What Does "The Rule of The Thumb" Has to do With DEI?

The English language is full of phrases that have been passed down for generations, many of which to the point where we can no longer recall their origin. Or perhaps we can, but we simply don’t associate the phrase with its origin anymore!

One such phrase is “rule of thumb.” Note that the origin of this phrase is contested among scholars, and I don’t wish to imply that this blog is the be-all, end-all of sources. Rather, I intend to discuss one theory of this phrase’s origin and the consequences of such a history.

First and foremost, many of us likely know that “rule of thumb” today refers to any general principle or guideline based on broad, practical knowledge rather than precise calculations. We might say it’s a good rule of thumb, for example, to tell a friend where you’re eating if you’re going on a first date with someone you met online. In other words, “rule of thumb” simply refers to a technique or thought process that is useful in a given situation!

Historically, however, “rule of thumb” wasn’t always such a broad concept. In the 17th century, English common law reputedly allowed for domestic abuse from the husband to a wife, so long as the stick he used to beat her was no thicker than his thumb. The “rule of thumb,” in other words, was a rule that permitted—even encouraged—domestic violence. Rather gruesome history, right?

As I mentioned, the interpretation of this phrase’s history is not certain; the fact that English common law is based on precedent and not codified law leads to nuance and variability when interpreting centuries-old information. Nonetheless, I think it goes without saying that no one here supports domestic abuse and verbiage that encourages it! Even if “rule of thumb” no longer refers to a law permitting violence against women, that understanding and that history of the term remains. We are left with a choice: we can continue to use phrases like “rule of thumb” that may be rooted in violence, or we can stop using them and in doing so stop the perpetuation of centuries worth of harm.

So, why do I bring this topic up? The reason is simple: I encourage us to question words and phrases that we have heard and been using for years, decades, centuries. If we don’t question accepted language, then we may never become aware of when we are perpetuating harm.

In fact, I have discussed before the importance of questioning our language, because words have tremendous power, and thus being careful about the words we say is one of the simplest and yet also one of the strongest ways we can work toward a brighter, more inclusive world. Some of these terms may have clearly negative origins, such as “slavedriver” and “too many chiefs and not enough Indians” while others may be subtler, such as the possible misogyny in “rule of thumb” and the hidden ableism in phrases like “turn a blind eye to” something. In short, although a word or phrase may have been used for a long time, longevity is no reflection of its respect or inclusion, and it’s up to us to question what we have been conditioned to believe is “acceptable” speech!

I’ll conclude with this: do we want to be part of harmful complacency, or do we want to be part of positive change? Our language will reflect our decision!

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

6 Focus Areas For Beginning Your Organization's DEI Journey

In my work as a DEI consultant, I have witnessed a range of organizations express a desire to begin the DEI journey and make their workplaces more inclusive to all. The first problem that presents itself is simple: where to start?

In this blog, I will walk through a selection of key observations and recommendations that I have developed through my work for organizations who are ready to put in the work for DEI but aren’t quite sure where to begin. What are we waiting for? There’s no time to waste!

Observation #1: Employees want thorough implementation of DEI.

Seems self-explanatory, right? “Let’s just offer some DEI training!” The key to thoroughly and effectively implementing DEI is to go about this process intentionally. In other words, outline and define metrics to monitor DEI progress (and make that information available to employees) as well as provide regular DEI training. Not just 5- to 10-minute videos sent in biweekly emails, but also offer workshops and other immersive learning opportunities! As the DEI journey progresses, ensure those workshops become more in-depth; for example, one workshop may specifically cover microaggressions, another emotional intelligence, and so forth.

Observation #2: Employees want increased communication about DEI.

Once an organization has taken the first steps in their DEI journey, employees will want to know how DEI implementation is progressing! Much like the previous recommendation, my advice here is relatively self-explanatory: to keep employees in the loop, send regular emails about the improvement of DEI metrics over time; what DEI initiatives are being invested in and how; and so forth. Additionally, it is crucial for businesses to highlight their commitment to DEI on their website and social media, as such actions will demonstrate transparency regarding DEI efforts and emphasize that everyone, from leadership to employees to members and customers, are in this journey together.

