Executives and board directors like you are being asked to ensure your workforce is diverse, that all employees have an experience that makes them want to stay, and that you have the talent needed for your business to survive the myriad challenges on the horizon. You want to satisfy a variety of stakeholders but it can seem like you are dammed if you do and dammed if you don’t!  And you definitely don’t want your company to become a Great Resignation statistic.

One thing seems clear; there is a gap between your intentions and efforts and employees’ expectations. 

A recent Fortune 500 survey of CEOs^[1] showed that 72% thought they had been too involved in “social” issues and needed to pull back. We can infer that only 28% of those CEOs are likely to be proactive on these issues. Yet, an almost contemporaneous Edelman poll^[2] of a broader cross-section of Americans shows that 82% want CEOs to do more in response to systemic racism and racial injustice. Furthermore, only 18% of respondents to this same Edelman poll trust their head of diversity, equity, and inclusion (DE&I) to tell the truth about racism in their own organizations

You care about all employees and want to understand “diversity and inclusion” ideas more deeply.

• Although you’ve tried some new “diversity and inclusion” things in the last few years … nothing seems to stick.
• Some of your leaders say focus less on “social justice issues.” You’re getting lots of conflicting advice from well-intentioned colleagues.
• HR is taking the lead but the training your company has done has made little difference. The board directors want action … they want … better.

Sounds like YOU need to lead the conversation. But, what would you say? Does “diversity and inclusion” even belong on your plate?

To get meaningful DE&I outcomes you must (1) set the tone and vision for this work from the top of the organization, (2) be willing to make courageous decisions, even if your colleagues do not agree, and (3) establish the behavioral expectations and accountability to ensure the inclusion needle consistently moves in the only acceptable direction – forward!

I had you in mind when I wrote, Leading Inclusion: Drive Change Your Employees Can See and Feel. My guidance is based on a unique mix of psychological science, lessons of experience from 20+ years of advising corporate executives, and seeking my own career fulfillment in corporate America.

I am the confidential advisor with a handy guidebook who can help you cut through to what really matters. I advise and coach business and DE&I leaders who want to set the standard for building the inclusive work environments all employees deserve.

^[1] Alan Murray and Fortune Editors. Fortune 500 CEO survey: The leaders of America’s biggest companies are bracing for a recession. https://fortune.com/2022/05/24/fortune-500-ceo-survey-recession-inflation-labor-shortage-speak-out-political-issues-climate-change/ (Survey conducted May 2 to 16, 2022)

^[2] Edelman. 2022 Trust Barometer Special Report: Business and Racial Justice in America. https://www.edelman.com/trust/2022-trust-barometer/special-report-business-and-racial-justice. (Survey conducted April 19 to April 25, 2022).