Character develops over a lifetime; individuals can enhance it through deliberate practice. Character’s focus on who the individual is involves constant examination of how the person can overcome situational forces and navigate the complexities of DEI (diversity, equity, and inclusion). With this said, developing strength of character enables individuals to learn in ways that challenge, rather than maintain, the status quo. The questions in this Advisor are a tool for self-reflection, serving as a starting point for inspiration and a guide to activate transcendence and drive in the practice of DEI.
Am I Equipped with Transcendence That Provides a Sense of Purpose in Leading DEI Efforts?
DEI has evolved from “nice to have” to a mission-critical component ensuring an organization’s progress and competitiveness in the global market. Diageo, a global leader in beverage alcohol, developed a motto to promote a message of valuing everyone, irrespective of background, religion, sexuality, or ethnicity: “Celebrating life, every day, everywhere and for everyone.”
A command-and-control approach to diversity that boils expected behaviors down to dos and don’ts can create a “checkbox” culture that doesn’t support the achievement of diversity outcomes. Leaders with transcendence have a deep sense of purpose and link DEI efforts to specific organizational mission, values, and goals to enact change. For example, in 2019, Meta announced the goal of increasing the number of its US-based leaders who are people of color by 30%. In 2021, the company reported that in just one year, it achieved a 38.2% increase in Black leaders.
Do I Have the Drive to Lead DEI Through Meaningful Action?
Representation of minority groups is important, and their treatment once they enter organizations is equally so. It’s imperative to address processes like performance management, which can disadvantage the way minority employees progress within organizations.
Research shows a far-reaching tendency in organizations to evaluate the performance of minority ethnic employees much lower than that of white colleagues. Because performance management underpins most other career-progression decisions, it can be seen as the root cause of much of the disadvantage that minority ethnic employees experience. The Jeffersonian idea of “the cream rises to the top” (also known as meritocracy) is ironic because the color of the “cream” that usually “rises” is white.
Addressing persistent gaps and increasing representation of all women in leadership positions require systematic approaches and bold actions. Leaders with drive have a wellspring of energy to achieve excellence in leading their organization’s DEI agenda. They challenge inaction and make the advancement of all women a top business priority. GSK, a global pharmaceutical company with a woman at its helm, delivers new inclusion training on an annual basis with specific content aimed at recognizing and acting on discriminatory behaviors.
[For more from the authors on this topic, see: “Infusing Leader Character into Workplace DEI Practices.”]
