Brianna White

Staff member
Jul 30, 2019
I recently came across an insightful Catalyst report that revealed a concerning disconnect in our efforts to promote inclusion in the workplace. According to the report, a staggering 86% of men express a personal commitment to interrupting sexist behaviors when they witness them at work. However, only 31% feel confident enough to do so. This data suggests that while there is a strong desire to be part of the solution, there is a lack of confidence and fear of potential repercussions that hinder these intentions.

This disconnect is particularly evident among managers, half of whom belong to the dominant group. As we strive to build more inclusive work cultures, it's crucial to address this gap between leadership and the front lines, where historically marginalized groups are often overrepresented.

The report suggests that this disconnect may be fueled by the fear of saying or doing the wrong thing, leading to inaction. This fear could stem from concerns about reputation risk, feeling less relevant, or a zero-sum-game mentality.

This brings us to an important discussion point: How can we better equip our managers and staff with the skills and confidence to drive inclusion in our workplace? How can we ensure that our DEI efforts are not seen as a zero-sum game but as a strategy to create a more inclusive and equitable environment for all?

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