The Equity Advantage: Cornerstone's DEIB Principle 1: DEIB is good for everyone

In 1932, a 14-year-old boy named Ed Roberts, living in San Mateo, California, contracted polio. He was confined to a wheelchair and dependent on an iron lung. He attended high school via telephone since the school couldn't accommodate wheelchair access or provide space for his iron lung. When he reached the end of his senior year, the school denied his graduation because he hadn't met the physical education requirement.

After his mother appealed, the school awarded him his diploma, and he was accepted to UC Berkeley. However, the university refused to admit him when he showed up, citing no dormitory rooms that could accommodate his iron lung. Again, he appealed and won. In his tenure at Berkeley, he developed the Physically Disabled Student Program, which led to a series of reforms at the university, including one important policy change — a requirement for wheelchair ramps at every street crossing and building entrance.

Robert's work at Berkeley eventually became the blueprint for the Americans with Disability Act, which President George H.W. Bush signed into law in 1990.

Onramps on public sidewalks provide a prime example of why equity is the foundation for any successful DEIB program. In this case, equity is the policy and action of requiring and building wheelchair onramps. This necessity leads to the inclusion of people in wheelchairs on public sidewalks, leading to a sense of belonging in public spaces. As emphasized in my previous article, there is no inclusion without equity.

The ADA requirement for ramps was geared toward people in wheelchairs, but the policy led to a host of other benefits:

This example illustrates a vital principle: intentional action to create equity for one marginalized group will have positive ripple effects on everyone.

This principle also applies to organizations, which is why it is the first of Cornerstone's five DEIB principles. Organizations have a lot to gain by creating' on-ramps' for marginalized groups that lead to diversity, inclusion and belonging.

Research consistently shows that diverse organizations outperform their less diverse counterparts. According to a McKinsey study, companies in the top quartile for gender diversity on executive teams were 25% more likely to have above-average profitability. Similarly, those with high ethnic and cultural diversity outperformed by 36% in profitability. These numbers aren't just statistics but a testament to the power of varied perspectives, experiences, and insights driving better decision-making and creative problem-solving.

But why exactly is this the case? The answer lies in the enriched environment that DEIB fosters. When people from different backgrounds come together, they bring unique viewpoints that challenge the status quo, leading to more innovative solutions. This diversity of thought becomes a fertile ground for creativity and progress. Moreover, inclusive practices ensure that all voices are heard, promoting a culture where everyone can contribute to their fullest potential. This notion isn't just good for business – it's good for employees, too.

When employees feel included and valued, their engagement levels soar. Gallup research indicates that companies with high employee engagement are 21% more profitable. Engagement fosters a sense of belonging, leading to higher job satisfaction, reduced turnover, and enhanced performance. Employees who know they are part of an organization that values their unique contributions are more likely to go the extra mile, be it through increased productivity or by fostering a collaborative work environment.

When more people are on the proverbial sidewalk (at the decision-making table), organizations have more engaged employees, make better decisions, design better products and services, and broaden their customer base.

The overwhelming data points to the benefits of DEIB; however, it's important to highlight that DEIB isn't just important because it drives business results. That (unintentionally) communicates that DEIB is valuable only if it serves an organization's needs. Rather than focusing on the business case for DEIB, we believe that organizations should simply state that DEIB is a non-negotiable value.

Ed Roberts and the many other pioneers advocating for the inclusion of all people in public life illustrate the power and principle of equity. Providing 'onramps' for those who need them has broad ripple effects that benefit everyone. In the corporate world, these 'onramps' look a little different than they did for Ed. The big 'curbs' in organizations tend to be processes around hiring, promotion, development, sponsorship, and mindsets that perpetuate bias and stereotypes against certain groups of people.

In my next article, I'll share Cornerstone's approach to creating access to opportunity for all through intentional 'onramps' that lead to equitable representation and inclusion for all. We don't do this because we get business benefits — we do it because our core purpose is powering people's potential. It's a non-negotiable part of who we are.

Unlock deeper insights into diversity, equity, inclusion and belonging by watching the award-winning series, A Seat at the Table.