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When we work in “Noah’s Ark”, we must become consciously aware that our points of view and experiences are not the same as those of others. In fact, we must recognize that in all social and work settings, there are dominant and non-dominant groups. Liswood tells a story of The Elephant & The Mouse, trying to co-exist in the same room. If you are the elephant, you don’t need to know much about the mouse. If you’re the mouse, you could be crushed if you don’t understand the elephant’s habits, movements, and preferences. The best leaders combine the elephant’s attributes (confidence to speak without hesitation; to move where he or she wants to go) with the mouse’s (ability to read people, understand their behaviors, and multitask).
Diverse organizations require more sophisticated leadership, conscious awareness, thought, behavior, and tools to reap benefits of what true diversity can provide. Sophisticated leaders—especially those from dominant groups—often find it difficult to get into the shoes of the members of less powerful groups. But the health and success of an organization requires those at the top—those from the influential groups—to consciously seek out and listen closely to other perspectives.
Managers need to take steps to help level the cultural playing field…and call on certain members of groups who are hesitant to speak up. In fact, “out of this world leaders” find ways to learn about their team members so that an equal level of comfort and knowledge exists with people who aren’t naturally like you. For all of us, there is a reluctance to give feedback to someone who does not look like you and whose reaction to criticism you cannot predict. But this is critical for high-performing organizations. In a Harvard Business School study, Linda Hill found that within 5 years, those offered feedback, mentoring, and stretch assignments will be in a better place than those who were not.
For those who are not “like you” in some way, learn to recognize their “grandmas”—or the different ways your team members experience the world of work and all its dynamics—as Liswood points out:
- United States: “The squeaky wheel gets the grease.”
- Japan: “The nail that sticks out gets hit on the head.”
- China: “The Loudest Duck gets shot.”
- U.S. Girls: “If you can’t say anything nice, don’t say anything at all.”
Our socialization definitely impacts our relationships at work. While some people are taught that speaking up leads to failure, others are told that you can’t get ahead unless you speak up. This can lead to an unlevel playing field for promotions, assignments, and career planning. Astute managers again seek to level that playing field.
Liswood spends some time noting her experience with gender differences. She tells a story of how Margaret Thatcher learned that women’s voices often rise at the end of sentences—described as a relational technique using ritual modesty. Men hear a lack of confidence. The unconscious purpose is to invite others into the conversation rather than sound overly dominant. Lady Thatcher attributes her success to learning to speak more like a man.
Additionally, women have been taught to do ritual apologizing while trying to make others feel good or feel equal—again weakening their perception of confidence with their male counterparts.
To counter these perceptions and ensure an inclusive team, managers need to allow time for every team member to speak in meetings and keep an open-door policy, so they can speak to their managers candidly. Further, managers should require everyone let him or her know what they have accomplished, what they think they’re doing well, and for the manager to tell individuals consistently what they need to work on. These meetings should be scheduled regularly.
Over the years, I’ve found that quarterly performance and development discussions are essential in building momentum for individual and team progress–especially toward career development goals and objectives. Employees talk about their strengths (what they believe they’re good at & passionate about), and I provide input and reflection. They discuss their development goals. I agree with the rule of thumb that focuses development time as follows: 70% on strengths; 25% on learning new things; and 5% on weaknesses. Finally, we discuss long-term career interests and whether or not they’re current efforts need to be modified to reach those goals and interests.
For 2014, make a point to have a good development conversation with your supervisor…and if you’re responsible for the development of others, have some good conversations with them about their developmental goals and aspirations. As we develop & grow each of our team members, we’ll move beyond diversity…as we shoot for the stars!