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There can be no Equality without Equity

Diversity Intelligence (DQ)
 

Equality vs equity

EQUALITY    

EQUITY

 Artist: Angus Mcguire

By implementing a Diversity Intelligence (DQ) strategy programme for managers, we work with organisations to help them create a more inclusive workplace that attracts and retains top talent, enhances creativity and innovation, and improves business outcomes.

DIVERSITY
Observable vs Unobservable traits & characteristics

Diversity intelligence iceberg

IQ

Diversity, Equity & Inclusion (DEI)
 

'Just because it hasn't happened to you, doesn't mean it doesn't exist' 

DEI
diversity, equity, inclusion belonging
Why diversity maters

Why Diversity Matters

Desktop

It's 2024 and the lack of diversity at Executive level in many companies is astounding

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  • Covid-19  and the murder of George Floyd exacerbated a shift that was already being seen (albeit very slow), that things needed to change. However, to date, there is no evidence of any big shift at executive level and data shows the status quo remains, with some studies indicating that up to 88% of C-Level executives are white males with many from higher socio-economic backgrounds

  • While many economies & companies are still battling with COVID-19 effects on economies, healthcare and education, diversity is a topic far too important to be put onto the back burner

  • Companies showcasing inclusivity statements, diversity, and/or green credentials on job adverts, company brochures and websites, are doing nothing more than lip service where this is not followed through with concrete action(s)

  • Customers and talent throughout the world are demanding changes and are vocal and willing to vote with their feet, wallets and/or at the click of a button. Brown or green washing is no longer enough

  • So, whether it be diversity, hybrid working, technology, climate change, environmental, and/or social issues, companies need to be seen to be sensitive to the global movements of socio-economic and racial equality

  • In addition, organisations need to listen and move fast to ensure their workforce (including executive bench), reflect the demographics of their customer base especially in the locations in which they operate 

  • This will be critical in ensuring they offer innovative and relevant products, services and tone

  • Those resisting calls for change risk being left behind and replaced by disruptors who are not just willing to change, but are also able to do so quickly                                                  

 

Exodus of female leaders

"I’m very good with people…Like Me!"
Julia Middleton, founder of Women Emerging

An exodus of female leaders!

Photo of a desk with keyboard and mouse

“Women leaders are leaving their companies at the highest rate in years, and the gap between women and men leaders leaving is the largest we’ve ever seen.  To put the scale of the problem in perspective: for every woman at the director level who gets promoted to the next level, two women directors are choosing to leave their company.”  McKinsey Report ‘Women in the Workplace 2022’

Female leaders in a meeting

Tell me more...

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  • This exodus is often linked to a lack of support for female leaders (at organisational as well as personal levels), lack of role models, and a lack of opportunities for women to take on leadership roles - despite many companies rolling out diversity training programmes

  • Reports by HBR (2019) & McKinsey (2017) found no evidence that diversity training actually leads to more diversity. Indeed, according to HBR ‘…evidence has shown that diversity training can backfire, eliciting defensiveness from the very people who might benefit most. And even when the training is beneficial, the effects may not last after the program ends…’ The HBR report goes on to say – ‘…We found very little evidence that diversity training affected the behaviour of men or white employees overall—the two groups who typically hold the most power in organizations and are often the primary targets of these interventions…’

  • While it’s true that in the western world, more women and people from other marginalised groups are joining senior ranks of management, these tend to be the exceptions rather than the norm and C-suite and D levels remain predominantly occupied by white males 

  • It is important therefore, that companies understand and regularly review employee demographics not just at company level but across different levels all the way to leadership as many organisations may be diverse at employee level but less so, higher up​

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Human beings are complex creatures and diversity keeps evolving. One-off HR or L&D coaching and/or diversity training are not enough; companies should instead look for or train leaders to become coach leaders. Coach leaders who lead with EQ and CQ create the teams and (work) environments which make the implementation and adoption of DQ far easier.  Click HERE or scroll down to watch short video below which shows why diversity without inclusion is doomed to fail.

The Solution? 

EQ+CQ=DQ

The EQ + CQ = DQ Methodology

EQ + CQ = DQ Methodology
Leading with DQ

Leading with


 

Diversity Intelligence 
(DQ)

Photo of a desk with keyboard and mouse

A leader with high DQ is inclusive and knows that diversity should not be viewed as a problem to be solved but rather, an opportunity to be capitalised on. A leader with high DQ knows that just because they have a diverse workforce this, in of itself, does not automatically guarante inclusion. A DQ leader is able to adapt and adjust their behaviour and communication style to effectively interact with people who are different, while also respecting their beliefs, values and lived experiences. DQ leaders also know and understand that given exclusive environments and behaviours have been built over many years and that as a counter, inclusion itself will take time to filter through the organisation. 

