How should managers combat resistance to EDI? The CMI community reacts

It’s still less than a year since we released our report Walking the Walk? Managers, inclusivity and organisational success. In that research, we found that effective leadership plays a critical role in making workplaces diverse and inclusive. For example, we found that having properly trained, supportive managers is more important than specific equality, diversity and inclusion (EDI) programmes. 

Much has changed with EDI in the ensuing months. Many organisations are now scaling back their EDI commitments or abandoning them all together, because of the need to tighten their belts. EDI has also become a polarising touchpoint in the broader “culture wars”.

As we see it, making workplaces more diverse and inclusive is a sure-fire way to improve the working lives of millions of people – whether that’s by tackling the gender pay gap or improving career progression for under-represented groups. So, we put the issue to the CMI community, running a LinkedIn poll to ask how managers can retain an active commitment to EDI. Here’s what you said…

It’s about leadership

Our poll received 638 votes. And the strong consensus was in line with our research – that effective leadership is absolutely key. Sixty-seven per cent of respondents said the solution lay in setting a good example from the top, compared to 25% who voted for considering wider company culture. Meanwhile, only 6% argued for a more technocratic approach: harnessing data to identify resistance to EDI measures.  

• Read more: Seven ways to fight back against the diversity and inclusion backlash

The topic also sparked some healthy debate in the comments, with many reinforcing the idea that proper leadership is required and that success lies in bringing people fully on board with any changes, rather than imposing broad-brush initiatives or punitive measures, or reducing EDI to a tick-box exercise. 

“Setting good examples from the top is equally crucial,” said Pete Rai, a programme consultant in telecoms. “Leaders who prioritise EDI influence company-wide culture.”