Diversity, Equity, Inclusion, and Belonging Leadership Program

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Table of Contents

Introduction
Discussion
Conclusion
References

Introduction

The concepts of diversity, equity, inclusion, and belonging (DEIB) play an important role in modern organizations. However, while the importance of adhering to the principles of diversity, inclusivity, and equity is beyond doubt, organizations have yet to choose effective strategies for managing highly diverse workforces. This essay will define the most effective practices for the development of the DEIB leadership training program and explain how motivation can be managed in diverse organizations.

Discussion

Diversity in work teams is commonly associated with the formation of innovative approaches to problem-solving sourced from a combination of team members’ different experiences and backgrounds. Moreover, diversity in business can increase an organization’s efficiency, governance, and profitability (Eswaran, 2019). However, combining many people with different views in the work team can also result in microaggressions towards minorities, affecting diverse employees’ sense of belonging. One of the common practices for the prevention of microaggressions is being more open-minded and welcoming to other people (Cuncic, 2021). Other practices can include adjustments to hiring processes or eliminating negative biases in the organization (Morse, 2016). Leaders should be capable of conveying important ideas to employees by modeling desired behaviors. Therefore, the DEIB leadership training program should focus on developing leaders’ open-mindedness and ability to lead by example.

Furthermore, people from different cultures generally have different views on life values. While some people can be motivated by material rewards, positive attention from leadership can be preferred by other employees. Thus, leaders in diverse organizations need to know how to motivate teams of people with different values. One of the best motivation practices defined by Daskal (2016) is to ensure that employees understand the purpose of their work because it can encourage employees to show more commitment. Furthermore, creating a compelling vision of the organization’s goal can motivate all employees regardless of their views and cultural backgrounds. Therefore, the inclusion of motivational strategies for equal motivation of all employees can be recommended for the program.

Conclusion

In conclusion, this essay explored the common issues with motivation and microaggressions that can occur in highly diverse organizations. The essay explained that leaders play an important role in eliminating negative biases; therefore, a significant part of the DEIB leadership training program should focus on developing leaders’ open-mindedness. Lastly, the essay suggested using motivation practices that do not focus on any life values to ensure that all employees are equally motivated.

References

Cuncic, A. (2021). What are microaggressions?Very well mind. Web.

Daskal. L. (2016). 19 highly effective ways to stay motivated. Inc. Web.

Eswaran, V. (2019). The business case for diversity in the workplace is now overwhelming. World Economic Forum. Web.

Morse, G. (2016). Designing a bias-free organization. Harvard Business Review. Web.

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Diversity, Equity, Inclusion, and Belonging Leadership Program

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