ON HIRING – DQ leaders don't rely on 'similar-to-me' affinity bias. 

Diversity Intelligence (DQ)

DQ What

   DQ WHAT?

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  • According to The Great Place to Work (TGPTW) ‘Diversity is about representation or the make-up of an entity, whereas inclusion is about how well the contributions, presence and perspectives of different groups of people are valued and integrated into an environment.’

  • Diversity intelligence (DQ) picks up from where Cultural intelligence (CQ) leaves off. It is the ability to understand the various dimensions of diversity, including but not limited to, race, ethnicity, gender, sexual orientation, age, ability, religion, and socio-economic status

  • DQ leaders understand that diversity is also about adapting men to a world in which women are more empowered

  •  We live in a global world and in order to cater to their customers/user base efficiently, it is important that workforce makeup reflect customer makeup as well. This will allow companies to understand the issues and problems faced by people from different walks of life

  • Although many companies try to hire for diversity they seem to manage for similarity which means people have to adjust their styles to make others (mostly dominant groups), feel comfortable

  • DQ involves being aware of one's own cultural biases and assumptions, as well as the cultural backgrounds and perspectives of others. It also involves being able to adapt and adjust one's behaviour and communication style to effectively interact with people who are different, while also respecting their beliefs, values and lived experiences

  • In a McKinsey study, titled “Diversity Matters”, 366 public companies were surveyed from different countries in the western world. There were two key findings:

    • Gender-diverse companies are more likely to perform 15% better

    • Ethnically-diverse companies are more likely to perform 35% better

  • DQ goes beyond simply recognising and accepting diversity; it involves actively seeking out and valuing diversity as a source of learning and growth. It includes developing skills such as active listening, empathy, and flexibility, as well as knowledge of different cultures and their practices

  • Diversity is fact whereas inclusion is a feeling. Inclusion therefore is not a one-and-done fix; it is intentional and requires work to address and reduce bias

  • When it comes to diversity and training, progress is incremental. This is often why people and organisations give up – having expected someone to come in, point out areas that need improvement, and then action recommendations followed by instant remedies

  • Human beings are complex creatures and so whether it is inclusion or belonging, these cultures don’t just appear once there is a diverse workforce; inclusive cultures and environments are intentionally built

 

LEADING WITH DIVERSITY INTELLIGENCE (DQ)

  • DQ leaders are comfortable with a collective mix of differences and have the skills to adapt their behaviour to communicate and interact effectively with people from diverse backgrounds

  • DQ leaders are curious about other cultures and look to widen their own social circles to include people from other cultures

  • DQ leaders know that diversity is also about adapting men to a world in which women are more empowered. They also know that organisations too can play a part in creating and designing workplaces where women feel included

  • DQ leaders are able to reflect on their own cultural background and biases and know how their personal biases, language, actions and expressions can impact workplace interactions. They therefore look to learn about other cultures through coaching, training, travel, food, films, events & networking, rather than relying on stereotypes or gut feeling

  • DQ leaders understand that diversity and inclusion has to be integrated into all aspects of the organisation including as part of its performance management system

  • DQ leaders understand that communication can impact team dynamics and productivity and therefore look to understand how communication styles differ across cultures. This knowledge enables them to know and understand, why people communicate the way they do and why people behave the way they do

  • DQ leaders are aware of the harmful effects of 'stereotype threat' and how this contributes to long standing gender and race gaps. They therefore look to create a culture of respect and understanding by challenging stereotypes and prejudice in the workplace

  • DQ leaders are sensitive to the global movements of socio-economic and racial equality

   DQ WHY?

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  • ​In the UK, efforts to diversify according to gender and ethnicity appear to have had very limited results. However, global trends such as the ones outlined below, are influencing business priorities & trends:

    • Changes in customer demographics & attitudes

    • Diversity of talent especially younger generations who are becoming more purpose driven especially on matters relating to: DE&I, ESG, climate, conservation, the environment, social justice and more

    • Diversity of markets with demand shifting to emerging markets

    • Diversity of customers and workforce led by advances in technology

    • Diversity of ideas

    • Innovation & tech

  • Much of the public especially younger generations now expect businesses to take an active role in addressing social issues. Companies that fail to do so i.e. those who see their roles as solely that of products and services could miss out on future opportunities including attracting diverse talent, customers, or scaling up into new markets. A Glassdoor survey reveals that a diverse workforce plays an important role for 67% of job seekers when considering job offers

  • It is not uncommon for DEI to be brought up during interviews. Questions may include your organisation’s commitment to initiatives that you already have in place. It is therefore advisable that companies get on the front foot by bringing these up themselves during interviews for example, to enable them to control the narrative

