the leader.

Related: Why You Need to Become an Inclusive Leader (and How to Do It)

Inclusive leadership — a framework, not a fad

Ah, the age-old misconception that “inclusive leadership” is a mere buzzword, possibly thrown around by millennials seeking a warm and fuzzy work environment. If that’s your thinking, it’s time to recalibrate because you’re not just off the mark — you’re not even on the right playing field. So, let’s cut through the jargon and get down to the brass tacks.

Inclusive leadership is anything but a fleeting trend or a checkbox on your HR audit. The linchpin holds your organization together in an increasingly complex, diverse and global marketplace. Those who underrate its impact are missing out on a force multiplier that has the potential to revolutionize the very fabric of their organizational success. Let’s dissect why.

1. Self-awareness is your starting point

Listen, the “know thyself” mantra isn’t just philosophical mumbo-jumbo; it’s Leadership 101. You must be acutely aware of your tendencies, biases and triggers. The road to inclusion starts with you. Dive deep into introspection — audit your choices, behaviors and especially those hidden biases you think you don’t have. Brave enough? Seek candid feedback. The goal is to turn self-awareness into your internal compass for making inclusive decisions.

2. Action over words

You know what the world doesn’t need? More lip service to diversity and inclusion. Enough with the platitudes and performative gestures! We’re talking about actionable initiatives. Revamp your recruitment processes, run workshops, form employee resource groups, and launch mentorship programs. Do something that moves the needle. Inclusion isn’t a checkbox; it’s a long-term investment. Make sure your actions deliver tangible results, not just Twitter applause.

3. Your company culture isn’t a billboard

Company culture isn’t what’s plastered on your website or embroidered on your merch. It’s what happens when the boss leaves the room. Culture is shaped by what you tolerate, not just what you advocate for. Inclusivity should be so ingrained in your culture that it feels like second nature. Reward inclusive behaviors, and be explicit in condemning exclusionary or toxic conduct. No exceptions. Talent should never be an excuse for toxicity.

Related: Do You Have an ‘Inclusion Delusion?’ Here’s How a Lack of Inclusivity Can Create a Toxic Culture

4. Data-driven decisions

In God, we trust; all others bring data. If you’re not measuring your inclusion efforts, you’re playing a guessing game. Start treating inclusion like any other critical business strategy — back it up with data. Capture metrics that matter: employee retention rates, diversity in leadership roles, the effectiveness of inclusion initiatives and so forth. Analyze, adapt, and execute.

5. Empower to elevate

Leadership is not about creating a legion of followers; it’s about nurturing future leaders. Empower your team by giving them the tools, resources and opportunities they need to excel. When people feel valued and capable, they perform better, innovate more and elevate the team’s effectiveness. Your job is to set them up for success, then step back and let them shine.

6. Accessibility is non-negotiable

Let’s broaden the scope of inclusion beyond gender and ethnicity to encompass physical abilities. Are your office spaces accessible? Can everyone participate in company events? Compliance with the Americans with Disabilities Act (ADA) is the starting point. Aim to create a space where everyone, regardless of physical ability, can bring their A-game.

7. Be ready to pivot

We live in a dynamic world; what worked yesterday may not cut it tomorrow. The trick is to remain agile. Always be ready to pivot your strategies based on the feedback loop from your team and real-world results. Stagnation is not just a roadblock; it’s a cliff edge. Keep your ears to the ground, and be prepared to iterate.

Related: 4 Commitments All Truly Inclusive Leaders Must Follow

Inclusive leadership is not just a moral imperative; it’s a business one. Teams under inclusive leaders are more engaged, innovative and likely to go above and beyond. So, make the switch — your business’s success depends on it.

If you’ve been coasting on outdated leadership models, now is the time for an overhaul. The future belongs to leaders who embrace, empower and elevate every team member. Be one of them. Because in the end, inclusive leadership isn’t just about making everyone feel welcome — it’s about creating a dynamo of creativity, innovation and success. Anything less is not just detrimental; it’s entrepreneurial malpractice.

So, what’s your next move, leader?

Keep this article bookmarked, share it with your C-suite buddies, and start making those actionable changes today. Your future diverse and effective team will thank you.

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Chris Kille

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January 17, 2024
Does Mandatory Diversity Training Work? A DEI Expert Reveals The Pros and Cons. | Entrepreneur

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As a diversity, equity, and inclusion (DEI) practitioner, I enjoy hosting and attending DEI trainings — or, as I like to call them, experiences — as much as the next person. Whether they touch on gender or racial equity or strategize on skills to build inclusion and belonging, there’s something energizing about being a part of such pivotal conversations.

However, not everyone walks into DEI experiences as energized as I do. Some don’t know why an experience is mandatory, or they wish that it wasn’t. Perhaps they feel that because of their identity, they may be judged or attacked. Or they’re so triggered by the topics covered in the experience, that they wish they didn’t have to engage at all.

Related: Your Employees Are Probably Feeling Triggered at Work

While these are normal reactions to DEI experiences, I think it’s worth exploring some good reasons to make them mandatory and other reasons why it may not be such a great idea.

Pro: When people know better, they do better

One major benefit of mandatory DEI experiences is the informational aspect of them. Not everybody is well-versed in DEI, how to cultivate belonging and inclusion, or specific ways to show up as an ally for others. Until they know how to practice DEI principles, they may not know how to do better.

However difficult the topics may be, giving everyone the foundational principles of DEI can help some people understand them, use them, and think critically about how to show up better in the workplace and beyond.

Pro: DEI experiences are good for compliance

For leaders who are constantly weighing how to cultivate safety and belonging in a diverse workforce, mandatory DEI experiences can set the stage for how we should treat each other in the workplace.

For example, suppose your workplace has DEI protocols on how to be kind and respectful to LGBTQIA+ employees. In that case, all employees should have a baseline understanding of gender pronouns and basic interaction principles. An issue where an employee has crossed a line is much easier to identify and remedy when a DEI experience is mandatory, and the knowledge is shared with all parties. However, always keep in mind that compliance shouldn’t be the only reason for hosting a DEI experience but rather a good reason, among others.

Related: Here’s What Your Diversity Training Might Be Missing

Pro: DEI experiences set the foundation for a more diverse workforce and clientele

If you know you’ll be growing your workforce or attracting more diverse clients in the future, set your business up for success by having a mandatory DEI experience on the docket.

For example, suppose you know your business will begin to work with a more international clientele. In that case, it’s a good idea to train your employees to become more knowledgeable and competent in that particular culture. Preparing your workforce to interact with more diverse clients, fellow employees, and stakeholders can help create more fruitful and seamless interactions in the future.

Con: People can feel forced to “think” a certain way

Some people hesitate to engage in DEI experiences because they may view it as indoctrination. People come from different backgrounds, so requesting someone use a specific term or be mindful of behavior when engaging with certain groups can feel uncomfortable or forced for some people.

DEI experiences shouldn’t make everyone think the same way or make someone feel ashamed of who they are or where they come from. The goal is to build a behavioral foundation where people from different backgrounds can coexist and respect one another under certain principles and best practices. There’s a good kind of discomfort that helps participants grow in certain situations, however, if a DEI experience begins to feel too confronting for certain groups, reconsider the agenda of that experience and try again with a new strategy or DEI practitioner.

Related: From Faith to Politics: How to Navigate Difficult Conversations in the Workplace

Con: Not all DEI practitioners operate the same

While one group may love a certain DEI practitioner, another group may be completely turned off. If you make a DEI experience mandatory and the employees don’t enjoy it, it could have adverse ripple effects.

Keep in mind that mandatory experiences with a practitioner that the group didn’t enjoy aren’t always the best way to get the message across. Delivery and style make a difference, so before choosing a DEI practitioner, be sure to do your research on their background and style so you can decide who would be best for the employees in your company. But be wary of asking practitioners to dilute content to avoid the good kind of discomfort we discussed earlier. Sometimes, what’s uncomfortable to hear is the best message a practitioner can deliver.

Con: DEI experiences aren’t everyone’s preferred way to learn

While some people enjoy in-person experiences, others prefer to read or watch videos instead. Consider offering mandatory DEI experiences to those who enjoy in-person sessions, but leave room for those who prefer a different method to opt out in exchange for reading some material, taking a quiz or watching a film.

As long as people are engaging with the work in their own way and absorbing critical information about what’s expected of them, it’s fine. The goal is to make sure best practices for building inclusion, belonging, and respect across differences are available to employees in whatever way they prefer.

Final thoughts

When it comes to DEI, there’s no one-size-fits-all approach. While mandatory experiences can bring people together and help them think through strategies for building community and cultivating respect across differences, others may not choose to spend their time that way or prefer to engage with the topic in another way. There’s nothing wrong with having multiple avenues for presenting DEI information — in fact, I recommend it. What’s most important is that people engage with the information and make a good-faith effort to show up kinder, more inclusive, and more respectful in the workplace and beyond.

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Nika White

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October 19, 2023
How to Ensure Your Workplace Is Truly Inclusive for All | Entrepreneur
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The 21st-century workplace is evolving rapidly. As we step further into a world driven by digital advancements and changing socio-cultural dynamics, it is essential to acknowledge that our workforce should be as diverse as the world we live in. An inclusive workforce is not just about hiring people from various backgrounds or cultures; it also means embracing individuals with different cognitive processes and physical abilities. Neurodivergent individuals and those with visible and invisible disabilities bring unique perspectives, skills and innovations to the table.

But how do we ensure a truly inclusive environment for all? As a person with nearly 30 years of experience in the workforce solutions space, I take this opportunity to recommend ways businesses can start preparing for a future that will be determined more by inclusive policies and practices than by traditional business metrics.

