Getting Upper-Level Support for Diversity Initiatives

by Sondra Thiederman, PhD

Starting a diversity program is close to impossible without upper-level management's support. While this is easier to obtain than in years past, it still can be quite a challenge, especially with a waning economy. How you obtain support will vary according to your corporate culture and the personalities of your leadership, but certain principles apply across the board.

Link Diversity to Business Objectives

When presenting ideas for your program, make it clear that diversity efforts have a strong business imperative.

The most important trick is to make the business case specific to your organization. It does no good to ramble on about immigration rates or the amount of global business done by US companies if your organization conducts business in a relatively homogenous part of the country and has no plans to go global. Executives will immediately see through these generalities and come back with something like: "Well, that's all very nice, but what does it have to do with us?" You had better be prepared to answer that question.

Be Specific

Perhaps one of your business goals is to increase market share in Mexico. If so, management will respond quickly to the practical need to attract more Spanish-speaking sales associates and will see your diversity efforts as important to that objective. Perhaps you are attempting to improve your organization's image as a company that cares about humanitarian causes. Visible diversity efforts certainly support that goal. Whatever the link, the closer you can tie diversity to business, the better off you will be.

Be Realistic

But be careful not to make exaggerated claims for diversity. Yes, recruiting a diverse workforce is good for business and is the right thing to do, but do not make the mistake that some companies have when they've acted as if a diverse workforce will guarantee increased market share, higher stock prices and greater success. For years, diversity professionals have made unfounded claims that ultimately damaged such initiatives' credibility. Smart executives know when a case is being overstated and will respond much better to a modest truth than an exaggerated claim.

Get Started

Finally, don't wait for executive support to start your diversity efforts. If at all possible, put a small piece of your program in place before you approach upper-level management for large-scale support. Show them what you can do and that it does make a difference. Luncheons where people bring foods from different cultures are all very nice, but no executives worth their salt will be impressed. On the other hand, your ability to network in minority communities and attract talented, motivated and innovative employees of different backgrounds will make an impression. Like the phrase, "Build it and they will come," the same applies to your diversity initiative. Build it honestly and intelligently, and they will come and lend their support.