“I don’t see a time when there won’t be a need for this work. It’s about how to embed inclusion more into what we do. On the other side, we hear loud voices. But I always heard this saying, that basically means when voices on the other side are very loud, then we’re doing something right. There might be challenges to how we go about it. But a lot of people see value because this affects us personally. Everyone wants to be seen and heard no matter what group, or how many groups, they represent. At the end of the day, wanting to be understood goes to the core of being human.” Carmen Arce-Bowen, Diversity, Equity, and Inclusion Leader.

Many of us have seen the disheartening headlines as more organizations retreat from diversity, equity, and inclusion (DEI) investments. Spending on inclusive practices is down. Despite most workers saying that DEI-related policies have had a positive impact on their workplace.

And you may feel like you work in an organization that doesn’t ‘get it’ or worse, get you. Most Mothers, who are also leaders, already feel like an endangered species. And for women of color, the stats are so unsettling, most of us try not to dwell on the state of social justice for too long.

Carmen has focused on advancing equity and social good throughout her career. So, despite seeing commitments to DEI rise and fall in the past few years, she’s not daunted. And as leaders, we can still make a positive difference, with our daily decisions, intentions, and actions.

Put the News Cycles into Perspective

Carmen wisely reminds us that DEI efforts are long-term and foundational. “The Partnership, where I work, has been around for over 35 years and came out of a crisis back then. And yes, the waves go up and down but that’s been a constant. So, I see challenges and opportunities when these waves come to readjust. We’re not going anywhere, it’s not just a trendy thing that we see on the news. Even if we close our computers and turn off our phones, these issues are still happening.”

And Commit to the Ongoing Work

So, whether you manage others and set policies, or none of the above, there’s an opportunity.  You can move closer to building trust, connection, and unfettered access to equitable growth. Carmen explained, “No matter the color of our skin or our gender we will face situations of inclusion. So, even if some people might not be as engaged, interested in learning more or doing something about it, these things continue. And as such, our work continues.”

Talent Still Wins

Carmen said, “The most successful companies get the talent piece. To be in business you need to rely on your people and have them engage with you. Because it will translate into how they serve your company, clients and impact your bottom line. And you cannot have that if people do not feel seen or valued. Otherwise, you’re just going to have a revolving door.”

We all know that when people leave, it’s expensive and disruptive for organizations. Toxic workplaces damage mental health, and people leave if they don’t feel like they belong. Although some organizations cite the wobbly economy or inflation when cutting DEI spend, countless studies show diverse teams out innovate and outperform their homogenous peers.

So, Get Comfortable with Uncomfortable Conversations

One of many barriers to inclusion is the inability for managers, teams, or leaders to have critical conversations. Carmen said, “Confronting tough issues is part of the work.” But what happens when you don’t really know the people you work with?

Relationship fosters trust and most people won’t talk about a difficult subject openly without it. She explains we all have our “small villages within the big village” between our circles of friends, colleagues, and social connections. And that concept translates into the workplace.

Start with Trusted Relationships

How often do you have a deep conversation about a controversial topic, with someone you don’t really know? Right. Probably not often because psychological safety and rapport are usually prerequisites to sharing your unfiltered feelings.

Carmen said, “I don’t understand how we hope to have more challenging conversations in the workplace, when people do not even know who is next to them, beyond their direct reports! So, it gets complicated when they try to jump into big topics, sometimes because of the circumstances, when there’s no foundation. So, your decisions, policies or how you interact with your team on a project, relies on the way that you engage with them beforehand. People don’t think, ‘I’m a machine just going in to do spreadsheets.’ So, how do we incentivize people to try to understand others?”

Seek Support From Your Communities

Carmen said, “For help to provide that kind of feedback to your managers or direct reports, are there groups within the company you can reach out to? You might think well, ‘I just want to go in, do my work and go home.’ But when you’re a manager the responsibility goes further than that. Because other teams rely on you. And you still need to manage up.”

