If you’re struggling to know how your firm should speak out about current world events, you’re not alone. I’m a leader in the PR and communication field who advises clients on how to communicate about difficult, tense, uncomfortable situations every day. And even I find it challenging to find the exact words to address a situation as terrible and complex as the one that’s unfolding in Israel and Gaza.

One thing is certain. Professional services firms need to know how to communicate effectively and authentically about issues that matter to their employees, clients, and stakeholders. This is important all the time, not just when heartbreaking headlines and images capture our collective attention. 

But here’s the reality that comes into stark relief at times like this. When leadership and communications teams lack diversity of race, religion, gender, sexual orientation, experience, and opinion, it’s incredibly difficult to craft a full picture of any given situation. Without a holistic point of view, you’re more likely to alienate your audience than contribute to a smart, informed conversation.

It’s not enough to wait for sensitive issues to arise to begin — or renew — a sustained commitment to DEI at your firm. Here’s what to bear in mind as you work toward strengthening that commitment.

An Authentic Commitment to DEI Is Good for Business  

There’s plenty of empirical evidence supporting the business case for diversity, equity, and inclusion. For example, McKinsey’s “Diversity Wins: Why Inclusion Matters” report found that:

• Companies with high levels of gender diversity on their executive teams were 25 percent more likely to experience above-average profitability than peer companies in 2019, up from 21 percent and 15 percent in previous studies.

• Companies with high levels of ethnic diversity on their executive teams outperformed those with low levels by 36 percent in terms of profitability in 2019, slightly up from 33 percent and 35 percent in previous years. 

Perhaps even more compelling, McKinsey discovered that DEI “laggards” — those in the bottom quartile of diverse representation — are more likely to underperform median industry profitability measures by 40 percent. 

Looking Beyond DEI Metrics

However, as HBR argues, “increasing diversity does not, by itself, increase effectiveness; what matters is how an organization harnesses diversity, and whether it’s willing to reshape its power structure (emphasis mine).

In other words, it’s not enough to merely take action to boost your diversity numbers. Your audience and stakeholders want and need to see an authentic commitment to DEI — one that extends to every aspect of your organization. Case in point: prospective employees (especially members of Gen Z) are looking for evidence that your DEI efforts are genuine. And you’re likely being asked about DEI in RFP processes as well. 

To compete for talent and clientele, you need more than a performative “check-the-box” mentality. To make strides, your firm must make a real and concerted effort to listen to and learn from those with diverse heritages, experiences, and outlooks. 

In the article referenced above, HBR calls this the “learning-and-effectiveness paradigm.” The authors argue that “cultivating a learning orientation toward diversity—one in which people draw on their experiences as members of particular identity groups to reconceive tasks, products, business processes, and organizational norms—enables companies to increase their effectiveness.”

This transformative approach is the best way to position your firm for the future. And it’s an essential part of equipping your organization to communicate effectively about the issues that matter most to your audience.

Staying Silent Calls Your Firm’s Authority Into Question 

When people groups are violently and hatefully targeted, other members of that group need to know their friends, colleagues, and employers stand with them. 

Your firm’s silence can speak louder than words. And that silence is particularly noteworthy if your employees, clients, and community stakeholders look to you as a trusted authority and advisor. If your firm abstains from discourse, your lack of participation in active, important, timely conversations might make your audience wonder what you stand for. 

That was and is true for Muslim Americans who have faced anti-Islamic rhetoric and prejudice post-9/11.

It was and is true for the Black community in the wake of George Floyd’s murder – and so many others before and after his.

It was and is true for the Asian community when acts of violence against Chinese, Korean, and Japanese Americans increased during the pandemic.

It was and is true for members of the LGBTQIA+ community, who face discrimination and vitriol in schools and in the workplace.

And it was and is true for Jewish people, especially in light of the extreme violence and terror recently unleashed by Hamas.

When you participate skillfully in the conversations that matter, you can reinforce your authority and strengthen your firm’s relationship with your audience. 

You’ll greatly increase your chances of getting your messaging right when your leadership and communications teams are made up of people with diverse ethnicities, genders, and points of view. Still, saying something — even if it’s imperfect and requires later clarification (like this internal memo from Progressive CEO Tricia Griffith) — is far better than saying nothing at all.  

Acknowledging Your Personal Biases Opens the Door for Deeper Connection 

Communicating effectively about difficult issues requires humility and openness. After all, we all come to the table with our own personal biases and ways of looking at the world. That’s not inherently a bad thing. But it’s crucial to acknowledge those biases and intentionally set them aside in order to learn from the people around us and develop a broader point of view. 

The situation in Israel and Gaza is a salient example. The terrorist attacks by Hamas and the ensuing images of war impact different individuals in profoundly different ways. Some have religious and cultural ties to Israel, and the violence against their people stirs up reminders of Hitler’s reign of terror leading up to and culminating with the Holocaust. Those with personal connections to Palestine are challenging us to confront the underlying humanitarian crisis in the Gaza Strip while considering the ways in which Israel’s response to Hamas affects countless civilians. 

As leaders, the more information we have about how our employees and clients are experiencing world events, the better positioned we are to build deeper connections with them. We can’t unravel 75+ years of conflict in the region — but we can offer empathy, compassion, and solidarity. And we can provide resources that support our people where they are. 

To do that, we first have to look at these issues through multiple lenses and invite deeper discourse on subjects that are hard to talk about.

Don’t Shy Away From DEI — Now’s the Time To Dig Deeper 

As a leader at a professional services firm, you have a responsibility to participate thoughtfully in the conversations that matter most. The only way to do that effectively is to embrace diversity, equity, and inclusion in a full-hearted way. 

To that end, now is the ideal time to recommit to strengthening your firm’s DEI initiatives. Challenge personal biases. Work toward reshaping your firm’s norms, hiring, and power structures. Commit to continuous learning. 
And remember: If you need guidance about how your firm should communicate about global and social issues, just reach out. We’d love to help.