Diversity, Equity and Inclusion (DEI) is all about change. We are trying change individual behaviors and systems that undermine efforts to create inclusive work environments. This transformation isn’t easy. In fact, research by Change Management Guru and Harvard Professor John Kotter tells us that 70% of organizational change efforts fail. This is astonishing. But what are the 30% doing differently? If you want your organization’s DEI efforts to be substantive and stick, there are three critical stages you must go through. No avoidance. No quick fixes. No shortcuts.

Phase One: Unfreezing the Current State

Potential Client: “Can you come and facilitate unconscious bias training with our employees?”

Me: “Ok, let’s discuss it. How do you know your employees need unconscious bias training and how does this fit with your broader DEI Strategy?”

Potential Client: “Well we think it is an important topic. We don’t have a strategy yet, but we wanted to at least get some training started.”

This is a common scenario. Is unconscious bias an important topic? Absolutely! However, facilitating any training without a clear understanding of your current state as it relates to DEI often doesn’t produce the expected result or impact. As a first step you need to conduct an assessment. What is the data telling you about DEI at your organization? How do your employees, especially those who are underrepresented, perceive the organization’s commitment to DEI?

What systems, processes or practices are barriers to the work. After the analysis is complete, create a DEI Vision and Strategic Roadmap that will help unfreeze the current state or status quo. Use the data to obtain buy-in and demonstrate to others, across the organization, why the work is necessary and urgent. How well and consistent you communicate with employees during this stage of the work is critical.

Phase Two: Introduce New DEI Practices

Even the best developed strategy means nothing if not put into action. Stage Two requires successful implementation of the DEI Strategy and new practices. The work should be shared by everyone, not just the CDO or DEI Committee. But before you assign others to join in the work you must empower them with the skills, resources and confidence needed. This includes your passionate DEI Champions and Allies. Passion is good but it doesn’t necessarily translate to competence in this space. It’s also important to keep people motivated by creating and celebrating short-term DEI wins. For example, in the first year of your strategy roll-out you might create Employee Resource Groups (ERGs) or develop an Executive Sponsorship Program for historically excluded groups in your organization and as a result you are able to diversify top leadership. Celebrate and communicate these wins.

Phase Three: Make the DEI Changes Last

Two of the most important questions you should be considering as you go about this work is “How will we measure impact? And how will we sustain our efforts?” There are multiple ways to measure impact. They can include KPIs such as increasing the number of historically excluded people in influential leadership roles or developing a Supplier Diversity Program. The key thing to remember is that every strategy (as part of the Strategic Roadmap created in Phase One) should have a metric and some accountability tied to it. Sustaining the DEI work requires ongoing and consistent leadership engagement and regularly assessing, communicating and celebrating progress. Show people the before versus after impact. Build in accountability and, when necessary, make adjustments to the DEI Strategic Roadmap.

Creating a culture where DEI is a core part of the DNA of the organizational culture takes time. But it’s possible and it’s the only way to authentically and effectively create an inclusive organization where everyone thrives.

To learn more about how we work with organizations to move the DEI work forward, contact us at info@uptonconsultinggroup.com.

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