What does a vice president of diversity and inclusion do?

The VP of Diversity is responsible for providing strategic leader over the DEI work. They should see them as a change leader and agent. And they should develop, in collaboration with others, a data and outcome driven DEI strategic roadmap. A large part of their role is clearly communicating that DEI is a shared responsibility of everyone in the organization. And, as a consequence, they need to equip other leaders (and other employees) to see themselves as change agents and critical to helping operationalize the work and influencing behavior and systems change. To be most successful they must have 💯 support (financial, access, influence and decision making power) from top leadership.

The key objective of a VP DEI depends on the industry and maturity of the org. But at a high level, the job is to: 1. Identify org-wide polices and practices that may create a culture of inequity and prevent all employees from feeling a sense of true belonging 2. Expose the employee-base to cultures and beliefs that help everyone gain a better understanding of people's lived experience 3. Create DEI strategic imperatives; partnering across the enterprise; engaging HR and the Business in building and sustaining a culture of inclusion while helping leaders to have intentional conversations around employee engagement and inclusion 4. Utilize data/analytics to focus corporate efforts towards improving areas with the most immediate needs

The main goal of a Vice President of Diversity and Inclusion is to create a diverse, equitable, and inclusive work environment within an organization. They aim to foster a culture where all employees feel valued, respected, and included, regardless of their background or characteristics. By promoting diversity and inclusion, they strive to ensure fairness, equal opportunities, and representation for all individuals within the organization. Ultimately, their goal is to create a workplace where diversity is celebrated, discrimination is eliminated, and everyone can thrive and contribute to the organization's success.

The concept and role of D&I in a business are vital if it is done correctly. In many cases it is used as a marketing tool enforced by social and cultural pressure without understanding the real value of it. In that case the roles is about promoting visible diversity which is crucial in terms of equity, equality and representation, although it has not much to do with peformance. There a few typical scenarios I have seen in the last 10 years: - lots of different looking people who think the same way - diversity without inclusion so people learn to conform to the norms and their perspectives get lost - they intentionally create a psychologically safe and also cognitively diverse culture... The last option is where the magic happens...

How about just hire the most qualified individual. No favoritism towards another class of individuals because of their race or gender. What a concept. Treat everyone with respect and expect nothing in return, including unmerited favoritism.

Instead of writing up a shopping list of skills, education and experience one must have to be considered for the role, it is more important for the leaders to have already done a level of "homework" of what this role means to them, why is it important and why now. Asking for deep understanding of social justice, while seeing this role as an extension to HR, or asking for a career in HR, while seeing this role conducting systemic change, might and most probably WILL set the person (and business) up for a failure. It is also important to stay open to how and where certain skills may have been acquired, e.g., by expecting a degree in HR, we might overlook someone with vital experience in local non-profits and/or valuable lived experiences.

What is left out this section is the value of lived experience? It is lived experience that will keep that VP pushing through the challenges that come with this role. It’s lived experience that allows this role to fully understand the people for which they are advocating. Now what ends up happening is as DEI professionals move up that ladder that lived experience is not valued as much which is why you see a lack of diversity at the VP level and above….but we will not go there on this question.

I think one of the critical aspects that a VP also needs to take into consideration is how DEI is amalgamated into the organisational ecosystem as a whole. All the systems like C&B, learning and development, performance management system, competency framework, recruitment should talk the same language. The culture of these ecosystems needs to be aligned to one goal and one vision of bringing in inclusivity and belongingness in the organisation.

Some of the skills are 1. self-awareness: about self - values, strenghts, desires , hopes, fears; and the impact of self on others. 2. Vulnerability: willingness to accept mistakes, willingness to take feedback gracefully 3. Courage: the role is not easy. Courage to stand up for the right to speak-up when needed & help other to develop Courage. 4. Compassion- because we cannot know-it-all listening to the lived experience with compassion

The most important than all these criteria listed in the article is that a D&I leader brings their authentic self to each conversation. They inspire the employees and the C-suite to be authentic and bring their lived experiences into all aspects of the business. They walk the talk!

