In the work of diversity and inclusion, white men can often feel they're being asked to change their values and beliefs, when what's required is a change in behavior. At work we ask each other to change behavior all the time as a way of working together. If people think they must change their beliefs and values, it makes it almost impossible to show up fully at work. Yet we can change behaviors: how we acknowledge difference, how we interact and partner with others. What we do has the biggest impact, not hiding or changing the core of who we are.
We wanted to share a particularly profound exchange Bill Proudman had with a white-male attendee from a White Men's Caucus. The Caucus is designed to help white men, often for the first time, more deeply understand the critical role they can take in successful diversity and inclusion efforts.
This email exchange happened the day after a recent Caucus.
Hi Bill. I just wanted to tell you that I think WMFDP is doing really great work. Your facilitation style was just perfect for this type of learning.
Ideologically I am very "conservative" so my perspective coming in was that you were going to try to change that. What is impressive about your "lab" is you allowed me to keep my conservative beliefs and grow as a diversity partner at the same time. For me, that was particularly impressive. I think you and your other facilitators could see that in me. Thanks ... and keep up the great work! - Neil Rongstad, Rockwell Automation
Neil, thanks for sharing this. You did great work. It was evident from the get go that you were vested and committed. I really appreciate this feedback. We work hard to do exactly that - meet you and other men where you are and NOT convince you that your beliefs and values need changing.
I appreciate how you have so wonderfully managed your own paradox of maintaining your beliefs and leaning into the possibilities of strengthening your diversity partnerships.
Keep us posted on how it is going. You are a wonderful model of the transformative mindset shift that is critical to this work.
In full partnership - Bill Proudman