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Why Hiring a Chief Diversity Officer is Not Enough to Solve Your Diversity Issues – and What to do instead

When we discuss the issues surrounding diversity, inclusion, systems, and structures, we are including everyone in our organizations, communities, and society, so we cannot depend on one person to correct all those issues either. This is what is being asked when an organization believes hiring a Chief Diversity Officer will solve their “diversity issues.” Apart from the apparent reason why one CDO cannot solve all your issues, here are three critical factors that need to be considered. Three reasons why it takes more than a Chief Diversity Officer to solve your diversity issues: Reason #1: They become a mascot. When all the organization’s issues are left to one person, it becomes easy to make them the mascot of diversity for your company: a smiling face but with someone completely different on the inside. Unless organizational changes have occurred, or are occurring, the same issues that the organization experienced will recur eventually. It takes company culture, leadership support, and accountability to effect sustainable change. One person may launch fantastic initiatives, but without everyone, those initiatives will crumble over time, leaving the environment back at square one, if not worse. Also, it is common for organizations to hire a CDO as a reaction to a public misstep. At this point, the CDO is then tasked with putting out fires and becoming the representative (the mascot) for a renewed and improved organization. Since there is not much follow-up or accountability, it is easy to say, “With our new CDO, we’re a diverse and inclusive organization.” Without sustained structural support, the CDO becomes a shadow virtue signaler leaving the organization still susceptible to missteps, blind spots, and more severe fumbles. What to do instead: Make sure you have a clear understanding of what outcomes you are seeking to achieve with an individual and creating a role that allows the individual to be successful. Ensure that CDOs are set up for success. This means making sure they report directly to the CEO with a dotted line partnership with HR. This means ensuring that the CDO has allocated a budget to execute strategic goals and priorities. This means that the CDO has the authority to make key decisions and partner with other leaders within the organization. It also means providing the CDO with options to either hire staff or hire external consultants to support their work. Reason #2: a misunderstanding of the scope of diversity, equity, and inclusion initiatives. Viewing diversity issues as something a person occupying a singular role can fix demonstrates that the organization does not fully grasp the task at hand. Improving the diversity and inclusiveness of the organization is serious work that takes dedication, expertise, and, most importantly, an engaged supporting cast invested in bringing new ideas and initiatives to life. What to do instead: Take the time to educate yourself and other leaders on the scope of the CDO’s role but also the DEI strategy that is being put into place. Understand the complexities of the efforts but also the level of adoption it will take an organization to make based on its current state. Reason #3: not allowing the officer to do their job. The concepts that constitute diversity and inclusion, or “social justice,” matters tend to be heavy and complex at times and require honesty and openness from the team as a whole and separate support from leadership. Without it, the CDO may not receive the proper structural support and resources needed to do their job and may be forced to introduce new ideas and concepts to an unresponsive and uncooperative crowd, the team. When leadership does not understand the scope or nature of the work, they tend to present hesitation when the work is being done. A common complaint among CDOs of color is that when the heavy concepts are discussed, they are asked to temper the subject matter because it creates discomfort. This goes against the very work they were hired to do and brings us back to leadership not fully grasping the scope of the work. Understandably, some organizations are unaware of the weight this work can carry. Still, it would be counterintuitive to assume that the weight that created the trauma, pain, and disparity would somehow be lightened when addressing these issues. One officer is not a system, an infrastructure, or a self-contained checks, balances, and accountability mechanism. And all of these are needed to ensure the success of an implemented diversity and inclusion initiative. Many diversity initiatives fail because organizations place such a heavy responsibility on the back of one person instead of a concerted effort from the leadership and staff alike. One set of hands is not made to carry such weight. What to do instead: To make real progress, DEI must be viewed as a team sport that might be led by a CDO, enabled by HR, but ultimately is the responsibility of every leader at an organization. allow the CDO to do their job. And be willing to back them up, particularly at times when the company needs to take a stance. Understand that backing up the CDO may ultimately mean changing the way you do things internally. It also may mean that you have to hold your leadership team accountable to stop behaviors that are no longer positively serving the company towards its ideal vision of inclusion.

