Dr. Shirley Davis - Diversity, Equity & Inclusion For Dummies

I know what they say about making assumptions, but for the sake of this book I did make a few of them so that I could best serve your needs. I assumed the following:

You’re working at an organization in a manager or leader role.

You recognize that the world of work is changing demographically, and you want to better understand it.

You have little or no knowledge and experience in leading DEI initiatives and want to pick up the fundamentals.

You may have reservations and discomfort about DEI. You may even wonder why it’s getting so much focus.

You want to develop into a more effective and inclusive leader.

Throughout this book, you find icons that help you pick up what I’m laying down. Here’s a rundown of what they mean:

This icon alerts you to helpful hints. Tips can help you save time and avoid frustration before, during, and after your transition out of the military.

This icon reminds you of important information you should read carefully.

This icon flags actions and ideas that may cause you problems. Often, warnings accompany common mistakes or misconceptions people have about the transition process.

This book contains lots of ideas, strategies, checklists, tools, resources, references, best practices, and other sources that give you more than enough to work with. But there’s more! It includes an online Cheat Sheet that provides guidance and tips for spotting and dealing with common DEI barriers, a list of questions to test your cultural competence, and ways to help employee resource groups (ERGs) success so that they can, in turn, help aid your DEI efforts. To access this handy Cheat Sheet, go to dummies.com and type Diversity, Equity, and Inclusion For Dummies Cheat Sheetin the search box.

Additionally, if you, your team, or members of your organization need DEI training, coaching, a keynote speaker, or consulting on any of the processes I share in this book, or want to obtain a certificate in DEI, you can access information on my website at www.drshirleydavis.com . You can also access a number of free resources as well.

I hope reading this book make you more informed and inspired to become an inclusive leader. I hope that it answers questions you have, clears up any confusion about DEI, and gives you a greater appreciation for the complexity and necessity of this work.

This book isn’t linear, so how to move forward depends on you and where you are. But Chapters 1and 2will get you off to a great start; they set the foundation for really understanding DEI. Feel free to use the Table of Contents to skip around and use the book to meet you right where you are. One day you may need to know how to establish a DEI Council. If so, go to Chapter 14. Another day you may need to know how your organization goes about hiring a more diverse talent. Head over to Chapter 9. And when you want to know how to articulate the business case for DEI refer to Chapter 4.

You’re not expected to become a DEI expert. There are those of us who hold that title. Nor do you have to hold a DEI title in order for you to do great DEI work in your organization. I do hope you sharpen your skills and apply what you read here so you can help those experts help you. Take the time to internalize the information. Be honest with yourself, but also cut yourself some slack. Realize that DEI is a learning process and a journey, and you won’t get it right overnight. Make a commitment to change some behaviors and attitudes along the way that you know could be wreaking havoc on an employee’s experience. Strive to be that leader that everyone wants to do their best work for because they feel valued, respected, and included.

Part 1

IN THIS PART …

Examine how diversity, equity, and inclusion have evolved from a nice-to-do and compliance-driven activity to being a key driver for achieving a competitive advantage. Explore common terminology and the multiple dimensions of DEI.

Uncover the changing workforce demographics and their effects in the workplace.

Recognize the skills and competencies that every leader should have in order to lead the new generation of talent.

Describe the business case for DEI and the many benefits it offers in the workplace.

Identify the benefits and logistics of hiring a chief diversity, equity, and inclusion officer.

Chapter 1

IN THIS CHAPTER

Bringing a new focus on DEI work

Looking at the history of diversity and inclusion in the workplace

Understanding the meanings of and relationship among diversity, equity, and inclusion

Becoming familiar with other important terms related to DEI initiatives

If you chose to pick up this book, chances are you realize that the workforce is changing, and if you want to remain relevant, competitive, and successful, you and your organization must change too. By now, you’ve seen or heard how the demographic shifts have already reshaped the workplace, and you recognize that as a leader you must embrace and value diversity more readily, adopt new ways of thinking and working with people who are different from you, and assess your own attitudes and behaviors that can impede workers’ experiences. Likewise, organizations recognize that they must foster the kind of work environment that attracts top talent and creates a safe, respectful, and inclusive culture where all talent can succeed and where people want to stay.

This is not a passing fad. The work of diversity, equity, and inclusion (DEI) has been evolving over the past 40 years and continues to expand today in terminology, practices, strategies, and its effects. As such, no one can tout that they know everything there is to know about DEI. I have been in this work for more than 30 years, and I’m still learning new things today. What I can surmise from my experience is that every leader is at a different stage and phase of this work. I’ve met people who have been on the journey as long as I have and still feel ill-equipped. They’ve had stops and starts along the way but need to go deeper. I’ve met some who just recently started their journey (as a result of the George Floyd murder), and they ask the question, “Why didn’t I see this before?” referring to the history of inequities, social injustice, and the many aspects of diversity. I’ve met people who have been advocating and practicing this work for decades and still believe there is a long way to go. And yes, I still meet people who don’t see the value of DEI work and believe that it’s a distraction in the workplace, and that they have no role to play in implementing it. And this is part of the journey as well. We all see the world differently based on our own upbringing, experiences, beliefs, and values. What’s interesting is that I also work with organizations and clients whom I find at these exact phases and stages too.