Turning Promises into Progress: Practical Steps for True Inclusion in the Workplace
I am often asked what are the practical steps that actually deliver results when it comes to inclusion, this question has been even more amplified since my TED Talk was released last year, the theme of my talk “Why We Need Rockstars of Inclusion” makes the case that those who have been lorded for disrupting business as usual now also use those visionary skills to disrupt inequity and change the status quo. Sounds easier said than done, but here are some prescriptive steps for leaders who really want to make inclusion a reality in the organisations they run.
The year 2020 was pivotal and will be forever cemented in history for many reasons, the onset of a global pandemic among them. Yet perhaps its most defining moment was the murder of George Floyd. The eight minutes and 46 seconds of police brutality that shocked the world revived and internationalised the Black Lives Matter Movement. Witnessing lethal racism applied so casually in real time prompted urgent, widespread soul-searching about the existence and extent of racial disparity both in America and across the global North.
Leaders around the world rushed to make public pledges to act against racism, often apologising as a way to address past failings. A consistent message emerged: racial inclusion within corporate organisations was no longer a minority concern for minorities to solve, it was a majority problem that everyone, especially those with agency and privilege, needed to address.
Corporate leaders were unusually vocal in declaring their commitment to tackling one of society’s deepest injustices. Bank of America CEO Brian Moynihan committed $1 billion over four years to address racial inequality through funding for minority communities. Walmart CEO Doug McMillon pledged $100 million over five years to create a new centre for racial equity focused on access to capital and education. Apple’s CEO, Tim Cook, committed a similar amount. Nike announced a $40 million pledge to support Black communities in the US and in other countries with significant Black populations. In the UK, in my then role as Global Director of Creative Diversity for the BBC, I worked alongside my BBC leadership colleagues to lead a $124 million three-year investment in diverse television content, followed by a further $14 million in audio content.
Yet, as we entered the first quarter of 2023, serious doubts remained about whether these pledges had been delivered. In the summer of 2021, a year after Floyd’s death, analysis by Creative Investment Research found that of the $50 billion pledged to address racial equity, only $250 million had actually been spent or committed.
The true cost of failing to address racism and racial disparity is not found in figures spent or unspent, it is in the ongoing mistrust that grows from a lack of progress. Even at the height of the commitments and pledges, sceptics didn’t just question the sincerity of the overwhelming support for racial justice, they questioned how long it would last. Those who experience racial injustice carry a deep trust deficit because history has taught them not to put faith in words alone. When rhetoric is not followed by action, scepticism is reinforced, mistrust grows, and engagement becomes harder to secure. Fatigue sets in and support slips away unless we reach the point where leaders commit to bold, uncomfortable steps. At that point, we must be prepared to share the spoils of the system, and in some cases, even reverse it.
We must back up our words because, without action, they are meaningless. For those we want to reach, hearing may be deceiving, but seeing, as a result of doing, is believing. That is how we repair lost trust.
The challenge of making our workplaces truly inclusive may seem daunting, but it is not insurmountable. I’m proud to say that while I was at the BBC, in the first year of our investment, we spent $53 million on 67 programmes and increased our diverse supplier base by 10%. There’s a powerful quote by American children’s rights campaigner Marian Wright Edelman: “You can’t be what you can’t see.” I would add, “or hear.” This was the purpose of our commitment: to support storytellers from diverse backgrounds in bringing under-told stories to life, both on screen and through audio. As a global broadcaster, the BBC has a responsibility to share stories that connect people with experiences they might otherwise never encounter.
In my book Diversify – Six Degrees of Integration, I partnered with researchers at Oxford University to explore the hidden cost of exclusion and how a new approach to how we learn, live, and do business can solve some of the toughest inclusion challenges we face. When the book was first released, I had to convince corporate leaders why diversity is good for business. I’m heartened that we have now moved beyond the “why” to the “how”, though the “how” is often the hardest part.
One barrier to achieving racial equity is human nature itself: we are creatures of habit. Many leaders default to familiar approaches, articulating a goal and setting targets. But racial disparity is not just about representation, it’s about whether people who are not of the default ethnicity (white) feel valued at work. Changing qualitative experiences is often harder than meeting quantitative targets. This requires different leadership qualities, and visible role models. The best way to model this is by building trust with diverse workforces and customer bases. Trust is the foundation of inclusive leadership.
Representation and role models matter for attracting diverse talent and fostering inclusion. Those from underrepresented communities who have taken the path less travelled, or found themselves “the only one in the room,” are often seen as examples of limitless possibility. But in the workplace, it’s not just diverse talent who need role models, it’s those who currently hold power. As power remains largely in the hands of white men, their active engagement is vital to creating the new normal.
Inclusion and allyship were once seen as optional extras rather than integral to leadership. Winning at all costs, regardless of collateral damage, was once the measure of success. That is no longer enough. If every team performs below par and yours happens to do slightly better, is that true success? I would argue not. We now expect more from leaders. Yes, we expect results, but in a world where social attitudes are changing rapidly, inclusion must be part of any true metric of leadership success.
There will always be short-term winners, those who deliver innovative products or record profits. But leadership cannot be considered successful if it contributes to environmental destruction or presides over workplaces that damage mental health. The way you deliver success matters more than the success itself. In my TED Talk, I cite Gareth Southgate as a leader who has demonstrated this with calm and integrity. Whether in sport or business, someone will always win, but when leaders make inclusion a key measure of success, everyone wins.
The world of business is crying out for truly inclusive leaders who can replicate and scale the kind of cultural cohesion Southgate has achieved on the pitch. For those bold enough to take on the challenge, here are some steps:
1) Be compassionate
See and acknowledge each other’s realities. Silence in the face of discrimination can be perceived as indifference, especially if someone is the only diverse person in the team. Engage, listen, and value the insights that lived experiences provide.
2) Acknowledge disparities and seek assistance
Recognise that racism has been applied differently to different ethnic groups globally, creating varied challenges. Avoid grouping all non-white people together. If specific demographics are underrepresented, acknowledge it, then work with employee networks, DEI teams, or external advisors to address it.
3) Collaborate with contacts to overcome barriers
Institutional barriers may limit diversity. Partner with organisations that can provide access to diverse talent pools, and commit to connecting underrepresented colleagues with mentors or sponsors in your network.
4) Knock down departmental and procedural barriers
Change structures that block innovation. Create alternative entry routes, such as apprenticeships or work trials, and welcome initiatives that bring in colleagues from diverse teams to share skills and perspectives.
5) Unite across barriers to beat discrimination
Join or establish an Employee Resource Group (ERG) allies network. Build global connections between diverse affinity groups because discrimination is a global problem, and a unified response has greater impact.
6) Sustain your efforts
Systemic discrimination has been centuries in the making and will require sustained effort to dismantle. Dedicate resources and ongoing programmes, rather than relying on one-off interventions.
For allies who want to be actively anti-racist, the first step is to understand and accept the impact that the historical pursuit of power by those who share your identity has had on others. Educate yourself on the experiences of those who do not share your privileges. One of the fastest ways to level the playing field is through the economic empowerment of minority communities. As leaders, you are uniquely positioned to generate opportunities for diverse talent, making your business a better place to work and the world a better place to live.
June Sarpong OBE is a TV broadcaster, DEI global thought leader, and corporate executive. She is the author of three books: Diversify – Six Degrees of Integration, The Power of Women – Why Feminism is Good for Everyone, and The Power of Privilege – How White People Can Challenge Racism, all published by HarperCollins.