Managers ultimately are the keepers of culture. She added, “So, back to the small villages concept, organizations can create more opportunities for people to reach out and meet others who might not look like them. And not just from a different race, it can be gender identity, educational background, upbringing, culture or life stage like, being a first-time parent. Having room for more of those conversations can have such an impact on the way you might be showing up at work.”

And Create the Space for Connection

Carmen explains connecting with a diverse group of people not only tends to make work more enjoyable but potentially more effective. “It can change the way you make decisions, how you’re going to implement talent policies, or go about a team project. Because sometimes it’s just that we don’t talk to each other. And I’m not just saying let’s have all these different programs within companies.”

She works for an organization that is intentional about developing leaders of color. So, she’s seen how effective a curriculum can be. But depending on the size, objectives, and dynamics within your organization, you may be able to start small.

It Doesn’t Have to be Formal

Carmen said, “Yes there’s value to putting structures into place for learning. And to incentivize people to get to know each other a little bit more. When you spend so many hours together, in a physical place or on Zoom calls, that might shape the way you go about your work and how you present yourself.”

Countless studies have shown that building friendships and connections at work, influence everything from happiness to intent to stay. She added, “I’m not saying everyone needs to be close friends but help develop curiosity about others. This is not a project or about a policy, this is how we interact with and value each other.”

People have felt torn between their ability to do great work while honoring their needs as parents, partners, friends, and children to aging parents. Inclusive practices, serve everyone and create room for people to have grace, growth and confidence in their careers.

Many thanks to the talented Carmen Arce-Bowen!

Follow Carmen’s great adventure on LinkedIn.

———–

 Moms, protect time for your health. Learn about our member subscriptions.

Ready to put yourself back onto your to-do list? Take a TimeCheck.

Shared your story yet? Take our quick survey to change how workplaces support parents.

Employers, ready to rewrite hidden workplace rules? Become Allies@Work 

About Carmen:

Carmen Arce-Bowen is the Chief Operating Officer of The Partnership, Inc. a Boston based organization focused on attracting, developing, and retaining professionals of color in the region. She also co-chairs the organization’s Executive Council a group of nearly 80 heads of HR and D&I that convene to share best practices, tackle challenges in the field and serve as a sounding board to each other.

Prior to joining The Partnership, Arce-Bowen served for over three years as Director of Personnel and Administration in the office of Massachusetts Governor Deval Patrick overseeing and managing all matters related to high-level personnel transactions in the executive branch. Prior to this role, she served as Project Director of ONE Massachusetts at the Public Policy Institute and trained more than 250 community leaders on issues related to community empowerment and public policy strategy.

Arce-Bowen currently serves as a trustee of Buckingham Browne and Nichols School and chairs its newly created Diversity, Equity & Inclusion committee. She also serves on the board of WBUR, Boston NPR news station, on the leadership board of Beth Israel Deaconess Medical Center and on the newly created Governor’s Council on Latino Empowerment. Arce-Bowen also served on the boards of MassVote, the Chelsea Collaborative, Emerge Massachusetts and the Massachusetts Commission on the Status of Women.

In 2022, Tufts University recognized Arce-Bowen with a 2021 Distinguished Achievement Award – one the highest recognitions the university awards every year to its alumni. The Boston Business Journal named Arce-Bowen as one of its 2018 40 Under 40 honorees, a competitive awards program that recognizes Boston’s most promising young professionals. In 2019, Boston executives selected Arce-Bowen to be part of a 10-member cohort representing Boston at the Harvard Business School “Young American Leaders Program” around issues of cross-sector collaboration in the US.

Originally from Mexico, Arce-Bowen graduated with a LL.B from Universidad Panamericana Law School in Guadalajara Mexico, a LL.M from Suffolk University Law School and a MALD degree from The Fletcher School of Law and Diplomacy focusing on International Development – Social and Political Change.

Arce-Bowen is the proud mom of 13-year old Pilar.