Moving Allies to Advocates: A Strategic Approach to DE&I Engagement

In today’s evolving business landscape, Diversity, Equity, and Inclusion (DE&I) initiatives have become central to organizational success, particularly in sectors such as healthcare where health equity is directly tied to patient outcomes. While many organizations have successfully created allies—employees who support DE&I efforts—fostering true advocates who take meaningful action remains a challenge. This article explores strategies for turning allies into active advocates, using data-driven insights and peer-reviewed research to highlight best practices for leaders looking to deepen their DE&I impact.

The Importance of Advocates in DE&I

Allies provide verbal support for DE&I initiatives, often expressing agreement with diversity goals, but may lack the engagement necessary to drive meaningful change. Advocates, on the other hand, take concrete steps to ensure DE&I priorities are incorporated into daily organizational practices, policy decisions, and business strategies. Studies have shown that organizations with strong DE&I advocacy outperform their peers. According to a report from Catalyst, companies with inclusive cultures are 1.7 times more likely to be innovation leaders in their market. Additionally, Gartner research reveals that diverse and inclusive teams improve team performance by up to 30% in high-diversity environments.

Understanding the Barriers to Advocacy

Before converting allies into advocates, leaders must understand why employees may hesitate to become more deeply engaged. Common barriers include:

• Fear of backlash: Employees may worry about the consequences of being vocal on sensitive topics.
• Lack of education: Many allies feel supportive of DE&I efforts but lack the tools or knowledge to take action.
• Misalignment with personal goals: Some employees struggle to see how DE&I efforts align with their personal career objectives.

Addressing these barriers is crucial in shifting employees from passive support to active engagement.

Key Strategies to Move Allies to Advocates

1. Education and Training

To create advocates, organizations must equip employees with a deeper understanding of DE&I concepts, challenges, and solutions. A study by Harvard Business Review found that 83% of employees who received targeted DE&I education reported a greater willingness to take action. Training programs should not only cover the basics of DE&I but also include actionable steps that employees can take to drive change in their roles. For instance, healthcare organizations could offer modules focused on health equity, addressing disparities in patient care, and inclusive leadership practices.

2. Normalize the Conversation

One of the most effective ways to foster advocacy is to normalize conversations around DE&I within the workplace. Leaders should create safe spaces for open discussions, where employees can share experiences, ask questions, and provide suggestions without fear of repercussions. In healthcare settings, for example, regular team meetings on health equity challenges and successes could engage employees at all levels in the conversation.

3. Empower Employees to Take Action

Organizations should provide employees with the autonomy and resources to lead DE&I initiatives. Empowering employees to drive change within their teams or departments can help transform allies into advocates. For example, a study published in the Journal of Business Ethics found that employees who are actively involved in DE&I decision-making processes are more likely to become long-term advocates. This could include launching employee resource groups (ERGs) focused on health equity or giving staff the authority to design initiatives that promote inclusivity in patient care.

4. Align DE&I Goals with Organizational Metrics

Employees are more likely to engage with DE&I initiatives when they understand how those efforts contribute to broader organizational success. Leaders should create clear, measurable goals that tie DE&I outcomes to key performance indicators (KPIs). For instance, organizations might set targets for increasing diversity in leadership or improving patient satisfaction in underserved communities. A study by Deloitte revealed that companies with inclusive cultures are 2.3 times more likely to meet or exceed financial targets, demonstrating the tangible benefits of sustained DE&I efforts.

The Role of Leadership in Fostering DE&I Advocates

Leaders play a crucial role in fostering DE&I advocacy within their organizations. According to a survey by McKinsey, 52% of employees said that seeing their leaders actively involved in DE&I efforts increased their personal commitment to these initiatives. Healthcare leaders, in particular, have a unique responsibility to champion DE&I and health equity, as their decisions directly impact patient care outcomes.

Practical ways for leaders to engage include:

• Modeling behavior: Leaders should demonstrate advocacy by participating in DE&I initiatives, supporting ERGs, and publicly discussing the importance of diversity.
• Offering mentorship: Leaders can mentor employees from underrepresented groups, offering them guidance on how to succeed in the organization while maintaining a commitment to DE&I.
• Providing resources: Whether through financial support, time allocation, or educational resources, leaders must ensure that employees have the tools they need to drive DE&I efforts.

Conclusion: Building a Culture of Advocacy

Transforming allies into advocates is essential for organizations that seek to make DE&I a core part of their identity and operational success. By providing education, empowering action, and aligning DE&I goals with broader business objectives, organizations can create a culture where employees feel invested in driving meaningful change. For healthcare organizations, this is particularly critical, as the success of DE&I initiatives directly impacts patient outcomes, staff engagement, and the organization’s ability to deliver equitable care.

By investing in these strategies, leaders can foster a workforce of advocates who are not only passionate about DE&I but are also equipped to make a lasting impact.

References

1. Catalyst, “Why Diversity Matters,” 2021.
2. Gartner, “Improving Team Performance with Diversity and Inclusion,” 2020.
3. Harvard Business Review, “How DE&I Training Improves Employee Engagement,” 2022.
4. Journal of Business Ethics, “The Role of Employee Involvement in DE&I,” 2019.
5. Deloitte, “The Financial Benefits of Inclusive Leadership,” 2021.
6. McKinsey, “Diversity Wins: How Inclusion Matters,” 2020.