The Next Chapter of DEI: Shifting the Focus Back to Inclusion

In 2022, Adcolor conducted a study taking a closer look at the state of the workplace, particularly when it comes to the retention of historically excluded communities in adland. While the study homed in on macro factors that impact inclusion and retention, it also shined a light on other issues. One is the importance of an organization's affirming diversity climate, which means the company has created an atmosphere where diversity is valued. This leads to a mutual appreciation for different cultures that shape the work environment. Enter this year’s five recipients of Adweek and Adcolor's 2023 Beacon Award. Jiah Choi (Wieden+Kennedy New York), Jason White (Wieden+Kennedy Portland), Darla Price (Ogilvy New York), Tesa Aragones (AKQA North America) and Jordan Muse (MullenLowe U.S., East), all presidents of their organizations, are receiving the honor this year for using their considerable platforms to change the status quo in the quest for diversity, equity and inclusion. Since 2020, agencies’ progress in DEI has waned. Out of 71 agencies, only 22 remain committed to their pledges of increasing Black leadership, according to advocacy group Three's a Crowd. The chief diversity officer role has been met with challenges, marketers of color are leaving the industry and, overall, diversity at the top continues to decline. These agency presidents are the relative “new kids on the block.” They’ve been in their roles for about a year or less but are already hitting the ground running. Their experiences in life and the industry differ. One is a graduate of the 4A’s Multicultural Advertising Intern Program (MAIP). Another is an industry legacy. There’s a first-generation Filipino from Detroit with 12 Nike product patents under her belt, a "boomerang" who returned to his agency after 10 years on the brand side and a Los Angeles-raised Korean American who never felt like “enough” in her cultural communities but has leveraged that to inspire others. Despite their different backgrounds, they go to work every day with the same mission: to be the change they want to see. Adweek spoke to this year’s Beacon Award winners to reflect on the journeys that have led them here, the importance of lifting as they rise and how the industry can change with more leaders of color at the top. Adweek: What are the learnings from your own lived experiences (inside and outside of the workplace) that you believe benefit you the most in your role as president? Jiah Choi: Growing up in LA as a Korean American kid, I often felt like I wasn’t “American enough” here and I wasn’t “Korean enough” when we visited family in Seoul. Growing up in this industry, I didn’t see a lot of people like me. So I know what that [lack of visibility] feels like, which allows me to be empathetic and understand the importance of diversity and representation. Jason White: I’ve worked in two places where the business model truly depended on bringing your whole self to work: Beats by Dre and W+K. These experiences have taught me the importance of company culture, the value of individuality and the transformational creative work that comes from human empowerment. Darla Price: I grew up in a neighborhood where seeing the KKK was not an anomaly. It’s allowed me to distinguish pure hate, which can’t be undone, from pure ignorance, which in some cases deserves a coaching moment toward progress. And because I’ve found myself in many settings where I had to stand up for myself, I tend to always want to also stand up for others. It is an honor to sit in this seat and not just make great work that can impact the world, but to also champion people and communities who need it, in an industry that often doesn’t see us. Tesa Aragones: As a first-generation Filipino from Detroit, I have a unique perspective, and I have developed a strong work ethic, adaptability and resilience. Another essential aspect of my life that significantly influences my leadership approach is the concept of my chosen family. Growing up in the States, we were far from our immediate family, but we were embraced by special individuals who took us in as their own. This profoundly impacted me and how I value the importance of cultivating strong relationships with colleagues, mentors and friends. This understanding underscores the value of community and collaboration in the workplace. A place where you are seen and heard. Jordan Muse: I had an incredible mentor in my father [Muse Cordero Chen co-founder Jo Muse], who dedicated his career to diversity and showed me how relationships and inclusivity fuel creativity. He was a natural-born leader who taught me, “when in doubt, do the work.” Growing up so close to this industry, my life and work experiences have prepared me to lead, but more importantly, they have taught me to take a people-first approach. If you take care of the input, the output will take care of itself. Hue’s State of Inequity 2023 report found that BIPOC talent is twice as likely to consider leaving their employers because of an emotional burden related to their race at work. What do agencies need to do to foster an environment of celebration versus tokenism? Choi: The more diverse, the better at every level, especially at the top. Recruitment is one thing, but training is equally—if not even more—important. Listen to your people. Prioritize having ERGs [employee resource groups] and really lean on them for guidance. As leaders, we have to ask them