Why do equity initiatives so often stall despite our best intentions? In a Season 1 conversation on my podcast, Coaching in Higher Education, I sat down with Dr. Joel Pérez to explore this very dilemma. Joel is the author of 𝘋𝘦a𝘳 𝘞𝘩𝘪𝘵𝘦 𝘓𝘦𝘢𝘥𝘦𝘳: 𝘏𝘰𝘸 𝘵𝘰 𝘈𝘤𝘩𝘪𝘦𝘷𝘦 𝘖𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘌𝘹𝘤𝘦𝘭𝘭𝘦𝘯𝘤𝘦 𝘵𝘩𝘳𝘰𝘶𝘨𝘩 𝘊𝘶𝘭𝘵𝘶𝘳𝘢𝘭 𝘏𝘶𝘮𝘪𝘭𝘪𝘵𝘺 and an experienced professional coach who has navigated the climb from hall director to vice president. Our talk went far beyond the typical checklists for diversity and explored what it really takes to move an institution from compliance to a genuine sense of belonging.
Dropping the Sledgehammer
The angle I want to propose is that we often view equity as a sledgehammer intended to break a system. But, as Joel pointed out, meaningful change happens incrementally through a posture of cultural humility. I believe this is where an academic professional’s identity often gets in the way. Faculty are trained to be experts in a highly hierarchical and often inequitable system, which can make them prickly when asked to look in the proverbial mirror, practice self-critique, and interrogate deeply ingrained cultural mores. At the same time, many members of the academy treat our institutions like machines that need a new part, forgetting they are complex adaptive human ecosystems that require a nuanced approach.
The Privilege Conundrum
To this end, Joel drew a powerful distinction between earned and unearned privilege. As a coach, I find this framing essential for organizational development and an angle worthy of exploration with clients under the right circumstances. Yes, we earn our degrees, titles, and – in the case of faculty – tenure through hard work. However, we also carry unearned privileges based on our citizenship, gender, or race. Instead of using these labels to accuse or shame, Joel suggests we acknowledge them as sources of strength to redress power imbalances.
This resonated with me deeply because it also requires being a servant leader who leverages their unearned blessings to clear the path for others.
Remaining Curious
To get there, one of the most impactful strategies we discussed is the posture of curiosity. As Joel stressed, this is not “predatory curiosity” that seeks to trap someone or seek a specific outcome. It is a genuine desire to understand another person’s story.
I have come to understand that in a world – both inside and outside higher education – where demographics are shifting rapidly, leaders must be nimble and ask themselves what biases they need to check before they even enter a room.
This approach also helps to create the psychological safety and sense of belonging required for a team to thrive.
For coaches and administrators serving higher education, the lesson is clear: we must help our clients – and here, burgeoning faculty leaders, in particular – let go of the certainty (and safety net) of their expertise. According to Joel, this allows clients to create an environment where those they interact with feel they are the most important person at that moment. When a leader models this kind of vulnerability, it sends ripples of impact throughout the entire institution, moving us toward a more equitable future.
You can find this and all other Coaching in Higher Education podcast episodes on:
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Are you ready to shift your leadership mindset and nudge your organization toward excellence? I invite you to explore my professional coaching and advisory services. Together, we can imagine a future for your campus that is grounded in trust, humility, and transformative change.
Frequently Asked Questions: Cultural Humility and Equity in Higher Education
What does “cultural humility” look like when applied to higher education leadership?
Cultural humility is a process of self-reflection where leaders recognize their own biases and power differentials, rather than thinking they have all the answers. It does not take a checklist approach to diversity but rather asks academic professionals to constantly question their assumptions and remain open to learning from others.
Why does Dr Jansa compare traditional equity methods to a sledgehammer?
Many institutions try to force equity through sudden top-down mandates and treat complex human systems like machines that need a quick fix, he says. Rather than instant compliance-driven overhauls, real, lasting change comes through humility and slow, incremental changes in mindset.
What is the difference between unearned and earned privilege?
Earned privilege is the privilege of effort, earned degrees, earned titles, earned tenure. Unearned privilege is the privilege associated with things like citizenship, gender, or race. The point isn’t to feel guilty, but to see these advantages as tools leaders can use to help restore the power balance for others.
What is ” predatory curiosity ” , and how is it different from real curiosity ?
Predatory curiosity is asking questions to trap someone or lead them to a foregone conclusion. Real curiosity, in contrast, is a sincere desire to understand the other person’s experience and story, with no agenda. This builds trust and psychological safety on a team.
How can academic leaders create a stronger sense of belonging on campus?
By self-critiquing, challenging their own biases before they walk into a room and modeling vulnerability, not just relying on their expertise. When leaders no longer have to look like they’re sure, it opens space for others to feel valued, safe and truly part of the institution.