Related: 5 Steps to Building a Supportive and Inclusive Workplace for Neurodiverse Employees

1. Policy reforms

Before diving into specific strategies, let us all agree that policies are foundational. They set the tone and the guidelines by which organizations operate. However, when we talk specifically about organizational policies around neurodiversity and disabilities, there is still room to improve.
- Anti-discrimination laws: While many countries have policies against discrimination based on gender, race and religion, fewer have robust protections for neurodivergent and disabled individuals. Strengthening and enforcing these laws will send a strong message to employers about the importance of leveling the playing field for everyone.
- Flexible working arrangements: It is important to recognize that not everyone thrives in a standard 9-5 setting. Flexibility in working hours or remote work can be especially beneficial for those with certain disabilities and different cognitive capabilities.
Pioneering inclusivity: A glimpse of U.S. legislative efforts

While the United States has long been a trailblazer in legislating for a more inclusive work environment, further refinements and initiatives are essential to achieve absolute inclusivity.
- Americans with Disabilities Act (ADA): Enacted in 1990, the ADA stands as a bulwark against prejudice towards individuals with disabilities in various aspects of public life, spanning employment, education and transportation. A key feature of the ADA is its directive for employers: They must provide reasonable accommodations to eligible candidates or workers with disabilities unless such accommodations cause significant difficulty or expense to the employer.
- Rehabilitation Act of 1973: Prior to the ADA, the Rehabilitation Act was a groundbreaking stride in combatting disability-related systemic biases, especially within federal entities. Section 504 and Section 508 of the Rehabilitation Act stand out. While Section 504 champions accessibility and equal opportunity to federally funded program benefits and services, Section 508 mandates that electronic information and data should be made available to disabled individuals in the same manner as it is to those without disabilities.
- Work Opportunity Tax Credit (WOTC): Serving as an incentive to encourage diverse hiring, the WOTC provides financial rewards to employers that hire people from specific demographics, including those with disabilities. The underlying goal? To pave smoother career paths and more accessible employment opportunities for those who might otherwise grapple with significant challenges in the job market.
- State-centric legislations: Venturing beyond the purview of national laws, numerous states have carved out their own set of rules. Some have tightened accessibility norms for infrastructure, while others incentivize inclusive hiring practices.
2. Structural amendments

The physical and digital infrastructure of workplaces often needs adjustment to be truly inclusive.
- Accessibility first: Companies need to ensure that all office facilities are wheelchair-accessible, offer sign language interpreters for meetings and provide materials in braille if needed. Digital platforms should meet web accessibility guidelines, ensuring all employees can access and engage with content.
- Dedicated resource groups: Putting together teams or committees focused on inclusivity can be beneficial both immediately and in the long run. These groups can offer insights, recommend changes and act as an organic support system for neurodivergent and disabled employees.
Related: How to Create a More Inclusive Workplace

3. Innovative practices

I strongly believe that beyond policy and infrastructure, a shift in organizational culture is pivotal.
- Awareness and training: Many of our biases are deeply ingrained in our psyche and operate unconsciously. Regular training sessions on neurodiversity, autism and disability awareness can help both employees and employers recognize, confront and counteract their preconceived notions.
- Mentorship programs: It helps to pair neurodivergent and disabled employees with mentors who can guide, support and advocate for them.
- Inclusive recruitment strategies: Businesses may consider partnering with organizations and institutions that work with disabled individuals to create pipelines for potential hires. This not only broadens the talent pool but also demonstrates a company’s commitment to inclusivity.
- Tailored onboarding processes: Recognizing that a one-size-fits-all approach does not work, we must design onboarding processes that can be tailored to individual needs. This might involve providing additional training resources, establishing peer support systems or giving new hires more time to adapt to their new environment.
- Flexible job descriptions: A rigid job description might exclude talented individuals who could perform the core responsibilities of a role but might struggle with one or two “standard” requirements. Flexibility in job descriptions ensures a broader pool of potential candidates and a more inclusive workforce.
4. Feedback and continuous improvement
- Anonymous feedback channels: Let us allow employees to anonymously share their experiences, challenges and suggestions without fearing retaliation or reprimand.
- Regularly review and adapt: The journey to inclusivity is ongoing. It is important to regularly assess policies and practices, ensuring they remain relevant and effective.
An inclusive workforce is not just a moral imperative; it’s a business one. Neurodivergent individuals and those with disabilities often approach problems differently and offer innovative solutions. By investing in policy reforms, making necessary structural amendments and adopting innovative practices, businesses can ensure they are tapping into the full spectrum of human potential.

Building an inclusive future is not just about hiring practices. It is about creating an environment where every employee, regardless of their neurodivergence or disability, feels valued, understood and empowered.

Related: The Difference is Difference — How to Harness the Power of Neurodiversity for Your Business
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Nish Parikh

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October 17, 2023
Companies Are Deprioritizing DEI. Why They Shouldn’t and How to Recommit. | Entrepreneur

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Just because the naysayers have been amplified doesn’t mean DEI (diversity, equity and inclusion) is dead or should be abandoned. In fact, now is the time to turn up the volume on what’s been going well in our DEI efforts.

In 2022, 81% of companies polled reported that having DEI initiatives was beneficial to their organizations. The same survey showed 94% of the companies were investing more in mental health resources, 70% were improving equity in parental leave, and 48% had at least one employee resource group (ERG) often centered on racial, ethnic and gender minorities.

How did all of the progress we made in 2022 become deprioritized in 2023? Shifting public opinion on DEI and a larger discussion on whether DEI is bringing people closer together or further apart. For DEI professionals, executives and everyone in between, consider recommitting to DEI and transforming the narrative from a story of division to a story of inclusion.

If you or those in your business are losing stamina in your DEI efforts, here’s how to recommit to the work and continue making strides.

Related: Supreme Court Rules Against Affirmative Action at Harvard and UNC

Understand that DEI is not a trend

After the murder of George Floyd in 2020, it seemed like the business world had a fire lit underneath it. The drive and energy to promote DEI at all levels of the organization was a priority that couldn’t wait. Now, the fire has fizzled and the commitment to equity in the workplace seems to have faded into a trend. If business owners have lost the fire for DEI that was ignited within them in 2020, it’s worth exploring why.

In this work, there is no “season” for equity and inclusion. If we’re truly committed, we don’t fluctuate between wanting to improve diversity and belonging and taking a year off when it no longer feels relevant. Cultivating DEI is a long-game strategy that helps businesses navigate changes in their company culture and employee makeup — whether it’s a good or bad year. It takes consistent action even when no one else is watching.

Let’s reignite that fire and bring DEI back onto the priority list.

Dig deep into your DEI ‘why’

Why did your company start working on DEI in the first place? Was it sparked by an individual or group needing more support or belonging? Were stakeholders interested in the company’s DEI efforts and seeking proof of action? Was the CEO of the company driving the changes in order to cultivate long-lasting diversity and inclusion in the workplace?

It’s important to be mindful of your company’s original intent and rationale. Take stock of all the progress the company has made so far and where the next steps were heading. Re-engage with those who originally proposed DEI projects and initiatives, and start conversations about how those ideas can be reimagined or reignited.

Discuss as a company how DEI can be revived in 2023 and beyond to set your company up for success. Don’t let progress sit in a drawer next to last year’s tax filings. Reignite the “why” and recommit to the journey of DEI — for those in the company who need it now and for those who have yet to arrive.

Related: 4 Ways Inclusive Leaders Can Respond to the Weaponizing of DEI

Get creative and dream bigger on your DEI initiatives

While 2020 felt like DEI crisis mode, maybe 2023 and 2024 can inspire DEI initiatives that are forward-thinking and proactive. Innovation and creativity don’t happen in a vacuum. They require leaders and changemakers to listen to their staff and dedicate time to creating solutions.

How can the to-do list of the past be reimagined for the future?

What new initiatives can support a more diverse workforce and meet anticipated company needs?

In economic terms, when there’s a financial downturn or a pressing revenue issue in the company, people roll up their sleeves and figure it out. Even if they have no idea what they’re doing, the commitment to move past barriers and find solutions drives them toward progress.

Unfortunately, I don’t see the same commitment when it comes to DEI. Whenever there’s a crisis in the company — mass layoffs, financial decline, company culture change — executives and others put their heads down and get to work on solutions. So why not create that same level of urgency with DEI? Now is the time to do so.

Related: Here’s How to Have the Most Powerful DEI Conversations

DEI 2.0

When companies have thrown in the towel and completely given up on their DEI initiatives after public support has softened, how do we reignite the fire to stay committed to DEI?

Simple: We remember this is a marathon, not a sprint, and we get right back on track.

We need to cultivate DEI 2.0. Initiatives and strategies that don’t simply react to issues as they occur but are proactively preventing DEI disasters in the future. Let’s think about how we can evolve the current state of the workplace and set the foundation for inclusion, diversity and belonging in the long run.

For those restarting these conversations, my advice is to not be afraid to go there — to the heart of the DEI fatigue, to the waning of commitment to inclusion, and to the deprioritization of the work.

Offer your time and energy to come up with creative solutions that will guide your organization into the future. Be the voice of change that those who have let go of DEI need to hear. With renewed focus and commitment, we can continue to advance DEI in the workplace — even when segments of society declare that it’s not a priority.

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Nika White

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September 15, 2023
4 Ways Inclusive Leaders Can Celebrate Juneteenth | Entrepreneur

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If you aspire to be an inclusive leader, there are opportunities in Juneteenth. As a White American who has been learning from and working alongside Black colleagues, friends, clients and family members for over 50 years, I offer four ideas about the power of Juneteenth for inclusive leaders.

Juneteenth is an opportunity to amplify the voices and experiences of Black people as all your colleagues learn to honor the day in 1865 when enslaved people in Galveston, TX, first heard that they had been legally freed by the 1862 Emancipation Proclamation issued by President Lincoln.

1. Center the voices of colleagues who identify as Black

During this time of remembrance, we can ensure that we listen to, learn from and follow the agency of those among us who identify as Black or African American. Find the right way to engage with your Black colleagues. Make them visible, give them the mic and open the door to their stories and to systemic change that will help them. Make sure that the way your company recognizes Juneteenth reflects the amazing mix of their voices and their experiences. If you are Black, expect and ask allies to show up this way.

My truth: I have not always known how to truly hear my Black colleagues. I have failed at times to prioritize their voices. Mistakes are available for making, like the impulse to monetize Juneteenth. Instead, we can bring a solemn sense of respect and open-heartedness to this day.

Related: Beyond Marketing — How Brands Can Truly Support the Black Community on Juneteenth

2. If you’re White, get Juneteenth right

If you identify as White or your racial identity is other than Black, Juneteenth also invites you to own your story. My ancestors were enslavers of African people and settlers on native lands, as I’ve detailed here.

Juneteenth encourages me to recommit to racial justice. This day of remembrance calls me to move beyond the shame I feel about what ‘my people’ did and keep doing as White supremacists and authentically serve as an accountable ally to Black people still navigating the impacts of slavery and discrimination. Juneteenth is a day for White people to learn history lessons and stand behind our Black colleagues, friends and customers by hearing their voices and following their lead.

3. Juneteenth gives us a chance to explore the meaning of freedom

In 1865, June 19^th was a day people learned about freedom. In our time, the promise of freedom is still an essential American commitment, even though we fall short of this aspiration for all people in the USA. I grew up in a civil rights era that celebrated freedom riders, where the cry on the streets was “Let freedom ring.” It was a time that challenged the oppressive limitations imposed on Black Americans and many others.

