In Part 1 of this series, we share our view of the current environment—one that is extremely polarized and one in which we are constantly bombarded with information, and often misinformation, that forms the basis of our opinions. We have become ruled by our emotions and “group think, not by
logic. We no longer utilize critical thinking to help us determine our own opinions on any topic, nor do we value the concept of constructive debate. As a result, we are unwilling to listen to or to engage in a conversation with anyone who may have a differing opinion from us.
This is resulting in organizations’ lack of success in their focus on corporate diversity. Diversity efforts have not successfully evolved to the point where an organization’s focus on diversity is not an objective for its own sake, but is recognized as a means to an end. For decades, a diverse and inclusive corporate culture has been shown to enhance employee engagement, innovation, profitability, and ultimately shareholder value. Despite these demonstrated benefits, corporations are still reticent to invest in achieving it. As we mentioned previously, we can point to any number of reasons:
- unrealistic expectations
- lack of patience in the journey
- lack of investment
- unauthentic intentions
- lack of moral support
- employee disengagement
Whatever the cause, there are strides that can be taken to inspire alternative thinking and action:
- You can demonstrate to organizations the business relevance of a diverse and inclusive culture.
- You can demonstrate the importance of providing all employees with the opportunity to rise to the fullness of their potential.
- You can penetrate the “icy middle” of the organization—the mid-level manager—with the understanding of the importance of creating an inclusive team for the overall success of the enterprise.
In our transformative workplace, the creation of an inclusive culture cannot be underestimated. Talented people are expecting an inclusive workplace and understand what it takes to collectively excel. We should expect our employees to look for evidence of inclusiveness in everything from how an organization recruits, to the fine print of its benefits package.
An inclusive culture is achieved by demonstrating basic, authentic leadership skills at all levels of the organization. Below are several actionable leadership practices to employ to focus an organization on
corporate diversity:
- Become an active listener: Spend time listening to what is working for employees, what could improve, and what is currently lacking. Listening can be done in several ways — facilitated workshops, one-on-one meetings, anonymous employee surveys, or crowd sourcing.
It’s important to be prepared to be comfortable with being uncomfortable. The goal of these sessions should be to get a clear, honest and transparent view of what is working in the organization and/or with the team, whether positive, indifferent or negative. Sessions should ensure that all are heard and prioritized, regardless of the employee’s length of service.
Most important, when listening, genuinely listen. Superficial listening is a sign that the listener is not truly understanding or empathizing with what is being shared.
- Form a plan: Post the listening session, determine how to tackle what you have heard. This step is crucial. If there is no deliberate follow up, employee engagement will decrease due to “all talk no action.”
Examples may include:
- If organization data shows people from certain demographics are not progressing or have a high attrition rate, investigate how to tackle that through dedicated sponsorship or mentorship programs. Review internal promotion processes to determine if these are working for everyone and make changes, if necessary.
- If the culture is supporting an environment of long working hours, discuss with senior leaders how to form an appropriate way of working which allows people to work flexibly and meet deadlines. Regular long working hours may be a sign of an understaffed project, and conversations will need to be had to ensure work is distributed fairly.
- If employees are sharing that they do not feel a sense of belonging, determine how you can help foster an environment of inclusion. Employee resource groups can help people come together, meet like-minded people and therefore, find their place in the work environment.
- Value all input: A sense of belonging is different for everyone. When prioritizing what to amplify or change, remember that everyone’s input is equally important, from the executive to the mid/junior-level. A truly inclusive, positive workplace culture will support both senior and junior employees, creating a sense of belonging for all.
- Establish two-way communication between leaders and all employees: To ensure the corporate culture is continually underpinned by embracing diversity and respectful behaviors a two-way line of communication must be open between leaders and all employees. This practice ensures that all employees are aware of their importance to the organization and results in enhanced employee engagement, decreased turnover and greater profitability. An inclusive culture is instrumental to the success and growth of an organization.
Creating and sustaining an inclusive corporate culture is not accomplished overnight. The process is more aptly compared to a journey. Every organization must traverse this journey at its own pace. A successful voyage starts with inspiring alternative thinking to evolve diversity efforts to the point where an organization focuses on diversity as an objective for its own sake, rather than simply as a means to an end.
