Minority Hiring & Inclusive Leadership

I’ve always believed that a diverse team is not just the right thing to pursue—it is a strategic imperative. Throughout my career, I have made inclusive hiring a central pillar of leadership, because I know that institutions are stronger when they reflect the breadth of experience, background, and perspective of their students, communities, and stakeholders.
From my vantage point, inclusive hiring begins with intention. In every search I lead—whether for athletics administrators, coaches, business operations, or advancement staff—I ask myself: Who is missing from the table? Which voices are not yet represented? What experiences are we overlooking? True diversity does not occur by accident. It is built when leadership consciously expands the search, elevates under-represented candidates, and ensures the process is equitable.
At the University of the Incarnate Word, I worked to bring together a staff that included individuals with minority backgrounds and diverse viewpoints, understanding that those differences propel innovation, creativity, and institutional growth. As I stated then: “The diversity of our staff has allowed all aspects to flourish; this is what I set out to do.” CollegeAD
Inclusive hiring also demands rigorous systems and accountability. It’s not enough to hire, we must retain, develop, and promote. We must build cultures where minority professionals feel empowered, valued, and prepared to lead. I have structured mentorship programs, leadership development opportunities, and review processes that elevate historically under-represented staff into roles of responsibility.
Further, inclusive hiring must be mission-aligned. When I recruit coaches and senior staff, I prioritize those who understand the power of representation, who value equity of opportunity, and who commit to student-athlete success across every dimension. Hiring for cultural competency is as important as hiring for technical excellence.
In institutions where athletics, operations, advancement, and academics are integrated, inclusive leadership leads to deeper community trust, stronger donor alignment, and better student outcomes. I have seen how diverse leadership teams connect more authentically with students from a range of backgrounds, and how that translates into improved campus engagement and success.
To institutionalize inclusive hiring, I recommend three key practices:

• Expand the candidate pool by reaching out to professional networks, historically Black colleges & universities (HBCUs), minority professional associations, and affinity organizations.

• Structure the process so every search includes a diversity component, designated minority-candidate evaluation, and explicit equity goals.

• Track outcomes by measuring not only hires, but promotion rates, retention of diverse staff, and inclusion in decision-making.
  In higher education today, the institutions that will thrive are those that harness the full spectrum of talent. Inclusive hiring is not just a moral mandate—it is a strategic advantage. I remain committed to leading institutions through inclusive hiring practices that reflect our student body, elevate our leadership, and strengthen our mission.

  Further Reading

  • Leadership Through Personal Accountability
  https://www.dr-brian-wickstrom.com/leadership-through-personal-accountability

  • Ethical Leadership & Organizational Trust
  https://www.dr-brian-wickstrom.com/ethical-leadership-accountability

  • Executive Leadership Philosophy
  https://www.dr-brian-wickstrom.com/executive-leadership-philosophy