So much of what you read about internal communication to support diversity, equity and inclusion (DEI) misses a key point.

It’s all very well to dish out the standard advice about communication: it’s about visible leadership, you need to do what you say… and so on.

And while there’s nothing inherently wrong with these points, doing more of the same things will only deliver more of the same results.

Review after review of major companies – and even across workplaces nationally – show that the result is not more diverse, equitable and inclusive workplaces. In many cases, unfortunately, it’s also not safer workplaces for people in all their diversity, whether that be age, ethnicity, gender, physical ability and sexuality but also their diversity of experiences such as education, socioeconomic background, religious and cultural beliefs, geographic location and life experiences.

Before we get to what’s missing, let’s touch on a concern that’s been in the headlines on DEI but is not really new. Backlash.

Backlash has always been an issue to be addressed in relation to DEI. What has changed is that’s gone from an individual and local concern to a national and international issue driven in part by US policy changes and by the culture wars playing out largely across western democracies.

As businesses here in Australia and around the world continue to contemplate whether to walk back their public stances on DEI investment and policy – let’s pose a question. Why was your business pursuing DEI policies and positioning in the first place?

Was it for one or more of the following reasons: it’s the right thing to do; it makes good business sense; to comply with legislative and legal requirements; for performative optics – aka virtue signalling?

This article is focused on internal communication, so let’s treat that question as rhetorical food for thought.

But remember, the reason why you are investing in diversity, equity and inclusion – linked with evidence-based approaches – is exactly what you need to clear about to address any backlash within your workforce. If there’s still backlash, you haven’t had the ‘why’ conversation effectively with those groups or individuals in working to hear and ease their fears. Backlash can be a sign that you are making progress through the change journey, but also serves as a warning that not everyone is on board.

The business case must articulate the tangible value of DEI. It makes good business sense to fully include and engage all of your workforce and to foster a workplace that represents the diversity of the communities where you do business and the clients you serve.

But how? Well there’s one key factor that’s rarely mentioned and it’s actually critical. It’s participation.

Why is it so overlooked? Because, too much communication continues to be focused on the top-down delivery of messages and not on two-way conversation.

And even where there is good focus on two-way communication and real listening, there remains a heavy focus on people’s ‘voice’ rather than their ‘participation.’

To make a difference on diversity, equity and inclusion, we need both. After all, one key goal is to ensure that everyone, in all their diversity, feels included to participate and do their best work.

So for communication professionals supporting DEI, the journey must be the destination.

For too long, DEI in workplaces has felt like some magical place at the top of the hill we hope to get to one day. Or worse, it’s endless compliance-based policies, procedures, protocols and boxes to be ticked today that are inspiring no one and further stoking backlash. It’s no wonder there’s ‘DEI fatigue’ and that some companies seem to invest millions in DEI yet barely shift the needle.

What’s needed are new and different – and for some this may feel radically different – approaches to two-way communication and participation. Design a communication strategy to deliver on the business strategy that is all about fostering participation. Even better, take a bottom-up approach where diverse people across the organisation participate in the co-design and delivery of the communication strategy. This can also help with managing change and addressing the backlash mentioned earlier.

How can the communication function help make this happen sooner?

By helping people feel welcome and safe to have a voice, but also by taking steps that enable them to actively join in. By fostering shared experiences (participation), understanding and common ground. And by helping others understand and experience the value that comes from diverse voices and participation.

Carpe DEI-M!