)
Brands need to be the change and to be a showcase for the hope created via the disruption of 2020. Now is the time for actual results.
Many brands and agencies have taken time in 2020 to “listen” or to acknowledge what’s going on in the world by, say, posting Black Squares on Instagram, by making promises or bold statements, and by publishing diversity numbers (or lack thereof). And then, of course, nothing much happened. But 2021 will be the age of accountability.
Vulnerability, risk, and acknowledgment are cornerstones of the human experience that thread through the stories we tell in our work.
Accountable results for inclusion and diversity are now tied to C-Suite bonuses in many companies, and this has already been the case for Microsoft and Intel. Will this provide results in 2021 as people start hiring again? If so, how will leaders answer to the demands for accountability?
Boost DE&I by addressing the inner workings of your organization
For executives to be accountable, they need to take a good look at the inner workings of their organization. Developmental abandonment is too often suffered by minority employees, as they are hired but not promoted at the same rate as white, straight employees—if at all. If current employees are experiencing developmental abandonment, executives must take action. An organization needs to be accountable to its current employees before trying to fix things with new hires or investments.
Dive into the hiring process to remove bias via application AI programs that eliminate candidates based on skewed criteria. Look for fit by job demands, not “culture.” A structured interview process allows a candidate’s skills to come to the forefront. Role remits should be run by DE&I consultants to ensure qualification does not exhibit bias around schooling expectations and previous work history.
Create strategies and experiences to support emerging diverse talent
As we’re in lockdown and the future of work is not on display at a public water cooler anymore, new roadmaps for emerging talent need to be provided. These strategies should afford new employees the opportunity to not only grow in their roles but explore other departments and meet other teams. I’ve personally allocated funding for my young team members to join members’ clubs and networks that can provide both networking opportunities and the inspiration required when fostering talent on their path to success.
But, the “canceling” of brands (and their leaders) is an opportunity to show up, transform, and do better.
Remember, allyship only exists through actions A movement garnering global attention is attractive, but, as any organizer will tell you, doing the work every day is not. The power of movements that have solidified globally from #metoo to #BLM to Xtinction Rebellion remains loud and determined. In January 2021, Black Lives Matter Los Angeles protested every morning for 22 days to block Los Angeles Mayor Eric Garcetti from getting a place in President Biden’s cabinet. They succeeded. Supporting these wins with a like is not allyship. Allyship is a verb, not a social media boost.
+ membership
Access the world's largest advertising database. With an intuitive toolset that helps you explore, present and collaborate more effectively.
Learn More
At the most recent Allyship & Action summit, founder Nate Nichols quizzed WPP CEO Mark Read on where exactly he was going to spend the $30million (est. £22m) committed over the next 3 years to fund inclusion programs within WPP and external organizations. (WPP’s 2019 revenue was £13.2 billion.) He answered with training programs, particularly for Black employees. What was more exciting is the potential it will become more like a Venture Capital fund. This investment into future BAME & LGBTQI+ brands that could be developed with WPP and become a revenue-generating business for the holding company or even clients. Clear answers on strategy for investment like this and the most effective way forward are needed, but proof of the work is what 2021 will be about.
For executives to be accountable, they need to take a good look at the inner workings of their organization.
In addition, creatives and business directors must make sure that micro-aggressions are not just understood but addressed and that everyone has a place in the workplace and on production sets. Creative industries can be wonderful spaces of collective expression.
Navigate cancel culture by showing up and doing better
The fear of cancel culture is putting a wall up between consumers and brands. As industry and campaigning groups and individuals increasingly call brands and agencies out, we won’t reach a resolution by inaction or silence. With communication at a global immediacy we’ve never seen before, the impact cancel culture has is swift, direct, and potentially lethal. But, the “canceling” of brands (and their leaders) is an opportunity to show up, transform, and do better. Walking through cancellation in transparency and ownership will build out the brand values of a company and the integrity of the individual. Cancel culture is a necessary catalyst to the age of accountability we find ourselves in.
Allyship only exists through actions.
Vulnerability, risk, and acknowledgment are cornerstones of the human experience that thread through the stories we tell in our work.
We’ve entered the Age of Accountability - show up to it, act up in it, and keep going.
