Are Chief Diversity Officers Pointless?

Chief diversity officers are pointless

That’s the title of an article that a couple of friends sent me last week

And we’re going to be talking about this week

Get your pen and paper ready because we’re going to be talking about

an anonymous article that suggests that Chief diversity officers are pointless

In todays show we discuss several things including:

  • Four Observations that suggest Chief Diversity Officers are pointless
  • The Hiring Issue facing those recruiting Chief Diversity Officers
  • Why Chief Diversity Officers don’t get results and much more

Here’s some of what I share in the show

CDO’s are pointless when they focus on style over substance

“I’m not talking about the people desperately collecting awards. Basically I’m not talking about people with style over substance; the people who give less than they receive”

CDO’s are pointless when their organisations are concerned with reputation over results

“I could not agree more, we talk about this here; one of the 7 most common mistakes that organisations is all about reputation: Focus on credibility indicators and reputation instead of addressing the problem”

CDO’s are pointless when they’re held to standards that differ from other leaders

“Imagine being hired for a job by someone who knows nothing about your job, they’re not even qualified to assess you and you’re not given the tools to do the job. Then they wonder why you’re not getting the miraculous and ambiguous results they expected”

SHOWNOTES

Chief Diversity Officers are Pointless

The Lonely Life of A Diversity and Inclusion Leader

Why Relying On Credibility Indicators is an Inclusion Mistake

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences