8 questions for Maysa Akbar on equity, leadership, and racism

APA and psychology have made transformative strides in equity, diversity, and inclusion (EDI) over the past 3 years under the direction of Chief Diversity Officer Maysa Akbar, PhD. Akbar, a board-certified clinical psychologist also serving as APA’s chief of public interest, has led the establishment of APA’s EDI Framework that guides how equity, diversity, and inclusion are embedded throughout all aspects of APA’s work.

She also spearheaded APA’s 2021 historic apology to people of color for promoting, perpetuating, and failing to challenge racism and racial discrimination in psychology, a move that sparked global dialogue about change, inspired other organizations and professions to reflect on their harms, and much more. Through her leadership and in direct response to voices who sought more than an apology, APA seeded the Racial Equity Fund to advance equity research and leadership in psychology.

Akbar first immersed herself in this work by having deep conversations with psychologists of color across the United States, many of whom expressed mistrust in APA and doubt about potential progress or change in psychology. She knew then that she had a long road ahead.

“To achieve equity, diversity, and inclusion requires grit and perseverance,” said Akbar. “Doing this work is both inspiring and emotional; it is hard work and heart work.” She says a highlight of her tenure has been hearing APA’s Offer of Apology to the First Peoples in the United States given at the 2023 Society of Indian Psychology conference. It was the first time, she says, that she witnessed the type of healing that you can only experience from the power of a true and authentic apology.

“I was filled with emotions as I heard one testimony after another, and my eyes welled up with tears each time an Indigenous psychologist stood up, released their pain, and the pain of their ancestors,” she said. “It is in those moments that I am reminded of why I am devoted to this work and why we can’t give up. Change will come.”

The Monitor asked Akbar about the challenges of EDI work, what keeps her motivated, what advice she has for EDI advocates amid resistance, and what new challenges lie ahead.

EDI work is difficult and demanding, particularly during periods of heightened criticism, resistance, and backlash. How do you stay motivated while maintaining resilience and prioritizing self-care?

I often find myself inspired by the momentum we are building toward systemic change. It shows me that we are moving the needle, and that is very rewarding. The progress we have achieved in various areas, from race relations to disability inclusion, gender equity, and LGBTQ+ rights, has been significant. Yet, there are moments when progress seems to stall, or even regress, especially in the face of current anti-EDI legislation. We are witnessing setbacks in antidiscrimination, corporate leadership, education—and even landmark legal rulings for women’s rights like Roe v. Wade—being challenged.

I view these obstacles as opportunities for recalibration. EDI work is dynamic and shaped by national and global events. Rather than feeling discouraged, I see it as a call to action. Leaders and critical thinkers must embrace the idea that this work is not linear. There is no end point; it’s about continuously evolving and advocating for change.

I have been called resilient for most of my life but have learned to resist embracing resilience as an identity, personally and professionally. That’s because, inherent in its definition, resilience makes the person who is oppressed responsible for overcoming circumstances that in most cases they did not create. Being resilient positions me to overcome barriers, rather than those who are responsible assuming ownership for clearing the path and leveling the playing field. Instead, I see myself as a thought leader and change agent, shaping the narrative and driving progress forward.

Given the gravity of this work, prioritizing self-care is paramount. I nurture my well-being by actively decluttering my mind, compartmentalizing the weight of EDI challenges so I can be fully present in moments of joy. It is a practice of putting challenges on a shelf when necessary and revisiting them when I’m prepared. Fostering connections with other EDI practitioners also provides a sense of community—learning from each other’s struggles can be profoundly healing.

What is your advice to others on the front lines of this work? And how can EDI advocates help foster a sense of community and support among colleagues?

This work demands a significant amount of grit, which embodies both passion and perseverance. Embracing grit means recognizing the inherent ebb and flow of this work. As EDI practitioners, we wear many hats, seamlessly transitioning among roles as activists, advocates, listeners, leaders, strategists, nurturers, and healers. It’s comparable to what leadership coach Marshall Goldsmith emphasizes: The strategies that brought us to this point may not necessarily propel us to the next.

To navigate this dynamic landscape people must first reframe challenges as opportunities for growth and learning. Rather than viewing them as threats, consider what valuable lessons can be gleaned from each obstacle. Second, refrain from discouragement and negative thinking, which can impede progress. Instead, focus on recalibrating and adapting your approach in the face of adversity. And third, recognize that we thrive when in community with one another. Surround yourself with fellow EDI practitioners who share your passion and energy because engaging in EDI work can feel incredibly isolating. A path toward progress cannot be forged alone. Even when organizations acknowledge EDI work, it can feel like an add-on despite extensive psychological research showing EDI initiatives significantly enhance employee well-being and organizational performance.

Connecting with a community offers invaluable insights into both the challenges and the triumphs experienced by others in the field.

Seeking out champions and allies within organizational leadership is also important. Building alliances ensures that EDI efforts are not only acknowledged but actively championed, driving meaningful change from the top down.

There’s often fear and hesitancy surrounding equity conversations among those with little training or experience. Why is it important for people to move past that fear to become partners in this work, and how can they do that?

Misinformation and disinformation influence biased decision-making. This fear of being misled becomes particularly pronounced in a society driven by capitalism, where the metaphorical “pie of life” symbolizes one’s opportunities. Investing time and energy into EDI initiatives can feel like relinquishing slices of this pie, sparking anxiety about economic shifts and a changing power dynamic.