A common challenge is the misconception that diversity efforts compromise merit. However, the truth is, these initiatives often uncover highly qualified individuals who've been overlooked. The opportunity here is immense: by embracing a workforce rich in diverse perspectives and experiences, organizations don't just grow in inclusivity; they become powerhouses of innovation and understanding. This role is about building bridges, fostering an environment where everyone feels valued, and proving that inclusivity is not just a moral imperative but a cornerstone for organizational success. It's a journey of transforming workplaces into spaces where talent from all walks of life can contribute meaningfully, driving collective progress.

The main challenge at the moment is that in the spirit of inclusion and diversity there are so many extra written and unwritten rules, concepts and trends that most people have no idea what they can say or ask so the safest option is to avoid everyone who is different which leads to the exact opposite outcome the D&I field wanted to achieve. If we could replace the idea of "feeling comfortable" with "feeling psychologically safe", the concept of "my freedom of speech and authenticity" with "our freedom of speech and inclusion", the "need to be heard and seen" with the "desire to understand and be understood", we could make much more progress with less resistance and better results.

People are so scared at doing DEI wrong that they don't do it at all. There is room to push and continue this conversation because it's important. The biggest challenge and opportunity is to create a culture where it's not about getting right but about being open to feedback, being uncomfortable and constantly seeking improvement and education.

As a Vice President of Diversity, Equity and Inclusion, one area of focus, performed at the proper frequency, is barrier/obstacle elimination. During my training, I fondly recall the best approach for determining what the proper frequency should be. Since, Diversity is a noun, Inclusion is a verb and Equity can be either a noun or verb, depending on where your organization is on your DE&I journey, you must ask yourself and your team, "Will this situation, if not addressed right now, cause us to miss meeting our objectives, goals or timelines?" Critical items will naturally bubble to the top of the list, when the VP asks this question as a standing agenda item.

Acknowledging that D&I are an essential factor in contributing to the success of an organisation due to the range of capabilities, business acumen, and personalities backdrops. The key is to ensure to start on a common purpose, be consistent transparent to cultivate likeminded team to achieve total performance and sharing of results. Never loose sight of the moment and momentum. Once again bold leadership is important in working in the D&I culture organisation.

Challenges: 1. **Resistance to Change:** Overcoming internal resistance to diversity initiatives. 2. **Cultural Barriers:** Addressing ingrained biases and cultural differences. 3. **Measuring Impact:** Quantifying the success of diversity and inclusion efforts. 4. **Resource Constraints:** Securing funding and resources for initiatives. 5. **Legal Compliance:** Keeping up with changing diversity-related laws. ### Opportunities: 1. **Enhancing Innovation:** Leveraging diverse perspectives for creativity. 2. **Improving Market Competitiveness:** Attracting a broader customer base. 3. **Attracting Talent:** Drawing and retaining top talent through inclusivity. 4. **Boosting Employee Engagement:** Creating a more satisfied workforce.

Diversity and inclusion have become increasingly important topics in today’s society. As organizations strive to create a more inclusive and equitable environment, the role of a Vice President of Diversity and Inclusion has emerged as a vital position within many companies. The role of a VP of Diversity and Inclusion is critical in helping organizations create a more inclusive and equitable workplace. By developing and implementing strategies that promote diversity and inclusion, a VP of Diversity and Inclusion can have a significant impact on employee engagement, customer satisfaction, and overall organizational success. Top Executives in this role can drive positive change and help shape a more diverse and inclusive future.

Create an environment where you bring out the best in people. You are not there to solve the problems alone but to create the non-judgmental and safe space in which you bring together and encourage a refreshing diversity of thought with which to solve those problems. The answers will be ultimately found "in the room". By first understanding who is actually in the room, what they are currently experiencing and their current state of mental wellbeing you can bring a different thinking to this important subject.

I'd change the name. D&I has negative connotations now. So I'd mix things up and change it to the Global Head of Regenerative Futures or Transformation. And target the entire enterprise vs. segmenting and siloing pieces and parts of the organization. That type of piecemeal thinking is the source of what caused the problem in the first place. We need to think systemically, which calls for all of us to regenerate and transform our thinking - beyond our assumptions and biases towards more diverse people. We need to regenerate our thinking in every meeting, with every team member and customer to see them anew, each time. This calls for deep caring. This is the space where psychological safety, innovation and potential emerge.

Ensure management and boards of directors are leading with absolute support and provide all resources; while you inspect what you expect. And further ensure all stakeholders- to include all staff remain in the loops. And many more ideas integrated into all operations.