What Diversity and Inclusion Are Not

As much as Diversity and Inclusion have become ubiquitous over the last several years, many people still don’t fully grasp these concepts. Why? It’s not that these terms are complex, and it’s not that people don’t sincerely want to understand them. It’s because, in the excitement, sheer “newness,” and the traumatic circumstances that brought these concepts global attention, the urgency and eagerness to learn, expand perspectives, and create social change left insufficient time to understand some of the new ideas adequately. In other words, a quick adoption can lead to incomplete comprehension. Although this can be corrected easily through discussion and explanation, that doesn’t negate the immediacy of this correction. Because executing new policies or attempting to engage in constructive conversations with a partial understanding will lead to confusion and may go against the positive outcome you’re working towards. This clarification will pull from a method Assata Shakur used when defining the concept of freedom. She said, “I can’t tell you what freedom is. I can only tell you want it isn’t.” So, to understand what Diversity and Inclusion are, we must discuss what Diversity and Inclusion are not. Diversity is not the individual; people themselves are not diverse. When you view people as such, you’ve already made a misstep. This creates tokenism or superficial engagement. People come from diverse backgrounds, and that diversity of experience is the benefit—the team benefits when the team is diverse. It must be approached as “We need a diverse team with broad lived experiences in order for our organization to be more innovative. How do we create a selection process that attracts and hires all types of talent?” and not “We need to hire a [insert demographic identity here] person so our team looks more diverse and we do not appear [racist/sexist/homophobic/xenophobic here].” Diversity is not a line item or a box to check. The concepts of Diversity and Inclusion deal with people at their more intimate levels – who they are, their voice, and agency. So, we must remember that this is a holistic process that requires humanity. An impersonal approach will contribute to an environment that isn’t conducive to diversity – an environment that isn’t inclusive. You’ve hired a beautiful array of multicolored faces, but what are you doing with them? Are they utilized? Do you engage with them? Are they included, or just left alone like a stranger? Diversity and Inclusion are not the same. Many times these terms are used almost synonymously, which indicates an apparent misunderstanding. Inclusion means to be welcomed, included, appreciated, and valued the same as any and everyone else. Again, these concepts are holistic, so Inclusion involves culture, attitudes, and behaviors. For example, if you hire more women to “improve diversity,” but the culture is still a very “boys club” male-centric and possibly sexist, then we haven’t created an inclusive environment – we’ve created discomfort, tension, lack of safety, and a problem waiting to happen. Many describe Inclusion as “having a seat at the table.” Now, think of the Peanut’s comic. Franklin was the only Black character, and during the Thanksgiving special, he sat alone, across from everyone eating together like a family. Franklin was a person who “added diversity,” but it was evident that dinner wasn’t inclusive. By understanding the distinctions between Diversity and Inclusion and gathering a better understanding of what they are, we can forge better conversations, implement genuine changes, and eliminate unnecessary roadblocks that stand in the way of a more fair and just society.

What do the words diversity, equity, and inclusion mean?