Freedom is a human value that opens the door to each individual’s voice and enables choices for each human to make and enjoy. We must not take our freedoms for granted nor assume that everyone is free. Do you have a point of view in your business about how freedom fuels inclusion and builds belonging on your team?

To develop your point of view around freedom as an inclusive leader, I encourage you to explore Angela Davis’ book, The Meaning of Freedom. In the book’s Foreword, she is described as “one of the foremost philosophers of freedom in our time.” Ms. Davis’ life experience and her incisive mind equip her to draw many conclusions that were a disruptive revelation to me. Juneteenth should invite all of us to face up to her analysis as a thoughtful socialist.

Related: We Need Inclusive Leaders Right Now More Than Ever

4. Learn the lessons of transparency and truth-telling

There was a thirty-month gap between the time the Emancipation Proclamation freed enslaved people from living as property and them hearing about their changed status as “free” humans. Even now, it is telling and troubling that society was set up so that it took a powerful White man to declare them in possession of such a fundamental human right.

Yet there’s a wider application here regarding organizational life and how information is shared. We sometimes restrict truth and transparency around DEI, struggling to go beyond representational data in annual reports. We may fail to address real data points of suffering: for example, the frequent reality that Black employees receive lower performance ratings. Why does such a pervasive and impactful inequity exist, how will we solve it and how will we tell the truth about our learning as we do so?

I understand there are legal issues to be considered as we explore why people who identify as Black are consistently rated lower. But Juneteenth should welcome a courageous competence to become more transparent about the complex interactions between human performance and systemic racism.

There are also truths to tell about the stories of our societies. Teaching history is not an ideological act, nor a political position. A modern way to honor Juneteenth: we fight any attempt to stifle education about slavery, racism, anti-Semitism, misogyny, genocide, discrimination and other forms of hatred, past or present. How are you responding to any local attempts to suppress the truth and power that Juneteenth represents?

However we identify racially, Juneteenth can activate our learning as inclusive leaders. No one should have to wait thirty months for truths that can be heard, told, and acted upon today.

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Chuck H. Shelton

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June 12, 2023
We Need to Talk About Black Vernacular and Dialect Bias in The Workplace | Entrepreneur

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African-American Vernacular English (AAVE), also known as Black Vernacular English (BVA) or ebonics, is a historic American English dialect that millions of people speak. It’s a part of our cultural DNA and is a blend of words and ways of speaking rooted in various African cultures as well as the English spoken in Southern U.S. states, with additional contributions from Creole.

This way of speaking has long had negative connotations associated with it. People who speak AAVE are often seen as uneducated and not a cultural fit in workplaces managed by the dominant culture. Many Black people are penalized for a way of speaking that’s deeply rooted in this country and yet, despite their education, accomplishments and accolades, speaking AAVE can significantly diminish their professional prospects.

This shouldn’t be the case. Speaking a different dialect should not negate the professional impact, skills and value that a worker brings. Companies that claim to support diversity, equity, and inclusion (DEI) while simultaneously discriminating against language or dialect should reconsider their stance on the topic.

I am working to change that. I help organizations break barriers and integrate DEIB into their business frameworks with a human-centered approach. I will share how organizations like yours can be more conscious about language and dialect bias to do better on their DEI and inclusion goals.

Hire for a culture “add,” not a culture “fit”

Many individuals who speak AAVE are often dismissed in the job interview process because they don’t seem like a good cultural “fit.” I’ve discussed the dangers of hiring for culture fit before, but it’s worth noting that language or dialect should not invalidate a person’s ability to contribute, add value or participate in work life.

Instead of assuming the status quo is the ideal culture in the company, consider the very real possibility that having folks who speak AAVE or another dialect or language on the team can truly “add” to the company culture. For example, perhaps someone speaking AAVE can bring a new perspective to company projects or dialogues. Or perhaps they can connect with diverse partners and stakeholders in a way that the dominant culture hasn’t previously found successful. Think outside the box about how someone’s language or dialect can actually enhance your company culture instead of “fit” into it.

Related: Avoiding the Sea of Sameness: How Hiring for Culture Improves DEI

Never judge a book by its cover

Although people who speak AAVE are often described as “ghetto,” “loud,” or “aggressive,” it’s often a misconception. A prime example is Angel Reese, a Louisiana State University basketball player who has skyrocketed in popularity in recent weeks. She’s had to face dialect and gender bias in the public eye.

Angel said, “I’m too hood. I’m too ghetto. I don’t fit the narrative and I’m ok with that. I’m from Baltimore where you hoop and talk trash. If I was a boy, y’all wouldn’t be saying nun at all.” Angel was referring to a culture of basketball that has a double standard for women, specifically for women who speak like her. While some are considered “ladylike” in the sport, others are called something very different.

Apply this same logic to the workplace. If a worker doesn’t speak exactly like another colleague who represents the norm of the workplace culture, will they still be accepted and feel a sense of belonging? Why should language or dialect stand in the way of someone belonging in the workplace or prevent them from getting hired at all?

DEI extends beyond skin and gender. Dialect and language should not create a hostile atmosphere where Black workers are undervalued, demeaned or held down at lower rungs in the organization because of the way they speak.

Related: Hire Like a Diversity Expert: 5 Key Qualities of Inclusive Employees

Bias against people who speak AAVE hurts organizations, too

Did you know the fastest-growing entrepreneurial demographic in the United States is Black women? Black women aren’t waiting for organizations that exhibit bias in their company culture to accept them — they’ve moved on to building their own empires.

Organizations that consciously or unconsciously bias their employee pool based on the dialect of English the applicant speaks are losing out in the end. As mentioned, dialect does not equate to intelligence, talent or value. Choosing not to hire a qualified candidate because they speak AAVE only pushes them to take their talents elsewhere which can often leave organizations at a deficit in terms of intellect, innovation and growth.

In this sense, bias not only hurts the person who experiences it, but it hurts organizations, too. This type of bias holds everyone back. So, why not remove the barrier to access, create more empathy and understanding of the various cultures that live within the United States, and see candidates through the lens of value, character and contribution?

Related: 5 Qualities of Black Excellence Overlooked in the Workplace

Final thoughts

Organizations are losing out every time they pass over a candidate that speaks a dialect of English that is not the cultural norm. Race, gender, ability and other identifiers are all seen as important parts of DEI that add to organizational growth and innovation. But why are dialect and language left out?

The people who experience some of the most bias are those who don’t look or speak like those in the dominant culture. Sticking to the norm is not always the best or only way. I invite organizations to expand their definition of belonging and value and to create increased awareness around dialect bias.

Human Resources and other groups involved in the hiring process and people management functions should put into place bias guardrails that push on hiring managers who may be discriminating against potential employees based on their dialect of English. The financial and cultural costs are too high to ignore. AAVE is English and should be valued and seen as such within institutions.

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Nika White

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May 26, 2023
Here’s How a Lack of Inclusivity Can Create a Toxic Culture | Entrepreneur
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MIT Sloan found that employee perception of company culture is ten times more predictive of attrition and turnover than compensation. The message from that research is clear: Employees don’t want to work in a toxic company culture.

But what exactly is a toxic culture? Most of us tend to think of it as something so extreme that it couldn’t possibly describe our organization or us as leaders.

However, one often-overlooked factor plays a bigger role than many suspect: inclusivity. Laura Wronski found that workers who are satisfied with their company’s efforts on DEI issues are actually happier with their jobs. A toxic culture, conversely, is often one in which employees don’t feel their voice is heard. In fact, more than half of the employees who left organizations during the recent Great Resignation did so for that reason.

Clearly, inclusion is becoming a priority for employees. And it needs to be a priority for companies, too. We can’t hide our corporate culture anymore in this world of online reviews. If the candidates we’re trying to recruit are searching for information about our culture — and at least 70% are — they’ll quickly find it.

Company culture is one of the most difficult things to change. Yet, effective change in the area of inclusivity is achievable for any company from startup to Fortune 500 … if they know where to start.

Related: Why You Need to Become an Inclusive Leader (and How to Do It)

Developing the skills for inclusivity

As it turns out, two-thirds of all leaders hold an inaccurate view of their own inclusive leadership capabilities. This causes a myriad of problems.

On one end of the spectrum, a third of leaders do not feel skilled in the area of inclusion, many of whom succumb to the temptation to do nothing. They’re afraid they might do more harm than good by stepping out of their comfort zone.

Alternatively, they may want to be inclusive, but they don’t know where to start. Consequently, they may not prioritize inclusion in their own leadership approach, much less attempt to lead a company-wide effort. In such cases, well-designed learning and/or coaching can help them gain enough confidence in their own skills to begin taking steps that characterize an inclusive leadership style.

However, a leader can’t address a lack of inclusivity in their organization if they don’t know it exists. Such is the case when there’s an “Inclusion Delusion.”

Combatting the “Inclusion Delusion”

The other third of those who hold an inaccurate view of their inclusive capabilities skew in the opposite direction, thinking they’re more inclusive than they really are, as rated by colleagues and reports.

This is a complex phenomenon referred to as the “Inclusion Delusion,” where tendencies for leaders to over- or underestimate their inclusivity capabilities create perceptual vulnerabilities in how they see and express leadership. Similar to how the tendency to overestimate one’s driving skills can create trouble, this perception gap poses a barrier to companies in creating an inclusive culture. One reason for this is that leaders who see themselves as more inclusive than they really are may not recognize the impetus to change, improve or learn to behave differently.

Closing this perception gap requires a healthy dose of self-awareness and input from others in the form of data. For some leaders, getting that data might be as simple as asking direct reports questions in one-on-one interviews, such as: “To what degree would you say we’re an inclusive work environment?”

This, however, requires a high degree of trust and openness. If employees think the wrong answer might be held against them, they may not answer honestly, perpetuating the delusion. In that case, it might require a more formal evaluation or anonymized input, conducted internally or by a training partner.

Related: How to Create a More Inclusive Workplace

In devising such an evaluation, remember that inclusiveness is not an inborn trait — it’s a skill that can be grown and measured. In developing my own assessment method, I evolved the approach from one that asked “Am I inclusive or not?” to one that asks “What are my strengths and stretches when it comes to being an inclusive leader?” Then I broke that question down into granular behaviors that can be observed and mapped to specific competencies proven to move organizations toward an inclusive culture, such as:
- Openness to divergent ideas, perspectives and processes
- Flexibility to change opinions, plans or decisions based on those ideas
- Curiosity to seek out the perspectives of many others, not simply a select few
- Humility to acknowledge one’s limitations, vulnerabilities and tendencies
- Active self-management of one’s biases
- Empathy to seek to understand others’ thoughts, feelings and experiences
An approach based on observed behaviors empowers leaders by taking them out of their own heads. It’s no longer about how much they may want to be inclusive or how inclusive they feel they are — it’s about how much others perceive that they are modeling inclusive behavior. And I find that by looking at inclusion through this lens of outward behavior, leaders are often a degree more self-critical. This, in turn, creates a highly effective opening for discussion, self-awareness and the leader in the driver’s seat of their own growth.

