Belonging Is Not A Finite Resource

Diversity, equity, and inclusion strategies are sometimes criticized for being “divisive.”

The argument seems to be that when employees emphasize a component of their own identities at work, like their race, gender, or sexual orientation, they are “dividing” off from the whole group.

Critics say that employers should discourage affinity spaces such as Employee Resource Groups (ERGs) because they fuel conflict and dissatisfaction.

But in my experience, that’s not what actually happens.

When I was in college at Georgetown, I joined the student activities commission and student government—and I also joined the Black Student Alliance and the NAACP. 

All of them made me more loyal to Georgetown, not less. 

Even participating in protests against the university made me feel more connected to the university.

I thought of this again during the launch of Vice President Kamala Harris’s presidential campaign. The first major fundraising events were grassroots virtual rallies organized by identity groups—Black women for Kamala, white women for Kamala, “white dudes” for Kamala, and so on. These didn’t divide the Democrats. They were actually very successful in generating loyalty and engagement for a common cause.

That’s because belonging isn’t a finite resource. 

You can belong to more than one thing. And belonging builds on itself. When I feel the positive impacts of being in affinity spaces—the shared references, the empathy, the relaxed anxiety about being accepted and understood—I often associate these impacts with the institution that is enabling them. Even when these groups foster critiques or advocate for change, I feel more engaged, not less. Building deeper relationships in service of improving the organization makes me feel even more connected to it.

On top of the benefits to employees, ERGs provide concrete benefits to organizations as a whole—providing insights about internal culture and processes as well as products and services. For the Harris campaign, those benefits amounted to record-breaking funds.

So I encourage organizations to open the door to affinity spaces.

Maybe you’ll get the kind of excitement for your institution that she got for her campaign.

Reflecting on Privilege at the Airport

Have you noticed that airports are exhibitions of human behavior?

I was boarding a flight last week. After boarding passengers with disabilities, the airline called for passengers who have the airline’s highest loyalty status.

As we moved forward, I heard two men behind me.  

“There are so many people boarding now. Do all these people have status?” said one of them.

“They must have changed the rules. It’s not even worth anything anymore,” complained the other.

I was tempted to turn around and say:

“Excuse me, I couldn’t help but overhear. Just checking—are you upset that more people now have access to this privilege that you have enjoyed?” 

Whether or not the airline changed its policies, it’s likely that more people are learning how to attain these priority designations. As more information becomes accessible, more people take the initiative to access benefits. Why wouldn’t they? I certainly did. I concentrate my travel on this airline and I use their credit card.

These men were feeling a little pang of loss, though. Including more people meant that their membership felt a little less exclusive.

(They might also have been worried about getting their carry-on in the overhead bin above their seat—that’s always my concern.)

Hearing them name that feeling out loud made me think of all the other spaces where we’re trying to increase access—and where people are reacting to that change in different ways. 

Happily, one difference between airports and our workplaces is that the efforts we make to increase inclusion at work usually result in more opportunities that benefit everyone. 

When someone at work receives an equitable accommodation that will make it easier for them to perform their job function, there is no loss to me. And there is an overall gain in productivity for the organization. 

It’s not a zero sum game.

Unlike overhead bin space.

Don't Be Timid About Defending DEI

“When we fight, we win!”

Vice President Kamala Harris’ words are resonating in my head after watching the opening night of the Democratic Convention last night.

I feel the same way about DEI. When we fight, we win!

Over the past year, as we have collaborated with clients on the workshops we would facilitate in their organizations, I have noticed a nervousness that I haven’t seen in past years. 

The most common cause is talking across differences. The ongoing war between Israel and Hamas, the student protests, the presidential elections. 

Another concern is the conservative backlash against DEI. Fear of lawsuits. Pressure from leadership or from participants. 

During our conversations, clients’ requests are reflecting these concerns. One client—who I know believes that the work is essential—asked if we could share our message while avoiding trigger words like “microaggressions,” “harm,” and “equity” in our workshop.

I always try to meet my clients where they are. I can see that they’re being strategic in the face of very real threats to reputation and funding. 

At the same time, avoiding words and being cautious feels fear-based to me. And so far, the opposition has just continued to choose new words to demonize anyway. 

If you believe DEI is important, defend it. When a critic says your organization’s DEI work is “divisive,” try asking, “Are you saying everybody shouldn’t have equal access to opportunities? Are you really saying you don’t see that the playing field is not level?” Make them explain and defend their position.

We need to stand up and be strong about what we know is right. When we fight, we win.

#DEI  #Defend DEI  #Whenwefightwewin