Helping People Become Champions of Equity, Diversity & Inclusion
Every organization, and every leader, is at a different place in their equity, diversity, and inclusion (EDI) journey. I wanted to learn more about this—get a sense of this moment. Where are we? Have we traveled very far yet? What are we headed with this work?
I reached out to Misha Munim. With a background as a Human Rights lawyer, Misha now provides consulting and training to organizations around EDI.
Here’s our conversation…
JB: I imagine you see the full range out there in your work, but what are the most common opportunities and challenges that organizations face with their EDI work?
MM: Great question! I’ll touch on some key points.
One challenge is fear. Many organizations are afraid that they won’t approach Equity, Diversity, and Inclusion in the “right” way. This fear is debilitating, leaving organizations in one of two states: stunted (doing nothing) or worried (spending lots of money on legal fees). I say, be courageous and just start somewhere.
For some, this starting point could be learning—about racism, transphobia, ableism, and other forms of discrimination. For others, it could be having safe dialogues to help develop resources for employees. We won’t progress in our EDI journeys if we don’t try to take at least one step forward.
My work is a small component of a larger movement for justice led by many brave advocates, whose aim is to build a safer future for people of marginalized identities—by cultivating one inclusive space at a time.
A second challenge is awareness.
Many organizations lack an awareness that they’re missing the mark with fostering inclusive environments. They believe they’re doing everything right. Meanwhile, their employees with disabilities, or racialized employees, are quietly suffering.
These employees are afraid to speak up because they don’t want to “rock the boat” with their employer—a valid concern, because our employers help pay our bills and often, support our families.
Awareness gaps can be overcome through tools like an “inclusion check-up,” where I’ll go into an organization and get a “pulse” on how employees are really feeling, through anonymous surveys.
Do they feel like the company culture is inclusive? Can they safely speak up about barriers they experience at work?
Getting a “pulse” on inclusion can be empowering—it draws awareness to areas that organizations need to focus on, to progress in their EDI journeys.
For employers, the greatest opportunities lie in striving towards creating psychologically safe work environments, and for service providers, the greatest opportunities lie in making their services as accessible and inclusive as possible. Some organizations are both employers and service providers, so having an all-round EDI strategy can be really beneficial.
JB: If I may, what was it that led you to this work and career?
MM: The desire to see people—across all spaces—treated with dignity. This is a core principle that underpins all Canadian and international human rights laws.
But there’s a gap between what the law says and what’s practiced. The gap arises because organizations lack the requisite knowledge—awareness; tools; know-how; and empathy skills—to foster safe, inclusive spaces.
My EDI consulting practice was born out of a desire to empower people with knowledge related to discrimination, harassment, bullying, and accommodation. My work goes beyond telling people, “Here’s what the law says.” It’s about empowering people to establish best practices related to EDI; to be leaders and trendsetters—and inspiring others to adopt best practices as well.
This is easier said than done because there are systems in place that have historically perpetuated oppressive patterns.
I reflect on these patterns and try to plant seeds of equity where I can.
My work is a small component of a larger movement for justice led by many brave advocates, whose aim is to build a safer future for people of marginalized identities—by cultivating one inclusive space at a time.
As Archbishop Desmond Tutu said, “Do a little bit of good where you are; it’s those little bits put together that overwhelm the world.”
JB: What’s the next horizon for EDI work? What should leaders be preparing for down the road?
MM: Demographics are key. In Canada, our demographics are rapidly changing. In 2021, Canada welcomed a record of 405,000 permanent residents from different parts of the globe: the most immigrants in a single year in our history!
Also, Indigenous Peoples currently represent one of the youngest and fastest-growing populations in Canada.
These are just two examples to highlight that our future will be comprised of increasingly diverse people (yay!) and we’ve got to harness mindsets and practices that treat people with dignity.
Our human rights legal frameworks are also becoming increasingly robust. We’ve seen swift developments with gender identity and disability legislation in the last five years. In the last year, we’ve seen Canada pass legislation that respects the United Nations Declaration on the Rights of Indigenous Peoples—a huge stride, since Canada opposed the Declaration for many years.
We’ve also seen good judgments come out of provincial tribunals and courts recently, rectifying harms caused by racism.
Where people are being treated badly, they will use the law as a tool to demand justice. Becoming a leader in EDI best practices is far better than facing legal consequences for failing to treat people with dignity.
Leaders should invest in coaching, training, and skills development that will empower them—and their organizations—to make sincere commitments to embodying inclusive values.
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Thanks to Misha for her time and wisdom. She can be found here. And, follow me on LinkedIn for daily leadership content and weekly micro-interviews.
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