The concept of equity itself challenges the status quo, advocating for a redistribution of power to create a fairer society. But effective EDI work requires more than good intentions; it demands a thorough understanding of the issues at hand. While this work is deeply personal and emotionally taxing, decisions cannot rely solely on sentiment. They must be informed by emerging science demonstrating the societal benefits of diversity and the organizational advantages of equity.

Progress in EDI has often faced backlash like the type we’re seeing right now. From the early days of civil rights and affirmative action to the recent surge in EDI awareness following events like George Floyd’s murder, each advancement has been met with resistance. Even efforts such as supplier diversity, aimed at creating access for minority-owned businesses, have come under scrutiny. It is crucial to continue advocating for the importance of EDI, recognizing the persistent need for progress.

Furthermore, there’s a pressing need for comprehensive training in this field. Simply having passion or belonging to a historically marginalized group is not a sufficient qualification. Organizations like APA are establishing standards of practice and investing in education and professional development to ensure EDI practitioners are equipped with the skills necessary to do this work well.

Can you talk about what role allyship and collaboration play in sustaining momentum and enthusiasm for EDI work? What’s the role of psychologists here?

The support of allies is vital. Allies recognize that EDI is fundamental for those who have been historically marginalized. Empathy and compassion play critical roles in bridging gaps in access and representation. These conversations, whether conducted one-on-one or in small teams, lay the groundwork for change. Allies help build momentum and often broker sustained progress over time.

Psychologists are uniquely positioned to lead in this arena, drawing on our expertise in human behavior and neuroscience. Armed with a deep understanding of the underlying mechanisms influencing decision-making, psychologists can navigate the complexities of policy creation and conflict resolution. We offer multidimensional perspectives essential for creating a world that upholds human rights, dignity, and fairness for all.

Where is more research needed that could support the work of equity professionals?

We need standards of practice for EDI—a realm where further research is crucial to bolster the efforts of equity practitioners. Our approaches to this work vary widely due to the absence of a unified definition and clear guidelines for achieving EDI goals. Establishing an industry standard would provide a foundation for training. Some psychologists, with decades of experience and a wealth of professional and lived expertise, already excel in this domain. But without a formal curriculum, aspiring students often enter the field from various backgrounds, adapting their existing professional standards to incorporate EDI principles. Imagine a scenario where we flip this paradigm, beginning with EDI as the foundational lens.

There’s also a pressing need to expand the dissemination of research findings. Research often remains confined to academic circles and fails to impact everyday practices. We must bridge this gap, ensuring that research is accessible and clear for the broader public.

What do equity leaders need to be thinking about in terms of a succession plan, or preparing the next generation to pick up the baton?

We’ve notably fallen short in succession planning. Often, we’re deeply entrenched in our current roles within organizations or communities but neglect to consider the next generation who will carry the torch after us. We must shift our focus toward preparing and empowering successors. From the moment we step into any organization, we should be mindful about identifying and nurturing individuals who will continue our work.

I frequently encounter students and early career psychologists at keynotes and conferences who are eager to emulate my path. This points to the importance of identifying and cultivating individuals who are inspired by our work and have the energy, skill set, and innovative thinking to advance it.

Our goals should extend beyond our tenure, ensuring that equity work continues to thrive long after we’ve moved on. Adopt a forward-thinking mindset and consider how you can lay the groundwork for EDI to endure and evolve.

Looking to this next generation often inspires me to never give up—to continually strive to make a difference. As I observe new leadership emerging in the EDI space, I am encouraged by those who are willing to carry the torch forward, with innovative ideas, unyielding passion, and individual style and flair.

Where else do you find inspiration or encouragement when you need it?

Reflecting on the sacrifices of my ancestors keeps me highly motivated, reminding me of the immense privilege I have to be driving change and resisting the idea of mediocrity. It took tremendous courage for those who paved the way before me to thrive in White spaces, fight for women’s right to vote, and advocate for the recognition of same-sex marriages.

I am deeply indebted to the giants whose shoulders I stand upon, individuals who shared the same aspirations for a brighter future and believed in the possibility of building a more equitable society. Recently, I visited West Africa. As I headed to the Cape Coast and toured the former slave trade post, I stood in front of the Door of No Return in Cape Coast Castle in Elmina, Ghana. I became overwhelmed by the magnitude of what my ancestors endured—leaving behind their families, children, and homes with no hope of returning. Their strength fills me with a sense of purpose and determination. I affirm that their sacrifices have afforded me the freedoms I enjoy today.

Where does equity work go from here?

This is a pivotal moment to recalibrate rather than merely react to the myriad challenges we’re facing. We must leverage the current climate as an opportunity for introspection and strategic planning. One crucial starting point is the language we use. While EDI language often faces scrutiny, the core passion driving our work remains unwavering.

Consider this analogy: If we were to repackage a book with a new cover, the essence of its contents would remain unchanged. Similarly, we shouldn’t be disheartened by criticisms; instead, let’s view them as opportunities for growth and understanding. It’s important to pause, reflect, and understand the underlying fears driving opposition. Certain initiatives need to be temporarily shelved, not discontinued, allowing us to revisit them with fresh perspectives once tensions ease.

Within the expansive scope of EDI, redirecting our focus toward areas under less scrutiny—and often overlooked—such as disability inclusion, can be particularly impactful. If we were to take this moment as an opportunity to collectively extend support to the disability community, imagine the type of impact this would have. I can’t say it enough: Let’s embrace challenges as opportunities to deepen our commitment to inclusive practices and amplify our impact where it’s needed most.