Episode 17
Responding to Shifting Societal Values with Torin Ellis
Six months after George Floyd’s murder sparked global protests, Torin Ellis returns to assess whether organizational commitments to diversity, equity, and inclusion represent genuine transformation or performative gesture. He challenges leaders to move beyond committees and infuse inclusion into every hiring and people decision.
Episode Key Takeaways
Unconscious bias training misses the mark. People consciously know when they clutch their bag, close an elevator door, or skip over a resume—the issue isn’t lack of awareness, it’s lack of action. Framing bias as unconscious gives cover for choices that deserve accountability.
Torin Ellis argues that DEI committees fail when they become tokenized silos. Effective ERGs require strong leaders with organizational cache, the ability to build consensus across 20–25% of the workforce, and direct alignment to business unit missions—not just internal support groups or community service projects.
The executive order targeting critical race theory was a strategic move to seed opposition to all DEI training, not just one framework. Whether intentional or not, it gave permission to CEOs already skeptical of diversity work to pause or kill programs entirely.
Diversity hits the bottom line through product development and market access. Organizations entering Africa, India, Asia, and Latin America need diverse teams to understand local needs and build relevant solutions—not just because it’s right, but because it’s profitable.
Inclusion must be woven into every value point in the organization: hiring, onboarding, development, succession, and offboarding. Treating DEI as a separate pillar or committee responsibility absolves leadership of accountability and ensures the work stays marginal.
Frequently
Asked
Questions
Why are diversity committees often ineffective?
Committees fail when they’re tokenized—staffed by people chosen because they’re classified as ‘diverse,’ given no extra pay, and asked to solve systemic problems while doing their regular jobs. Effective ERGs require strong leaders with organizational influence, ability to mobilize 20–25% of staff, and direct alignment to business strategy, not just internal venting or community service.
What's the difference between unconscious and conscious bias?
Unconscious bias is a myth. When someone clutches their bag or closes an elevator door, they know what they’re doing. The same applies to resume screening or hiring decisions. Framing bias as unconscious provides cover for deliberate choices. The real issue is whether people choose to act against their instincts or let them drive decisions.
How does diversity improve business performance?
Diverse teams understand markets and customer needs that homogeneous teams miss. Companies entering emerging markets in Africa, India, and Asia need local perspectives to build relevant products and services. Diversity also reduces groupthink in strategy, product design, and risk management—measurable advantages cited by Boston Consulting Group, Deloitte, and Catalyst.
Should organizations have a separate DEI department or role?
No. DEI must be embedded in every function—sourcing, hiring, onboarding, development, succession planning, and offboarding. Treating it as a separate initiative or committee responsibility absolves leadership and allows the work to remain marginal. It should be a mantra of how the organization treats people, not a silo.
What's one concrete action leaders can take right now?
Start with curiosity. Ask yourself how you can be better. Dedicate 30 minutes daily to learning—read ‘Me and White Supremacy,’ listen to different perspectives, research systemic inequity. When you feel bias trigger in a hiring decision or interaction, recognize it and actively choose a different action. Change requires sacrifice, but it’s the only path forward.