We caught up with the brilliant and insightful Aisha DeBerry a few weeks ago and have shared our conversation below.

Hi Aisha, thanks for joining us today. Do you have any thoughts about how to create a more inclusive workplace?

The Society for Human Resource Management (SHRM) says, is ”the achievement of a work environment in which all individuals are treated fairly and respectfully, have equal access to opportunities and resources, and can contribute fully to the organization’s success.” This is truly the crux on inclusivity. My advice is simple, get to know people. It starts with created strategic spaces where this can happen. We are in a post pandemic world where many companies offer a remote or hybrid design and while this can be great for so many it has it’s challenges in creating engagement. Thus, intentional spaces that are alloted with time can increase that engagement therefore, increasing inclusivity. I am huge component of allowing the people to provide information and need. One example is employee resource groups. These groups while seeking directives are also autonomous. They help set the standard of engagement and create such great ideas that all employees can benefit from. I am adamant about having these groups because I recall when there were times I was not included. I am a product of public school, an African-African, female, who is small in stature. Just based on appearance alone I have witnessed many times being excluded from conversation…assumed I was not one who had the education or experience to the conversation…or just plain looked over and not considered for a myriad of opportunities. I can count more than I would like to mention when I am in a room and the conversation turns to sports when I am in a majority male space or children and family when I am in majority female space. I connect with neither. Now, that is not to say that other women would not, the point is our general lens en masse can be very linear within such a diverse society where there are a myriad of other topics that can be explored…many that are more inclusive. When one goes into a group or space the introduction of that space could potentially set the tone for the rest of the meeting, conversation, etc. As leaders in our own right we must remain aware of that. That minor example could potentially have impact. For example, if I constantly go into a meeting in a majority female space where children are discussed, and I dont have much to contribute to the conversation, I could be looked over for a potential opportunity due to lack of engagement or not showing interest. Folks like to hire folks that they like and can engage with, so if I am not able to contribute potentially to the conversation I may not give the perception that I am the one for the role, opportunity, etc.

Aisha, love having you share your insights with us. Before we ask you more questions, maybe you can take a moment to introduce yourself to our readers who might have missed our earlier conversations?

My name is Aisha I. DeBerry and I am an Inclusive Leadership Strategist. I am certain you are wondering why this work is important to me. Allow me to share. I have had countless experiences where I felt like I did not belong in the room. I am 5’3’’, a woman, black, small in stature, from Mississippi, and a public-school attendee. Many of these identifiers do not reflect traditional, American leadership.

I have had to push my way through barriers while eventually coming to the realization that others need my perspective. We are all influential in various ways – there is no cookie cutter style. My style may not appear to be the classic one but, through experience, I now understand that this is the power of diversity. We all require something different therefore we all have something unique to contribute.

My middle initial is special to me. It stands for Isoke which means “a beautiful gift from God.” I absolutely love this name and I always want to make sure that the initial is highlighted. Many times women drop their middle name and that is something I will never do. I know it took a lot of thought to create it so I want to always honor the time that was spent ensuring I was named properly and with intention.

I was born in Memphis, Tennessee and raised in Jackson, Mississippi. I have always had a love for the arts, learning to play the cello at the age of eight and being formally taught in the areas of dance and theater. I consider myself a right and left brainer loving the arts but having a passion for business, logic and justice. I majored in Economics at Northeastern University, which propelled her into entrepreneurship when I opened a dollar store business. I later went on to pursue my J.D. from Lincoln Memorial University where I was president of the Black Law Student Association and Program Director for the National Black Law Association.

I have a passion for human and civil rights as I served as a Rule 31 mediator and juvenile legal intern for Knox County Juvenile Court in Tennessee. I currently reside in Atlanta and serve as the Diversity, Equity and Inclusion Manager in industry. Prior to this role, I was the Executive Director of Diversity and Community Partnerships for the Philadelphia College of Osteopathic Medicine (Georgia Campus) pushing initiatives for equal access for diverse populations to pursue medical professions such as developing a strategic plan to enhance diversity from student admission, faculty recruitment, student/faculty/staff retention and all things in between.

I am the founder of AID Consulting – a consulting firm that provides Diversity and Inclusion strategies to include research, planning, training, and assessment and is the author of The Diversity Digest – A Beginner’s Guide to Diversity, Equity and Inclusion.

My Dad, Roy DeBerry, and I co-host the Dad Daughter Dialogues podcast where we talk candidly about our father daughter relationship through the lens of being an African American Baby Boomer and Gen X-er. All of which can be found on my website aishadeberry.com

How do you keep your team’s morale high?

Managing a team can be difficult, especially as a new manager or a less tenured manager. The first step is educate yourself. Take as many classes, courses, seminars as you possibly can and quickly. One can learn so much hearing from experts in the field. The other piece is to get to know your team. Really get to know them. Ask them about things that are important to them before always getting “to the work.” You will find that people will go above and beyond for you when they have a relationship with you. I encourage transparency as a manager with you team, this not only makes you a human to them but builds trust and reciprocal respect. Once those two are established you can foster an environment for constructive criticism and celebratory praise.

How’d you build such a strong reputation within your market?

Being malleable has helped build my reputation in the market. I spend a lot of time researching on the topics of Diversity, Equity and Inclusion. I am also constantly willing and able to speak and talk on the topic if my schedule permits. The more exposure the more folks are apt to invite you to the conversation which gets you in the market. Once you are shown in the market it is critical that you are kind to people and maintain that. We all want folks who not just knowledgable and professional but sincerely kind. I exercise and work diligently on the skill of kindness.

Contact Info:

• Website: www. aishadeberry.com
• Instagram: @aishaideberry