Observation #3: Employees want diverse recruitment practices.

Though making changes to recruiting may seem terrifying from the outset, have no fear. DEI and recruitment, in my opinion, go hand in hand! For starters, businesses should reach out to diverse community organizations, such as HBCUs and other minority colleges, as well as attend culturally diverse job fairs in order to promote their job openings. From there, businesses might consider offering guest speakers, providing assistance with writing resumes, giving tips for being interviewed, and so forth to these diverse organizations. This type of external connection-building helps ensure that diverse candidates have access to resources that they might not otherwise receive.

Additionally, organizations should invest in an internal mentorship program! The other half of recruitment is retention, and a mentorship program allows diverse hires to receive support and training that will set them up for even greater success.

Observation #4: Employees want to see more diversity in the board of directors and upper management. Relatedly, employees want equitable promotion practices (i.e. eliminate favoritism).

Recruitment, retention—of course we must also discuss promotion. Many employees have voiced to me their issues with homogeneity in leadership and the seeming lack of merit-based practices in the process of promotion. As such, one of the best ways to increase diversity in upper levels is to create a talent pipeline, where employees have rotating mentors, receive personalized professional development opportunities, and so forth, all of which will equip them to continually move higher in the organization. To improve transparency regarding promotion practices (and thus ensure those practices are equitable), businesses should a) clearly outline their promotion criteria for all positions and b) advertise all job postings internally. Beautifully straightforward, isn’t it?

Observation #5: Employees want improved avenues for reporting discrimination and harassment.

More specifically, many employees have informed me of their concerns over reporting discrimination and harassment, e.g. that months will pass before action is taken, that they often fear retribution for making these reports, etc. To begin addressing this conundrum, a crucial first step is simply to increase training for managers and supervisors regarding discrimination/harassment and addressing these reports. After all, if leadership is not equipped to handle these issues, then it becomes much more likely these issues will not be handled properly or at all. Having done so, I would also recommend that organizations implement anonymous feedback channels for employees to offer further possibilities to advance DEI, concerns over discrimination/harassment, and any other comments they might wish to share in a truly private manner.

Observation #6: Employees are concerned that they cannot comfortably express themselves in the workplace.

I have listed this observation last because, should the prior recommendations all be implemented with intentionality, self-expression will likely become more natural to employees! Why? Because the work environment will already have become more welcoming and inclusive through the increased role of DEI. As such, my final piece of advice is this: create employee networks for employees of marginalized groups and their allies! Having employee networks for women, for Black individuals, for veterans, for the LGBTQ+ community, and so forth provides a specific environment where people from these populations can more safely express themselves and find support they may never have realized was available to them.

And there we have it! A straightforward breakdown of common observations for organizations beginning the DEI journey and a respective recommendation for each one. I wish all businesses the utmost success as they seek to create a more diverse, inclusive environment for their employees!

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

5 Steps for Acknowledging Microaggressions

“May I speak with you?”

Léonce looks up to see Izumi, his coworker in the business’s legal department, standing at his desk. “Uh… yes?” he says after a pause. “Lunch is in 15 minutes, if that works?”

Izumi nods, returning to her cubicle across the hall. 15 minutes passes in no time, and all the while Léonce wonders what she wants to speak with him about. None of their assignments really overlap, as far as he can recall, but maybe there’s some new project he just doesn’t know about yet?

Léonce joins Izumi at one of the corner tables in the break lounge. “Is everything alright?” he asks, and Izumi tilts her head.

“Yes. Sort of.” She sighs. “I just wanted to tell you that the… ‘joke’ you made the other day, about Asians and hard-to-pronounce names—I don’t think it was appropriate.”

“Oh. Oh, that.” Léonce fights back a wince. Dang. Had he hurt her or anyone else with that joke? He hadn’t meant to be rude—really, it was all in good fun.

Record scratch, freeze frame.

