#1 Commit to the Lead Role & Confront the Three

“Guardians of the Threshold” 

The C-Suite needs to actively lead DEI efforts because they involve change at the cultural and systemic levels as well as the group and individual levels.  No one else in the organization has the leadership leverage required.  Nor can anyone else have the same impact in “modeling the way” and calling forth people’s best.  

When the C-Suite leads, a web of aligned leaders and followers must support that lead.  Supporting roles and structures, such as a Chief Diversity Officer and/or a cross boundary Diversity Council, need to be in place to support the C-Suite.  As does cross-boundary alignment of management well into the organization.

It also requires an openness to learning – rapidly.  Countering racism and leading DEI initiatives is new ground.  Therefore, part of the challenge for C-Suites is to take the lead and model rapid learning about racism.  The C-Suite is essentially saying, “As an organization we are going into the unknown, and we as the C-Suite are going first – with full commitment and confidence.”  What others also hear – without it ever being said – is, “…and we expect you to follow us with full commitment.”  

It’s a journey, and the tipping point is right at the beginning – at the “threshold” of the journey.  That’s where the C-Suite encounters the three “guardians of the threshold.”  In the classic myth of the heroic journey (which is the fundamental story of change) there are guardians of the threshold, which are designed to turn us back if we’re not ready for the journey.  They are the first tests on the journey.  

In DEI journeys the three guardians that can take the C-Suite out of the game are:      

• A Natural Indictment.  An unavoidable sense of indictment for White people regarding racism
• Venturing into the Unknown & Potential Loss.  The requirement to face a great deal of unknown and a range of potential losses – from large to small
• The Specter of Incompetence.  Not being confident about having all the competencies required by the challenge – the danger of being paralyzed

The Key Approach:  The C-Suite Leading with “Strategic Intent” to Get All the Benefits

An investment in DEI initiatives can naturally be an investment in overall organizational performance.  The direct moral return is creating an organization that models the original American promise.  If DEI initiatives are led with strategic intent, there is also an array of potential business benefits that can result, mostly from the authentic willingness of people to be fully present and committed to the organization as well as the ability to work together more effectively.  

#2 Critical Success Factors (CSFs) for Dealing with the “Three Guardians of the Threshold”

Fortunately, there is a set of CSFs that can provide a lot of guidance and confidence and position the C-Suite for success in its central role.  These CSFs deal with all three of the guardians of the threshold – as well as fitting with basic change leadership models that support the entirety of the journey.  

Dealing with Guardian #1:  Acknowledge the Unavoidable Natural Indictment and Replace Any Guilt with the Power of Responsibility.  

This natural indictment is addressed by simply adopting a posture that “I’m not to blame for racism, but I am responsible as the CEO/member of the C-Suite for dealing effectively with it in our organization.  I know this is one of the toughest challenges we will face and that we will need to take on a warrior approach to be successful.  That is my (our) commitment.”  There is little productive power in guilt.  There is a great deal of power in taking responsibility to drive action.  

Dealing with Guardian #2:  Put the Unknown and Potential Loss in Perspective.  There is no way to take all of the unknown out of the journey – there never is in significant change.  This is a particularly severe problem with initiatives countering racism because there is no playbook and few examples of success.  

When the C-Suit leads in developing the vision of the desired state, the core strategies to achieve it, the web of leaders to execute the strategies, and commits to building the competencies required for success the journey becomes much more “knowable” and people believe they can find their way.  It also decreases the fear of loss as the desired end state and journey clearly have lots of continuity and there are benefits to be achieved.  

Dealing with Guardian #3:  Focus on the 90% of Current Competencies and Define the 10% of New Competencies Required.  This is the guardian that is deceptively problematic.  However, the reality in most cases is that the C-Suite already has 90% of the core competencies required for successful DEI initiatives because they are the competencies required for successful organizational performance.  The C-Suite can model “no fear” in rapidly developing the other 10% (which are critical). 

#3 Critical Success Factors (CSFs) for Leading the Required 

Journey – “End to End”

C-Suites don’t have the time, energy, or resources to simply “do more” or “do something different.”  It is critical to be able to focus with confidence on where the leverage is in leading the way.  

DEI initiatives are organizational change initiatives – by definition.  But countering racism also brings with it major personal and group challenges.  The leadership that the C-Suite must model is always a combination of personal, group, and organizational challenges.  Fortunately, there are effective CSFs for each category.  

Personal C-Suite CSFs

Success relies on the CSFs in all three categories, but it begins with the personal CSFs for the senior leaders.  “How do I deploy myself as a leader?”  

1. Model the Way.  
2. Focus on Current Core Competencies.  
3. Identify the New Competencies Needed.  
4. Beat Anxiety with Excitement and Guilt with Responsibility 

CSFs for the C-Suite as a Unit

If DEI initiatives are true priorities for the organization, that needs to be clearly modeled by the C-Suite as a unit.  Everyone watches the C-Suite to see what’s really important.  

1. Ensure High Visibility of C-Suite Leadership
2. Align with the Board 
3. Model Healthy Accountability
4. Remove Barriers as They are Identified

Organizational CSFs – Leading the Required Change

These are C-Suite strategies, but others will join the C-Suite in executing them appropriately at lower levels in the organization. 

Note.  Those to whom the CSFs are delegated must clearly be seen as agents of the C-Suite and backed by the C-Suite.  

• Answer the “Why?” Question (Business case).  
• Answer the “Where?” Question (Vision).  
• Establish the Organizational Architecture.  
  • Build the Leadership Web  
  • Prepare People for the Journey
  • Build the Competencies Required
  • Connect People Through Communication
  • Establish Healthy Accountability
  • Be Persistent and Resilient – Don’t Let Up.  

#4 The Natural Pitfalls

Unfortunately, there are a lot of natural pitfalls on this journey for the C-Suite.  

1. Delegating too much of the responsibility to others too quickly – DEI Exec, DEI Councils, etc.
2. Failing to acknowledge the importance and difficulty of the challenge
3. Failing to “model the way” – leaders must lead/go first in this level challenge
4. Focusing on “programs” vs. organization design 
5. Focusing on awareness and education vs. action (not an either/or – awareness and education are “essential, but not sufficient”)
6. Failing to follow solid change leadership strategies with intent and discipline
7. Failing to institute healthy systems of accountability and fast-cycle learning and response 
8. Failing to remove the systemic barriers that are identified

The leverage is in knowing the natural pitfalls are there and working to avoid them – particularly by ensuring that the CSFs are in place.