Progress has come in many forms over the past year. For instance, we are finally reaching a moment where organizations are placing a greater emphasis on diversity and inclusion. There is a persistent shift in prominent organizations to create distinctive cultures that embrace and adopt pro-diversity policies and practices.

Yet even with those who are making great strides in diversity hiring, there is slow progress in building meaningful impact around equity and inclusion. As we examine research from groups like McKinsey, BCG, and HBR, it’s clear; bold action is still required.

Look closely at those fully committed to D&I—the numbers show dramatic improvement in financial performance and value creation when diversity is represented in top leadership ranks and across the employee population. We can also see consistent improvement in innovation and growth areas when examining organizations that place greater importance on diversity and inclusion.

There is increasing pressure from Boards, shareholders, and customers to prioritize and improve diversity efforts and publicize results, creating greater shareholder value. Additionally, employees are demanding companies do more about diversity and inclusion as they decide where they invest their time and talent and commit to visible brands.

So, what can organizations do to advance not only diversity but equity and inclusion as well? Let’s begin by providing clarity on definitions first.

Diversity Versus Inclusion

Diversity and inclusion connect and rely on one another. However, they are distinctly unique regarding the action organizations must take to achieve a favorable culture.

Diversity is best described as the characteristics and traits which make an individual unique. Those things that represent who we are, such as gender, race, age, ethnicity, sexual orientation, disability, and religious beliefs, refer to those things that make us unique.

Inclusion allows bringing together these unique characteristics so they can thrive in the same culture harmoniously. It’s how we are welcomed and valued as we engage and work together—in the organization, on teams, within an office location, in meetings, and so on.

Diversity has become a priority of most organizations in terms of hiring practices and the metrics they report. But realistically, these diverse hires won’t succeed if the environment they live within cannot support their differences.

The narrower focus is why many companies fail at D&I efforts. A nurturing culture will embrace the diverse perspectives and needs of the employee base and build structures, policies, and environments to lift and advance diversity and equity. True inclusion requires every individual’s contribution to be recognized and valued and the opportunity for equal advancement to be the norm.

Diversity, Equity, and Inclusion Best Practices

1.   Start by Leading with Empathy and Compassion

As leaders who’ve moved up the ranks and experienced much throughout our careers, we become desensitized to far too many things. We find ourselves racing, making decisions on the fly, and taking care of valued customers while growing the business. The implications of constant demands and stresses can undermine our capacity to extend empathy and compassion for others. We quickly lose sight of what it was like when we were just starting and forget those times we might have been left out, passed over, or disregarded.

This oversight isn’t on purpose, of course, but often a byproduct of the many hurdles that come of leadership. Yet, the very businesses we are fighting to build and care for receive the brunt of negative results if we can’t instill a fresh perspective on the individuals we are entrusting to develop our companies day-to-day.

Creating the right culture for true diversity, equity, and inclusion requires a leader who is empathetic to the uniqueness of every employee. Leaders who can listen and communicate with care and understanding will drive greater loyalty and buy-in to the company vision. Good leaders have learned how to galvanize and unite diverse voices and thinkers and regularly engage them for insights and action.

2.   Instill a Sense of Belonging and Foster Connections

Connecting with others and feeling a sense of belonging is a basic human need, without which we can flail in isolation and lose our sense of purpose. If there’s anything the past year of social distancing has taught us, it’s that we need those human connections.

Finding others in the workplace who make us feel comfortable being who we are, asking us to the table for important meetings and projects, and supporting our idea sharing is essential to successful inclusion. While Zoom calls are a great way to stay connected, there is still a huge part of natural connections absent from our virtual meetings. It’s harder to have side conversations or pick up on those verbal queues that helped us connect on a more human level. Now imagine that lack of connection permanently inside your organization.

So how can we create a greater sense of belonging, for those working remotely, in the hybrid model, or returning to the office full time?

It’s not a one-size-fits-all approach to culture creation. There needs to be a willingness to try various things out, asking others to share their ideas and strategies, and getting input and feedback from across the organization on what works and what doesn’t.

It can start with finding the right managers or team members who best display inclusive behaviors and pairing them with a diverse team on a highly visible project. Build on this idea with more social aspects within the company and encourage cross-collaboration and shared experiences. Taking employees to lunch that don’t typically interact with one another is a wonderful way to introduce diversity and engagement. Frame the meal with targeted questions that can stimulate conversation and provide learning opportunities for everyone.

