Research shows that board diversity matters. Organizations that have strong cognitive and demographic diversity are more effective,¹ make better decisions² and are more innovative.³ But diversity is not enough. Boards cannot rely on diversity alone to guarantee a better performing board; rather, boards must develop a real culture of inclusivity, along with diversity.⁴ Diversity describes the characteristics of the people involved, while inclusivity describes how well those different backgrounds and perspectives are accepted and welcomed by the organization. A culture of inclusivity recognizes and leverages the different perspectives of its members and includes them in the board’s governance.

In alignment with the American Urological Association’s (AUA) mission of advancing urology through education, research and advocacy, the newly formed and appointed Diversity and Inclusion (D&I) Task Force brings together a collaborative group of urologists from different personal and professional backgrounds.

Princess Currence, DSW, MSW, Currence Solutions, LLC and Rush Medical College, Chicago, Illinois

The Board tasked the D&I Task Force to focus its efforts and creativity on 2 primary objectives: 1) identify and prioritize potential strategies the AUA could realistically implement for enhancing D&I within the AUA and within urological practices/institutions and 2) make recommendations for education, research and/or advocacy initiatives that the AUA could pursue, in collaboration with others, to help enhance D&I within these settings.

Currence Solutions, LLC was engaged to develop a workshop for the AUA Board as a part of the AUA D&I Task Force’s strategic vision outlined in its Strategic Diversity & Inclusion Action Plan. The workshop was designed for the Board to participate in reflection and planning, also referred to as “level-setting sessions,” to “take AUA D&I commitment to the next level.” The goals of the workshop were to:

• Develop a common language and purpose.
• Develop a culture of accountability on issues of D&I.
• Invite and promote individual and collective responsibility for D&I.

Currence Solutions, LLC is a management consulting firm with 4 strategic service areas: Diversity, Equity & Inclusion Facilitation and Training; Strategy & Implementation; Leadership Training; and Executive and Team Coaching. Our mission is to empower organizations and leaders to create inclusive environments by delivering customized practical solutions that yield sustainable change. Currence Solutions, LLC’s team of consultants leverage their decades of academic and professional experience to deliver customized, data-driven strategies and accountable solutions. We work with corporations, nonprofits, social justice groups, universities, startups, government offices, philanthropic organizations and more to improve their institutional processes, outcomes and environments.

As the CEO/lead facilitator for the firm, and with nearly 18 years of experience, I had the pleasure of developing and facilitating the interactive 45-minute virtual workshop entitled “Know Thyself: Maximizing Board Diversity” after consulting with the AUA Task Force Chair and AUA leadership. The workshop consisted of a pre-work assessment exercise, large group discussions and small workshopping ideas within small groups. Each component aimed to provide members with concrete tools to capitalize on board diversity efforts and leverage perspectives that diverse members bring in order to accelerate growth and innovation.

Table. Seven Currence Solutions, LLC strategies to maximize board diversity

Seven Currence Solutions, LLC Strategies to Maximize Board Diversity
	1. Develop Parallel Board D&I Commitments Successful boards have parallel and proactive commitments to D&I with an equity lens. Usually there is significant attention placed on strengthening board diversity; however, the lack of methods to maximize that diverse perspective through proactive and deliberate efforts lead to lackluster board diversity efforts.
	2. Set the Standard through Transparent Chair & CEO Messaging An ambiguous board chair and CEO commitment on issues of D&I the organization can hinder the success of Diversity, Equity and Inclusion (DEI) initiatives. A clear DEI agenda and vision is essential to promote organizational buy-in, grow DEI champions and achieve sustainability.
	3. Establish Clear Expectations on How Each Member Will Contribute The reasons that underpin a candidate’s recruitment to the board should be clear, shared and personalized. Moreover, it is imperative for each member to understand not just “why” but “how” they will contribute to the success of the organization with their unique perspective.
	4. Examine the Board Culture and Re-Imagine the Onboarding Process In order to have an equity lens, boards must be attuned to the unique needs of each board member for them to contribute in a meaningful way. Therefore, boards need to examine their culture to evolve beyond a ‘one-size-fits-all’ onboarding process if they want to ensure diverse perspectives are truly welcomed.
	5. Do Not Overlook Board Members’ Lived Experiences Leveraging your board members’ lived experiences is a key factor to adding to your board’s IQ and emotional intelligence. Boards encourage the inclusion of unique perspectives by creating space to challenge conventional norms, promote vulnerability and foster humility.
	6. Recruit New Board Candidates beyond Incumbent Networks Consider recruiting from new talent pools to identify diverse candidates–both demographically and cognitively–who do not have ties to incumbents or management. This strategy provides an opportunity for new members to share new ideas, perspectives or different approaches to problem solving.
	7. Recognize That Tenets of DEI are the Foundation of Good Governance Board governance is the way decisions get made. Demographic diversity is a way to improve decision making, but inclusion is the way to maximize the diversity you have or aim for.

The table illustrates the 7 Currence Solutions, LLC’s strategies to maximize board diversity that were unpacked during the workshop.

In order for a board to reap the benefits of diversity it has to maximize the social and professional diversity of its members, which usually requires a deliberate culture shift. Diversity alone is not enough: boards have to regularly elicit or value the perspectives of its members and encourage active dialogue and contrasting insights, as well as integrate those voices into the board’s work.