  • Diversity intelligence is increasingly important in today's interconnected globalised and multicultural world, where people from different backgrounds frequently interact and work together. It can help individuals and organisations foster more inclusive and collaborative environments and lead to more effective communication, innovation, and problem-solving

  • Despite the increased attention to diversity, inclusion, equity, and belonging (DEI&B), evidence shows that the higher the job status, the less diverse the executive bench, despite many companies pushing for diversity within their leadership ranks. According to Fortune, there are fewer than 10% of female CEOs in Fortune 500 and only around 1% of Fortune 500 CEOs are black

  • Gender inequality in leadership level – There is a difference in the entry of women in the workforce and their growth in their career ladders? Companies need to review or implement changes to policies, procedures, culture, or training initiatives to address this

  • Changing demographics is making diversity within organisations a reality not a choice. In the USA for example, only 50% of Gen Zs are white compared to 72% of ‘baby boomers’ who are white. So, whether it is the result of a reduction in birth rates or increases in immigration, diversity intelligence is becoming essential rather than a ‘nice to have’ strategy

  • The current 'one-and-done' approach to DEI is not working - there has been no improvement in representation of minority groups in the workplace. DEI therefore becomes nothing more than a tick-box exercise and can build resentment from all sides

  • When it comes to health and technology, the lack of diversity when it comes to designing and developing a technical solution can have unintended serious consequences for example:

    • Medicine - Pulse oximeters are less accurate on people with darker skin because of the way melanin interferes with light absorption

    • Tech – Facial recognition where there is bias towards people with darker skin, older women or women not wearing makeup. Companies therefore need to question the demographic makeup of the team(s) developing these products

  • Tech’s lack of diversity could impact AI progress, credibility, trust and uptake

  • INCLUSION

    • Tech - Globally distributed workforces mean that companies need to ensure all workers have digital access including connectivity

    • Neuro-diversity – Not everyone can or feels comfortable speaking up during meetings (both in person or virtual) and so for inclusion purposes (and, to ensure all voices are heard), companies need to offer other options for feedback such as: chat, Slack, email or the opportunity to do so privately or a day or so later 

    • Design - Why are some team members reluctant to return to the office? Are the companies/offices where they work designed for inclusivity? Do offices or rooms symbolise hierarchy status i.e. closed off corner offices, poor lighting, or bad Feng Shui? Are there any rooms (where possible), set aside for nursing mothers, staff suffering from epilepsy, migraines, anxiety, quiet/prayer room? Inclusion should also take into account design and where possible, management should also involve Employee Resource Groups (ERGs) in design

  • People are prone to confirmation bias which is why one set of data may mean very different things to different people and automated tools are trained with data which may replicate bias that currently exists. This is why diversity is now an urgent matter - by looking through different lens we have different perspectives

  • Team Activities – Sometimes activities can be too male, too Eurocentric or too westernised which may not necessarily translate cross-culturally (paint balling, pub quiz evenings, go-kart racing) 

  • Diversity in of itself, does not result in great outcomes; it requires work, commitment and resources. In terms of talent, DQ requires companies to invest early and meaningfully in creating their future diverse pipeline

  • Some organisations recognising that their culture is too homogenous, recruit diverse talent without even including training or preparing the current workforce. Leaders go through the trouble of implementing practices which encourage applications from diverse candidates but then place these candidates sometimes in environments which can be hostile and/non-inclusive. This can result in toxic work environments. Examples being: companies recruiting 1-2 females to join predominantly male teams and then expecting the females to swim in an alpha male dominant pool. Is it any wonder then that companies often fail to retain talent from diverse backgrounds?

  • While there is data to show correlation between gender equality in society and gender equality in work, there is no data or evidence which shows any country having high societal gender equality while having low workplace gender equality. In other words, we cannot expect gender equality at home or society at large, while maintaining low gender equality in the workplace

  • Many workers from marginalised groups face headwinds including: micro-aggressions, old-boys' network, lack of access, stereotypes, “culture fit”. These challenges make it harder for marginalised groups to advance their careers resulting in many of them quitting. Some marginalised groups also resort to code-switching which sees them adjust their styles, including hair, dress code or language just to fit in and to ensure the dominant culture is kept comfortable

  • Despite many organisations spending resources on D&I, research by HBR reveals that approximately three quarters of employees from marginalised groups do not feel they have personally benefited from their company’s D&I programs

  • While organisations looking to introduce or embed a culture of diversity are to be commended, managing and implementing diversity is and has become challenging for many organisations with pushback often coming from within, from staff members who are reluctant to tackle or, face situations which make them feel uncomfortable resulting in a defensive stance

  • Reducing bias and discrimination: Bias and discrimination, though sometimes subtle and often unintentional, can impact decision-making and lead to discrimination in the workplace. By taking a diversity course, employees are able to recognise their own biases and take steps to address them. By doing so, they can help to create a more fair and equitable workplace

