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Written by Andrea BruneauNavigating the landscape of workplace inclusivity can feel like entering a maze without a map. DEI conversations can seem tangled in complexity, leaving many feeling overwhelmed and unsure of where to begin. The current narrative surrounding DEI is undeniably volatile and multifaceted. Terms like microaggressions, intersectionality, and unconscious bias are frequently thrown around, sometimes leaving well-intentioned individuals feeling alienated or even defensive. While these concepts hold significant importance in understanding the intricacies of workplace dynamics, they can also contribute to a sense of intimidation and detachment.In spite of those challenges, the clear truth remains that inclusivity in the workplace is not a luxury, but a necessity for fostering environments where every individual can thrive. As DEI consultants, we demystify this work by distilling these complex concepts into tangible actions and fostering open dialogue. Here are a few key steps to emphasize:Aim for Belonging: Organizations must establish a clear North star to direct their efforts, or else find themselves lost in the fog. That target is belonging. Inclusion ultimately goes beyond representation—it's about creating a work environment where all individuals feel a sense of belonging because their needs, values, and perspectives are reflected in the decisions and systems that affect them. Start with Empathy: Inclusivity is powered by empathy—the ability to understand the needs and feelings of others. Instead of bombarding employees with jargon and one-off training sessions, organizations must first create opportunities for individuals to feel seen and heard. Remove the guesswork by directly asking employees about their needs and whether they feel their needs are being met. Host listening sessions, offer job shadowing experiences, or gather survey feedback. Then, share what you have learned. Those insights should drive the strategy behind any inclusion initiative. Actively listening to diverse perspectives is the first step to understanding the unique experiences of your workforce.Embracing a Growth Mindset: Inclusivity is not a destination, but rather an ongoing process that demands continuous learning, reflection, and adaptation. Within organizations, there often exists a tendency to cling to the status quo, defending it with the shield of good intentions, fearing the repercussions of change. However, achieving inclusivity requires breaking through this barrier of complacency. It is essential not to let fear hinder honest dialogue about what needs to change. A growth mindset encourages openness to new ideas, constructive feedback, and a willingness to challenge existing norms and biases. By fostering a culture of continuous improvement and learning, organizations can better navigate the complexities of inclusivity and drive meaningful change.Create Connections: Building inclusive cultures requires intentional efforts to break down silos, foster collaboration, and empower employees to bring their authentic selves to work. This often involves challenging assumptions and creating spaces for open dialogue. Diversity extends beyond visible traits such as race, gender, or ethnicity. It encompasses a spectrum of experiences, backgrounds, and job functions within an organization. Rather than viewing diversity as a checkbox exercise, organizations should celebrate the richness it brings to their teams by creating connection mechanisms through: mentoring programs, skip-level listening sessions, lunch and learns, employee spotlights, and cross-functional meetings. Address Systemic Barriers: Belonging occurs through recognizing and addressing the systemic barriers that prevent certain individuals or groups from fully participating in the workplace. This may require implementing policies and practices that level the playing field and ensure fair treatment for all employees. From equitable hiring processes to providing reasonable accommodations, promoting equity is essential for creating truly inclusive environments.Simplifying inclusivity in the workplace is not about watering down its importance or significance. Instead, it's about making the concepts more accessible and actionable for everyone involved. By starting with empathy, embracing a growth mindset, creating connections, and improving systems, organizations can lay the foundation for truly inclusive workplaces where every individual can thrive as they experience a sincere sense of belonging.

