Create a DEI-Focused Workplace

The deets on DEI.

One of our most-read pieces in ‘21 was the profile of Peter Wilson, diversity and inclusion officer for global law firm Proskauer. Not only were you drawn to Peter’s compelling personal story and commitment to giving others with diverse backgrounds a career pathway, but the topic was also timely AF. Now with the proverbial ink faded on all those splashy press releases about commitments and initiatives, we wanted to catch up with Peter to get a read on where the business world is today, and how leaders can make sure they are creating inclusive workplaces—whether virtually or IRL.

Where do you think the DEI conversation stands today, and how has it evolved?

If I had a chance to convene all of my diversity and inclusion colleagues, they would probably say we're still at a point of evolution, and we're a much more informed community at this point. I’ve seen more meaningful conversations from individuals who would normally not engage in this type of dialogue. I think it's in part because there's a new level of curiosity about equality and belonging, and how individuals are experiencing the world and the places they work.

There’s still reticence and discomfort around these conversations, but that's why we need to continue to dig. It’s why, as a diversity and inclusion professional, I'm particularly intrigued by and hopeful about where we are, at a point of some sustained momentum. I get a little nervous that at some point we’ll hit a wall and find ourselves going back to where we started. But I think we’re moving gingerly, but steadily, in a direction towards better equity and inclusion, at least across the legal industry. I think my colleagues in corporate America generally would probably say the same.

At Proskauer, our Path Forward series addresses the discomfort by bringing in well-known leaders to open up discussions around race. This has been a real catalyst toward meaningful conversations, while in the past, we’ve used more traditional inclusion trainings to try to help to scratch these issues. We're now using these mutual learning experiences; we open it up to small group discussions where we get deeply personal around the things we’re experiencing as colleagues. It allows us to really see our friends and colleagues and how they've been impacted differently.

The curiosity happening right now is critically important. It makes all the difference from a DEI professional's perspective when you have people who want to be activated around these types of things.

How do you counsel executives who say, "I'm worried about saying or doing the wrong thing?"

The first thing I always say is to listen first, right? Then you’re able to effectively understand how to join a conversation. This is when competencies like emotional intelligence and cultural competence become even more important. One's ability to read the room and understand what is happening around them is one of the most critical inclusive skills leaders can have.

With that, you can't be afraid to join in the conversation. Let people know what you don’t know and be vulnerable in that process, because it will help them give you some latitude in areas where you may be stepping in it and you just don't have enough understanding.

Being a leader is acknowledging that there are areas you just may not be comfortable with. More importantly, it’s saying, “I'm learning and I'm here because I want to be active in this process.” You're going to say something wrong; I say things wrong every day. Of course, I regret those mistakes. But I'm very quick to acknowledge that I don't know it all, that I'm continuing to learn even as a professional in this space. If you have a little bit of grace and you give me a little bit of opportunity, I'm not only going to learn, but I'm going to be a better ally for you, better able to help you attain your own career and personal goals. People are going to give you grace, but you’ve got to act like a leader who's curious enough to get involved in that conversation.

How do you set expectations so people perceive forward progress, but understand that this isn't going to change in a day?

When people look at the diversity and inclusion continuum, they want to see quick fixes, but easy solutions aren’t coming because they require a lot of work and effort. We’ve spent billions of dollars trying to create more inclusive environments, yet feel like we're on this proverbial hamster wheel. Not much is happening at a pace that makes sense compared to all the effort and time that we put into it.

That said, this dynamic is akin to almost all other aspects in business. Everything is an evolution that takes time. We’ve never solved all of our business problems and we'll never have all the solutions to the things we're trying to achieve. So we take a long view in building on our products, brands and so on—and it's the same in diversity, equity and inclusion work. It will feel like it's taking a long time because for many of us, it’s something we should have done a long time ago. At the same time, we haven’t been as laser-focused on this as long as we think we have. The question, are you willing to invest in it for as long as necessary to get it right? That’s where leaders stand out, because they recognize that it's not going to be tomorrow. And today’s CEO or managing partner may not even see it come to fruition as they’d like, but they’re planting the seeds to ensure it’s possible for the next generation of partners and leaders to realize. That to me is vision; visionary leadership requires that much of us.

How can leaders use Black History Month best in the workplace? 

This is a time when leaders should be very invested and engaged; when they at least exhibit their level of curiosity about the issues, but more importantly support a workforce activated in these conversations. At Proskauer, our Collaborate for Change initiative has launched conversations on critically important elements of race and anti-racism. Last year for Black History month, we hosted Eddie Glaude, Jr., a well-known author and professor of African American studies at Princeton, who spoke with one of our partners about the historical context of racism in America. With over 800 people attending, we talked about racism in a way that was intellectually stimulating, while also acknowledging how far we have to go. Those types of conversations were not happening in a meaningful way pre-pandemic, or before this new focus on racial justice issues.

We have heritage months for a reason: Black history month in February, Asian American and Pacific Islander heritage month in May, Pride month in June, Hispanic heritage month from September 15th to October 15th. These are all important times to get familiar and to get in it. And I'm not talking about just statements. I'm talking about presence. I'm talking about being engaged in a process where you’re willing to be part of a conversation with employees so that you can best provide a platform for their success. That's how we become authentic leaders in this.