Navigating the 7 Cs of Modern-Day Diversity Programs

Gone are the days of companies instating diversity training programs just for the sake of having diversity training. Corporate leaders who have been reading the room know that doing any kind of diversity, equity, and inclusion (DEI) programming simply to check a box is history.

In the short span from 2020 to late 2022, the world faced an onslaught of traumatic and passionate catalysts to take DEI to the next level, but not every organization took the same approach. Many who allocated time and money to DEI did so from a reactionary mode. This did not make them ill-intentioned or wrong, but good diversity intentions wreaked havoc on a lot of workplaces. Being bombarded with reactionary programming has left an aftermath of negativity and an aversion to DEI in its wake.

Rushed and divisive conversations undertaken with little preparation or resolution shook organizations. Leaders were thrown into scenarios with no support or backing, struggling to lead heavy sessions and conversations that were bound to come up when such an emotional and personal topic is brought to the forefront.

Now, we are exiting the reactive era entering a proactive one. Leaders must be vigilant around the sensitivity and vast array of thoughts, ideas and individual experiences that will come into play when addressing DEI in the workplace. More importantly, they must harness tools to avoid repeating previous missteps. There will still be choppy waters, because that’s real life. But by following the 7 Cs of modern-day diversity, you should be ready to grab the helm, adjust the mast, and set your sails for smooth sailing into calmer waters.

1. Compassion. A world without compassion**,** also known as empathy, breeds feelings of isolation, depression and resentment—all things that increase conflict. Which is the exact opposite goal of those who are committed to celebrating diversity and evoking true inclusion. So how does compassion decrease conflict? Well, it all starts with another “c” word: curiosity. Genuine curiosity is showing an interest in others with no ulterior motive. It requires setting the ego aside so that you can understand another’s perspective. This isn’t an easy feat, but it is entirely possible and becomes easier the more we practice having compassion for one another.

2. Connection. We create connections with one another with every interaction, whether that connection starts with a phone call, an email, a handshake, or a smile. The latter, no surprise, is one of the best ways to connect with another human being. It’s the universal invitation that warmly says, “I welcome you into my fold—my circle.” A smile is the first action that creates a feeling of belonging.

There are other ways to create connection. Connections strengthen when we shift the focus from what makes us different to our commonalities. The reality is, despite what we see on TV or witness on social media, we actually have more in common with one another than we don’t. But it takes creating a connection to see that, and it takes a little bit of energy and effort to build and strengthen those connections.

3. Communication. If we were all being honest with ourselves, we’d wholeheartedly admit that communication is the key to getting through all the division and polarization we see around us: learning to listen objectively, expressing ourselves clearly and authentically, reacting responsibly, and being present. If we could master these, imagine the healthy and high-functioning workplaces our employees would thrive in.

It is entirely possible to up your communication game by paying attention to how you show up in conversations. Take a good hard look at how you convey your thoughts and ideas and how you receive others’. What tone of voice do you use? Do you let other people share or do you cut them off to give your two cents? Do you listen and process or just react? Do you honor and use your voice to speak up for yourself or others? Communication requires more than someone speaking and someone listening. Communication skills can be enhanced through awareness and practice.

4. Community. Community is when there is an established level of comfort with others so that ideas and communication can flow freely. In healthy communities, people thrive in their environments, their achievements are celebrated, and their failures become lessons for the future. Communities support members through the good and the bad experiences. There is a psychological safety that allows for critique and feedback that will usher in improvements on both a personal and professional development level. When workplaces build this true sense of community, everyone can bring their whole selves to work and be celebrated for it.

5. Courage. It takes tremendous courage to give attention to any of these 7 Cs. It takes courage to step out of your comfort zone, be honest, and strive to be a better person. It also takes courage to look past your personal like, dislikes, biases, and beliefs to hear someone else’s thoughts and ideas. Courage means feeling the fear, the discomfort, and the unease, pushing past these temporary emotions, and still showing up for the conversation, the activity, the meeting, or the training. Courage means holding on to core values that are true to you, and respecting someone else’s right to do the same.

6. Consciousness. Another word for consciousness is awareness. When we have consciousness about something we are dialed in. We see it with clarity, with focus—sometimes for the first time. When this occurs, we see things in greater detail and can recognize nuances and specifics. The same can be said for having an awakened consciousness about someone on your team or in your community who was out of focus for a while. The lack of consciousness wasn’t a reflection of who you are as a person, but rather where you were before being introduced to a new way of seeing someone else and their experience.

7. Conditioning. The key to any healthy connection with another person is understanding that we’ve been conditioned or programmed to relate to people from the time we were children. This conditioning shows up in how and what we think about people who aren’t like us. What were you conditioned to think about police officers, doctors, lawyers, politicians, teachers, and people of religions or ethnicities that differ from your own? Some of this conditioning was positive and some was negative. When we acknowledge the conditioning, we are one step closer to rewriting that program.

Whether someone is in their infancy or is a veteran on this journey, having guidance to get through the fog and confusion can help leaders and those invested in DEI avoid the very real pitfalls that could throw an entire organization off course. The 7 Cs are insights, reminders, and even nudges that leaders and their teams can intentionally weave into workplace programs so that DEI isn’t considered a chore or burden but a welcome way to create a successful culture.