Inclusion starts at top leadership

I’ll write in future posts about how creating an inclusive culture involves addressing inclusion at various organizational levels. Suffice it to say, however, that none of it will make a difference if top leadership does not fully embrace inclusivity in their day-to-day interactions.

And let’s be clear: Even those who aren’t in the “inclusion deluded” category still have perceptual vulnerabilities when it comes to inclusive leadership.

To compound the challenge, organizations are not directly supporting leaders as much as they need to. Only 1 in 3 organizations as of 2021 were designing a strategy to develop inclusive leaders.

Consequently, many leaders silently flounder as they attempt to increase inclusivity in their organizations. They may earnestly intend to be inclusive, but in leadership, it’s not our intentions that count — it’s our behavior.

By following an assessment-based approach designed to help leaders identify their inclusivity perception gaps, along with a skills-based approach that allows them to develop inclusivity competencies (where they personally need them most), leaders can align their behaviors with their intentions. And in doing so, they lay the foundation for a truly inclusive culture within their organizations.

Related: 4 Commitments All Inclusive Leaders Must Follow
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Rachel Cubas-Wilkinson

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March 8, 2023
Why All of Us Need to Join the Fight for Workplace Diversity
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Opinions expressed by Entrepreneur contributors are their own.
The Ernst & Young 2020 Global Private Equity Report found that 74% of private equity firms under $2.5 billion did not have set targets for ethnic diversity and had no plans to set any.

While this might come as a surprise to those with no history working in private equity or hedge funds, this statistic and the recent media attention Soo Kim has received regarding the TEGNA takeover, unfortunately, come as no surprise to me.

As a former employee of Standard General, one of only a handful of Black Americans working in the hedge fund sector and an immigrant founder, I’m appalled at the lack of diversity in this space. However, I can firmly say that it would be a lot worse without Soo Kim’s contribution — but we need more than just him to join the cause.

Related: 18 Business Leaders on Creating an Inclusive and Equitable Society

What’s happening with Soo Kim’s TEGNA takeover?

In February 2022, Soo Kim’s Standard General, with funding from Apollo Global Management announced a deal to acquire TV station owner TEGNA for roughly $8.6 billion. TEGNA is the second-largest local TV broadcaster by revenue, operating 64 TV stations and two radio stations across various markets in the U.S. Contrary to large TV consolidation mergers, this particular deal has drawn a number of vocal objectors.

Ostensibly, the critique has come from a union — The NewsGuild — that purports to be concerned about jobs, despite the public commitments that Standard General made to preserve local station employment. While concerns about jobs are admirable, the publicly filed comments from these groups include statements that, in so many words, say that Soo Kim’s ownership of this station group would do nothing to advance diversity as understood by the civil rights community and public interest.

Is there a “wrong” type of minority?

These commenters continue to say that Soo Kim was not barred by his race from becoming a successful entrepreneur.

As a fellow New Yorker and both graduates of Stuyvesant High School, I can speak to our experiences. Using his Asian ancestry against him is exactly the kind of short-sighted hateful rhetoric causing so many issues for Asian communities across America. I have seen this in all aspects of American life, from Wall Street firms to my days at West Point and in Baghdad.

When there’s a flag draped over your coffin, there is no “wrong type of minority.” Yet we seem to treat immigrant founders and founders of color like there is such a thing as a “wrong” type of minority.

The indivisible nature of the United States is our greatest strength, but that strength is weakened by the belief that Soo Kim being Asian makes him unqualified to pursue the commercial principles that our country was founded on.

However, what worries me more than anything is that Kim hasn’t been treated fairly by anyone throughout this deal. Are these political letters and criticism influencing the regulators whose judgment the closing of this deal depends on? I know firsthand how hard it is for founders of color to access the capital to pull off deals of this magnitude. An adverse outcome here would have a chilling impact on minority ownership of broadcasting assets at the very least. Perhaps this is what the objectors want.

While the thought of that is troubling at the very least, I believe what’s been so impactful and appalling to me throughout this entire debacle has been the fact that I know Soo Kim. I’ve worked with him, I have represented him on public company boards and I’ve seen what he stands for. It’s unimaginable to me that he could be on the receiving end of such racism when he so clearly stands for justice and equality.

Related: 6 Ways to Offer Allyship to Black Entrepreneurs

Commitment to diversity

As the founder of Standard General, Kim has been tireless in his commitment to diversity: from hiring to using his power to change companies to better reflect what America really looks like. More importantly, he didn’t limit his search to just Asian professionals. Black, Asian, Jewish and white employees all were represented in the 12-person team at Standard General while I was there. He has also consistently appointed women and people of color to the boards of his companies throughout the years.

I have seen the good he does in his companies and how hard he works to provide equal access to opportunities regardless of race or gender.

And, because I am the diversity and inclusion officer for the MediaCo board of directors, which owns the radio stations Hot 97 and WBLS (which has a management team that is over 50% diverse and a staff that is over 70% diverse overall), I would say that it is precisely Kim’s unique background that could help improve TEGNA own documented diversity issues.

If other leaders follow Kim’s lead, we can slowly but surely change the diversity problem. But we all have to actually commit.

How the TEGNA deal compares to other acquisitions

Just to drive my point home, I believe it’s important to take a look at how this TEGNA deal compares to other similar acquisitions.

Recently, the TV industry has seen a surge in big deals. For example, Gray Television acquired Meredith’s and Quincy’s local stations with virtually no opposition from across the aisle. Scripps bought ION Media Group and Nexstar Media Group also added to its empire by snatching up Tribune Broadcasting — moves that heavily concentrated power in this industry space.

All of those prior deals did not face any of the scrutiny and criticism from this deal, which is curious because the TEGNA deal shrinks the company with the concurrent sale of a number of stations to Cox Media Group, and does not require any statutory divestitures or regulatory rule waivers as each of the above did. And yet, with Standard General’s deal, the informal 180-day “shot clock” for a regulatory decision has long passed.

The point? The lack of opposition to other similar deals shows young entrepreneurs and immigrant founders that even when you try to play fair as a person of color in this industry, you just can’t seem to win.

Related: 5 Ways Entrepreneurs of Color Can Determine an Ally’s Authenticity

The system has to change

In one interview, Kim said that after the takeover, TEGNA would get a “company with a minority owner, run by a woman, that’s committed to serving diverse communities. We think that’s good business.”

It is good business, and I am delighted to see that Kim and Standard Media CEO Deb McDermott have received letters of support from legislators, civil rights groups and minority media groups. I applaud these groups for speaking up in defense of Soo Kim and other minorities in this space. I, too, am doing my part to speak up against these racist attacks. However, that isn’t enough anymore.

The system has to change — and it changes by not allowing these types of attacks, comments and ideals to persist in any way, shape or form. We must stop entertaining the idea that these types of comments are valid or even acceptable. We have as a nation all experienced the heartache of watching videos of racially motivated violence against people of color from all walks of life. Racial oppression takes place in the business world just as it does in the streets, just without the same visible evidence but the same indelible impact on those persons of color involved.

As a business leader, here’s how you can enact systemic change:
1. When making hiring decisions, stop going with your gut. Newsflash, your gut always leads you to the most comfortable choice. Instead, create a list of metrics you will hire for and focus on hiring someone that meets those metrics. Blind auditions eliminated discrimination in the world’s greatest orchestras. Imagine what it could do for your business.
2. Be aware that there are challenges diverse individuals face in business that you don’t see or experience. Do your best to factor those in when evaluating candidates. They may not have Goldman Sachs on their resume, but can you see evidence of ability in past academic performance or in other areas like military or community service?
As the great Martin Luther King Jr. said, “An injustice anywhere is a threat to justice everywhere.”
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Andrew Glaze

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February 1, 2023
Why You Need to Consider Implementing the 4-Day Workweek

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The four-day workweek concept isn’t new. New Zealand and many European countries have proven it successful over recent years. Yet, with the shift to hybrid work and the need for increased flexibility, more companies are rethinking the work week. One study showed that 40% of companies have implemented or are beginning to implement a four-day workweek.

Having managed my diversity speaking business for eight years, my organization is trying the four-day workweek in 2023. We studied the benefits, discussed our preferences and decided as a team to commit to the shift. As with any change, we anticipate there will be challenges short-term and are hopeful about the long-term results.

Research shows the four-day workweek boosts productivity, improves retention and increases access to diverse talent. This work schedule is more attractive to those that are caregivers, younger employees, those from different socioeconomic classes and those with disabilities.

According to Four-Day Week, organizations with successful implementation take into account the differing preferences of their employees with the flexibility to co-create their work schedule. LinkedIn’s Workforce Confidence survey, which surveyed 19,000 workers in 2022, found that for 54% of people, the four-day workweek is among their top three priorities when it comes to workplace benefits. Support is especially strong for the younger generation of workers, with 62% of both millennials and Gen Z supporting the shift. The four-day week was also more popular among women (57%) than among men (51%).

One wrinkle to this — most senior leadership teams have significantly lower interest in four-day work weeks at just 43%.

What does it take to boost diversity and inclusion with the four-day workweek?

Related: The Case for a 4-Day Work Week

Ditch the “traditional worker” mindset

Most senior-level leaders grew up under the “traditional worker” mindset where men were more likely to occupy leadership roles with stay-at-home partners to help with tasks outside of work. The preference for workers to always be “on,” respond to emails right away, be visible in the office for more hours, have back-to-back meeting schedules and emphasize being busy over actual results is outdated. The “traditional worker” model needs to shift from the four-day workweek to work.

For women that are caregivers, folks with disabilities and those from different cultures and backgrounds, it is more difficult to fit into a culture that reveres the “traditional worker.” Burnout and turnover are much higher for leaders in diversity work. More flexible work environments are known to create more psychological safety for workers with different backgrounds and reduce the number of microaggressions they face.

Barnes‘ organization, which is working with university researchers to test the four-day week across different industries, promotes the 100/80/100 model: 100% productivity, 80% of the time, with 100% pay.

Oftentimes people don’t reduce their workloads, they’re simply more intentional and efficient with the time they have when they lose one working day. People are forced to evaluate trade-offs and set clear priorities instead of saying yes to everything.