Hi folks! I think what we’ve got here is a learning experience! Léonce is coming to the realization that he unwittingly perpetrated a microaggression: he made a racially based “joke” that was crude, rude, and in poor taste. Does this mean Léonce is the most horrendous person to ever walk this planet? Of course not! In our journey to becoming more inclusive, respectful individuals, we will all slip up, be it making a “joke” that perpetuates hurtful stereotypes or simply not realizing the impact of our own privilege. So, what can we—and Léonce—do when someone comes to us and shares that they were hurt by a microaggression we perpetrated? Let’s walk through seven key steps:

1. Listen and Validate:

When someone shares these important feelings with us, we should give that person our full attention and actively listen to their perspective without interrupting or becoming defensive. Additionally, it is crucial that we validate their feelings and moreover acknowledge the impact our words or actions had on them. Even if our intent was not to hurt anyone, intent doesn’t erase impact. They were hurt by our words, and we should recognize that harm.

Léonce nods to Izumi. “Thank you for sharing this with me. I appreciate your honesty, and I’m sorry that my words hurt you.”

2. Apologize and Take Responsibility:

Active listening means holding ourselves accountable, starting with a genuine apology for the harm we may have caused. Importantly, taking responsibility means doing so without making excuses or minimizing the feelings of the person who has chosen to be open with us. A good idea is to use “I” statements, as doing so encourages us to be more direct in acknowledging our own agency and fault in causing harm, regardless of our intent.

“And I want to apologize for making that joke,” Léonce continues. “Like you said, it was insensitive and inappropriate. I shouldn’t even call it a joke. It was just rude of me, and I’m truly sorry.”

Izumi stares at him, then nods. “I appreciate your apology.”

3. Reflect and Learn:

From there, I find it important that we express our commitment to growing and learning from the experience. We might share our intention to reflect on our behavior, to further grapple with the impact of our words, and to make changes moving forward. Additionally, we can assure the person that we value their perspective and intend to take their feedback seriously.

Léonce struggles to articulate that he appreciates Izumi confronting him about his words. In particular, he fears coming off as a bit pretentious. Finally, he lands on the following: “I think it goes without saying that I won’t make that ‘joke’ again. But I’m also going to be more mindful of any other jokes I say in the future, too.”

His words are a little clunky, he’ll be the first to admit. But Léonce means what he’s saying—he really does. And he thinks Izumi knows it, too, as a hint of relief seems to flicker across her features, tension slowly draining from her shoulders.

4. Ask for Further Clarification (if needed):

It is always beneficial to ask for clarification to gain a deeper understanding of the specific microaggressions that occurred. Seeking clarification allows us to ensure we fully comprehend the person’s perspective and can avoid similar mistakes. I want to emphasize, though, that we must be mindful of others’ comfort levels and boundaries in discussing the topic further. If they seem uncomfortable, then you may want to stop! Thanks to the internet, a plethora of research is at our fingertips that we can always dive into on our own time.

Léonce is tempted to ask Izumi for the specifics regarding the issues with his “joke,” but to some extent, he can admit these issues are obvious. Even if they weren’t, now does not feel like the time or place to request this opinion from his coworker. He’ll do some research of his own tonight, he decides, instead of putting the onus of explanation onto Izumi.

5. Avoid Being Defensive:

When we are confronted with the negative impact of our words, it is perfectly normal—natural, even!—to feel defensive. In turn, the key is to a) recognize the possibility of defensiveness and b) focus on being intentionally open during the conversation. For example, we should avoid making excuses or trying to explain “what we really meant,” as this type of behavior is more likely to invalidate the other person’s feelings. Remain attentive to the matter-of-fact: the experience itself and the direct impact of our words and actions.

“Thank you for being so open about this,” Izumi says after a pause. “I tried to have a similar conversation with… well, with someone I don’t want to name the other day about a ‘joke’ they made, and…” She winces. “It did not go smoothly.”

Léonce finds himself grimacing in sympathy. “Ouch. What happened?”

She sighs. “He just… kept insisting he didn’t mean anything by it and that I shouldn’t have taken his words so seriously. That sort of thing.”

Léonce nods. “I’m sorry that happened.”

Izumi shrugs. “Some people don’t want to change. It’s not my job to force them.”

6. Reflect and Make Changes: On our own time, we should reflect on our own biases, beliefs, and behaviors. This reflection might involve considering how we can educate ourselves and actively work on unlearning harmful patterns and prejudices. By seeking out and participating in opportunities for personal growth and education, we are more likely to prevent the perpetuation of microaggressions in the future.

