Carlos Andrés Gómez’s Post

Important piece that INCLUSION "helps everyone thrive." Thanks to Dr. Elkins and Frei and Anne Moriss and great Opinion points in the NY Times today. The ROI an impact are cited with examples and rigorous efforts for the workforce to meet the marketplace. D.E.I. works from these vantage points so clearly and the best companies, engaged workforces, and ROI on stock price all together. https://lnkd.in/eHqj5uJw

"Support for corporate and academic diversity, equity and inclusion efforts appears to be shrinking, even though most people want the same thing: competitive organisations where everyone who shows up to work has a fair shot at success" This is a paragraph that jumped out at me in this thought-provoking article, experts from Harvard Business School shed light on the tangible benefits and challenges of DEI initiatives in the workplace. Despite the skepticism I often face, as highlighted in this article, DEI is underscored as a vital component of organisational success, enhancing decision-making and fostering innovation through diverse perspectives. It's a reminder that inclusion goes beyond mere diversity, aiming for a work environment where differences are valued and everyone has a fair opportunity to thrive. A must-read for those committed to shaping more inclusive and dynamic organisations. For more insights, check out the full article here. Article featured in The New York Times

There has been a lot of "noise" around DEI lately. Does it matter? Does it work? Is it all just a waste of time and money? In an opinion piece for The New York Times, Frances Frei, Anne Morriss, and Caroline Elkins share their thoughts and some FACTS on DEI efforts, why they do matter, and why inclusion is especially critical for business outcomes. Key Points: ✔ Support for corporate and academic diversity, equity, and inclusion efforts may be shrinking despite the widespread desire for competitive organizations with fair opportunities for success. ✔ Many organizations focusing on D.E.I. goals are getting stuck at the diversity stage, recruiting differences without effectively managing them, leading to frustration and cynicism. ✔ Inclusion, defined as creating conditions for everyone to thrive, is crucial for achieving the full benefits of D.E.I., making organizational wholes greater than the sum of their parts. ✔ Research indicates that diverse teams, especially those with gender, geographic, and age diversity, outperform individuals in decision-making and problem-solving. ✔ Psychological safety, a cultural underpinning of inclusion, is essential for diverse teams to outperform homogenous peers. ✔ Inclusion work aims to scale positive results, making organizations smarter, more innovative, and more stable. ✔ Superficial fixes, such as reserving roles for specific demographics, are often illegal and rarely helpful; inclusive recruitment processes and transparent selection criteria are essential. ✔ Organizations relying too much on familiar networks may struggle to recruit, develop, and retain a diverse workforce, limiting the benefits of inclusion. Inclusion initiatives should benefit everyone, as illustrated by an example from Harvard Business School involving military veterans. ✔ Achieving truly inclusive organizations requires active recruitment in unfamiliar places, systematic development opportunities, and unbiased promotion assessments. ✔ Inclusion is an end goal that reflects universal hopes for meritocracy, America at its best, and the foundation for a more competitive future. https://lnkd.in/g-Ka_qrA #inclusion #outcomes #results #psychologicalsafety #culture #organizationaldevelopment

Getting people to share what they know that other people don’t know is essential to collective performance. These findings are consistent with Ms. Edmondson’s research on the performance advantages of “psychological safety,” the cultural underpinning of inclusion. Individuals, she finds, are more likely to share their views in an environment that does not belittle, or worse, punish those who offer differing opinions, particularly to more powerful colleagues. In a recent study of 62 drug development teams, Ms. Edmondson and Henrik Bresman found that diverse teams, when assessed by senior leaders, outperform their more homogenous peers only in the presence of psychological safety. More diversity is not always better – from a performance standpoint, diversity without the inclusion can actually make things worse. Inclusion work, done well, seeks to scale these kinds of results. Among other payoffs, organizations that get inclusion right at scale seem to be smarter, more innovative and more stable. One explanation is that they can see their competitive landscape — threats, risks, opportunities — more clearly and have greater access to the full knowledge base of their people.

