If you surveyed 100 executives from a variety of industry sectors, a majority, if not 100%, would say diversity is a strategic priority. The case for change might be driven by moral obligation or desire for improved business performance. Regardless of the motivation, the ability to successfully execute the strategic priority requires a sincere, aligned and committed leadership team; it must start at the top to effectively cascade throughout the organization and become core to the company culture. It is impossible to develop and implement actionable Diversity & Inclusion (D&I) strategies without a strong cultural foundation.
I admire how Cushman & Wakefield leadership has embraced the importance of D&I. The tone at the top is clear and authentic. And as I travel around the country visiting Cushman & Wakefield offices, I see firsthand how it is ingrained within our culture, which has created that foundation for real progress. For example, over the past several years we have measured inclusion though our engagement survey and found in 2019 that woman consistently rated the company higher year-over-year across all ten engagement survey items that measure diversity and inclusion—it’s validation that we’re moving in the right direction. In addition, we’ve launched Employee Resource Groups (ERGs) across every market; are being more proactive with hiring practices; are having open and honest discussions about gender and racial inequalities; and are learning from leaders in other industries about their D&I experiences. While we have a lot of work to do, I appreciate being part of a team that genuinely cares and is sincerely committed to making Cushman & Wakefield a more diverse and inclusive company.
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