The White Guy NOT In The Room - Gregory DeShields.pptx
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The phrase "the white guy not in the room" refers to the perspective or voice of a white person who is absent from a discussion or decision-making process related to diversity, equity, and inclusion (DEI) initiatives. It highlights the importance of considering diverse viewpoints and experiences, even when individuals from certain demographic groups are not physically present in a particular setting. In the context of DEI efforts, the perspective of the "white guy not in the room" underscores the need for inclusivity and representation of all voices, including those of white individuals, in discussions and decisions about diversity and equity. It recognizes that individuals from privileged or majority groups, such as white people, may not always be directly impacted by issues of discrimination or marginalization but still have a role to play in promoting diversity and fostering inclusive environments. By acknowledging the perspective of the "white guy not in the room," organizations and leaders can work to ensure that DEI initiatives are inclusive and representative of all stakeholders. This may involve actively seeking out diverse perspectives, engaging in open dialogue about privilege and power dynamics, and fostering environments where all individuals feel valued, respected, and included, regardless of their background or identity.
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The White Guy NOT In The Room - Gregory DeShields.pptx
- 1. The White Guy NOT in the Room Greg DeShields CHE, CDE
- 2. The White Guy NOT in the Room • Inclusivity • Privilege • The White Guy Not In The Room • The White Guy In The Room • Activating White Men • Conclusion AGENDA
- 3. THE WHITE GUY NOT IN THE ROOM
- 4. INCLUSIVITY
- 5. INCLUSIVITY The practice or policy of providing equal access to opportunities and resources for people who might otherwise be excluded or marginalized. • Mindful communication: listen more, talk carefully • Challenge stereotypes • Avoid assumptions • Ask yourself and others (the right) questions • Be aware of your privileges • Be proactive in educating yourself on the topic • Stay open, stay curious, and do not fear mistakes
- 7. PRIVILEGE
- 8. PRIVILEGE Social advantages, benefits, or degrees of prestige and respect that an individual has by virtue of belonging to certain social identity groups. Within American and other Western societies, these privileged social identities—of people who have historically occupied positions of dominance over others.
- 9. THE WHITE GUY NOT IN THE ROOM WHAT ARE WE TALKING ABOUT? Use of the words 'WHITE MEN' operates in a larger social narrative. Responses about white male leaders range from: • "It's racist to even talk about it.“ • "Obviously, white men are included in Diversity Equity and Inclusion.“ • “They are already in charge; now we're investing our limited resources in them?"
- 10. THE WHITE GUY NOT IN THE ROOM Most leaders of big corporations outwardly support diversity and inclusion efforts. Although, line managers to C-Suite executives express less enthusiastic opinions in private. • “It seems like I’m not wanted in the room when D&I conversations start happening,” • “It feels like I’m part of the problem.” • “It seems like everyone is out to get the white guys.”
- 11. According to the White Men's Leadership Study, a study of white men and DEI, nearly 70% report feeling “forgotten” by diversity, equity, and inclusion efforts. 70% Feeling uncertain about whether DEI includes them is the main reason they say they either disengage or are not as committed to it as others in their organization. DISENGAGE The Study on White Men Leading Through Diversity & Inclusion
- 12. THE WHITE GUY NOT IN THE ROOM INCLUSION MEANS EVERYONE'S, EVEN THE WHITE GUY Globally, 32 million white men hold leadership positions, with 6 million in the United States. White men possess more than 40% of the leadership jobs in most companies, and that percentage increases dramatically by leadership level. The POSITION POWER and leadership skills that white men possess need to align with the value that Diversity, Equity and Inclusion delivers. STRATEGY SUCCESS No business strategy, including global diversity and inclusion, can deliver optimal results when a significant portion of those with position power disconnect from that strategy. A successful D&I strategy includes white male leaders, positioning the organization to improve performance and grow the brand.
- 13. THE WHITE GUY IN THE ROOM
- 14. THE WHITE GUY NOT IN THE ROOM If we are going to have serious conversations about Diversity, Equity and Inclusion the White Guy must participate. Inclusion with integrity includes everyone- even the White Guy. The meaningful engagement of white men is not a short-term project. It is an ongoing and complex task that involves tenacity, courage, and a willingness to discuss what rarely ever gets discussed.
- 15. WHO IS THE WHITE GUY IN THE ROOM? ADVOCATE ALLY COCONSPIRATOR CONSULTANT INFLUENCER LEADER MENTOR PARTNER PRIVILEGED SPONSOR
- 16. THE WHITE GUY IN THE ROOM Companies will seize a competitive advantage for customers and talent when DEI consist of all leaders. • Commit to white male leadership development as an integral thread in the enterprise D&I strategy. • Hone the business case and career advantage every day. • Build out creditable metrics and accountability. • It may be uncomfortable to find a role, but the role absolutely can embrace recruiting other white men to this work. • Evoke peer learning among white men. • Women and men of color and white women are crucial co-
- 18. DIVERSIT Y EQUITY AND INCLUSIO N • Making D&I a key component of employee's work responsibilities. • Tying compensation conversations, bonuses, to diverse hiring, retention, and promotion. • Building competence and confidence through education and leadership. • Training for majority men, including True Believers, on speaking up against bias in the moment, including against other majority men. • White men are critical to the dismantling of the system they constructed.
