A Closer Look at the D and E in DEI: Why Diversity and Equity Matter

Much has been written about the impact COVID-19 has had on diversity in workplaces, which will take significant time for companies to recover from. As leaders, we have a choice about whether we tackle this as a pressing, critical challenge or allow the setbacks of the past 18 months to continue. A recent Accenture Research study perhaps puts it best: “We stand at a critical juncture in modern human history. The COVID-19 pandemic presents a stark choice: ignore the impact of the crisis on women and allow societies to become less equal, more divided and poorer; or help women to emerge fully recognized as equal partners and key economic actors, and in the process boost the potential for a faster socio-economic recovery.”

When we lose any group of people in the workplace, or in certain levels of leadership in organizations, we fail to reflect our employee population as well as the customers and communities we serve. Research – like this global report from McKinsey & Company to name just one example – increasingly shows this directly impacts business outcomes.

If diversity, equity and inclusion (DEI) are business imperatives, then clearly they are leadership imperatives as well. Here are some suggestions for how each of us can become stronger leaders in this area:

Understand the components

Diversity, equity and inclusion get grouped together but are distinct things. Diversity is about having all possible viewpoints in the room based on people’s unique backgrounds. Equity is about ensuring every person is treated the same as anyone else, regardless of their background. And inclusion is about each person feeling that they fully belong and are valued. (My focus in this blog post is on diversity and equity, and I’ll follow it soon with one specifically on inclusion.)

Sometimes as leaders, it is unclear which element of DEI we are dealing with, but it is important to pinpoint this so you can address the real issues and root causes. For example, when I was leading my team in Asia Pacific, our employee engagement survey showed very high scores based on DEI factors. I was very curious to learn more, so I convened a focus group in one of our largest countries and learned that they felt I had inspired them to be open with ideas, thoughts and viewpoints.

I had assumed the feedback was about diversity when it actually stemmed from inclusion. Understanding that difference impacted our learnings and actions – things we needed to improve as well as the activities and behaviors we wanted to reinforce to continue driving an inclusive environment – and it has served as an important reminder for me about taking time as a leader to identify the difference when dealing with matters of diversity, equity and inclusion.

Make it an expectation

Ticking a box on DEI adds no business value – yet that is still what many companies are doing: a global PwC survey found that most employees say diversity is a stated value or priority for their company, but a third feel it is a barrier to their own career progression. It is no surprise, given that same study found only 26% of organisations have DEI-related goals for leaders and only 17% have a C-Suite level role in place focused on DEI.

PwC found that eight out of ten leaders are only engaged in DEI at basic or emerging levels. Until that changes, our results around DEI will not either – and as mentioned above, our business results will suffer.

I’ve always been a firm believer that what gets measured gets done. These numbers don’t lie – we’ve made a good start, but we still have a long way to go. As leaders, each of us must personally commit to making DEI not encouraged, but expected, within our teams. Seek support from your HR department and others to hire and promote those who do not look like you and ask your team to hold you accountable in both big and small decisions.

Make it personal

The old adage of “First take a look in the mirror…” is applicable here. While some of us may not know it, we all have unconscious biases. While that does not make us bad people, it can get in our way of fully embracing DEI.

Each of us needs to be willing to reflect on our own journey and where we need to do more work. A great way to start is by taking the free assessments offered by Harvard’s Project Implicit, which my dear colleague and friend Margaret Smith of Accenture recently shared with me. Exercises like that one create self-awareness, which hopefully leads to an openness to learning, changing course and admitting when we are wrong. Here again, I recommend surrounding yourself with leaders, peers and direct reports who can hold you accountable and help you see when your decisions do not align with your stated intentions.

In the end, diversity and equity create an environment that fosters inclusion – where every person feels they belong and are included, because they see themselves in those around them. The positive impact all of this has on business results is hard to understate. That’s why I am excited to continue sharing my thoughts about inclusion with you in my next blog post. Stay tuned!

Leading Through Change When the World Feels Upside Down

I recently shared my insights on the value of embracing discomfort. And there are few things that tend to make people more uncomfortable than change. But shifting circumstances aren’t just necessary or inevitable; they can actually be an amazing catalyst for growth and learning. That’s why, as a leader, it’s your job to not just help your team embrace these shifts – it’s your job to drive it.

There are two kinds of change: change that happens to us and change that happens by us. But no matter how you slice it, we should strive to view these transformations as something that happens for us and our greater good. I’ve spent much of both my life and career thriving through both kinds of change and it’s taught me a number of lessons:

Make it meaningful

Ensure the shifts you seek to make are meaningful and drive a positive outcome. In other words, don’t seek change simply for its own sake – make sure you’re using it to be bold and make a lasting impact. You can also help yourself and your team avoid becoming mired in the hard parts by reminding them that there are better times on the other side. Remember, that’s why it’s happening in the first place – to make things better. In fact, the most important lessons are often learned from the uncertainty in the middle of change, which makes it very meaningful when you look back on it later.

Inspire based on trust

While you know you’re making things better through change, it’s important to bring others along on that journey. Facts and figures have never inspired transformation. If you want to get people on board, you’ll need to tap into their motivations and feelings. Speaking to people’s hearts and minds is what inspires action, and that’s not something you can manufacture or force.

