The Equity Advantage: Why DEIB succeeds and fails

Have you ever heard the proverb “May you live in interesting times?” On its face, it reads as a blessing, but the irony is that living in interesting times can feel more like a burden. We certainly are living in interesting times – a time where the world order as we know it feels imperiled, the future of humanity is at risk due to climate change, fact and fiction are harder than ever to distinguish due to social media, polarization seems to force more and more of us into our own echo-chambers, and workforces and workplaces are changing rapidly due to AI, automation, and societal shifts.

It is with this backdrop that Cornerstone has chosen to double-down on our commitment to social impact. We do so, because at our core, we are a learning company. We power the potential of people and organizations to thrive in a changing world. We believe that we have an obligation to know better – and when we know better, we do better.

DEIB has been a hotly debated topic in the public sphere this year, with allegations that DEIB amounts to ‘reverse discrimination,’ groupthink, and divisiveness. Taking a stand against these allegations, through a results-driven DEIB program, is a way for organizations to play a role in making a positive impact in our current society.

As a DEIB leader, social justice activist, and longtime organizational development and change practitioner, the backlash against DEIB is not surprising or unexpected. I know that for every step forward, there is a falter backwards. I know that change is always resisted, and it is resisted the most by those with a vested interest in the status quo. I know that when you are a person who (often unconsciously) enjoys a certain advantage, a level playing field feels like unfairness. I know that discussions of systemic inequities can make people feel defensive.

At Cornerstone, we care about where DEIB succeeds and where it fails. Therefore, our DEIB program is based on simple truths and basic core values. Values like fairness, respect, and empathy. Truths that different people experience the world differently, and fairness doesn’t happen unless people of good faith intentionally make it happen. We have adopted five core principles that encompass our DEIB philosophy:

1. DEIB is good for everyone – Data is clear that organizations that are representative of their communities, users, and customers perform better. They are more innovative, make better decisions, and generate more profit. We know that reverse discrimination is a myth. It does not exist because discrimination is prejudice backed by systemic injustice. Working to dismantle systemic inequity is is fairness. And fairness is good for everyone.
2. When the most marginalized are treated fairly, everyone is – When the person who is most likely to be treated unfairly gets a fair shake, we know that everyone does – so that is where we focus.
3. In order to create fairness, we must transform our mindset and our systems. The systems used to hire, promote, develop, and reward employees tend to provide an advantage to some over others. We know that we must rebuild these programs through the lens of fairness. But that alone will not change outcomes. We also must create the mindset that raises awareness about the challenges that some people face in the workplace and build commitment to address them. Fair systems and inclusive mindsets must come together to make positive change.
4. We make data-driven decisions – We cannot fix what we cannot see. We cannot track what we do not measure. We collect, protect, and analyze data about our employees to see where our efforts will make the biggest impact in order to create fairness and belonging.
5. We hold ourselves accountable – We believe in the potential of all our employees. That means we hold ourselves accountable to create the conditions where everyone can do their best work. Creating a workplace where everyone is treated fairly and knows they belong is a core skillset required to join, lead, and grow at Cornerstone.

We also know that DEIB is a dynamic field, and the solutions of yesterday may not work today. In my experience, I have seen DEIB fail for a few reasons:

1. It does not bring everyone along: In order to move the needle, DEIB must be a collective value. Preaching to the choir doesn’t work – we must reach everyone and build broad consensus about the initiatives we choose to tackle. Otherwise, backlash imperils progress.
2. Alienating vocabulary: DEIB can have a very specific vocabulary around it. For people who are not steeped in the work, it can be intimidating and alienating to contribute to the dialogue.
3. Using fear as a change tactic: It is too easy to shame someone who makes a mistake or says the wrong thing. I have been the beneficiary of many people’s kindness and grace as I’ve been on my learning journey and want to extend the same to others who show up in good faith.

It’s important to remember, though, that DEIB requires people to show up in good faith. And not everyone does. I have seen people show up determined to misunderstand, misrepresent, and misinterpret, and then try to blame DEIB for the consequences. Some do not show up at all and create narratives about DEIB that do not reflect reality.

I believe that an active commitment to DEIB is the clearest pathway to personal, team, and organizational success. It shines a light precisely on those areas where we need to grow. It reveals the shortcuts we take, and the consequences of those shortcuts. It reveals short term or self-interested ways of thinking and pushes us to be better. It highlights our growth areas, fosters connection, creates trust, builds bridges, creates collaboration, and drives high-performance teamwork.

At its best, DEIB unites, galvanizes, and inspires. It is the single biggest driver of transformation that I have seen in my career, and we’re passionate about DEIB as a transformative movement at Cornerstone. We believe in the power of human potential – and that means commitment to building a workplace and a world that helps us all be the best version of ourselves.