Bringing diversity and inclusion to life at work with Tazmayn Goode
Consultant for diversity and inclusion, Tazmayn Goode, shares her tips on bringing D&I to life at work.
By Tazmayn Goode, Founder and CEO of 360 Academy
We can have all the theory in the world, but as with most things in life, unless we put it into practice, it's meaningless. I intellectually know the benefits of meditation, but what use is that to me if I don't carve out the time to still my mind and receive the benefits? No amount of intellectualisation will give me those meditation results.
In the case of diversity and inclusion – when we follow the theory, use the language, buzz words, put up the posters, create strategies, the quotas and the reports – we have yet another transactional organisational process. Diversity and inclusion becomes (yet) another box ticking and subconscious eye-roll exercise, when reports are to be submitted and CVs are to be screened.
However, when diversity and inclusion is put into true practice in an organisation, starting from the very top of the leadership chain, it becomes transformational. When diversity and inclusion is done properly*, an organisation cannot escape a total cultural transformation where every single employee is positively impacted. Business operations and profits see positive impacts, too.
*So, how can we do diversity and inclusion properly?
As with all human aspects, there’s no one-size-fits-all. But we can draw on neuroscience and psychological safety to use as guidelines. There’s also human connection and the option of choosing fluidity over rigidity when it comes to workplace interactions.
Here are some more of my tips for bringing diversity and inclusion to life at work.
Commit to a diversity and inclusion practice that’s agile
At the outset, let's acknowledge that there’s no ‘recipe book’ on creating the most beautifully diverse and inclusive environment – this in its very self is the essence of diversity and inclusion.
Accept and EMBRACE diversity
Once we recognise and accept that we are all different, it means we can stop trying to impose rigid processes and procedures for the sake of ‘fitting in’. We instead, become curious and observe the diverse nuances of every individual in our environment. Acknowledging that everyone is different already gives them (and you!) a basic level of security.
Building on this level of security leads to what we call psychological safety. Psychological safety is when we experience the feeling of belonging and inclusion. This is where we flourish!
Acknowledge that our biases are inseparable between personal and professional
Diversity and inclusion, like wellbeing, is a holistic, integrated practice. We cannot separate our diversity and inclusion practice between personal and professional. Like physical wellbeing – you cannot train at the gym during your ‘personal time’ and then take off your muscles and additional weight lifting benefits when you step into the office.
As at home, so at work and vice versa. There is a magnificent benefit to this! When we integrate the practice of diversity and inclusion in our personal connections, it’s often easier to ‘step into the waters’ as you have less conscious and subconscious professional hurdles to navigate. (Like an HR complaint for asking ‘personal questions’).
With this in mind, it means that all employees are contributors to the diversity and inclusion culture of an organisation, there are no spectators in this sport. By acknowledging and communicating with your team that every person, whether part of a minority or majority group – is an active participant in the diversity and inclusion culture of the organisation, you are already communicating a sense of inclusion. Inclusion being: “what you do (and don’t do) matters to us”.
Set a look/feel/sound goal for your organisation
Before you ask your team to run onto the – often frightening and vulnerability-inducing sportsfield – set the collective goal for yourselves. What does a wholly diverse and inclusive team look, sound and feel like for your entire staff? Not just your C-suite, not middle management. All of your staff. Ask them. Listen to them. Repeat their sentiments back to them by way of diversity and inclusion goals.
Before your team hits the sports field, they know they have a loose grasp on where they’re headed, but most importantly they know that what is being created, is in collaboration and takes into account their individual needs.
Encourage all staff to conduct self-audits
All teammates are contributors. This means all teammates are invited to do a self audit on their biases. We can do this through:
The 5 Confidants exercise JK (Sir John Kirwan, Groov co-founder) and I did on the Open Minded podcast.
Quick calendar glance: Who gets most of your “air time” at work? Are those in your calendar the same age, gender, sexual orientation, first language, nationality, level of profession, socio-economic situation, level of education, religion as you?
Observe micro behaviours (these have macro impacts!)
Observe the micro behaviours across all teams in the organisation (again, not just C-suite or boardroom level – all staff).
Who endorses who’s work/ideas?
Who invites who for coffee?
Who goes to lunch together? Where do they go? Can everyone afford to join?
What are the conversations about in the break-out rooms?
Who do you create safe spaces for, to vent or to run ideas by?
Who banters with who the most?
What jokes are acceptable in the team, which jokes are frowned upon?
What is the language used in the team?
Make time for this foundational work
Once we have a grasp on the landscape of our individual and collective biases as a team and as a broader organisation, and a goal of where we’re headed, we can start to take our next actionable steps. But it’s the foundational work that is by far the most challenging, the most time consuming and the most confrontational. It's an endurance sport. It takes commitment.
Only once we have everyone in the organisation understanding their active contribution to creating a diverse and inclusive workplace, can we start building out our cultural intelligence and diversity and inclusion recruitment and retention strategies.
First, we break down the old, unconscious, subconscious biases – then we build the new, diverse, inclusive and equitable environment for all to thrive.
And if in doubt, here’s a diversity and inclusion mantra to keep in mind: “If you’re not part of the solution, you are part of the problem”.
