People need new ways to think about and talk about diversity. Leaders need new skills to enable equity and inclusion in the workplace. And organizations need scalable ways to ensure that their equity, diversity, and inclusion initiatives avoid common mistakes and are solid and sustainable.

At CCL, we use our proprietary REAL framework to help companies understand the dynamics of equity, diversity, and inclusion (EDI) in their organization and context — and identify specific actions to take to help them drive desired progress.

REAL™: A Framework for Action on Equity, Diversity & Inclusion

Specifically, CCL believes implementing the REAL framework is a 4-step process:

1. Reveal relevant opportunities. The first step is about discovery —  not setting an agenda or duplicating diversity initiatives that seemed effective in other organizations. It involves gaining awareness of the types of diversity within and across groups, and the context in which equity, diversity, and inclusion plays out for individuals, teams, and the organization as a whole.

In order to set a direction, create alignment, and generate commitment to EDI, top organizational leaders take the first steps: articulate their individual and collective perspective, identity, values, and culture; consider how experiences of power and privilege may affect their approach and effectiveness  —  and that of others; and evaluate how dynamics of equity, diversity, and inclusion affect their marketplace and their business strategy.

By exploring their specific context, senior leaders can engage others in the organization to identify the most relevant opportunities for change and then select 2-3 strategic actions that will drive desired results

2. Elevate. At CCL, we place equity before diversity and inclusion for a reason. Without equity, efforts to promote diversity and inclusion may be laudable but are not sustainable. To enact equity is to provide all people with fair opportunities to attain their full potential. To make progress, senior leaders acknowledge societal inequities and recognize that, unintentionally, their organization isn’t a level playing field.

People enter the world of work and advance through their careers with unevenness of advantage, opportunity, privilege, and power — so what is “fair opportunity” is not the same for everyone. When organizational leaders express their motivation, as well as barriers, for countering inequity, set clear goals toward greater equity, and take action, they signal a commitment that becomes the foundation of the organization’s diversity and inclusion efforts.

3. Activate.  Diversity is the collective of differences and similarities that includes individual and organizational characteristics, values, beliefs, experiences, backgrounds, and behaviors. Activating that diversity is a process that involves recognizing and engaging differences within the employee and customer base. It equips managers and teams to explore the impact of diversity on perspectives, assumptions, and approaches and identify ways to enhance the contribution of all. And, it includes defining expectations or metrics and setting clear goals.

4. Lead. Inclusion requires active, intentional, and ongoing efforts to promote the full participation and sense of belonging of every employee, customer, and strategic partner. It involves policies and practices, but also the ability to envision and enact new ways of leading.

Across levels and functions, leaders need to learn what is now required, interpreting inclusive leadership for their various groups or for different roles. They also need tools and support as they improve their ability to identify and mitigate bias, respect differences, build empathetic relationships, manage conflict, and bring out the best in others.

Emerging Leadership Trends Report

5 Powerful Ways to Take Real Action on Equity, Diversity & Inclusion

Here are 5 powerful ways some of our clients are taking REAL action to infuse their leadership and culture with the mindset, skillset, and toolset needed to build greater equity, diversity, and inclusion:

1. Change the conversation. The inability to have meaningful conversations contributes significantly to the unproductive relationships that can sometimes develop across diversity divides. To work with those whose background and perspective is vastly different, or whose role or leadership style is at odds, people at every organizational level need to have effective conversations.

Foster direct conversations about equity, diversity, and inclusion to break down silos and communication barriers. CCL’s Better Conversations Every DayTM  program, for example, teaches leaders of all levels and roles in the organization to do 4 things to hold a coaching conversation: Better culture starts with better conversations, so by improving the quality of everyday conversations, you’ll develop a culture of increased openness, respect of differences, and understanding — which fuels better collaboration, innovation, and effectiveness.

2. Map network connections across boundaries. Network analysis is one powerful tool to help people understand how they are inadvertently creating inequity or preventing the inclusion of diverse people and perspectives. Take a network perspective by conducting a network analysis, beginning with customized surveys or data collection through other mechanisms such as email traffic that are then used to map patterns of relationship and interactions that are often hidden.

The results typically reveal over-reliance of a few people or groups as well as those who are isolated or who have valuable or relevant expertise, perspective, or connections that are underutilized. Adding an EDI perspective, leaders can see how unintentional bias is built into their networks and the way that creates limitations for them and their teams. Using this information, they can identify additional people or groups they are not accessing, set goals to diversify their network, and take steps to engage others across boundaries.

3. Boost coaching, mentoring, and sponsoring. Often due to unconscious bias or systems of power in organizations, people who are not “like” their manager or the organization’s dominant leader type don’t have equitable access to the leaders who can steer them toward valuable experiences and support them though the inevitable challenges. As a result, they see their career progress stall.

Organizations can counter this subtle bias by implementing a coaching culture and developing coaching skills of their employees, and by creating a network of champions to enable the development, contributions, and career growth of all employees. Managers can ensure all their direct reports are heard, given feedback, provided support, and offered opportunities. Mentors can provide guidance, feedback, and support, whether around a specific need or for ongoing development. Sponsors can be effective advocates who actively work to advance the career of their “sponsoree.”

4. Analyze talent practices. Talent processes reflect and create norms and can be levers for systemwide change. Review systems and practices related to recruiting, hiring, and promoting talent. Audit compensation data. Examine employee development practices, asking tough questions about access to needed assessment, challenge, and support: Who has access to on-the-job learning and key assignments? Who is tapped for training or leadership experiences? Who is receiving coaching, mentoring, and sponsorship? What assumptions are being made about individuals’ current capability and future potential? Are different standards applied to some people or groups?

Organizations should also help managers and teams evaluate the practices and policies that create the structures for how work gets done and shape the employee experience  —  and look for ways that unconscious bias creeps in. Scheduling, opportunities for networking, social norms, flexible work arrangements are some potential areas for rethinking and improvement. Increasing flexibility will almost certainly boost productivity, too.

5. Go deeper on identity. The concept of social identity can help people understand similarities and differences and their impact on the workplace. Social identity comprises the parts of a person’s identity that come from belonging to groups, including (but not limited to) age, ethnicity, race, religion, gender, sexual orientation, nationality, education, physical ability, and socioeconomic status. It fuels our distinct perspective and unique value, and often defines sources of power and privilege. Much of inequity is driven by long-established structures, unconscious assumptions, and experiences tied to social identity.

Through communication, training, and conversation, people can learn to recognize how their own social identity subtly influences the way they interact with others or the biases they unconsciously hold. They can also learn and consider how the dynamics of social identity may be shaping others’ experiences. By defining diversity through social identity, all employees have a way to put themselves into a discussion of equity, diversity, and inclusion.

Many companies are looking for new, more effective ways to attract, retain, engage, and enable a diverse workforce. By identifying a few key actions based on their context and needs, organizational leaders can fast-forward positive EDI outcomes and begin to fully see, appreciate, and engage all their talent. 

We can partner with you to create leadership solutions to shift mindsets, behaviors, and practices towards more equitable, diverse, and inclusive teams and organizations. Learn more about our customized EDI solutions at www.ccl.org/edi.

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