It is always affirming to be asked to provide an opinion on diversity matters as a diversity expert. Matthew Boyle a journalist with Bloomberg Business asked me: What have you learned about the best ways to hold companies accountable for increasing representation of Black senior leaders?
Here is my long response to Matthew. (The referenced article is linked below.)
Organization’s C-suites, Boards of Directors, and shareholders can hold each other and, most importantly, themselves accountable for increasing representation of Blacks (and Latinos and Females) in leadership by following a simple set of protocols:
The skills and competencies required for the role are established (rather than requiring an MBA, for example, because the person who had the job for thirty years had an MBA).
A job description is developed based on the actual Bona Fide Occupational Qualifications (BFOQs) for the position.
Long lasting relationships are developed with organizations that facilitate the recruitment of Black, Latino, and Female candidates by Board and C-Suite Members, in addition to HR staff.
Through our “Unconscious Bias” and “Inclusive Recruitment through Hiring” Workshops, my partner, Paula Edgar and I help hiring committee members to become aware of and manage their implicit or unconscious biases regarding candidates (biases regarding candidates names, addresses, colleges, etc.) when screening resumes and conducting interviews.
Organizations that are serious about diversifying their leadership designate a minimum acceptable percentage for candidates who are Black, Latino, or Female for leadership positions. An agreed upon percentage of those being interviewed for leadership positions are reserved for Black, Latino, or Female candidates. This is not a hiring quota. It is not a lowering of the bar or standards of an organization. Everyone who is interviewed must meet or exceed the requirements for the position. It is acting on a commitment to increase diversity at the senior level of an organization.
Inclusion Strategy Solutions LLC has established interviewing methodologies to minimize the impact of those biases including: developing uniform interview questions; managing the way that those questions are asked; and establishing consistent protocols for how candidates are ranked and selected by the hiring committee.
These are tangible, measurable best practices that can be implemented by any organization regardless of size or sector.
As we embark upon a new year, we wish you and yours all things wonderful!
2018 was an incredible year! Most exciting was the formation of Inclusion Strategy Solutions LLC – our partnership! (Learn more about Paula and Wendy) We recognize that our skills and competencies are enhanced through our collaboration. Merging our organizations has provided our clients with a greater depth and range of services. Most importantly, our personal missions and visions align and result in greater innovation and impact on diversity, equity, and inclusion in our world!
We are happy to share with you, some highlights of our 2018 accomplishments:
During 2018, we trained over 3,000 individuals in subjects including: Sexual Harassment Prevention (as New York State and other jurisdictions enacted stricter training requirements for employers), Inclusive Workplace and Leadership (Unconscious Bias), and Anti-Racism. The content for these sessions was developed in collaboration with our clients to meet the specific needs and challenges of their organizations. We also developed content to satisfy New York State Bar diversity, inclusion, and the elimination of bias CLE requirements.
We supported our clients with developing diversity, equity, and inclusion initiatives, and strategies and supporting their EEO and HR needs by conducting investigations, facilitating counsel and advise sessions, and advising leadership on best practices.
In our work as diversity, equity, and inclusion consultants, we had the opportunity to travel to Athens, Greece as well as more than 10 US States to facilitate workshops and consult on various subjects. The myriad perspectives across global and regional environments create exciting opportunities for exploring the complexities and nuances of this work.
We’re excited to continue to enhance our opportunities to learn while engaging with a diverse array of people during this new year.
We look forward to the opportunity to support your organization and collaborate with you on your inclusion strategies!
Please visit our new website: Inclusion Strategy.com and let us know what you think. We would love to hear from you.
We work in places that can be marked on a map with an ‘X’. Those places are occupied by people who come from many other places, with multiple perceptions, and experiences. The walls of our workplaces look and feel solid, but they are porous. Personal experiences and responses to all that occurs in our respective worlds seep into the workplace and impact the relationships that used to be separated (or so we thought) by political, religious and class differences. Regardless of where we are on the political or religious spectrum, regardless of our race, gender, or national origin, we all have thoughts and feelings about what is happening in our world and the impact of those events on our lives.
