Myth busting and moving the dial in DEI

Kelly Thomson, Rachel Pears and Katie Horn at global law firm RPC look at some of the key barriers to success with Diversity, Equity and Inclusion initiatives

The second Annual D&I Conference explored a number of common myths and misconceptions surrounding Diversity, Equity and Inclusion (DEI). A balanced perspective on the complexities of DEI is needed if organisations are to drive meaningful progress in this area. In this article we explore four of the key questions that underpin failures with DEI.

1 Are there too many DEI experts?

It is true that DEI roles have become one of the most common on LinkedIn, prompting some to question whether credible expertise must require more than just a connection to a particular characteristic. This (perceived) proliferation of experts can also lead to an "us versus them" mentality which is both disruptive and divisive.

When DEI is seen as the sole responsibility of a few, it lets the rest of us off the hook. After all, DEI should be part of everyone’s job if we are going to make meaningful progress in our organisations.

However, this doesn’t mean there is no place for true DEI experts. Quite the opposite. While it’s crucial for everyone to contribute to DEI within their roles, subject-matter experts are critical for driving progress and ensuring that initiatives are impactful. DEI expertise is not about just making noise or disrupting for disruption’s sake, but about understanding the different barriers people face and finding ways to reduce and remove them.

Every employee contributes to financial hygiene and performance but a business still needs a CFO to steer the ship. Similarly, we need DEI experts to guide our efforts effectively and collectively.

2 Are the so-called Culture Wars overblown?

The concept of "culture wars" often gives the impression of an unbridgeable gulf between opposing camps. Take some of the rhetoric around trans rights and gender-critical feminism, for instance—this fundamentally human issue has been so weaponised in some quarters that it could seem impossible for these groups to find common ground.

Yet, many individuals who are personally and passionately aligned to a position on this are, nonetheless, uninterested in conflict and not focused on the polarising and narrow issues that may dominate populist coverage.

Rhetoric on social media can amplify these divisions, making it seem like everyone is entrenched in opposing sides. Even terms like "woke" are often weaponised, despite the fact that, at its core, being "woke" simply means being more aware of the challenges others face—something we teach our children and should, in civilised society, surely be uncontroversial.

However, it’s important not to dismiss or minimise the real dichotomies that do exist or the complexity of these challenges. The Reykjavik Index for Leadership reveals a troubling trend: younger people are less likely to believe women are cut out for leadership than older generations. Civil liberties have been rolled back in various parts of the world, and recent events have laid bare the continued rise in far-right activity.

These issues inevitably spill into the workplace, presenting human, cultural and legal challenges for employers and employees alike. And as many businesses and leaders have learned, staying silent on pressing social issues of the day is often not a neutral position.

3 What about men?

There’s a growing concern that men, particularly white men, are being excluded from DEI conversations. The assumption that men don’t face barriers and therefore have no place in DEI discussions is wrong and alienating. As just one example, men’s mental health is in crisis and excluding men from DEI initiatives might mean missing out on creating safe spaces for vulnerability and sharing.

In relation to women’s social and economic advancement, many men want to be allies but don’t feel invited into the conversation or are fearful of mis-stepping. Having such a large (and often, senior and influential) population excluded from DEI discussions is counter-productive as that very group could be a powerful force for change. 

That said, we are nowhere near gender parity and there is much work to be done in advancing women’s rights. The global gender pay gap is projected to take 136 years to close. There are fewer women CEOs among Fortune 500 companies (5%) than there are men named James (5%).

While appropriately focusing on specific marginalised groups is essential, it’s also crucial to recognise that privilege varies on an individual basis—whether it’s based on gender, race, or other factors—and acknowledging this, and the reality of intersectional identities, is key to understanding the structural inequalities within which we all operate.

4 If DEI is embedded, why doesn’t anything change?

There is a sense of frustration held by many that, despite years of focus on DEI, in some ways little has changed. The Chartered Management Institute’s research highlights that those who traditionally benefit from DEI programmes may feel that all the talk hasn’t led to significant action (ie the amount of noise belies the extent of progress), while others believe that all this discussion must mean progress is being made (ie noise must mean progress).

The global gender pay gap is a prime example. Despite years of discussion and focus, the gap widened significantly during the COVID-19 pandemic, with two years setting progress back by an entire generation and demonstrating the fragility of the gains made. This shows that talking is not enough—we need continued, laser-focused action. And this applies across the whole DEI piste if we are to make sustainable change for future generations.

Yet, there has been critical progress well worth acknowledging. A decade ago, mental health was rarely discussed at work, but today it’s a mainstream topic in many workplaces, with wellbeing strategies becoming a norm.

This year’s MBS research shows that retail leadership teams have become significantly more diverse over the last three years, with female representation at the executive committee and board levels improving by nearly 30% since 2021. DEI is a continuous journey without a silver bullet, requiring consistent action, structural innovation and micro-practices that collectively move the dial.

Ten micro practices to move the DEI dial

Implementing real change around DEI isn’t simple. But there are a number of small steps that organisations can take to raise their chances of success in this area.

1. Identify any myths built into your current DEI programs.
2. Ensure everyone on your team knows how to run an inclusive meeting.
3. Have an answer to the question: “DEI benefits me because…?”
4. Learn about the experiences of people in a group to which you don’t belong.
5. Expand your echo chamber by learning about views you don’t agree with.
6. Show vulnerability at work; it will be reciprocated.
7. Be the kind of person who speaks others’ names in rooms that matter.
8. Know at least three practical ways you are an active ally at work.
9. If you think you’re pro-DEI, assess how diverse your personal circle is.
10. Channel Ana from Frozen: “Just do the next right thing…take a step…step again.” 

By addressing these myths and incorporating these micro practices, we can continue to move the dial in DEI and create workplaces that are truly inclusive for everyone.

Kelly Thomson is a Partner at global law firm RPC, Rachel Pears is Head of Responsible Business, and Katie Horn is Senior Responsible Business and Environment Manager 

Main image courtesy of iStockPhoto.com and RomoloTavani