Today, nearly every organization will say that Diversity, Equity, and Inclusion in the workplace is a priority. Yet, according to a survey of 113 HR leaders done by April Gartner, 88% feel that their organization has not been effective at increasing diverse representation. One reason for this ineffectiveness is not only a lack of diverse representation in leadership but also a lack of conscious effort to effectively prepare underrepresented talent for leadership roles.
This month, Shelley R. Smith, Partner, Chief of Diversity, Equity & Inclusion, Archer & Greiner, P.C., breaks down some of the barriers that prevent an equal opportunity for advancement for underrepresented talent in the workplace, illuminates the organizational benefits of having leadership from underrepresented communities, and shares steps current leaders can take to better prepare underrepresented talent for a future role in leadership.
Barriers and biases, whether knowingly or unknowingly, are present in organizational systems and processes that prevent underrepresented talent from advancing in the workplace.
For Smith, “the most glaring examples arise from the failure of senior executives and managers to be intentional in mentoring employees from underrepresented groups and in providing access to the kinds of professional development opportunities that are routinely offered to others automatically.”
Whether the opportunity is a casual invitation to accompany someone to a cocktail party or a client introduction by happenstance, Smith contends that “employees from underrepresented groups are too infrequently excluded from them simply because no one thinks to include them, and leaders then fail to connect the disparities in professional growth to the absence of such opportunities.”
To Smith’s point, talking about diverse leadership alone will not make any difference; there must be a persistent showcasing of investment in the success of underrepresented talent by current leaders to not only their peer leaders but also to employees from underrepresented groups.
Smith goes on to say that “integral to this consistency is the recognition that time devoted to these efforts is, like any other more formal training of employees, an investment in the success of the organization rather than a drag on its profits or operations. Leaders must talk about these efforts as an investment, and this perspective must be reinforced consistently across all levels of leadership within the organization.”
The greater the representation in one’s organization, the higher the likelihood of outperformance.
According to McKinsey & Company’s 2019 analysis of the benefits of diversity in executive teams, there is a 48% difference in outperformance likelihood between companies with at least 30 % women executives and those with less than 10%. When it comes to ethnicity and culture, companies with the most culturally diverse leadership teams outperformed those with the least by 36% in profitability.
Smith believes that it is “almost axiomatic that organizations are better served by the diversity of personality, experience, and strategic thinking that members of underrepresented groups bring to leadership. “
She goes on to articulate that “in a society whose business and professional institutions have largely been dominated by white men, and whose societal norms have derived from examples set by those institutions, underrepresented talent – who have absorbed not only the dominant culture but that of their own communities, as well – can bring a fresh perspective to problem-solving, distinct leadership styles, and freshly critical examination of existing business practices that can push organizations to more expansive thinking about all aspects of their operations.”
“The absence of conscious and deliberate mentorship can be the difference between success and failure, as it has been for anyone who has achieved a level of professional success.”
Smith challenges current leaders to make an intentional, deliberate effort to invest in underrepresented talent by explicitly identifying and preparing them for leadership roles by taking such steps as:
- Demystifying organizational leadership by exposing underrepresented talent to executives and senior leaders with major operational responsibility for the organization;
- Including underrepresented talent in significant meetings, either department- or organization-wide, at which major organizational decisions are made;
- Assigning to underrepresented talent progressively increasing responsibility for completing and reporting on elements of major business decisions;
- Designating underrepresented talent to lead teams of progressively increasing size and responsibility;
- Establishing mentorship frameworks that will support the career development of underrepresented talent, including the sponsorship of underrepresented talent for positions of leadership.
- Creating an environment in which employees from underrepresented groups feel empowered to take ownership of their progress by asking for additional training, resources, and work assignments or experiences that will enhance their professional growth.
Ultimately, Smith believes that “collectively, these measures will convey that underrepresented employees are expected to succeed, that they will not be penalized for demanding more support, and that their success is integral to the organization’s future.”
As the Chamber continues our longstanding commitment to the fight for equality, we’re highlighting ways our business community can meaningfully increase diversity, equity, and inclusion to bring about lasting change in the workplace.
Through our Diversity, Equity, and Inclusion (DEI) initiative, we work to drive economic competitiveness, highlight diverse employee populations, and promote inclusive growth throughout our region.
Upcoming Event
Empowering Middle Management: Unlocking the Key to DEI Success
Wednesday, January 25, 2023 | 10:00 AM – 11:00 AM |Hybrid