The terms Diversity, Equity, and Inclusion have been chiseled into our conscious and embedded into our lexicon, but do we really understand these concepts? Using them casually, without a grounded understanding and context, only creates more confusion leading to continued discord and further disconnect, which goes against why these concepts are so necessary. This overview will give a better understanding of these concepts to ensure we are equipped with the proper tools to construct a more just and fair society – and at the very least, have a constructive conversation. Diversity Simply put – diversity is the existence of our differences; however, they may present themselves. Some common differences include race, gender, sexual orientation, sexual/gender expression, religion, ethnicity, and nationality and include ability, cognitive differences, socioeconomic background, physical differences, and age. What diversity is not Diversity is not about one individual because everyone in theory is diverse. diversity is about the collective cohort of differences in identities, lived experiences, and perspectives. “Fatima is diverse because she is Muslim.” No. “We have a diverse staff of people from different backgrounds and experiences.” Yes. Inclusion Self-explanatory – inclusion means being included – feeling welcomed, incorporated, part of the greater whole, and utilized to your maximum potential. Diversity and inclusion are not synonymous, and they do not always coexist, and without inclusion, diversity is superficial – a lie. A company can hire people from different backgrounds but maintain a company culture that does not value their contribution, understand, or encourage their perspectives, and leaves them feeling unwelcomed and further marginalized. When schools desegrated, all those African American children that were allowed into the classrooms to learn technically increased the schools’ diversity, but, enduring name-calling and daily hate, it is evident that, in no way, were those children included. Equity Equity is about creating access to equal opportunities; it understands and acknowledges the existence of barriers and biases that affect access, opportunity, mobility, and the human desire to fulfill their purpose and highest potential. And to move a step further, equity acts in ensuring equality and fairness. Is equity about giving people equal outcomes for the sake of diversity? No. Equity aims to ensure everyone has equal access to mentoring, training, networking, projects, coaching, feedback, and anything else that allows advancement. Equity also moves to eliminate discriminatory biases and barriers that would prohibit equal opportunities by taking actions such as: Removing names from resumes – to eliminate gender and racial/ethnic bias. Including a panel of people in the hiring process – to eliminate “hometown bias,” where someone favors people from backgrounds like theirs, which contributes to homogenous work environments. Evaluations that allow for people from diverse backgrounds to express their specific concerns and issues – to identify any blind spots. To add to a famous metaphor, originally attributed by the amazing Verna Myers and adapted by many: Diversity is being invited to the party. Inclusion is being allowed to dance, eat, and mingle. Equity is the ability to request songs, make a toast, and possibly host the next party. Hopefully, by developing deeper into these now-ubiquitous concepts, we have a chance to disconnect from the “trendy” impersonal nature of their usage to understand these concepts on the human, intimate level. And then maybe we can engage more constructively, one with understanding and empathy, because these concepts were not launched into the daily conversation to cause division and tension but to bring us to a closer understanding of one another and to, hopefully, create a more fair and just society.

Three Dos and Three Donts guide to begin a racial equity journey in your organization

DO: Educate yourself on the history of deeply rooted structural & systemic racism. You will find a plethora of books, tools, movies, etc. online. Hire outside experts. Share your learnings with non-POC peers. DON’T: Expect your black employees, colleagues, or peers to be the ones to teach you what racism is or is not. Not only is that not their job (unless your D&I team happens to be Black), chances are they are mentally exhausted. Expecting them to educate you perpetuates the mindset of white supremacy. DO: Seek to understand your white privilege. Have ongoing race conversations facilitated by your D&I leaders or outside experts. Focus on listening & learning the lived experiences of your black colleagues and employees in those spaces. Check in with colleagues to see how they are doing. DON’T: Remain silent and say things like “I don’t know what to say or do therefore I will not say or do anything.” Taking a silent stance comes off as a denial that systemic racism even exists and continues to perpetuate the problem. DO: Define what racial equity means to your organization to culturally begin the journey of becoming an anti-racist company. DON’T: Do not go down this path because it is a “trending” topic if your leadership is not deeply committed to this work. Buy-in & alignment is critical. Tackling racial equity is hard work & is not a one-time discussion – or even a one-year journey. Inauthenticity or haphazard execution will only make things worse.

