Many, if not most, talent, vendor (aka supplier) and inclusion practitioners would agree that historical inclusivity development, no matter how well intentioned, has been temporary if not illusory.
Frankly, today’s diversity approach hasn’t worked well enough to bring resolutions. While it may seem like a logical remedy to what is superficially a numbers problem, this categorization has proven totally ineffective in resolving the underlying issues. Yes, diversity programs have raised awareness and made a few surface- level changes, but these efforts have not achieved deeper systemic changes within our organizations.
Let’s be limpid. We all have fallen short of genuine and authentic due diligence with this enigmatic subject matter. So if we don’t like the results and truly want to find the culprit that is producing the reality we are experiencing in talent—diverse vendor utilization and inclusion right now —then we need not look far. Just check the conversations we are having with ourselves because our energy and actions follow our thoughts. In order to change the results, we have to change our conversation.
Holistically, an immense part of the issue still remains with countless advertisers, agencies, clients and brands. Their lack of commitment to state specific, measured goals that are akin to accountable inclusivity development continues to hamper prolonged progress. Too often, these prolific entities are predisposed to self select within their own networks or social circles.
As a result, diverse candidates and vendors are hindered from coming in to learn and develop how to properly align themselves within their astute protocol. Thus, a reinforcing cycle Immerses where diverse candidates and vendors from different regions, experiences, competences and backgrounds are left feeling unwelcome or incompetent to maneuver and thrive in these environments. This robs diverse talent of knowing exactly what it is about them that does not fit and makes it impossible to consistently evaluate them outside of their functional skills.
“What If” we disrupt the diversity mindset with an inclusion mindset? Let’s replace diversity-based thinking—with its convenient numbers, percentages and targets—with a culture of inclusion—one that focuses on individuals of different gender, race and background touching all aspects of business. The main and essential ingredient of the inclusion mindset is not to have x numbers or percentages of different categories of individuals rather demonstrative evidence of full talent representation and inclusion in decision-making at inception and across the board.
Concurrently and overtly, let’s accept the poor results of our efforts so far and disrupt the way we have addressed the diversity mindset for decades to achieve meaningful improvement and lasting change. Let’s be courageous enough to demand inclusion and accept nothing less!
It is my genuine belief that a mindful culture of inclusion, over time, can build ad land into an industry that is truly diverse and, by extension, more inclusive, creative and effective. What say you?
“Inclusion dividend : Why Investing in Diversity & Inclusion Pays off”
In today’s increasingly diverse, global, interconnected business world, diversity and inclusion is no longer just the right thing to do, it is a core leadership competency and central to the success of business. Working effectively across differences such as gender, culture, generational, race, and sexual orientation not only leads to a more productive, innovative corporate culture, but also to a better engagement with customers and clients. The Inclusion dividend provides a framework to tap the bottom line impact that results from an inclusive culture. Most leaders have the intent to be inclusive, but translating that into a truly inclusive outcome with employees, customers and other stakeholders requires a focused change effort. The authors provide straightforward advice on how to achieve the kind of meritocracy that will result in a tangible dividend and move companies ahead of the competition.