In his 2016 book, Driven by Difference, David Livermore makes the case that high-functioning, diverse teams outperform homogenous teams. However, he says diversity by itself doesn’t contribute to organizational success unless it supports your organization’s mission. And, he adds that unless leaders leverage diversity’s potential, it can actually erode performance and productivity.
So how can a leader leverage the potential of diverse teams? The secret is to minimize conflict while maximizing the informational diversity found in varied values and experiences. To overcome inherent frictions among diverse team members, Livermore says a leader needs to develop their workforce’s cultural intelligence or CQ.
Drawing on success stories from Google, Alibaba, Novartis, and other groundbreaking companies, Livermore identifies key leadership practices and elements of cultural intelligence that fuel innovation:
CQ drive: Build a desire to learn about other cultures and a willingness to adapt.
CQ knowledge: Cultivate appreciation and understanding of cultural differences.
CQ strategy: Be aware of the perspectives and ideas of different people and how their viewpoints affect the work of teams.
CQ action: Adjust to cultural differences and leverage diversity into results.
Leaders can increase their teams CQ by encouraging curiosity, listening, respect and “perspective-taking” among diverse team members. Drawn from real-life examples, Livermore demonstrates that innovation is fueled by cultural intelligence and the ability to see things from others’ perspectives. Encouraging employees to consider their co-workers’ points of view and to mix their colleagues’ perspectives with their own can pave the way to developing innovative solutions that borrow from many ideas and work for everyone.
What advice do you have for increasing your team’s or your own cultural intelligence?
Posted in build organizational talent, building teams, chief diversity officers, Diversity, equity, inclusion, Innovation, Leadership, leadership challenges, racial tension
Tagged cultural intelligence, diversity, inclusion, innovation
We know that leaders play an important role in ensuring that everyone has an equal chance to perform at their best and achieve their career goals. A recent blog post from Harvard Business Review highlighted one key aspect of this responsibility.
The authors described two types of work: “office housework” and “glamour work.” As you’d expect, the first consists of the backstage tasks necessary to keep things flowing – everything from making coffee and taking notes to sitting on routine administrative committees. It needs to get done, but it rarely happens in the spotlight. Glamour work, on the other hand, consists of chairing key committees or task forces, serving on innovative teams, and high-profile or stretch assignments.
The research found that minorities and women spend significantly more time on office housework than their white male counterparts. In some cases, certain people are perceived to be better at organizational or care-taking roles. Others may feel pressured to volunteer for these tasks or face negative consequences for not being a “team player.”
What can managers do? The first step is to identify the main office housework tasks for your team, and then assess whether anyone is doing more than their fair share. Create a system for rotating the tasks and hold everyone accountable for completing them.
When glamour work is assigned, be intentional and strategic to be sure everyone is considered. If some team members are more prepared than others, use strategies such as job shadowing and development plans to ensure that everyone is able to showcase their strengths.
Creating a team where everyone pulls their weight on the routine tasks and has opportunities to grow professionally not only demonstrates inclusivity. It also builds high-performing teams and creates an environment where everyone can succeed.
Dee Anne Bonebright
As an introvert I am not always comfortable making connections at work, even though people naturally listen to me and accept me. After all, as a white male I am a member of the dominant culture and I am automatically included. The same is not true for employees with a diverse background or from a non-dominant culture. They struggle to be included.
A recent article, Diversity and Authenticity, in the March-April 2018 Harvard Business Review highlights that “decades’ worth of studies have shown that similarity attracts – a phenomenon known as homophily.” The study focused on the reality that “disclosing elements of one’s personal life and forming social connections are easier within one’s own group than they are across a demographic boundary like racial background.” In other words, it is easier to hire a diverse team than it is to ensure that everyone feels included.
The authors suggest three strategies to break down the barriers to inclusion.
- Structure – Introduce structure and clarity to team events to facilitate shared and equal opportunities to talk to all team members. Define roles and reasons for activities and clarify the expectation of non-judgmental listening.