Why “Othering” is Eroding Your Culture and What You Can Do About It

Companies that excel in their diversity and inclusion efforts and companies that don’t do so well both struggle with the same silent saboteur: othering. As society makes strides to become more inclusive and expand the language of diversity, BIPOC and LGBTQ communities are often further marginalized within even the most well-intended environments. Othering is the practice of exclusion based on particular identities that don’t fall in line with the “norm” or dominant culture. It’s a biased perspective capable of eroding morale and company culture and can be a roadblock to new employee and company opportunities. Othering manifests itself within the workplace in two common ways: Us vs. Them. Viewing your team and their identities as categories in which they fit, i.e., “They are Black, Asian, Muslim, LGBTQ, etc..” Viewing people through this narrow and limited lens compartmentalizes people and strips them of their humanity. “Othering” can occur by how a company defines “diversity.” Suppose you define diversity as everyone who isn’t a part of “your” particular group or the majority. In that case, you create a defining line that places you, or your group, on one side and the “diverse” people, or “the others,” on another side. Relying too much on diverse staff. When a company attempts to increase its diversity and inclusion efforts, unfortunately, the first thing they often do is rely solely on their diverse staff – usually their BIPOC and LGBTQ staff. This places the burden of education and representation on the already marginalized staff members, which is an unfair responsibility and reduces their contribution to only that of their identity group. There are solutions. This isn’t a catch-22. In fact, these solutions are straightforward and easy to implement: Observation and practicing inclusion. Observe the group dynamics, how work cliques are created, and if anyone is silent or shows signs of discomfort or isolation. Then, create mechanisms that foster inclusivity and togetherness, like team projects where the groups are randomized and group exercises that allow for engaged open interactions. Creating solutions doesn’t have to be complicated. Just as Plato believed virtue has to be practiced, inclusion has to be practiced. And with a bit of sincere practice, you can create an inclusive environment where no one feels “othered,” and everyone can be themselves.

The Four Biases Women Face in the Workplace

Companies that excel in their diversity and inclusion efforts and companies that don’t do so well both struggle with the same silent saboteur: othering. As society makes strides to become more inclusive and expand the language of diversity, BIPOC and LGBTQ communities are often further marginalized within even the most well-intended environments. Othering is the practice of exclusion based on particular identities that don’t fall in line with the “norm” or dominant culture. It’s a biased perspective capable of eroding morale and company culture and can be a roadblock to new employee and company opportunities. Othering manifests itself within the workplace in two common ways: Us vs. Them. Viewing your team and their identities as categories in which they fit, i.e., “They are Black, Asian, Muslim, LGBTQ, etc..” Viewing people through this narrow and limited lens compartmentalizes people and strips them of their humanity. “Othering” can occur by how a company defines “diversity.” Suppose you define diversity as everyone who isn’t a part of “your” particular group or the majority. In that case, you create a defining line that places you, or your group, on one side and the “diverse” people, or “the others,” on another side. Relying too much on diverse staff. When a company attempts to increase its diversity and inclusion efforts, unfortunately, the first thing they often do is rely solely on their diverse staff – usually their BIPOC and LGBTQ staff. This places the burden of education and representation on the already marginalized staff members, which is an unfair responsibility and reduces their contribution to only that of their identity group. There are solutions. This isn’t a catch-22. In fact, these solutions are straightforward and easy to implement: Observation and practicing inclusion. Observe the group dynamics, how work cliques are created, and if anyone is silent or shows signs of discomfort or isolation. Then, create mechanisms that foster inclusivity and togetherness, like team projects where the groups are randomized and group exercises that allow for engaged open interactions. Creating solutions doesn’t have to be complicated. Just as Plato believed virtue has to be practiced, inclusion has to be practiced. And with a bit of sincere practice, you can create an inclusive environment where no one feels “othered,” and everyone can be themselves.

