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Guest post by: Robert Whipple Become an Author

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Diversity has become a mantra for the 21st century. Creating a diverse organization is a key value for most organizations. Some still view it as a holdover from the racial or gender affirmative action programs of the 1970's and '80's. There is often a flavor of "we must do this because it's the right thing to do" in the rhetoric.

Others see it as a trend and pursue it out of social force. There may be a fear factor indicating disadvantaged groups will make trouble if management isn't working on diversity.

There are a multitude of interpretations and programs addressing diversity. Consultants are working to educate people and writing books on it. Some efforts take the form of mandatory training. Eight hours of enforced diversity training for everyone will help raise awareness, but it won't do much to resolve the problems. You must change the underlying culture, which takes significantly more energy.

Diversity issues can be complex and emotional, but there are a few concepts that remove much of the mystery and misery. The objective is to allow individuals to contribute to their maximum potential in an atmosphere that embraces their individuality, rather than represses it.

Think about your own basic needs to insure self-worth. I bet they are as simple and profound as needing to be accepted, included, appreciated, and loved. The real leader is constantly seeking the true essence of others. She works to support and help others live their true essence at work and in the world.

We are all Blind

I can no sooner understand how a pregnant woman feels coming into work than I can eat a slice of the moon. I cannot know what goes on in the mind of the Bosnian refugee who wears the same dress to work every day because that's all she has. The trials of the single black father with a daughter in trouble are impossible for me to comprehend. If you ask me what it feels like to be the first Hispanic CEO in a particular corporation, I haven't a clue. Other people find it equally difficult to understand the forces working within me. That isn't the issue.

Just as people who don't live their values are blissfully unaware of their hypocrisy, so bigots have no clue as well. They cannot see the countless insensitive things they do and say every day. They honestly believe there isn't a prejudiced bone in their body. As W.C. Fields put it, "I am free of all prejudices. I hate everyone equally."

These people see no need to improve their understanding of diversity. Training them is nearly pointless, as they believe this stuff is aimed at others, not them. Start with training aimed at making people more aware. If people open their eyes and admit that, "I guess I do think like a bigot sometimes," (and everybody does) you are making progress. That progress not only helps reduce tensions, it also has a significant benefit for the business.

If our culture truly values the talents and ideas of everyone, we will relate better to customers with our products and services: an external benefit. The organization that draws out the best in each person spends more time pursuing the vision and less time resolving misunderstandings: an internal benefit.

I do not claim to be an expert in diversity. As a WASP, I can't trust my own instincts because they are derived from my own cultural filters and bias. The best environment gives feedback on insensitivity in a way that enables greater understanding.

My leadership team was blessed with a mixture of line managers from a variety of backgrounds, ethnicity, and gender. These were in a constant state of flux because all were growing and moving in their careers, creating slots for others.

Often, it was the minority representation that brought the group up short when we were off base. They would help us realize our gut perspectives were not to be trusted. They would point out when we slipped into a dangerous "group think" or "monoculture" mentality.

In "The Contrarian's Guide to Leadership," Steven Sample described it this way:

"A highly homogeneous organization is as susceptible to disease and infestations as a large biological monoculture. Every farmer knows that when he and his neighbors plant tens of thousands of contiguous acres in a particular variety of wheat year after year, that variety will soon become vulnerable to new diseases or new strains of insects. Ecosystems that are biologically diverse are much tougher and more resilient in the long run than monocultures, and so it is with organizations that contain a wide variety of people working toward a common goal."

It was important to have these people on the team and critical to listen when they pointed out our naiveté. It kept us growing and searching for a greater appreciation of diversity. Although no group ever fully understands the issue, at least if people are reinforced for pointing out gaffs, you can be a little less blind.

A Reinforcing Culture melts away Demographic Differences

Groups that achieve a reinforcing culture are less preoccupied with diversity. The issue does not come up often because people are concentrating on winning, not demographic equity. That is the way it should be.

You have undoubtedly experienced times of acute awareness of racial or gender stress within your work group. Whether in the minority or the majority, the reality of differences in people is often evident, polarizing words and actions. There is an agenda in the air that takes energy away from pursuit of the vision.

There have been other times when your work group was so successful and having so much fun that physical differences seemed to melt away. You simply viewed teammates as outstanding people. Relationships transcended differences but, at the same time, you were aware of the differences in order to help and support one another.

Imagine if that atmosphere could prevail in your organization. It can. The secret is to develop an organization of trust and love - a reinforcing culture. This environment allows groups to stay on course when issues arise, such as when people take empowerment the wrong way.

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