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  • July 24, 2013

Your Strongest Asset—Your Org Culture—Could Be Your Greatest Barrier to Inclusion

by Andrés T. Tapia – Business People Smiling

Our work in diversity and inclusion demands us to manage through many paradoxes. In part this is due to the work of diversity and inclusion having to surf its way through seeming contradictions. Do these sound familiar?

  • Diverse representation is paramount but we don’t want to focus on the numbers
  • Affirmative Action is about the numbers but you can’t make them quotas
  • If you surface a diversity and inclusion gap you are obliged to do something about it, so it may be better not to find out
  • We need to level the playing the field for those traditionally underrepresented but we can’t do it at the detriment of those who have been in the majority
  • Affinity groups are about affinity but must include everyone who wants to join
  • Diversity and inclusion strategy should expand its reach and be holistic. Address severe talent shortages, emerging marketplace penetration, global team productivity, generate greater creativity and innovation, but, oh by the way, do it with fewer resources
  • We must master best practices processes to move change through our organizations while at the same time be able to freestyle via spontaneous invention to arrive at creative and alternative ways to breakthrough.

There is plenty to explore in each one of these, but here’s one more I want to share and explore in this post:

Are companies with strong corporate cultures inherently more exclusionary?

This question came up in a recent conversation with my colleague Lisa Levey, a thought leader on women’s advancement and work-life integration and author of The Libra Solution: Shedding Excess and Redefining Success at Work and at Home, when we were chatting about a couple of clients we are currently working with. She framed it this way, “Enhancing diversity and inclusion within strong work cultures is ultimately a paradox. Strong cultures have a way we do things and a set of norms that dictate behavior. This clarity defines who they are as an organization as well as what—and who—fits. But D&I are about embracing new ideas and new ways of doing things, often challenging the status quo.“

How to address this conundrum that the bold, distinctive culture that has made these companies successful is the same culture that can severely hinder the organization from being truly inclusive?

We’ve witnessed this across the world and it doesn’t matter the industry—retail, manufacturing, managing consulting, pharmaceuticals, finance, and so on. In each of these industries there are longstanding companies with histories more than 100 years old as well as new economy companies barely a decade old that have a palpable and distinct culture that influences the profile of who gets hired, what gets identified as good and poor performance, and in this, of course, who gets developed and promoted.

Adds Lisa, “strong work cultures are typically characterized by a core set of values that influence priorities and bring life to the way work is accomplished.” The end result is that leadership and management is then shaped by these very values and the organization’s narrow interpretations of what the behaviors behind these values should look like.

Clients that have very strong cultures are extremely admirable. It’s easy to find people who have been there 20, 25, 30 years. Their employees have great memories and great pride in their organization—what it has accomplished, what it stands for, and the kind of talent it has attracted and nurtured. These are traits that get you on the Best and Most Admired companies lists.

How ironic then that it can be so painful and difficult that these companies are often the very places where it’s hardest to open up space for people who are different. The very people who are brought in under the auspices of the organization needing greater diversity and inclusion quickly run afoul of the unspoken coda of how to think, how to speak, and how to act.

The organizational system, wired to nurture the coda and conversely reject deviations from it, like a highly effective immune system, treats that difference as a foreign body that must be surrounded by contain-and-reject interventions. Here comes the raised eyebrow, the roll-of-the-eyes, the “we don’t do it that way here” pricks that slowly but surely deflate the confidence of successful-elsewhere talent.

The Achilles Heel of Strong Corporate Cultures

These companies with strong corporate cultures must then face a choice. They can continue business as usual and they may get lucky and for some time may not experience much apparent downside. But they should then be more realistic about how diverse and inclusive they can truly become.

Or, if the case for being more inclusive and diverse has been made forcefully, they can seize this moment to do some self examination, which in this upside down world, is critical as old assumptions are being swept away by the new normal.

To be clear, examining your culture for ways in which it can be inadvertently exclusive does not mean throwing the baby out with the bathwater. There are ways to affirm and even hold on to those differentiating distinctive aspects of culture, while letting go of things that have been long cherished and valued that are no longer necessary and long obsolete.

How can you go about this? A few things to think about:

  • Distinguish between requirements and preferences. Do an exercise using the honored late Roosevelt Thomas’ guidance. Determine what is really required to do the work and be successful at your company and what is really a preference that is tied to tradition and the people who came before you that really don’t reflect the new generation of work, clients, customers, and workers.
  • Rethink the assumptions around mentoring. Often mentoring in strong corporate culture environments can become the code word for training people who are different to become just like us. While there’s still a place to help people through mentoring that can increase their chances of success by showing them the ropes, until you do the work of distinguishing between a preference and a requirement, you’re not going to be able to know what is inclusive versus exclusionary advice.
  • Make it safe and inviting for alternative voices to be heard, valued, and acted on. Train legacy leaders and managers on how to seek out alternative voices in their teams and meetings. Reward managers who consistently do so. Profile those who have a different approach than has been the norm. Also design reciprocal mentoring programs—companies with strong corporate cultures often suffer from being too insular. Activate the very premise of diversity, which is to bring alternative thinking to the organization. Formalize and channel this diversity to effectively bring new thinking and life to the organization.

Finally, make this message go viral: in today’s global, hyper-diverse, rapidly changing world, those that don’t keep up with the changes risk getting sidelined. All companies are going to need the diversity of thinking of those who have not fit the formula in that past.

If homogeneity of thinking and behavior was the key to survival before, today it’s a vulnerability. Heterogeneity through those who don’t fit the traditional and previously successful culture could really be the very thing you need more than ever in order to sustain your success in this brave new world.

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