As you look around your workplace do you see a too comfortable
“sameness” in the faces present? Are you able to make decisions
almost too quickly because you’re all “on the same page?” Do you
find yourself doing things the same way and getting the same, or
even diminishing, results? Same, safe, easy, comfortable, nice,
and good will never get you further down your road to innovation,
excitement, success or greatness than you are in this moment.
Explore how the dynamic tension of differences, properly
harnessed with respect and shared purpose, enable organizations
to achieve new heights—and have fun making the climb!
In the fitness room the other day, I caught a glimpse of a
movie trailer on television. A father spoke very
open-heartedly with his son about his work as a fireman. He
acknowledged the fear that welled up in him when he looked
into a small, dark room filled with life-threatening heat
and flames, and described the instinct to run in the
opposite direction.
He had to pause in a safe hallway and
assess the situation, the father explained, consciously
remember why he had chosen his work – and why he must go
forward into the fire despite his fear. Strange as it may
sound, I find creating a culture of inclusion to be a lot
like this.
People differ in so many ways that wherever two
or more are gathered “combustion,” in one form or another,
is likely to follow. Although they may be uncomfortable at
times, these differences are vital. Our challenge is to
understand this sometimes fiery vitality and, despite
discomfort or fear, make a conscious decision to move
forward anyway. If we can do this, the invisible walls that
divide people begin to burn away and the benefits of their
shared presence and participation can emerge.
As H.E.B. grocery spokesperson Winell Herron, Group Vice-President for
Public Affairs and Diversity, noted at a recent presentation
before the Texas Diversity Council, U.S. businesses
initially accepted cultural diversity initiatives because it
was the legal thing to do, and only later because it was the
right thing to do. Now, as our language is shifting from
diversity to inclusion, people are discovering that creating
environments where differences are actively sought out and
everyone is valued is also a smart thing to do. This grocery
chain’s business case for embracing diversity has focused on
increasing innovation, attracting and retaining top talent,
accessing a larger supplier base, retaining and expanding
existing markets, and increasing revenue.
How do you motivate leaders and their teams to begin the long journey
toward a true culture of inclusion when they haven’t even
glimpsed, much less experienced, what is possible? Again,
this is like asking someone to leave what is safe,
comfortable and known and walk into a fire – for no apparent
reason. Then there are those who have been working to bring
about change for a long time and are overwhelmed by the
challenge and “underwhelmed” by the results. How do you help
keep everyone moving forward when they’re feeling weary and
unrewarded? Here are some tips to help you foster a culture
of inclusion in your workplace:
UNDERSTAND THAT CULTURE SHIFTS TAKE TIME. Working with
people is an incredibly complex and rewarding task: the
greater the preparation, the higher the potential for big
pay offs. Like gardening, creating a culture of inclusion is
an organic process. 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 and you’ll have to protect your
seedlings, and do some replanting. And just like in
gardening, the timetable and precise form this new culture
takes will be beyond your control. Be patient and have
faith.
BEGIN BY FOCUSING ON COMMONALITIES. Stabilize your current
environment by ensuring that everyone feels valued and is
united in a shared purpose – when this is compelling enough,
differences are transcended. Take this further by helping
your staff see each other as human beings, rather than
simply human “doings.” Create opportunities for people to
talk and socialize together beyond their work duties, around
issues that apply to a broad range of people. Topics like
parenting, providing care for an aging parent, coping with
illness and death, and financial management help people to
realize that we’re all in this thing called life together.
WORK WITH YOUR GROUP TO DEVELOP YOUR OWN “BUSINESS CASE.”
Saying that a culture of inclusion is simply a good thing to
do or promising it will produce immediate business success
will set the initiative up for failure. Change requires
energy, and generic statements won’t provide you with enough
fuel for your journey. Create discussion forums. After
talking about what you believe 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 on people based on our own needs,
perspectives, fears, and comfort zones? What do we need so
everybody can thrive here?
RE-EVALUATE EXISTING SYSTEMS AND BUILD NEW ONES. Once your
staff understands the potential benefits to creating a
culture of inclusion increased staff morale and more
innovation powered by diverse perspectives to name but two
you’re ready to enter the fire. Use this as an
opportunity to review processes in your organization, like
hiring practices, sourcing your goods and materials,
marketing, meeting management, mentoring, and compensation.
Leave no stone unturned. Just because that system, language,
or set of decisions used to serve the organization well
doesn’t mean it continues to do so. Then, figure out what
new efforts are needed to get you where you want to go.
Our work world has the capacity to close the gulfs that
separate people – and demonstrate the great value of doing
so. Creating an inclusive culture requires first opening our
own hearts and then extending invitations to others to do
the same. What we can count on is that our minds will
follow. By showing up as willing students and teachers for
each other, our wisdom and productivity increase
exponentially. As business leaders, we must continue to
consciously enter the “fire.” The rest of the world is
counting on us.
Learn more on this and other key management topics by visiting www.highest-vison.com!
About the Author
Susan J. Schutz founded Highest Vision in 1999. Highest Vision
services – executive coaching, leadership development, and team
building reflect her conviction that professionals can be
attentive to their “bottom lines” while also creating lives worth
living and businesses that contribute to the good of all. For a
free subscription to VantagePoint, Highest Vision’s free E-zine, go to
www.highest-vision.com.