When It Comes To Diversity, Watch What CEOs Do, Not What They Say

Published in Forbes.com  July 29, 2020

We read about it almost every day — that a diverse workplace environment improves performance. This phenomenon exists as a relatively recent development, as “diversity and inclusion” only came about as a term after WWII when then President Truman required the integration of the armed forces. Truman was roundly criticized for his decision, now considered bold and morally courageous.

With a short history of diversity and inclusion, we find that it started much like other well-intended movements (i.e., labor unions, child labor laws, etc.) but has had difficulty taking full effect. 

Here’s why.

When you have to legislate any movement, by definition, there exists little (or at least not enough) social power to create the desired effect. In California, for example, a law passed in 2018 requires publicly traded companies who have their headquarters in the state to place at least one female onto their board of directors by the end of 2019. With essentially 50% of the workforce consisting of women, wouldn’t it make logical sense that 50% of board seats would also be held by women?

Nope.

Read more on Forbes.com