Since the 2000 census revealed massive demographic shifts and corresponding market opportunities across America, diversity and inclusion gradually evolved across sports. League officials, owners and team executives sooner or later proclaimed commitment to these traditionally excluded audiences (African-American, Hispanic, Asian, LGBTQ, disabled and women) and promised change. Predictably, their efforts varied greatly, ranging from excellent to questionable.
In a majority of instances senior executives, groups of mostly Anglo men with limited perspective, huddled. Kinda sorta plans were cobbled. Sometimes a person of color was hired or promoted to manager. A scant budget was allocated and the journey began. Without a nuanced understanding of excluded people or their cultures, there often was a great deal of wandering and contradiction. The huge multicultural market remained largely undeveloped.
America’s corporate sector has also varied greatly in its diversity and inclusion business practices. On one end are the willfully neglectful that underserve their stockholders and resist the efforts of advocacy groups that propose changes on behalf of their constituents — ordinary consumers. In contrast are companies like AT&T Wireless and Procter & Gamble that have proved diversity and inclusion brings tremendous business advantages such as increased brand preference and multigenerational loyalty, positive referrals to extended family and friends, and measured incremental sales. At these companies, leadership understands that diversity and inclusion is the sum of multidimensional business practices.
An integrated fundamental approach can be and should be effectively applied by all sports businesses. Instead of lofty statements proclaiming intent, much of which won’t materialize in substantive programs, the process starts with humble introspection and candid questions. To start, each owner, CEO and COO should ask themselves:
“As a prime mover of this organization, how much do I actually know about diversity and inclusion, and what constitutes a diverse and inclusive organization?”
Far more often than not, the answer to the first question would be, “Not much,” and to the second, “I have no idea.” In these instances the appropriate next step should be a commitment to becoming properly informed before taking well-intentioned but misguided actions.
Diversity and inclusion is often considered to be one-dimensional, a hiring issue. But in best practices it is an integral part of every single business function: senior leadership and board composition, purchasing, community outreach, product design and development, broadcasting, the in-stadium experience, concessions, signage and marketing (storytelling). It is an organizational mindset, which naturally takes us to the next question:
“How much cultural awareness and applicable knowledge of diversity and inclusion methods do my fellow senior executives, board members and department heads have?”
Becoming diverse and inclusive and culturally considerate is analogous to instilling a companywide culture of customer service. It starts at the top and involves every single person, especially department heads who should function as the vital drivers between senior leadership and rank and file.
“Am I willing to treat diversity and inclusion as a business imperative and a profit center, or will it remain relegated to being a moral obligation?”
Business imperatives demand commitment. They require goal setting, organizational consistency and unwavering determination to accomplish the goal. It means a dedicated budget proportional to the scope of the challenge, planning, measurement and accountability. Just as compensation formulas for sales personnel usually factor in sales success, compensation formulas for managers must include criteria for diversity and inclusion results.
Most especially it demands the continuous attention and sustained efforts of ownership, the CEO and COO. They must visibly set the example and tone. The bottom-line business ramifications of diversity and inclusion are already high. Failure to cash in is a sign of uninformed or unwilling leadership.
Regardless of where your organization currently sits on the diversity and inclusion spectrum, it is crucial to ask those tough questions, find out what you don’t know, get educated and stay informed. Require the same commitment from everybody else — particularly managers — invest proportionally, then master the fundamentals. It is nothing more than what you demand from those who wear uniforms and play the games we love.
Tom Cordova functions as an agent of change across the major league sports industry. Córdova Marketing Group guides sports properties in engineering diverse and inclusive organizations, while instilling best business and marketing practices.
