This is the way I see it.
You walk through the door and what do you see? A melting pot of backgrounds, experiences, points of view and life references that forge belief systems that are ingrained in who we are. They are the complexities that form us as individuals and create our distinct value, value that every company, without exception, seeks to attract.
There’s no question that world has changed significantly. Your own backyard no longer serves as the boundaries for thought-leadership, possibilities, innovation or relevant pools of talent. However, it quite possibly serves as a home for global citizens who seek somewhere to hang their hat, to find purpose and fulfillment for their professional calling – to simply belong.
Today I want to talk to you about global citizens, social conscience and inclusion in the throes of diversity, and of course, I’m not referring to affirmative action. As Chris Perry recently shared at the Davos World Economic forum – “My new moto is - Are you doing your part?” I sincerely hope that this article does this subject true justice. It’s certainly my intent (my part) as a truly global citizen with a deepened social conscience impacted by living on three different continents from 1966-1974. A profound experience I talked about in last week’s article that I’ve always found difficult to communicate.
We know that companies all seek a “diverse culture.” I can’t help but feel that this often falls along the lines of flavor-of-the-month terminology, finding its place right up there with foosball tables and nap pods in many cases. Why would I say that? Well, if you take race, religion, gender etc. out of the equation, once the dust settles, you find yourself addressing the needs for social conscience and inclusion. Social conscience I’ll give you. Be it somewhat rare, it leans on a heightened sense of accountability, views and values extracted from life’s experiences, but “inclusion” – not so fast. The problem with inclusion is that it is served as an afterthought. It infers that something of value has already been established and therefore, you are electing to include something or someone from the outside into your mix; and determining in so many words if they are a “cultural fit,” and I guess that’s where I have the problem. With such a loose understanding as to what that means in actual application by most of those in charge of making the call, I must say that it’s one heck of an arbitrary qualifier.
Is it me, or has everyone missed the mark?
Diversity, social conscience and inclusion isn’t about what exists within the corporate confines of 123 Sesame Street or wherever your company calls home, it exists in a sense of belonging that supersedes outdated thinking.
For a moment I want to relate diversity to a chili recipe. All the ingredients blended together offer a tantalizing burst of flavor to your pallet. However, take one ingredient and consume it on its own, say a single tablespoon of chili powder, and you have an entirely different experience altogether. Of course, there are countless ways to make chili – which is the point. I think it’s also fair to note that it is not the pot that you cook the ingredients in that makes the dish, it is the ingredients in all the glory of their stark differences that complement each other as a whole. This my friends, is your culture – metaphorically speaking.
As I mentioned, last week I wrote an article about being a TCK (Third Culture Kid), the profound impact that it had on me as a child and how the experiences of starting over and finding a sense of belonging have influenced me today as a professional. As a child it’s your reality, as an adult – it’s a choice. I wanted to make this point because there is a distinct difference when it comes to what has nurtured and defined you as a global citizen. When it is inbred in you, it holds a place for your views on the world, your ability to relate uniquely to others and to simply understand because you’ve been there. An adult’s choice to live abroad and experience cultures offers them an appreciation for our differences, but not necessarily a profound understanding of what those differences entail.
When you add a dash of global citizen to your recipe for diversified cultural success, you can’t help but to develop a heightened sense of taste for social conscience as well. Take into account that by default, a global citizen is roaming if not scouring the world to find purpose, uprooting themselves intentionally with designs on making a difference and contributing along with others to the advancement of something greater than themselves – ala a social conscience. And when they find a corporate home, it’s a calculated choice for them, and an unbelievable prize for an organization.
How so? Well, in addition to their world perspective and fundamental awareness of the global landscape, they usher in a viral thirst for diversity of thought which serves to ignite the formidable minds around them. They foster curiosity and the exploration of what’s possible, thereby propelling a company forward by raising the bar. As a result, the company’s pursuit for profitability is expanded while remaining true to its desire to cultivate a rich environment that embraces an understanding of all cultures and values each for their indelible contribution.
