Understanding the Impact of Non-Inclusive Language
The following is an excerpt from my newest book, Inclusive Leadership for Dummies being released on May 7, 2024. Pre-order today from Amazon. Have you ever felt reluctant to engage with individuals who look, think, believe, or work differently than you because you were afraid you might say the wrong thing? Reflect on how this hesitation could influence your relationship with that individual. Demonstrating inclusive communication requires a continuous commitment to educating oneself about the potential effects of our own words on individuals from marginalized social backgrounds. If we’re honest, we can all admit that we’ve said things that we thought were acceptable but later found out that what was said was perceived as offensive, minimizing, and perhaps even illegal. In other words, we have all been guilty of inadvertently using non-inclusive language without realizing its exclusionary impact. Yes, even well-intentioned folk make these kinds of blunders, not to be malicious, but because we are human. Communicating more inclusively is a journey and each of us are at different mile markers on this journey. While I’ve been in Human Resources (HR) and in the inclusion space for more than three decades, I am still learning and evolving in my language and choice of words because I still have biases — as we all do. Here are a few examples of my blunders. I was speaking to a large group of leaders and consistently used the term, “you guys.” Yes, there were women in the group and I’m now sure it made some feel excluded. In another instance, I was working with a corporation who was focused on being more inclusive of their workers preferred pronouns, so using non-inclusive words such as “mankind,” “manning the booth,” “chairman,” “fireman,” or “policeman” might have been considered insensitive, so when I led a workshop for their staff, I proceeded with a heightened sense of caution realizing that certain expressions that are deeply rooted in societal norms may unintentionally marginalize specific groups. For example, using terms such as “mankind” to refer to humanity may inadvertently exhibit a bias towards men. Similarly, addressing groups with phrases such as “you guys,” and “ladies and gentlemen” can be perceived as exclusionary to those beyond cisgender identities. To cultivate effective and inclusive communication, our language must be attuned to diverse audiences, reflecting respect for all individuals. The use of intersectional and inclusive language becomes paramount in acknowledging differences and advocating for equal opportunities. In group settings, I use terms like “colleagues,” “friends,” “team,” “everyone,” or “folks” because they tend to linguistically be more inclusive. The same diligence should extend to references about colleagues’ loved ones, avoiding gendered terms that could be presumptive. In referring to people with disabilities, avoiding labels such as “handicapped,” and “crippled.” Consider language such as “suffering from bipolar disorder” or “on the autism spectrum” versus calling people “bipolar” or “autistic,” as this separates the person from the condition. Other examples include describing someone as “a person with loss of vision or a visual impairment”, instead of “blind,” or communicating that a person “uses a wheelchair” instead of describing them as “wheelchair-bound.” Instead of labeling someone as being from the “inner city” or “homeless,” opt for terms like “under-resourced” or “a person experiencing homelessness.” Why? Because when discussing individuals from varied socioeconomic backgrounds, the use of inclusive language guarantees that due respect and dignity are granted to them, irrespective of their upbringing or current residence. Furthermore, our choice of words can inadvertently reinforce socioeconomic disparities, prompting the need for careful consideration in professional communication. I realize that it can be daunting to try to get it right every time, and the reality is we won’t. When these blunders happen, I view them as teachable moments and lessons learned for future interactions. It’s crucial to be open, flexible, and adaptable without being judgmental and thinking that “people just need to get over it.” As inclusive leaders, we have to understand that what might be socially appropriate for one may not necessarily be appropriate for others. And what might work in a personal setting may not work in a professional environment. Pre-order your copy today from Amazon. And if you found this excerpt informative and useful, please leave me a review on Amazon. Thank you.
