Move Beyond the Business Case for Diversity

I have been studying race in the workplace for 25 years, closely examining the experiences of Black workers. I recently published Race, Work and Leadership, an edited volume authored by over 50 leading thinkers. Every step of the way, I’ve been asked to make the business case for diversity — to justify why it is important to increase racial diversity, equity and inclusion by advancing Black leaders at work. Tell me, what do Black leaders bring to organizations?

It’s time to stop framing equity around a business case. While the data clearly shows that diverse organizations have an advantage, we need to be more honest with ourselves about the limitations of this argument. First, the logic around the business case for diversity is inherently instrumental. “What’s in it for me?” is the underlying question. Prove to me that you are human and deserve to be treated as such. Give me a reason to concede power to you if you gain more leadership responsibilities, influence and control over resources. How will the firm make more money if we agree to treat you like a human? As a consequence, many individuals who are subject to this framework advance by reinforcing a psychology of exceptionalism — proving why they (compared to the looming stereotypes) are worth hiring, retaining, engaging and advancing.