Join Patrick Veroneau in this episode as he tackles some of the most controversial issues in organizations directed towards diversity, equity, and inclusion. He explains and defines each one individually and talks about how they intertwine and overlap with each other. Addressing each one, Patrick talks about the C.A.B.L.E.S. model, a model he personally uses, to explain the different behaviors that an individual or organization can implement. Learn all about the importance of creating an environment of belongingness and the power of setting clear expectations when promoting justice, impartiality, and fairness through your procedures and processes.
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How To Live Diversity, Equity And Inclusion With C.A.B.L.E.S.
In this episode, we’re going to talk about diversity, equity, and inclusion. It’s something that gets so much attention, rightfully so, within organizations. What I want to talk about aside from diversity, equity, inclusion, which I’ll give a definition that I came across for all three of those, but more importantly, to talk about what are the behaviors that allow us to address each one of those. Specifically, I’m going to talk about a model that I use called CABLES, and it’s an acronym for six behaviors. It’s based on a lot of research in the areas of emotional intelligence, influence, personality, belongingness, unconscious biases, and irrationality to name a few of them. There were others in there, but those ones are most pivotal, provide a lot of the strength and invalidation behind the CABLES model.
Before I get into how the CABLES model addresses diversity, equity, and inclusion, it’d be nice to level set, and try and get an idea of what do we mean by those things. We hear them thrown around a lot, but do people know, what is the difference? What are they? I pulled from one website. It’s Dei.Extension.org. One of the sponsors on it is the Cooperative Extension. They define diversity as the presence of differences that may include race, gender, religion, sexual orientation, ethnicity, nationality, socioeconomic status, language, disability, age, religious commitment, or political perspective. That is a mouthful.
They go on to say, “Populations that have been and remain underrepresented among practitioners in the field and marginalized in the broader society.” We move on to equity. Equity is defined as the promotion of justice, impartiality, and fairness within the procedures, processes, and distribution of resources by institutions or systems. Tackling equity issues requires an understanding of the root causes of outcome disparities within our society.Congruence is about walking the talk and integrity. What you say and do should be the same thing. Click To Tweet
Lastly, the definition of inclusion states, “Inclusion is an outcome to ensure those that are diverse feel and/or are welcome. Inclusion outcomes are met when you, your institution, and your program are truly inviting to all. To the degree to which diverse individuals are able to participate fully in the decision-making processes and development opportunities within an organization or a group.” You can see, there is so much there when we talk about diversity, equity, and inclusion, but I’m going to talk about it in a way that when we behave in certain ways, we address all of those. I don’t need to remember all of those things within that definition. If I behave in certain ways, they take care of themselves when I do that consistently. I don’t mean to make light of diversity, equity, and inclusion. Again, I believe strongly in that. I’m simply saying that there may be many individuals out there that are like, “This is great, but what do we do?”
That’s why we see companies set up committees and champions for this. Other companies will say, “We don’t even have policies and procedures for this.” Some companies are small that they don’t have the resources to be able to define policies and procedures on this but they do know how to behave. We all have that ability to us, and that’s what CABLES provides. When we talk about diversity, the presence of differences, populations, we talk about reference them in ways that they’re underappreciated or marginalized. We can start off with congruence.
In the CABLES model, Congruence is that first CABLE, that’s C. When we think about that, what it does is congruence is about walking the talk. It’s about integrity. It’s what I say and what I do the same thing. This may require companies to dust off their value statements or individuals to take a look at themselves in terms of saying, “How do I treat other people? What do I expect from them? Do I give the same type of respect that I am expecting from others?”
The talk next is belongingness. There’s so much research around belongingness as it relates to physical, spiritual, mental, and intellectual health. When we are included, when we feel a sense of belongingness, all of those things improve. When it comes right down to it, we are pack animals. We rely on each other. We need each other for survival. Thousands of years ago, if we were voted outside of the tribe, that was a death sentence. Belongingness is important nowadays. It might look different in the type of death that we experienced when we don’t have it. At its core, it’s the same. It’s our need to be included.
The next is around appreciation, which also deals with diversity. That allows us the opportunity when we talk about appreciation to look at things like unconscious biases and recognize that we come from different backgrounds, we have different histories, and those can all be valuable to us. When we think of them, or we act on our biases of those things, then they stifled diversity or what diversity can offer us as a society. We move on to equity. Equity is about promoting justice, impartiality, and fairness in procedures, processes, and distribution. Dusting off the values, we can look at that, but if we want to understand root causes, that’s going to require listening on our part to understand what is going on. Too much is we’re listening to undermine somebody where we need to be focused on listening to understand, not to undermine.
