Listen up! How to navigate the ‘politics’ of DEI policies

Leonie Green asks what we can learn from the recent United States election about diversity, equity and inclusion (DEI) – and how that can inform the implementation of DEI policies within our firms.

In short:

• Deep listening and understanding viewpoints other than your own are keys to successfully implementing DEI strategies.
• Anticipating and addressing any pushback to DEI strategies is crucial to ensure they do not cause unintended negatives for an organisation.
• Make sure all people in the business are clear on where a DEI strategy fits within the business and how it will contribute to its future.

It has been hard to ignore the recent United States election, with all its fanfare and craziness that are the making of easy headlines and clickbait.

It has also been very clear just how little listening seems to be happening between the major players (on both sides) and their supporters. The country is divided. As a society we are getting better and better at shouting (keyboard-warrior style) and increasingly incompetent (it seems) at having respectful conversations that are based on wanting to better understand another person’s viewpoint.

This turn of events makes me think of the sage advice from author Stephen Covey courtesy of his 5^th habit from the best-selling book, 7 Habits of Highly Effective People – Seek first to understand, then to be understood. If only we saw more of this, in politics, in life and in our workplaces.

The importance of listening

As we reflect on the disfunction within US politics, it is also worth noting that deep listening is at the heart of effective diversity, equity and inclusion (DEI) practices. That is, listening to understand viewpoints other than your own. It is not easy, but in essence such listening is the starting point for any effective DEI practices. It enables more effective interventions to address anything that is not meeting the needs of your team, or those who are not yet part of your team but who may be a key part of your future as a firm.

The Deloitte 2024 Global Human Capital Trends report is worth reading if you need some compelling data to support the push for DEI initiatives. The concept of human sustainability is of particular interest in the future trends that Deloitte identifies, as we hopefully move on from the concept of workplace health and safety (a base-level requirement that we come home from work unharmed) and towards a goal of getting the best from our employees (for their benefit, and for the sustainability of our firms).

The notion of sustainability should resonate from a personal and a business perspective, even if it is an arguably overused term these days. Human sustainability, in essence, is the why behind DEI initiatives, or any human capital interventions. The aim is to get the best from your employees – not for their benefit alone (although there is a benefit), but for the benefit of your business as well. To refer again to Covey, it very much aligns with his 4^th habit – it pays to Think win-win.

Stopping the pushback

Felicity Menzies, of Culture Plus Consulting, recently launched her firm’s Global DEI Report 2024. It is an excellent and enlightening read, and rich with ideas for DEI initiatives. It is also interesting to note the sections on the US in terms of pushback on DEI initiatives, given what we have seen during the US election.

As with any changes, which DEI initiatives usually involve, there is an element of change management to consider. It is important to consider what pushback we might get and how we best meet that pushback (or deeper level of concern) so that the initiative is more likely to be effective and the impact is what was intended. Put another way, we need to manage any proposed change to minimise the unintended (negative) consequences and maximise the intended benefits of any initiative.

Again, this requires deep listening. It also requires listening with human understanding, and curiosity. Not judgment. Listening with empathy, and seeking first to understand, then to be understood.

It is also important to consider what diversity, equity and inclusion are ultimately about… and who might feel excluded or left out (this is an ongoing, deep-listening exercise). Much is covered in terms of why we have DEI initiatives, but it is crucial to be inclusive of all our employees and their needs. Yes, it is about equity and creating greater and better opportunity for those who have been less likely to have the opportunities. However, in the interests of human sustainability more generally, a holistic, and inclusive, approach is required for our entire employee group.

There was a fascinating conversation on New York Times columnist Ezra Klein’s podcast recently, under the heading The men – and boys – are not alright. It is well worth listening to; the kind of deep listening that enables us to perhaps see another perspective. For example, what are we doing within our DEI initiatives that are in support of men and their specific needs? What do they need? What might make a difference to their experience of work, and how do we get the best from them?  

In essence, DEI is about thinking about the makeup of your current firm, in all its variety, and then thinking about what your future firm may look like if you are going to make the most of the talent pool available to you. The whole talent pool, in all its variety. It is about balancing needs – through an equity lens – and helping all your employees feel valued and included in the makeup of your firm. It is a tricky balance, and it is not just about a DEI strategy, but rather it is the key connecting piece between any ‘firm strategy’ and its ‘people strategy’.

Consider, for example, where you will find the kind of team members, lawyers and support staff who are your future star employees and leaders. How do you make your firm a compelling prospect for them? What are their needs so that they can turn up to work feeling valued, and giving you their best and most productive selves? What can your current employees tell you that will help inform this?

In essence, do not be the US. Listen deeply. Consider what you might be missing. Ask your employees what would make a difference to them in how they work and getting the best out of them. All your employees! Remembering, of course, that getting the best from your employees means you are getting the best for your firm.

Steps you can take right now

• Know your demographics: In looking at your current firm demographics, what stands out to you? What do you think the demographics will look like in two, five and 10 years? What plans do you need to support this?
• Have a plan: Where does DEI fit within your current business and people strategy or plan? Are your people clear on how they fit into your firm’s future plans? How do they best contribute to your growth and sustainability as a firm?
• Be on brand: How do clients expect or experience DEI when it comes to your firm? Do your firm values highlight this? What does your brand represent in the market? Is this consistent with who you are as a firm, and how you want to be positioned to capture the market for both clients and talent/employees?
• Keep listening: Find as many opportunities as you can to listen to your employees, and to find easy wins (Think win-win) that meet their needs as human beings and result in giving you their discretionary effort.

Leonie Green is the co-founder and director of the Corvus Group, a workplace and legal advisory firm with more than 20 years of senior legal and HR experience working in Australian and international companies. She practised as an employment and industrial relations lawyer for a number of years prior to moving into management roles in industrial relations, shared services and human resources. She can be contacted via email at leonie@corvusga.com.au.