Advanced leadership approach to embrace diversity of thought

Knowing that this was the right thing to do, many leaders began their diversified initiatives. Over the last 15-20 years it has become clear that this is the right business response. The number shows the successful correlation between business results and diversity.

Most of these efforts have focused on gender and race equality and acceptance in their organizations. The next level of work must solve problems of style, thought and ideas and approach.

Creating a culture that truly embraces diversity, including diversity of thought and behavior, is seriously tied to the ability to create a culture of innovation. If a culture has a biased attitude about what is humble, what is appropriate, what is “normal”, it is less likely to be a culture where new ideas are enriched.

Even when these numbers probably reflect a balanced balance of existing social diversity, these national cultures are more likely to have atrophy and decay. The speed of the past business may move the entity forward but in the end it will become a stall. Because of the speed at which technology is changing the environment, stalling will happen faster than we expected.

In many traditional theology companies, if you look at the numbers, the effort on diversity has continued and has been quite successful. It will not be enough.

The pace of change is now creating a trend realization that if an organization does not keep pace with product design and change to meet the emerging needs of their clients, they will go out of business.

To continue, they must hire the best and brightest people they can find with a high level of technology and comfort. Having deep pockets is a small fraction of the issue, as big Fortune 100 companies can prove it. They may be able to find and hire them, but if their culture is slow to adapt to diversity of thought and approach, they will lose them (or not attract them in the first place).

The New The culture diversity issue is quickly removing barriers to decision-making and execution, and yes … it’s a diversity issue.

The extent to which divisions are evident in the political arena can prove that the inability of this view to take other perspectives is a critical issue for our evolution. People are more afraid of the diversity of thoughts and beliefs and it shows. It’s more subdued in our businesses, but the nature of the trap is the same. We hate change.

Being a “global” company is not an easy journey, but for many organizations it has created awareness about our cultural stumbling blocks, biases and costs for the success of any venture.

Many have done and benefited from embracing different cultures and genders. There is still much to be done in those areas. Most are still in the Dark Ages when it comes to embracing different ideas, perspectives and styles.

We can’t move quickly, make quick decisions or solve problems once everything is settled. If you don’t believe this is happening in your organization, try to remember how people will bring bad news to their bosses illing how people refrain from fighting tough personalities? How do they welcome outsiders to new ways of doing things? How hungry are they for the new approach? Really? Do they adopt new ways of doing things or do they subtly or ultimately resist?

How long do your outsiders last? They may start with enthusiasm, but if you see new guys who often spend 2-3 years before leaving the hull and go somewhere else, you will tell yourself that they are not exactly fit. You have decided that they have left for their own reasons. The truth is that they were tired of fighting. The only way for them to survive is if they learn to fit and then lose your organization. They were brought in to light things up and they left because they couldn’t go.

Our leaders, all leaders, are beginning to realize that their organizations will fail if they fail to fill the gaps created by the diversity of thought, style and approach. They are not getting the speed they need to make decisions and implement them just to survive and ultimately succeed.

They try to look at it from a structural and rewarding perspective and are sometimes convinced that they must make huge changes to the compensation and process. Unfortunately, attitudes are more fundamental problems and costly changes will not change until people learn to accept the fundamentally “different”.

Until we truly understand that the pace of decision-making and execution is often unable to adapt to other ways of doing things (differently), we will continue to try to solve the wrong problems.

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