Related: This is What It’s Actually Like to Work a 4-Day Workweek

Be clear on what good performance looks like

Instead of glorifying the “traditional worker,” have objective criteria to measure performance. Reduce meetings by asking “could this meeting be an email,” set clear boundaries on business hours and do not reward work done outside of those business hours.

Teams that flourish in the four-day workweek have a concise set of documented goals and expectations. They know what is in scope for their role and out of scope for their role. They have the confidence to push back on work outside of their job descriptions.

Also, encourage employees to set healthy boundaries based on their primary job responsibilities. Normalize pushing back when people ask more from you with clever phrases like, “If I helped you, I’d be letting others down” or “I would be unable to do a good job on your project and my other work would suffer.”

As a leader, paint a picture of what good looks like. Measure performance objectively based on specific, measurable data to set your team up for success. For example, my team does quarterly key performance indicators (KPIs). Each team member selects three broad goals with specific tactics that are easy to measure completion on. We evaluate them at the end of each quarter to inform quarterly bonuses and pay increases.

Related: Want to Work A 4-Day Workweek? Here’s What It Takes

Do a trial run

If your team is skeptical about the four-day workweek, try it first. Set an expectation for a time period for the trial, define what success looks like and gather perspectives at the end of the trial. My team has committed to our trial period at the start of the year. We are shifting to longer hours Monday through Thursday, proactively managing expectations with our clients and blocking time on our calendars for critical tasks aligned with our KPIs.

We also looked ahead to the year and blocked time off when we know we are traditionally slow. We plan to take time off on holiday weeks, summertime and spring and fall break times. That way we can be available when our clients are traditionally busier by proactively planning our work schedules around past known seasonality.

One of the few downfalls to the four-day workweek is time for creative work for folks with diverse backgrounds. With less time to wonder and banter with colleagues informally, the status quo can endure. Innovation time should also be prioritized and fit into the new work week. Our team schedules regular creative project time throughout the month to remind us to continue to rethink work.

Flexible work environments like the four-day workweek are known to help diversify workplaces. With this new model, our team hopes to retain our diverse team and also attract more talent from diverse backgrounds.

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Julie Kratz

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January 23, 2023
The 3 DEI Lessons That Dr. Martin Luther King Jr. Can Teach Us Today

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It’s been more than 50 years since Dr. Martin Luther King Jr. passed away. At the young age of 39, he managed to change the entire course of American history, from his influence as a pastor to his on-the-ground presence as a civil rights activist. Dr. King made the United States a more inclusive and equitable place not just for Black Americans but for all Americans. However, Dr. King’s success wouldn’t have been possible without courage, consistency and community.

These are the three C’s that we as entrepreneurs can use as guiding principles in our work toward diversity, equity, and inclusion (DEI). What can Dr. King teach us about courage, consistency and community – even in the face of resistance? Times have changed but the lessons live on. Here’s how the three C’s can help you progress DEI in your workplace.

1. Choose courage over comfort

The 1960s were a difficult time for people of color. Forced segregation, domestic servitude and limitations on what people of color were able to accomplish were solidly in place. Despite the pain and trauma this period caused so many people, those in power found plenty of reasons to leave the system in place.

Comfort can be paralyzing. Comfort can preserve the status quo so that a particular situation remains unchanged. Traditions and practices continue simply because “we’re used to them” or “it’s how things have always been.” It takes courage to see the other side, challenge the status quo and say, “We want change.” Dr. King demonstrated to us what it means to choose courage over comfort.

Dr. King once said, “We are not makers of history. We are made by history.” The history of enslavement, segregation and the demoralization of Black people in America inspired a new dawn of leaders who were ready to tell a different story — a story of freedom, resiliency and courage.

Nowadays, some of us in the business world can be risk-averse when it comes to creating change. We don’t want to “switch it up” because having an all-white leadership team or having no women or minorities in the executive suite is how “things have always been.” How courageous would it be to implement Dr. King’s approach of choosing to speak up, having courageous conversations and pushing the envelope even when the larger group is resistant?

As leaders, how can we start conversations with those least affected by pay gaps, missed advancement opportunities, and racial inequality? What can we do today to be courageous in DEI? These are the questions that can help guide your progress in DEI.

Related: Here’s How to Have the Most Powerful DEI Conversations

2. Consistency is key

As a DEI consultant who’s been doing this work for decades, I’ve noticed a desire in people to have instant gratification with their DEI efforts. They invite me to speak or host a workshop in their workplace and they expect an instant change in their employees and culture.

If the instant gratification isn’t there, people jump ship quickly on their DEI efforts. It can feel frustrating to not get fast results in days or weeks. However, DEI is a journey, not a destination, and continuing to move forward is the key to getting lasting results.

Dr. King once said, “If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.” When it comes to DEI, the work becomes more rewarding as you move forward. As you remain consistent, patient and committed, you will notice a slow but steady change in individuals, cultures and workplaces.

While organizational change can take years, consistency is something you can commit to now to ensure incremental change happens sooner. Dr. King knew that, and despite years of defeats on a personal, professional and societal level, he remained committed and consistent with his pursuit of advancing civil rights.

Dr. King said, “Change does not roll in on the wheels of inevitability, but comes through continuous struggle.” Being consistent with your DEI efforts will pay dividends. But giving up too soon or losing steam can negatively affect your business’ DEI progress.

Related: 3 Important Leadership Lessons From Dr. Martin Luther King, Jr.

3. Build energy with community

Dr. King knew how to speak to the Black population and get them on board with civil rights. But what about the white folks or those less affected by civil rights advancements? How was he able to advance his agenda to give Black people civil liberties while getting white folks on board?

It would have been impossible to advance civil rights in the 1960s without the allyship and comradery of people from all walks of life. Dr. King knew connecting across lines of race and gender to unite folks under a common mission was the key to advancing civil liberties.

We can learn a lot from Dr. King about how reaching across gender, race, age and class can help make the workplace more inclusive, diverse and equitable. Dr. King taught us that finding allies and utilizing each person’s influence and skillset for the betterment of the movement is an effective way to drive change.

If you want to advance DEI in the workplace, bravely reach across and get a privileged executive team member to join you, then invite people across different departments, and be sure to include those most impacted.

The more diverse, wide-reaching, and inclusive your community is, the more likely you are to be able to advance DEI at all levels of the organization, just like Dr. King did in the civil rights movement.

Related: How Brands Can Go From Performative Allyship to Actual Allies

Dr. King gave us the tools, now we have to use them

Dr. King gave us the three C’s before he passed: courage, consistency and community. They are proven and effective tools for advancing DEI in society and the workplace. Now is the time to implement them and carry your DEI efforts further than they’ve ever gone before. There will always be resistance to change. We saw it in the 1960s and we see it now in the 2020s. However, change only comes when a brave group of people can build alliances, get organized and consistently work toward their DEI goals.

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Nika White

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January 16, 2023
4 Commitments All Inclusive Leaders Must Follow

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2022 was the first year of Diversity, Equity and Inclusion accountability for inclusive leaders. Our future will be filled with increasing expectations from employees, customers and business partners, looking for us to step up and courageously respond to societal needs and problems across human differences. It won’t be easy, but it will be good.

Let’s bring some substance into our learning of how to lead more inclusively. Here’s a deeper dive into four crucial concepts and skills for inclusive leaders in the coming year.

1. Choose kindness over making others wrong

I’m unsure when or why we permitted kindness to become a sign of fragility or ineffectiveness. We have a nauseating array of “leaders” who demonize people who disagree politically with them, call names, refuse to care and instead foment the pain of trans people. The examples of meanness and cruelty are simply too long to list. Kindness is often seen as a weakness in the workplace. There’s an epidemic of giving into the self-obsessed impulse to make ourselves right and make others wrong, almost for the insidious sport of it. That is a way to shred relationships. And we see massive malice on social media.

Kindness is respecting another person’s dignity in ways that help them be happy, comforted, heard or whole.

Inclusion can be defined in the same way. As an inclusive leader, how do you ensure that your colleagues know that you care about their psychological safety, day-to-day struggles and ambitions? Choose kindness and equip others to be alright, not wrong. Prioritize relationships.

Related: Why Kindness Is A Crucial Quality For Leaders

2. Commit to evidence-based decision making

Inclusive leaders think critically, use credible data and make decisions on that basis. They include their teams and peers in decision-making. This is not an argument for cold-hearted objectivity — inclusive leaders take the complexity of human identities into account and seek to factor in the emotions of all involved. Evidence, facts, truth: whatever words you use, the idea is central for effective and inclusive leaders.

Inclusive leaders must reject conspiracy-based opinions without evidence, excessively emotional pleas that are more about advocacy than the business you’re there to conduct or unending deliberations or analyses that claim to be ‘inclusive’ at the expense of actually making a good and timely decision.

Diversity, equity and inclusion should be a source of rigor in your leadership work. Build a healthy definition of ‘evidence’ (and emotions are one kind of evidence), and stay in the game by making inclusive decisions.

3. Center the future on realities from the past

This is not a complicated point: we cannot prepare ourselves and our children for the future if we are afraid of our collective past. No committed inclusive leader will accept a law, a policy or a practice to censor history because it makes someone uncomfortable. We need to say this plainly: it’s pure fear and unproductive denial to pass laws that “protect white people from discomfort” when solving the ongoing impacts of racism or antisemitism, or homophobia.

Such a stance stifles learning, refuses to prepare all our children for the multiracial and otherwise diverse reality of the world we already live in, and directly supports the forms of systemic bias that real patriots fight every day. Suppose your school district or government has passed such laws or policies as an inclusive leader. In that case, you should consider how to change such decisions with powerful education and insistent kindness.

Related: Don’t Let Fear Conquer Your Greatness

4. Champion demography as destiny

The multicultural future has already arrived. Maybe even our families have evolved: babies of color have been the majority of children born for six years, and interracial marriages are now commonplace. Study the 2020 Census, and you will realize our population has been diversifying for generations. The identity mix of your customers and employees is completely profound right now. The way to learn about diversity is widening: neurodivergence, working across generations, navigating languages and cultures to grow globally, understanding the impact of spirituality and religious differences, etc.

Demographics cause us to consider how our future is already here and coming close. And the elements of DEI will only expand ‘in the future.’ All this change is pushing on your business model: where you source product and talent, how you manage differences with customers and reach new ones, how you work with suppliers and regulators, how DEI equips you to measure what matters in your unit, why you invest in a market or a merger. Inclusive leaders engage demography, so we have the chance to thrive.

