DIVERSITY & INCLUSION Are You Ensuring the Financial Sustainability of Your Brand and Company? by Mona Ameli, CEO, Ameli Global Partnerships
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he recent anti-racism movement has brought about not only the need but a true urgency for us all, as individuals, leaders, and industry drivers to learn more and embrace the often uncomfortable and tough issues of race and inclusive diversity. In fact, these have a direct impact not only on how we show up as leaders, but also on the strength of our companies’ financial bottom lines. From Diversity to Inclusion While many have been using the buzzword of diversity as either an added value to their company’s mission, as a new HR recruiting approach, or as an additional requirement for their Board member’s nomination, for most the crucial distinction between diversity and inclusion is still missing. Diversity is focused on creating a wider representation of people and backgrounds. These can be by race, gender, age, education, or sexual orientation—to name a few of the forty-two dimensions of diversity in the workplace. DIVERSITY: Focusing on creating a wider representation of people and backgrounds. INCLUSION: Integrating, including, and leveraging the differences of a diverse workforce to create real added value.
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But creating diversity does not imply that you are integrating, including, and leveraging these differences to create real added value. That is inclusion. While the first step towards creating inclusion is to recognize and understand the need to bring in diversity, without inclusion these efforts will not be productive or sustainable. Creating an environment that allows all stakeholders—employees, the field, customers, and vendors—to feel valued, respected, accepted, and encouraged to fully participate is the only way to have an inclusive culture that can foster the sense of belonging. This then leads to more innovation, trust, teamwork, and higher productivity that, in turn, generates a higher financial performance. So make sure that your organization’s end goal is not just diversity but creating an inclusive culture. From “Checking a Box” to “Cultural Transformation” The short-sighted approach of diversity as a “check box” provides to many the immediate “relief” of having accomplished their part. It is true that adding an African-American to your Board of Directors, committing to hire more C-suite women of color, or hiring a Chief Diversity Officer are indeed great first steps. But let’s be clear in managing the expectations that one could get from these initial actions: You are broadening the representation in your team, but are you letting them play in the game?
