Our recent “Safe Space: DEIB – what now?” event was an opportunity for HR & DEIB leaders to explore the shifting context of the work of inclusion, diversity and equity and the impact for them and their organisations.
This is the second of two blogs summarising the themes emerging from that conversation. The first blog shared what we heard about the response from organisations. This blog focuses on what we heard from the people, the HR & DEIB leaders themselves, about their personal responses.
Shifting context for inclusion
Social and political changes around the world are creating uncertainty for HR and DEIB professionals. Largely, this uncertainty is driven by US President Donald Trump’s executive orders focused on ending DEI initiatives . However, the voices of influential global business leaders are also having an impact on the perception of this work.
For the large part, individuals came to our Safe Space event to learn more about how other organisations were responding to the changing context for inclusion. But what also emerged was a more personal reflection about how these changes were impacting them as individuals and how they were managing that for themselves.
Emotional times
Our conversation started with an acknowledgment that the shifting context of the work of inclusion and equity was having an impact on each person in the room. Regardless of their remit or their seniority, the shifting context meant something to them personally.
When asked to describe how they were feeling, people responded with words such as frustration, apprehension and anger. One said that they are feeling less confident about their approach now. Another said simply “my jaw hits the floor every time I hear the news”.
And, some were using that emotion as motivation to action. One person said that they hadn’t felt like this in years, but they were so angry about the rhetoric on inclusion, that they wanted to get on the front foot and act. Another said that they were determined to reframe the challenge and keep an open mind about what this could become. And one more described the context like rapids in a river, and themselves as feeling strong as they navigate the white waters.
Guiding principles for inclusion
In advance of the Safe space event, we asked people what they wanted to achieve. One response was that they wanted to walk away with “hope and resolution to continue”. So, we encouraged the group to connect with the wider purpose of their work. We asked them what value or principle guided them.
For some, it was their organisational values that provided their guide. Values such as belonging, inclusion and authenticity gave them hope and a way forward.
For others, there was power in reminding themselves what they were here to do. One leader summarised “our role is to provide equity of opportunity”. Another said “giving everyone a fair chance to succeed while they are with us – that’s what’s within our control”. A third described it as “creating access for all and enabling everyone to reach their potential”. However they phrased it, many agreed that it was important to maintain a clear sense of purpose and intention, so as not to become overwhelmed.
And for others the key was to connect to the wider truths of their work. One leader said:
“the DEI acronym is open to very wide interpretation and has recently become very political. I am now using the words in full. It is much harder to object to principles such as inclusion or equity for everyone”.
Continue to be upstanders
As the call came to a close, we asked everyone to reflect on what they were taking away from the conversation. The key theme was around action. One leader described the intent for their team:
“continue to be upstanders not bystanders”
There was an acknowledgement that the slow and steady work of inclusion doesn’t sell newspaper headlines. But just because it isn’t showing up on a LinkedIn feed or in the daily news summaries, that doesn’t mean that the work isn’t happening.
It was helpful to everyone in the room to be reminded that the work is being done, even if we can’t see it. Comments were made about the dangers of clickbait news and social media, and one leader shared their goal to “be intentional re what voices I’m listening to, who I’m connecting with and what stimulus I am paying attention to”.
Collective rebellion
Finally, there was a call for community and connection. The individuals at the event expressed their gratitude for the meaningful connections that they had made. We talked about the power of ‘collective rebellion’ – of each contributing to a wider goal by continuing to make steps towards the goals of inclusion, diversity and equity within the four walls of our own organisations.
There was also an acknowledgement that the work is hard. People described the steps they were taking to look after their own mental health. They acknowledged the psychological flexibility that it takes to make space for the emotions described above, stay present and aware of the challenges arising, and continue to take action towards what is important.
Perhaps the best summary of the call was simply:
“we have to maintain an intrinsic belief that the work we’re doing matters and there are others for whom it matters as well”.
What next?
As you consider your own personal response to the shifting context of DEI, ask yourself:
- Even with the strong emotions that you might be feeling, how can your values help you navigate a way forward?
- Would it help you to become more psychologically flexible and better equipped to stay on your firm ground as you act for inclusion?
And click here to read our first blog in this series, sharing responses at the organisational level.