3.   Address the Entire Employee Experience

As new employees join the organization, what are they experiencing at every engagement? Start with reviewing the recruiting process and hiring managers, look at websites and social media, and extend to experienced employees up for promotions. What is every touchpoint like for the individual? How different is it across diverse groups? Is unconscious bias on display? What are the pay ranges for each of these folks? Do they seem fair for similar jobs and experience?

I guarantee you’ll be surprised by the variety of experiences every employee has encountered as they’ve engaged with your business. Sometimes it’s excellent, but often it is not. If there is language in a job description or on your website that does not support the diversity and inclusion behaviors you espouse, not only are you potentially losing a great new hire, but you’re likely damaging your brand.

Pay attention to these details and place yourself in the shoes of a diverse candidate. What messages is your business potentially sending to that dream candidate?

4.   Shed the Idea of “Fit” From the Equation

For years we’ve all heard the idea that someone just wasn’t the “right fit” for a role or a promotion. That often meant they didn’t look like everyone else, they didn’t think like everyone else, they weren’t brought up the same, didn’t go to the same schools, and so on. Well, guess what? They also took their amazing ideas and innovations to another employer and flourished.

The idea of “fit” is a tricky concept. While it may be helpful if we genuinely feel that fit means diverse thinking, intelligence, willingness to collaborate, or being a great leader, it can hinder us if we’re not careful in how others interpret that word.

If building an inclusive work environment is in the early stages of your culture shift, perhaps omit this from the language you use, look for diversity first, establish an open environment, and then see what definition fit may assume later.

5.   Insist on Equal Opportunities for All

Equal opportunities mean everyone has access to the same level of resources, tools, learning, leadership, feedback, and more. It means a small number of individuals aren’t always the same people getting selected for special projects or promotions. Assumptions are often placed on those lucky individuals—that they somehow deserve it more or just understand things better than others. But without access to similar opportunities, others will never display that same capability level because they aren’t given a chance to prove themselves.

Inclusion means we open the door to everyone and equally provide the necessary resources and environment to succeed. If someone underperforms from there, it becomes something they must contend with if they want another chance. But equal opportunity must first be present.

6.   Seek Out Change Agents Beyond Top Leadership

Building an inclusive culture won’t occur with a top-down approach. This is how to instill compliance, not how to change behavior. Like the company vision, every employee must understand what inclusive culture means, their role in building it, and how everyone can work across the organization to further the commitment.

This is where carefully placed change agents can have a significant impact. They can help identify the differences in the employee base and how those differences are essential to the future culture. They can proactively seek opportunities for culture shifts, communicate the right messages, and lead by example so that others feel comfortable doing the same.

Look for those individuals who have the fortitude and strength of character to model this behavior for the long term.

7.   Understand that One-Off Training is Not the Answer

Assuming someone in HR can change the culture by conducting a one-day seminar or brown bag lunch on diversity and inclusion is a waste of time and money. Yes, it can offer a good opportunity to educate employees on what it is and perhaps open discussions. But it’s not going to change behaviors or the culture.

Like our change agents, individuals need to identify critical moments and essential behavior adjustments to build long-lasting inclusive habits. This may require having open conversations and increasing tension levels to start, but that is a normal response when changing poor behavior. As discussions and actions become normalized, understanding occurs, new habits form, and ideas and beliefs shift.

Skip the one-off training and encourage habitual change.

8.   Share Differing Voices Through Stories

Finally, everyone must see and hear from similar people, so they don’t feel they are the only ones out there. Elevating diversity in voices through storytelling is an essential tool in nurturing a culture rich with ideas yet bold in individuality.

Establish mechanisms to capture these stories. Verbalize your interest in the sharing of them and ensure they feel welcome and comfortable in the telling. Ensure all employees see the power in the story, how the difference made it meaningful, and encourage an open and inclusive setting for future sharing.

So, is your organization taking bold steps to build a diverse, equal, and inclusive culture? What actions are being taken? We’d love to hear from you on what’s working or what might not be.

Additional Reading: Leaders Can Accelerate Gender Parity