When we talk about understanding the root causes, the disparities that cause other people, we can behave with empathy. That’s the E in that model of CABLES. What is it like to be that other person to experience those disparities? How would I feel if that was me? Lastly, it’s around specifics. Clear expectations. Do we have clear expectations as it relates to promoting justice, impartiality, and fairness through our procedures, processes, and distribution of resources? If we have clear expectations, then it’s easy for us to go back to this and then hold each other accountable for that. It’s right here. It’s part of our policies and procedures. It’s part of our value system, where we say these things are important. I’ve seen some value statements that spell out diversity in them, the need to celebrate that or individuality.
All of those things become important here in regards to setting clear expectations. When we move down to inclusion, it’s an outcome to ensure that all feel in or are welcome. We’re back to an appreciation for me. In belongingness, this sense of when we create an environment of belonging. Again, there was so much research. I talk about all of these in different shows that I’ve already done in regards to how important these are. Lastly, what we can look to is in the last sentence of inclusion, it talks about individuals feeling as though they have fully participated in decision-making processes and development opportunities within an organization or a group that requires listening, other people to listen to them, to understand what are their issues. If I’m part of the decision–making process, that means you would’ve had to have listened to my input to be able to make that happen.
We can see here on each one of these areas, diversity, equity, and inclusion. We’ve taken the CABLES model, overlaid it over the top of that, and demonstrated how these behaviors address each one of the areas powerfully when they’re modeled. In the work that I do with organizations, there’s a one–sheet, a diagram that I put together to help people to be able to continue to practice this because that’s how we get better at this. It’s by reminding and challenging ourselves to look at each of these.
When we talk about congruence, two of the questions that you can ask yourself is, “Do my actions match my words? Am I consistently modeling what I expect from others? Do I want to be included? Do I want my diversity, my viewpoints, and my uniqueness to be respected? Do I want to feel like there’s equity in terms of my position here?” I’m guessing we’re going to say yes. If that’s the case, then that means we need to walk the talk. We need to provide it for other people as well. When we move on to appreciation, the two questions we can ask are, “Am I consistently recognizing the positive contributions of others? The diversity of others around me?” Secondly, “Am I open to understanding and appreciating the diversity of others?” The keyword in there is, “Am I open to it?” Open to understanding. We need to be in that place where we’re curious and we’re open to this. We all have different backgrounds. We come from different places and different histories that can be beneficial to us if we look at it that way, and it’s not looked at in the way of a bias toward an individual.We need to be focused on listening to understand, not to undermine. Click To Tweet
The next is belongingness, “Am I positively contributing to the well-being of those around me, and have my behaviors supported a culture of inclusion?” Here we are. The word inclusion is right in there, like in appreciation. We talk about appreciating diversity. We hit on those in two of the behaviors directly. Next, we move on to listening. If I’ve been practicing four-way listening and that’s eyes, ears, mind, and heart, or with compassion. We go deeper into that in the work that we do in terms of helping people understand that is a muscle. To me, it’s more like a superpower. When you understand how to listen on all four levels with all four of those senses, we elevate our ability to create connections with people.
We ask, “Am I listening to understand and not to undermine?” If there’s one thing that I’ve witnessed is a lot of people that are listening to undermine somebody else, not listening to understand. They’re listening only until the person finishes talking because they’ve already got their response ready. This is about being curious. This is truly about listening to try and understand. Much more difficult, much more important, though. Next, we talk about empathy. “Have I made an effort to see things from someone else’s point of view?” It’s important to try and see where somebody else is standing. What’s it like from where they are? As importantly, “Is my demonstration of empathy sincere?”
That will be sniffed out when people consent, when you’re not sincere, where your level of empathy is more grandstanding, or you’re patronizing somebody else. There are some organizations or individuals that are talking about diversity, equity, and inclusion, and it’s not sincere. They’re doing it to look good to other people and to check a box but not focusing on, “How do we do this? Why is this important?” Lastly, we’ll talk about it from the standpoint of specifics. “Have I set clear expectations that are understood and agreed upon by all involved? Have my behaviors created a culture of ownership for what’s expected?”
That part of ownership is important. I’ve worked with organizations that had individuals on a team that were contagions. They brought the entire team down by their disruptive behaviors by how they treated other people, holding people outside of the group, ostracizing people, not respecting diversity, taking equity away from individuals, and denying them that. What happened is that over a very short period of time, when the group decided to behave in a certain way and to hold themselves to certain standards, they suffocated out those bad actors.
Those people decided to leave the organizations that they went because they realized that there wasn’t a place for that type of behavior anymore. That’s the power that this can provide. As we wrap things up here, I’ll challenge you. You’re the architect, engineer, and builder to your environment around diversity, equity, and inclusion. It is your behaviors that will determine the strength of this and your support of this. I challenge you. Think about those behaviors. What’s 1 or 2 that you think would be helpful in terms of your relationships with other people or to support or promote diversity, equity, and inclusion where you are? What can you put into play? As I close this out, I hope you’re able to go out there and rise above your best. Peace.