As an Army leader responsible for a unit, I recognize the importance of integrating diversity, equity, and inclusion (DEI) principles into my leadership philosophy and practices. Fostering cohesive teams that leverage diverse strengths enhances mission effectiveness. Building an inclusive climate where all feel valued and able to contribute maximizes talent (ADP 6-22, 2019). Providing equitable growth opportunities enables all personnel to achieve their potential.
I will promote diversity in my unit by ensuring equal opportunity in recruiting, hiring, assignments, and promotions without bias towards race, gender, religion, orientation, or background. Expanding the diversity of perspectives and experiences represented among my soldiers will strengthen their adaptability, innovation, and problem-solving capacity (Kim et al., 2021). Varied aptitudes and skill sets will increase options for tailoring approaches to diverse challenges. Cross-training and job rotation will help Soldiers recognize differing outlooks and how to combine complementary talents for optimal results. Furthermore, I will support equity for all subordinates by securing resources and opportunities needed for them to develop talents fully aligned with Army requirements and personal goals. Mentorship programs, credentialing assistance, and tailored training will aid career advancement appropriate to demonstrated potential. Accommodations for disabilities or family circumstances will be coordinated to enable members to meet standards within reason. Assessments centred on merit and performance will guide assignments and promotions irrespective of demographic factors.
Also, I will cultivate an inclusive climate where every team member feels valued as an integral contributor and empowered to engage fully. Openly soliciting diverse viewpoints in planning will demonstrate receptiveness to varied ideas for improving approaches (ADP 6-22, 2019). Rotating roles in meetings and briefings will allow all to participate and present perspectives. Recognizing achievements publicly will reinforce merit-based regard (Danielbrigg, 2024). Off-duty team-building activities will enable informal bonding opportunities. Strictly enforcing dignity, respect, and equal standards will prevent divisive behaviours. Confidential command climate surveys will provide visibility on areas needing improvement to sustain a positive culture. As a leader, I commit to consistent self-awareness, introspection on biases, and solicitation of candid feedback from subordinates in order to ensure my actions and decisions uphold principles of equity and inclusion. Understanding limitations in my perspective will highlight the importance of inputs from those with different experiences to broaden my situational awareness. The willingness to recognize possible blind spots and make corrections will model the openness I expect from others. Admitting mistakes demonstrates the transparency required to build trust, cohesion and continuous improvement.
The foundation for integrating diversity, equity and inclusion is embedded within Army doctrine on leadership (ADP 6-22, 2019). Critical practices include ensuring standards are enforced impartially at all levels, securing equitable resources to enable development, leveraging diverse strengths, and fostering respect. I will confront insensitive behaviours constructively, address issues that surfaced through climate assessments, and refine approaches to prevent a recurrence. Sustaining good order and discipline depends on uniformly upholding regulations and accountability.
As a leader, I am ultimately responsible for the climate and culture within my unit. Integrating foundational principles of diversity, equity and inclusion will strengthen mission effectiveness, maximize talent, and uphold Army values (Kim et al., 2021). Demonstrated commitment will reinforce expectations for subordinates to internalize these imperatives within their leadership. Our lifeblood is the Soldiers and civilians comprising our ranks – understanding their needs, empowering their participation, and optimizing their potential are critical to readiness. I urge distribution to unit leaders for integration in management practices.
References
ADP 6-22. (2019, July). ARMY LEADERSHIP AND THE PROFESSION. 214.48.248.62. https://armypubs.army.mil/epubs/DR_pubs/DR_a/ARN18529-ADP_6-22-000-WEB-1.pdf
Danielbrigg, A. (2024). Awards and public perception: Exploring the relationship between the evolution of American military awards and the changing American public (Doctoral dissertation). https://hdl.handle.net/2097/43633
Kim, E. E., Klein, A. L., Lartigue, J. W., Hervey-Jumper, S. L., & Rosseau, G. (2021). Diversity in neurosurgery. World Neurosurgery, 145, 197-204. https://doi.org/10.1016/j.wneu.2020.08.219
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