The workplace is not a microcosm of our world, nor is it a metaphor of our world, it is our world. Just as our home, our community, our city or town, our state, our nation, is our world. So, when we are thinking about what we just read on Twitter or saw on the evening news, those thoughts come with us into the workplace and impact our relationships in that part of our world.
As one of our first steps to aligning communication, let’s make sure that we are using the same vocabulary.
Relationships: the way in which people, groups, countries, etc., talk to, behave toward, and deal with each other.
Social Justice: a fair and just relationship between an individual and society.
Creating inclusion out of our diversity, helping people to relate more indivisibly, teaching leaders to lead more effectively and communicators to communicate more successfully, is a type of activism. We work to raise people’s awareness that their relationships matter, that empathy matters, that inclusion matters. Our work is a form of social justice as we strive to help people treat each other fairly and justly.
Social Justice is exhausting. It’s big. It’s important. We may think it’s a mandate, and it is for some, but not for all. (ironic?) We may think it’s a right— and it is until it isn’t—or it was until it wasn’t. We may hear it’s a privilege- and it isn’t. It’s evidence that we have come a long way and that we have many more miles to go.
On the good days, there’s the organizing, meeting, defending, advocating, listening, collaborating, reading, scanning, posting, talking, campaigning, calling, aligning with others, learning and a sense of making progress.
On the not-so-good days, there’s the organizing, meeting, defending, advocating, listening, collaborating, reading, scanning, posting, talking, campaigning, calling, aligning with others, learning and a sense of defeat.
And as long as we maintain that Social Justice is big and conceptual, we lose. Sometime, somewhere, each of us has likely said or thought “how can my thoughts/actions possibly make a difference with ‘X’?” And then one day, we maintain that Social Justice is not big and conceptual. It is personal. Our thoughts and actions are engaged and activated. We are touched personally and emotionally. Sometime, somewhere, each of us has likely said or thought: ‘The status quo of ‘X’ is unacceptable. This is my fight and my right. I can help make a difference with ‘X’.” We engage and connect, and we fight for justice— a place where winning means our actions may have impacted others; a place where the hearts and minds of others have shifted to see, accept, adapt, embrace, perceive and live differently.
A Call to Action
In the workplace, the focus of diversity and inclusion, as well as leadership development, is frequently on sharing the ‘big ideas’ and explaining the ‘right thing’ (as mandated or spelled out in the law.) We comply with the bare minimum by signing up for classes in person or on-line. We complete the seat-time and check the box. The minimum standard is met. We have participated in the big and the conceptual.
And then one day at work we have an experience that triggers something personal. Whether it happens directly or indirectly, we feel the need to speak up, take action, and hold someone accountable for better behavior in “X”. We are on the path for taking action for the social justice in our immediate community— at work, at home, in our teams, or when we look in the mirror.
Just as an “X” marks the spot on a treasure map, so does it mark a spot for discovering the issues or insights that incite you to action; and if you are incited to action, you are likely to be intrinsically motivated to do the ‘exhausting’ work and be energized by it.
The first step in doing the real work of diversity and inclusion, as well as leadership development is to articulate your “X”. Next, the work becomes designing the journey to get there in the most meaningful way possible— “X”-ercising your right to make a positive difference— for yourself and others.
The Big Picture
When we work with clients to facilitate a more inclusive socially just workplace, we are the guides: a person’s path to empathy or an organization’s inclusiveness can only be accomplished and maintained by its citizens – those in relationship with others – for whom there is a great deal at stake. We do our best to never mistake the map for the territory.
In the next installments of ‘X’ Marks the Spot, we will share some of our most successful strategies and techniques. We will discuss how, for us, this work is personal and local and global and matters.
Over the past twenty-five years, Judy has worked in multiple industries in both private and public sectors with internal and external clients eager to align organizational structure to emerging business needs, improve global implementations, define improved strategies for effective transitions, and fine tune organizational integration processes.
