Why DEI Initiatives Need Transformative Tech Leadership
Leslie Lynn Smith, Forbes Council Member
This piece was originally published as a Forbes Technology Council, Member Post
Virtually every tech company today claims a focus on diversity, equity, and inclusion (DEI). In the last two years alone, many companies have doubled their DEI commitments. This isn’t arbitrary. Significant cultural events in recent times are responsible for this shift in focus — namely, the 2020 murder of George Floyd and the subsequent nationwide racial reckoning driven by the Black Lives Matter movement. These events highlighted the longstanding inequities that Black, Latino/a, Indigenous, and other people of color face, forcing corporations to prioritize justice in the workplace.
While many companies have benefited from a focused investment in DEI, the question still remains: How much has really changed about the internal work culture at tech companies in the last three years, and have we seen real transformation in the way we hire and promote tech talent?
The tech landscape remains overwhelmingly dominated by white men. While a majority of tech leaders believe their companies are inclusive, employees often feel very differently about the DEI efforts being made. Clearly, there’s a significant gap between what leaders and companies think marginalized communities need and their actual, lived experience.
After George Floyd’s death, American companies pledged over $50 billion toward racial equity. However, less than one percent of those financial commitments have been carried out, giving the impression that corporate interest in DEI was superficial at best. And as executives stare down the prospect of a looming recession, DEI positions were among the first to be eliminated, further underscoring how performative those pledges to racial justice truly were.
Sweeping initiatives are not the answer to the tech industry’s problem of equity and inclusion. Most DEI programs are seen as a charitable option rather than an economic imperative. To change this, we need a systemic cultural and operational shift — a top-down transformation that isn’t about optics or checking boxes but is about creating a justice-centered organization.
This work takes years of focus, significant expertise, and buy-in. Regardless of where you’re starting from, the first steps are always about recognizing and making a human connection with the individuals at the center of the work.
How do we get there? We must center the work around fostering psychological safety and belonging. Belonging is key. It’s the foundation of being a good ally and accomplice to marginalized people, and it’s the strongest driver of employee engagement. When leaders model inclusive behaviors, employees report more positive experiences of belonging.
True belonging means ensuring that employees — especially women, transgender, and nonbinary employees — feel recognized for their unique perspective and talent; feel safe in sharing that perspective; and feel heard and valued when they do. When leaders foster an identity-safe environment, the employee experience and the business outcomes are better.
So, how can tech leaders ensure their companies are actually combating inequity in the workplace? Simple: It’s all about behavior. True leadership means having the willingness to be vulnerable, to get in the trenches alongside our employees (especially those from marginalized communities) and work toward true transformation.
Vulnerability in leadership
In her book Dare to Lead, Brené Brown posits that strong leaders embrace vulnerability. They’re unafraid to take action when there is “uncertainty, risk, and emotional exposure.” Too often, leaders shrink back from conversations about the barriers women, transgender, and nonbinary people face because they fear misspeaking or making mistakes. Since most leaders in tech are cis white men, their own discomfort around acknowledging their inherent privilege often keeps them from addressing the tough issues that are needed in culture shifts.
The business impact is clear. Leaders who are vulnerable foster stronger human connections, leading to more productive and satisfied employees (and a more profitable company). Model vulnerability by practicing empathetic listening and accepting that change — especially within ourselves — is crucial for the future of the tech workforce.
Practicing empathetic listening
Listening isn’t hard — in theory. But most of us struggle with distractions and noise, either external or internal, and that makes active listening a daunting task. The trouble is that without active, empathic listening, you’ll never understand the root of necessary change that your DEI initiatives are meant to address. Worse, your employees will know whether they’re really being heard or if you’re just waiting for your turn to speak, making them less likely to open up in the future.
Many years ago, a partner who is a white man met with members of my team — all of whom were Black women — and treated them in ways that made them feel disrespected and unsafe. Really listening meant that while he may not have ever directly treated me (a white woman in a position of power) that way, this violation needed to be fully understood, condemned, and communicated by me as unacceptable. By doing so, those individuals and the team knew they were seen, heard and safe.
For leaders, active listening means regularly engaging with employees at multiple levels, maintaining transparency, and practicing social sensitivity. Most importantly, it means being prepared to make mistakes.
Listening actively and empathetically will foster a culture of open communication and understanding. This is critical for employee belonging, which directly impacts employee performance and profitability.
Being open to change
Openness to change is essential for creating equity, inclusion, and justice in the workplace. When you listen actively and with empathy, you’ll probably uncover a plethora of opportunities for change and improvement. Where do you start?
Remember your commitment to transparency: Acknowledge that change is never easy, and improving your organization’s culture will be even harder. Remember that by exhibiting active and empathetic listening, you foster that behavior in others, building a culture of belonging and inclusivity that will unlock not only a more equitable experience for everyone but also creativity and innovation you can’t predict.
And finally, remember that continuous improvement is about adapting to change in the market or economy impacting your business. Leaders who listen to demonstrate support for their teams can build a psychologically safe work environment, which is better not only for business, but for the people at the center of it.
Leslie is the National Executive Director for GET (Gender Equality in Tech) Cities at SecondMuse Foundation. GET Cities is an initiative designed to accelerate the representation and leadership of women, transgender, and nonbinary people in tech through the development of inclusive tech hubs across the United States.