Tools to Help Support the AAPI Community During a Time of Crisis

The recent hate-fueled terror attacks in Atlanta, GA USA sent a shock wave through the Asian American Pacific Islander (AAPI) community. On March 16, 2021, three mass shootings occurred targeting massage parlors claiming the lives of eight people, six of them, the targets, were Asian women. This hate crime has been the latest in a year of racism and targeted attacks towards the AAPI community. We are calling for an end to the anti-Asian hate and these are some tools you can utilize to be a much-needed supporter and ally to the AAPI community: Speak out against ignorance and hate. The wave of anti-Asian racism began at the onset of the Covid-19 pandemic. Racist misinformation about the virus ran rampant online, vilifying the Asian community with racist remarks such as nicknaming it the “China virus”. Speak out if you hear racists remarks/beliefs and be a voice against all the hate and misinformation. Donate. Many organizations support the AAPI community and are anti-AAPI hate. Find one and educate yourself about their mission and what’s occurring in their community and donate to help support their efforts. The AAPI Community Fund AAPI Progressive Action AAPI Women Lead Asian Mental Health Collective National Queer Asian Pacific Islander Alliance Stop AAPI Hate National Asian American Pacific Islander Mental Health Association  Be a friend. Be a safe place your AAPI friends and coworkers can go to vent, discuss their feelings, and let them know that they are supported and cared for. If you’re an employer, ensure that your staff is aware of any mental health resources available and help them access those resources. Also, during this time, it’s good to allow more flexibility with scheduling needs. You never know what someone is going through and, this year, people have been through a lot. These are some easy and effective ways to support our family, friends, and colleagues of the AAPI community against all the hate that has been spreading through the country this past year. And you can start right away by just keeping an open ear, an open mind, and an open heart.

How an HR and DEI Partnership is the Key to Success

It takes collaboration for a company’s diversity, equity, and inclusion (DEI) efforts to be successful. DEI doesn’t exist solely between the leadership and their team, it is something that must permeate the company to create its culture and workplace atmosphere. No other department or team is as integral to the success of DEI efforts as human resources (HR), which is why there must be a strong partnership between them and DEI to be successful and competitive in today’s market. HR carries a heavy responsibility, so they must work in conjunction with your DEI team or department and participate in any, and all, training to protect against blind spots and missed opportunities. A great partnership allows for them to cultivate the ideal inclusive company culture in these three ways: Talent – HR is the frontline between the company, their reputation, and the talent they are in search of. So, by developing a knowledgeable HR team, a company can attract and retain highly skilled and diverse talent. Procedure – An inclusive company culture isn’t developed and maintained without the proper procedure that’s aligned with company policy. A competent HR department will be able to cultivate the policy, monitor its implementation for consistency, and assist in creating a seamless workflow. Accountability – With these procedures and policies comes the ability to enforce them. This is what creates the system of accountability that is necessary for success, yet is often the reason many DEI efforts fail. In today’s job market, skilled applicants are selective, care if a company celebrates diversity and is inclusive, and are not afraid to explore their options, so a great HR and DEI partnership ensures your company is always the best option. What if you do not have anyone solely focused on DEI in your company? Many organizations today are just beginning to explore how to intentionally embed DEI in everything they do. In today’s volatile environment, prioritizing DEI is not only a human imperative, but also a business imperative. If your company currently does not have anyone working with your HR team focused on diversity, equity, and inclusion, we suggest you consider investing in educating your HR teams, hiring an outside consultant to partner with, or making the investment to hire direct DEI professionals. We do not recommend relying solely on passionate volunteers in your organization to create and manage a DEI strategy. While creating a DEI task force, committee, or council is a critical element of a DEI strategy, it should complement but not replace a dedicated DEI resource or team. Volunteer groups can provide the necessary energy, passion, and amplification of messaging however relying on volunteers only can create inconsistencies and limit the accountability of execution. This message & any attachments thereto consist of information that might be confidential, privileged or otherwise protected from disclosure and is the property of Tessi Consulting. It is intended only for the person to whom it is addressed. If you’re not the intended recipient, you’re not authorized to distribute, disseminate, copy, retain, print, read, or utilize this message, any part thereof or any attachments thereto. If you got this message in error, kindly delete every copy of this message and attachments. Tessi Consulting has implemented anti-virus software on its servers and computers, however, it’s the recipient’s own responsibility to make sure that every attachment is scanned for viruses prior to usage.