As an expert in cross-cultural communication and diversity, Tina Varughese helps leaders build stronger organizations by embracing the principles of inclusive leadership. Her highly entertaining, interactive, and practical keynotes leave attendees inspired to think, behave, act, and communicate with intention — and she brought that same energy to her new book, 50 Shades of Beige: Building Bridges While Breaking Bias.
Through her new book, Tina’s brings candid and difficult discussions to the forefront, showing readers how to listen, understand, and appreciate difference, while gaining clarity about their own biases. She provides practical takeaways for implement effective DEI strategies and best practices to cultivate belonging within our workplaces and communities.
We recently sat down with Tina to discuss her new book, recommended strategies to cultivate belonging and build inclusive workplaces, and trends to watch within the realm of DEI.
Becoming a DEI Expert
Speakers Spotlight: What are some pivotal moments or experiences that shaped your understanding of belonging and inclusion? And how did they influence your book?
Tina Varughese: I grew up in Saskatoon, Saskatchewan, where it was predominantly homogenous, as a child of immigrants. This, coupled with my background working with the provincial immigration department for the Province of Alberta, gives me a unique perspective on belonging and inclusion.
Belonging is more than a black and white issue. It’s also a peony pink, damask gold, and toasted almond one. The issue is complex, and it can feel like we’re walking on eggshells. Unfortunately, there are no easy answers, no shortcuts, no quick fixes. While we may not always agree when it comes to divergent beliefs and challenging conversations, we are more alike than different.
I often describe myself as an almond joy brown on the outside, white on the inside, and a little bit nutty. Why? Because it’s a funny, self-deprecating description of how I perceive myself. Looks fade; funny never does. As a keynote speaker who has the privilege of a platform, I use humour as a tool to disarm attendees and to build bridges — bridges to strengthen understanding, awareness, compassion, and empathy in a divided, divergent, sometimes complex, contradictory, and confusing world. It’s about listening and understanding and appreciating everyone’s stories, feelings, pain, and joy. Why do we need bridges to understand inclusion and belonging? Because we are human, and at the end of the day, we can become better humans.
Cultivating Belonging in the Workplace
SpSp: Why is leadership instrumental when trying to foster a sense of belonging among their employees?
TV: When a leader’s actions, behaviours, and beliefs are in misalignment and not congruent with organizational values then fostering a sense of belonging is nearly impossible. Passionate employees often attempt initiatives to foster belonging yet are met with objections from toxic leaders. Toxic leaders, sadly, have no idea that they are, indeed, toxic. Unless organizations survey employees anonymously, make recommendations, and implement action and accountability, toxic leaders will remain gainfully employed increasing employee absenteeism and decreasing employee morale and employee engagement, eventually leading to employee burnout and turnover.
Bosses are bossy — they micromanage details and continually undermine. Their feedback isn’t continual and is often confusing. They may mention a path forward but certainly won’t tell you how to get there. Their opinion becomes gospel, and their style is often dictatorial. They breed a toxic workplace culture.
Leaders offer autonomy, authority and a safe place to land — they not only show you the path, they lead the way, taking you along for the ride. They become part of your family, a mentor, and a beacon. Their feedback is continuous, welcomed, and specific and they share the hardships and the glory. Laughter at the workplace isn’t considered a waste of time but rather considered a metric of a positive workplace culture. Leaders recognize that diversity is not division. They value everyone being seen, heard, and acknowledged, and foster and encourage a sense of belonging.
Building Inclusive Workplaces
SpSp: What are some practical steps individuals can take to contribute to a more inclusive environment in their daily interactions?
TV: There are three simple ways to immediately start building an inclusive work environment:
1. Meetings
Meetings can sometimes feel like a waste of time, but if made inclusive, they can be invigorating and productive. If a meeting facilitator wears their opinion on their sleeve, there is no point in having a meeting — an emailed status update is sufficient. A meeting should encourage healthy debate, discussion, participation, and perspectives. There are many strategies to ensure meetings are more inclusive. One strategy is to not only ensure an agenda is distributed in advance of every meeting but to build a collaborative agenda. Each participant adds to the agenda in advance of the meeting to ensure all voices are heard.
2. Seating Dynamics
Most employees do not think about where they will sit at a conference, board meeting, or even at lunch. We tend to gravitate towards those that remind us of ourselves. This is a form of unconscious bias titled affinity bias. However, inadvertently it can inhibit inclusive workplaces. C-suite employees tend to sit beside c-suite employees; members of the marketing team tend to sit beside other members of marketing; executive assistants gravitate towards other executive assistants. This creates hierarchical dynamics in supposed safe places. Sit beside someone “new” each time you attend a meeting at work regardless of title, rank, or position.
3. Communication
Behavioural diversity and interaction at the workplace differ for everyone. An extrovert may think nothing of picking up the phone or pinging a colleague requesting an answer. However, an introvert may need time to prepare, reflect, and then provide a response. How are you communicating with employees? Are you considering behavioural differences? The golden rule is to treat people the way you wish to be treated. The platinum rule is to treat people the way they wish to be treated.
The Future of DEI
SpSp: What emerging trends should organizations be aware of in the realm of DEI?
TV: There are three trends I’m watching in the realm of DEI:
1. Divergent Beliefs and Civil Discourse
With the upcoming US election, divergent beliefs and civil discourse will certainly have influence and impact on DEI within organizations, regardless of political stance. Many employees are already starting to feel anxious about outcomes. Stress and burnout have steadily increased. There is a close tie to mental health advocacy and DEI. Organizations that encourage “breaking before burnout” lead with compassion and empathy.
2. Employee Recruitment
Millennials (born 1981-1996) make up 34% of the workplace — the largest demographic currently employed. They prioritize social responsibility and social consciousness and will seek employers that are congruent with their own personal and professional values. Firms that recognize DEI initiatives should not be optical but rather imperative to effective business operations will be poised to attract and retain top talent.
3. Hybrid Work Models
Though challenges and opportunities exist regarding DEI and hybrid work models, most organizations are recognizing that when an employee’s values are respected and recognized by an employer, they feel more included and, therefore, committed. Hybrid work models, where both flexibility and remote work options exist, allow employees regardless of age and stage to value what is important to them while still fulfilling their duties as an employee.
For example, a Gen X may have an aging mother with dementia. The employee might wish to accompany their mom to medical appointments. By offering this flexibility and trust, the employee honours their mother while fulfilling job responsibilities outside of traditional work hours.
An Indo-Canadian daughter of first-generation parents, Tina Varughese says her cultural background allows her to find “the best of both worlds” and shed light, knowledge, and, most importantly, universal humour into the changing workplace. She has been named one of “Canada’s Top 10 Notable Speakers” by Ignite Magazine for her ability to break down barriers and create a comfortable, inclusive, and fun space for attendees.
If you’re looking to level up your DEI strategies, contact us to learn more about Tina and what she can bring to your next event.