Support for diversity, equity, and inclusion efforts appears to be shrinking, although most people want the same thing: competitive organizations where everyone who shows up to work has a fair shot at success. So what's going wrong? Many organizations get stuck at the diversity stage, recruiting difference without managing it effectively. This generates frustration and cynicism about their efforts, and they are now at risk of stopping in the middle of a complex change journey, declaring failure prematurely. Inclusion is key to step into. It creates the conditions in which everyone can thrive and where our differences as varied, multidimensional people are not only tolerated but also valued. Let's work towards creating inclusive environments where everyone can grow and succeed together. #dei #inclusion #diversity #equity #changejourney #leadership #technology #strategy #people #growth #changemanagement #organizationaldevelopment #recruiting #culture

My latest in Forbes on the 3 things organizations should consider in planning for equity & inclusion efforts for 2024. “The evolving socio-political landscape and a high-stakes presidential election demands a more nuanced, informed, and proactive approach to DEI in 2024. The question is no longer about 'why' DEI is essential – the extensive research and discourse have made that abundantly clear. The focus now shifts to 'how' – how do we evaluate the effectiveness of our current efforts? How do we tailor our investments to resonate authentically with the diverse experiences within our workforce? And crucially, how do we align our organizational ethos with the social issues that deeply matter to our employees and stakeholders?”

As we step into the 2023 school year, I found inspiration in Laura Morgan Roberts's insightful article from the Harvard Business Review. She skillfully delineates four essential freedoms that empower individuals to embrace their complete humanity in the workplace. Revisiting her work as we venture into 2024, navigating the mid-'20s of the 21st century, I am particularly intrigued by what she terms the "freedom to fade." "Those in marginalized groups need the freedom to fade into the background or to blend in to escape scrutiny (as those in the dominant group often can). But they need to be able to do so in a way that doesn’t require assimilation, losing what is unique and authentic about them, or invisibility, rendering their successes unseen and undermining their freedom to become." I have some questions: (1) What strategies can be implemented to ensure that the concept of "freedom to fade" does not inadvertently lead to assimilation, preserving the richness of diverse perspectives within a workplace? (2) How can organizations strike a balance between providing individuals in marginalized groups the freedom to fade and actively acknowledging and celebrating their successes to prevent invisibility? (3) As we navigate the mid-'20s of the 21st century, how can leaders champion the "freedom to fade" as a crucial element of workplace inclusivity, fostering an environment where authenticity is valued and diverse voices are heard and recognized?

Critics of D.E.I. Forget That It Works https://lnkd.in/gJTheszv A good read about the importance of diversity, equity and inclusion. There is a strong business case for it, even if some of my peers are not fans of that framing. The data shows that diverse teams make better decisions. "Inclusion, as we define it, creates the conditions where everyone can thrive and where our differences as varied, multidimensional people are not only tolerated but also valued. A willingness to pursue the benefits of D.E.I. — the full participation and fair treatment of all team members — renders organizational wholes greater than the sum of their parts. At a time when some organizations, feeling the politicized ripple effects of affirmative action’s repeal, are at risk of abandoning the objectives of D.E.I., our experiences suggest that to do so is bad for individuals, organizations and American society writ large. Persuasive scholarship has identified the ways in which we become more effective leaders when we collaborate skillfully with people who don’t already think like us — people with different perspectives, assumptions and experiences of moving through the world." #diversityequityinclusion

Why is inclusion critical for organisations? This excellent opinion piece from Frances Frei, Caroline Elkins and Anne Morriss in the The New York Times spells it out with great clarity ✣ "most people want the same thing: competitive organizations where everyone who shows up to work has a fair shot at success." ✷ "Inclusion, as we define it, creates the conditions in which everyone can thrive and where our differences as varied, multidimensional people are not only tolerated but also valued. A willingness to pursue the benefits of D.E.I. — the full participation and fair treatment of all team members — renders organizational wholes greater than the sum of their parts." ✱ "we become more effective leaders when we collaborate skillfully with people who don’t already think like us — people with different perspectives, assumptions and experiences of moving through the world. So the real question is who wouldn't want to work for this type of organisation and be this type of leader? The best talent will flock to safe organisations where they can thrive...does your organisation fit that description?

DE&I is a critical enabler for sustainable organisational success, but the further we hit diversity metrics, the more it shows up the limitations on inclusive leadership. We should all become thoughtful about the implications for this, and take responsibility for continuing to drive diversity, but not at the expense of inclusion. If we over diversify the workforce and don't make the workplace somewhere where that workforce can truly thrive....we risk lower trust, reduced commitment, poor decisions, reduced innovation and ultimately bottom line RESULTS are the consequence. EVERYONE can help to create the environment where all can, and deserve to, thrive. We all need a "why" for DE&I and we can all make a positive impact. That collectively means people of all ages, gender, ethnicity and physical abilities can find their optimal contribution level in the organisations that hired them. Good news: fostering an inclusive culture in teams, business units and ultimately whole organisations is a CHOICE. Your "why" for DE&I is just a powerful self-reflective and decision-making journey to optimise personal and collective performance. That is how to leverage and improve organisations with return on the diversity investment.