Managers may treat DEI efforts as “extracurricular” rather than core job duties, and therefore not formally incorporated into performance evaluations or compensation.
That’s why I call it “invisible work.” The efforts are real, but the credit for them — even the organization’s accounting of them, may be unreliable or negligible.
No one’s work should be invisible. Especially not the essential work of diversity, equity, and inclusion. It’s up to managers to ensure such work is visible and valued. Here are three considerations to keep in mind:
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Give agency to your employees. Some people are energized by DEI work; some are exhausted. Assume neither a desire nor an obligation on anyone’s part. Ask, invite, request — and do so with an open mind.
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Don’t question or criticize a staff member who declines an invitation to participate in DEI work. They don’t owe you an explanation. They may doubt your organization’s commitment, having given of themselves in the past without seeing substantive change. Saying “no” to your request doesn’t mean they aren’t dedicated to equity. It means their self-care is more important than your desire for their input.
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Pay attention. Work isn’t invisible when our bosses know what we’re doing, what it takes to do it, and support our efforts. And when they personally pitch in, it becomes their work, too.
-- Jill Geisler, Bill Plante Chair in Leadership & Media Integrity at Loyola University Chicago and Freedom Forum Fellow in Women’s Leadership
