Cadre community doctor e continues series of Dei do's and don'ts. The first do is to commit resources and the second is to settle on what Dei growth looks like. The third don't is don't lessen or minimize your standard.
Cadre community doctor e continues series of Dei do's and don'ts. The first do is to commit resources and the second is to settle on what Dei growth looks like. The third don't is don't lessen or minimize your standard.
Happy Monday, Cadre community doctor e here. Hope you are doing well. I am so excited to be with you today to continue this series of Dei do's and don'ts. If you can recall, the first set of do's and don'ts that I provided, the first do was to commit resources, and the first don't was to avoid the performative. Why are those important? Well, obviously nothing can be sustained without resources, and resources doesn't always mean financial, but just resources in terms of social time and everything related to that.
And nothing can be sustained without those kinds of resources, particularly if you're trying to establish a commitment and a consistency of DEI efforts and work. So commit resources and avoid the performative. Which means if you aren't really into it, or if you aren't willing to walk the walk, don't talk the talk. And so avoiding all of the generalities that just come across as uncaring, not really committed, all of those kinds of things that fall under the umbrella of performative. If you remember the second set of do's and don'ts.
Well, if you don't, the first or the second set of do's was to settle on what Dei growth looks like for you both as an individual, as a team, as an organization. It can be something as simple as awareness building, or it can be something as more complex as hiring and retaining or hiring and retention. But whatever it is, settle on what Dei growth looks like for you. That was the first or the second set of dues. And then also that included build in measurements, metrics and movements that allow you to grow.
And so you'll understand why that's important when I talk about the do's and don'ts today. And then the second set of don'ts was don't adopt other practices or efforts because they worked for another organization or another entity or another individual. You have to understand and accept where you are and acknowledge what that journey might look like for you. And then don't wait to start. You can begin anywhere with anything. The goal should just be to start to do something. So those were the previous do's and don'ts.
Today's do's and don'ts are really simplistic in terms of what they might mean and what they might look like for you. And the first set of do's is this, hold yourself accountable as an individual, as an organization, as a team. What does that mean? What do I mean and why is that important? If you don't hold yourself accountable, it's easy for you to fall into the space of we missed the mark or that doesn't matter, we'll get to it another time. And the acceptance of that, I think, promotes a really bad culture, particularly when you've already stressed that DEI is an important aspect of what you would like to do and what you would like to be as an organization.
So hold yourself accountable. A great way to do that is to identify milestones or identify goals or identify steps that you're willing to take and that you're going to take to meet the mark. And then the second do is adapt. Adapt practices, adapt policies, adapt processes that allow you to move in a healthy, positive direction. You don't have to stay glued to a particular practice just because you came up with it. Be willing to adapt, be willing to pivot. Be willing to move in a direction that allows you to move forward, but also allows you to understand why you're moving forward or why you need to pivot or why you should be adapting.
And all of those can be healthy conversations, both from a leadership standpoint as well as an organizational standpoint. And then the third set of don'ts is don't lessen or minimize your standard. And your standard should be exactly what that is holding you to what you said you were going to do, both as an individual, for your own professional growth and development, as a team and as an organization. And then the final don't is very important, particularly from a leadership perspective. Don't minimize perspective or experiences.
And what do I mean by that? If you have moved and pushed your organization, yourself, your team, to become diverse, to be more inclusive, to have equitable practices, when you hear something that doesn't match the tone or the fabric that that has set, do not minimize that. Hold that in high regard, because that could mean that somewhere, in some way, you aren't doing something the way that you intended to do. And that perspective and that experience becomes very important in terms of how you begin to investigate, how you begin to interrogate, how you begin to look at what that perspective is, why that perspective is what it is and what are the implications of it.
So those are the two do's and don'ts for today. I will get back with you next week. I hope you have a wonderful week and I look forward to our time together again. It.