Judy holds a Doctorate in Educational Leadership and Masters in Education from Northeastern University and a BS in English Education from Boston University. Her professional certifications include International Coaching Federation Professional Coaching Certification, Myer-Briggs Type Inventory, Facet5, Trust Works, Emotional Competency Inventories, Authentic Leadership, and various 360 assessments.
Wendy Amengual Wark, the Founder of Inclusion Strategy Solutions LLC has worked in the field of diversity and inclusion since 1988. Wendy helps employers to develop and implement practical and sustainable inclusion processes such as cultural assessments, strategic diversity planning, inclusive communications, customized training, mentoring programs, and employee resource groups. Wendy is in demand as a speaker and presenter at conferences and writes a blog on all things inclusion. She is writing the upcoming book, Let’s Not Be Polite: Overcoming Barriers to Inclusion.
Wendy has studied at Columbia University, Graduate School of Arts and Sciences; the City College of New York, City University of New York; and the University of Cambridge, Cambridge, England and achieved several high academic honors, including Phi Beta Kappa and a Ford Foundation Fellowship.
There is resistance in weight training, resistance in electricity, resistance in magnetic fields (thinking of Leonard Nimoy today!), and resistance when it comes to diversity and inclusion. D&I practitioners have been trying to figure out how to overcome this resistance for decades and now, in 2015, resistance to inclusion seems to be stronger than ever. So, how do we deal with people, especially those in leadership and management positions, who resist including others who are different from themselves in whatever it is that they are leading or managing?
The first thing that we need to do is accept the fact that there is resistance to diversity and inclusion. This has nothing to do with how you might feel about that resistance. Neither does it have anything to do with you. Those who resist diversity and inclusion may do so for a single reason or a complex variety of reasons. Perhaps they are afraid of change. Perhaps they are afraid of difference. There are many causes for such fears, but acknowledging the existence of fear in people is the first step toward ameliorating it. I do not recommend that diversity practitioners begin calling in psychoanalysts for every manager and leader in their organization who resists diversity and inclusion. I do suggest that we need to understand the history of racism, sexism, Islamophobia, homophobia, and other fears and hatreds of groups of people if we hope to create inclusion in the workplace or anywhere else.
What’s In A Word?
If people cringe every time we use the word diversity or the word inclusion, might we find other words that help us to diminish resistance and achieve our goals of creating sustainable inclusion? What words are acceptable or even embraced by leaders and managers? Development, succession planning, return on investment (ROI), value-added, are all words and phrases used in the business world. Use this vocabulary to create successful and sustainable D&I initiatives. Diversity will be woven into the fabric of the initiative when you intentionally include your hidden high potentials and others who have not traditionally been invited to the table. ERGs (Employee Resource Groups) should sponsor community activities that expand your market share and fulfill your corporate responsibility, hence establishing an ROI for executives who want to see more than a woman’s history month luncheon result from their investment in the women’s ERG.
Launching a pilot initiative that uses an intriguing vocabulary will create curiosity in ambitious people. Whether it is a mentoring pilot with a small group of mentors and protégés as part of your overall succession planning / employee development plan or a leadership think tank where brilliant ideas are exchanged in a safe environment, those who were not invited to participate will be curious about the endeavor. Promote the initiative. Let all of your employees know what you are ‘piloting’. Keep them apprised of the progress of your pilot program. Then, if you decide to make mentoring a part of your organizational culture, you will have created sufficient curiosity to have more applicants than spots for protégés. That is a great formula for success!
What’s Their Mission?
Do you know your organization’s mission? I have shared mine with you before: To make manifest the value of all people. If you do not know your organization’s mission – really know it – then stop reading my blog and go and read your mission statement! Print it out and tape it on the wall. Study it and understand that every word of a mission statement should be there for a reason. Does your diversity and inclusion mission (you do have one, don’t you?) support the organizational mission? If not, tear it up and go back to the drawing board! Each time I help an organization to define and develop its D&I mission it reminds me that the lack of a viable, articulated mission is the primary reason that D&I initiatives fail. Trying to plug-in a diversity event, a single training session, or a new ERG will not create a successful D&I program.
