Action-focused and collaborative, Dr. Rebecca Baumgartner brings almost 20 years of experience in leadership, operations, human resources, and diversity, equity, inclusion, and belonging. From her role as a change agent to her ability to engage and develop team members, Rebecca works with businesses, leaders, and teams to leverage people resources to achieve business outcomes. Baumgartner is a Certified Diversity Executive, ICF Certified Executive Coach, and serves on the board of several non-profit organizations. Most importantly, Baumgartner is the mother of two amazing sons. She lives with her boys, her husband, and their dog, Charlie, in Kansas City, MO.
Recently, in an exclusive interview with CXO Outlook Magazine, Dr. Baumgartner shared her professional trajectory, insights on the significance of diversity and inclusion, the secret mantra behind her success, personal productivity tip, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Dr. Baumgartner. Please tell us about your background and areas of expertise.
I started my career in training and development, really excelling in leadership development programs. So many times, I have seen individuals promoted into leadership because they were really good at their jobs and they failed because they were never given development on how to lead people. The higher you go, the more you need to focus on people and relationships and less on managing tasks. I became heavily involved in DEI work when I started working at law firms. It had always been a piece of my work, but I was grateful that it became the sole focus. Creating inclusive workplaces providing opportunities for everyone to succeed took my career to another level. Currently, I would classify myself as a Human Resources executive and DEI Leader. I am also an ACC Certified Coach that focuses on career development and leadership.
What do you love the most about your current role?
Although I enjoyed my time at large law firms, it was challenging to feel truly connected to the staff and communities I served. The office I worked from was small, limiting my ability to engage with and invest in the local community. In my current role at the Greater Kansas City Chamber of Commerce, I’m at the heart of the city, and it’s been incredibly fulfilling. I love being able to support and develop initiatives that directly impact this incredible city I call home. We’re working on exciting projects, such as creating pathways for small and minority-owned businesses to access capital and funding, partnering with local organizations and city government to make Kansas City a “Welcoming City” for immigrants and refugees, and helping businesses strengthen their internal DEI efforts through data-driven programs.
What do diversity and inclusion mean to you and why are they important? What strategies have you found most effective in creating a culture of inclusion and belonging within an organization?
Diversity and inclusion are not just buzzwords; they are vital components of any thriving organization. When we bring together people from different backgrounds, with varied experiences and perspectives, we create fertile ground for innovation. Diverse teams can approach challenges in unique ways, leading to more creative solutions, better decision-making, and, ultimately, better products and services. It also is a key factor in employee engagement and retention. When people feel seen and heard, they are more likely to be committed to their work and stay with the organization long-term, reducing turnover, and fostering a positive workplace culture.
Employee Resource Groups are a great way to not only engage people from all backgrounds, but to give them a voice in what would make the workplace work for them. I am also a big believer in institutionalizing DEI initiatives through values-driven efforts, leadership development on psychological safety, and regularly updating workplace policies that promote equal opportunity for all employees.
How do D&I efforts relate to mental health and wellness initiatives?
A sense of belonging is crucial for mental and emotional wellness, as it reduces stress and anxiety associated with feeling excluded or othered. Different groups may face unique mental health challenges due to factors like discrimination, microaggressions, or cultural stigmas. By acknowledging these challenges, we can create targeted support systems that address the specific needs of our diverse workforce.
A truly inclusive workplace encourages open dialogue about mental health. When employees see that the organization values diversity in all its forms, including diverse mental health experiences, they’re more likely to seek help when they need it. Psychological safety is a key aspect of both mental health and an inclusive culture. When employees feel safe expressing themselves without fear of judgment or retribution, it leads to better mental well-being and fosters a more innovative and collaborative workplace.
Can you describe a time when you faced resistance while implementing DEI initiatives, and how did you overcome it?
While diversity and inclusion (D&I) work is important on its own merits, there’s always a need to address the business case. Whether it involves financial investment, staff resources, or brand involvement, it’s crucial to show business leaders the potential return on investment.
