Presentation on theme: "The Loudest Duck: Moving Beyond Diversity"— Presentation transcript:
1The Loudest Duck: Moving Beyond Diversity By Laura LiswoodAdapted from a Workshop on 31 July 2013Presented By:Robert BillingtonDate (of presentation)
2What’s the issue with Diversity? Diversity – a mix of different peopleWe have diversity – but in and of itself diversity only satisfies a mandate – Noah's ArkTo maximize our benefit from diversity we must change our behavior
3Why Change?Maximize the benefits of diversity for the organization – enable better performanceTo ensure a level playing field for a diverse workforce to fully contribute and advance the goals of the organization
4The Value of Diversity Who want’s to be a millionaire? Lifeline = 65% correctEliminate 2/4 answers = 75% correctCrowd sourcing = 91% correctGroup of 5 peopleIf you already have 4 engineers, adding another probably won’t add much diversity or creativityThere is value in inclusionSynergy of ideas & creativityThe best ideas come from the broadest spectrum
5Why isn’t the playing field level? Differences – age, race, gender, dominant group, non dominant group, religion, culture, education, sexual orientation, political party, marital status, health, height, weight, symmetry – beauty, financial status, language, direct and indirect communication styles…Grandma – beliefs & archetypes - myths, stories, fables, urban legends, cultural & social norms and bias, frames of reference, how we place ourselves and how others place us in society and in the workplace
6Why isn’t the playing field level? Unconscious confirmation of beliefs & archetypes – believe first, see confirmation of what we believe – we filter to confirm beliefsLike to Like vs. Like to Unlike – what are you most comfortable with?We all apply archetypes and fail to recognize the value of differences - The value of diversity!
7How Diversity Doesn’t Work; A meeting with a Wheel, a Duck, a Nail, and a Nice U.S. culture“The squeaky Wheel gets the grease”; speaking up will get you noticed and rewarded. Stand out and be an individualist.Chinese culture“The loudest Duck gets shot”; Speaking up might get you in trouble or even killed.Japanese culture“The Nail that sticks out gets hit on the head”; It’s better to fit in and be compliant.Humility culture“If you can’t say anything Nice, don’t say anything at all”; Only say nice things – don’t disagree.
11“If you can’t say anything Nice, don’t say anything at all”
12What to do about it? We must think about it – Cognitive Diversity We must notice Diversity and make specific Conscious decisions that help level the fieldWho’s different – how can we as leaders help ensure equal access?
13Listen ActivityListen carefully when someone shares a different perspectiveEnsure that people participating in meetings by phone are brought into the conversationBe aware of different cultural or relational language patterns (e.g., indirect vs direct speaking styles)Ensure that all have an opportunity to speak, without interruption13
14Solicit Diverse Views Ask for viewpoints different from your own Solicit opinions from less outspoken people14
15Encourage Connections Across the Workplace Encourage employees to connect with others not like them in the agency or departmentTake time to interact with people who are different from you15
16Be Inclusive Be outwardly supportive of diversity efforts Be inclusive in formal conversations and activitiesBe aware of the ways you include or exclude individuals from activities, such as outings, after work socializing and sporting events, which may work for some and not others – does not mean you have to stop these activities, but does mean you have to ensure equal access16
17Interview a Diverse Group of Candidates Ensure hiring managers seek out diverse candidates to interviewEvaluate people based on job-related skills, not merely because you like themQuestion assumption if a diverse hire is classified as a “risky” hireAsk yourself if “cultural/office fit” is being confused with “similar to me”17
18Provide Development Opportunities Fairly Be specific about the skills and capabilities that lead to success in the organization, and build development around those skillsSystematically review the diversity of the high performance and high potential employeesConsider all potential candidates for promotion, training, and stretch assignments, not just “top of mind” candidatesThink about those for whom you have advanced or sponsored. Ask yourself if they are similar to you or different from you18
19Provide Clear Feedback Provide clear, constructive, and critical feedback to all in a timely mannerBe aware of using “too” e.g., “she’s too intense”Make sure the person hears and understands the message that you want to send – close the loop, e.g., “Let’s make sure you understood what I said.”Focus on outcomes and performance, rather than style complianceNotice any hesitation you have to give feedback to someone not like you19