How To Convince Leaders To Support DEI

DEI isn’t going anywhere. Organizations continue investing in the transformative power of diversity and inclusive culture. One leader in this work is HR rockstar Emily Friedman. We’ve worked with her in several organizations, and we asked her how she has been such a consistent catalyst for transformative equity work. Her answers were illuminating. 

From the moment I entered the workplace, DEI was at the forefront. I think it started from my own identities and experiences.

I never really fit in. I grew up in relatively affluent towns but my parents were school teachers. We didn’t have a lot of money. My family was one of fewer than ten Jewish families in our towns.

And I was a tomboy. If kids made fun of my Star of David necklace, I would punch them! It didn’t surprise anyone that I became a lawyer. 

When I entered the legal workforce, I felt a little alone because there were so few female partners. If I wanted to belong, I would need allies and mentors. And they were going to have to be men. 

So I learned how to build relationships with people who didn’t see the world from the same perspective I did. And I learned how laws, policies, and programs supported those efforts. 

I didn’t last long in law firms. I wanted to be in-house, ensuring organizations were doing right by their people.

I have always approached DEI work from the perspective of engagement and fairness. If people don't feel a sense of belonging in an organization, no bonus or benefits program is going to get them to stay.

Over the course of my career, I’ve seen some leaders who believe in the “D” of DEI, but their mental model takes inclusion for granted. They found belonging on their own (they think); why should the business spend money on workshops, heritage months, ERGs? 

When I've encountered pushback, I focus on building a relationship with the leader. Along the way to the top, someone took an interest in them. Once we connect over those experiences, we focus on making sure every employee can find the support that the leader had themselves. 

Organizations are becoming more diverse. Employees are coming from wider ranges of backgrounds and lived experiences into organizations where they may not feel they fit in. Without intentional inclusion efforts, they're likely to leave the organization in search of another where they feel a sense of belonging. This is a loss, and a cost, for the organization.

For me, the work of DEI is very personal. The key to securing leaders’ support is to make it personal for them too. 

Once they have that connection, whatever they’re hearing or reading about DEI starts to sound like background noise.