These are some profound challenges for inclusive leaders in the coming years. I encourage you to pursue these Four C’s: choose kindness, commit to evidence-based decision-making, center a future on the realities of the past and champion demographics.

And a final thought: leading with these challenges in view will help you mend and tend to family relationships during the holiday season and beyond. We can listen to build trust and practice inclusive leadership wherever we go.

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Chuck H. Shelton

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January 7, 2023
4 Ways Black Diversity Leaders Succeed, and How Executive Peers Can Make Sure They Do
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In a previous article, I explored several reasons Black diversity officers struggle and how their CEOs can help. That opens the door to more straight talk about how the leaders themselves can step into their success and how their executive colleagues can be part of that success story.

I focus on diversity leaders who identify as Black for three reasons: a majority of diversity leaders in America are Black, their Blackness matters and the opportunities they have are familiar to every diversity leader. At this point in history, inclusive leaders are learning to focus on race and keep other aspects of identity in view simultaneously.

Let’s look at four ways you, as a diversity leader — or as one of your executive peers — can thrive in this vital role.

1. Ensure that the Diversity Leader’s role is scoped and resourced for achievement

The ‘DEI Why’ has to be clear and achievable. Yes, it’s crucial to have an aspirational vision for the work, but the successful DEI leader equips other leaders to build their point of view around DEI and lead more inclusively. When you are a high-performing Chief Diversity Officer, you lead a center of excellence that improves company results with talent and customers by reducing bias and generating opportunity.

So your success as a DEI leader is at serious risk if soaring expectations for what you will achieve languish from a laughably small budget and insufficient sponsorship.

The CEO and CHRO come in here, ensuring that the agenda, objectives, resources and metrics owned by the diversity leader are reasonable, impactful and communicated. Like any investment, the right team and an actual budget will produce returns.

Every executive peer to a diversity leader should be asking a behavioral question: How am I substantively supporting our CDO’s success?

Related: These Are the Biggest Blind Spots in Diversity Initiatives, According to 8 Women Experts

2. The organization is investing in the Diversity Leader’s development

Diversity leaders get to improve like every employee. The right commitment to a Black CDO’s growth includes two investments:
- Business Savvy — Integrate the CDO into the business’s goals, challenges and budgeting core, certainly in policy development, key customer relationships and strategy building with the Board. Center DEI in the company by centering the senior diversity leader in how decisions are made and resources are assigned.
- Competency Building — Every executive has room to grow. CDOs need active, personal guidance for establishing their brand, optimizing their strengths and minimizing their shortcomings. Black diversity leaders, in particular, require empathetic and honest feedback because white colleagues, in particular, may have been afraid to provide them with the right mix of praise and coaching for improvement. If you’re a white executive like me, commit to care and honesty to grow a relationship of trust with your CDO.
3. The Diversity Leader relies on influence partners

The critical context for executive success is peer relationship quality, especially for Black DEI leaders. If trust is “the making and keeping of promises over time and across differences,” and accountability is “behaving in ways that grow trust,” then it is no surprise that diversity leaders of every identity thrive when surrounded by high-trust relationships with their peers in senior leadership.

You know you’re an influence partner for your CDO when you’re asking yourself two questions: How can I follow their expertise and leadership to become a more effective and inclusive leader myself? In what other ways am I supporting her success?

One of my favorite metrics, especially if you are a black CDO, is the number of executives influence partners you enjoy.

Related: 7 Ways Leaders Can Level Up Their DEI Workplace Strategy

4. The Diversity Leader is disciplined about self-care and leads with an authentic voice

I’m speaking directly to Diversity Leaders here: You know it’s going well when you’re not struggling to care for yourself, and people are listening to you. You succeed when work is not overwhelming, your voice and agency are growing, and your self-doubt finds little traction. Personal renewal is a challenge for every senior leader — for every adult human, for that matter — and the amount of energy you are spending to remember to care for yourself and then doing so is an excellent indicator of your efficacy as a DEI leader.

To those who serve as an influence partner to a Black CDO in particular, I offer this: attend to their wellness as friends and colleagues. Are they taking vacations? Are they working 60 or more hours every week? Do you regularly hear them laugh? Are their teams hitting deadlines and generating good ideas? The pandemic is teaching us to lead with genuine empathy, and diversity leaders in your organization deserve as much honest care as you can.

Related: Self-Care for Small Business Owners and Entrepreneurs

The senior diversity leader in your firm, and their team, embody and lead the organization’s commitment to DEI as a strategy to dramatically grow the company’s performance and character. If you’re in such a role, dial into your success factors, and deprioritize everything else. To focus like this, secure the support from those above you and a growing circle of your influence partners. And if you are a peer to a Chief Diversity Officer, you can play a key role in her success.

When diversity executives thrive, the DEI initiative produces results for the business. So we need our CDOs to succeed. Each one of us can help that happen.

Related: 5 Examples of Unconscious Bias at Work and How to Solve Them
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Chuck H. Shelton

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November 28, 2022
6 Ways Employers Commit ‘Time Theft’ Against Minority Employees

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Opinions expressed by Entrepreneur contributors are their own.

Have you heard of the phrase “time theft“? If so, you may associate it with poor performance and work practices by employees at a company, like, for example, the employees who clock in early but only work part of the time. Or employees who extend their lunch break without telling a manager. The traditional definition of time theft is related to the modern “quiet quitting” movement in that it puts the focus of bad behavior on employees who “steal” time from businesses.

But, have you thought about the myriad of ways employers steal time from employees — particularly those who are working towards diversity, equity and inclusion (DEI) in the workplace? Are there ways employers and others take time and energy away from employees working towards a more just and equitable workplace? In this article, we’ll flip the idea of time theft on its head and discuss six ways employees, who spend time working on DEI issues, are often uncompensated, overlooked and undervalued by businesses.

1. It’s time theft when employees are asked to participate in DEI councils and working groups without compensation.

I’m a huge advocate for DEI councils and employee resource groups (ERGs). They are great places for like-minded people to put their heads together and strategize on ways to tackle DEI issues in the workplace. However, when those councils and groups take hours away from workers every week, employees should be compensated for those hours.

DEI councils and ERGs are not “extracurricular” activities that employees do for fun while away from their desks. It’s hard, business-oriented labor that drives progress. It’s time theft for employees to do the brainstorming, planning and execution work that’s beneficial to a business’s DEI plans while not getting fairly paid or recognized for it.

Participation in councils and groups without proper compensation is stealing time from employees that could otherwise be used for their personal needs or to invest in other professional development opportunities.

Related: Stop Expecting Marginalized Groups to Lead Diversity Efforts. It’s Time For Allies to Step Up and Put in the Work

2. It’s time theft when employees are constantly working to get buy-in on DEI initiatives outside of working hours.

The amount of labor employees spend on getting buy-in on DEI initiatives within an organization can be massive. Related to being on DEI councils and ERGs, it takes time and energy to attend events before and after work to get more people on board with a DEI strategy or find cross-departmental support. Time theft comes into play when employees are constantly having to sell, resell, reframe and reinvigorate their colleagues and leadership about an initiative that’s beneficial to the business.

Employees who are passionate about DEI and have a fire to get buy-in on their initiatives spend so much time doing so that it eats into their bandwidth to accomplish other parts of their job. They need reliable support from other employees and leadership so that the burden doesn’t get saddled on the shoulders of a few.

Time spent getting buy-in on DEI initiatives should be recognized and compensated. It should be acknowledged by leadership as an act that supports the company’s development. All employees, not just those personally impacted by DEI, should put in the effort to get buy-in for DEI projects.

Related: 7 Ways Leaders Can Level Up Their DEI Workplace Strategy

3. It’s time theft when leadership experiences analysis paralysis and keeps employees strung along without taking action.

After participating on an unpaid DEI council, then having to run around getting people to sign onto an initiative with clear benefits for the business, some employees may get their hopes up by coming to leadership with a grand master plan. Leadership may ideologically appreciate the initiative, but it may take time to figure out how to implement it. Leaders may string along employees and tell them they’re working on it, but the result may be months of inaction and analysis paralysis.

Businesses shouldn’t rush to implement DEI plans without the financial and logistical pieces figured out. However, many leaders get held up by having a lack of data and stall progress because they’re looking for more information before taking action. I believe in data but sometimes waiting for the perfect amount of information, even after a DEI council or ERG has provided plenty, can be a crutch that steals time from employees who have worked hard for an initiative and are waiting for action.

If leadership is hearing the same messages calling for action on racial, gender, sexual orientation or disability issues in the workplace, stalling on the action while others wait for results is time theft.

Related: Hybrid Work Could Affect Your Diversity, Equity and Inclusion Goals. Here’s How to Prepare for That.

4. It’s time theft when employees from marginalized identities are constantly being asked to educate colleagues.

Consistently tapping employees with marginalized identities to lead discussions or be spokespersons for entire groups is a theft of time and energy.

When colleagues are attempting to be better allies, it requires them to put in personal work to become educated about the issues. Instead of doing the work on their own, they often rely on those impacted to educate them. It can feel exhausting and triggering for some employees to be educators while they’re experiencing their own challenges in the workplace. Using an employee’s time to answer questions that can be a part of one’s self-education is an inappropriate and problematic request.

Employees and colleagues who are not occupying marginalized identities need to educate themselves and reduce the amount of time they spend asking those impacted to support them in their learning. It’s burdensome, exhausting and harmful to those who need to protect their peace and boundaries at work.

5. It’s time theft when employers ask marginalized folks to share their “lived experiences” but gaslight those individuals when it’s time for action.

It can be incredibly frustrating for employees with marginalized identities to share their experiences and not be heard or taken seriously. Leadership may ask certain groups to share their lived experiences with the hope of finding an opportunity to create a DEI initiative that supports them. While that’s a good intention, when those individuals speak up and others discredit or gaslight them about their experiences, it can feel dismissive and like a waste of time.

When employers request information from marginalized folks, it needs to be serious and focused on solutions. When folks share their experiences with trauma, discrimination and social inequities at work, it’s important to believe their stories. When leadership asks for this information and then pulls employees with marginalized identities into conference rooms to discuss it, discrediting, doubting or denying their experiences is disrespectful and time theft.

Related: Here’s How to Have the Most Powerful DEI Conversations

6. It’s time theft when leadership encourages marginalized folks to work harder for advancement opportunities and then overlooks them for promotions.

Many marginalized groups are familiar with the phrase, “you have to work twice as hard to get half of what others have.” This can be absolutely true in the workplace. Many marginalized folks who are on the promotion track can be told by their managers, “if you work harder” or “if you take on this project” you may be better positioned for a promotion. Perhaps the employee jumps through all the hoops and completes their work with flying colors, but when it’s promotion time, they’re overlooked while someone who’s “in” with leadership gets the nod.

