Introduction

If there was ever an example of the adage, “looks can be deceiving,” my father was it.

Varujan “Val” Morukian was short in stature with thinning gray hair, wire-framed glasses, and a creased olive-skinned face that looked vaguely “ethnic” to most people in the suburban Detroit neighborhood where I grew up. He walked around with a friendly smile and a vague look in his eyes. He was hard of hearing, and between that and his foreign accent people often assumed he didn’t understand them or was not “all there.”

The truth was that my father was paying very close attention to everything. His intellect was sharp. His curiosity was endless. His life story could have been a script for an epic movie. What people “saw” was by no means representative of the courageous, complex human underneath.

My family were Armenians who were forced to flee Turkey in the 1920s. As refugees they settled in Cuba, where my father was born. He was raised by an incredible, resilient single mother and two older sisters. In Havana he often sat in the plaza with the old-timers while they played dominos and spun stories. He visited with Blanca, an old Afro-Cuban woman who practiced Santeria. She was feared by the other neighborhood kids as a bruja (witch) but was loved by my father. After coming to the US, he served in the army as a sniper in the Korean War, earning the Bronze Star for his valor. He worked as a bartender and a bowling alley attendant, and on one eventful night he stood in as a security guard for Jimmy Hoffa. He earned a graduate degree from the University of Michigan. He became a history teacher and changed the lives of thousands of struggling teenagers in Detroit public schools over his 30-plus-year career.

My father was an endless learner. He was continually curious about other people and saw beyond immediate impressions, finding something to admire about everyone. He showed genuine interest and compassion for everyone equally. In return, people were their best selves with him. Struggling students improved. Neighbors flocked to our house when they needed a coffee and confidential conversation. Grocery store clerks, waitstaff at restaurants, and auto mechanics greeted him by name with bright smiles, handshakes, and hugs. I learned from him that when we treat others with dignity and warmth, they typically respond in kind.

Why Diversity, Equity, and Inclusion?

Throughout my career, I have been drawn to exploring how our unique identities influence our work and personal lives, and how diverse combinations of people contribute to organizational success. I have also seen the corrosive effect of inequality and systemic oppression on organizations and society as a whole.

As a trainer and facilitator, my work has led me to believe deeply in the importance of challenging people to look at the world from various perspectives, not only to build connections with others but also to gain wisdom. As an organization development practitioner, I have learned that change only happens when DEI becomes a core part of the organizational structure and culture, when it is recognized by all as critical to the organization’s sustainability.

Why This Book?

Diversity, equity, and inclusion work is incredibly complex. There is not a clear and well-worn path to follow for those who want to learn. Unlike more technical professions, DEI feels more amorphous. Many people in the space of DEI have had to forge their own way, learning as they went. Although there are now benchmarks for DEI success and best practices to follow, the field is continuing to evolve, and there is no centralized certifying body for DEI to ensure that practitioners have a shared set of skills and knowledge.

Our society is also at a turning point that demands individuals and institutions focus on DEI as an imperative for sustainability. Our population is more demographically diverse than ever, and social polarization has continued to push people into identity-based camps that foster distrust, disregard, and hatred.

I began outlining this book in early 2020, when the COVID-19 pandemic had just begun. While writing the book, I witnessed the aftermath of the murders of George Floyd, Ahmaud Arbery, Breonna Taylor, and countless others. Many White people started to wake up to the everyday oppression and terror that Black people experience. Marches and protests supporting Black Lives Matter took place all across the US and around the world. Books like Ibram X. Kendi’s How to Be an Antiracist and Robin DiAngelo’s White Fragility flew off the shelves as folks grappled (many for the first time) with the truths of White supremacy and racism in the US. Requests for DEI training and consulting surged. The year 2020 really pushed the “E” piece into high gear and prompted organizations to take a more serious look at themselves and what gaps they had in terms of diversity, equity, and inclusion. Many of the leaders I have encountered in the last year have had a wake-up call and realized they have to prioritize DEI in a more systemic way than just a one-off workshop. Employees’ voices have grown louder, as have the voices of consumers, pushing leaders to engage in more genuine efforts to address systemic inequalities.

This awakening has been both encouraging and frustrating to many veterans of DEI work. On the one hand it brought a renewed energy and focus, with more of an invitation to engage in uncomfortable conversations around identity and inequality than has been tolerated in the past. However, it has also been frustrating for three reasons:

• DEI work isn’t new. Racism, sexism, and systemic oppression didn’t disappear and suddenly reappear in the last few years. People of color feel frustrated with White people who appear shocked that racism still exists. They have been trying to get White people’s attention for years to point out this is happening, only to be dismissed or ignored. Women are fed up with hearing that the reason they are not promoted is because they lack confidence, when in reality they are consistently judged by a different set of expectations than their male colleagues. Although progress has been made, people from marginalized identity groups continue to face challenges in their organizations and society.
• DEI work takes years of learning and practice. A lot of very caring, well-intentioned people who want to be part of the solution are trying to get into DEI training without developing the skills necessary to do the work well. Some may have deep training experience but have never done DEI training. Some have been involved in social justice activism but have never facilitated dialogues on DEI issues. This is the equivalent of assuming a dentist can perform heart surgery. One set of skills simply won’t transfer and can do more harm than good.
• DEI work requires a commitment to self-reflection. DEI training can become problematic when a trainer has not taken the time and effort to explore their own understanding of and relationship with DEI issues. Even seasoned DEI practitioners can experience emotional reactions in a training session, which if not handled well may disrupt or even derail the learning experience. Beyond developing the knowledge and skills to train others in the core concepts of DEI, practitioners must do their own work. DEI work requires you to continuously reflect on your own beliefs and blind spots. It’s deeply humbling work in which you have to be willing to acknowledge your own individual privilege and biases. You have to be willing to make yourself vulnerable to others, sharing your personal stories and owning your mistakes. You have to be open to challenging and changing your perceptions.

What to Expect in This Book

This book will guide you through the process of developing your skills as a DEI trainer, with a focus on embedding DEI into the broader organizational fabric. Each chapter includes reflection questions and worksheets to support your ongoing learning and development.

Chapter 1 provides an overview of core concepts related to DEI, a brief history of the evolution of DEI work, and different philosophical underpinnings.

Chapter 2 explores processes for assessing the need for DEI training, including methods for data gathering and analysis to provide relevant training solutions.

Chapter 3 provides guidance on how to design and develop effective DEI-specific training, considering the elements of the organizational culture and external forces influencing DEI. This chapter also explores a continuum of awareness and skills related to DEI to help customize training for specific audience needs.

Chapter 4 discusses how to embed DEI practices and content into any training program, regardless of subject matter. This includes designing representative, inclusive, and accessible content, as well as ensuring the training delivery accommodates the needs of diverse learners.

Chapter 5 explores the complexities of delivering DEI training, and provides guidance on how to facilitate dialogues on DEI and handle challenging situations.

Chapter 6 lays out ways to promote continuity and collaboration to ensure a sustainable outcome, including practices for strategy, continuity, and accountability.

Chapter 7 explores DEI from a global context, providing insights and recommendations for ensuring DEI training is relevant in different cultures and regions.

Chapter 8 provides trainers with an opportunity to engage in their own DEI self-exploration. It is imperative that DEI trainers continuously reflect on and refresh their learning.

The DEI field needs more skilled practitioners who can provide high-quality training and help embed DEI into organizations in a meaningful way.

My hope is that this book will serve as a road map for those who are interested in becoming DEI practitioners, as well as those who are charged with integrating DEI principles into organizational training programs, to provide education that cuts through the noise and gives people space for honest dialogue.