The Power of Inclusion (from the Diversity Summit for the San Diego County Urban League)
I spoke recently to an audience of leaders of private and public organizations at the Diversity Summit with the San Diego County Urban League. My conversation with this group reinforced one of the major findings of a recent study Novations completed in conjunction with Linkage: over the last 10 years, there have been great strides in moving away from an emphasis on legal compliance and towards an emphasis on building an inclusive organization where everyone can succeed. However, in spite of that progress, there is still insufficient understanding and support of the business case. Furthermore, the current economic crisis seems to have stolen attention away from issues of diversity and inclusion—or reduced it to lip service in some organizations.
This relative silence about diversity and inclusion shows that there is still insufficient understanding of what diversity and inclusion are really about. Diversity is defined as the ways people are different from each other. Inclusion is defined as the full engagement of everyone. As a result Inclusion is at the core of an organization's approach for developing all its people. Developing people means an active, forward-moving involvement with them—it's more than respect; it's more than a token seat at the table. It's a plan and process for expanding everyone's capability through the stretch assignments they get and the coaching they receive.
These are words that most leaders should adopt. What's important to make them more than words is the system of measurement and accountability that's in place. Are managers really held responsible for the level of learning and improvement on their teams? Is there a mechanism in place for ensuring that all types of employees are supported to grow? Is there attention given to the development of under-represented groups?
As with any approach that is important to the competitive advantage of an organization, leaders must ensure that there is a way to underline the significance of diversity and inclusion to the organization, that expectations are clear and that there's a process for determining progress. Given the current economic crisis and limited resources, now more than ever we need to focus on building the capacity of all people. What are the processes in place in your organization to ensure that you are expanding the capabilities of all the people who contribute to your success?
Michael, I met and heard you first at the Urban League Summit in San Diego. From that experience, coupled with my first opportunity to read one of your blogs, I appreciate, enjoy and find useful your "above the fray" and instructional approach. Very useful information. I will be looking for your book, "The Power of Inclusion." All the best... Keith
Posted by
Rachel
11/13/09
Dear Mike,
I totally agree with your comments on this blog, particularly "current economic crisis seems to have stolen attention away from issues of diversity and inclusion—or reduced it to lip service in some organizations." I will be sharing some of the highlights from your key note and the Leaders Panel with my peers and supervisor at our next staff meeting to see if we can get some real accountability start rolling again!
Rachel Reed
Posted by
Gerald Moore
11/14/09
A thought provoking entry. It not only highlights the distance yet to travel on the road to diversity and inclusion, but also holds a mirror to every leader that is in the driver seat. Thanks
Posted by
Mindy Mackenzie
11/15/09
Mike - so glad you are now blogging! Your message on managers being responsible for developing and growing their talent is needed and right on point. Keep up the great work!
Posted by
Mike Hyter
11/16/09
Thanks to all of you for your comments and support. I encourage you to do what you can to help all of the senior executives you come in contact with or work with, to understand Diversity and Inclusion is best served as a Development of Talent focus. Their commitment creates and example that increases the chance of postive results being sustainable over time. Spread the word!!!!
Posted by
Steve Mackey
11/17/09
Hi Mike, As read and think through your post, I find there's an underlying current of fear. What I see with my colleagues and our clients are excuses to not develop their people out of fear of the uncertainty associated to the current business environment.
If we can address the fear, leaders will come back to the table and reengage their employees and begin, once again, to build their teams for the future of the organization.
There's plenty of evidence that inclusionary practices directly correlate to increased business results. This is an area where the first to market to truly embrace it will beat the rest. The world has changed and the "leaders" who aren't doing this are most likely doomed to history. Cheers - Steve
Posted by
Mike Hyter
11/17/09
Thanks Steve for your candor. I agree that fear is the primary basis behind the lack of real support for development, understanding, etc. Becoming comfortable in facing them is key but it takes courage, a willingness to be honest with each other, to hear perspectives without judgement. I believe our demographics and demands are going to force us to face our fears with more energy than ever before. Thanks for bringing it up.