As much as DEI practitioners try to even the playing field, we know that promotions and advancements are still bottled necked by those who are tight with leadership or represent the stereotypical recipient of promotions.

Too often, people who are a part of underrepresented groups are not considered for opportunities despite their hard work, above-average performance or consistency. It’s time theft to convince employees with marginalized identities to pour more time and energy into their work only to be left without recognition or reward. Women and people of color are often the first to volunteer to work harder but too often the last to get promoted.

Final thoughts

Time theft is a real issue for marginalized folks and those who are passionate about the work of DEI. Creating a more inclusive, diverse and equitable workplace can be seen as a “voluntary” or “extracurricular” activity that doesn’t need compensation. However, organizations need to reframe this work as business-critical and essential for growth and longevity.

Everyone should be involved in advocating for DEI and promoting its presence in the workplace. This shouldn’t sit on the shoulders of a few employees who occupy marginalized identities. If DEI were more integral in an organization’s work, there would be more of a push for self-education, fair compensation and equal opportunity for advancement.

Time theft occurs when groups, who are marginalized, overlooked and underappreciated have to carry the weight of educating, getting buy-in, leading and still surviving inequality in the workplace. It’s not fair for the burden to be carried by them alone without financial compensation or action taken by the leadership. It’s time to invest in DEI, to make it an integral part of a business’s values and to honor and give back the time and energy employees have spent by implementing their plans and taking action.

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Nika White

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November 23, 2022
Why You Have to Put Your Money Where Your Mouth Is With DEI
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As the old adage goes, “what gets measured gets done.” Historically, the challenge with diversity, equity and inclusion work (DEI) is that it’s perceived as a “nice-to-have” versus a “must-have” with few concrete goals to measure progress. In fact, McKinsey research found that organizations often overburden those marginalized groups to lead the DEI work without additional compensation.

That trend is changing with more companies tying compensation to DEI work. According to the Society for Human Resource Management, between September 2017-18, 51 companies in the S&P 500 included a diversity metric in their compensation program. Between February 2020-21, that number had nearly doubled to 99 companies.

By rewarding DEI work, these organizations are seeing results. When people know that it’s tied to their compensation and performance goals, people see it as a part of their job rather than a hobby outside of work hours. With goals, employees are more likely to prioritize the time spent on education and activities to drive awareness and systemic change.

Related: 5 Reasons Leaders Fail to Transform DEI Rhetoric into Action

Why set DEI goals

Goals are essential for human motivation. The Psychological Bulletin found that 90% of the studies showed that more challenging goals lead to higher performance. Research has shown that people are two to three times more likely to stick to their goals if they make a specific plan for when, where and how they will perform the behavior. The human brain is wired for goals.

Without accountability, goals do not work. It is essential to frame DEI goalsetting as important as any other goal-setting process in business, but there might be initial pushback, as there often is with organizational change. Watch out for these opportunities to advocate for DEI goal setting:
- DEI is not a zero-sum game. By focusing on diversity goals, we grow opportunities for innovation and decision-making in business results.
- The majority group is a part of the solution, not the problem. Decision makers must prioritize DEI for their decisions to support diversity.
- DEI is not political. These are human issues that impact people in the workplace.
The initial pushback can create drama. The more the leadership team emphasizes the importance of diversity and inclusion and how it ties to the organization’s overall strategy, the more people buy in. People often need a starting point for goal setting.

Related: 4 Trackable Metrics to Move the Needle on Diversity and Inclusion Goals

How to set DEI goals

You might be thinking that this sounds hard. Decades of workplace inequity will not be solved overnight. Yet with specific goals, people understand expectations and modify their behaviors to be more inclusive. Setting goals requires specificity, numeric measurement, aspiration, relevance and a deadline.
- Specific: It should be easy to know when the goal has been completed.
- Measurable: There is a number or percentage tied to the goal.
- Aspirational: By definition, goals are not being met today it should be challenging based on the present state.
- Relevant: The individual can influence the outcome of the goal.
- Time-bound: Without a deadline, things don’t get done.
By making DEI goals SMART, employees understand expectations and are held accountable. Without goals or with vague goals, employees are left to wonder why it is important or how to show progress. DEI goal setting often comes with pushback (as with any change).

Here are some starter goals to consider:
- Number of hours on diversity education and training
- Participation in Employee Resource Group (ERG) activities
- Activities to support removing bias from recruiting, hiring, promotion, pay and performance decisions
- Inclusive behavior 360 data from team members
- Leadership roles in DEI and ERG teams
- Participation in community events for DEI
- Teaching time with others about DEI
- Recognition from others of allyship
Related: Want Your Employees To Stay? Be Accountable To Your DEI Goals

As with any goal, thinking about how it fits into what people are already doing makes it easier to accomplish. James Clear, author of Atomic Habits summarizes it best: “You do not rise to the level of your goals. You fall to the level of your systems.”

Bottom line — weave DEI into daily tasks and embed it into how people live already personally and professionally. Break the daunting goal into baby steps with incremental activities throughout the year to support it.

Here are some themes to keep in mind to get your organization ready for DEI goals:
- It’s a journey, not a destination: Set reasonable targets and goals to close gaps in talent, pay and education.
- Make it a part of the performance: Establish KPIs for employees to work on DEI, otherwise, it is simply a “nice-to-have” vs. a “must-have.”
- Engage senior leadership in a consistent, intentional set of actions over the year: This should be a part of every employee meeting and key activity.
- Measure progress: Look beyond representation numbers and dig in holistically about attitudes/perceptions.
- Take education to the next level: Go beyond awareness to tangible activities employees can take action on like addressing bias in systems and accountability.
DEI goals should be a part of a bigger DEI picture. Providing tools and systems to help people hold themselves accountable is pivotal. By focusing on DEI goals, organizations increase their chances of long-term success with DEI — and by investing and prioritizing it now, they will remain relevant for future customers and employees.
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Julie Kratz

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October 31, 2022
3 Rules for Wearing a Halloween Costume to Work

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With Halloween just around the corner, many organizations will be hosting office gatherings, costume contests and opportunities to bring your children in for trick or treating. This might be the first time your company is celebrating the holiday in person since the onset of the pandemic, and you might feel pressure to get creative with your costume. But remember: Some costumes unfortunately might be seen by your coworkers as insensitive or offensive, or even racist, misogynistic or highly inappropriate.

Related: Your Halloween Candy Will Be Smaller This Year (And Not Just Because of Inflation)

Here are three things to keep in mind to ensure everyone can feel included and enjoy Halloween:

Don’t glorify those who have caused harm

Halloween costumes are not an opportunity to glorify those who have caused others harm. The popular Netflix series Dahmer-Monster: The Jeffrey Dahmer Story centers around the serial killer Jeffrey Dahmer. He targeted and killed mostly Black, Asian Latino men. The series sparked renewed interest in Dahmer, manifesting in the sale of Dahmer Halloween costumes. Some online retailers, including eBay, have now shut down the sale of these costumes.

Even if they are currently trending on Twitter or are infamous figures, dressing up as any of these individuals can be incredibly hurtful to colleagues: Osama bin Laden, Vladimir Putin, Adolf Hitler, Jeffrey Epstein or others who inflicted pain. Finally, do not use inspiration from mass shootings, Covid-19, natural disasters or movements like #MeToo to come up with “creative” or “funny” costumes. This again has the potential to cause hurt and harm to your colleagues.

Related: A Milwaukee Bar Once Frequented By Jeffrey Dahmer Slams ‘Senseless’ New Patrons Looking for ‘Dahmer Drinks’

Don’t embrace cultural appropriation

Halloween costumes are also not an opportunity to appropriate someone else’s culture. Dressing up as a member of a culture that isn’t your own in a costume that’s “funny” or an exaggeration is offensive and hurtful. This can include dressing up as a geisha or Native American or in an Arab sheik costume, a grass skirt with a coconut top or a poncho with a sombrero. Don’t appropriate particular symbols or pieces of clothing that hold significant meaning for those from historically marginalized groups. It’s not a costume for them; it’s part of their community, culture and everyday way of life.

Finally, blackface is highly inappropriate, hurtful and racist. Blackface is a racist practice dating back to minstrel shows in the 1820s. White performers would pretend to be Black, darkening their skin, pretending to have oversized lips, and wearing wigs and exaggerated costumes. They would ridicule and mock Black people, often depicting them as being ignorant or lazy. Once you understand this history, you now know it’s never appropriate to wear blackface for a Halloween costume.

Related: ‘Best October Decor in Town’: Yard of ‘Scary Things’ for Halloween Goes Viral

Do discuss intent versus impact

If someone does show up to work with an inappropriate Halloween costume, don’t wait for human resources to intervene. Be the person who intervenes on behalf of your team. Pull the person aside and talk to them about intent versus impact. Here’s an example of what you could say:

“I wanted to share that some of our colleagues are hurt by what you are wearing. I am sure this wasn’t your intent, and I wanted to share why this costume is so upsetting for them.”

Or, you can say:

“I am sure when you chose this costume you intended to be creative. Unfortunately for some of our colleagues, this costume isn’t funny. It’s very painful for them, and here’s why.”

Encourage your colleague to apologize to those they harmed. Ask your colleague to share what they learned and why they now understand the costume was harmful. An apology is a key to helping rebuild trust among colleagues.

Remember that Halloween can be another wonderful opportunity to bond with colleagues. And when in doubt about your costume selection, don’t be afraid to ask someone else’s opinion. To be on the safe side, stick to dressing up as a piece of fruit, or as a Halloween classic like a pumpkin or a witch. More important than the costume is the opportunity to connect and make sure everyone feels included and able to fully enjoy the festivities.

Related: Locals Say Living in Salem During Halloween Has Become a “Nightmare”

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Mita Mallick

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October 30, 2022
How Leaders Can Support Neurodiverse Talent in The Workplace
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When we think of diversity, equity and inclusion (DEI), we often think of race, gender, sexual orientation and physical disability. But what about mental and cognitive diversity? These days, more and more people are coming out as neurodiverse. An estimated 15-20% of people worldwide are neurodivergent and that could include folks in your workplace.

While neurodiversity qualifies as part of the Americans with Disabilities Act Amendments Act (ADAAA), what a neurodivergent person may need in order to feel welcomed, safe and productive at work may differ from what’s available. What can we do as entrepreneurs and business owners to support neurodiverse folks in the workplace and include them in our DEI plans? As a diversity and inclusion practitioner for more than 20 years, I’ll share the answers to these questions — and more — in this article.

