How can you address objections to diversity and inclusion initiatives?

People object to diversity for various reasons, including fear of the unknown, deep-seated biases, or resistance to change. Some may feel threatened by perspectives that challenge their own, leading to discomfort. Lack of exposure or understanding can also contribute to objections. Addressing these concerns involves education, fostering empathy, and emphasizing the positive impacts of diversity on innovation and overall organisational success. It's a process of challenging preconceptions and building a culture that values inclusivity.

Understanding the reasons behind objections to diversity and inclusion initiatives is a crucial first step. In my experiences, I've encountered individuals who may not fully grasp the importance of these initiatives, often due to a lack of personal exposure or lived experiences. Engaging in open dialogue is a valuable opportunity to provide education and offer clarity to those who might not understand why these initiatives are critical, particularly for disadvantaged groups. Ultimately, the goal is to create a space for constructive conversations that promote understanding and highlight the significance of diversity and inclusion initiatives in fostering equality and fairness for all.

Often when rolling out any new initiatives, whether they are around DEI or something else, they can be met with resistance to change. Listening to the persons concerns and objections allows for dialogue and an opportunity to get to the root cause of their fears. Sometimes, just being able to reframe the initiative once you’ve learned what their concerns are about, can help enable faster adoption and acceptance.

It also can be the lack of understanding or the fear of the magnitude of expertise or knowledge that diversity can bring in. Diversity and inclusion initiatives can bring varied perspectives, experiences and know-hows that are limitless…

There are many studies that illustrate the financial and business benefits of diversity, equity, and inclusion and it's important to highlight the numbers. That said, what often works best is to show what's in it for the individual. For example, there are many benefits for majority men when they support and embrace DEI. They too experience improved mental health, more innovation within the team, and better individual performance. It's not a zero-sum game, rather, a win-win.

Diversity and inclusion are not always about race, it's can be about being different and or new to a team. We need to look for the strengths in people and not the differences to fully allow the team and the individuals to succeed.

Involving objectors to participate in the process allows them to shape the outcome. Trying to force someone to get on board will lead to an unmotivated employee. Allowing them to be part of the decision making process empowers them and hopefully builds buy in, which can also help others get on board too if this person is an influencer.

It's possible that the objectors (especially if they're in the majority) are worried about the training creating a sense of shame or feeling bad. It's frustrating when the act of avoiding DEI training serves as "gatekeeping" for making the environment better. However, I'm a big believer in meeting people where they're at. Maybe share an article or two about DEI issues that might actually impact them directly or someone they care about? Empathy and understanding on all sides go a long way!

Role modeling from the top down is critical. If top executives aren't actually implementing the DEI policies they speak about, others simply won't follow. Furthermore, DEI must be tied directly to performance, making it real, and expected, for all managers (especially those who influence hiring, promotion, and other key people decisions). Managers should have DEI goals and scorecards, and they should report against progress to top leaders regularly -- just like other key business intiatives.

As it relates to Workplace Operations, Personnel (Staff) Efficiencies and/or Leadership/Board Governance, I have provided Diversity, Equity and Inclusion (DEI) Advisory and Executive Management focused on expanding and improving the technical structures that allow organizations to share data and ultimately streamline their services to optimize stakeholder Return on Investment (ROI). By taking a strategic independent approach should enable us to have constructive exchanges and encourage every voice be heard in order to emerge as a collective voice for positive change to embrace diversity and inclusion initiatives across all ecosystems.

If someone creates any form of barrier to Equalities & Inclusion - or is perceived to be creating a barrier/obstruction - initiatives there must follow conversation with that person about their Values & Beliefs and how they resonate with the Mission, Vision & Values of the organisation? It is for the leaders of the organisation - not managers - to have that frank discussion with a view to understanding how they got that recruitment decision so wrong?

Getting objectors bought-in (through the various methods outlined in the steps above) is one of the most impactful contributors to a successful DEI strategy, and often leads to generating powerful allies - it’s worth investing as much time and effort as possible to make this happen!