Let’s say your organization is ready to fur- ther embrace diversity by committing re- sources to recruiting and retaining a more diverse talent pool. Perhaps you’ve even gone so far as to hire a Diversity Officer
and create employee resource groups. You recognize
the many ways in which diversity can improve your
organization’s culture and, ultimately, its bottom line.
And yet, you don’t see a shift in your ability to retain
diverse talent and there’s a persistent barrier to promoting marginalized groups to the top levels of leadership. Let’s ask ourselves what might be missing.
1. ARE WHITE MEN FULLY ENGAGED IN DIVERSITY
AND INCLUSION (D&I) INITIATIVES?
In order for D&I to succeed, everyone within an
organization has a vital role to play in co-creating
inclusive work cultures. Given white men’s major-
ity hold on business leadership, they are often in the
strongest position to drive any type of enduring or-
Rather than singling out white men as targets
and separating them from the diversity conversation, businesses must call on white men to be active
participants and partners. Their perspectives must
be heard; their unconscious bias revealed; their patterns understood—even when that means having uncomfortable conversations.
When leaders drive the effort to create a diverse and
inclusive workplace culture and when that effort is seen
as a leadership development strategy, it benefits people
and profits. White men must not only support diversity
programs, but must be key drivers in these efforts in order for them to succeed.
Four Ways You’re Probably Sabotaging
Your Diversity Efforts In The Workplace
BY BILL PROUDMAN