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33 May 2024 F E A T U R E S T O R Y May 2024 » How Companies Are Implementing DEI/D&I O n the topic of intersectionality, Prec- edent's Garcia explained that there is a "greater recognition of the intersect- ing nature of different identities and experiences within the business world today." These shifts could eventually lead to a more nuanced understanding of DEI. Organizations are increasingly addressing how health factors such as ethnicity, gender, sexual orientation, disability, and socioeconomic status impact people's job experiences. Garcia has brainstormed and organized efforts herself to further promote these ideas. Her efforts include: » Implementing quarterly, optional DEI meetings for employees to foster open dialogue and learning. » Speaking to employees resistant to DEI efforts, emphasizing respect for different opinions. » Ensuring strong leadership commit- ment through time dedication and ac- tive championing of inclusive practices despite budget constraints. » Working on improving leadership commitment to DEI efforts through more time and budget allocation. » Launching a mentorship program that promotes diversity. The quarterly meetings provide team members with insights into the nature of intersectionality and why it is important to Garcia and her firm, focusing exclusively on inclusive culture. She suggested there has been a positive shift toward creating inclusive workplaces in which all employ- ees feel valued, respected, and free to be their "authentic selves" at work. Garcia lives in Florida, near the Miami metro area, which she describes as having "a lot of diverse culture." Based on feedback she has received, she noted that there are many people of color there who have come from much larger organizations where they may not have felt the freedom to have the same level of openness. "[These meetings involve] not only addressing issues of representation but also creating environments where diverse perspectives are actively sought out, heard, and valued," Garcia said. "It's where we can all get together and just speak our mind, see what the educational tools are, and let people know that they're able to speak to us [inside a judgment-free] zone." Lenny McNeill, National Head of Inclusive Growth at U.S. Bank, under- lined the necessity of garnering support from those who operate and work in the business lines for the company's DEI initiatives. When asked about the major challenges in implementing DEI actions, he revealed that U.S. Bank has evolved its commitment to DEI over the years, with a focus on creating new opportunities in underserved markets. "'Evolve,' I think, is a very good word to use these days," McNeill said. "Because if there's one thing that you can say about DEI, it is certainly something that is changing. As far as our organization, it is something that we still very much hold at the forefront. We see DEI and everything that it stands for as an excellent catalyst for creating new opportunities—espe- cially in some of the markets that have been overlooked and underserved." Communication can be a headwind when implementing DEI efforts, partic- ularly when reaching diverse commu- nities with the right messaging. McNeill emphasized the importance of outreach in improving access to opportunities for marginalized communities. To further promote these efforts, McNeill highlighted the Access Com- "'Evolve,' I think, is a very good word to use these days. Because if there's one thing that you can say about DEI, it is certainly something that is changing. As far as our organization, it is something that we still very much hold at the forefront." —Lenny McNeill, National Head of Inclusive Growth, U.S. Bank