1. Teams are more impactful.

Equity work is inherently disruptive, and it is unrealistic (and unfair) to rely on individuals to initiate the work on their own. We need teams of people who trust each other to call each other in and out, who speak the same vocabulary and are committed to moving towards the same vision, who can support each other when things get hard, and who have the solidarity needed to sustain when there is pushback to our work. Diversity, equity, and inclusion is about connection and community, and that’s what a healthy, well-designed team exemplifies.

2. Teams can embody the desired culture.

Starting equity work at the organizational-level can be overwhelming. It takes a lot of time and effort to shift the large-scale culture of an organization. By investing in the development of small teams first, we can transparently practice and model this culture for the larger organization. Teams with healthy, inclusive, equitable cultures are better able to pull from their own experience to design and prioritize strategies that can expand the culture across the organization. Our teams follow the mantra: we build it here so we know how to build it everywhere.

3. Teams can practice and hone their skills.

The success of any equity plan depends on the equity skills of the people developing it. If we want a plan that supports the growth edges of all our staff, then we need a team of people who can compassionately learn from and guide each other. If we want a plan that centers historically marginalized voices, then we need a team of people who know how to authentically engage with stakeholders to build trust and elicit input. If we want a plan that changes policies and procedures, then we need a team of people who know how to examine policies for biases. The skills of the team determine the impact of the plan.

Phase I: Form and Norm the Team

Develop an intentionally-designed team. 

• Clarify the team’s form and function through an intersectional racial justice lens.
• Engage in reflective activities to build trust and solidarity.
• Learn from challenging resources that center and amplify the voices of Black, Indigenous, and People of Color (BIPOC) and other intersectional nondominant identities.
• Practice identifying and addressing power dynamics in the room.

Phase II: Establish The REDI© Vision

Foster an understanding of a Racially Equitable, Diverse, and Inclusive [REDI] culture.

• Examine and clarify what a REDI culture means to the team and organization.
• Examine hard but critical questions and triangulate answers that center intersectional BIPOC voices.
• Consciously determine the commitments the team members will practice to develop a REDI culture within the team.
• Identify and advocate for equitable and sustained resources for the team.

Phase III: Prioritize and Plan

Create a work plan that brings the REDI Vision to life. 

• Co-create a decision-making process that supports the team to practice its REDI Vision.
• Develop and administer a Key Stakeholder Assessment for key internal and external stakeholders.
• Develop and apply a racially equitable decision-making process. 
• Prioritize activities to determine necessary steps according to the equity impact, lift, and urgency of each step.
• Draft a working plan articulating the team’s recommendations for next steps in culture-building.

Phase IV: Share and Implement

Communicate the plan and ripple the culture into the organization. 

• Communicate plans and priorities to senior leadership, staff, and key stakeholders for input; adjust plan based on input and in alignment with REDI Vision. 
• Work with leaders to understand the plan and implement their role in developing a REDI workplace culture over time. 
• Reflect on the team’s REDI strategies to determine best-practices for safely sharing with the organization.
• Identify strategies and meeting structures to transition the team away from consultant-led to self-directed for longterm sustainability.