what they need and how we can help, and then commit to doing it. For example, we invest in passion projects that are separate from client work. Our Juneteenth film, The Queer Brick [project] and Portland’s Call It Covid film about anti-Asian sentiment in America came about because our people wanted to have a specific conversation in the world about what matters to them. It’s their point of view on a topic they feel strongly about. It’s this type of support that helps foster that feeling of celebration. White: If it weren’t for [Adcolor founder and president] Tiffany R. Warren, [industry legends] Sheldon Levy and Marc Strachan, I wouldn’t be here. I stand by the age-old statement, “If you can see it, you can be it.” When I started at Saatchi & Saatchi New York in 1999, there were very few leaders of color. (We miss you, Sheldon Levy.) But they empowered me and a few others to create a DEI platform. If you can’t show people leaders who look like them, then you have to mentor them to become those leaders. That commitment can’t waver during downtimes or layoffs or uncomfortable moments. That’s when you double down. When culture is a part of your business model, you have to lead in this area. Price: To truly support BIPOC talent, companies and agencies should focus on four things: One, accept that because the corporate bar set for [BIPOC talent] is higher, so is the tax for retention. Two, people of color have had to be great at many things, due to often being underestimated in the workplace. Embrace the chameleon talents, don’t limit [them]. Three, listen. Four, be the change you want to see. Muse: We need to put more people of color in leadership roles. Talent needs to see the example and feel empowered to show up authentically because they’re witnessing it at the highest levels. We also need to make space for uncomfortable conversations with our white partners and create a dialogue of understanding. We need to welcome our differences but focus on the shared goal, making sure we’re getting there together, no matter what it looks like. In the next several years, what needs to happen to advance DEI in the ad industry that's not happening now? How do you plan to play a role in driving that change? Choi: We need more diversity in leadership. The pool of diverse leaders in our industry is so small that most of us know each other. In our role [as president], we have the responsibility to prioritize this and commit to it. Don’t hope that people are successful—invest in making it happen. Training, support, all the things we know that’s needed. We still have work to do, but keeping true to the place Dan [Wieden] and David [Kennedy] built, I hope to do everything I can to support our people in pushing this agenda. The more diverse our talent is, the more perspectives we have, the more stories we can tell, the more impact we can have on culture. White: Look around. There are very few people of color at senior levels. We have to build the pipeline. That means retention, executive training and giving people the actual chair. Once they’re in the chair, we have to support them. Back in the day, [former Wieden+Kennedy president and chairman] Dave Luhr didn’t leave my side when he found out I was interviewing with Nike. He promoted me. When I told him I was having a hard time in Shanghai, he flew me to Portland to help me work through it. That's the difference between giving people chances and giving people opportunities. That’s how you grow executives who are already facing adversity because they are the only brown face in the room. Before they make a single decision, they are the “other.” They are alone. We need to start recognizing that and protecting them. Price: We have to shift from bottom-up approaches (entry-level and interns) to top-down approaches. We need more BIPOC talent in the most senior roles in the industry, and more BIPOC CEOs of major holding companies. That means I have to do my part by hiring and promoting great talent of color at the mid- to senior levels across the organizations that I’m a part of. Aragones: Twenty years from now, I see a profound shift toward equal media representation. In this future, diversity and inclusion will be embedded values, reflected in authentic and positive portrayals of people from all backgrounds. We must commit to tangible actions to advance diversity, equity and inclusion in the ad industry. This involves diverse hiring practices, transparent reporting and a shift toward meaningful inclusion, where all voices are valued. Muse: We know that the work has a better impact when the team creating it reflects culture. In 20 years, I envision agency teams as diverse as their audiences. With more perspectives behind the work, the output will be more representative, breaking down the barriers to equality and driving behavioral change. The work doesn’t stop once they’re in the door; inclusion efforts must be woven into every part of our business. Putting me in a leadership role to create change is step one in that mission. In terms of the work, we need to build inclusion into our creative process from start to finish—inclusive meaning the whole team is empowered to have a voice, create and speak up to impact the work. This story is part of the Advancing DEI special feature.

Leadership & Talent

The Next Chapter of DEI: Shifting the Focus Back to Inclusion

5 agency presidents, 1 industry that needs change to reflect today’s world

Luz Corona

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