Chief diversity officers are set up to fail in many companies. These talented DEI professionals often experience tremendous disappointment and depart with really negative feelings. An alarming number of corporate CDOs stay less than two years. Given how essential DEI is to the success of today’s businesses, CEOs really need CDOs to stay and succeed.
I’ve worked extensively with CDOs over the past two decades; many have expressed their frustrations to me. I’ve also been able to make my own determinations about why they weren’t achieving the DEI results their organizations were pursuing. Additionally, over the past 18 months, I’ve learned a lot in forums with corporate CDOs spanning just about every industry—including panels and conversations about their leadership challenges.
A company’s DEI effectiveness depends greatly on its CDO being positioned for success. Having a seat at the table alongside other C-Suite executives is essential. Making them report to someone other than the CEO strongly and offensively conveys to these DEI leaders that they aren’t real executives.
Moreover, CDOs have to be treated like the experts they are. CEOs ought to rely on them heavily for advice, avoid attempting to resolve DEI crises without their significant input, and believe them when they say the company has a serious DEI problem that places it at reputational and financial risk. What the CDO does has to be treated as consequentially as what the chief technology officer does .
CDOs need CEOs and other C-Suite peers to partner with them on creating and sustaining cultures, structures, and systems that hold every employee accountable for actualizing the company’s DEI commitments. Lastly, CEOs really must stop letting extremely talented CDOs walk out the door without investing considerably more effort into retaining them.
‘Given’? The first word is wrong.
Hiring based on any criteria other than qualifications will end in disaster. DEI is a scam.
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