Written by Andrea BruneauThe concept of fairness in the workplace is not always straightforward. It's a delicate balance between ensuring equal treatment for all employees while also acknowledging and accommodating individual differences and needs. In this blog post, we'll explore the nuances of fairness in the workplace, from uniform policies applied to all, to making reasonable exceptions at a leader’s discretion, to required accommodations for some individuals under laws like the Americans with Disabilities Act (ADA). Equality in Policies and Procedures:The fundamental principle of fairness in the workplace is the equal application of policies and procedures for all employees. Everyone should be subject to the same rules and expectations regardless of any social or political factors that may influence the decision-maker. For example, dress codes, attendance policies, and performance evaluation criteria should be uniformly enforced across the board. This consistency fosters a sense of trust and impartiality. Few things will undermine a leader’s authority faster than inconsistency in this area.When policies are consistently applied, employees can trust that they will be treated fairly regardless of personal characteristics such as race, gender, age, or social status. This helps create a work environment where individuals feel respected and valued for their contributions, rather than discriminated against based on arbitrary factors.Equity Through Use of Discretion:It is essential to recognize that while uniform policies promote equality, they may not always result in equity. This is where the concept of fairness becomes more complex. In certain situations, fairness requires more than just equal treatment; it demands equity – the distribution of resources and support based on individual needs. Imagine you have an employee who has always been a top performer on your team. However, over the past month, their performance has been slipping noticeably: missed deadlines, poor work quality, and becoming irritable and distracted during meetings. Upon having a one-on-one conversation with this person, you discover they are going through a difficult divorce, which has been taking a toll on them emotionally and mentally. In this situation, as a leader, you can exercise discretion when holding the employee accountable for their performance issues. Instead of immediately reprimanding them or taking disciplinary action, you can approach the situation with empathy and understanding. A candid conversation could uncover the challenges they are facing outside of work, and how to manage their workload more effectively while navigating through these personal issues.This approach demonstrates discretion by recognizing the extenuating circumstances affecting performance and showing empathy towards the situation. It allows you to address the performance issues while also providing support and understanding, ultimately fostering a more positive and supportive work environment.Equity in Accommodations and Support:Equity, in some cases, requires accommodations for legally protected classes and circumstances such as the Family Medical Leave Act (FMLA) or the Americans with Disabilities Act (ADA). The ADA, for example, mandates that employers provide reasonable accommodations to qualified individuals with disabilities, ensuring they have equal opportunities in the workplace. These accommodations could include wheelchair ramps, modified workstations, flexible scheduling, or assistive technologies. By providing these accommodations, employers promote equity by leveling the playing field for employees with disabilities, allowing them to perform their jobs effectively. While some employees may not require accommodations, it's crucial to recognize that others do. This doesn't undermine the principle of fairness; instead, it acknowledges and respects the diverse needs of the workforce. Just as fairness doesn't always mean treating everyone the same, it also doesn't mean denying assistance to those who require it.Finding the Balance:Navigating fairness in the workplace is a delicate balance between equality and equity. It's about recognizing when uniform policies are appropriate, when to exercise discretion,  and when individualized accommodations are necessary. By fostering a culture of fairness, organizations can cultivate an inclusive environment where all employees feel valued and supported.To achieve this balance, employers can:Educate employees about the importance of fairness and equity in the workplace.Implement clear and consistent policies and procedures that promote equality.Provide training for managers and supervisors on how to identify and accommodate individual needs effectively.Encourage open communication and feedback channels for employees to voice concerns or request accommodations.Regularly review and update policies to ensure they remain relevant and inclusive.Ultimately, fairness in the workplace is not a one-size-fits-all concept. It requires thoughtful consideration of individual circumstances and a commitment to upholding principles of equality and equity. By embracing fairness as a guiding principle, organizations can create a culture where all employees have the opportunity to thrive.

By: Andrea Bruneau“Trust is the most overlooked, misunderstood, underutilized asset to enable performance. Its impact, for good or bad, is dramatic and pervasive. It’s something you can’t escape.” - Stephen M. R. Covey, author of the New York Times best selling book The Speed of TrustIn today's fast-paced and competitive business environment, we often hear from leaders that time is the barrier against the culture and climate efforts they wish to implement. What goes into building trust-based relationships can feel like additional work on top of the already unmanageable to-do list. Yet, research consistently demonstrates the correlation between trust, operational efficiency, and organizational success. According to a study by the Great Place to Work Institute, organizations with high levels of trust consistently outperform their competitors in terms of employee engagement, productivity, turnover, efficiency, innovation, operational agility, and financial outcomes. Disengagement alone is estimated to cost US companies $450 billion to $550 billion a year. Establishing a culture of trust within your organization is not just a nice-to-have; it's essential for achieving sustainable growth and success. Leaders must recognize that trust is one of the most valuable assets an organization can possess, and it is being built or destroyed in every action and decision they make. The work is already being done. What matters is how you go about doing it.So what exactly does trust look like within an organization, and how can it be cultivated? The level of trust with your organization is often reflected in the attitudes, behaviors, and interactions among employees and leaders. Recognizing these indicators is essential for organizations to assess their trust levels and identify areas for improvement. Indicators of a low-trust work environment:Lack of Transparency: Information is often withheld or