If you help your leaders and managers to achieve their missions over a sustained period of time, they will be able to move from resisting to embracing inclusion. In other words, you can flip your organization’s magnetic field so that it can live long and prosper!
If you are not diminishing resistance to diversity and inclusion in your organization isn’t today a great day to begin?
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I was once asked (directed) by a boss of mine not to use the words “race” or “gender” while facilitating diversity and inclusion education for the organization’s employees. The main reasons I was given for this approach were:
1. There are all types of diversity: job title, geographic location, marital status, parental status, we don’t have to focus on the obvious differences.
2. According to Dr. R. Roosevelt Thomas (the late diversity scholar and author of Beyond Race and Gender: Unleashing the Power of Your Total Work Force by Managing Diversity; AMACOM, NY, NY. 1991.), “Employees differ not just on the basis of race, gender, and ethnicity, but also on a variety of other dimensions such as age, functional and educational backgrounds, tenure with the organization, lifestyles, and geographic origins, just to name a few.” Dr. Thomas was absolutely right, but that does not mean that any dimension of diversity should be avoided when trying to create an inclusive environment.
3. If the training focuses on race and gender, it might make our people uncomfortable.
I was also told, in other terms, that we were living in a post-racial society and that there was no reason to dredge-up the past and make people feel guilty about things that they could not control.
Today, as we celebrate the birthday of Dr. Martin Luther King, Jr., and contemplate his legacy and the history of race in our nation, it is impossible for me to understand the claim that we live in a post-racial society when there are so many racially based challenges that we face every single day.
No Pain No Gain
Many people have begun the New Year by trying to live healthier lives. They have started to exercise, possibly after a long period without doing so. If this is the case, underused muscles will be aching in response to the pressure to participate in this healthy activity. If one is out of shape and overdoes it, then it can become too painful to continue and make progress toward better health. (I will confess that as I write these words, more than a few of my neglected muscles are groaning in response to my recent attempts to include all of my interdependent parts in goal oriented exercising.)
To continue with the exercise metaphor, much of the diversity training of a few decades ago was also a bit painful because of neglect, particularly when trainers would overdo it. So, the tendency might be to cringe at the thought of working out when lingering pain from the last effort reminds us how uncomfortable exercise can be. This certainly makes sense. That is why it is wise to begin a regimen of exercising carefully, mindful of old injuries, weaknesses, and risks. While there is going to be some inevitable discomfort, it does not need to be debilitating.
Beyond Trends and Fads
Just as with zumba, and other forms of exercising, fads and trends come and go, but three basic methods remain at the core of a healthy physiological program: reaching a targeted heart rate for your age and condition (cardio or aerobics), stretching, and strength. Similarly, effective methods for reaching sustainable inclusion goals require energy, stretching one’s ability to communicate and connect, and improving an organization’s cultural strength, or interdependence. These may initially cause participants some discomfort, but with time they will grow and expand their capacity to be truly inclusive. Just as anyone beginning an exercise regimen is advised to see their doctor to make sure that they are not causing themselves any harm and if they can afford it, they should hire a professional trainer to guide them. Likewise, it is recommended that your organization reach out to an experienced guide before embarking on an inclusion campaign.
One Step at a Time
Just as we are advised to begin an exercise plan by walking – simply walking before we start running – I recommend that we begin by talking. Conversations that have the goal of creating empathy in spite of diversity can help us to acknowledge our common history and distinct positions. In other words, let’s not be polite; let’s have genuine conversations that result in real relationships. Conversations that are grounded in mutual respect and the understanding that every one of us has a unique perspective – a unique set of experiences – can result in sustainably inclusive relationships. Conversations that are facilitated in a safe environment where respect is the primary requirement can be the first steps that move our homes, our schools, our workplaces, our cities, and our nation in a direction of healing and sustainable or manageable health.
