DEIB: Creating a Culture of Belonging as a Leader

At a recent conference on paving the way forward with DEIB — Diversity, Equity, Inclusion and Belonging — I was struck by the generosity of participants sharing experiences, lessons learned, and opportunities to make a difference.

With the explosion of DEIB initiatives and courses in abundance, my overall takeaway as a coach, facilitator, and speaker is that while intentions are good, there has been a lot of talk and not many tangible results within companies. In fact, studies have shown that most programmes flounder. In my personal experience, I’ve seen many instances in which leaders — who are expected to carry a DEIB initiative forward — have felt pressured to “tick the box” but are uncomfortable with the approach or aren’t sure where to start.  

At the conference, I found the stories exchanged refreshing. Many professionals shared wins, woes, and ways forward, which is the only way we can continue to learn and make real progress in this field. Here are some of my takeaways and tips on prioritizing DEIB to foster a genuine culture of belonging — not a performative one.  

The Good, the Bad, and the Ugly 

There is no doubt that most people are eager to ensure diversity in the workplace. DEIB work is both essential and difficult. Countless studies demonstrate that diverse workforces are better for the bottom line. Leaders want to be effective and successful in their implementation; however, focusing on diversity effectively means having to work through the ‘bad’ as well as the ‘good.’ Some hard conversations can turn ugly, because vulnerable topics are at play. If we can normalize that change is difficult and that IS part of the work of DEIB, then breakthrough moments can occur and actions can move the needle. I like to think of DEIB approaches as invitations, not reprimands.

Don’t Make Shame the Game

You can’t force DEIB down people’s throats — that strategy (or lack thereof) will inevitably backfire. As Brene Brown beautifully stated: “Shame is not a social justice tool.” I’ve witnessed employees voice disgruntlement at some DEIB initiatives: many felt that their companies implemented activities just for the sake of appearances, or ‘targeted’ individuals while lacking a broader context and approach. When leaders don’t thoughtfully integrate DEIB work, people don’t want to ask questions or speak up because, quite frankly, it’s uncomfortable. No one intentionally wants to hurt feelings in these moments, yet we have to allow people the space to fail and ask questions. People don’t know what they don’t know or haven’t experienced. They learn by being allowed to ask questions, just as we encourage children to ask every single question under the sun. As a facilitator, I make it a point to ensure that no questions are off the table; I know that’s not everyone’s personal preference, but I have found that this approach helps people open up and do the work because they feel safe. Demonstrate grace as both a leader and a team member, and keep in mind that you are never above making mistakes and learning from them.

Welcome Wellbeing

Emotional and psychological wellbeing are paramount: make sure people know the norms before implementing conversations around DEIB. Create a culture of psychological safety — that is the most effective way for people to feel that they can speak up. What does that take? As a leader, what are some questions you need to be asking to foster wellbeing in the workplace? Share examples with the group and encourage questions so that everyone is on the same page.

Sharing is Caring

Experiment with different formats for these conversations, and again, lead with permission to fail. Keep in mind that people are 22% more likely to remember a story than a statistic, so allow different individuals to share stories about their experiences — and share yours. Practice allyship, which boils down to increasing your curiosity about everyone on the team. The core elements of this work matter to each individual in a different way. 

Mind the Gap

Be mindful of the makeup of your organisation. I have spent most of my career in international organisations, and defaulting to open conversations is somewhat easier because there are more cultures represented and thus more entry points for conversation. In a non-diverse company, you might be tempted — even subconsciously — to focus on a select group of people or draw attention to individuals in an effort to gain knowledge. This will only further isolate members of your team. If you’re struggling with a lack of information or a place to start the conversation, do your research — stats speak volumes and help inform people. 

Studies demonstrate that the best DEIB approaches are those based in transparency. Leading with that sole theme in mind means allowing yourself as a leader to say: I don’t know, I need direction, I am open to ideas on what is working and what is not. All of these are curiosity-focused questions inviting dialogue, and dialogue helps bring a greater sense of belonging in the workplace. Inclusion is action. Pay attention to the energy of the workplace and of who is in the room: being respectful that everyone is on a different journey and elevating your curiosity can go a long way.

with joy,

Dr. Helen