Dealing with leaders’ resistance: How to successfully manage controversial DE&I discussions
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Professionals frequently encounter resistance from leaders and management teams when discussing Diversity, Equity & Inclusion (DE&I) goals and measures. What types of resistance do they face? Is it only the overt resistance that causes problems? What about covert or silent forms of resistance? What techniques can be used to handle resistance without feeling uncomfortable?"
Anticipating resistance as part of change
" We are already diverse and successful. So why change?"Managers' so-called 'motivated thinking' ensures that they tend to cling to their positive beliefs (e.g. "We are a good and fair company") and reject facts that contradict them.
Additionally, while implementing a DE&I strategy does indeed initiate a change process, it is often not positioned or accepted as such in most organisations. As a result, the resistance that is typically anticipated and predefined in the planning of a change project is only recognised during the process of DE&I initiatives.
As a result, there are often no strategies in place to deal with rejection or unspoken fears.
As with any other change project, resistance to DE&I can be a) equally predictableand b) managed. It is often caused by the perception of increased factual and/or personal or emotional risks:
- Resistance due to factual risks: The relevance, benefits or feasibility of DE&I measures are questioned. Often resistance is due to inadequate communication or other objective reasons (e.g. doubts about feasibility due to lack of resources).
- Resistance due to personal or emotional risks: Change brings uncertainty and may require various actors (including leaders) to redefine their previous beliefs or to develop themselves. This is especially true of resistance when there is little involvement in the change process and insufficient support.
To meet these challenges, a new way of thinking is needed when implementing DE&I measures. This means that anchoring a DE&I strategy and its impact is equivalent with a lengthy change process leading to a more diverse workforce and an inclusive organisational culture. It also means anticipating types of resistance and planning effective ways of dealing with them.