- Learning – Role model and facilitate a learning approach to dialogue rather than a statement-driven approach. Research indicates that genuine curiosity and open questions make it easier to share stories across differences and make an emotional connection.
- Mentorship – Utilize informal “buddies”, mentors and employee resource groups to facilitate relationship building for both new hires and employees from marginalized groups. These more experienced colleagues can help break down social barriers, provide background information, context and make introductions.
Leaders can build inclusion by helping team members make connections across their differences.
“How do we transform what we do in light of both how today’s students learn, but also WHO they are?” That was the provocative question asked by Interim Chancellor Devinder Malhotra last month when he spoke at a Luoma Leadership event. As we know, our classrooms are becoming more diverse, with new learners accessing higher education from communities that have traditionally had low participation rates in higher education.
To ensure student success, Chancellor Malhotra said we must align ourselves to new student demographics and the new workforce needed for our knowledge-based economy. He challenged all leaders to engage with underrepresented groups and embed themselves in their communities in order to accomplish our mission of serving all Minnesotans.
To do that, he advised that leaders not only learn about these communities, but that we learn with them and from them. Doing so will ensure that Minnesota’s businesses and industries will have the talented workforce they need so communities across the state can thrive.
During the month of March, we will explore the leadership competency: valuing diversity. As you can see from Chancellor Malhotra’s remarks, valuing diversity is not just a good thing to do, but it is a strategic imperative. We must transform what we do in light how students learn and WHO students they are. In Minnesota State, here are the key behaviors that leaders are expected to demonstrate in valuing diversity:
- Demonstrates inclusivity in work processes and work teams.
- Encourages and promote the diversification of our faculty, staff and student body.
- Actively seeks out and invites alternative viewpoints in planning, discussions, and decision making.
I invite you to join us in the conversation about our commitment to diversity, equity and inclusion this month.
Having authentic conversations about difference can be hard. This is especially true in the workplace. Sometimes, leaders can feel like they might say something wrong, so they choose to say nothing. In these instances, they can miss valuable opportunities to increase awareness of racial, ethnic, and gender differences and to create greater inclusivity on their own campuses.
Having spent over a decade in my early career working primarily on diversity and gender equity issues, I know it can feel intimidating to wade into topics of equity, diversity, and inclusion, especially as a white, middle-class woman with privilege. I also appreciate those who work hard to genuinely understand difference and create inclusive work and learning environments.
Understanding and creating a climate where difference is respected and honored is not just a nice thing to do, it has real benefits. Research from Catalyst shows that “employees reported feeling included when they feel both valued for their uniqueness and a sense of belonging. When employees feel more included, they reported being more team-oriented and innovative.” Authentic conversations where different viewpoints are encouraged and shared and “outsider” perspectives are honored, can set the foundation for building good working relationships, fostering collaboration and resolving conflict.
So, are you wondering how to get an authentic conversation started? If so, Catalyst has created a wonderful tool to help, called: Engaging in Conversations about Gender, Race, and Ethnicity in the Workplace. The 29-page booklet published in 2016 is full of excellent information to help you navigate talking about difference. To give you an idea, here are a few of the conversation starters and suggested actions included:
- Ask people who are different from me how they experience their own gender, race, or ethnicity—and then really listen to the answer.
- Talk to my colleagues about what the most salient issues are for different ethnic groups in our country, in our organization, and in our work team.
- Ask my colleagues what fears or misconceptions prevent them from having discussions about differences.
- Encourage one-on-one or group discussions about traditionally “unspoken” issues related to race or ethnicity in the culture in which I am working. For example, “I’d like to talk about how we can make our team meetings more inclusive and build trust among teammates. What are one or two issues we need to put on the table, but are usually overlooked or considered undiscussable? Why do we find these issues undiscussable? Why are they important?”