“You’re spot on there,” Léonce says. “And the same applies to me. You aren’t my teacher. It’s my responsibility to do better in the future.”

Izumi chuckles. “It is. But I’m still grateful you listened.”

7. Follow-Up and Rebuild Trust: After the initial conversation, it doesn’t hurt for us to follow up with the person who made themself vulnerable to us. We might check in on their well-being, see if there is anything else they would like to discuss, find out if they have any suggestions for moving forward. Rebuilding trust can take time, so it is of the utmost importance we are patient and consistent in demonstrating positive change.

Izumi checks the time on her phone. “I have to run, but thank you again for letting me speak with you.”

“No, thank you for coming to me,” Léonce says. “I’m the one who needs to do better here!” He pauses, then offers, “Next week—would you be open to having lunch together again? I’d be interested in talking about all of this more. To be sure I am actually doing better.”

Izumi responds with a small smile. “Sure,. I’ll let you know what my schedule looks like.”

Léonce can only chuckle and nod, and soon Izumi leaves the lounge and disappears down a side hall.

A successful conversation, Léonce decides. One that has left him with a lot to think about. And truth be told? He couldn’t feel more grateful.

When it comes down to it, the most important part of acknowledging our role in perpetrating microaggressions is genuinely listening, taking responsibility, apologizing, and committing to making change—both in ourselves and in our broader environment. After all, it takes effort and ongoing growth to unlearn harmful patterns, but through our actions, we can demonstrate that we are actively working towards a more inclusive, more respectful world.

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

Let's Give Each Other Grace

I have a confession to make. I am terrible at learning people’s names. I’ve struggled with it ever since I was a child! I’d come home from school on the first day of the semester, smiling brightly about having met my new teacher, and my mom would ask, “What was her name?”

I’d freeze. “Uh…”

My mother would sigh, shaking her head and smiling with affectionate exasperation. “Oh, Dima.”

I would finally remember her name the final days of the semester! And you can imagine how excruciating history classes were for me. So many important figures—politicians, war heroes, inventors—and their names would all go in one ear and out the other. I wish I had an explanation, but the simple fact is that no matter how hard I try, I perpetually struggle to remember people’s names. I know faces, I know life details, I know aspects of their personality, but their names still escape me! So if you’ve ever wondered why I excitedly greeted you at an event but never referred to you by name—well, this would be the reason. haha

I recently gave a workshop about microaggressions and unconscious bias. One of the attendees was a German immigrant. When I asked if anyone had any questions or comments, he stood up and nearly burst into tears. He confessed that he was hurt because his team members did not say his name with the correct German way, i.e. with the true German pronunciation. It felt like they didn’t respect him, he said, or worse, that they simply didn’t care.

I bring up this incident to highlight two simultaneous truths:

1) This man’s feelings were entirely valid. I am no stranger to having my name mispronounced, and I understand that repeated mispronunciation—particularly from the same person or group of people—can begin to feel deliberate and disrespectful.

2) We must engage with situations such as these with grace. Not every mispronunciation is malicious or purposefully incorrect. Not every mispronunciation means our team members don’t respect us. Speaking broadly, there are often other behaviors that clue us in as to whether our coworkers are intentionally being rude when they mispronounce our names. Do they generally behave curtly around us? Do they go out of their way to avoid being near us? Do they refer to us snidely in conversations with others?

If someone mispronounces my name but has in no other way demonstrated ill will toward me, I believe the appropriate response is to give them grace. Correct them, politely request they address me appropriately next time, and move on to the next assignment. In the case of the German man, whose name was beautiful but indeed difficult to pronounce for non-native German speakers, I would advise that he keep the same advice in mind: give people grace. As long as people are trying, the best route of action is to bring them in, not push them away. If we assume everyone who slips up is deliberately failing in their inclusiveness, no progress will ever be made! Instead, we should offer others the same grace and forgiveness that we would want ourselves to receive when we make mistakes.

In conclusion: if I forget your name, I hope you’ll extend me a little grace. I would do the same for you!

