TRUE AUTHENTICITY AND DIVERSITY. CAN THEY CO-EXIST IN BUSINESS? Part 4

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Welcome back to the final part of the series, “TRUE AUTHENTICITY AND DIVERSITY. CAN THEY CO-EXIST IN BUSINESS?”

In Part 1, I asked a question many people are still wrestling with: Can true authenticity and diversity co-exist in today’s workplace? That question opened the door to real tension about personal values and the cost of showing up fully in professional spaces.

In Part 2, I shared a story about what’s possible when people with different values choose mutual respect over agreement and how keeping the mission at the center made room for authenticity to thrive and goals to be achieved. 

In Part 3, I offered this reminder: “Diversity isn’t something an organization is striving to become, it’s what it already is!” The real question is whether our leadership, systems, and decisions reflect that truth. I introduced a model to help us move from pejorative performance to mission alignment and reimagine how diversity could truly live in our culture. 

Now in Part 4, I’m closing the loop. I’ll revisit the client story from Part 1 and I’m offering a challenge: What does diversity really mean in your organization and are you prepared to lead it differently?

Let's get started...

I hope this series has sparked meaningful reflection on how “diversity” is lived in your organization. There’s no one-size-fits-all solution, but I believe there’s a better way forward, one that isn’t transactional, but transformational.

As we close this out, I want to offer a few questions worth sitting with:

• What does diversity really mean to you, not the corporate definition, but your own?

• Do your values around diversity align with your organization’s mission? If so, how can you use what you’ve learned in these articles to create meaningful change that benefits the organization, its people, and those it serves? If not, how will you support a more inclusive culture without compromising your personal values?

• What risks are you willing to take to close the gaps through mentorship, advocacy, recognition, sponsorship, access to real tools and support?

• If you could redesign your organization’s approach to diversity, what would you build and how would it lead to sustainable, lasting results? I encourage you to think outside the box. Consider the model I shared in article 3 to spark ideas. 

I believe true authenticity and diversity can co-exist in business, but only with intentionality. This work requires a commitment to lead what already exists, rather than layering on rules that often miss the mark. Yes, we’ve made some progress in this space over the years, but research continues to show that people of color and other marginalized groups still feel underserved. Women still experience pay inequities. Our approach to DEI is not yielding the gains necessary to make sustainable change in the lives of an organization’s human talent. Let’s face it, performative diversity efforts continue to drain leaders and employees alike. In fact, more people are feeling excluded than included these days, so something’s not working.

Our differences should never be a barrier to great performance. If the scale is unbalanced, leaders and individual contributors alike must gain and apply the skills needed to shift it. Real progress is possible, but only if we stop spinning on the hamster wheel and start doing the real work. There is a win-win if we have the will and build the mindsets and skills to lead this charge. We can create organizations where people show up fully, without fear of reprisal. We can build organizations where diversity isn’t managed, it’s harnessed. We can shape cultures where fairness and authenticity lead the way. For this to happen, diversity must become the fuel, not the goal (remember, it already exists). So, what will you commit to?

Now, about that client…

If you’ve been following since Part 1, you may remember the client I mentioned, the one I was advised to "be careful" with that Jesus stuff. Here’s how it played out:

The training session went extremely well. Several participants approached me afterward, not just to share positive feedback about the session itself, but to speak about how the content connected with their own personal and professional values. That conversation organically shifted into a dialogue about faith.

From there, we formed a small group around our shared beliefs and the content of the training. We ended up in another room during lunch to go deeper. The dialogue was powerful! A couple from the organization shared they were going on a mission trip and asked if we could pray for them, and we did. The training wasn’t about religion, it was about recognizing bias and taking action to create an inclusive, productive workforce. That goal was accomplished without compromising my personal or professional values. That’s what it looks like when authenticity and diversity co-exist!

My Final Reflection…

If this series made you uncomfortable, good. If it made you think differently, that’s even better. If it sparked conversation within your team, that’s the real win here! Reflection is the beginning, but what we do with our discoveries is what carries us forward. 

I’ll leave you with this: If diversity already exists, and it does, the real question is no longer how to build it, rather, how will you lead it? 

At PROGENY1, we partner with organizations ready to move beyond performative efforts and build cultures where authenticity, accountability, and performance thrive. If you're committed to leading real change, we're here to help you build what's next.