The Words May Change, The Work Does Not

The origins of diversity, equity, and inclusion (DEI) in the workplace started in the 1960s around the passing of the Civil Rights Act of 1964. With the introduction of systemic equal-employment laws and affirmative-action requirements, workplace diversity training became essential. Fast-forward 60 years, and affirmative action has been challenged by the U.S. Supreme Court for higher education, and there is a perception of DEI backlash.

Rhodes Perry’s Perspective

In an interview with Rhodes Perry, CEO of Rhodes Perry consulting, he said, “We need to put the DEI backlash in perspective. This is a moment. We have been here before. Anti-DEI proponents are just finding new and more sophisticated ways to distract us from being successful. Let’s not concede to the perceived backlash. There are more allies than there are antagonists to DEI. To combat the backlash, the DEI community needs to paint a better picture of what a more inclusive future will look like for all people.”

Minal Bopaiah’s Insights

Rhodes recently interviewed Minal Bopaiah, Brevity & Wit Founder and bestselling author of Equity, on his Imagine Belonging at Work podcast. Minal suggested that DEI practitioners reject the premise of DEI backlash and encouraged us not to engage in harmful language such as “DEI hire” or rhetoric that “DEI is dying,” instead pivoting to what is possible with DEI. She sees DEI being weaponized similarly to the word “gay” being used as a pejorative term in the 1990s. When someone questions the validity of DEI, she suggests responding with “I support DEI” or “What’s wrong with DEI?” instead of defending baseless claims or arguing with the falsehood that DEI is over.

The Words May Change, The Work Does Not

Bopaiah said in a recent post, “I get that words matter. But not more than principles. And too often, DEI enthusiasts and social-justice advocates spend time focusing on a micro-battle instead of the larger war. Companies can add as many letters as they like, but that doesn’t mean they truly understand the principles, goals, expectations, and skills needed for this work.”

What DEI is Really About

Lily Zheng, a DEI thought leader, defines DEI as outcomes, not intentions. Diversity is often a lagging indicator of representation, inclusion is the behavior, and equity is about addressing systemic issues. Rhodes adds, “If you add B to DEI for belonging, that is an emotional outcome. Belonging is the real end outcome of DEI, because we are not getting the best performance from anyone if they do not feel that they belong at the organization.”

Pivoting to the Long Game

Rhodes recommends re-orienting DEI around our truths, pivoting from the sensationalized news headlines to what DEI is really about. Consider these pivots a starting point:

• Start with your organization’s belonging vision (not us vs. them)
• Model peacemaking (it is an opportunity for growth through problem-solving)
• Zoom out (think about why it is critical that DEI exists)
• Co-create with allies and non-allies (everyone has a zone of genius)

Measure Belonging

Based on Rhodes’s research, organizations get the best out of people when everyone feels seen, supported, connected, and valued. Belonging is for everyone, and it cannot happen by “othering” those who do not support DEI yet. There are three metrics that can help organizations measure belonging:

1. Trust: Do people feel supported and trusted to do their best work?
2. Psychological safety: Do people feel safe speaking up about hard truths?
3. Fewer microaggressions: Do people model calling out non-inclusive behavior?

Stop Engaging in Myths and Facts About DEI

Accenture reports that American companies leave $1.05 trillion on the table annually by not having inclusive work cultures. This is driven by the cost of high turnover rates, low productivity, and low employee engagement. Despite these known facts, organizations need to have a strong “what’s in it for me (WIIFM)” to combat anti-DEI proponents. When we engage in myths versus facts about DEI, we usually reinforce the myth while people rarely remember the fact. DEI is about learning the motivators for the business and the team and mapping inclusion to support those outcomes.

Pivot To The Long Game

Rhodes recommends adopting a founder’s mindset for DEI. His team leads end-of-year reflections where they discuss what worked and did not for DEI, and at the beginning of the year, his team asks, “Twelve months from now, what do I need to do to make our DEI vision possible?”

Conclusion

The opportunity for DEI in the workplace is critical. We must create space for everyone to thrive longer-term. At the end of the day, Rhodes says DEI is about “Letting you be you, and me be me, without having to conform. Who wouldn’t want that?”

FAQs

Q: What is the origin of diversity, equity, and inclusion (DEI) in the workplace?
A: The origins of DEI in the workplace started in the 1960s around the passing of the Civil Rights Act of 1964.

Q: What is the perception of DEI backlash?
A: There is a perception of DEI backlash, but Rhodes Perry, CEO of Rhodes Perry consulting, believes that this is a moment and that anti-DEI proponents are just finding new and more sophisticated ways to distract us from being successful.

Q: What is the importance of belonging in DEI?
A: Belonging is the real end outcome of DEI, because we are not getting the best performance from anyone if they do not feel that they belong at the organization.

Q: How can organizations measure belonging?
A: Organizations can measure belonging by using three metrics: trust, psychological safety, and fewer microaggressions.