Oprah Daily – Featured Article “Building Unity Is Their Family Business”
Oprah Daily Article Oprah Daily – Featured Article “Building Unity Is Their Family Business” A promise she made to herself and God has led to a shared purpose and career passion for this writer and her daughter. Twenty-eight years ago, on Mother’s Day weekend, my daughter, Gabrielle Victoria (Tori), was born. While she was the greatest gift of my life, at the time, I was going through one of the worst periods of my life. I was in the midst of a divorce, buried in debt, and facing the frightening reality that I was now a single parent. As a Black woman mothering alone, I was now in the minority-one-parent-household statistic, and terrified that I’d make mistakes in parenting that would lead to my beautiful, innocent baby girl becoming a statistic, too. I felt the weight of the world on my shoulders. In front of others, I put on a facade of confidence and surety, but I was stressed-out, losing weight, and feeling hopeless and alone. I even tried to fool myself into thinking I had everything under control at times, but one day, when Tori was 6 months old, I became present enough to notice her looking up at me with those big, beautiful eyes. In that moment, I was reminded of just how dependent on me she was, and just how broken I was. I no longer wanted to pretend that everything was okay. I prayed desperately, “Dear God, if you get me out of this debt and pit of despair, I promise I’ll never get into it again.” I also promised Tori that she would enjoy a life as full as any child with two involved parents and that I would be someone she could look up to as her shero. For me, this meant going back to school at night and on weekends in pursuit of my master’s and doctorate degrees, which I did while working a full-time job in human resources. I also committed to getting counseling and figuring out how to become debt-free. As Tori grew bigger and stronger, so did my desire to be the protection and example she needed in life. She started to experience things that I would have given anything to shelter her from. In kindergarten, unspeakably hateful words were spoken to her because of the color of her skin. She started to see the jagged edges of the world and began asking heart-wrenching questions about race that no child should be forced to ask. Simultaneously, I was facing my own battles with racism and prejudice at my job. The more my career in HR progressed, the more I began to experience inequities as a woman, a person of color, and a single mom. I was overlooked for promotions, had insensitive comments directed at me, and was made to feel invisible. I would sit in meetings and come up with sound ideas to implement that were ignored, yet 20 minutes later a white male colleague would utter the same words and be applauded. I had been told many times that I wasn’t qualified enough—yet asked to train people, even my new bosses! There came a point in my career when I entered into diversity and inclusion but quickly felt like I was the token Black. An interaction with a former employer all but confirmed this, and it was a crushing setback to my career. I was making so many sacrifices to be able to provide for Tori and had spent more than seven years obtaining my degrees and multiple certifications to take away the excuses of why I wasn’t worthy. I lost my sense of self and was miserable. Weeks later, when the hurt and devastation subsided, I got mad and purposeful. Even though I thought I wanted to be done with DE&I, I felt in my soul that if something didn’t change, my daughter would experience this same type of prejudice and racism when she entered the workforce. Although traumatic, this experience fueled my resolve and I forged ahead with my inclusivity work at a different company. After an intentional conversation about my career with Tori, who was now 14 years old, her passion for diversity and inclusion began. In the two years that followed, she became the first African American in Montgomery County, Maryland, to be a titleholder in the Miss America Teen Pageant, with a platform of “Eliminating Hate, Bias, and Prejudice in Our Society.” This led to her being selected as an ambassador for the National Youth Leadership Conference (hosted by the Anti-Defamation League) and working with Invisible Children, an organization that partners with local peacebuilders across central Africa. Her role was to educate people about the atrocities that children in Africa were enduring, and she was part of a team of youth ambassadors that raised over $10,000 to contribute to that cause. My daughter was following in my footsteps and picking up on the example I set out to be for her when she was a baby. I could not have been more proud. It’s been 30 years now, and I am still loving HR and DE&I work. The darkest moment in my career was ultimately one of my greatest lessons. I am now coaching thousands on how to step over racism and biases to realize their dreams, and I run a global consulting firm that helps organizations transform their work cultures. Last year, I was asked by Wiley Publishing to write the first-ever Diversity, Equity, and Inclusion for Dummies book, available on Amazon. I’ve kept my promise to God and to my daughter. Our purpose has now fully aligned, and last year, Tori made the decision to become part of my firm, working alongside me to help organizations build cultures of inclusion, equity, and belonging. It gives me no greater pleasure than to leave a legacy for my daughter, and together, we are making life better for those coming behind us. Shirley Davis, PhD, is the author of Diversity, Equity, and Inclusion for Dummies, available everywhere.
