Although the diversity of the higher education IT workforce is gradually improving, its current composition continues to be dominated by white, male, and older professionals. IT organizations that recognize the ways in which monocultural work environments stunt innovation, creativity, and effectiveness are at a clear advantage over those that fail to do so.1 Fortunately, our data suggest that the workforce itself is primed to embrace DEI. Higher education IT employees see DEI as a priority in the workplace for themselves, their colleagues, their leaders, and their institutions. They view DEI training and workshops as a valuable contribution to their professional growth and participate in those professional development opportunities, with or without managerial encouragement. As a result, their attitudes, beliefs, and behaviors about DEI-related topics are changed, at least in the short term. What is needed to transform the technology workforce culture in higher education is for leadership to make DEI an explicit organizational priority, create frequent and enduring DEI professional development opportunities for their employees, and build organizational practices that support DEI in every part of the day-to-day work of IT professionals. To facilitate those efforts, EDUCAUSE is poised to help the higher education technology community build the capabilities needed to engender DEI with an aim of realizing a more diverse community of higher education IT professionals.

• Offer DEI training programs to address unconscious bias or other diversity "blind spots" to better align employee perceptions of diversity with organizational realities. Track data related to underrepresented groups across ranks, and share these metrics with the workforce to raise awareness and promote accountability.
• Make DEI education a priority by dedicating time and space for employees to engage in training, and communicate the benefits of these programs. Offer employees multiple opportunities to attend, and plan workshops at various times to accommodate different schedules.
• Allow participation in training to be voluntary to decrease resistance and increase the receptiveness to the importance of DEI messages. IT leadership and managers can lead by example by participating in DEI training themselves and sharing widely the advantages of this professional development opportunity within and across units.
• Encourage and support DEI training as a continuing, ongoing pursuit. A one-time DEI workshop or training program is not a silver bullet. Combine training with additional initiatives that foster awareness of and sensitivity to issues of diversity, equity, and inclusion, and offer opportunities to develop skills in these areas to deepen the impact of the initiative. Pairing training with periodic assessment of the impact of DEI programs on staff attitudes and behaviors could help sustain these efforts.