Skip to main content

How To Achieve Diversity, Equity, Inclusion And Belonging Within Your Company

Today brings the new book, All Are Welcome: How to Build a Real Workplace Culture of Inclusion that Delivers Results, by Cynthia Owyoung. “This playbook is really for any leader of an organization that wants to drive change. This is your playbook for how to approach DEIB (Diversity, Equity, Inclusion and Belonging) work in a way that will support real progress in your company,” says Owyoung. 

Studies prove that companies with more diversity in their ranks are more innovative, expand their markets, and perform better financially. Why, then, has so little progress been made, especially when it comes to corporate leadership? Because most companies have yet to develop and implement effective diversity, equity, inclusion, and belonging (DEIB) initiatives. And the ones that have too often focus mainly on hiring a diversity of staff or rolling out unconscious bias training without improving results. 

Owyoung offers these definitions: 

Diversity in the context of a workplace really means bringing people who are different from each other – with their own unique characteristics, backgrounds, experiences, and perspectives – together to realize the strengths of those differences. 

Inclusion means ensuring that no one is held back from full participation within the organization. 

Equity is different from equality where everyone is getting the same opportunities, access, and resources. Equity acknowledges that not everyone needs the same things to succeed. Equity is about giving people what they need. 

Belonging is the sense of connection one has to a group. Do I feel like I fit in? Am I considered a valued member of the team? Will they accept me for who I am? You can’t have belonging without inclusion. 

“Measuring diversity is about representation. Measuring equity, inclusion, and belonging is about understanding employee sentiment and experiences,” explains Owyoung. 

In All Are Welcome, Owyoung explains further what DEIB is and why it matters, and she delivers the information and insights you need to make DEIB a key element of your company culture. You’ll learn how to: 

  • Break old habits that keep DEIB efforts from moving forward
  • Retain talent from underrepresented groups
  • Conduct an audit of the state of DEIB at your company today
  • Engage and excite leaders and managers around DEIB efforts
  • Weave DEIB into all your talent pool management methods
  • Uplevel employee resource groups to effectively support business goals
  • Measure your progress with qualitative and quantitative data
  • Connect your DEIB efforts to driving better business results

Within the book you’ll find step-by-step Putting It Into Action plans, chapter Key Takeaways, and a very helpful Glossary of terms. 

DEIB begins but doesn’t end with hiring. When you deeply understand all the nuances of diversity, equity, inclusiveness, and belonging, you’ll be able to put them all together for a better, more productive, and happier workplace. 

Owyoung also explains that as a leader you’ll need courage as a necessary foundation to drive success in DEIB. You will have to make decisions that support or benefit a minority group rather than the majority group. “This usually feels really uncomfortable for people since it runs counter to how we make most business decisions, which usually gives greater weight to the majority,” shares Owyoung. “Leaders must be willing to take some personal risks and engage in uncomfortable conversations to push people to reexamine their current beliefs to drive real change.” 

Cynthia Owyoung

Owyoung shares these additional insights with us: 

Question: How do you convince a reluctant leader to fully embrace the need to build a real workplace culture of inclusion? 

Owyoung: It really comes down to understanding why the leader is reluctant. Is the leader afraid DEIB will take focus off other business priorities? Maybe the leader is worried about offending people? Or does the leader have a different belief about how to approach DEIB? 

What I try to do is ask the deeper questions to understand what is behind the reluctance and then do my best to address whatever the issues may be. 

So, if it's about balancing business priorities, I would look at integrating our DEIB objectives into those priorities, whether it's hiring, selling or something else. And if it's about concerns regarding fairly treating people or unintentionally offending others, then I would offer talking points, coaching, practice sessions, whatever might be needed to help the leader feel they can tackle this topic with the support they need. 

Or if it's about different beliefs and approaches, I would seek to collaborate with them and incorporate their ideas into the solutions we implement. DEIB work is all about engaging and connecting people to it so it's my job to figure out the best ways to do that so they can fully embrace it. 

Question: What do you recommend for a leader who enthusiastically jumps in with an action plan and then those efforts start to fizzle out and lose momentum? 

Owyoung: First off, I commend the leader who wants to jump into action and support for DEIB. We need more of them. But when those efforts start to fizzle out, I think it's important to diagnose why that's happening. Is it a lack of progress demotivating people or is it a lack of transparency and accountability by leadership? Are there enough resources being dedicated to the effort or are employees are being asked to do this work on top of their regular day jobs? 

There could be a lot of different reasons behind efforts starting to fizzle out and leaders need to get out and talk to their employees about what's going on. Oftentimes, it's some combination of factors as previously mentioned, so you may have to ensure you're scoping your DEIB efforts in a way that's achievable, increasing your resources dedicated to it, communicating goals and results with clear owners and rewarding those who are really putting in the work. When employees can see their DEIB work truly making a difference, you will be able to build momentum back up. 

Question: What do you recommend for small companies (less than 30 employees) that want to embrace DEIB efforts, yet have limited financial resources to support those efforts? 

