Is your organization approaching diversity, equity, inclusion, and belonging (DEIB) work as a short sprint effort or a marathon commitment?
There is a growing sentiment in the workforce, and the nation at large, of pushback to “woke” culture and DEIB work. Much of what I have observed ranges from a brisk resistance to acknowledging inequalities to a naive expectation that everyone should live by the “golden rule”: do unto others as you would have done to you. The issue with that is that rule has never been actually implemented in our society at large and overlooks the fact that marginalized groups have almost never received the courtesy of the “golden rule.”
In the workforce particularly, this pushback to DEIB has materialized into a form of constructed allyship. Think performative mission statements without any commitment to an action plan or operationalizing DEIB commitments. The dominant cultures construct ways and means to support marginalized groups facing discrimination and systemic inequities; however, there is a limit to how far they prove willing to go in that work. There is also a tendency to put the onus on marginalized groups to initiate the work needed to advance equity. This leaves marginalized groups with the added work and responsibility to launch DEIB initiatives, on their own behalf, without compensation or company investment in DEIB accreditation.
How have we seen constructed allyship play out before?
The concerning part is that we have seen this play out before in our nation’s history. After the Civil War, there was a push from Congress to swiftly shift towards “making good” on promises to enslaved people for centuries of slavery. The Reconstruction era, as it was called, was also a way to punish the South, and its economy, for its uprising against the union after they lost the war.
Due to the implementation of the 13th Amendment, it was no longer legal to own slaves unless they were considered criminals. The 14th and 15th Amendments came directly after to give Black men the right to vote essentially and made it a federal law to ensure all people have the right to due process. Other inalienable rights included the right to hold office and the right to own property.
The reason why this work fell short very quickly (1865-1877) is that it was probably one of the first and most prime examples of constructed allyship failures in our history and at large. It did not consider or do anything to address the deeply held sentiments at the time that was in fact that all people were not created equally. It didn’t force the nation to learn or to come from a place of understanding for the group of enslaved people who were now being introduced into society as free citizens. And, much like all forms of constructed allyship, it put the onus on the marginalized group to be responsible for solving an exclusive system in which they were, and still are victims to; and held the dominant group to no real standard of accountability for creating an equitable system.
Not surprisingly, the country quickly faded into segregation, discrimination, and violence only 12 years after Reconstruction, beginning with the rise of Black Codes, or state laws that precluded Black people from existing in certain spaces in a free society, the rise of Jim Crow, and the rise of the Ku Klux Klan.
A similar trajectory is happening now on a nationwide level. States are implementing laws to preclude the teachings about the history of race and discrimination; and, therefore, trying to shield the dominant group from awareness and acknowledgment of the inequities created by the exclusionary system that was designed to benefit dominant groups.
What are the results of constructed allyship now in the workforce?
History continues to repeat itself. After George Floyd was murdered in June 2020, there was increased sentimentality that something needed to be done to advance diversity, equity, and inclusion. Organizations across the nation and the world started implementing initiatives that, on the surface, seemed like it was fostering conversations about race and furthering DEIB goals.
However, just two years later, these sentiments are waning, and diversity is being regarded by some groups as a mandated chore rather than an operational process that benefits the whole organization, not just employees from marginalized groups. When performative DEIB work presents as constructed allyship-based initiatives, it creates an environment that does not support employees from marginalized groups to thrive or feel like they belong to the organization.
Constructed allyship at work operates in the same ways as those who say, “I don’t see color.” It erases the need for the dominant group to acknowledge the value of cultural and ethnic identities, which still navigate the inequities that exist; while also enjoying the privilege of the system that benefits them.
Similar to the results of Reconstruction, constructed allyship at work creates environments that simply go through the motions of DEIB interest without making any meaningful or actionable progress. It also often ends up creating unsafe and often tiring environments for employees from marginalized groups because:
- They have to take on the responsibility of fixing an exclusionary system that they are oppressed by; and
- They are often the ones chastised by the dominant group when failing to assimilate and/or misunderstand the rules of the exclusionary system that does not work for them, despite it not being designed to.
How can your organization avoid repeating history and implement real DEIB efforts in the workforce?
Breakthroughs in learning and understanding cannot happen without digging deep and working to uncover your organization’s inequalities. Most of the time, that cannot happen without seeking some outside DEIB training and guidance. It also cannot happen unless the dominant group in your organization and the leadership seek to acknowledge that there are blind spots and nuances that occur when traversing the human dynamics of the DEIB journey.
Therefore, your organization’s leadership must first engage with ongoing and consistent DEIB training with an accredited DEIB practitioner or expert. It is also important to implement policies of DEIB that encourage your organization’s leadership to ask questions and engage with the work; not just be spoon-fed this work by the trainer without a requirement to complete ongoing assignments in order to ensure the work is operationalized and sustained as part of the business plan. DEIB benefits the bottom line.
Working with the trainer, your organization’s leadership must create a DEIB action plan that becomes integrated with the company’s annual business goals. The purpose is to develop roles, accountability, and a process that helps DEIB work become actionable and measurable, where iterations of meaningful progress become visible to the organization. Invite employees to contribute to the vision for a company’s DEIB commitments as well; so that their voices are heard and taken into account in the overall DEIB strategy.
DEIB should not be simply a job for HR or employee resource groups. However, it is important to ensure HR meets hiring standards that are inclusive of all backgrounds, including the creation of apprenticeship programs and executive sponsorship programs.
Everyone should be held accountable for meeting the DEIB goals in the company. Make sure the goals are a part of everyone’s performance and bonus reviews to ensure that your organization is upholding the value of accountability and ensuring everyone has a vested interest in this work. Foster a sense of belonging with everyone in the organization and encourage the belief that everyone is responsible to play their role in embracing and committing to DEIB.
Why is unwavering allyship good for business?
By now, we all know the business case for a diverse workforce; diversity brings returns. We also know that the demographics are shifting, and by 2045, today’s dominant group will no longer be the dominant group. It simply makes good business sense that inclusion is no longer a checkbox exercise nor instituted as some fad.
Our economy directly benefits from embracing a DEIB commitment journey in order to foster empathy and understanding for the lived experiences of a growing diverse workforce. Also, it increases the opportunities for innovation and diverse ideas that can open up new territories in your market and be a game-changer for business solutions.
I would strongly encourage your organization to reassess your DEIB efforts and goals to see how much progress your organization has truly made in its personal commitment to DEIB. Understand whether the initiative in place holds your organization accountable or holds individuals accountable for their contributions to this work. Consider whether your organization’s DEIB approach actively hires, mentors, and sponsors diverse or underrepresented talent. Consider whether your organization regards DEIB as a short sprint with minimal effort or a marathon that requires conditioning, recurring training, and endurance to sustain a culture of learning, growing, and understanding in order to drive continuous, tangible change.
