For the past few years in corporate and educational environments, constant dialogue has been swirling around the presence and effects of Diversity, Equity & Inclusion (DEI). And while the perspective is occasionally positive, lately the narrative has been overwhelmingly negative.
Amid these ongoing conversations, I’d like to present a simple truth that’s often missing: diversity isn’t a U.S. issue—it’s a global issue.
Multinational corporations, universities and naysayers who consider this a strictly domestic issue have a huge blind spot, particularly in light of the way various cultures influence media, product development and perspectives across the world.
Beijing, China: Jumping for joy to explore the Great Wall of China.
I agree with those who believe the subject of diversity should be reframed. But contrary to the direction many organizations are taking, belonging and inclusion may not be the answer.
In my opinion, DEI should be reframed as cultural competency.
Yes, exploring and becoming knowledgeable about human differences around the world is fascinating, but it’s also critical work for every business leader and business operating globally.
I spent nearly a decade living and working in the U.S. as a diversity officer, confident in my skill set. Yet that all changed when I had the opportunity to relocate to Geneva, Switzerland and lead international DEI efforts from the other side of the pond. The difference in approach, narrative and process versus the U.S. was astounding.
In one year, I traveled to 40 countries to better understand what diversity meant locally, in both business and cultural settings.
Spending an afternoon in Amsterdam, Netherlands exploring the annual Tulip Festival.
40 Countries in 40 Weeks
Before I started my journey, I had to expand my own knowledge of the world beyond the U.S. I lacked answers to simple questions such as, ‘“How many countries are in Europe? The EU? The world?’’ (44, 27 and 195 respectively, according to the United Nations). I had to learn proper etiquette of international dining and cultural traditions, so I didn’t say, do or even gesture incorrectly. As a typical, fast-talking New Yorker, I had to slow my speech by about 30%, to accommodate colleagues who may have learned English as a second or third language. I also had to grasp that this subject varies based on how the concepts translate into different languages and cultural contexts.
International diversity—or rather, cultural competency—was much more interesting and compelling than I had ever imagined.
On top of Marina Bay Sands in Singapore
Here in the U.S., most of the focus around DEI centers in on celebrating cultural months, forming ERGs/BRGs (employee/business resource groups), disclosing racial and gender statistics to improve recruitment, speaking on panels or hosting happy hours to build community, and supporting dinners/non-profits/events with guest speakers that gather like minded individuals. In Europe, the efforts revolved around cultural immersion through experiences in each country, individual listening & one-on-one conversations, understanding government mandates and compliance policies, and learning the history, language and cultural backgrounds of why things are as they are.
One country at a time, I traveled across our incredible planet to better understand the cultural nuances and similarities of clients and colleagues, and explore strategies we could use to improve our policies and practices to be more inclusive.
Overlooking the historic district of At-Turaif, a UNESCO World Heritage Site in Diriyah, Saudi … [+] Arabia.
My ideal agenda was five days per country. Day one consisted of visiting museums, to learn about the market’s artistic and creative perspective. Day two I visited popular destinations with a tour guide, to see the sites and observe the culture. Days three and four I hosted DEI workshops with HR teams and leadership, to get clarity on what this topic means to them and how it is expressed in the local language. Day five involved studying compliance and local laws and visiting client-facing colleagues.
Forty weeks and 40 countries later, what did I learn?
First and foremost, the CDO role, if designed and supported correctly, can be one of the most transformative and important roles within a corporation, along with the department that this individual oversees.
I discovered that many countries use quota systems, something we typically don’t do in the U.S., as a lever to ensure that employees with physical disabilities are integrated within the flow of business.
In front of Matterhorn Mountain in Zermatt, Switzerland. The most photographed mountain in the … [+] world.
Also, I learned that the word diversity doesn’t translate effectively around the world. Words such as justice, opportunity, disability, inclusion and equity are used instead. (I refer to those terms as “JODIE.”) And while some countries encourage the use of gender pronouns, like we do in the U.S., other countries, such as the UAE, don’t allow them by law.
And different regions have different priority areas to address. In the U.S., most of the conversation revolves around race, but in other countries across the Americas, such as Mexico, age representation is a priority. In Europe, gender is the primary focus, while in Asia, family status takes center stage, especially in places like China and Korea. In the Middle East, religion and country of origin are the main conversation, due to Saudization and Emiratization.
Horseback riding along the coastline of Jalisco, Mexico
I could write an entire book about what I experienced and learned during those 40 weeks, but the important takeaway is this: cultural competency is a superpower. After all, it’s one thing to discuss the importance of Chinese New Year, yet a whole other thing to experience and participate in the celebration in Shanghai, China and Singapore—to not only see its power and majesty but also feel it. Those who have the privilege to travel and develop their cultural competency should be encouraged to educate, inform and inspire others. The knowledge gathered can inform colleagues on corporate mobility, executives who travel as part of their remit, and recruiters and leaders who need a to better understand cultural queues to make hiring decisions.
People want to understand conversations around diversity, both here in the U.S. and globally. Learning more practical information can help them superpower their careers. But at the core many are unsure what to say, when to say it and how to translate sensitive topics regarding race, gender, age and culture. For that reason, companies and critics should empower or train their DEI leaders who are trying to educate others on these issues, to become the storytellers and culturally competent CEOs of tomorrow.
