All Minority Groups Are Equal…But Some Are More Equal Than Others

The Suffragettes brought about incredible change for women, but not all women. They were revolutionary, yet many of the leading figures of the movement were ‘diametrically’ racist and opposed the same rights for women of ethnic minority backgrounds.

Sheree Atcheson, a multi-award-winning Senior Diversity and Inclusion Executive, a contributor to Forbes and author of Demanding More, uses this example in Episode 36 of Why Care? to emphasise the importance of maintaining the ‘nuances’ of stories. This sparked my thoughts on the coexistence of multiple truths and layered narratives. What other narratives may co-exist, and what discomfort do they rouse if we open ourselves to them?

Today, I’d like to focus on two truths. The truth is that a given demographic can be underrepresented in the workplace and society at large, while simultaneously having a greater advantage over other underrepresented groups. A 2017 CIPD report found that 40% of South Asian employees felt they needed to change aspects of their behaviour to fit into their workplace, whilst this was less of an issue for Chinese and other Asian groups (26%). This is just one example among many which demonstrate that even between minorities, experiences differ vastly. Let’s explore the reasons and solutions for this.

Why are some underrepresented groups more likely to be included than others?

Within certain communities, some minority groups have more representation/ visibility than others. A good example of this is the African American community, as exemplified by facts such as that Black History Month is officially recognised by the US government and that the BLM movement is considered the largest movement in US history. The movement itself produced a knock-on effect, with research suggesting that 74% of Black executives saw a ‘positive change in hiring, retention, and promotion of Black employees’. This is not to say that the African American community does not face exclusionary behaviour, but rather that their struggle has a louder platform in the American context when compared to other underrepresented groups.

Another common reason for the increased likelihood of including certain individuals over others is intersectionality, a term used to describe the overlapping of multiple social identities such as race, gender and sexuality. For example, a lesbian woman of colour may face more bias in the financial sector when compared to a heterosexual man of colour due to preconceived stereotypes.

The natural human bias in favour of that which is familiar goes beyond appearances. A final variable that may put some minorities at a greater disadvantage than others is the degree of assimilation into the local/national culture. Organisations and leaders may find it more comfortable to work with people who share their habits, attitudes, and behavioural patterns. For example, an individual who does not drink for religious reasons may find it challenging to build valuable workplace relationships, many of which are nurtured in spaces to which they would not have access.

Well, aren’t all forms of diversity equally important?

Yes! This isn’t about discrediting the work that is being done, but rather about understanding that diversity is just that - including lots of different demographics, even if this means going outside our comfort zone. This is about addressing the common pitfall of grouping minorities under one umbrella, overlooking the ‘nuances’ in their individual experiences, to borrow Sheree’s expression. This then makes us better equipped to tackle the imbalances.

What can I do to tackle the inequity?

Fostering a greater awareness of people’s varying experiences can be achieved through many initiatives, including inclusive leadership programmes, cultural workshops and establishing ERGs where colleagues can share narratives and experiences in a psychologically safe environment.

Organisations may also promote the equal inclusion of all underrepresented individuals through the creation of engaging educational resources and using both qualitative data and quantitative employee statements to inform evidence-based decisions on hiring and retention strategies. This means that organisations would be able to paint a well-informed, overarching picture whilst maintaining the nuanced details of day-to-day experiences.

How can Avenir help my organisation?

A lack of diversity within a space typically stems from the avoidance of discomfort, which is often caused by the unknown, uncertainty, change or tackling something new. This then leads to structural advantage for some minority groups over others. My upcoming book Beyond Discomfort: Why Inclusive Leadership is so Hard (and what you can do about it), explores how you can utilise discomfort as a tool to create transformation change within your organisation. Beyond Discomfort is out in March 2024 and is available to pre-order on Amazon.

Avenir also offers an Inclusive Leadership Programme, designed to equip leaders with the skills and strategies to move beyond restrictive paradigms and mindsets to create truly inclusive and diverse work environments.

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