  • Creating a more inclusive workplace: A diversity course can help employees better understand the experiences and perspectives of their colleagues from different backgrounds. This can help to create a more welcoming and inclusive workplace where all employees feel valued and respected as well as increased employee engagement and productivity

  • Improving communication and collaboration: Employees having a better understanding of different perspectives and experiences means they are better equipped to communicate and collaborate effectively. A diversity course can help to foster better communication and collaboration among team members

  • Promoting inclusive practices: A diversity course can provide managers with tools and strategies to help them create a more inclusive workplace by helping them to create policies and practices that are fair and equitable

  • Enhancing creativity and innovation: Diversity can lead to a wider range of ideas and perspectives 'Insider skills/Outsider perspectives', which in turn, can lead to more creative and innovative solutions. Diversity can also lead to higher employee engagement

  • Leveraging the benefits of diversity - Research shows that companies that prioritise diversity and inclusion perform better and are more innovative than their less diverse counterparts. Benefits include: better problem-solving, increased creativity and higher employee engagement and productivity

Building a culture of inclusion & belonging is a marathon not a sprint.​

   DQ WHO?​

This Diversity, Equity & Inclusion (DE&I) coaching course is for:

  • Leaders in organisations with a workforce of different identities and those looking to create inclusive work environments where all their employees can prosper irrespective of differences

  • Leaders who understand that to achieve Equality, companies must first tackle Equity because not everyone starts from the same place

  • Organisations looking to increase their representation numbers and tackle race, gender and other identity disparities

  • Anyone with a non-diverse team who wants to enjoy the benefits that diversity & inclusion bring

  • Someone who is an agent for change for cultural progress within their organisations

  • Leaders who are looking to understand DE&I in more depth

  • Leaders who may not have DE&I training within their organisations

  • A pioneer of social responsibility who other people within their organisations can emulate

  • Employee Resource Groups (ERGs)

  • Leaders looking to have a more inclusive workplace culture and diverse executive bench

  • Leaders looking to create and develop their DEI strategy with measurable KPIs

  • Leaders looking to attract people from a wider range of backgrounds to enter (and progress) within the organisation or industry

  • Leaders looking to build a '4All culture' by creating a consistently high-trust workplace experience for everyone

  • Leaders looking to create or build on a culture rooted in inclusive decision making

  • Leaders looking to attract people from a wider range of backgrounds to enter (and progress) in the industry/within the organisation.

  • People departments (‘Training the trainers’) - HR, People Operations, L&D, DE&I, OD

   DQ HOW?​

  1. Awareness and Understanding - Building awareness and understanding of the various dimensions of diversity

  2. Engage in critical discussions - listen to diverse perspectives and challenge your own assumptions and biases

  3. Employee lifecycle - DEI training should be embedded into the full employee lifecycle/touchpoints

  4. Attitude and Behaviour - Explore individual attitudes and behaviours towards diversity

  5. Knowledge and Skills - Focus on knowledge and skills necessary to promote diversity and inclusion in the workplace

  6. Action and Implementation - Develop an understanding of the impact of diversity on the workplace and the importance of respecting and valuing individual differences. Taking action to promote diversity and inclusion in your workplace

  7. Affinity Groups - Encourage and support affinity groups (Employee Resource Groups (ERPs), that allow employees to connect with colleagues who share their identities or interests

  8. Embrace diversity in both your personal and professional life - Diversity is not something you should leave at work. Being inclusive becomes much more natural if it's something that you do in your everyday life

  

DQ COURSE

  • With EQ & CQ at its foundation, this DEI course sets you up with the tools you need to create a more compassionate place of work. This will see you transition from tolerance to inclusion, where talent from a diversity of backgrounds feel valued, heard, appreciated and respected

  • The course covers developing a diversity audit plan, related strategic plan, diversity recruiting, performance management and inclusive communication

GOAL - To develop an understanding of the ways in which diversity shapes our lives, our communities, and our world. By the end of this course, you will have gained a deeper understanding of the value and importance of diversity and the skills and knowledge needed to create a more equitable and inclusive work environment.

 

DELIVERY - Online, in-person, or hybrid. Interactive activities: role-playing (to help managers apply their learning in real-world scenarios), group discussions, and case studies.

 

Overall, a diversity course can help your organisation create a more welcoming, fair, and productive workplace, while also meeting ethical obligations.

DQ why
DQ How
DQ Who?
DQ Course

When Diversity excludes Inclusion

In the UK, efforts to diversify according to gender and ethnicity appear to have had very limited results

The Solution? 

INCLUSIVE LEADERSHIP USING THE

The EQ + CQ = DQ Methodology Learn More
 

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