I recently spoke with one of brap’s partners about the challenges she faces in her EDI (equity, diversity, and inclusion) role.
The biggest issue she faces, she said, is the gap between what leaders in her organisation say their equality ambitions are, and what they are actually willing to do.
She explained that leaders often emphasize the importance of equity for staff well-being and customer satisfaction, and passionately advocate for the moral case. But when it comes down to it, responsibility for making equality happen is usually handed off to people like her: relatively junior staff members, frequently from racialized backgrounds, siloed in specialized EDI roles. As such, she often finds herself trying to affect change but keeps coming up against the realities of the organisation's priorities – which aren't, it turns out, equity and inclusion after all. And because EDI is such a niche role, she often feels isolated and without the authority to compel meaningful change.
This got me thinking about other challenges those in EDI roles face. After all, it can be a thankless task.
Here are three other common issues I can think of.
What’s Permitted Isn’t Always Progressive
Connected with the above, what organisations actually allow EDI professionals to do is extremely limited. At brap, we actually did some research on this and found that over the decades organisations have, in different ways, just recycled the same seven activities: mentoring programmes, revamped recruitment policies, training on the law, and so on. What these things have in common is that they’re ‘safe’. They’re highly visible, low cost, well-known… and, unfortunately, low impact. But this is the only arsenal that many EDI professionals are allowed. This can lead many to become disillusioned and disappointed in their roles. They often have to take accountability for incremental progress, which bears little resemblance to what really needs to be done
Holding Passion and Hope
For EDI professionals, maintaining hope and passion can feel like an uphill battle, particularly when progress is slow or nearly imperceptible. It’s not just about pushing for change; it’s about keeping others—staff, stakeholders, and leaders—engaged and motivated in the process.
The role can feel like a marathon with no finish line. The emotional toll of championing equity in an environment resistant to meaningful change can be exhausting. Over time, it can lead to burnout and a deep sense of isolation, especially for those who entered the field with strong ideals and a vision for a better future.
Playing the Game
As EDI professionals gain experience, they become more adept at navigating organizational systems and personalities. However, this expertise can sometimes feel like a double-edged sword. Understanding how to ‘play the game’ might mean compromising or prioritizing organizational goals over personal beliefs about what equity should look like.
This raises an uncomfortable question: Have you become part of the system you once sought to change? When your work starts to feel like a tick-box exercise rather than a meaningful push for equity, it’s easy to wonder whether your own ideals have been eroded by the very system you’re trying to transform.
If any of this sounds familiar, you may want to consider our new development package, Equity Unpacked.
Equality Unpacked gives you the opportunity to be in community with others in these types of role. It recognises that your isolation isn’t always conducive to maintaining hopefulness and courage. It recognises that many in EDI roles haven’t always had the technical support they need to navigate their roles and that learning on the job can be painful. It offers opportunities to work on your skills and talents so that you understand how to wield your greatest asset – you! And although we can’t promise miraculous change – we can promise that you will be more strategic, better aligned to your own beliefs and better able to see the wood from the trees.
More information: www.brap.org.uk/post/equity-unpacked
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