Blindspots and Squeaky Wheels: How Building Diverse Teams Can Strengthen Organizations

The numbers don’t lie.

According to research conducted by Zippia (and amplified in a blog post by Christopher Kunney), the most common ethnicity among CIOs in the United States is White. And while that may not come as a surprise, the actual statistics are alarming: 76.9 percent of CIOs across all industries including healthcare, are White; 7.5 percent are of Hispanic or Latino ethnicity, 7.4 percent of Asian ethnicity, and just 3.7 percent are African Americans.

"This tells me that something is missing," said Cletis Earle, a former CIO for multiple organizations, including Penn State Health. "Some are still being left behind."

It's a trend that leaders like Earle hope to eradicate, particularly given the rapidly evolving healthcare needs and increasingly sophisticated user expectations. By assembling leadership teams with diverse backgrounds, many believe health systems will be better equipped for digital transformation.

The problem – or at least, one of them – is the inherent bias that can prevent organizations from building diverse teams.

"As we put teams together, we tend to gravitate to people who are most like us," said Lori Boisjoli, SVP and CIO at The University of Vermont Health Network. And yet, "there's a lot of data supporting the idea that the most high-performing teams are well-rounded with diverse people and opinions." Having at least some degree of dissent can compel leaders to "think differently."

Recently, we spoke with Boisjoli, Earle, and Karla Arzola (a former CIO at HCA and most recently, Rocky Mountain Human Services) about why diverse representation is so important, the obstacles organizations face with DEI initiatives, and steps leaders can take to overcome them.

Representation matters

When Boisjoli sought out her Computer Science degree, "there weren't many women in STEM programs." The trend continued as she progressed in her career, starting on the vendor side in product development roles until she landed the role of director of clinical and business systems with UVM, eventually becoming network CIO, a position that has often eluded women in academic medical organizations.

Shattering glass ceilings, however, was not necessarily her goal. "I never counted how many women were at the table," Boisjoli said. "For others, it's very important, but it didn't resonate with me." Instead, she has been laser-focused on providing a better user experience by establishing a shared services model across the organization. Now, rather than having separate systems for each of the six hospitals as well as home health, "we brought them together under a single umbrella."

And while she chooses not to put too much emphasis on gender, she does firmly believe that it's important to have representation in the C-suite. "We need female leaders at the table," she noted. "We do bring a different perspective, and that balance of different ideas is important to move any organization forward."

Diversity is key

What's also critical, according to Arzola, is ensuring the leadership teams reflect the makeup and needs of different communities. In Colorado, for example, nearly a quarter (22 percent) of the population is Hispanic. "If the core team that is trying to solve a problem doesn't understand the root, it's going to be harder to come up with a resolution," she said. "Bringing different perspectives from someone who can relate more to the problem we're trying to solve is super important."

And that's just one subset. "We have people from different backgrounds, countries, and upbringings, and everyone has something of value to bring to the table," Arzola noted. And even if a particular group comprises 2 percent of the population, leaders still need to figure out how to provide the right care, whether that means implementing translation services or working to understand different customs or preferences.

"We need to understand their challenges," she noted. "That's why I believe diversity is key for everybody's success. The more we get to know each other, the easier it is to solve problems."

The "squeaky wheel"

The harsh reality is that not everyone places the same value on diversity, equity, and inclusion (DEI) initiatives, according to Earle, who has seen significant pushback in recent years. When his team at a former organization launched a series of TEDTalks focused on different aspects of DEI, "we got a lot of backlash. People were asking, 'why are we taking time to learn about different barriers?'"

But instead of caving to the pressure, Earle forged ahead, continuing to offer 5-7 minute talks demonstrating why DEI measures are important and how they can strengthen teams.

"It started to filter through the organization," he said. "One week we would talk about the benefits of hiring people with disabilities, the next we would talk about veterans and the amazing things they've done in technology."

Of course, the naysayers will always be there, and while it might be tempting to try to turn them, it's often fruitless, he said. "I don't understand how people can see something wrong with this, but I've realized that some people don't want to think differently. They don't want to accept a different narrative." But as a leader, "you can't let the squeaky wheel win."

However, as in many situations, the 'how' is the difficult part, according to the experts, who offered advice based on their experiences.

DEI Best practices

• Start a dialogue. As someone who has benefited from mentorship, Arzola is a strong believer in identifying individuals with leadership potential and lifting them up. And it starts by having discussions and finding common ground. "I like to ask people, 'what excites you? Where do you want to go from here?'" she said. "You have to figure out a way to connect with people, whether it's through hobbies, families, or anything. It's not just about work."
• Create teachable moments. A common misconception about DEI initiatives is that they discourage talking about individuals' backgrounds. In fact, Boisjoli encourages her team to have open discussions, but with some parameters in place. "I always assume good intent," she said. "If you hear something questionable, make it a teachable moment and coach them on how to ask things differently." For example, when asking about someone's accent, "There's a way to do it so that you invite a conversation and pull someone in," rather than driving them away.
• Help newcomers acclimate. In rural Vermont and New York, there isn't a great deal of diversity, which can make the transition difficult for those coming more urban areas. As a result, UVM has established a number of programs to help new hires assimilate. "We're one of the largest employers in the state," she said. "How do we make sure that it's a really positive experience for anybody who comes here? You have to create something that's very inviting."
• Open doors. For the majority of leaders, networking has proven extremely beneficial in career advancement. But for those marginalized communities, finding the right opportunities can be challenging. This is where leaders can make an impact, according to Arzola. As Health Policy Chair for the National Association of Latino Healthcare Executives, she aims to help "bridge the gap" by ensuring Latino individuals – especially the younger generation – have the tools they need to navigate the job market. "We try to open doors on the professional side," even if it's something as simple as inviting people to industry events and making introductions. "It doesn't take that much to help. It's just thinking outside the box."
• Look within. Although Earle has long been an advocate for diversity, even he isn't immune to unintended bias, as he learned several years ago when a colleague pointed out an inequity on his team. "I realized that the majority of my team were men, and I said, 'thank you,'" he recalled. "It shows that anyone can have blind spots." However, he made sure to approach the situation thoughtfully. "I didn't just go out and hire women. I hired the best candidates, but I made sure I was more intentional." And in doing so, the organization went from having less than 5 percent to more than 60 percent women on the leadership team. "That's an example of moving the dial."

Finally, it's critical that leaders are able to acknowledge gaps that exist and challenges being faced – even if there is no personal connection. "Sometimes we don't see the problem if it doesn't impact us directly," said Earle. It can just mean looking around and taking stock of representation, particularly in the C-suite. "I'm not Hispanic, but I can see that there aren't a lot of Hispanic leaders in healthcare IT."

By speaking up, leaders can start to affect change, even if it's a slow burn. What they should not – and cannot – do is stay silent. "We need to continue to fight this."