Along with others in your role, you transitioned deftly to focus on diversity, equity, inclusion efforts. However, the exhaustion of seeing little to no return on investment is causing fatigue. DE&I is surprisingly uncomfortable for many. It's merely another strategy. Most leaders and employees view such programs as a nice to have that do not apply to them personally nor to their business mandates. Viewed as primarily a societal issue, DE&I fails to have actual business outcomes as to what success will look beyond more minorities or women.

Hence, we are all simultaneously patting ourselves on the back, unsure why and fearful we're not sure what meaningful progress resembles. Some of us question when this will end, as most popular business buzzwords tend to do. Others ask if they've done enough. Then there are others, leaders, and employees who retreat, giving sustenance to other urgencies.

This sense of sanctuary is normal and one we can defeat. One can expect a certain degree of fatigue when undertaking any challenge, such as solving a complex problem. Our brain is wired to create resistance when encountering a difficult situation since it wants to protect us from pain.

Listen to us on Spotify - Magnifying The Power of Inclusive Leadership

However, these complex situations that tend to stretch us and cause discomfort are precisely those that help us grow, which is why they are worth persevering.

Below are eight ways leaders and employees can fight weariness, stay focused, and keep advancing the crucial work of diversity, equity, inclusion:

1. Managers are accustom to noticing a problem and solving the problem. After all, this is what they have done their whole career. When there is a need for global expansion or merging into existing operations, leaders are comfortable.

2. But changing people's behavior is a different matter. Mainly when it is a skill nearly all of us have yet to master. DE&I is a different type of dilemma. It's complex, nuanced, and isn't easily resolved, and to most underrepresented people, people aren't necessary and an area where executives feel competent. Hence, their fatigue.

3. Leaders and managers need to commit the equivalent time and power they apply towards growing their business to create competence about DEI. They must be inclined to personally make that investment instead of delegating it to HR or perhaps avoiding the responsibility themselves. Luckily, there are ways to develop their DEI power.

4. Accept the fact that you have the power to make a tremendous difference. DEI isn't an issue that "HR" or someone else manages. They are too crucial for only HR and leaders to be interested pursue. You may think of yourself to be a neophyte. Still, you can impact the underrepresented within the organization through the steps you take at different stages of the talent lifespan.

5. This could be ensuring a diverse lineup of candidates during interviews or expanding invitations to join major teams or projects to employees who look different than your usual preferences. Use your official and unofficial authority to wield influence on the alignment and engagement across your business.   

6. • Find an accountability colleague. Have frequent, ongoing meetings with an additional leader working to improve their competence in DEIB or someone who has the expertise you don't have. These meetings can create accountability and build momentum that combats lethargy.  

7. • Strengthen your message. If we cease bringing up DEI in weekly meetings or mentioning it in communications, employees will notice that nonappearance. They will assume that DE&I must not be necessary since it's not a priority.  

8. • Applaud successes. Working towards better diversity, equity, and inclusion is challenging work. It is imperative to take a breather now and celebrate wins and commemorate the progress you have achieved.

Lastly, if you're feeling exhausted by DEI matters, imagine how your unrepresented people think. They have walked this road considerably longer than you.   

About Jim Woods

Jim Woods has been a global diversity and inclusion expert since 1998. He advocates linking strategic interventions to bottom-line business results. He is a D&I innovator and respected thought leader, having written numerous leadership books and contributed to many publications on the subject of strategic diversity and inclusion and leadership solutions. As President and CEO of Woods Kovalova Group, he has had the privilege of working with clients that include Whirlpool, the U.S. Army, Homeland Security, Deseret Bank, Seimens, and myriad organizations and individuals everywhere.

He has taught fifth-grade math and science along with teaching human resources and leadership on the university level. Mr. Woods holds a bachelors’ degree in business administration and leadership. Including a master’s of science in organizational development and human resources.

He delights crowds as a speaker and is an accomplished children’s book author. Mr. Woods landed his second Fortune 1000 client while homeless living in his car. Work with Jim.