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Hi from Cécile!

Companies on the top quartile for gender and ethnic diversity are 25% to 36% more likely to outperform their peers financially.

Then why did the giant automaker FORD scale back its Diversity, Equity and Inclusion policies?

Because of “conservative backlash”, many reckon.

FORD will no longer enforce quotas for minority-owned dealerships and suppliers.

They opted out of DEI-related surveys.

They intend to focus on their “core” business and less on publicly commenting on polarising social issues.

Let all that sink in. Take a minute to comprehend their decisions and the reasoning behind them. Then, keep reading.

4 crucial questions to answer

- Are minorities already over-represented? NO.

- Does it hurt or cost to measure how inclusive you are? NO.

- Is attracting and retaining diverse talent NOT a “core” business? SURELY NO.

- Is the DEI agenda a polarising issue from which to stay shy? NO.

Let me point out the following instead:

- 63% of employees prioritise DEI programs when choosing a company to work for

- 76% of employees and job seekers consider diversity important when evaluating job offers

- Inclusive teams are over 35% more productive

- 60% of sales teams believe that inclusion has contributed to their success

Two questions to FORD and any other company scaling back its DEI policies and programs:

• How rational and efficient is that, given all the above statistics?
• What about the positive contribution and impact on the world and society?

Being diverse, equal and inclusive is a no-brainer.

I see the positive change the DEI agenda brings to the people and companies I work with. 

Every. Day.

What about accountability?

Over 80% of organisations have taken action on Diversity, Equity and Inclusion initiatives.

Yet, just over 50% measure DEI results. 

Who is responsible and accountable for them in the first place?

The obvious answer is those who lead those initiatives and organisations.

Based on experience, leaders exhibit 3 distinct types of behaviours concerning DEI.

• Enthusiastic leaders who believe in the positive impact DEI can have on their teams and organisations
• Less enthusiastic leaders who are a bit reluctant but still do it, to a lesser or greater degree
• Token efforts by leaders who engage superficially just to meet minimum requirements

Many leaders are somewhere in between. 

What matters is how more leaders can move from token or reluctant behaviours to DEI enthusiasts, not just for the sake of it but because they believe and see the positive change in people and their organisations.

The more they engage, the more accountable they can become for the results.

Here are 5 proven strategies to boost your accountability for DEI

#theRealCecile

There are many things people know about me. And much more that many don't know. 

Discover how the unseen part of one's "iceberg" shapes who they are, as it did in my case.

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