selectively shared by management, leaving employees feeling left in the dark about important decisions, changes, or developments.Poor Communication: A lack of clear, open, and honest communication channels leads to misunderstandings, rumors, confusion, frustration, and anxiety among employees.Micromanagement: Dictating or closely monitoring an employee’s actions and decisions not only stifles autonomy and creativity but also signals a lack of trust in their abilities and judgment.High Turnover Rates: Distrust breeds disengagement and dissatisfaction, causing employees to seek opportunities elsewhere. A revolving door of talent can further perpetuate distrust and instability.Blame Culture: Instead of taking accountability for mistakes or failures, individuals may resort to finger-pointing, scapegoating, and deflecting responsibility.Resistance to Change: Employees may resist change initiatives, fearing the unknown or doubting the motives behind organizational changes.Lack of Collaboration: As individuals prioritize self-preservation over the collective goals of the organization, silos and barriers between departments or teams are more pronounced. Decreased Morale and Engagement: As trust erodes, employees are less likely to contribute their best efforts, or go above and beyond their job requirements.Gossip and Office Politics: Rumors, gossip, and office politics thrive in environments where trust is lacking. Instead of focusing on their work, employees may engage in gossip or political maneuvering to protect themselves or gain an advantage, further eroding trust and morale.Indicators of a high-trust work environment:Transparent Communication: Information is freely shared throughout the organization. Leaders are open and honest with employees about company goals, challenges, and decisions. Empowerment and Autonomy: Leaders provide support rather than micromanaging so that their teams are enabled to make decisions and take ownership of their work.Psychological Safety: Employees feel safe to express their opinions, share ideas, and take risks without fear of retribution or judgment. Mistakes are viewed as opportunities for learning.Collaboration and Teamwork: Employees work together across departments and levels of the organization, leveraging each other's strengths and expertise in the service of common goals.Accountability and Integrity: Individuals take responsibility for their actions and decisions. Leaders set the example for ethical behavior in their interactions with others.Supportive Leadership: Leaders prioritize the well-being and development of their employees by respecting work-life balance, and providing guidance for professional growth opportunities.Feedback and Recognition: Employees receive regular feedback on their performance. Contributions and achievements are celebrated and acknowledged.Low Turnover Rates: There is a strong sense of loyalty and connection to the company, which contributes to employee retention and stability.Adaptability and Resilience: Employees are more willing to embrace change and adapt to new challenges with agility and resilience. Positive Morale and Engagement: Employees feel valued, respected, and motivated to give their best effort, thus increasing productivity, creativity, and overall performance.Cultivating a high-trust environment:Cultivating a high-trust work environment requires intentional effort and commitment from leaders at all levels of the organization. Trust is built through transparency, open communication, and a commitment to integrity and fairness. The simple formula is this: tell your team what they can expect from you (align expectations), then do what you say you are going to do (follow through). Here are some examples:Someone emails you with an issue they are having. You align expectations by promptly replying, “Thank you for raising this concern. I will look into this further, and will follow up with you by the end of the day.” Then you follow through by following up by the end of the day even if the update is that you are waiting to hear back from another stakeholder.You want to improve communication in your department and have a plan to implement a new meeting structure to enable the coordinated trickle down of information. You align expectations by telling every employee in your department what the meeting structure is and why it was created. You follow through setting up and holding the meetings consistently. You want to delegate a task to your direct report to avoid micromanaging them. You align expectations by discussing the task deliverable, what support and resources your employee needs, and when you will follow up. You follow through by giving them the space you agree upon to complete the task and circling back at the deadline. Communication is key. People only know what they see and hear. You have to explicitly communicate your intentions, what actions you plan to take, and what actions have been taken. If you miss any of these steps then trust is not being built. Instead, your team will go by their own unspoken expectations that will likely go unmet. They will assume you have taken no action, even if you have. They will be caught off guard by your behavior, and might even assume negative intent if you suffer from a low-trust environment. Imagine then, how much extra effort it will take to inspire your team to do what you need them to. Trust-building is a deliberate process, but it is not extra work. When done effectively, it is the fuel that accelerates all other work to be done.

Blog by Andrea BruneauConsideration refers to the thoughtful and deliberate actions taken to recognize and respect the needs, opinions, and well-being of others. It involves being mindful of how your actions and decisions affect those around you and making an effort not to cause harm, exclusion, or inconvenience. This intentionality fosters an inclusive and respectful environment. Although the concept of consideration seems straightforward, it is often absent from business decisions. Leaders, under pressure to achieve fast results, can overlook how their employees will be impacted by their directives. Employees are expected to make it work regardless of the level of consideration employed by their leaders. Case Study:I am reminded of a time with a previous employer when the decision was made to lay off 90% of our department of academic learning coaches, and restaff with half as many new hires. Each learning coach carried a caseload of students they directly supported throughout their program. They were expected to continue working for three months after being notified of the decision. To inform the students of this massive change, and control the message, the program Director drafted an email for the coaches to send their caseloads. Looking to avoid the appearance of a large-scale lay off, the email template began “I have bittersweet news…” and proceeded to indicate that the individual coach was leaving the university for new opportunities. One coach was even congratulated by a student. Not only did this program Director show a complete disregard for the feelings and needs of the employees by expecting them to own