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But perhaps diversity and inclusion go beyond common and identifiable characteristics to include different perspectives and outlooks from individuals with similar backgrounds, and associations ought to look for ways to ensure everybody has the confidence to express such viewpoints. They could do this to create a more diverse industry, which in turn will impact the views on diversity and inclusion within the industries that associations represent. Some associations have broad diversity policies while others encompass cultural, tribal, and philosophical differences. It's encouraging to see association leadership putting deep thought into what diversity means. Leadership plays a key role in promoting diversity and inclusion, but with challenges relating to recruitment, how to advocate diversity and inclusion, and how to track the success of initiatives, there needs to be some agreement on how to address a lack of diversity. If leadership holds the keys to success regarding the promotion of inclusion, it's important to understand what associations are already doing to champion such an initiative. The study found that 86% of leadership demonstrates its commitment to diversity and inclusion by managing by example. Others demonstrate commitment by:

• Regularly including topics relating to diversity at meetings (53%)
• Empowering individuals (67%)
• Dedicating resources (60%)
• Recognizing diversity champions (39%)

Almost all associations and their leadership have incorporated diversity and inclusion into their core values and objectives, with some having them in their mission statement, but there remains a disconnect between the commitment and the actual development of a comprehensive, measurable strategy. Less than half of respondents reported that their association had a diversity strategy for leadership or hiring, and under 25% said a diversity strategy existed for recruiting, promoting, and onboarding. So how can associations cultivate a diverse and inclusive workforce? According to the respondents, the main challenges to creating a diverse workforce include finding qualified applicants (54%) and identifying diverse candidates with equal or greater experience and skills than non-diverse candidates (38%). The rest is accounted for by having an apparently non-diverse work culture (29%), and encouraging the best talent to accept an offer in a competitive job market (23%). However, research demonstrates that these challenges are not insurmountable. First, associations must cultivate talent from all areas of their organization and avoid sticking to the hierarchal structure based on current position alone. For example, chapter volunteers with strong leadership skills could make insightful board members, and account managers could offer suggestions regarding how to improve relevance to association members. The survey data and collective responses suggest that associations could create a more diverse workforce by:

• Developing job descriptions and position specifications with diversity and inclusion in mind. Avoid restrictive communication styles and unintentional bias, and connect desired experience and skills with diverse candidates.
• Consider an outreach strategy that results in a more diverse candidate pool.
• Addressing and minimizing bias in the interview process and ensuring interviewees take a proactive stance on diversity and inclusion.
• Avoid making assumptions during the onboarding process which could exclude people or make them feel uncomfortable.
• Prepare staff from everywhere in the workforce hierarchy for career advancement, identifying where diversity lacks in the hierarchal structure.

In essence, associations could benefit from widening their focus and refraining from assuming that individuals only make worthy candidates if they currently work in a related position or an association. Skills are transferable, industries can be learned, and a diverse workforce creates new opportunities.