We recently connected with Anita Polite-Wilson and have shared our conversation below.

Hi Anita, thanks for joining us today. We’d love to start by getting your thoughts on what you are seeing as some the biggest trends emerging in your industry

In recent years, we’ve witnessed a curious shift within the corporate world. It’s a shift that has seen some companies shying away from the very term that once dominated their HR agendas: diversity.

In some instances, they’ve even gone so far as to change the title of Chief Diversity Officer and, even eliminated such positions entirely.

So, what’s behind this trend, and what does it say about the prevailing attitudes towards diversity, equity, inclusion, and belonging initiatives among the five generations currently making up our workforce?

Let’s start by looking at these generations – The Silent Generation, Baby Boomers, Generation X, Millennials, and Generation Z. Each has a unique perspective on the concept of diversity, equity, and inclusion, shaped by their experiences and the world around them.

The Silent Generation and Baby Boomers grew up during a time when the civil rights movement was at its peak. They witnessed monumental changes in society, and may value diversity as a moral imperative. However, some may view the evolving discourse on diversity as overly politicized and may be resistant to change that feels like an affront to traditional values.

Generation X, often referred to as the “middle child” of generations, tends to be pragmatic. They’re less idealistic than the Boomers and more open to change than the Silent Generation. However, they may also harbor skepticism about the effectiveness of corporate diversity initiatives.

Millennials, on the other hand, came of age in a world where diversity and inclusion were central to education and social discourse. They often view these initiatives as not just ethical but essential for businesses to thrive. They expect companies to prioritize diversity and will often choose employers that align with their values.

And finally, Generation Z, the newest entrants to the workforce, are the most diverse generation yet. They’ve grown up in a digital age with unparalleled access to information. They tend to be activists, seeking workplaces that embody the ideals of diversity and social justice.

This is the time to recognize the fact that the workforce of tomorrow is not only about ages but also about stages. For instance, you can have a 35-year-old AND a 55-year-old in college. In this case, their age isn’t as relevant as the stage in life they find themselves in as students sharing common experiences Similarly, what is most important in the workforce is how well people can relate to each other in ways that build a better business and workplace culture for people to thrive.

Anita, 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?

I established my practice in 2018 when I unexpectedly transitioned from employee to entrepreneur. After more than 30 years in corporate America, I realized that I no longer wanted to be on that path. So, I began the journey from the “no longer” where I was as an employee, to the “not yet” where I want to be as an entrepreneur.

One day out of the blue, my mother said that I was courageous for having started my practice. Unlike my mother, I didn’t see myself as being courageous. I saw myself as being choosy. I chose the path of least resistance… for my soul. It was easier for me to believe in my value than to convince a system to believe in my value. It was easier to become equally yoked with others who lived for purpose rather than to become assimilated within an organization that existed for profit. Of course, I realize that if businesses aren’t profitable, no one wins. Especially in my new role as a consultant. But I chose to be intentional about partnering with businesses that value the synergy which results from leveraging individual strengths to accelerate organizational performance.

In my approach, I find the courage to raise people’s awareness of self and others. I find the courage to remind people that everyone is packaged with potential for purpose. I find the courage to reflect people’s greatness back to them in ways they don’t see in themselves. I find the courage to reinvent myself in a way that reinforces my belief that everyone is gifted to shift into new levels of success by finding answers from within. I find the courage to practice what I preach: I must change my frame and change my focus to change my future.

We all have blind spots when it comes to realizing just how courageous we are. You demonstrate courage by being transparent with others. You demonstrate courage when you decide to be “all in” every day, in every way, with everyone. You demonstrate courage when you encourage someone else to stretch in ways they never imagined for themselves. You demonstrate courage when you tell yourself “I got this” before you see results. You demonstrate courage when you decide to be committed to discovering, developing, and deploying the best that you have to offer of yourself.

As I share these thoughts, I remember a time when my nephew, Marcus, was young. One day, my mother-in-law recounted to my husband and me Marcus’ experience learning to swim one summer. He specifically stated that he “gathered his courage” before jumping into the deep end of the pool. We were tickled and impressed because even though he did not fully understand what gathering his courage meant, he jumped into the pool with the confidence that he would enjoy it as being refreshing on a hot summer day. In a sense, I’ve jumped into the deep end of the pool. And it’s a pool that refreshes my soul.

Over time, I have increasingly gained clarity and confidence about my purpose: Focusing on real relationships vs. race relations. Promoting an atmosphere of “know and grow” vs. “shame and blame.” Meeting people where they are on their journey to becoming the leader they want to be. Delivering a message that is received, rather than insisting that my message is right. Creating a psychologically safe space for people to recognize they don’t know what they don’t know and feel safe to acknowledge their growth opportunities. Most importantly, I am proud of my work in providing a space for executives to lay their titles aside and show up together as people who happen to hold executive positions, so they feel brave and courageous enough to feed their leadership soul through the insightful process of experiential learning that I design especially for them.

I offer a comprehensive 12-month program tailored specifically for 6–10 C-suite members and provide them with the tools and strategies they need to build a culture of belonging, improve workforce engagement and sustainability, and build a better bottom line.

Through a combination of hands-on training, practical application, 1:1 coaching, and real-world scenarios, my program will equip participants with the skills and knowledge they need to lead the charge for diversity and inclusion in their organizations, with concrete actions and measurable outcomes.