- 19. RESOURCES White Men as Full Diversity Partners White Men’s Leadership Study Kaleidoscope Ideal Smarp McKinsey & Company
- 21. CONCLUSION To be a leader, we must go beyond simply accepting “Equal Opportunity” – we must value and embrace Diversity, Equity and Inclusion as a Strategic Competitive Advantage. Diversity, Equity and Inclusion is a Journey not a Sprint
- 22. THANK YOU “The White Guy NOT in the Room” Greg DeShields CHE, CDE
Editor's Notes
- Specific Leadership Actions to Avoid DON’T try to do it alone and/or with little support. DON’T make it a simple either/or choice between caution or courage. Too much of one at the expense of the other will not lead you to the desired results. DON’T tell people the partial truth, no matter how well-intended. Don’t promise change when you know it can’t happen. DON’T fake it. Others see through insincere and “scripted” messaging. When mistakes happen (and they will) use them to learn and move the effort forward as opposed to embarrassing, shaming or attacking the mistake maker. DON’T ignore your own, or another’s, discomfort and/or confusion with issues of DE&I. DON’T be reluctant to initiate and/or engage in difficult conversations. Through the often-difficult conversations comes strengthened partnerships and new insights.
- Exclusively focusing your DE&I efforts on just “outsiders” or a focus to fix white men or other “insiders”. Teaching outsiders to act like insiders (i.e. focusing just on outsider to insider mentoring instead of sponsorship). Equating inclusion with representation (and/or not distinguishing between the two). Greater inclusion happens from simply adding greater numbers of outsiders. Over-relying on metrics as the primary means to an end, rather than just as one tool to assess progress. Obsession with numerics (having to measure progress only through representation) will likely lead to future problems with morale and engagement. Using mandatory, large-scale trainings as the “one-time” fix. Bypassing or downplaying the importance of senior leadership buy-in. Relegating the responsibility and ownership of DEI to solely one organization or group, such as HR or a diversity council, rather than the business units and business leaders.
- Make DEI everyone’s issue. Frame DEI efforts to also include the interests of white men. Strengthen senior leader participation and ownership. White men are generally influenced and impacted by the status and rank of other white men. Develop leaders so they are more than sponsors of other people’s efforts. Help them to own the issue personally while reaching out to support and challenge the prevailing mindsets of other white male leaders. Provide repeated opportunities for practice. Engaging white men is a long-term, multi-faceted effort. It is not a “one-off program” to be implemented. The practice must allow for mistakes. They are a part of everyone’s learning process. Help leadership to act from a place of shared responsibility, not guilt. White men must be seen initiating, participating in, and leading DEI efforts out of their mutual self-interest. They and others constantly cultivate and support the visible participation of a critical mass of white males. White men need to see themselves as part of the solution–not part of the problem or feeling blamed for everything. Help them to adopt a journey mindset. Drive the effort through a compelling, clear rationale that emphasizes a stewardship approach to inclusion rather than a finite destination or seemingly simple solution. While specific actions and solutions are definitively needed, frame the effort as one that will be forever ongoing, much like your mindset on workplace safety. Consistently link leadership engagement to leadership development. Engaging white male leadership is first and foremost a developmental process. It makes white men more effective leaders with greater emotional intelligence. Your effort should focus on developing the skills and behaviors for leaders to be effective DE&I champions linked to the business success.
- Talk often about how your diversity effort is also about white men. Talk easily and effortlessly in public about the role white men must take in co-creating a more inclusive work environment. Genuinely invite white men back into the conversation. Challenge others to examine their assumptions about white men that affect potential partnerships. Expand and leverage your circle of support. Expand this group so they no longer are entirely dependent on you to lead or tell them what is next. Expect them to become your full partner as well as full partners to one another. Help them develop and grow the confidence to use their intellect and emotional intelligence to possess the tenacity to stay the course. Look for and embrace the inherent complexity of DEI efforts. View things from an and/both lens rather than sorting it as either/or, yes/no, right/wrong. Learn to become more comfortable being uncomfortable. Help and support white male leaders to learn more often with and from other white men, rather than from only women and ethnic minorities. Continuously over-communicate the intent of your actions and efforts. Recognize that often a person’s intent will not match the impact on others. Learn to expect and then mitigate the disconnect between these intent and impact. Embrace emerging resistance in yourself or others. Noticing resistance helps one see reactions between people and ideas. Our reaction to others helps us better notice our own beliefs and values, which can be helpful in building stronger partnerships.
- I took a look at it and it looks great. I'll be interested to hear the feedback on this as you show it to more people. One of the principles that I always cite when discussing this is that White men created this problem and it should not be the burden of the oppressed to clean up this mess, nor can they do it alone without White men. White men are critical to the dismantling of the system they constructed. Not only should they not feel disengaged, they are fully responsible and at the center of the very effort. It may be uncomfortable at first as they struggle to find their role but the role they absolutely can embrace is the role of recruiting other white men to this work. Additionally, they should be there standing behind all of their fellow human beings and asking how they can be helpful. Also, and this goes to a much deeper place, it is really in the self interest of white men to dismantle racism and oppression. They will benefit along, with everyone else, from a system that operates free of racism.
- Our name, White Men as Full Diversity Partners (WMFDP), holds some shock value. But, it speaks to what we do. We are intentionally including the group of folks who are rarely part of the conversation yet typically hold all the power — the “dominant leadership culture,” which is white males in the U.S.*