To lead through change, your team needs to trust you. In fact, trust in leadership is more important now than ever. How do you earn that trust? By leading the way not just through your words, but through your actions. This point was recently driven home by Keith Barr, CEO, InterContinental Hotels Group at a recent Audeliss and INvolve panel discussion. He reminded us that others hear what we say, but more importantly, they see what we do.

You don’t need to be the expert

You’ll often need to drive change when you don’t have all the answers. I’ve spent much of my career in this gray area, and I’m actually accustomed to it at this point. For instance, in 2005 I was living and working quite happily in Chicago when I moved to Washington, D.C. to take on an entirely new role leading government travel, when my past experience had been in commercial. I surrounded myself with a team of extraordinary experts who helped us achieve incredible results.

I did the same thing when I relocated from Washington, D.C. to Singapore in 2011 to lead our business across Asia Pacific. When I arrived there, it was following the financial crisis and there was enormous pent-up demand for travel. I was in a new place and a new environment, navigating totally new cultures and circumstances. I quickly put the best people in the right jobs, focusing on local leaders who had deep expertise that I didn’t have. It’s the only way we were able to successfully navigate such a complex and challenging situation and ultimately thrive, driving growth and opportunity for everyone.

Make the hard decisions

As leaders, at some point in our careers we will have to make difficult decisions that make change happen for someone who isn’t choosing it – like addressing underperformance or even letting someone go. It can be even harder when you consider that, in many situations, those people are loyal to the company and work hard; they may just be the wrong person at the wrong time in the wrong role. Although it may not seem like it at the time, you’re likely doing them a favor by creating change for them, helping them move on and opening them up to new possibilities —and perhaps even their dream job.

Whether we initiate it or not, change is a constant in our personal and professional lives – and that’s certainly more true now than ever. In fact, I’m on a new change journey of my own right now, as a special advisor, stepping away from

my former role at the company I love, CWT, and where I’ve spent more than 30 years building a rewarding career with the best colleagues anyone could ask for. As my future unfolds, I simply can’t wait to see what’s next and to step out into what’s possible and new.

Getting Comfortable Being Uncomfortable

When you have the business knowledge, relationships, and expertise to do your job well, it’s easy to get comfortable and resist breaking out of your comfort zone. But to be an effective leader, that’s exactly what you need to do.

Successful leaders have a unique ability to get comfortable being uncomfortable, maintaining a sense of urgency about making a difference. They know what it takes to overcome obstacles and recognize when it’s time to apply their experience and expertise to a new challenge.

This certainly isn’t for the faint of heart. Each time you make a big change in your career, you embrace a significant learning curve. While it can feel uncertain, you also bring incredible knowledge and experience from your past roles that serve you in the new one. I’ve been in that position so many times in my career that I’ve lost count, but I’ve learned that is precisely where the magic happens.

When you choose to embrace a new challenge, you’ll open up a world of possibility for yourself and your teams. You’ll never learn more than when you’re put into a new situation and need to figure things out in real time. You’ll also build meaningful relationships and develop a curiosity that will propel you where you’re meant to go.

How will you know when you’re ready? You probably won’t! Every time I’ve taken on a big new role, my leader saw I was ready before I did. Depending on where you are in your career, also keep in mind that growth isn’t always about a promotion or taking on more responsibility. You may want to try something different, learn new skills, or forge new relationships. Regardless of the specifics, you have an incredible opportunity to seek valuable feedback, challenge the status quo, and go beyond your assigned tasks to provide value.

So, once you’re ready to take on something new, how should you approach it?

Challenge assumptions Capitalize on the new perspective and fresh set of eyes you bring to your new role. Ask hard questions and encourage others to do the same. Create an environment where challenging the norm is both expected and celebrated. But also take time to learn from those around you. As a new leader, this is the time to do more listening than talking as you get up to speed and learn from your team.

Expect the unexpected Let go of your assumptions and get ready to be flexible. It won’t always be easy, but when you embrace uncertainty with an open mind and eagerness, the path forward becomes easier to navigate. This is how you cultivate resilience.

Lead by example As a new leader for your team, demonstrate behaviors that support change, embrace discomfort, and drive ingenuity. From day one, encourage others to speak up and build an inclusive environment where all voices are heard. Be transparent in your own discomfort and show others how to overcome those uncomfortable feelings. Remember: the greatest successes come from the collective efforts of a thoughtful, creative, and inclusive team.

If you lead a team, keep an eye out for team members who may be ready for more, just like you were before you took this new role. The most effective leaders can recognize potential in their people and help foster professional growth in a variety of ways, such as stretch assignments, job shadowing and mentorship, and informal or temporary opportunities.

And if you’re not leading a team but taking on a new role, remember your ability to lead through influence. Some of the greatest leaders I’ve seen in my career are those without formal authority but who know how to bring people along to get things done from where they sit. It’s inspiring and a great reminder that everyone can be a leader if they choose to be.

As I reflect on my career, I realize that getting comfortable being uncomfortable has served me better than almost any other leadership attribute. When I’ve had moments of uncertainty, I’ve relied on my transferrable leadership and fresh perspective to ask questions and make meaningful change. If it’s worked in the past, it’ll work again in the future.

As we all emerge to what will be “new,” getting comfortable with whatever it brings will be a huge advantage for growth, learning and adventure. If you’re like me, you’ll look back 6-12 months after embracing change and be incredibly grateful that you took a chance on yourself, pushed through the uncertainty, and took your career to the next level.