The social ills that plague our country and world are alive and well within our organizations. Contrary to what some would like to believe, people’s preconceptions come with them to work.  In fact, almost 30 years after the Department of Labor published The Glass Ceiling Initiative, organizations are grappling with hiring, promoting and retaining minorities & women at management, senior and executive levels. Ironically, during that same 30 years we experienced immense advances in technology.  Socially, we continue to struggle with issues related to sexism, racism, just about everything that makes us different.  The organization impact is so profound that women and minorities are virtually invisible beyond management levels. Making the glass ceiling more like cement.

Conscious and unconscious bias affects quality decision-making. A leader making people decisions related to: hiring, developing, retaining, promoting, compensating, engaging… talent are influenced by their preconceptions whether they are aware of them or not. Can this be overcome? Absolutely, with self-awareness and self-imposed accountability practices. As well, we must emulate the same determination used to tackle other critical initiatives. Unfortunately, what currently exists is a diversity and inclusion narrative that reads like the definition of insanity: repeatedly doing the same things and expecting a different result.

There are a myriad of reasons for the lack of sustainable progress related to diversity and inclusion. Noted below are “13”. I believe that at the core of this failure are two human conditions: scarcity mentality and ego. But that’s not the point of this discussion. This discussion is to call attention to the opportunities that continue to exist because of leadership and talent management deficiencies.  My hope is that a little self-reflection will inspire the kind of action that creates meaningful results.

1. Diversity & Inclusion is viewed as a compliance initiative versus a critical aspect of business strategy.
2. Board & C-Suite Members with limited exposure and relationships beyond people who look, think, and live like themselves. These constituents are unable to appropriately challenge & guide due to their own biases and inexperience.
3. Executive sponsors and leaders lack the skill and emotional fortitude required to coach and confront counter-culture behaviors like exclusion, bias & discrimination.
4. Leaders are consistently rewarded for valuing group think versus radical candor where diversity in thinking & innovation thrive.
5. Organization systems are stuck on win/loose versus win/win employee practices.
6. Talent management & development systems lack the discipline & rigor required to be effective.
7. Talent assessment tools & processes quietly enable bias in the name of “fit”.
8. Ill-conceived talent acquisition efforts that consistently target the same segments of a talent population under the misguided notion that they’ve tapped into the best talent in the market.
9. Unrelatable and poorly skilled managers who miss opportunities to connect and influence engagement, appreciation & trust.
10. Technical experts elevated to leader roles with underdeveloped emotional intelligence.
11. Job assignments requiring relocations to communities that are not welcoming to minorities (and others) or have underdeveloped networks and support systems.
12. Organization cultures with value systems deeply rooted in exclusivity.
13. Diversity & Inclusion initiatives aren’t a component of compensation and incentive targets.

McKinsey & Company’s 2020 Diversity Wins: How inclusion matters shows  that the business case continues to be robust and the relationship between diversity on executive teams and the likelihood of financial outperformance has strengthened over time. Diversity winners are adopting systematic, business-led approaches to inclusion and diversity.  Being able to leverage diverse perspectives are the only means of solving complex and challenging organizational issues. It is incomprehensible that during a time when the world is so technically connected that homogenous Boards, Executive and Management Teams is the norm. It’s an affront to every employee, investor and stakeholder that any organization could boast to be forward thinking, industry leaders, or even poised for growth. Yet there are no formal plans for developing successors; leaders aren’t held accountable for developing, leveraging & retaining talent; and there are huge gender, ethnic and other representation gaps in the talent pipeline.

We are responsible for positioning our organizations to perpetually thrive. When we get it right, a strategic focus on diversity and inclusion enables successful outcomes related to organization capability as well as, talent development and retention. Let’s get off of this roller coaster and get bold about creating long-lasting inclusive cultures. We must establish talent rich inclusive organizations with sustainable business models that win.

Process is essential to keeping diversity and inclusion strategies on purpose:  PLAN, DO, CHECK, ACT.

Check out our Success Partner-Coach Program©. It’s a proven process that operationalizes your  talent development & retention goals.