Kelley Johnson
Kelley Johnson
As part of a successful diversity strategy, corporate leaders must take the time to realign and shift workplace values and organizational standards to support a positive, inclusive, and high-performing work environment.
Corporate leaders are also struggling with how to develop return to office strategies, where many diverse groups say they want a more flexible schedule during this post-pandemic period, according to a recent McKinsey study.
In this informative and instructive guide, “Achieving Culture Transformation Through Diversity, Equity and Inclusion,” KEIRUS by KJE, a seven-year-old strategy consulting, technology and leadership development firm, offers business leaders recommendations on how to develop successful DEI strategies and behaviors that lead to a winning culture.
In this informative and instructive guide, “Achieving Culture Transformation Through Diversity, Equity and Inclusion,” KEIRUS by KJE, a seven-year-old strategy consulting, technology and leadership development firm, offers business leaders recommendations on how to develop successful DEI strategies and behaviors that lead to a winning culture.
“Ever since George Floyd, some companies have taken steps to address diversity and inclusion within their organizations,” said Kelley Johnson, the company’s founder and CEO. “But many are still stuck. That’s leaving a lingering question for many of these business leaders, ‘Now what?’”
In the guide, Johnson clearly spells out what leaders can do to change. “Leaders committed to culture transformation value the business case for DEI and its influence on innovation and creativity,” she explains. “Transformative leaders understand the importance of modeling cultural agility and consistently embracing the arc of change.”
The guide lays out the role of the leader in driving culture transformation, what steps they can take to improve their corporate culture and employee engagement and how these changes have a direct impact on improving a company’s ROI.
Johnson says leaders better engage with their employees when they can build trust. They can build more trust by spending more time exploring their employees’ personal beliefs and biases, embracing the value of everyone’s uniqueness, and creating “authentic and mutual connections.”
KEIRUS’ experience working with companies of all sizes also shows that toxic workplaces create tension, lack of trust, and ‘quiet quitting’ – ultimately leading to unhappy – and unproductive – employees.
“When employees understand that it is okay to be different and authentic,” Johnson said, “you create a culture where everyone contributes fully and are more likely to embrace diversity, equity, and inclusion. These factors spark a transition in the workplace culture where intersectionality and innovation are at the forefront.”
Additionally, KEIRUS by KJE’s guide urges leaders to identify areas to improve; collect data to measure, monitor and assess progress; challenge limited mindsets to encourage diverse thought ; change behaviors by “engaging heads, hearts and hands” and providing consistent feedback and commitment to its team members.
Johnson continued, “We know the culture transformation process is not cookie-cutter or a check-the-box exercise. It should reflect the individual organization as an integral part of their mission and values.”
Success does begin at the top, the guide asserts. “If leaders aren’t on board with the vision, progress is limited. The leader must also understand that transformation is a long-haul undertaking and will not happen overnight ; diligence, difficult conversations, and perseverance are critical to results.”