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

Are You Not a Fan of DEI? Then, This Blog is For You

I’ll be the first to admit that “diversity and inclusion” has become a buzzword. Where “diversity” should invoke the innate beauty of our world and “inclusion” should suggest a welcoming, warm environment, hearing “diversity and inclusion” or “DEI” causes some people to shut down in a blink. But here’s the truth: even people who are not fans of DEI almost certainly still believe that all individuals have dignity and worth! As such, today I want to walk through strategies a person who does not support DEI initiatives can take to still be inclusive and respectful of others.

1. Separate Personal Beliefs from Professional Conduct

Let’s delve into a hypothetical: meet Michael, a middle-aged man who works for—well, pick a business, any business! One of his coworkers comes out as trans. She announces that her pronouns are she/her and that she will now be going by Christina. Michael doesn’t fully understand everything about the LGTBQ+ community or why Christina had to publicly make this proclamation. He thought he knew this person, thought he knew them well, but now…

Here’s what’s important: whether or not Michael personally agrees with DEI and its advocacy for the trans community, it is essential to separate his personal beliefs from his conduct in a professional setting. Not referring to Christina by her preferred name and pronouns would be rude, plain and simple! I mean, imagine if someone called us by the wrong name and pronouns despite our multiple protestations—it’d be frustrating and discomforting at best, harassment and abuse at worst. As such, regardless of a person’s personal feelings toward DEI, they can still be inclusive by maintaining professionality. In this instance, It’s about treating people the way we want to be treated (the Golden Rule remains forever relevant!).

2. Seek Understanding through Dialogue

Returning to Michael: let’s say that he is currently in a meeting, where the main topic of discussion is their organization’s potential implementation of a talent pipeline—part of the company’s broader DEI initiatives. Truth be told, Michael does not see the need for this pipeline. The merit-based approach behind recruitment and advancement seems perfectly fine as is to him! When it’s his turn to comment, he does so politely and calmly. And when another manager offers a similarly polite counter to this statement, highlighting that a talent pipeline is meant to reinforce the merit-based nature of hiring and promotions, he nods and takes that point into consideration. The mutual respect is what’s key here! Michael is not enthused by the idea of a talent pipeline, but he actively listens in order to understand his coworker’s perspective instead of dismissing them out of hand. Again: one does not need to be a champion of DEI to create an inclusive environment.

Additionally, if one is willing to take this respectful dialogue a step further, I would also recommend educating oneself about the experiences and concerns of marginalized groups and how DEI can provide much-needed support. In other words, dare to push past the “politicized” nature of DEI and instead examine its practical purpose. How does DEI help create a more welcoming workplace? Why is this inclusive environment so necessary for all people, not just marginalized communities? If one is feeling particularly bold, consider attending workshops, conferences, or other events that discuss DEI-related topics. Regardless of what reservations one may hold, simply exposing ourselves to different viewpoints can expand our understanding and empathy. Even if we disagree with someone, it is always beneficial to get an idea of where they’re coming from, right?

3. Focus on Common Goals

“Mm, I’m not so sure I like that idea,” Michael says, shaking his head. “Wouldn’t creating ‘employee networks’ just leave a bunch of people out?”

“Not at all!” Christina says. “Employee networks are about bringing people in. The focus of these networks might be on a specific group, but membership isn’t exclusive to them. Let’s say you joined a group for veterans.”

Michael nods. “Sure.”

“I could also join that group to find out ways I could support our company’s veterans, even though I didn’t serve in the military. You could also join an LGBTQ+ employee network learn about the LGBT employees. Make sense?”

“I guess,” Michael admits after a pause. “But I still feel like creating specific groups is counterproductive to the supposed end goal of ‘inclusion.’”

He can tell Christina doesn’t quite agree with him, but she tilts her head in acknowledgment. “That’s fair.” Then she smiles. “But it sounds like you agree that the end goal should still be creating an environment where everyone has the support they need to succeed.”

Michael laughs. “I’d like to think that’s what everyone here wants!”

