I wrote this article as a (very) short summation of the second part of my dissertation. In it, I look at how three main groups are affected by changes around diversity and inclusion, which are often controversial, unpopular and difficult to get moving.

While I focused on transnational law enforcement agencies (such as INTERPOL, UNPOL, and other global or regional agencies), the framework and principles equally apply to other agencies and organisations operating transnationally.

I considered three main groups:

1. The Individual Leader
2. The group or issue being addressed by the intended change
3. The rest of the organisation

Indisputably, leading a team in today’s environment requires understanding and promoting diversity, equity, and inclusion (DEI). For leaders within transnational agencies, this task can be particularly challenging. To simplify the process, we looked at a framework divided into the three broad categories above to help leaders use emotional intelligence to consider issues from all perspectives.

1. Elements for the Individual Leader:

Understanding Personal Impact: Before implementing DEI-related changes, leaders need to consider their current position and the potential impact these changes might have on their overall wellbeing, especially if these changes are unpopular.

Managing Stress and Emotional Wellbeing: Effective long-term change can lead to significant stress and tension. Leaders should manage this by taking steps to offset stress through positive activities at work and outside. This could include engaging in low-stress tasks, spending time with supportive colleagues, or taking time off to recharge.

Building Support Networks: Forming working groups with supportive colleagues, including senior agency leaders, can spread the risk and stress of implementing DEI changes. This network can provide emotional support and help manage the change process effectively.

2. Factors Affecting Existing Members:

Addressing Organisational Culture: An organisation’s members shape its existing culture, and introducing DEI changes can create tension. Fear of loss can be powerful, so leaders must be empathetic and communicate the benefits of DEI changes to their current members, showing how these changes strengthen the organisation.

Empathising with Current Members: While it should never be a zero-sum game, some people may inevitably end up in what they consider a less favourable position due to the changes. Leaders should understand and empathise with the potential sacrifices or losses current members might face. This empathy can build stronger relationships and reduce resistance to change.

Incorporating DEI into the Vision: Linking DEI changes to a broader vision that includes current members can reduce fears and uncertainty. Highlighting support from senior management can further validate the DEI changes.

Validating Current Culture: Recognising and promoting elements of the existing culture that align with DEI values can help current members feel validated and reduce resistance to change.

Mentorship Programs: Establishing mentorship programs where current members can mentor new, diverse members can give them a sense of ownership and help integrate DEI values into the organisation.

3. Factors Affecting Diverse Individuals and Groups:

Creating Support Groups: Establishing diversity-specific and general support groups can help manage concerns and spread knowledge about DEI within the organisation.

Integrating Diverse Individuals: It is crucial to involve diverse individuals in understanding an organisation’s current systems and culture. This helps them feel accepted and builds their social and cultural capital, making it easier for them to fit into the organisation and maximise their contributions.

Managing Change Sensitively: Change goes both ways. Every group or team is different, and communicating the need for diverse individuals to adapt to organisational norms and explaining the benefits of doing so is essential. However, as always, it should be done sensitively.

Encouraging Contributions: Having respectful conversations about how their diversity benefits the organisation and seeking their input can foster a more inclusive environment.

Conflict Management: Implementing systems to address conflicts or emotional stress that may arise during integration is vital. This can include formal strategies or mentorship programs to provide support.

Effectively implementing lasting DEI changes is a complex process that requires emotional intelligence and empathy. Categorising the elements affecting leaders, existing members, and diverse individuals helps provide a structured approach to promoting DEI within an organisation to leaders who may be unfamiliar with it. This framework allows leaders to manage stress, build support networks, and create a more inclusive environment.

A leader’s understanding and addressing each group’s unique emotional intelligence issues can facilitate smoother transitions and more effective DEI integration. This ensures that all parties feel supported and understood, leading to a more inclusive and effective organisation.