a decision that they did not make and pretend it was a positive change, she also failed to consider the students as key stakeholders. The students accessed this program through corporate partnerships, so they had very close contact with each other as colleagues. It did not take long to put together that all of their coaches were delivering the same message. As a result, students lost trust in the university because it had made a major change to their program and was dishonest about what it was, why it occurred, and how it would impact them. Building a Positive Culture:Consideration is a catalyst for cultivating a positive workplace culture. When individuals feel acknowledged and appreciated, they are more likely to be engaged, motivated, and invested in their work. Employees are more likely to express their ideas and concerns when they believe their perspectives are valued, leading to a more vibrant and innovative work environment.Moreover, consideration helps create a culture of empathy, where employees are attuned to the challenges and triumphs of their colleagues. This empathy fosters stronger interpersonal relationships, enhances teamwork, and contributes to a sense of belonging within the organization. In a considerate workplace, differences are celebrated, and diversity is seen as a source of strength rather than a potential source of conflict.Driving Business Outcomes:In our work at DMC, we sometimes hear the sentiment that consideration is a nice-to-have, but that there is pressing work to do and no time to slow down to make people feel good. There are those who believe that people should just show up, do the work, and go home. This mindset fails to recognize how the impact of consideration extends beyond workplace culture and significantly influences business outcomes. Here's how consideration contributes to success on a business level:Increased Employee Engagement: Considerate leaders and colleagues create an atmosphere where employees are more engaged in their work. Engaged employees are more productive, creative, and committed to the success of the organization.Enhanced Problem-Solving: A culture of consideration encourages open dialogue and diverse perspectives. This diversity of thought leads to more effective problem-solving, as individuals feel comfortable sharing their ideas without fear of judgment.Improved Retention and Recruitment: Consideration is a key factor in employee satisfaction. Satisfied employees are more likely to stay with an organization, reducing turnover costs. Additionally, a positive workplace reputation for consideration can attract top talent during the recruitment process.Innovation: A considerate workplace fosters an environment where new ideas can flourish, leading to continuous improvement and adaptation to changing market dynamics.In conclusion, consideration in the workplace is a powerful force that shapes both culture and business outcomes. By fostering an environment of respect, empathy, and open communication, organizations can create a positive workplace culture that not only enhances the well-being of their employees but also contributes to sustained success and growth. Consideration isn't just a nicety—it's a strategic imperative for organizations aspiring to thrive in the ever-evolving world of business.Here are a few actions you can take now to incorporate consideration into your workplace culture:List out all stakeholders for a decision or problem you are solving to ensure you are aware of all impacted parties. A stakeholder is anyone directly or indirectly impacted by the issue, or someone with the power to influence the outcome. Ask your stakeholders for their opinions and needs.Add these questions to your decision-making process:What potential negative impact could this have?Who will be impacted by this, and how?What information do I need to thoughtfully coordinate this?Create space to discuss and work through differing opinions. Do not be afraid of respectful disagreement.

Changing an organization's culture is a challenging yet crucial process. In the workforce, culture is shaped by mindsets, behaviors, and preferences, all of which are intentionally developed over time. Contrary to some beliefs, the culture of an organization is not a result of mere accidents; it is often a product of behaviors that have been allowed, and sometimes even encouraged, within an organization. This can lead to negative impacts that no one in the leadership seems eager to take ownership of.At Deo Mwano Consultancy (DMC), we have the privilege of working with diverse organizations, including hospitals, colleges, grocery stores, nonprofits, and banks, helping them improve their culture and climate. Our approach involves a five-stage transformation model: believing in the possibility of change, participating authentically, listening to diverse perspectives, co-designing solutions, and evaluating the change process.This article focuses on the first stage – fostering belief in the possibility of change. Leadership often naively assumes that by introducing new practices, employees will automatically adapt because they desire improvement. However, this overlooks the reality that employees are accustomed to existing practices and changing these ingrained habits is difficult.To effectively initiate change, it's crucial to understand how employees perceive their work environment. This involves identifying negative behaviors and understanding how employees react to them. For instance, in dealing with inappropriate jokes or comments in the workplace, opinions on handling such situations will vary. Some may find it uncomfortable, others might justify it, while some choose to remain silent. Those perpetuating these behaviors might be unaware of their negative impact.The key to effective cultural change is to delve into these varying perspectives and ask pertinent questions to understand and address the root causes. This includes asking employees how they would feel if such behaviors stopped and seeking their suggestions for stopping these behaviors. Analyzing their responses can reveal patterns and potential solutions. Once potential solutions are identified, it's important to share them with the team, integrate them into new processes, and establish consequences for violations. Creating opportunities for employees to engage with each other, setting clear guidelines for acceptable behaviors, and incentivizing positive behaviors are also crucial steps.For successful culture change, employees need to see themselves as part of the process and believe in the possibility of positive change. It's a long-term commitment that requires consistent effort. In our experience, initial skepticism can be turned into acceptance and integration of new practices into the organizational culture over time. This is the goal: to reach a point where positive changes are not only accepted but become a natural part of the organizational fabric.In summary, changing an organization's culture requires a thorough understanding of existing dynamics, effective communication, engagement of employees at all levels, and a consistent, long-term commitment to the process.