When the right thing to do is the only thing to do
We know that diversity, equality and inclusion make good business sense because data shows a correlation between diversity in executive teams and increased profitability. In other words, allowing other people a seat at the table doesn’t mean that there are fewer pieces of the pie for those already there, the pie simply gets bigger. Of course, the other commercial imperative is that there’s a need to represent, connect with and align with your customer base.
But do we need a financial reason? Logic secures decisions already made at an emotional level and in this case, we’re using economic rationality to underpin the fact that being decent (whether in our personal or business lives) makes us feel good. Humans are motivated by emotion, so it would make sense that a driving force behind the performance uplift mentioned above starts in fostering belonging, ownership and commitment. There is also the element of how a multiplicity of perspectives makes for a stronger team, opening up new spaces for innovation and creativity. This is where cutting edge thought comes from.
Naturally, I would like the argument for inclusion and diversity to go further: it’s not just that it’s the most prudent thing to do, it’s the only reasonable and human thing to do. If you’re at the point at which you’re scaling up, this is an even more important consideration. Now is the time to establish a solid basis that will serve you in the future.
Culture is the cornerstone
Culture or the way we do things around here goes beyond a formal written statement of intent or blurb on your website. It infuses and energises every member of your workforce, even when they’re not being supervised. Management briefings and office chat alike are tempered with your company’s vision for health and growth, and in terms of DEI, going the extra mile for human-focused reward becomes the norm. Each member of the team is encouraged to come to work as a whole person and in this way, their talents are nurtured, becoming an integral and valued part of the business organism. Gone are the days when sleep, family, recreation and health can be considered superfluous: the truth is that burn-out is real.
It relies on your sound leadership, there is no doubt but it also requires that everyone pulls in the same direction. In other words, everyone is committed to allyship. ‘One of the key insights from Zen philosophy is that culture is not a set of beliefs, it’s a set of actions’ states The Harvard Business Review. Ideas come to life, change happens and the work environment improves when you give the humans around you the agency, impetus and creative space to apply feel-good ideas to real-life situations.
Lessons to live by
The crisis of the past couple of years has hit some organisations more than others. Those with a highly adaptable culture, more open to flexible working and collaborative spirit will have fared better than those with an unnecessarily rigid approach to hierarchy, office working and management.
For many, the return to the office has been far from comfortable, with the mental and physical strain of the crisis causing anxiety and insecurity. The natural disassociation and isolation caused by working behind screens, face masks and working from home will have disrupted a feeling of cohesion for some people. Their fear of the commute and going out into the real world, whilst juggling the ongoing demands of the pandemic causes real day-to-day issues which we need to be aware of and make allowances for. Value starts with a sense of belonging, so this is an opportunity to rethink what bringing a team together really means: is it defined by geography or are there other ways in which we can organise time, space and communication systems?
Catch up or be left behind
Of course, in reality, the pandemic was only a window on change that was already afoot. There is a generational component that was always going to weigh in on old practices and structures: namely the workforce currently rising through the ranks. Gen X, of late taking on the senior roles, has been tasked with examining and changing the systems which have historically worked better for keeping one demographic in power – and with not a moment to spare.
Hot on their heels, Millennials, having grown up with greater freedom to question the existing narratives, demand a new degree of flexibility but the real shock to the system will be the Gen Z cohort, just entering the workforce. Their fresh, uninhibited approach to long-held dichotomies and pigeon-holing mean that a complete and practical rethink of the way we do business and manage people is on the cards, with wide-ranging benefit. It will include everything: from the way we organise access to bathroom facilities to the way in which we use pronouns.
This is another way in which inclusion makes sound business sense: it is a form of future-proofing or getting ahead of the game. The changes are coming, whether you’re ready or not.
Understandably, keeping the status quo is the path of least resistance and because of this, it takes the least amount of energy. Making radical changes, however, involves unlearning embedded narratives and it’s a long game, so we won’t see returns overnight. This is where culture and commitment come into their own: the impetus to keep going because the only other way is back and we’re not going that way.
How leaders can help
How can you lead from the front? Firstly, modelling must be sincere and show commitment but I think that authenticity is also key. Humility and effective communication will lead to the honest discovery of blind spots, and collaboration and genuine human interest enable awareness of unconscious bias. In a culture where feedback, collaboration and respect are encouraged, those who are visible and influential will be able to tweak their mindset, values and behaviours. When opportunities for conversation are opened, workable solutions are found.
A top-down approach, whilst a good place to start, won’t bring about lasting change. Everyone needs to get involved and this is why culture is so important.
Getting everyone on board the bus
Diversity and inclusion start from a place of empathy. It’s about saying I haven’t lived your experience but I’m going to try to understand. The only way to understand is to have a conversation but these kinds of exchanges are not necessarily easy to have. TedX speaker and Inclusive Leadership trainer Julie Kratz has some practical suggestions:
- Don’t essentialise a person or lump them in with a group – treat them as an individual.
- Be respectful – come to the conversation from the point of view I care for you.
- Be curious – apply the beginner’s mindset and be open.
- Everyone has ownership – we all play our part, every day in every interaction.
- Build relationships and trust – be human.
- Be aware of the fear of lack – there is abundance and more than enough to go around.
- Avoid stereotypes – and be vigilant for blindspots.
- Widen your group – look at who you mingle with and how you can expand the circle.
- Be clear about your why – what’s behind your desire to be an ally?
- Speak up – not leaving racist, homophobic or ableist sentiment unchallenged but calling in rather than calling out.
- Be a driver for change – and this involves not hanging out with people who don’t get it.
Be the force for change
Whilst DEI has been on the agenda and increasingly visible for some time, it’s clear that paying lip service is no longer just unacceptable, it’s untenable as a pathway to growth. Curiosity, empathy, genuine concern and a desire to open spaces in which authentic human connections can flourish drive real, tangible changes. I think it’s important to remember that there are elements of design, purpose, inquiry and commitment needed too.
When we see people, become curious about our differences and respect the details making them the unique human that they are, we open up new pathways for both their development as a person and as a result, our growth as a business.
With having a sound inclusion, equality and diversity culture being the difference between surviving and thriving in this climate and on into the future, what will you be doing to improve yours?
For more on the role of culture in DEI and business, listen to the Spark Tank podcast hosted by Ignium’s Phil Rose, in particular the episodes where he’s joined by Julie Kratz. Taking a dip into inclusion and diversity, followed by a deeper dive, they discuss how to put ideas into action.
For more information contact us here or drop us an email direct phil@igniumconsult.com