Don’t miss Zoe’s session at WEC, "Incluparody: A DEI learning experience," June 21, 3:45-5 p.m.

There are obvious cultural reasons why diversity, equity and inclusion (DEI) are increasingly being discussed, but why do you think a focus on DEI strategy is necessary for many in the meeting industry, especially right now?

First, I’m not sure that the cultural reasons are obvious to everyone. In order to create a shared learning experience, we have to define what that means to ensure we’re having the same conversation. Cultural or culture is defined as relating to the ideas, customs and social behavior of a society. Diversity, Equity and Inclusion is more than just a discussion about culture, it is a culture. 

Historically, culture in the U.S. has been defined by Anglo-American/Eurocentric values and practices. The ideology of the melting pot may have had good intentions, but it led to assimilation, “othering” and erasure of variety across identities, traditions and beliefs. DEI is a culture that empowers us to unlearn the biases, attitudes and behaviors associated with centuries of discriminatory laws and misleading education. 

When fostered strategically, DEI addresses the systemic barriers within our industries, procedures, operations and policies. DEI is an innovative advantage, core to the global business ecosystem that has both direct and indirect impact on our environment, economic sustainability and human rights. 

Can you share some of the key points that you hope people take away from your event DEI strategy discussions?

• It’s critical to move beyond discussions. Talking without action, investment of time, money and resources is performative.
• No strategy is successful without an analysis, framework and evaluation methodology.
• Emotional intelligence and critical thinking are prerequisites to being strategically committed to DEI.

Are there certain hidden/unconscious biases that you view as more prevalent throughout our industry? How can those problems be amended/evolved?

The usage of unconscious biases has become cringeworthy. As much as they are prevalent, the phrase is used as a scapegoat or an excuse to not change. Yes, we all have mental shortcuts that we use to process information and get the job done. Yes, they often lead to quick judgements and decisions that are prejudicial in nature. However, these are cognitive biases that when left unquestioned become explicit.

Explicit biases that are obstinate and fueled by misinformation due to limited cultural competence is what needs to be amended. The way industry leaders hire; procure services, speakers and vendors; develop content; select food and beverage; set prices and establish partnerships need to change in order to achieve measurable and sustainable change. Leaders must have a willingness to learn, research and challenge the status quo. We have to ask ourselves tough questions about the patterns in our policies, procedures and operations if we want to evolve.

You’ve also been involved with the MPI Academy’s Inclusive Event Strategist Certification program. Can you shed light on some of the greatest inclusivity-related challenges that meeting/event pros deal with on a regular basis and how they can best attempt to manage past those?

The Event Industry Council CMP Manual covers the topic of Inclusive Event Design in Domain G. What the MPI Academy’s inclusive event design education does is ask participants to reflect on what they may already know as a CMP or planner but through a DEI lens. In order to manage challenges, event pros need a mindset shift towards the value of inclusive event design, especially in the following areas: content and activities, accessibility and supplier diversity.

Content and activities are designed to be centered around a generalized identity that overlooks people with disabilities, individuals of varied body sizes, English as a second language, religious practices, parenting schedules and psychological and emotional safety.

Accessibility: A major challenge is how planners understand the importance of reasonable accommodations and universal design. For example, ramps and motorized lifts shouldn’t be hidden to the back of a stage but instead incorporated in the design as a standard. Planners don’t need to wait until someone says they need [to be accommodated] if they reference demographic data. Twenty-six percent of the population has permanent disabilities. However, temporary disabilities can also impact an attendee’s experience. That means an accessible stage benefits everyone from persons in heels to someone in a scooter. If planners stay ready, they won’t have to get ready. 

Second, digital accessibility is imperative. Persons with disabilities have tools and devices that allow them to navigate websites and virtual platforms that prioritize accessibility. While there is no quick fix or tool that is 100% perfect, there are companies marketing their services and products in this manner. Planners need to be aware of what accessibility resources are available to guests using these platforms and which ones may need additional support.

Supplier diversity: Representation matters not for vanity metrics but for contribution to economic sustainability. Hotel properties have been developing supplier diversity programs since the 1990s and it’s time that more event companies do the same. Supplier diversity is an intentional effort to ensure the businesses that are 51% owned by an individual from a protected characteristic/class are awarded contracts as vendors and suppliers in large, medium- and small-scale events. Not only do these programs ensure that small businesses can scale, it helps event companies expand their client base, offerings and attendee reach. 

Do you believe DEI is being addressed in meetings/events more or less than prior to the pandemic? Why?

I would count myself among the handful of people that were discussing these efforts prior to the racial reckoning in 2020. So, I have observed firsthand that DEI is being addressed in the meeting/event industry more than it was when I started these efforts as a student MPI member around 2015. I’m seeing that more industry leaders are taking DEI strategy seriously. There are more roles being created to focus on internal initiatives and more accountability measures being defined. DEI will no longer be a trend and the pursuit of it will sustain as the culture that produces innovative business.