As this conversation illustrates, Michael isn’t totally on board with the idea of employee networks, often a key component of many organizations’ DEI initiatives. At the same time, his hesitance clearly does not mean he is against creating a supportive environment for all employees. Regardless of their individual beliefs on DEI, it is clear that Michael and Christina have a shared goal: investing in a work culture where any employee can succeed. From there, they and others can work collaboratively toward this common ground.

4. Engage in Self-Reflection

“Why are you so… not into DEI, anyway?” Christina asks.

Michael shrugs, swallowing a bite of his sandwich as he and Christina sit across from each other in the break lounge. “It feels unnecessary. Why make a big fuss about about inclusion? Shouldn’t that go without saying?”

“I can understand that,” Christina says. “But I think what DEI offers is specific avenues of making our workplace more inclusive, you know? Everybody needs a different kind of support because they’re all coming from different life experiences.” She offers him a sidelong grin. “I mean, look at us. Pretty different histories, am I right?”

Michael laughs. “Very different histories.” He takes a sip of his coffee. “I see your point. I guess my problem is with the hubbub. I don’t necessarily disagree that people should be given individualized support to help them succeed.”

“Is the ‘hubbub’ really such a bad thing, though?” Christina asks. “I mean, for me, it’s kind of nice to see people vocally supporting the trans community.”

Michael allows himself to pause before responding. “I don’t know. I think I’m the kind of person who’s used to letting things happen unsaid. My parents never made a big deal about anything when I was growing up, and I’ve kind of carried that with me through the years.”

The key element of this interaction is the way Michael turns his reflection inward. In considering Christina’s question, he contemplates what motivates his own perspective in contrast to hers—why he feels the way he does. He considers how the environment he grew up in may have shaped his beliefs. Should this example have continued further, we likely would have seen Michael hypothesize that if he’d been raised in a different environment, perhaps one more similar to Christina’s, would he still hold those same beliefs?

The advice of self-reflection can become a bit preachy, for lack of a better word. “We need to reflect on our own biases! Challenging our assumptions can help us grow and broaden our perspective!” These words are true, of course—I have written extensively about managing unconscious bias in the past—but repeating them over and over can feel a bit grating. As such, I want to revamp the phrasing! In terms of disagreeing with DEI, self-reflection means questioning the root of our concerns. Are we grappling with a lack of understanding? Is there a specific element of DEI that we chafe with? Once a person can pinpoint the specifics of their disagreement, finding common ground becomes more achievable (and less stressful, too!).

And there we have it: four strategies for people who oppose DEI to nonetheless play a part in creating a more inclusive, respectful environment for all. Perhaps this is optimistic of me, but I believe there is no goal more shared than wanting a workplace where everyone has the support they need to succeed!

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

What to Do When Your Organization Doesn't Support DEI

After many of my most recent workshops, I have had person after person reach out to me with the same anxiety: “The company I work at isn’t truly prioritizing DEI,” they tell me. For some, this means their organization is all talk and no walk. For others, it means their company states outright that they are uninterested in pursuing DEI. Regardless, all who reach out to me confess the following: “I’m a minority at this organization. I feel like they aren’t making an effort to include me. What should I do?”

There is no single, straightforward, simple answer to this question. I wish there was! But fortunately, there are steps that those in this challenging situation can take to make the burden easier to bear. Let’s walk through them:

1. Self-Care

I know the internet has glorified the virtues of self-care time and time again, but self-care receives this high praise for a reason! Nothing is more important in this situation than tending to our well-being. Grappling with an organization’s lack of inclusivity can be physically and emotionally draining, and self-care provides us with the opportunity to manage our stress and maintain a positive outlook. Remember: self-care looks different for everyone, so we must find the avenue that works best for us as individuals.

2. Seek Support

Support can come in many forms. I encourage those of us dealing with an organization that is unwilling to fully engage with DEI to find individuals both within and outside of the company who can provide empathy and understanding. These people might include colleagues from similar backgrounds to us, our mentors, or even members of external support groups, all of whom may be able to offer advice or share their own experiences. Ultimately, they can provide a sense of belonging for those of us in this challenging situation—a reminder that we are not alone.