But what are the views from those within the ranks? What is their perspective from the inside looking out? I offer you something to ponder from an individual I highly respect. In my view – She has “it”.
“What I fear most about the trajectory of corporations is the assumption in order to be successful and to create unity is to take a sense of individuality away from people and create cookie cutter employees. While I believe that training individuals during the on-boarding process is an absolute necessity, stripping away authenticity and teaching a ‘one-size-fits-all’ approach is personally terrifying.
As we continue to grow globally, there is definitely a knee jerk reaction to diversity. When things are black and white it’s easy for most to make sense of the world and how to operate. As things get gray, the response seems to be a stubborn society that refuses to accept and grow.
This same reaction is also applied to corporate culture. Executive leadership is scared to death of lone wolves. They fear that if we all aren’t beating to the rhythm of the same drum, that chaos will ensue, and results will diminish. There are definitely roles within an organization that need a process in place to follow; but applying this to all divisions and its people is ineffective. When we stop people from thinking outside of the box or being their authentic selves, we cap our talent. We box them in. We create glass ceilings. We tame those who are wild-eyed. And then we lose them because they are tired of being told not to be themselves.
These individuals seek startups because those companies just want to succeed. They don’t have formulas and boxes. They have the world to gain and need talent that uniquely separates themselves from the large conglomerates that have a global market campaign, always saying the same thing. Diversity creates unity when it’s accepted and facilitated. When you insist on replicable uniformity, you lose dynamic talent.”
It is fairly evident that problems arise when companies attempt to force the issue of diversity as opposed to letting it develop organically and then accept it for what it has become. They are more concerned, as mentioned above, with checking off a box and lose sight of respect for the qualities of the individual. The fact is, when they all live in harmony, greatness is achieved. Trust me, I’ve seen it happen.
When it comes to recruiting such unique individuals the challenge undoubtedly is how to measure the intangibles they deliver to the bottom line. What we know firsthand is that these leaders impact/influence their teams ability to solve more complex problems, drive more innovative ideas, create environments more welcoming and conducive to exploring and risk taking, often impact the teams EQ levels, move their teams from 'task-based' thinking to 'strategic thinking' and they do this with higher job satisfaction. What they truly do is encourage their teams to become their best selves. To a committed inclusive leader- that is what it's all about. They innately understand this drives immense corporate value that flows to the bottom line in both tangible and intangible ways. Those intangibles are what need to be understood, appreciated and respected.
At the end of the day, what you are seeking is a better quarterback, a leader of players, someone even better than the prototypical metrics – who makes everyone around them better. If you are trying to be a contender every year these factors need to be understood in order to create a multiplier effect.
I intentionally built Redmond to “connect” globally with like-minded thinkers, thinkers I know who have the ability to change trajectory; and do so on a daily basis. As I mentioned, having lived on 3 major continents, global is a relative term, I consider everyone a global brother or sister in some fashion. Which brings me back to last week’s article. As I mentioned, it focused on TCK’s/Global Nomads/Globetrotters and I must say that it struck a nerve with many readers. That was my hope and intent. After all, for us Globetrotters, it’s all about connecting HOME! (and no, that’s not ET go home - but, at points, it sure can feel that way).
Much to my delight, we had feedback from every continent – Africa, Antarctica, Asia, Australia, Europe, North America and South America. Interestingly enough, readership for the article included an exact 50/50 split between America and the rest of the world. What are the possibilities that it would sit perfectly right down the middle? Of note though, there was one comment that appears to have stood out for several leaders I have a great degree of respect for from Europe and originally from India, whom I have also learned a great deal from, and that is: "Less tolerance for ignorance - While you can understand it, TCK’s, and yes I’m guilty, have likely a shorter and thinner fuse, which sounds a bit crazy when you have apparently more evolved interpersonal skills, but... you have a short fuse for ignorance or apathy."
