Demonstrating a commitment to diversity, equity and inclusion (DE&I) is a necessity for any business. In a high profile, headline-grabbing world of sport, perhaps even more so.

Scandals like those we’ve seen play out publicly in cricket over the past few months only intensify the scrutiny that sport at all levels is under and make clear the need for DE&I to sit right at the heart of a sports organisation.

Talking a good game just isn’t enough. The moment DE&I is viewed simply as a communications issue, that organisation is getting it wrong.

Communications is important but without fully understanding and addressing the challenges an organisation faces, words are at best hollow and often do more harm than good. There must be a genuine desire for change from the top down. This desire and commitment provides a solid base to develop a long-term DE&I strategy that will ultimately improve an organisation’s reputation - but more importantly, will transform it for the better.

It’s only at this point that an organisation can deploy a communications plan that tells their story with both credibility and humility.

The cost of communicating without substance is high. When organisations make DE&I announcement that don’t ring true or seem like a publicity stunt, they can quickly be exposed - either by the media that is well-versed in outing hypocrisy or ‘PR fluff’, or by disgruntled fans, players and employees who are happy to lift the lid on the realities that exist within an organisation.

Importantly, this doesn’t mean the business has to be ‘perfect’ or even have all of the answers before it communicates publicly. In fact, this isn’t what people expect to hear. They’re looking for progress over perfection. This means communicating with authenticity, transparency, and acknowledging shortcomings, as well as mapping out clearly the read ahead.

Having a robust DE&I strategy in place first is so important. It provides an organisations with a concrete vision and intent and enables its leaders to clearly explain where progress has been made and where there’s still room for improvement. The responsibility then lies with those leaders to consistently hold themselves and their organisations to account - publicly. Doing so will demonstrate true commitment and provide the reputational equity that allows organisations to change course when something isn’t working or goes wrong.

Successfully communicating about a strategy and reflecting on when and why things might have gone wrong in the past requires a careful tone. It must strike a balance between conviction and humility and reinforce that there’s always more work that can be done on a company’s DE&I journey.

This doesn’t mean that small gains shouldn’t be talked about, as they show consistent steps in the right direction. But it’s about showing rather than telling. Always explain the good things that have been achieved and don’t be hamstrung by believing every target must be hit before any sort of DE&I story can be told. Don’t be afraid to show how small steps ladder up to the bigger picture.

Regular communications then become vital in reinforcing the depth of an organisation’s DE&I promise. Bombarding an audience with messages isn’t the right approach but ensuring key milestones and actions - and importantly their ongoing impact - are publicised back up an organisation’s ongoing commitment. That includes explaining when targets haven’t been met as well - offering an open and honest update on why a goal has been missed, where it went wrong, and what will be done differently in the future.

A final point to consider is one that is often missed by businesses across all sectors but is particularly relevant to the sports industry.

Don’t just develop a DE&I strategy that runs through the heart of the organisation and communicate about it purely because it’s progressive and the right thing to do.

Internal buy-in and external support is critical for success, so leaders must talk with passion about how this commitment to DE&I will benefit the club, the organisation and the sport as well.

Tell the whole story

The nuance that’s often missing from much of the conversation is the benefits of inclusivity for sports. Building a more diverse, equitable culture will create an environment that attracts new, brilliant talent and play a key part in bringing through the next generation of sport stars - taking the organisation or the sport itself to new heights. Those who can drive change will believe in it. They will know it is right, but they’ll also understand that the changes they implement will lead to sporting or business excellence as well - a hugely powerful combination in a sporting environment.

A sports organisation that builds reputation for doing the right thing will almost always receive support for driving its DE&I agenda. But once the strategy has been created, the real work starts. The impact of turning theory into action depends on clear and determined internal and external communications that will inspire both employees and fans to deliver on those commitments… and take the organisation to the next level.

About Weber Shandwick

Weber Shandwick is a leading global communications network and delivers next-generation solutions to brands, businesses and organisations in major markets around the world.

Led by world-class strategic and creative thinkers and activators, Weber Shandwick have won some of the most prestigious awards in the industry. Weber Shandwick was named to Ad Age’s Agency A-List in 2020 and Best Places to Work in 2019. Weber Shandwick was also honoured as PRovake’s Global Agency of the Decade in 2020 and PRWeek’s Global Agency of the Year in 2015, 2016, 2017 and 2018. The firm has earned more than 135 Lions at the Cannes Lions International Festival of Creativity.

Data-led communications, with earned ideas at the core, the agency deploys leading and emerging technologies to inform strategy, develop critical insights and heighten communications impact across sectors and speciality areas, including brand and B2B marketing, sports communications and marketing, healthcare marketing, change management, employee engagement, corporate reputation, crisis management, data and analytics, technology, public affairs, social impact and financial communications. Weber Shandwick is part of the Interpublic Group (NYSE: IPG).

For more information, visit www.webershandwick.co.uk