Setting Realistic Goals
Just as exercising and dieting goals need to be realistic and practical, inclusion goals, if they are to be sustainable, must also reflect our current state and condition regarding diversity and inclusion. That requires an honest assessment and a well thought out plan. Dr. Martin Luther King, Jr. did not just show up in Selma, Alabama and expect racism or the denial of civil rights to end. He worked with others and developed a well-thought out plan and still met with incredible resistance before he and all of those who fought for our civil rights advanced that goal. That success enables and encourages all of us to continue to walk, to continue to strive to achieve our goals of inclusion, of equity, of humanity.
If you have not begun to advance your goals of inclusion, isn’t today a great time to begin?
Please let me know what you think! firstname.lastname@example.org
On December 3rd I was part of a wonderful celebration hosted by Jaime Klein, Founder of Inspire Human Resources. http://www.inspirehumanresources.com/
We participated in an (dare I say it), inspiring exercise! We were given blank journals and asked to decorate them and to write a message inside for participants in Dress for Success http://www.dressforsuccess.org/. The journals will be used to keep career related notes on job interviews, training and other thoughts. It was such a personal act: coming up with a design and a message that a stranger would have and read and carry with them as they embark on a new, hopeful chapter in their lives.
The force behind this exercise was Susie Schub, Founder and President of Caring Capital. “Caring Capital™ ignites employee engagement by empowering corporate volunteers to make appealing gifts for neighbors in need. Through our proven philanthropic team-building services, employees connect, create, and make an impact on the community. We deliver no-fail projects to employees worldwide, so each company may serve the community no matter where employees reside. Since its launch in 2009, Caring Capital has engaged 25,000 employees who have donated gifts, from furniture and clothing to bedding and toys, to nearly 110,000 children, families, seniors and service members.”
Look what resulted (Beaming Wendy!)
I am grateful to Jaime and Susie for the reminder that something that is easy and fun to do can make a huge difference in another person’s life! Please visit the Caring Capital website and check out some of their amazing projects! http://www.caringcap.com/
If your organization has not embarked on an opportunity to be inspired, isn’t this a great time to do so?
Today NPR posted an interview with Tristan Walker, Founder and CEO of Walker and Company Brands and the non-profit, CODE2040 and J.J. McCorvey, author and Associate Editor for Fast Company, on how Mr. Walker is working to increase diversity, specifically representation of Blacks and Latinos in Silicon Valley and high tech. http://www.npr.org/blogs/alltechconsidered/2014/11/11/363012130/tech-star-wants-to-make-diversity-plug-and-play-for-silicon-valley Mr. Walker has earned kudos for investing in efforts aimed at resolving the demographic gap (based on race and ethnicity), in high tech through his non-profit organization. CODE2040 addresses the issues of effective recruitment, access and networking, and the preparedness of graduates to successfully interview and get hired. Through his substantial influence as a highly visible and powerful CEO in Silicon Valley, Mr. Walker has been able to encourage large high tech companies to both donate to his non-profit and participate in CODE2040’s fellowship program and other initiatives. http://code2040.org/ These efforts should create a noticeable shift in both demographics and the success of people of color working in Silicon Valley if they are sustained.
Is Silicon Valley Ready for Diversity?
While Mr. Walker and others prepare potential employees to successfully enter and navigate the high tech world, I propose that we need an equally concerted effort to prepare the current leaders of the high tech world to successfully evolve into inclusive leaders. I have seen well-intentioned and deeply resourced efforts to ‘diversify’ an organization’s workforce fail miserably because the focus was on numbers, not relationships. I posit that most of the new job candidates who are fortunate enough to be participants in programs such as CODE2040’s will be quite adept at making the cultural observations that are a necessary element of a successful career. Those of us who have occupied the role of ‘the other’ in society learn at an early age to observe and understand the nuances of the dominant (white, heterosexual, male, Christian), culture as a survival tool. Those in dominant roles rarely pay serious attention to the subtle social cues of the ‘minority’ cultures around them. I have conducted hundreds of interviews with individuals whose intent was never to discriminate, but whose actions (yes, words count as actions), had the impact of discriminating against others. In the incredibly speedy world of high tech, people want a quick fix for problems. My programming friends might be called upon to develop a ‘patch’ to keep things going while a long-term or permanent solution to a problem is developed. The impact of thousands of years of discrimination, which is hardly limited to Silicon Valley or high tech fields, will not be resolved with a patch, however. Solutions need to be implemented that are strategic, practical, and sustainable.
