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Meaningful Diversity
By Susan J. Schutz, Sat Dec 10th
As you look around your workplace do you see a too comfortable“sameness” in the faces present? Are you able to make decisionsalmost too quickly because you’re all “on the same page?” Do youfind yourself doing things the same way and getting the same, oreven diminishing, results? Same, safe, easy, comfortable, nice,and good will never get you further down your road toinnovation, excitement, success or greatness than you are inthis moment. Explore how the dynamic tension of differences,properly harnessed with respect and shared purpose, enableorganizations to achieve new heights—and have fun making theclimb! In the room the other day, I caught a glimpse of amovie trailer on television. A father spoke very open-heartedlywith his son about his work as a fireman. He acknowledged thefear that welled up in him when he looked into a small, darkroom filled with life-threatening heat and flames, and describedthe instinct to run in the opposite direction. He had to pause in a safe hallway and assess the situation, thefather explained, consciously remember why he had chosen hiswork – and why he must go forward into the fire despite hisfear. Strange as it may sound, I find creating a culture ofinclusion to be a lot like this.
People differ in so many ways that wherever two or more aregathered “combustion,” in one form or another, is likely tofollow. Although they may be uncomfortable at times, thesedifferences are vital. Our challenge is to understand thissometimes fiery vitality and, despite discomfort or fear, make aconscious decision to move forward anyway. If we can do this,the invisible walls that divide people begin to burn away andthe benefits of their shared presence and participation canemerge. As H.E.B. grocery spokesperson Winell Herron, GroupVice-President for Public Affairs and Diversity, noted at arecent presentation before the Texas Diversity Council, U.S.businesses initially accepted cultural diversity initiativesbecause it was the legal thing to do, and only later because itwas the right thing to do. Now, as our language is shifting fromdiversity to inclusion, people are discovering that creatingenvironments where differences are actively sought out andeveryone is valued is also a smart thing to do. This grocerychain’s business case for embracing diversity has focused onincreasing innovation, attracting and retaining top talent,accessing a larger supplier base, retaining and expandingexisting markets, and increasing revenue. How do you motivate leaders and their teams to begin the longjourney toward a true culture of inclusion when they haven’teven glimpsed, much less experienced, what is possible? Again,this is like asking someone to leave what is safe, comfortableand known and walk into a fire – for no apparent reason. Thenthere are those who have been working to bring about change fora long time and are overwhelmed by the challenge and“underwhelmed” by the results. How do you help keep everyonemoving forward when they’re feeling weary and unrewarded? Hereare some tips to help you foster a culture of inclusion in yourworkplace: UNDERSTAND THAT CULTURE SHIFTS TAKE TIME. Working with people isan incredibly complex and rewarding task: the greater thepreparation, the higher the potential for big pay offs. Likegardening,
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creating a culture of inclusion is an organicprocess. You must plan what you want to grow, till the soil,provide water and fertilizer, select and plant a variety of“seeds,” and nurture them along. Storms will sweep through andyou’ll have to protect your seedlings, and do some replanting.And just like in gardening, the timetable and precise form thisnew culture takes will be beyond your control. Be patient andhave faith. BEGIN BY FOCUSING ON COMMONALITIES. Stabilize your currentenvironment by ensuring that everyone feels valued and is unitedin a shared purpose – when this is compelling enough,differences are transcended. Take this further by helping yourstaff see each other as human beings, rather than simply human“doings.” Create opportunities for people to talk and socializetogether beyond their work duties, around issues that apply to abroad range of people. Topics like parenting, providing care foran aging parent, coping with illness and death, and financialmanagement help people to realize that we’re all in this thingcalled life together. WORK WITH YOUR GROUP TO DEVELOP YOUR OWN “BUSINESS CASE.” Sayingthat a culture of inclusion is simply a good thing to do orpromising it will produce immediate business success will setthe initiative up for failure. Change requires energy, andgeneric statements won’t provide you with enough fuel for yourjourney. Create discussion forums. After talking about what youbelieve is possible, invite people to talk about their ideas,values, concerns and fears. Ask thought-provoking questions,such as: what might be possible if we didn’t put limits onpeople based on our own needs, perspectives, fears, and comfortzones? What do we need so everybody can thrive here? RE-EVALUATE EXISTING SYSTEMS AND BUILD NEW ONES. Once your staffunderstands the potential benefits to creating a culture ofinclusion -- increased staff morale and more innovation poweredby diverse perspectives to name but two -- you’re ready to enterthe fire. Use this as an opportunity to review processes in yourorganization, like hiring practices, sourcing your goods andmaterials, marketing, meeting management, mentoring, andcompensation. Leave no stone unturned. Just because that system,language, or set of decisions used to serve the organizationwell doesn’t mean it continues to do so. Then, figure out whatnew efforts are needed to get you where you want to go. Our work world has the capacity to close the gulfs that separatepeople – and demonstrate the great value of doing so. Creatingan inclusive culture requires first opening our own hearts andthen extending invitations to others to do the same. What we cancount on is that our minds will follow. By showing up as willingstudents and teachers for each other, our wisdom andproductivity increase exponentially. As business leaders, wemust continue to consciously enter the “fire.” The rest of theworld is counting on us. Learn more on this and other key management topics by visitingwww.highest-vison.com! About the author:Susan J. Schutz founded Highest Vision in 1999. Highest Visionservices – executive coaching, leadership development, and teambuilding -- reflect her conviction that professionals can beattentive to their “bottom lines” while also creating livesworth living and businesses that contribute to the good of all.For a free subscription to VantagePoint, Highest Vision’s freeE-zine, go to www.highest-vision.com.
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