Diversity, equality and inclusion make good business sense: Data shows a correlation between diversity in executive teams and increased profitability. In other words, allowing other people a seat at the table doesn’t mean that there are fewer pieces of the pie, the pie simply gets bigger. Of course, the other commercial imperative is that there’s a need to represent, connect with and align with the customer base.
But do we need a financial reason? We know that logic secures decisions already made at a human level and in this case, it’s using economic rationality to underpin the ethics and decency that make us feel good. Humans are motivated by emotion, so it would make sense that a driving force behind the performance uplift mentioned above starts in fostering belonging, ownership and commitment. There is also the element of how a multiplicity of perspectives makes for a stronger team, opening up new spaces for innovation and creativity. This is where cutting-edge thought comes from.
Why culture is vital
Culture or the way we do things around here goes beyond a formal written statement of intent. It infuses and energises every member of the workforce, even when they’re not being supervised. C-suite briefings and office chat alike are tempered with the company’s vision for health and growth, and in terms of DEI, going the extra mile for human-focused reward becomes the norm. Each member of the team is encouraged to come to work as a whole person and in this way, their talents are nurtured, becoming an integral and valued part of the business organism. Gone are the days when sleep, family, recreation and health can be considered superfluous: the truth is that burn-out is real.
It relies on sound leadership, there is no doubt but it also requires that everyone pulls in the same direction. In other words, everyone is committed to allyship. ‘One of the key insights from Zen philosophy is that culture is not a set of beliefs, it’s a set of actions’ states The Harvard Business Review. Ideas come to life, change happens and the work environment improves when humans are given the agency, impetus and creative space to apply feel-good ideas to real-life situations.
Why a discussion about culture is so pertinent now
The crisis of the past couple of years has hit some organisations more than others. Those with a highly adaptable culture, more open to flexible working and collaborative spirit will have fared better than those with an unnecessarily rigid approach to hierarchy, office working and management.
For many, the return to the office has been far from comfortable, with the mental and physical strain of the crisis causing anxiety and insecurity. The natural disassociation and isolation caused by working behind screens, face masks and working from home will have disrupted the feeling of cohesion. Their fear of the commute and going out into the real world, whilst juggling the ongoing demands of the pandemic cause real day-to-day issues which we need to be aware of and make allowances for. Value starts with a sense of belonging, so this is an opportunity to rethink what bringing a team together really means: is it defined by geography or are there other ways in which we can organise time, space and communication systems?
There is no time to delay
Of course, in reality, the pandemic was only a window on change that was already afoot. There is a generational component that was always going to weigh in on old practices and structures: namely the workforce currently rising through the ranks. Gen X, now taking on the senior roles, has been tasked with examining and changing the systems which have historically worked better for one demographic than another – and with not a moment to spare.
Hot on their heels the Millennials, having grown up with greater freedom to question the existing narratives, demand a new degree of flexibility but the real shock to the system will be the Gen Z cohort, just entering the workforce. Their fresh, uninhibited approach to long-held dichotomies and pigeon-holing mean that a complete and practical rethink of the way we do business and manage people is on the cards, with wide-ranging benefit. It will include everything: from the way we organise access to bathroom facilities to the way in which we use pronouns.
This is another way in which inclusion makes sound business sense: it is a form of future-proofing or getting ahead of the game. The changes are coming, ready or not.
Understandably, keeping the status quo is the path of least resistance and because of this, it takes the least amount of energy. Making radical changes, however, involves unlearning embedded narratives and it’s a long game, so returns don’t happen overnight. This is where culture and commitment come into their own: the impetus to keep going because the only other way is back and we’re not going that way.
How leaders can help
Leaders can do a number of things to help. Firstly, modelling must be sincere and show commitment but authenticity is also key. Humility and effective communication will lead to the honest discovery of blindspots and collaboration and genuine human interest enable awareness of bias. In a culture where feedback, collaboration and respect are encouraged, those who are visible and influential are able to tweak mindset, values and behaviours. The conversation is opened and workable solutions are found.
A top-down approach, whilst a good place to start, won’t bring about lasting change. Everyone needs to get involved, which is why culture is so important.
Getting everyone on board the bus
Diversity and inclusion start from a place of empathy. It’s about saying I haven’t lived your experience but I’m going to try to understand. The only way to understand is to have a conversation but these kinds of exchanges are not necessarily easy to have. TedX speaker and Inclusive Leadership trainer Julie Kratz has some practical suggestions:
- Don’t essentialise people or lump them in with a group – treat them as an individual
- Be respectful – come at the conversation from the point of view I care for you
- Be curious – apply the beginner’s mind and be open
- Everyone has ownership – we all play our part, every day in every interaction
- Build relationships and trust – be human
- Be aware of the fear of lack – there is abundance and more than enough to go round
- Avoid stereotypes – and be vigilant for blindspots
- Widen your group – look at who you mingle with how you can expand this
- Be clear about your why – what’s behind your desire to be an ally?
- Speak up – not leaving racist, homophobic or ableist sentiment unchallenged but calling in rather than calling out.
- Be a driver for change – and this involves not hanging out with people who don’t get it
The force for change
Whilst DEI has been on the agenda and increasingly visible for some time, it’s clear that paying lip-service is no longer just unacceptable, it’s untenable as a pathway to growth. Curiosity, empathy, genuine concern and a desire to open spaces in which authentic human connections can flourish drive real, tangible change. It’s important to remember that there are elements of design, purpose, inquiry and commitment needed too.
When we see people, become curious about our differences and respect the details making them the unique human that they are, we open up new pathways for both their development as a person and as a result, the growth of the company.
With having a sound inclusion, equality and diversity culture being the difference between surviving in this climate and on into the future, what will you be doing to develop yours?
For more on the role of culture in DEI and business, listen to the Spark Tank podcast hosted by Ignium’s Phil Rose, in particular the episodes where he’s joined by Julie Kratz. Or get in touch with us to hear more.