I find this interesting. What about this comment makes people have a harder time about it and make us all take a step back and say - we need to show more patience? I can share that I dug deeply to pull that comment forward. It was not meant as a judgement, but a truth that is hard to articulate the two sides of that coin in a way that others can relate to. In addition to comments made about the article in its entirety, following is an attempt to put those sentiments into words.
I was struck by reading this comment on your post, does this happen to you as well? I remember you gave me a big sigh when I mentioned that, not sure if it was just me or this happens to others. I’ve had to learn to develop patience and understanding for others who were not as fortunate in their upbringing - Take care.
It certainly has helped broaden my perspective. Corporate culture is such a hot button today, but I see that it takes a back seat when it comes to hitting this quarters number! Until culture truly takes the front seat in the car, this is to a large degree just fluff. In my org, we do value a very open culture and I think it drives real job satisfaction and higher performance.
I love the shared ideas and I firmly believe that everyone has their story and that stories need to be told. Some say that our stories are only of interest to us, but, for the sage, they reveal learning opportunities and shortcut options, as they are shared by someone who lived this experience; in your case, no doubt that bring a baggage that allows a direct sensitivity about different cultures, people and relationships, and I think it is extraordinary that you can share it; it is not only to wake us up about the differential that Redmond represents, but also to encourage professionals to look for these principles and values as they represent the liquor extracted from your experience; these principles and values are sure to guide them in their leadership experiences now or in the future.
I always believed that one of reason the concept of diversity is being "drilled" into people's minds because it is alien to most. Many think they know what diversity is all about, but they really don't. Diversity is not just about color, gender, race, age, ...etc., it is much more than that as your article clearly describes. However, only those who lived in multiple cultures, traveled the world, and make lemonade from any lemons they get understand it, others need to be taught via 30 min online lessons
You did it! You managed to capture the essence and value of nurturing a global perspective. Travel and exposure to other cultures, languages and peoples inevitably leads to heightened curiosity and a desire to understand and stay abreast of what’s going on in all parts of the world.
Having studied Asian cultures and traveled to many corners of the world, I find I too have little tolerance for ignorance or apathy. There's just too much at stake. Many Americans simply don’t comprehend how individuals, countries and economies are all connected. How the coronavirus causes American Airlines’ stock to drop. How steel and aluminum tariffs influence construction prices. Employees who are well read and innately curious to understand the world and its complex issues on a deeper level bring immeasurable value to an organization.
While not a TCK (though we traveled quite a bit domestically), my parents weren't fans of dumping me off on a babysitter. The potential parallel to the TCK conversation regarding traits is that while I wasn't adjusting to a new culture or attempting to meet childhood friends/peers, I was required to adapt, step up my conversations/game in order to meaningfully engage with adults in the room... to be taken serious and not discounted as "the kid". While this is a simple today (as adults), at the time it provided a wonderful, yet challenging growth opportunity that set the stage to becoming a lifelong learner of people, caring about others and what I was witnessed which was a sense of pride for their team, town, country and friendships.
Steve Diedrick this made me think. What really is the purpose of greater understanding, apart from individual growth? Given that we have no control on changing others; but can only change ourselves. The clarity from acknowledging that one doesn’t compete with anyone else, except one’s own internal standard of excellence- this clarity itself has immense value. And is a supremely motivating force toward delivering that value to the universe. Nothing else really matters.
Bravo - Steve! A complex topic which you have summed up so well. It is this very experience through which global enterprises should leverage to develop core leadership attributes, in particularly resiliency. With a wife from Switzerland, and I from Zambia, our children were born in the US and Australia respectively. They continue with us on this global journey. They are my strength and my anchor.
