How Inclusive Governance Drives Organizational Success
In today's rapidly evolving global marketplace, diversity, equity, and inclusion (DEI) have emerged as critical components of effective governance and corporate strategy. Herman Bulls, Vice Chairman, Americas, at JLL—a global leader in real estate services—offers a compelling narrative on integrating DEI into the fabric of organizational culture and governance. Drawing from his extensive experience, Bulls provides actionable insights into how leaders can champion DEI initiatives that drive business success.
From Humble Beginnings to Corporate Leadership
Herman Bulls' journey is a testament to resilience, determination, and the transformative power of opportunity. Born the youngest of seven children in rural Alabama, Bulls faced significant challenges early in life, including the tragic loss of his father before his birth. His mother, a beacon of strength, earned her GED and became a licensed practical nurse, ensuring that six of her seven children graduated from college—a remarkable feat that underscores the value of education and perseverance.
Growing up during the civil rights movement, Bulls attended a high school in Alabama—a state then governed by segregationist policies. Despite the racial tensions of the era, he became the first Black student council president and the first Black starting quarterback at his school. These accomplishments not only broke racial barriers but also set the stage for his acceptance into the United States Military Academy at West Point.
At West Point, Bulls excelled academically and athletically, embracing the rigorous challenges of military education. His military career included attending the U.S. Army Ranger School, serving as a diversity recruiting officer in the admissions office at West Point, and various leadership roles both domestically and abroad. After 11.5 years of active duty, Bulls transitioned to the private sector, earning an MBA from Harvard Business School and eventually joining JLL.
The Business Imperative of Diversity, Equity, and Inclusion
Bulls emphasizes that DEI is not just a moral or social responsibility but a strategic business imperative. He points to demographic shifts indicating that by 2040 or 2045, the majority of the U.S. population will be people of color. Currently, individuals under the age of 19 are already majority non-white.
"Who is going to have the innovation to make your products? Who's going to sell them? And who's going to buy them?" Bulls asks. Ignoring these demographic trends can lead to a disconnect with the emerging market and talent pool, ultimately impacting a company's bottom line.
Recruitment Is Not Enough: The Importance of Retention
Bulls highlights a critical issue many organizations face: while they may succeed in recruiting diverse talent, they often struggle with retention. He notes that traditional commission-based roles in real estate can be particularly challenging for minorities and women, especially those who are first-generation college graduates.
To address this, JLL has implemented several initiatives:
- Guaranteed Salaries: For the first 18 to 24 months, JLL offers guaranteed salaries to minorities and women entering commission-based roles. This financial stability allows new hires to learn the industry without the immediate pressure of commission-based earnings.
- Loan Forgiveness Programs: Recognizing the burden of student loans, JLL assists employees by contributing to their loan repayments, making careers in real estate more accessible.
- Employee Resource Groups (ERGs): JLL supports ERGs for various affinity groups, including LGBTQ+ employees, women, Black professionals, and Hispanic employees. These groups provide networking opportunities, mentorship, and a platform to voice concerns and ideas directly to senior management.
- Partnerships with Historically Black Colleges and Universities (HBCUs)**: Bulls has been instrumental in establishing relationships with HBCUs, recruiting talent, and offering internships to students who might otherwise be overlooked by traditional recruitment strategies.
Creating a Culture of Belonging
Beyond policies and programs, Bulls underscores the importance of cultivating a culture where all employees feel a sense of belonging. He recounts an incident involving a young Caribbean woman who was advised to "tone down" her vibrant attire to conform to corporate norms. Such feedback can be demoralizing and stifle individuality.
"We shouldn't take away the individuality of individuals to make them conform to the masses," Bulls asserts. He believes that leadership should embrace diversity not just in demographics but also in thought, expression, and cultural backgrounds.
The Role of Leadership and Governance
Effective DEI initiatives start at the top. Bulls, serving on multiple boards, leverages his governance roles to advocate for DEI integration into corporate strategy. He stresses the importance of leaders being self-aware of their unconscious biases and creating environments where diverse perspectives are valued.
"Leadership is the ability to work with a group to accomplish a common goal," he states. By asking pointed questions rather than dictating actions, leaders can empower executives to think critically about DEI strategies and their implementation.
Personal Responsibility and Continuous Improvement
Bulls emphasizes the role of personal responsibility in advancing DEI. He encourages individuals at all levels to self-reflect and hold themselves accountable for contributing positively to their teams and organizations.
He shares a practice from his time as a diversity recruiting officer at West Point: urging students to look in the mirror each night and ask themselves if they gave their all that day. This simple act of self-assessment fosters a culture of continuous improvement and personal accountability.
Staying Informed and Curious
In an ever-changing business landscape, Bulls highlights the importance of staying informed and fostering a sense of curiosity. He begins each day by reading extensively—from major newspapers like The Wall Street Journal and The Washington Post to industry-specific publications. This habit keeps him abreast of global trends, governance issues, and emerging DEI developments.
He also participates in various organizations and boards, gaining insights from diverse industries such as hospitality, technology, energy, and nonprofit sectors. This broad perspective enables him to identify common challenges and innovative solutions applicable across different contexts.
Overcoming Unconscious Biases
Bulls calls on leaders and employees alike to acknowledge and address their unconscious biases. He suggests creating a "personal board of directors"—trusted individuals who can provide honest feedback and help one recognize blind spots.
By confronting these biases, organizations can make more equitable decisions, enhance team performance, and create a more inclusive workplace where everyone feels valued.
Charting the Course Forward
Herman Bulls' insights provide a roadmap for organizations seeking to embed DEI into their governance structures effectively. By viewing DEI as a business imperative, fostering a culture of belonging, and emphasizing personal responsibility, companies can navigate the complexities of today's diverse marketplace.
Bulls encapsulates this approach by stating, "We have to be willing to recognize our unconscious biases and think about the heritage of the people that you work for and work with." This mindset not only drives business success but also contributes to a more equitable and inclusive society.
Organizations that embrace these principles are better positioned to attract and retain top talent, innovate, and meet the needs of a diverse customer base. As demographic trends continue to evolve, the integration of DEI into governance is not just beneficial—it's essential for sustainable growth and competitiveness.