- Ask my colleagues to think about times when discussing “difference” (in any sense) has led to a positive outcome.
As Catalyst authors say, “Openness and the ability to have difficult conversations are needed to effectively communicate across our differences and build inclusive workplaces.”
In recognition of Martin Luther King day, I want to challenge each of us as leaders to find opportunities to initiate more conversations about difference. Go ahead, try it out in a one-on-one conversation, or your next team meeting. Be bold! Why not think about facilitating a large group discussion about difference in your workplace? You’ll be modeling an inclusive workplace.
Sorry. I just added that title so you’d open this post. Actually, the more experience I have as a leader and the more I hear other people’s stories, the less I think there are any easy answers for work-life balance.
A popular post from Inside Higher Ed, titled “It’s 4:30 in the morning, do you know where your work-life balance is?” recounts the daily experiences of a wife, mother, and tenure-track faculty member. She says that her life can be crazy, and while she hasn’t found balance, she has found fulfillment in both home and career.
On the other hand, this report in the Wall Street Journal, written about a year after the death of her husband, explains how “Facebook’s Sheryl Sandberg rethinks part of ‘lean in’.” Raising two teens by herself, and dealing with grief in public, have given her a new view of work and life. As she says, it’s really hard. Sometimes things change and Option A is no longer available. So what will you do with Option B?
If you are a faculty member of color, or a female in a male-dominated field, things get even more challenging. An article from Inside Higher Ed describes the stress and frustration that may result from being the only minority in a predominantly white institution. The author gives some suggestions for dealing with this stress. While they won’t promote work-life balance in a few easy steps, they are good advice for anyone:
- Find some mentors
- Work efficiently and manage time well
- Find and use wellness resources
- Separate work time and personal time
- Build your professional brand and credentials
As leaders, there is no single policy or procedure we can enact that will ensure work-life balance for ourselves and our team members. Maybe that’s not even the right goal. The common theme to these stories is about figuring how to thrive wherever our live and career journeys take us.
Dee Anne Bonebright
One aspect of leading for the common good is the ability to lead across boundaries. We’re all familiar with the problem of silos in academia. Many times even well-meaning activities fail to include everyone who has a stake in an issue or tools to help address it. And there are many other potential divisions that can be formed by race, gender, age, even which candidate someone voted for. Bringing people together across these boundaries is a critical leadership challenge.
I recently came across an article in Forbes that made a connection between boundaries and another hot issue in academia – incivility. The author pointed out, logically enough, that much of the incivility we’re dealing with is based on an unwillingness to work together with people that are on the other side of some perceived boundary.
Somehow I hadn’t connected the idea that by leading people to work together across boundaries, we are also creating an environment where people show respect and civility. Here are some recommendations from the article:
- Treat employees as problem-solving partners
- Make sure everyone has a voice
- Provide ways for people to speak up about concerns and ideas
- Build teams that bring diverse people together
- Make sure it’s OK to ask uncomfortable questions
- Promoting collaboration that is focused on the common good
How have you seen leaders effectively lead across boundaries? Do you agree that it promoted an environment of respect and civility?
Dee Anne Bonebright
Image: Hands Across the Divide, sculpture by Maurice Harron, Co Derry, Ireland
Much has happened since we wrote our last blog in December. I know my social media feeds are full of arguments, passionate points-of-view and a lot of ALL CAPS statements of righteousness or outrage.
All of this emotion, energy and disagreement also enters the workplace. The Minnesota Women’s March actually started at one of our schools, Saint. Paul College. Your people are navigating the current political landscape and you need to be prepared to lead during a very chaotic time. As nice as it may seem to just ignore all the divisiveness, true leadership demands that you step into the tumult and help your people work together.
