It’s a long way to the top, if you’re a sushi roll.

Why AHRI recognition means a lot

The Australian Human Resources Institute (AHRI) has recognised PwC Australia for our work in cultural diversity and inclusion. Thank you AHRI. Why is this important? Because when you seek to move from the edge to the mainstream, recognition both signals and enables progress.

From the edge to the mainstream

If you are standing on the outside looking in, moving towards the mainstream isn't easy. This involves change and it takes time. And you need help. I don't have the miracle insight, but here's a couple of things I've learned:

1. Ride a wave. In 1990, I specialised in superannuation and funds management. Back then, many people would ‘run for the hills’ away from it. So I ran hard at it. As sources of investment capital have changed, both superannuation (and the fortunes of fund managers) have moved into the mainstream. Witness many industry funds today sponsoring sporting events. This summer, the key sponsor of Australian test cricket, a classic domain of mainstream business, is a leading global investment manager. As an 'early adopter' in superannuation and funds management, this meant I had something important: advantage. While I swam very hard, eventually I rode a wave. If there's a great habit to have, it's to be constantly looking for things on the edge moving into the mainstream.
2. Find great leaders. Some bosses were on the edge before they moved into the mainstream. These bosses understand how real exclusion accumulates from small acts of unintended or accidental exclusion. (The experience tends to be memorable.) These bosses appreciate opportunity and the malice of its denial. They understand that sometimes you need to be a bit edgy to agitate into the mainstream. So they provide latitude that others may not. Over my 30 years at PwC, I've been fortunate to have such leaders. Be curious to discover these great leaders and learn how to draw their interest.

A plan helps manage the stakeholder risk of uncertainty

Moving into the mainstream is dependent on many unknown future events. Here's a secret: you make it up as you go. As the path is uncertain there is risk. And the risk needs to be managed.

This is why it's important to lay down a blueprint, a broad plan that brings others along in the same direction, regardless of progress. All progress is then in furtherance of the blueprint. In 1993, the Government released a policy statement called “Security in Retirement” a visionary blueprint. I did not realise at the time, but later discovered that this blueprint mandated the future growth of a then relatively new sector, superannuation. See here.

Until you enter the mainstream, recognition is important. Why? Perhaps broadly, in business, CDFG > UATE, where the conscious desire for growth will usually exceed the accumulation of small unconscious acts that exclude. Recognition helps increase CDFG and decrease UATE.

Leading for Change

I have been fortunate to have the privilege of collaborating with Race Discrimination Commissioner, Dr Tim Soutphommasane, who chaired the AHRC working group that last year published "Leading for Change", a blueprint for cultural diversity and inclusive leadership. AHRI recognition for our contribution to the blueprint means something.

A year ago, the AHRC invited a group of CEOs to form the Leadership Council on Cultural Diversity. When leaders who don’t have time, actually make the time to make a difference, it matters. No-one is here to save the world, and there are no quick fixes, but it’s through mainstream collaboration and inclusion that change may hopefully be achieved.

Into focus

Moving into the mainstream isn't easy but it happens. Witness same sex marriage and progress on the treatment of refugees. As recognition of cultural diversity increases, we may also discover new insights that help move towards the mainstream. For example, might our intent to engage with markets in the Asia region be measured against our focus and progress on cultural diversity and inclusion?

Moving into the mainstream is about seeding, nurturing and ultimately leading for change. Just observe any outsider who has successfully moved into the mainstream.

Stay tuned, Eyes of the CEO is coming.