Beyond people who more directly share our experiences, I also encourage us to seek support through allies and alliances. Reach out to people in the organization who do support DEI, even if the larger administration does not. One might be able to find mentors or sponsors who can offer guidance and advocate on their behalf within the company. At the end of the day, having colleagues at our side who share our beliefs allows them to support and amplify our voices, again providing the emotional security that we are never as isolated as we may feel.

3. Know Your Rights

On the one hand, knowing one’s rights goes without saying. On the other hand, the some systems may make things difficult! I encourage all of us, but especially those stuck in organizations that lack dedication to DEI, to educate ourselves about our rights as an employee. We should familiarize ourselves with local labor laws and any company policies related to discrimination and harassment. From there, we will be more equipped to take action as needed in the face of violations. In that same vein, I also recommend keeping records of any instances of bias, exclusion, or abuse that we see or experience; important details to note would be dates, times, locations, and details of the incidents, including participants and witnesses. Having this information is essential if we find ourselves needing to report the situation at a later date.

4. Engage in Dialogue

As simple as this advice may seem, I would be remiss if I did not mention it. If one feels comfortable doing so, I encourage the initiation of conversations with colleagues or supervisors to raise awareness about the importance of DEI and creating a sense of belonging. In these conversations, we might share personal stories, experiences, and the positive impact that diverse perspectives can have on the organization at hand as well as more broadly. The goal of engaging in dialogue is to facilitate open and honest discussion on DEI—simple but crucial!

5. Find Other Opportunities

I hate to admit this, but deep down, we all know it is true: some organizations are not going to change. I know, I know! It’s terrible! More optimistically, we might say that some organizations will be very slow to change, only doing so when they see enthusiasm for DEI at the highest echelons of their business. When push comes to shove in these circumstances, I see two viable options. The first is to invest in developing our professional skills and expertise, allowing us to firmly posit ourselves as a valuable asset to the organizations. The ideal result? We can increase our influence and opportunities for advancement, thus bringing support for DEI along with us.

If we find ourselves in a business adamantly against DEI, however, where our advancement opportunities are unfairly limited or the exclusionary atmosphere becomes intolerable, the second viable option is this: explore external opportunities with organizations that actively value and promote diversity and inclusion. Simply put, we must ask ourselves whether or not our current business offers an environment that we can safely remain at work in. If the answer is no, there’s no shame in moving onward and upward!

At the end of the day, we must prioritize our well-being, and that means working in an environment that respects and values us. Who knows? If enough employees leave organizations that refuse to create an inclusive environment, maybe those companies will start to get the hint: DEI is of the utmost importance!

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

Empower Board of Directors by Addressing Five Implicit Biases

My blog is no stranger to discussing the role of boards of directors in DEI, including the specifics of how they can facilitate diversity, equity, and inclusion. Today, I want to hone in on a more specific topic: what biases are most likely to appear during meetings of boards of directors? After all, board members are as susceptible to unconscious bias as the rest of us! Let’s walk through five of the most common:

1. Confirmation Bias:

This bias occurs when people only seek out and interpret information that confirms their existing beliefs. As such, in board meetings, confirmation bias manifests in the failure to consider alternate viewpoints and options. Let’s consider the following hypothetical!

So, how can boards address this bias? In simplest terms: don’t be afraid to push against the status quo. Boards should actively bring in a variety of perspectives and ask questions that may counter their personal feelings, as doing so encourages us to consider new modes of thinking, even if we ultimately disagree.

2. Availability Bias:

This bias occurs when people rely too heavily on information that is readily available to them, i.e. they don’t seek out more diverse or comprehensive sources of information. In board meetings, this overreliance can lead to overlooking important data or perspectives that are not immediately at hand. Although availability bias has a marked similarity to confirmation bias, the key difference is that confirmation bias involves seeking information/answers that support a preexisting opinion, while availability bias is simply limiting oneself to already available information. In other words, while these two biases often overlap and reinforce each other, they are not the same. Much like conformity bias, then, availability bias is best addressed by simply inviting in additional perspectives!

3. Anchoring Bias:

This bias occurs when people rely too heavily on the first piece of information they receive, using it as a reference point for all subsequent decisions. In board meetings, this overemphasis on a singular piece of information can lead to unnecessary prioritization of early proposals or suggestions rather than the exploration of a broader range of possibilities. Anchoring bias can be tricky to counter, as our brains tend to naturally hierarchize and frame knowledge with regard to a starting point, which is why we must make an intentional effort to challenge our reliance on early information.

