If you’re looking for someone to lead your diversity, equity and inclusion (DEI) efforts, do not simply reach for the nearest Black, indigenous, person of color (BIPOC) individual. Over the past year, many organizations have done this. You would not hire a chief financial officer (CFO) based on their skin color. You hire for expertise. The same is true for the person leading your DEI efforts. The ability to create and implement an effective DEI strategy for your organization is an expertise that comes from education and years of experience. It does not come from being a woman or being a BIPOC individual or someone who attended a weekend seminar on DEI and got a certificate. It does not come from having a passion for DEI. I have a passion for art. That does not mean I can lead an art class. You must hire for expertise in DEI. Otherwise, you are setting them up for failure.
DEI leaders also share many other traits of effective leaders. They are self-aware, agile learners who communicate well and can influence others. But for a leader in DEI, there are some additional characteristics that are essential to achieving success.
Curiosity
Any good leader will be a lifelong learner, and curiosity and the desire to learn go hand in hand. But to be a good DEI leader, having open-minded, respectful curiosity about others is crucial. They must enjoy learning from the perspectives and experiences of people whose lives may be very different from theirs. Their desire is to understand other people’s points of view and to empathize with them, and they like to imagine the world from these other perspectives. To do this, DEI leaders must actively listen — without judgment — from a desire to empathize, improve decision-making and ensure the people around them feel valued.
This curiosity means that DEI leaders are proactive, not just reactive — their wish to learn more about other people is directly tied to their wanting to move beyond the status quo. They ask questions like, “Even though we have always done things this way, is this in fact the best way forward? Are we considering the voices and perspectives of as many people as we can?” These leaders also want to know how they can put everything they learn together to in turn help other people understand and value each other. It is their firm belief that having a wide range of ideas and experiences in any organization is the best way to achieve growth and innovation, and the statistics are there to back them up.
Humility
Self-awareness is crucial to good leadership, and humility is one aspect of self-awareness no effective DEI leader can do without. We know that good leaders admit when they are wrong and are willing to take steps to correct their mistakes and do better going forward. But on a deeper level, humility allows them to acknowledge their own unconscious biases and not become defensive when their perspective is challenged or when they make the inevitable misstep. Defensiveness is a natural human reaction to anything perceived as a threat, including criticism. But it is also a common barrier to DEI implementation, which is why leaders must overcome defensiveness in themselves and learn how to mitigate it in others.
It is one of the core tenets of unconscious bias that we cannot hope to change unless we’re able to acknowledge that we are all biased and see where it affects our thoughts and actions. Humble leaders see themselves and their imperfections accurately and without judgment. With this clear vision, they are able to address the things that need to change in themselves and take action to make that change happen. It also allows them to have empathy for the struggles of others, which in turn allows for a deeper connection. These leaders are able to set aside their own feelings and to de-center themselves so that the voices that have been traditionally marginalized can be heard.
A humble approach helps leaders to maintain kindness with others and with themselves, which in turn encourages others to be less defensive, as well. Kindness and thoughtfulness born of genuine humility will ultimately make others more receptive to any messages you want to communicate, and an effective DEI leader will exemplify this.
Courage
The third essential character trait of successful DEI leaders is courage. When we think of jobs requiring courage, this may bring to mind first responder, doctor, CEO. But a good DEI leader must also have courage. To face one’s own unconscious bias, to acknowledge one’s mistakes and to take action to change things for the better are all acts of bravery. A good DEI leader must unflinchingly question the status quo in the face of resistance. They must also learn how to have uncomfortable conversations so that they can teach others how to do so. And they must do these things every single day, as it is the very nature of their job.
When you are in the process of seeking out and hiring for any leadership position, you will of course want someone with high emotional intelligence and commitment to your goals. But if you want a DEI leader who will be able to successfully implement the fundamental changes you seek, they need expertise and experience and to be curious, humble and courageous. This is something to keep top of mind when you are selecting potential candidates.