Owyoung: In many ways, small companies have the best chance of making a big difference in their DEIB efforts despite more limited resources.  Much of DEIB work doesn't involve budget. For instance, being open about your commitment to DEIB and including it as part of your company values and onboarding messaging is a good first step to setting the tone for your organization's culture that costs nothing. 

Before you make any hiring decisions, consider what diverse perspectives you might need on your team to become even more effective in the future and actively recruiting for that will increase your probability of hiring someone from an underrepresented background. 

You can also create DEIB learning opportunities with minimal investment by starting up a book club with that focus, viewing TED Talks on DEIB or something comparable and then having a discussion about it on a quarterly basis, or taking advantage of the many free webinars offered on the topic by educational institutions, consultants, and companies. 

You can also encourage your team to volunteer in their local communities with organizations serving underrepresented groups to both learn and make a difference. For example, if you're a tech company, your employees might teach tech skills to underserved youth in low-income communities. There are so many ways to embrace DEIB efforts that cost nothing but time and intention, the key is to not let that be an excuse for inaction and just get started. 

Owyoung is Robinhood’s Vice President of Inclusion, Equity and Belonging, partnering with business leaders, employee resource groups and the people experience team. She’s also the founder of Breaking Glass Forums, where she develops strategies to accelerate more diverse leaders and inclusive organizations. A recognized diversity leader, Owyoung was named to Entrepreneur Magazine’s 100 Women of Impact in 2021. Owyoung serves on the Board of Directors for AbilityPath, a nonprofit dedicated to empowering people with special needs to achieve their full potential.

Thank you to the book’s publisher for sending me an advance copy of the book.

Comments

Popular posts from this blog

How To Be A More Human Leader

  “To be most effective in today’s environment, leaders must be human leaders. Human leaders must be able to lead not only with their heads but also with their hearts and souls,” says veteran executive coach Hortense le Gentil , author of the new book, The Unlocked Leader: Dare to Free Your Own Voice, Lead with Empathy, and Shine Your Light in the World .  She adds, “In addition to being respected, seen, and valued, employees also seek leaders who feel human, not distant and perfect beings with whom they can’t connect.”  Additionally, leaders need to put the collective interest before their own and work hard to make other people’s good ideas happen.  “And although the book focuses on leadership at work, each of us is a complete individual, not a sum of separate, isolated parts. As such, the process presented in the book applies to all areas of your life,” shares the author.  She further explains that becoming a human leader is a journey, not a destination. Accordingly, the boo

A Guide For How To Dream Big And Win In Business

In Dream Big and Win , author Liz Elting shares the lessons she learned ― both the successes and failures ― while building a billion-dollar company from scratch. She explains why you need not only passion and purpose to win big, but also: a willingness to take decisive action grit sweat equity determination positive attitude Elting’s fascinating story began with her entirely self-funded business launch that started in a dorm room. By possessing a disciplined set of principles and focusing on carefully developing her leadership skills throughout the process, she was able to achieve her goal of becoming #1 in the translation market that was already dominated by established competitors. Today, Elting is the Founder and CEO of The Elizabeth Elting Foundation, which creates scholarship opportunities for entrepreneurial young women, funds exciting women-led startups and social businesses, and supports women-led organizations that foster women’s success through educational prog

Today's Fostering Better Connections Tip For Leaders

Today's great leadership advice comes from the recently released book, Thrive With A Hybrid Workplace , by Felice B. Ekelman, JD and Julie P. Kantor, PhD . They explain that: " Leaders need to facilitate connections with their teams . Two parallel tracks are operating: the work track and the personal track. Bosses who only focus on getting the work done generally have teams with poor morale, limited engagement, higher absenteeism, and the like.  Leaders who build interpersonal glue have happier, more engaged, and more productive employees," say the authors. Therefore, they suggest you do the following to build your own interpersonal glue with your direct reports and the team at large : Create rituals at the beginning and the end of the day. Do virtual or live walk-arounds. Regularly schedule check-ins. Add additional check-ins as needed. Take a walk with an employee. Build in pre-meetings. Use ice breakers. Encourage networking. Create special-interest groups. Create a m

Five Crucial Actions That Build Unity And Foster Performance

“Given the research-validated outcomes and demonstrated financial impact belonging offers, organizations should make cultivating belonging a personal leadership imperative across the world,” says Brad Deutser , author of the new book, Belonging Rules: Five Crucial Actions That Build Unity and Foster Performance .   Furthermore, belonging predicts job satisfaction, engagement, and effort over and above employee’s perceptions of organizational culture or strategy, explains Deutser.   So, what exactly is belonging? It’s:   Belonging is where we hold space for something of shared importance. It is where we come together on values, purpose, and identity; a space of acceptance where agreement is not required but a shared framework is understood; where there is an invitation into the space; and intentional choice to take part in; something vital to a sense of connection, security and acceptance.   As you read the book, you’ll discover vital information about the five Belonging Rules :