[See my blog post from September 2013 “There is NOT an App for That!” http://www.inclusionstrategy.com/blog/?p=15 ]
What to Do?
While the future leaders of Silicon Valley are still in their first and second year as undergraduates, the leaders of Silicon Valley need to prepare themselves for the cultural changes that they organizations will need to go through when those students graduate and enter the workforce. Highly developed cultural competency will become a survival tool for all leaders, regardless of industry, sector or mission. (Think of butterflies.) The leaders of Silicon Valley may be brilliant in their respective fields, but how many of them have an expertise in diversity and inclusion? Just as a company might outsource specific technical needs, I recommend that experts in this complex field of diversity and inclusion be brought in to help you to increase an organization’s collective cultural competency.
If you are not ready to have real, interdependent, productive relationships with a diverse range of people, isn’t this a great time to prepare?
DESCRIPTION:At the current rate, parity in women’s leadership will be reached in the United States in 2085! Whether it’s politics, finance, entertainment, or the military, few women have a seat at
the decision making table. NYS PowHER’s panel will explore why and how to change the playing field, culture and ourselves.
Benchmarking Women’s Leadership Reportcompares fourteen job sectors. Bottom line, although outperforming men, women still do not have parity in salaries and leadership positions. Some examples:
Academia. Women win more than 55% of the most prestigious awards despite only holding 29% of tenured positions.
Law. Women were 47% of the graduates, yet only 15% of equity partners and 5% of managing partners in 2012.
Business. Women held 51% of professional and managerial positions but only 15% of executive positions and 13% of board of director seats in Fortune 500 companies in 2013.
Politics and government. Women hold 18 percent of seats in the 2013 Congress, cosponsor more bills, and bring in more federal spending to their districts. Similar to other states, the NYS legislature is only 22% female. More
We are a network of individuals and organizations coming together to accelerate economic fairness for New York women. Our backgrounds, jobs, economic status, age, and religions may be different, but we all agree that women deserve and need a level playing field. Some of us are long-time advocates and others new to the conversation, but we find common cause as a community: learning together, sharing information and actions, and generating PowHer to create a new reality for 10 million New York women and their families.
What is our mission?
NYS PowHer is building a broad, diverse, statewide collective effort to improve the economic outlook for New York women by addressing keys obstacles, promoting winning strategies, and educating and activating the public.
How do we get there?To tackle this, we will activate P-O-W-H-E-R:
When I developed the concept of ‘stealth inclusion’ it was (and is) intended to help those in the C-suite who resist diversity efforts and whose approval and support every successful diversity and inclusion effort requires, to participate in educational sessions where they can personally experience transformation. Often, members of the C-suite are white, heterosexual, affluent, educated, and male and so; this methodology particularly pertains to those among their ranks who are uncomfortable around issues of diversity and inclusion. Through interactive exercises designed to facilitate increased self-awareness and empathy, participants’ resistance to the concept of diversity and inclusion is diminished. It is as a result of the transformative process that we are able to create change in the workplace and our society as a whole.
Every successful leader needs excellent communication skills and a highly developed self-awareness. These competencies have elements of diversity and inclusion woven through them. One way that those who resist inclusion have been able to undermine its advancement is by stigmatizing and minimizing diversity and inclusion programs, including the terminology used in those programs. I posit that we need to have diversity and inclusion education as part of all leadership development initiatives, even if that education goes by a different name. Hence, the content for an educational session on effective leadership would necessarily include interactive exercises on the challenges of overcoming barriers to inclusion.
As I am sure you are aware, these are complex subjects and as such need to be handled with sensitivity and care. The ability to successfully facilitate these educational sessions (I do not refer to them as training as we are not training participants in a skill, such as how-to operate a cell phone), is predicated on highly developed competencies in the areas of adult education, E.E.O., and diversity and inclusion.