Local minority business owner wins prestigious award
Dr. Shirley Davis (left), recently won Toastmaster International’s Golden Gavel award. Photos provided. Published on August 27, 2022 By Mark Parker Dr. Shirley Davis has many monikers – global workforce expert, bestselling author and successful business owner, to name a few – and can now add Golden Gavel Award recipient to the list. During an Aug. 20 ceremony in Nashville, Toastmasters International presented the Tampa resident with its most prestigious honor. The organization awards the Golden Gavel to just one person annually, and Davis joins an illustrious group of past honorees such as Dr. Joyce Brothers, Walter Cronkite and Zig Ziglar. Founded in 1924, Toastmasters is a nonprofit educational organization that teaches speaking and leadership skills through a worldwide network of clubs. It boasts over 300,000 members in 149 countries and has presented the Golden Gavel to distinguished communicators and trailblazers since 1959. “It’s amazing; it’s exciting, and I’m still pinching myself,” said Davis. “But what it really means for me is that all of the work that I’ve put in over my last 35 years in corporate America has come full circle in being appreciated and recognized because it has had so much impact on so many people around the world.” Davis is the president and CEO of Tampa-based SDS Global Enterprises, a female and minority-owned C-Corporation. According to its website, SDS provides developmental solutions that enable leaders to create high-performing and inclusive cultures. While her clients span the world, SDS Global works with several local companies, including Raymond James, Vinik Sports Group and the Straz Center for the Performing Arts. Davis, president and CEO of Tampa-based SDS Global Enterprises, is also an acclaimed author. Through her previous experience as a chief diversity & inclusion officer for several Fortune 100 companies, Davis has offered her insights to business leaders in over 30 countries on five continents. Published by Wiley Press in January, her latest book, Diversity, Equity & Inclusion for Dummies, has reached best-seller lists. Davis also penned Living Beyond “What If?,” published by Berrett-Koehler Publishers in August 2021. She has served as a featured expert on several nationally broadcast TV shows and has written for prominent publications such as The Wall Street Journal and The Washington Post. She made the cover of Oprah Winfrey’s magazine, O, earlier this year – a particularly proud moment for Davis. While she called the recognition “wonderful” as it highlights her work’s importance, Davis relishes the increased opportunities to share her message. “About how we have to truly change our mindsets and our attitudes and behaviors as leaders because the world around us is changing,” she said. “And I’m seeing too many companies that I’m working with that are hiring our firm, whose leaders are not as inclusive. They’re not as effective working across differences.” While many leaders throughout the country have recently increased diversity and inclusion efforts, Davis said much work remains to create opportunities and parity. She noted that some clients are just now increasing their funding of female and minority-owned businesses, and one of the most significant challenges for those demographics is just getting noticed. Women and minorities, said Davis, are often overlooked because people in power tend to only provide opportunities to friends and colleagues that provide a sense of familiarity. “And if they don’t happen to know a lot of minority-owned businesses,” she added. “Then they don’t usually give us the opportunity.” Diversity and inclusion extend far beyond race and gender, Davis stressed, and encompasses many underrepresented groups. These include seniors, non-native English speakers, people from low-income backgrounds or even someone with an introverted personality in an office full of extroverts. “We’ve got a lot more work to do in educating everyone that this is about engaging with all talent and all workers,” she said. As the pandemic caused a shift to remote and hybrid work, business leaders must also modify employee engagement techniques. She added that at the core of those significant changes is ensuring people not seen as much in the workplace still feel included and valued. Workers, explained Davis, are increasingly leaving their jobs due to feeling overwhelmed and experiencing burnout. She said those participating in the “Great Resignation” typically thought they were undervalued and lacked opportunities to grow and develop. Many companies, she added, have recently increased salaries and attempted to address those issues. However, she said owners need to not only pay their employees a fair and equitable wage that aligns with the increased cost of living, but they also need to treat them with the highest level of respect and dignity. “And the last piece of that is the company’s culture,” said Davis. “They’ve got to know what distinguishes them from other companies that their companies are leaving to go to.” Despite her recent accomplishments – Inclusion magazine also inducted her into its Hall of Fame this year – Davis said she would continue her mission of bettering corporate environments for underrepresented populations in earnest. She said much work remains to ensure leaders follow up their talks of increasing diversity, equity and inclusion with quantifiable results. She also plans to write another book and work on a documentary. “I’ve got so many great opportunities, and I’m just going to ride the wave out and continue to do everything I do,” said Davis. “I’m just glad that was a natural output of the work that’s been so impactful.”