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Thomas defines “Diversity” as the differences, similarities, & related tensions in any mixture. He points out that in organizations with improved representation (read more minorities and women…not dominated by white men), there is a simmering uneasiness just below the “harmonious” surface. Many employees feel a lack of connectedness, cohesiveness, and a sense of belonging.
It is a leader’s responsibility to master the “diversity management” craft—skills that enable leaders to make quality decisions in the midst of diversity and complexity. Leaders who are strong in diversity management strive to provide an environment of true equal opportunity. This requires leaders to identify and remove barriers that disadvantage certain groups (e.g., traditions, preferences and conveniences that are not absolute requirements for strategic success). In our own organization, for example, we recognized that our long-standing practice of non-competitive promotions hampered equal opportunity for everyone. Some—generally white men—could navigate the organization culture and norms…but many others often quietly went unconsidered.
Thomas outlines several steps for leaders to foster diversity in their organizations, including:
- Affirm your organization’s commitment to racial and ethnic representation.
- Work proactively to create and maintain a workforce representative of the nation.
- Legitimize the dialogue. As a leader, state that a democratic and racially and ethnically pluralistic society requires the proportional economic participation and inclusion of all groups.
- Develop race-neutral, gender-neutral, and ethnic-neutral people processes for attracting, selecting, and retaining a representative workforce.
- Build a collective and individual diversity management capability.
Thomas notes that with diversity comes tension. We need to recognize that in our organizations and in society. Getting past “stuck” requires a willingness to accept this reality and an ability to make quality decisions in spite of the existence of tensions. In fact, he goes on to point out that you will always have racial tension where you have racial diversity. The goal is not to eliminate tension but to make quality decisions in spite of it.
For an organization, diversity efforts must be requirements driven. They must focus of what is absolutely necessary to accomplish the mission, vision, and strategy. How much and what kind of diversity does your organization want (representational or behavioral)? Many corporations struggle with how much representational diversity they want. To specify a number is perceived as quotas. So, leaders don’t identify how much; and no one knows what success means!
Thomas closes his book by outlining the characteristics of Diversity Mature individuals and organizations:
- They acknowledge being diversity challenged.
- They accept diversity management responsibility.
- They know their own priorities and those of their organizations and are clear about Strategic Diversity Management as a process.
- They challenge conventional wisdom.
- They engage in continuous learning.
- They are comfortable with the dynamics of diversity.
Finally, I’ll leave you with 10 questions Thomas asks of his readers as they consider developing Diversity & Inclusion as a Leadership Competency. These are good questions for your reflection, as you shoot for the stars!
- How do I define diversity?
- Do I know how I “cope with” the diversity that matters to me?
- Do I know how my organization defines and addresses diversity?
- Am I comfortable with my organization’s view and handling of diversity?
- Am I content with my own definition and managing of diversity?
- Does my personal definition of diversity help me to know how to approach diversity-related issues?
- How could my framework be more useful?
- Where might it help to complement my current diversity definition and efforts with another one?
- How—if at all—have my definitions of and framework for diversity changed over the past five years?
- Am I open to learning about and trying out new definitions of and processes to address diversity?
I urge you to continue on your journey…towards diversity & inclusion competency…a journey of discovery, a journey of self-realization, and a journey of transformation.