When I worked at a law firm, a new certification called The Mansfield Rule was introduced. This data-driven program required firms to track and submit demographic information, among other metrics. However, our leadership was initially reluctant to collect and share this data with an external organization.
To address this, we developed a strong business case for our participation. We highlighted similar-sized and competitor firms already involved, listed clients who inquired about our participation, and noted two clients who stated they would take their business elsewhere if we didn’t join within a year. We also outlined the potential benefits, including recognition, increased visibility, and enhanced diversity outcomes. Although it took two years to convince our board, with the help of internal allies advocating for the cause, we ultimately joined the program and achieved certification in our first year.
What qualities constitute a good leader and why is it important to have diverse leadership?
For me, there are really only two competencies that can make or break a leader: empathy and emotional intelligence. They directly impact a leader’s ability to effectively manage themselves, their relationships, and their teams. Being skilled in these areas allows you to create trust and connection, communicate more effectively, manage conflict, respond to change quickly, inspire others, and foster inclusivity.
By having diversity in your leadership ranks, you get the benefit of different backgrounds to provide different types of support to your teams. Studies have repeatedly shown that if employees don’t see someone like them in leadership, they are less likely to stay with a company. Being intentional about having diversity in leadership helps employees see a future for themselves at your organization, increasing engagement and reducing turnover.
You were recently recognized as one of The Top 50 Women Leaders of Missouri for 2024. Our readers would love to know the secret mantra behind your success.
I really struggle from inner chatter. It’s a side effect of imposter syndrome! I actually have sticky notes on my monitors at work to remind me not to believe the negative voices in my head. They say “Not everyone is going to like you, and that’s okay” and “Stop staying small. Take up your space.” These help me get past my comfort zone when I start to question myself. They remind me that nothing great happens in a vacuum, that I can do big, hard things.
In what ways do you ensure that your DEI initiatives are sustainable?
Ensuring that DEI initiatives are sustainable requires a strategic, long-term approach that integrates DEI into every corner of the organization. DEI initiatives are not standalone efforts, but aligned with the organization’s mission, objectives, and strategy. Gaining senior leadership buy-in is critical to set the tone and lead by example. Leaders need to be held accountable through measurable goals and performance indicators related to DEI. Your policies and processes, from recruitment and hiring to performance evaluations and promotions, should ensure that equity is a consistent standard in all aspects of your operation. Creating continuous learning at all levels of the organization, not just once a year, can help equip staff with the tools to apply DEI in their daily work.
A comprehensive approach that also includes measuring data, open dialogue, and collaboration ensures that DEI is not just a temporary focus but a permanent, positive force driving your organization forward.
What’s a productivity tip you swear by?
I use a weekly desk calendar that I rely on regularly. At the end of each week, I review the upcoming one, noting my scheduled meetings and identifying any preparation needed. I also list my priority tasks, acknowledging that these may shift as the week progresses, along with any ongoing large projects. From there, I create time blocks based on the type of work I need to focus on.
Where do you see yourself in the next 5 years?
I see myself doing much the same as I am doing now. Participating in impactful work that utilizes my HR, Leadership Coaching, and DEI skillsets.
What is your top tip for businesses wanting to create a more inclusive culture?
The first step to any DEI or employee engagement work is to do an assessment. There is a great study by Russel Reynolds that shows a huge disconnect between how leaders feel about inclusion in their organization and what their staff feel. Leaders always overestimate the impact of inclusion and engagement initiatives.
My advice would be to start by understanding how your employees feel about the current culture and what changes they believe would make it better. Involving staff in the process from the start and actively listening to their feedback sets the foundation for success. It’s as simple as asking your team how they want to be treated and collaborating with them to improve the culture. Remember to check in regularly on how the initiatives are working and make adjustments as needed. You can’t just implement changes and walk away—this is an ongoing process, as people, society, and needs constantly evolve.