![Deat LaCour, BlueHalo](https://washingtonexec.com/wp-content/uploads/2023/12/Screen-Shot-2023-12-04-at-8.14.35-AM.png)
Deat LaCour, director of diversity, equity and inclusion at BlueHalo, has been appointed chair of WashingtonExec’s DE&I Council for 2024-2025.
LaCour has over 24 years of experience in DE&I program design and development. At BlueHalo, he supports mission-critical strategies that bring knowledge and leadership to the company to build an inclusive workplace culture for today and the future.
During his career, LaCour implemented programs to strengthen a new industrial organizational psychology research initiative for the U.S. Secret Service. Today, he’s helping BlueHalo develop similar initiatives while working with the operations and HR organizations to identify areas for improvement, and on the company’s talent acquisition efforts to attract new talent.
As chair of the council, LaCour will lead conversations on DE&I leadership in GovCon, hybrid and remote workplace cultures, challenges in the DE&I sphere and more. Below, he also shares a bit about his professional experience in the DE&I field, what it means to be council chair and the value of connecting industry executives with government officials.
Based on your extensive experience, what are some of the focus areas/hot topics you want to discuss with the council this year?
DEI professionals and leaders are often also formal and informal learning officers for the organizations. However, the area of “dark data” for many of us may rest in the lived experience of DEI leaders that had their program or office closed due to external pressures. I would like to support the council in mining this source of lived knowledge for the benefit of our members and he companies in which we work to make a difference.
Another hot topic may be DEI and its challenges and opportunities in hybrid and remote workplace cultures.
A third are of interest may lie in the conversation about the “graying of our DE&I leaders.” Specifically, demographic transitions come to every profession, as existing DE&I leaders see their workplaces shift toward retirement or career transitions, who will replace and fill the role of today’s DEI leads?
How will your personal and career experience and expertise within the DE&I community help lead the council in discussions on trending DE&I-related topics?
My hope is to “hold the space” for members of the council in support of their specific interests and needs. I can see doing a lot of “listening” and “listening” some more to hear what the council finds as attractors for their time and energy.
What does it mean for you to be chair of this council?
For me, the chairperson of the council conveys the responsibility to continue the work of my predecessors in feeding and watering the interest of a vibrant community of thinkers and change sponsors. This is no small task. This honor means that I get the opportunity to serve, support and when possible, share amongst my peers. It is a rare opportunity in my view.
Do you feel there is great value in connecting industry executives with government officials to discuss topics facing the DE&I community? If so, why?
These collaborative and collegial interactions are the cornerstone for addressing the pressing challenges within the DE&I sphere. More importantly, they lay the groundwork for enduring progress, fostering an ethos of mutual respect and collective action across the public and private sectors.
Do you have any unique plans yet for the council?
Rather than beginning with a set of “way too early” plans, I would like to work to build the sense of community, value and affinity that exists within the council at the interpersonal level and at the intergroup level. I believe in the axiom, R > than I or T. This equation stands for Relationship is greater than issue or task. With strong relationships, the council will have the capacity and agility to meet the needs of its members and stakeholders.
I am wondering about and considering the value in inviting speakers and presenters with a diverse slate of subject matter expertise. This could include social psychology, the field of organizational development, applied behavioral science and workplace culture advocates.
A few topics that I have in my notes for consideration as learning or virtual learning events include:
- Understanding covert processes in organizational dynamics
- Operationalizing neurodiversity
- Shifting the “inclusion illusion” in the workplace
- Experiential learning for executive education in DE&I
What do you hope to accomplish as chair of this council, and what do you hope councilmembers get out of your leadership?
In our roles as industry stewards, when we engage in dialogue with each other, we have the unique opportunity to increase our insights and fortify our skills sets. The phrase that comes to mind, “Iron sharpens iron.” I hope to achieve a continuation in the councils exchanges of ideas, insights, wisdom and best practices as it can inform and even mold critical thinking and our next best wise decision in our respective organizations.
I hope council members get from my time as chair a recharge when their energy reserves are low, a sense of connection when the work for DE&I leaves them with a feeling of being the “only,” and a sense of appreciation for giving their time and commitment to engaging with each other.