4. Halo Effect:

As beautiful as this term might sound, the halo effect itself is not so lovely! This bias occurs when people allow one positive trait or characteristic to overshadow other aspects of a person’s performance or contribution. In board meetings, this inflation of goodness can lead to an overemphasis on the opinions or perspectives of certain individuals, where the possibility of considering a more diverse range of viewpoints goes overlooked. We address the Halo Effect is by questioning our perception of others and how that influences how we view their performance.

5. Groupthink:

Last but not least, this bias occurs when people in a group prioritize consensus and harmony over critical thinking and independent decision-making. In other words, in board meetings, groupthink can lead to a reluctance to challenge the status quo or express dissenting opinions. The consequence? A limited range of options are considered, which may lead to suboptimal decisions. To address groupthink, there must be a willingness to take a step back and a refusal to conform to the status quo.

There we have it! Five biases that often manifest in boards of directors’ meetings and how these biases can be addressed. Seeing as the boardroom is where some of the most important organizational decisions are made, it is also one of the most important places to challenge our biases. I tip my hat to all board members who are making an intentional effort to combat their unconscious biases in order to foster a working environment that is more inclusive for all!

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

Challenging Conformity in Meetings

When it comes to conformity bias, it is easy to observe it in meetings. After all, the idea of sharing a different opinion or—dare I say it—challenging individuals with authority may intimidate even the most fearless! How can we manage this bias and stand against the status quo? Fortunately, I propose there is a simple solution to addressing this problem of conformity: start by asking five questions.

At the end of every meeting, 5-10 minutes can be dedicated to reviewing the following five questions, each of which targets certain facets of conformity bias. Straightforward, right? Let’s walk through each!

1. During the meeting, did we actively encourage the sharing of alternate perspectives and opinions?

The key to combating conformity bias is the solicitation of opposing viewpoints and of alternatives to existing responses. In doing so, we ensure diversity of thought and the active inclusion of every participant!

2. Were all team members offered equal opportunity to share their ideas?

Related to the previous question: it is important not only to encourage the sharing of different viewpoints but also to ensure all meeting attendees are being granted this opportunity to share. Remember, this sharing may manifest in different ways! Someone more introverted, for example, might feel more comfortable with sending in their thoughts via email prior to the meeting, and thus their higher-ups can integrate those ideas into the conversation.

3. Were there any moments during the meeting where you felt pressured to conform to a particular idea or perspective?

Peer pressure, unconscious or no, cannot be extricated from conformity bias. By recognizing the power of a group to sway someone’s opinion—or at least the opinion a person may voice aloud—we can potentially nip this issue in the bud, helping ensure our decision-making processes are informed more by honesty than conformity.

4. Throughout the discussion, did we continually challenge our biases and assumptions?

Remember, conformity bias is not only about following the group! It also refers to how we might accept certain perspectives or beliefs without questioning them. In other words, we may find ourselves unconsciously conforming to a dominant social mindset. To address this difficulty: openly discuss the biases and assumptions that come up during the conversation!

5. Did we consider potential pitfalls or weaknesses in our possible solutions or decisions?

In other words, it is crucial that we constantly consider what evidence we have to support our own perspectives and the final decisions we make. Regularly circling back to the “why”—why the conversation has moved a certain way, why this is the path we want to take, etc.—is key to preventing conformity bias from taking hold.

The facilitation of these five questions will depend on the specific organization and the group at hand. While discussing responses aloud can be valuable, I would encourage first giving people a way to respond privately—maybe they jot down a few responses, or maybe each question is followed with two check boxes: YES and NO, with a space below to expand on their response if people so desire.

At the end of the day, conformity bias means it is too easy for us to agree with others and to doubt ourselves. As leaders, we need to recognize that not all of our team members may feel confident speaking against dominant opinions. These questions, this end-of-meeting ritual, is therefore a way to address such a challenge.

So, what do you think? Are we ready to dive into this informal Q&A at the end of each meeting?

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.