We regularly ask ourselves why the path taken to benefit diversity in companies seems so slow and, often, so complex. Why are actions and policies not adopted with the same depth by everyone, as soon as they are announced, in a single movement towards a safer and healthier environment for everyone involved? Like a wave, the talk of diversity could sweep across the corporate sands, tearing away any and all barriers that could impede it.
When we talk about change, we know that we will encounter barriers, whether from those who are afraid of what is new, those who are lazy in doing things differently, those who don’t believe in new formats and even those who really think it is no longer worth changing the which is already in place. Talking about change is talking about more work, more dedication. It’s about looking to the side and not just at the bubble itself, opening yourself up to new possibilities. Not everyone is willing.
If we look at the communications industry, initially designed to serve everyone equally, how is it possible to work in an inclusive way if we don’t have diverse people in conversations, creation, dissemination, formatting events or choosing spokespersons for campaigns? The feeling is that there will always be someone who will be left out, with the risk of not feeling identity or connection, even due to the presence of other underrepresented groups in conversations.
I highlight here the role of leaders in this process. They are the team leaders who, in some way, form the teams that will conceive an idea, campaign or action. They are the ones who will give priority to the topic of diversity in their daily lives, encouraging rapprochement with cases and examples. It is not enough for the company to have diversity programs and actions if the leadership does not embrace this movement or, worse, complains about the time spent by people participating in these same programs and actions.
No one is naive in thinking that diversity has not become a business value in recent years. The gains in well-being for employees, motivation, productivity and the competitiveness of the company itself are undeniable. And this can be confirmed in several market surveys.
Today, the brand that wants to differentiate itself in the market knows that it needs to be aligned with diversity or it will run risks that are often unpredictable. More engaged employees, more creativity and innovation, attraction and retention of talent are desired results across the industry. In addition to the specificities of each group, the simple fact of considering that we are in a diverse society already means halfway to ensuring that companies are seen as current and, above all, are desired. Given this context, it is essential to guarantee a team with multiple experiences behind the scenes.
And, with all these points, why do we still encounter so many barriers? Maybe because we are ashamed of taking a stand. If you, the leader, who has already understood that we are on a journey of transformation and acceptance of differences, do not play your role, you may continue to create or sustain barriers to the advancement of diversity in companies. When you witness prejudiced speech and do not speak out; does not include diverse people on the team; does not encourage its followers with their own development; does not promote discussions on the topic in the workplace; does not seek to hear opinions different from those within its bubble; does not participate in your company’s diversity actions and policies; It’s as if you, even if indirectly, are contributing to the maintenance of visible and invisible barriers that we try to overcome.
I leave here my provocation: what is your role? Build, maintain or destroy barriers?
* This text does not necessarily reflect the opinion of the vehicle
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