From the rink to the boardroom: lessons to “light the lamp” on inclusivity

As a black man playing in a mostly white sport, I had a set of challenges and life lessons that I’ve brought with me to the corporate world

In brief

• To draw out someone’s full potential and help them reach the top, leaders must invest in creating spaces that are welcoming for all.
• The strength of an inclusive team is dependent on how inclusive everyone acts under pressure and in critical situations.
• Measuring progress is a critical part of monitoring the growth and performance of any organization.

It’s no secret that Canadians love hockey. And like many other kids, I grew up watching and playing the sport, which landed me a professional ice hockey career in the ‘80s. However, breaking the ice as a Black man in a predominantly white sport came with its own set of challenges and life lessons — ones that I’ve brought with me to the corporate world and my current role as partner at EY Canada.

I was born and raised in France to a French mother and a Cameroonian father and began my professional hockey career at age 16. Back then, diversity in sports was even rarer than it is today. But hockey teams understood the importance of looking beyond borders to scout diverse North American and European players to get the best of the best. By bringing my own unique background to the arena — playing for teams in Europe, the US and Canada — I witnessed firsthand the importance of diversity and its fundamental impact on increasing agility and inspiring youth from all races, genders, cultures and socioeconomic backgrounds to play the game.

Today, as EY Canada’s National Culture and DE&I Consulting Leader, my mission is to help businesses cultivate inclusive environments where individuals feel equipped and empowered and organizations can thrive. And as we reflect on Black History Month, I wanted to share a few important lessons I learned on the ice that businesses can apply every day to drive inclusivity and create environments that unleash the power in humans to achieve the extraordinary and encourage people to bring the very best to everything they do.

 Lesson #1: Real belonging starts with having a seat on the bench

My hockey career has given me a strong grounding in what it means to be a minority on a team — on both practical and emotional levels. To draw out an athlete’s full potential and help them reach the top of the podium, leaders must invest in creating spaces that are welcoming for all. This is especially true for minority players who face barriers that are invisible to others. Leaders need to proactively identify these barriers and provide players with the opportunities and tools to combat them. Giving players a seat on the bench is a positive step, but it doesn’t cut it – they need to be included in the game. Much like in recruitment, employees need to be provided with the tools beyond hiring to be successful. A strong sense of belonging is essential to building an environment where each team member can thrive and succeed.

 Lesson #2: Every successful team needs to be coached

The strength of an inclusive sports team is dependent on how inclusive players act under pressure and in critical situations. But this needs to be trickled down from the coach as their decisions will ultimately influence the team and players. Just like players, employees understand the culture from what their leaders say and do — and how the business is ultimately set up to get things done.

The coach’s mindset must be in the right place. To implement a truly inclusive culture, leaders must consider whether they have an inclusive mindset, recognize that their actions influence their team’s behaviours, and that employee performance determines overall business success. In short, the tone from the top is key and needs to be supported by enabling systems.

 Lesson #3: To know whether you’re ahead, keep an eye on the scoreboard

Coaches are accountable for course-correcting when things don’t go according to plan. When games are lost, or team morale is down, they must step in to evaluate the gaps and set new strategies. Whether it’s sourcing a player with speed, someone with quick hands or strengthening the defence, coaches are always identifying opportunities to improve. Similarly, business leaders shouldn’t settle. Measuring progress is a critical part of monitoring the growth and performance of any organization. Metrics such as employee and client retention and satisfaction provide information that can help identify gaps that need to be addressed. Progress tracking is also necessary for ensuring accountability and responsibility. To drive success, leaders have to consistently evaluate their teams, tap into broader talent pools, and ensure a welcoming and equitable environment that allows their people to fully unleash their potential and drive success.

It’s been many years since diversity, equity, and inclusion first appeared on the business agenda — but it’s now time to go further, faster - together. An inclusive culture is not a “nice to have,” it’s a business imperative. And harnessing the leadership potential of diverse talent is a solution all organizations must embrace to sustain long-term success in today’s global marketplace.

 What’s your advice for leaders looking to fuel performance through diversity, equity and inclusion? Learn how EY is committing to fight discrimination and social injustice here.