The C-Suite and Diversity: A different story
Role modelling DE&I, driving DE&I from the top down, strategic positioning of DE&I – the expectations people have from C-suite executives are vast. But do we really understand their perspective, their roles and what they (really) need to effectively contribute to DE&I? The CEO Club looked at (their) part of the story.
Managers are also employees (just different)
Some say that living DE&I was everybody’s responsibility and that relevant values and standards were the same across all levels of an organisation. However, when we talk to people, e.g., on the shopfloor, in central functions, in R&D/innovation or in Marketing & Sales, they not only insist that their reality was different from other entities – and hence their ability to value diversity and practice inclusion. They also point to their next level upward: The vast majority of people consider managers and executive leaders decisive for (non-activist) DE&I. On the occasion of a CEO event where I spoke, I unpack key questions regarding DE&I and leadership:
- Does practicing DE&I look different for managers than for all other employees? And if so, how?
- Do DE&I expectations differ for the C-suite and the rest of the leadership population? Why and how?
- Do CEOs have additional (and specific) DE&I aspects to take into account?
General (and generic) differences in DE&I for managers
Working with junior, middle and senior managers on DE&I has always been different from the broad, programmatic work. For it often feels as if ‘they’ see the world from a different perspective – and consequently ask different questions and request different types of support. Many management requests relate back to the specifics of their roles: In addition to contributing to the joint success of their teams and peers, they perform business management and people leadership tasks. In both these categories, they expect practical support as to how to implement or embed DE&I – preferably through handy, seamless mechanisms.
Besides a notorious preference for easy-to-use, scalable and measurable tools, one recurring theme in management conversations is the C-level. All management layers have that extra layer of CxOs above that they look up to: for orientation, priorities, role modelling and … support.
Why the C-suite is different from management
Just like all managers are also employees, all CxOs are also managers. Therefore, the DE&I specifics we just considered for managers should also apply for the C-suite. Differences and specifics emerge – once more – from the characteristics of their roles, notably the all-encompassing nature. In 20 years, all my DE&I work with CFOs, COOs, CHROs, CMO/CSOs, CIO/CTOs, CPOs and of course CEOs revolved around the scope of their jobs and the related expectations internal and external stakeholders have from them.
Identifying the interfaces of DE&I with how they see themselves in their roles and their organisation is at the core of what we need to work out. Framing DE&I, provide sense-making and connecting it to the existing priorities of their corporate function or unit/s is the most important contribution they can make. This might be not completely different from the management layers below, but the quality and implications are much more pronounced.
How the CEO is in a different situation
As before, all the aspects mentioned so far apply for CEOs as well. And as we often hear that CEOs consider themselves primus inter pares, we might wonder what the specific tasks or expectations related to DE&I could be? Based on my individual 1:1 work with CEOs, the specifics seem to be less related to the role inside the C-level team but more to the exposed position itself. For the CEO position is the crystallisation point of all the complexities a given business entails.
Positioning and embedding DE&I as part of this larger complexity – and all the stakeholder expectations attached – poses a different and additional task which other C-suite members do not face. With the exposure also comes a level of observance which few people can relate to. This is also why CEOs must be supported more extensively and in greater depth when it comes to the details of DE&I and the implications of treating them one way or another.
Tailored resources and support for the C-suite
C-level executives are outstandingly successful – proven by their professional achievement and beyond. This can imply different convictions and preconceptions some of which will influence the way they perceive or approach DE&I. Given their calibre, they were for a long time mainly seen as a point of reference, a resource and an authority. Consequently, we worked around their preferences and perspectives trying to fulfil their expectations – in our early years.
A lot has changed over these twenty years, and we know today that supporting the C-level has become critical for the success of DE&I in many organisations. This is particularly true for companies with strong grass-root engagement or those in the public spotlight. C-level executives today must play an active role in managing soaring expectations and related polarisation. They have to connect the dots, explain the long-term development including future perspectives in an eloquent way and bring in their personal background and experience beyond all too obvious stories. In all this, the biggest challenge might be to help them make themselves vulnerable in some respects.
Related Article:
White Males
https://en.diversitymine.eu/what-it-takes-to-turn-white-males-into-everyday-allies/
IMS Luxembourg had organised a DE&I-themed CEO Club
IMS Sustainability Academy offers specific DE&I support for C-level executives
https://imslux.lu/eng/academy/sustainability-academy