Of course, you don’t have to take my word for it. Here’s a quote from a former client: “ Dr. Anita understood that as a leadership team, the journey had to start with us. I can’t stress this enough; the journey must start with the leadership team’s journey, leading to a personal commitment to the success of the journey. This is no one-and done situation; true commitment to belonging must be embedded into the culture in a very real way from the top down in order to be effective. This is a marathon, not a sprint, and the leadership team must be on board for the entire trip. RORI BARON SVP of Human Capital, Rehrig Pacific Company ”

While the research is clear that effective and successful Diversity, Inclusion & Belonging initiatives have a significant impact on a company’s bottom line, there are several factors that can prevent companies from fully embracing these initiatives. However, by prioritizing these initiatives and holding themselves accountable for their impact, companies can reap the bottom-line benefits of a more diverse, inclusive, workplace that offers a deep sense of belonging for everyone.

How about pivoting – can you share the story of a time you’ve had to pivot?

This is a timely question because I find myself in the position of having to pivot right now. As I mentioned earlier, recently we’ve witnessed a curious shift within the corporate world. It’s a shift that has seen some companies shying away from the very term that once dominated their HR agendas: diversity.

In some instances, they’ve even gone so far as to change the title of Chief Diversity Officer and, even eliminated such positions entirely. Diversity has become a four-letter word. But why? What’s behind this trend, and what does it say about the prevailing attitudes towards diversity, equity, inclusion, and belonging initiatives? That’s my current delima: how do I pivot my message to keep in step with the current sentiment while remaining true to the work of diversity in organizations?

I have come to the conclusion that my business needs to lead with a focus on inclusive leadership which, in my mind, also infers the need to embrace diversity. It’s clear that the conversation around diversity has evolved, and it’s time for companies to ask themselves some fundamental questions.

First, and perhaps most crucially: Is diversity still relevant? The answer is a resounding yes. Diversity brings different people, perspectives, ideas, and experiences to the table, fostering innovation and creativity. It’s not just about meeting quotas; it’s about building a better business. And this can only be done effectively by demonstrating inclusive leadership traits.

This means that companies must commit to fostering a culture of inclusion and belonging. It means engaging in ongoing conversations, actively listening to employees’ experiences, and being committed to the work by updating their policies, practices, and procedures to be more inclusive from the front lines up through the C-suite.

Companies must invest in comprehensive training, equitable hiring practices, and leadership accountability as core strategies to their business success.

Organizations that are serious about changing behaviors that will result in a more inclusive workplace will not only consider the talent pools from which they are fishing for NEW talent but will also be intentional about developing a pipeline from which they promote PROVEN talent to GET them in the seats and provide the support to KEEP them there: mentoring, coaching, and ongoing career development aligned with corporate succession planning.

Real change requires effort, but it’s effort worth making. It’s about acknowledging that diversity, equity, inclusion and especially belonging aren’t just buzzwords. They’re fundamental principles that should guide every aspect of our corporate culture.

The trend of shying away from the term “diversity” in corporate circles reflects the evolving conversation on this critical issue. However, it doesn’t diminish the importance of diversity, equity, inclusion, and belonging initiatives in our workplaces. Inclusive leadership is the foundation that needs to be build, reinforced, and sustained throughout the life of an organization, regardless of trends.

How did you build your audience on social media?

I am still in the process of building an audience on social media, especially since I limit myself to LinkedIn. My prospective clients are members of the C-Suite (Chief Executive Officers, Chief Human Resources Officers, Chief Operating Officers, etc) and LinkedIn is where they invest a majority of their social media time.

When I first started out, my strategy was simply to become comfortable with “putting myself out there” because social media can be fairly toxic, even if what you’re trying to say is positive. Some people will always look for reasons to take your content out of context just to be controversial.

I first started with a Facebook page called Dr. Anita’s Cycle Crew because I used to teach spin classes at the gym before Peloton bikes became so popular. My goal was to create a community for people who attended my cycle class that extended beyond our time at the gym. I would post positive quotes about leadership and share announcements of key happenings in people’s lives like a restaurant opening one of our members had. We got to see how well everybody “cleaned up” after a workout, and I discovered that I enjoyed supporting the exciting moments in other people’s lives, so the focus was less about me and more about others.

Then, I started another Facebook page called Real Conversations with Dr. Anita where I began to share some of the content I would use with my clients. It was more of a learning lab for me to see what resonated with people. I also did fun things like record short videos with everyday people on the street as mini human-interest stories that got lots of likes. The more I posted, the more comfortable I became.

Then one day, a dear friend who used to be in radio said that I had too much personality and content to “hide out” on Facebook and he encouraged me to create a podcast on LinkedIn. I was terrified to post my first show. The stories I was playing in my head sounded like: “Nobody knows you; people won’t take you seriously”; and my favorite was: “what makes you think you’ve got anything valuable to share…” yada, yada, yada.

I have to say the first few weren’t necessarily strategic because I was still finding my voice. But over time, I have massaged my message, curated my content, and cultivated a consistent community that looks forward to my weekly Keeping It Real with Dr. Anita podcasts which can be found on several podcast platforms that have helped me become known as a subject matter expert (SME). It still feels surreal to have someone call me an expert in the field because what I do is so much a reflection of who I am. But the 10,000+ hours I’ve invested in my craft, in addition to my degrees and credentials, are what have developed my level of expertise. When I think of being an SME in those terms, I am quite accepting of the acknowledgment, especially since it speaks to my credibility in the industry and with my clients.

What has helped my strategy is having other SMEs on the show I called Real Conversations from the C-Suite. What makes these work is that, again, the focus is on others and not so much on me. And I’ve finally gotten away from thinking I need to have a different guest every week. Now, I record my monologue that sets the table for the conversations with my guests for the month, and each episode with my guest is a continuation of the same conversation that was previously recorded. There’s something to be said for working smarter, not harder!

Contact Info:

• Website: doctoranita.com
• Linkedin: https://www.linkedin.com/in/anita-polite-wilson-ph-d/

Image Credits
Kaysha