Cadre community doctor E here. An organizational leader was struggling with how to assign meaning by meaningful value. Wanted it to be authentic and not coming across as just something to do.
Cadre community doctor E here. I am your diversity, equity and inclusion consultant. I apologize right off the bat for my voice a cold. An organizational leader was struggling with how to assign meaning by meaningful value. Wanted it to be authentic and not coming across as just something to do.
The first step to assigning meaningful value to diversity, equity, inclusion efforts is to establish it as a part of your culture. The second step is to embed it into the fabric and the framework of what you do. The third piece is to emphasize it and include it in everything and everywhere.
Good afternoon Cadre community doctor E here. Hope you are doing well. I am your diversity, equity and inclusion consultant, a by now confidant, and so I apologize right off the bat for my voice a cold. So I'm a bit nasally and my voice is a little bit hoarse. About a question that was posed to me earlier this week by an organizational leader who was struggling with how to assign meaning by meaningful value is that they didn't want their team or their organization to feel as though DEi was a one off or just something that they needed to do to check the box.
And so he wanted to make sure, or he was asking or seeking advice about how to, how to get that message, how to get that point across to the folks and the teams that they lead, but also wanting it to be authentic and not coming across as just something to do. So we don't, or so I don't fill in the blank. And so I think there are three things to highlight, Azeroth, when it comes to assigning meaningful value, meaningful organizational value, to diversity, equity, inclusion efforts, is to establish it as a part of your culture.
And that can look very different depending on, one, what your culture is. But two, where your culture is in terms of how folks are feeling about the environment and all of those other kinds of things. And so as you establish it as a part of your culture, that may look, you know, fundamentally like some incremental baby steps until you get to a place in a point where you can start doing things like evaluating and assessing your Dei efforts. And so wherever you are organizationally, wherever you are personally, as a leader, connecting it or establishing it as a part of your leadership culture, your team culture, your organizational culture, gives it that meaningful and connectedness.
And that leads me to kind of what I think is the second step, which is to embed it into the fabric and the framework of what you do. And so if you have the opportunity to think about gaps, or if you have the opportunity to think about promotion and succession planning and growth and development of leaders, particularly of diverse leaders, you need to think about how to embed that into the fabric of who you are and the framework of what you do. So once you establish it as a part of your culture, once you embed it into the fabric and the framework of what you do and how you go about your daily business, your daily work, your daily engagement with each other, then I think the third piece is you have to emphasize it and include it in everything and everywhere.
And what I mean by emphasizing and including is not to beat people over the head with diversity, diversity, diversity, equity, equity, inclusion, inclusion. But to emphasize it as a part of your structure, emphasize it as a part of your leadership dynamic, emphasize it as an onus that every person in your organization should pick the mantle up and take and run with it. And so what looks like a meaningful diversity, equity and inclusion value within an organization is that everyone is embracing it.
Everyone is accepting the challenge of making their organization more diverse, more inclusive, more equitable. And so it's not a top down, dictatorial kind of thing. It's an organic, grassroots kind of buy in from everyone, from the first year intern who still may be a college student, to the CEO. And so think about those three steps, and those three incremental steps are always, always, always connected. Establishing it as a part of your culture, embedding it into the fabric and the framework of what you do, and then emphasizing it every chance you get.
Whether it's evaluations and assessment, whether it's hiring, whether it's promotion, whether it's just the daily activity of engagement. How are we going to think about things differently? How are we going to make sure dissenting or different points of view are being shared and heard and experienced? All of those kinds of ways are ways that you can emphasize, embed and establish. And so, I'm doctor E. I will see you next week and I hope you have a wonderful rest of your week and weekend. It's.