Leader's Playbook For Perpetual Innovation

  For over twenty years, Dr. Behnam Tabrizi has taught organizational transformation at Stanford University in its Executive Program, which he also directs. And now he’s written, Going on Offense: A Leader’s Playbook for Perpetual Innovation .  In a seven-year study, Tabrizi found that companies that focus their energy on building a supportive, purpose-driven culture that keeps people on edge, and boldly adapts to new environments are the companies that truly excel.  “Most companies pray for one innovation to skyrocket their growth. But the secret to success for the most innovative and agile companies is not just one good idea, rather a dedication to perpetual innovation and relentless experimentation that pulses through an organization, top to bottom,” explains Tabrizi.  His new book provides an insider view into the drivers of success and challenges in 26 organizations—including industry giants like Apple, Tesla, Amazon, Microsoft, and Starbucks—along with actionable advice on

Brilliant Careers Are Built With Bold Moves

  “There are two pieces of debilitating thinking that hold women back: The first is waiting to be noticed or appreciated. The other is not taking a risk to apply for a new job or opportunity, believing that they do not have enough experience or skills sets,” according to Christie Hunter Arscott , author of the book, Begin Boldly .   In Begin Boldly , Hunter Arscott turns this thinking on its head. She encourages women to treat their career like an investment portfolio with early deposits of bold moves, courageous actions, and informed risk.   “One thing I know for certain that I wish to impart to you: Brilliant careers are seldom built without bold moves ,” says Hunter Arscott. “Despite recognizing the benefits of making bold moves, most women—especially those early in their careers—struggle to harness the power of risk-taking.”   Speaking about the book, Hunter Arscott states that it will equip you with the tools to navigate the workplace strategically and successfully, de

Effective Listening: Do's And Don'ts

Here are some great tips from Michelle Tillis Lederman's book, The 11 Laws of Likability .  They are all about: what to do and what not to do to be a leader who's an effective listener : Do : Maintain eye contact Limit your talking Focus on the speaker Ask questions Manage your emotions Listen with your eyes and ears Listen for ideas and opportunities Remain open to the conversation Confirm understanding, paraphrase Give nonverbal messages that you are listening (nod, smile) Ignore distractions Don't : Interrupt Show signs of impatience Judge or argue mentally Multitask during a conversation Project your ideas Think about what to say next Have expectations or preconceived ideas Become defensive or assume you are being attacked Use condescending, aggressive, or closed body language Listen with biases or closed to new ideas Jump to conclusions or finish someone's sentences

10 Quotes From The 5 Levels Of Leadership -- John C. Maxwell

Soon I'll post my full review of John C. Maxwell's latest book, The 5 Levels of Leadership .  In the meantime, here are some of my favorites quotes from the book that I believe should become a must-read book by any workplace/organizational leader: Good leadership isn't about advancing yourself.  It's about advancing your team. Leaders become great, not because of their power, but because of their ability to empower others. Leadership is action, not position. When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. If you have integrity with people, you develop trust.  The more trust you develop, the stronger the relationship becomes.  In times of difficulty, relationships are a shelter.  In times of opportunity, they are a launching pad. Good leaders must embrace both care and candor. People buy into the leader, then the vision. Bringing out the best in a person is often a catalyst for

6 Ways To Seek Feedback To Improve Your Performance In The Workplace

Getting feedback is an important way to improve performance at work. But sometimes, it can be hard to seek out, and even harder to hear.  “Feedback is all around you. Your job is to find it, both through asking directly and observing it,” says David L. Van Rooy, author of the new book,  Trajectory: 7 Career Strategies to Take You From Where You Are to Where You Want to Be . As today's guest post, Van Rooy offers these  six tips for how to get the feedback you need to improve performance at work . Guest Post By David L. Van Rooy 1.       Don’t forget to as k :  One of the biggest mistakes people make is assuming things are going perfectly (until they make a catastrophic mistake). By not asking, you’re missing out on opportunities for deep feedback: the difficult, critical feedback that gives you constructive ways to improve. 2.       Make sure you listen :  Remember, getting feedback is about improving your performance, not turning it into a “you versus the

How To Elevate The Human Experience In The Workplace

  A recent Deloitte quantitative survey led by Amelia Dunlop of 6,000 people in the US revealed that 84% of respondents said they do their best work then they feel worthy. And nine out of 10 people surveyed agreed or strongly agreed that it matters to them to feel worthy. Yet, five out of 10 indicated that they sometimes, often, or always struggle to feel worthy.   It’s this last finding in particular that presents a real challenge in the workplace. Dunlop, author of the new book, Elevating The Human Experience , explains that all too often, “Work is not only a place where we are missing inherent worth with systems that do not recognize the worthiness of all humans, but also a place that actively obscures our efforts to see ourselves as worthy because we are constantly reminded of, and competing, for our relative extrinsic worth in the form of praise, promotion, and raises.”   Dunlop’s book is for anyone who knows what it is like to struggle to feel loved and worthy when showing u