Diversity ≠ Inclusivity 

 

We are reminded daily...or even more often...of the need to be diverse and inclusive. Many assume that they are synonymous, but they are very different. As a leader, it is important to understand the subtle differences as there can be a significant impact on your work environment by misconstruing their meaning. 

Diversity refers to the practice of employing a wide range of people and backgrounds that reflects the ever-broadening nature of our society. It does not insist that you should have quotas as it relates to gender, ethnicity, race or religion. Rather it suggests that in your staffing policies you should look outside of traditional hiring practices to ensure that you introduce yourself to a wider candidate pool and, by extension, introduce a wider candidate pool to you. By having a diverse experiential component to your team, you are better able to capture opportunities for growth that are outside that which has been your mainstream audience. 

Inclusiveness is also directed at accepting many different types of people and treating them equally and fairly. The concept is not dissimilar that that outlined above, but that is where the comparisons end. 

Where diversity focuses on a wide range of people, it does so with a unity of purpose; with an acknowledged set of facts and truth; and with an understanding that individuals are treated equally if not always fairly. (See my post from January 11, 2015 for reference) 

Inclusiveness has a quite contrary view. Truth is subjective and fluid. Personal objectives are more important than unity of purpose. And the understanding of equality and fairness is open to the interpretation of the individual, not society.  

Diversity is about the collective; inclusiveness is about self. 

Based on this understanding, it should be clear of the advantages associated with the pursuit of a diverse workforce and the risks of building an inclusive workplace.  

The harmony and productivity you seek to build will not be achieved if there is a component of your team that prioritizes personal objectives above those of the team. Likewise, you will be less successful if you do not pursue a more diverse group that brings different perspectives built on the same truths and purposes. 

Our societies are becoming more complex and diverse. Get the people you need to meet the emerging challenges by opening your company to the potential that diversity brings. 

Do they have ability or just talent?

 

Some years ago, I worked with a gentleman who had superb selling skills. He simply had a talent for selling. The nature of our jobs was to sell alarm systems that generated a monthly recurring revenue for the company. Because systems tended to have a lifetime of about 20 years, it was more important and much more profitable to close as many sales as possible because that one sale replicated itself year after year. My associate though was much more interested in ‘shooting elephants’. That is, he wanted to make the big sale because it had more intrigue.  

The problem was that selling large systems was much more difficult and generally generated a comparatively smaller recurring revenue component. The selling cycle was longer, the close rate was poorer, and ultimately, they were less beneficial to the company.  

It wasn’t long before he was fired. He had an abundance of talent but he lacked the ability to be successful in that environment. Some time later I found out that he had found success as a public speaker. It was a career that afforded him the opportunity to do his big game hunting and to use his talents to the best of his ability. 

How many people on your staff are mismatched in a similar manner? Who is really a square peg trying to fit into a round hole? Who is collecting a pay cheque from you who would be better suited in another role, either inside or outside your company? Who has talent that is not matched with the ability to deploy it to the best of everyone’s advantage? 

As a leader, this is one of your most important responsibilities. Resources are critical and human resources are at the top of that list. Can you identify the weak links in your company...those who are ‘dis-abled’? How long will you allow those situations to continue? What is the harm that their continued employment is costing you and, equally important, preventing them from realizing real satisfaction in the workplace. 

On several occasions I have seen these disconnects and stepped in to change the situation. Most often it has meant terminating an employee. But in some instances, in has been an internal redeployment. 

But every decision has resulted in the individual coming back to me with a resounding ‘THANK YOU’. They recognized their incompatibility in their current function but inertia prevented them from taking the bold step to move to something for which they were better suited. They all had talent but lacked the forum to display their abilities.  

If you have similar situations in your scope of responsibility, it is not just your job to do something about it...it is your DUTY! Stop procrastinating, don’t feel like you are a bad person. Do the right thing...lead! 

There's no tomorrow without today...

 

 

One thing that occupies the corner office obsessively is planning and forecasting. For many executives it’s all about what they want to accomplish in the next quarter or the next year or their 3–5-year plan. Anticipating your future and what you need to do to get there is certainly important for the ongoing success of any enterprise. 

But in my experience the visionary aspects of their role, too often, overlook the need to ensure that you accomplish something important today. The reality is that unless you are building on a strong foundation that supports today’s efforts, the plans that you are making are being built on sand.  

We know from recent experience the difficulties of long-range planning. Who anticipated the Ukraine conflict and disruptions that followed? In the fall of 2019, there were no executives anticipating the pandemic and the economic consequences of the next 3 years. In 2008, few foresaw the meltdown in the banking sector and its’ fallout. The reality is that no one has a crystal ball and 3 to 5 years is now a very long time.

 

No executive can ignore the future and clearly there must be a certain amount of forward-looking thought involved in their daily activities. But I submit that ensuring that the results of today deserve equal focus and ultimately will be more important in the long-term success of your business. 

What is the quality of your customer service? How have you personally tested it, or do you simply rely on internal reports?

What is the level of your employee satisfaction? How have you personally gauged it? 

When was the last time you thanked your key suppliers? How confident are you that they will continue to support you tomorrow? 

Do your key clients know how much you appreciate them and their contributions to your success? Or are they vulnerable to being poached by a competitor because you take them for granted? 

Answering these questions should not be something that you delegate. If they are as important as they ought to be to your current success, why aren’t they part of your daily activities? Clearly these questions are generic, and you will have others that are more pertinent to your business. But you get the point... 

If your focus is more on the future than on today, you are gambling against ‘the house’. And we know that over time ‘the house’ never loses! 

You need to keep your finger on the pulse every day without sticking your nose in the business. It’s a delicate balance to be certain, but it’s your responsibility. There was a time when being proactive was among the highest valued qualities in a leader. I am persuaded now that the quality of your reactive skills is more critical. 

Most can drive at high-speed knowing what the road ahead looks like. How well you react to the unforeseen is what avoids disasters. 

This is active, empathetic leadership and it is what business demands today!