Fight the Fear: Inclusion is about feeling safe to be who you are while accepting others, no matter how different

The tragic mass shooting in Christchurch, New Zealand raises some very disturbing questions about the kind of world we now live in. That it had to happen in a country with a reputation for safety, tolerance and inclusion puts the spotlight on the proverbial elephant in the room: is this the “dark side” of diversity?

Regardless which side you’re on when it comes to the immigration question, one thing is clear – these global events are somehow interconnected due to increasing polarization around ethnic and religious diversity. It’s also reflective of how each and every one of us experience, and therefore perceive, diversity within our own communities, and indeed within the workplace.

This new, diverse world means diverse markets, customers, ideas and talent pools that are creating new challenges and business opportunities. Companies need to harness “thought diversity” to navigate this diverse world, and all the opportunities that come with it.

Apart from being a business necessity, diversity is also a responsibility. Leaders must take ownership and have the sense of urgency to provide a safer and more inclusive workplace. If employees feel safe and included at work, they will make others feel safe and included in their larger communities. Hopefully, this will lead to a safer and more inclusive world.

As part of my ongoing research on the subject of diversity in the workplace, I recently hosted a working peer-to-peer lunch conversation and invited four distinguished champions of diversity:

• Michelle Leung, Vice President, Human Resources – International Markets, Cigna
• Maggie Zhang, Chief Human Resources Officer – International General Insurance, AIG
• Sylvia Chong, Chief Talent Officer – Asia Pacific, EQT Partners
• Brian Henderson, COO, Baker & McKenzie

Coming from very diverse professional and personal backgrounds, the level of “thought diversity” at the table was amazing. While we all embrace diversity and individuality, and champion these within our own organizations, we are also mindful of the scepticisms.

Below are highlights of our discussion. Do note that these reflect a sum of the individual views of each participant and not the companies they represent. 

1. Acknowledging the sceptics

As diversity champions, we must acknowledge that the scepticisms around diversity are real and in some cases, fair.

For one, there is indeed a “Nature vs. Nurture” debate, and many sceptics argue that humans are not hard-wired for diversity, thanks or no thanks to evolution, which somehow switched on a “fight-or-flight” mechanism in the most primitive parts of our brains, causing our ancestors to instinctively distrust people who looked different. A diversity initiative that ignores this basic premise, they say, is naive and bound to backfire.

Furthermore, like "affirmative action" before it, many sceptics see diversity as a "social engineering" experiment by the liberal left that, whether intentionally or not, only accentuates the differences between groups even further, rather than teach us to embrace the uniqueness and merits of each individual.

Another scepticism is around the issue of “Diversity vs. Meritocracy.” Sceptics argue that hiring based on diversity (and diversity quotas) goes against the wisdom of hiring based on merit. At the end of the day, what organizations need is competency, not diversity, and to assume that diversity for the sake of diversity will increase an organization's overall level of competence is again a na?ve presumption at best.

All fair points. The key to diffusing this “fight-or-flight” switch, though, is to put yourself in the shoes of those who are in its grips. Often, the very people who reject diversity are those who feel excluded by it.

2. East vs. West

Many diversity initiatives are based on the agenda and context of Western countries, i.e. focused on race, ethnicity, gender. Asia must have its own template.

Gender equality is not equal to diversity. Equal opportunity / pay is crucial to creating a fair world; however, its primary goal is not the same as what diversity seeks to achieve in the workplace. Both are equally important, but even if one achieves gender equality, it does necessarily not mean that the task of creating a diverse and inclusive workplace is accomplished.

In many Asian countries, bringing more women into the workforce is a government agenda borne out of necessity and the need to address demographic shifts and aging populations. This is different from the goal of creating diversity in the workplace.

It is ironic that many Asian cultures often inhibit women in the workforce, yet women seem to have the best chance to succeed in Asia. Research shows that women in senior leadership positions among companies operating in Asia often account for a higher than average % compared to companies operating in Western countries. 

Furthermore, easy and affordable access to domestic helpers in many Asian countries, coupled with traditional family support systems whereby grandparents step in to care for children and do house work, facilitate women in Asia to stay at or get back to work with greater peace of mind.

3. Diversity should NOT be an HR Agenda

There is always a fine line between “diversity” and “reverse discrimination”, especially if diversity is “force-fed” by HR. Hence, it’s easy to see why many male senior executives roll their eyes over gender quotas, which they see as another “self-serving women’s initiative.”

To counter this, diversity initiatives must be championed by “executive sponsors” from within the ranks who are passionate about diversity.

American companies tend to be more advanced in this area, creating specific roles such as the Chief Diversity Officer (CDO) or committees focused and dedicated solely on diversity. The profile of a CDO should not necessarily or exclusively come from a Human Resources background.

For the role to be effective it should report directly to the CEO or the Board as diversity must be a CEO agenda. While it is often a one-man or one-woman team, he or she should be backed by a committee comprised of senior leaders as supporters and champions. The role is both that of a policy maker, such as those concerning recruitment, promotion, maternity leaves, training, among others, as well as that of monitoring KPIs, e.g. workforce mix at all levels, recruitment and succession index, employee engagement and safety, etc.

There is no one-size-fits-all template. Diversity means differently in each country, so the solutions differ accordingly depending on their history and circumstances, e.g. ethnic diversity may be a more urgent agenda in many Western countries, while generational diversity is a top priority in many Asian countries.

Meritocracy must rule in hiring and promotion, while also casting a wide net to have a diverse slate of candidates. This may lead to slower progress in achieving a truly diverse workplace; however, incremental change is better than not changing at all. The need to enforce quotas on diversity is controversial, but if it means creating a sense of urgency and focus, then it is a good thing.

What is the tipping point for a company and individual to embrace and act on diversity? We cannot deny the unconscious bias in each one of us. Is it our upbringing, the up-close-and-personal events that hit us, or is it systematic training that brings about the tidal wave of change that gives individuals, including those at the CEO and Board levels, a wake-up call?

Self awareness helps us to connect and accept others, even those whose backgrounds and beliefs are different from our own. Scientific research shows that individuals with high self acceptance tend to be more accepting and tolerant of others.

The End Game is Thought Diversity, Inclusion and Awareness

“Fight every battle everywhere, always, in your mind,” so the meme goes. We can fight fear through acceptance. 

To “accept” differences require cognitive empathy – or the ability to see things the way others do, and also emotional empathy to feel how others feel.

In an organization, cognitive empathy is enabled by diversity, specifically thought diversity. Indeed, there are many forms of diversity, based on gender, ethnicity, age, cultural background, personality, among many others. There’s not one type that fits all organizations. The key is to find out which type of diversity, or combination thereof, produces the thought diversity your organization needs to thrive in an unpredictable future.

Variety is the spice of life, and we all learn and thrive when we are challenged and live amidst our differences!

Lots of love,

Louisa

https://www.dhirubhai.net/in/louisa-wong-74805740/detail/recent-activity/posts/

Photo Credits:

Man Wu on Instagram https://www.instagram.com/manwu_ssl/