I have facilitated hundreds of these sessions with consistent success, often as the result of clients asking me to attempt to repair damage rendered by possibly well-intentioned consultants who did not have the requisite competencies, skills and experience. Diversity and inclusion practitioners may each have different approaches to the work that we do and certainly should have different perspective, but we all need to insist that the caliber and standard of our work is impeccable. This is one way that we can overcome some of the resistance to the work that we do. Another is to understand who it is that we critically need to reach if we hope to create sustainable change and how to best do so. It is in this light that I developed the concept of ‘Stealth Inclusion.’
Please let me know what you think in the comment section below or email me: email@example.com
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It has become increasingly clear to me that there is a growing resistance to diversity and inclusion initiatives in the workplace as incidents of blatant racism, sexism and really all ‘isms’ seem to be on the rise. I cannot definitively assert that there is a direct correlation between these two trends, but I believe that there is. So, I have developed a concept called “Stealth Inclusion.” Stealth Inclusion is a way to create inclusion in organizations by helping executives who may not necessarily acknowledge that they need help, to solve organizational problems. This is particularly necessary where ‘exclusive’ cultures result in negative conditions, such as: employee turnover, disengagement, sabotage, diminished market share, poor or damaged public image, etc.
In Act II, Scene II of “Romeo and Juliet,” Juliet says the following to Romeo, in response to his concerns over their belonging to feuding families:
“What’s in a name? that which we call a rose
By any other name would smell as sweet;”
So, what if we don’t call diversity and inclusion initiatives by their name, but use other names? What if we call our strategies, strategies for success, instead of inclusion strategies and our assessments, corporate assessments, instead of cultural assessments? What if we use different or diverse words to describe what it is that we do and why it is that we do it?
By Any Means Necessary
In1963 Jean-Paul Sartre wrote the words “by any means necessary” regarding class struggle, in his play Dirty Hands. The phrase was made famous by Malcolm Xa year later and became a metaphor for justifying violence to overcome oppression. (Which I certainly am not advocating!) What I am encouraging is that we find different ways to accomplish our missions. Is your organization behaving in a healthy way? (See my 2007 article, “The Evolution of Inclusion,” where I discuss organizations as organisms (Posted in my blog in January 2014)). Do the members of your organization:
a.) Know what your organizational mission is?
b.) Feel invited to contribute to the success of that mission?
If people are being excluded at your organization because of where or when they were born, how they worship, what they look like, how they identify, or any other distinction, you have a problem that needs a solution – a real, sustainable solution. You do not need buzz words, or pot luck luncheons, or awards programs – you need effective strategies that can help you to cross the complex chasms that separate you from achieving your goals and getting that mission accomplished!
Mission + Strategy = Success
What motivates the people around you? What really gets people excited enough to jump out of bed when it is still dark out and stay at the office past sunset? Being part of a mission matters to you and to everyone else! Being INCLUDED is what excites all of us! Being invited to help, create, innovate, achieve, and win! Not everyone can invite themselves to the party, many people need to be asked, many people come from places where there are different rules and customs about participation.
Excellent leaders learn about those different customs and learn how to invite and organize participation. Even when people have a common mission and are as motivated as the people were who filled Tahrir Square in Cairo in 2011, an effective, sustainable strategy must be implemented in order for success to occur. That requires experienced and competent leadership: leaders who are flexible and open to learning and finding new ways to achieve their goals when old ways fail. So, if we do not call it ‘Diversity Training’, but ‘Effective Communication’ and ‘Successful Leadership, does it really matter? [Note: This does not mean that I am changing the name of the company!] The most effective leaders know what they don’t know and bring in subject matter experts to provide the knowledge and competencies that they lack. Hence, part of a great strategy is having the right team members.
What is your goal? What is your personal mission? I have shared mine with you before: To make manifest the value of all people. Sounds simple, no? Well, it is not simple, it is complicated and takes real knowledge and competency and care and skill and passion and yes, sometimes, it takes Stealth Inclusion!
If you are not overcoming the barriers to inclusion at your organization, isn’t it about time that you do?
Please let me know what you think in the comment section below or email me: firstname.lastname@example.org
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