To start the conversation we are going to share some ideas during February on how to lead for the common good. Specifically, we’ll be talking about:
- discovering shared interests
- managing conflict
- truly listening
- integrative leadership
- servant leadership
Please share whatever ideas you have to help your people work together for a common good in the midst of raw emotions. Otherwise our teams may end up as divided as the couple cited in today’s Reuters poll – From disputes to a breakup
Before I sign off I want to share one hopeful picture from a blog I follow. A peaceful bike march in Paris with flags reading “Bikes not War.”
Posted by https://www.dcrainmaker.com/
Last Friday, after one of our year-long leadership development programs was wrapping up, I joined a group of the participants for lunch. The program they had completed included two intensive week-long sessions in residence (one year apart), combined with journaling, mentoring, coaching, and an action learning team project spanning the entire year.
At lunch, I asked them: “What was the highlight of the program for you?” Then I listened. For the next 10 minutes, each person at the table shared stories about how much they appreciated and learned from the other participants in the program. They talked about strong relationships that they built with people from other colleges and universities in our system. And they shared how much they respected each other.
I asked what made it possible for them to build these relationships in the program and listened again. They talked about the ground rule of “no rank in the room” that made it possible to respect everyone and what they had to say whether they were a staff member, faculty, or administrator. They learned that they all had something to share and to learn from each other. One person shared that this last week especially, there were more breaks built in so that participants could connect with each other and get to know each other. There were also social activities in the evenings that encouraged them to build relationship with each other.
On my drive home from the program Friday afternoon I reflected on what they had to say and how it affirmed the 70:20:10 model of learning and development. If you recall from my earlier blog, 20% of development should come through relationship building, whether it is through mentoring, coaching, or working with your peers. Each graduate in this program now has a trusted group of colleagues to contact when they are looking to build collaborative partnerships across institutions or are navigating a new challenge, or struggling with a tough issue. That’s pretty powerful.
It made me think: “How can leaders make sure their people are building strong relationships and learning from others in their organization, even when they are not in a cohort-based program like this?”
Here are a few ideas I’ll offer up:
- Assign your staff to cross-functional teams on projects where they have to build expertise or stretch their skills
- Ensure the teams are setting ground rules that respect differences
- Encourage team members to create safe spaces within their work to question the project and the process and conduct regular debriefs to reflect on their work
- Include team-building activities into your team’s agenda
What has worked for you to build organizational talent through encouraging good working relationships?
It turns out that if you design for the people in the margins, your building works better for everyone. – CAST (education design and resources)
We’ve been talking this month about customer service and what it looks like in higher education. Thinking about a couple of recent conversations with that lens gave me a new leadership insight – sometimes we don’t know who all the customers will be for our work. We do something that meets the needs of one group, and it turns out to have broader application.
As an instruction designer, I’ve had a version of the same conversation several times. Basically, it’s about the balance between creating content that’s accessible for everyone and using the fun new bells and whistles that don’t work for all learners.
While I want to make my content as engaging as possible, I also remember the principles of universal design. A good example is sidewalk curb cuts. When they were first proposed as an accessibility measure, there were complaints about the cost and effort. Once they became common, everyone found them useful. After breaking my ankle and being on a scooter for a few months, I know I appreciated them in new ways.
The CAST organization has proposed guidelines for Universal Design for Learning. While their focus is K-12 education, I thought many of their observations were useful in higher education as well. For example, they suggest that teachers ask first, what are my learning goals? Then ask, what barriers in the classroom might interfere with my diverse students reaching those goals? Following their principles about presenting the message in multiple ways and providing multiple means for engagement will make the lessons more informative for everyone.
Similarly, providing excellent service for people in the margins can have a much broader impact. When I worked at the University of Minnesota I saw a good example. For many years the custodial staff were required to wear a uniform that included polo shirts. When newly hired Somali women objected, the leadership team got creative. Rather than asking people to wear a uniform that didn’t fit their cultural norms, they added a second option – a smock that could be worn over existing clothes. It turned out that many staff members preferred the smock and it became a popular alternative.
Who are the customers at your margins, and what can you build that would make things better for everyone?
Dee Anne Bonebright