What is neurodiversity?

According to the Cleveland Clinic, “the term ‘neurodivergent’ describes people whose brain differences affect how their brain works. That means they have different strengths and challenges from people whose brains don’t have those differences. The possible differences include medical disorders, learning disabilities and other conditions.”

In a nutshell, neurodiversity is a different functioning of the brain that can affect someone’s social skills, ability to focus and a host of other issues. Folks who are neurodivergent may also have:

We’ve all worked with folks with ADHD, autism and other conditions for a while now, but we may not have known how to create environments that allowed them to produce their best work or showcase their best selves. That’s where including them in our DEI plans can be useful. But first, we should talk about how neurodiversity can show up in the workplace and ways we can create a more inclusive environment for neurodiverse individuals.

Related: 5 Steps to Building a Supportive and Inclusive Workplace for Neurodiverse Employees

How neurodiversity shows up in the workplace

One reason neurodiversity may be overlooked in DEI is that people don’t know what it actually looks like in real life. If we can’t identify neurodiversity in the office, how can we expect to adapt our policies, practices and culture?

Here are three scenarios describing how neurodiversity may look in the workplace.
- Employee #1 may be mildly autistic but doesn’t show typical symptoms at work. But at home, they may be antisocial which may impact their work relationships.
- Employee #2 may be neurodivergent and struggle with job interviews. However, once on the job, their skillset shines and they perform outstanding work.
- Employee #3 may struggle with focusing in noisy environments, but having quiet rooms to work in can support them in producing their best work.
Each employee in these scenarios adapted differently to their environment and found their own way to thrive in the workplace. However, neurodivergent folks shouldn’t have to do all of the work to adapt. Here are a few ways your organization can take the weight off of their shoulders and help them thrive in the workplace.

4 ways to support neurodivergent individuals at work

Keep in mind that each individual is different, as illustrated in the examples above. There’s no one-size-fits-all when it comes to supporting employees, whether they’re neurodivergent or not. However, there are a few ways you can keep a listening ear open and become more attentive to the needs of neurodivergent workers.

1. Find a manager or employee to be their success partner and ally

If there’s a manager or someone who works side-by-side with a neurodivergent individual, make it a point to train that person on how to practice active listening and compassionate communication. I usually suggest hosting team talks for situations where listening and receiving feedback are helpful in solving inclusivity issues. However, for individuals, it can feel isolating and “outing” to have group conversations about inclusion and be the “only one” with a particular identity at the table.

For individuals, it’s better to have one-on-one conversations with someone they trust who can offer a listening ear. A manager is an ideal candidate to be a successful partner or ally because managers are charged with listening to their employees’ needs and have the simultaneous authority to access leadership and request inclusive policy and practice changes. This is an example of when compassionate listening meets action.

Related: Here’s How to Have the Most Powerful DEI Conversations

2. Design different physical spaces that accommodate various employee preferences

One way your business can be mindful of neurodiversity is to create dynamic spaces in the office that meet various work needs. Workspaces can be quite important to neurodivergent individuals. Some may prefer to be alone in a closed-door office while others may prefer a certain style of furniture, wall colors or a pleasant aroma.

Creating physical workspaces that meet the needs of group meetings, individual working and pleasant places to rest can stimulate and calm certain individuals in the workplace. The best part is, that having different spaces will help not only neurodivergent individuals but neurotypical employees, too. Building dynamic spaces can help all employees find their best working environment and feel comfortable completing their tasks.

The goal is to create spaces that support, not inhibit, workers with different working styles to do their best work. Creating dynamic physical spaces can be an investment in your employees’ wellbeing as well as their inclusion and comfort.

3. Avoid labeling neurodivergent people as “different” or othering them

One mistake we make as employees and business owners is wanting to categorize individuals and put them into boxes. I shared earlier that neurodiversity can sometimes overlap with ADHD, autism and Tourette’s syndrome. While that’s true, it’s important not to “out” or label neurodivergent people as different or as having “different needs.”

As leaders, we have to walk a fine line between supplying workers with what they need to do their jobs while making sure they don’t feel exposed or embarrassed by making personal requests for their work and wellbeing.

Be sure to train managers and fellow employees who work with neurodivergent people on how to be sensitive to their needs and embrace their requests without othering them. As mentioned earlier, while one change to the physical or cultural environment may benefit a particular neurodivergent person, it may also be appreciated by other employees.

Related: How to Talk About Disability Diversity in the Workplace

4. Encourage other employees to value the different working styles of others

The challenges organizations face when adapting to neurodiversity in the workplace may actually begin with fellow employees. Not everyone may be as intentional as leadership when creating an inclusive workplace. Some employees may not understand why a certain individual chooses to be alone in their office while company functions are occurring or why an individual is so sensitive to the noise of the coffee maker in the background.

Instead of leadership overlooking employees judging or looking down upon individuals who are neurodivergent, host a training or workshop that can help them spot the behaviors of neurodivergent individuals and find ways to be compassionate and respectful in those scenarios.

A warm, inclusive and compassionate work culture can make or break a neurodivergent individual’s ability to work and thrive. Sometimes having allies and success partners amongst fellow employees can be an invaluable support system to a neurodivergent person — even when leadership hasn’t quite caught on yet.

Final thoughts

As you think through your DEI plans and strategies, you may be thinking of how your organization can support racial, ethnic, gender and sexual orientation minorities. However, don’t forget about those with mental and cognitive disabilities that may not be as apparent. These individuals are in need of the same respect and inclusion.

Create an environment where employees and team members with physical and mental disabilities can feel supported. This can include physical spaces that smell, feel or sound a certain way. Or it can be training managers and employees on what allyship looks like for neurodivergent individuals. No matter how you do it, keep folks with mental disabilities in your DEI plans this year and beyond.
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Nika White

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October 17, 2022
How to Honor Indigenous Peoples’ Day at Work

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As we approach Indigenous Peoples’ Day on Monday, October 10, it’s an opportune time for leaders to reflect on how to champion inclusion and support Indigenous colleagues. There has been increasing pressure on companies to drive change with their diversity, equity and inclusion efforts in recent years. But oftentimes Indigenous peoples are left out of this conversation. Although other historically marginalized groups have made progress in our workplaces, Indigenous peoples are still underrepresented.

According to the U.S. Census Bureau, Indigenous peoples make up 2% of the U.S. population. And yet according to a recent Great Place to Work Survey, Indigenous peoples make up only 0.45% of the employees at the U.S. organizations surveyed. Our workplaces have much more work to do to ensure Indigenous peoples are included, feel seen, valued and feel that they belong.

As leaders, here are five ways to work to honor Indigenous Peoples’ Day.

1. Educate yourself

Growing up, I celebrated Columbus Day to commemorate the day Christopher Columbus landed in the Americas. As a child, I even learned the rhyme, “In 1492, Columbus sailed the ocean blue,” leaving Spain with his three ships, the Niña, the Pinta and the Santa María. We celebrated him as a heroic explorer who discovered America.

Over the decades, this holiday has come under much scrutiny for celebrating a man who led violence against and oppression of another group of individuals: Indigenous people. In many cities and states, Columbus Day has been replaced by Indigenous Peoples’ Day. President Joe Biden last year recognized it as a day to honor “our diverse history and the Indigenous peoples who contribute to shaping this nation.” It’s an important day to honor the past and the present of Indigenous peoples throughout the U.S. while recognizing the impact of colonialism.

2. Understand what the term Indigenous peoples means

Let’s start by understanding what the term Indigenous peoples means. According to the World Bank, “Indigenous peoples are distinct social and cultural groups that share collective ancestral ties to the lands and natural resources where they live, occupy or from which they have been displaced.” Understanding and then using accurate terms can help avoid stereotyping Indigenous peoples.

In the United States, American Indian, Native American or Native are acceptable and often used interchangeably, as noted by the National Museum of the American Indian. The museum further clarifies that the term Native is often used “to describe Indigenous peoples from the United States (Native Americans, Native Hawaiians, Alaska Natives), but it can also serve as a specific descriptor (e.g. Native people, Native lands, Native traditions).” Never make assumptions, and always ask colleagues how they identify and what terms they prefer to use.

3. Avoid language that perpetuates stereotypes

Native American culture is often misunderstood and appropriated. Many of us unknowingly use hurtful terms that perpetuate stereotypes in our everyday language. When we say things like “low man on the totem pole,” “Indian Princess” or “sitting Indian-style,” it continues to propagate the myth that Indigenous peoples are a monolithic culture. Indian-giver is another offensive term I have heard used often, along with having a pow-wow instead of a meeting, and using the term “spirit animal” when wanting to say you feel connected to someone.

So start by researching to understand the origin of these and other words that continue to stereotype Indigenous peoples. Although it might not be your intent, using these terms can cause hurt and anger. Do the work to understand why this language is hurtful, and do not use terms you are unsure about.

Related: Health-Food Business Taps Into its Native American Roots

4. Understand the gender wage gap and how it impacts Indigenous women

Much has been reported on the gender pay gap. According to the U.S. Bureau of Labor Statistics, women earn 82 cents for every dollar men earn. Unfortunately, this aggregated statistic masks the significant impact the gender pay gap has on women of color. It has a particularly devastating impact on Indigenous women.

In the U.S., Native American women are paid $0.60 for every dollar white men earn. During the Covid-19 pandemic, three out of 10 Native American women were working on the frontlines as essential workers, helping our nation through this crisis. And yet the wide pay gap can cost a Native American woman up to $1 million over the course of a 40-year career. As leaders, it’s our job to make sure all of our employees are paid fairly and equitably, including Native American women working for or with us.

5. Ask your Indigenous employees how you can support them

As leaders, we often live in problem-solving mode. We have been trained to try and solve any and every problem we see arise. Instead, let’s stop and listen to understand what the needs of our Indigenous employees are before we come up with solutions without their input. How do they feel about working here? What can you and your organization be doing to better support them? How can you help invest and advance in their career?

“Unless you are a member of the marginalized group, it’s almost impossible to know what it’s like to be in their world. Resist the temptation to fix things, and instead listen to their stories,” explains Tony Bond of Great Place to Work.

Remember that Indigenous Peoples’ Day is not just a one-time, check the box exercise to simply post on social media to acknowledge the day. This day is an important reminder about the work we must continue to do to be more inclusive leaders. We must continue to educate ourselves as allies and continue to show support to Indigenous colleagues in our workplaces.

Related: Celebrate Native American Heritage Month by Meeting These 7 Fantastic Female Business Leaders

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Mita Mallick

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October 9, 2022