Diversity. It’s an idea rapidly becoming a prominent practice in the lives of Americans. School curricula all over the country include statements of diversity; small and large businesses alike make it a necessary part of their goals. It is a fixture of everyone’s life, especially those that work with people, which is mostly everyone.
But what does diversity do for us? That is to say, for those who work in business or in firms with diverse clientele, what benefits could be gained from investing more time and energy into strategic diversity and inclusivity practices?
Thankfully, Forbes contributor Glenn Llopis has done a lot of the leg work for those who want to know. In more than one article on the Forbes website (though this is where I started), he has outlined the numerous advantages of the growing diversity in American markets. To keep up with this trend, he advises several ways in which a firm could shore up its appeal for clients from a variety of cultural backgrounds.
Some of the things he talks about are, frankly, common sense. Of course you want to be unique, and differentiate yourself from the competition, regardless of the diversity of your clientele. And of course, you want sustainable growth for the future, no matter who’s buying. However, when Llopis discusses “embracing diversity of thought,” he is really getting at something special: diversity isn’t just about who you sell your stuff to, it’s about the people doing the selling alongside you.
Case and point: I used to be a waiter at a breakfast chain that shall remain anonymous. Everyone working the back-of-house positions was Hispanic, and they all spoke Spanish. Suddenly, my elementary-level Spanish, for which I had phenomenal public schools to thank, became a much more important part of my working life. Because if I scream “No onions” in Spanish, I’m saving everyone valuable time.
My own questionably relevant sidebars aside, researchers have made substantial efforts to examine and chart the effectiveness of integrated teams. The findings are interesting. This Rand Corporation piece about the US Coast Guard makes a really important point—findings are mixed. Diversity and inclusivity provide a variety of views, approaches and capabilities for teams to solve problems together; at the same time, diversity might create tension between different people or attitudes within the group. The defining feature of the effectiveness of diversity in a teamwork setting is leadership. The Rand Corporation article discusses the leader’s use of a “super-ordinate identity” for diverse teams to build their own identity around, while also fostering an open environment for the discussion and appreciation of differences.
In many ways, the Rand Corporation has the most concise, useful insight regarding diversity in the workplace. A good leader will make everyone work well together, regardless of their differences. Going back to my restaurant experience: the (often times white or otherwise non-Hispanic) managers made an effort to learn and use Spanish in the kitchen. It just made sense, and made things easier for everyone. Effective leadership transcends cultures, regardless of race, color, or creed.
By all means, take a dive into the research and literature about diversity in the workplace. It’s a fascinating endeavor, and worthwhile in its own right. Going forward, however, keep this fact in mind: diversity is nothing to scoff at, or to feel uncomfortable about. Doing so could put someone on the path to poorly implementing diversity policy. Rather, diversity is something that the best leaders will embrace in an open, supportive environment. Considering the coast guard reference, a nautical metaphor is justified here: you can’t direct the wind, but you can adjust your sails.
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