You’ve managed to succinctly and accurately describe something that I’ve always struggled to. Having grown up on 3 continents as an expat kid and continued traveling and leading international teams professionally, I relate to most of your points on a fundamental, worldview-defining level. Everyone is different, including TCKs, and yet I think TCKs more than most understand the importance of highlighting aspects of personality, culture and viewpoint that add value to our lives and the lives of others. Great article and thanks for sharing!
Steve, excellent, thank you for taking the time to write such insightful articles. In reading I thought of an angle related to the Renegades personality. Using birds to represent the four personalities, are renegades, doves, parrots, owls or eagles? as we think of who might best be willing to challenge and drive leadership, does personality really matter? The reason why this is important to me is because thought leadership should not be limited, the environment should enable everyone, in their own ways, become a renegade of sorts.
At Redmond, we’ve spent the better part of three decades honing our understanding of the qualities brought forward in this article as well the ability to identify them and bring them to the table. For me this all hits so close to home – it’s literally part of my DNA. As such, there’s a pretty good chance that we can help you find them and add their unique talents to your organization.
To my (global) brothers and sisters with a true social conscience who are doing something with it to make a meaningful difference felt by many – this one’s for you! Why can’t we be together, should that truly be the goal and if so, under what conditions fulfills us all? That’s one area a truly global citizen seeks to fill.
About Steve Diedrick...
Steve is the founder of Redmond, a global executive search firm whose clients include world renowned brands and start-ups that are shaping tomorrow's world. As a highly respected authority and pioneer in the field of human capital with close to three decades in the space, his progressive ideas on search-excellence reflect a profound understanding/passion for the global economy and the ever-evolving mindset of the unique talent that propels companies forward. He has personally reached out to more than 100,000 professionals and interviewed over 35,000 potential candidates throughout his career. His personal drive, perspective, discipline and focus is a culmination of his life experience living abroad and the 27 years spent mastering the Martial Art of Qi Gong. His Mantra: There is nothing like direct experience that takes you from knowledge - to knowing.
Email me at: [email protected] or Text me at: 947.222.9200 and let's discuss how Redmond can help you.
? Redmond Research, Inc. 2020
Phygital Edge Sensed Augmented Productivity
5 年Key to success is effective communication: Establishing a common and consistent set of imperatives and focusing on the priorities around the work to acheive these with a team culture of trust and respect so the team can adapt to the inevitable change as they execute to The Goal. I'm enjoying your series of articles Steve Diedrick and your informed and considered perspective.
Senior Technical Advisor & Strategist - Applied Materials & Manufacturing, PNNL
5 年True and real. As always, very interesting and very relevant. Keep up inspiring people and organizations
CEO/Founder, Redmond ReSearch, Inc.- The Answer to Search
5 年I built Redmond to 'connect' with globally like-minded thinkers who have the agility to change business trajectory. While I have seen the thinking applied in this article in true multi-nationals/global citizens, I have also seen it pronounced in leaders who have not had the breadth of those experiences. The commonality: a desire to understand the bigger picture. It's in their DNA to push to 'respect' differences. These are the leaders that every company needs to deeply embed into their company DNA. There is a difference in my mind between mentalizing this versus well-intentioned application. You need the leaders who take this idea deeper. It's a choice that requires thoughtful engagement that I know these leaders bring daily: Craig Arnold, Fritz Werder, Bradley Hopkinson, Steve Peterson, Roeland Polet, Dario Zamarian, Don Williams, Ken Manoff, Michael Baker, Susan Meyer, Amit Gupta, Dharm Vahalia, Deepak Rana, Alok Gupta, Lapi Dixit, Chander Mohan Nagpal, Paroma Sen, Deborah Marconi, Sandy Marsico, Miguel Dajer, Rudy Augsburger, Anastasia Leotsakos, Peter Vergano, Nir Keinan, Mary Claire Ryan, Steve Glaiser, Tony Deblauwe, Luís Mendon?a, Adam Cuzzort, Khaled Shahwan, Srin Kuchibotla, Rohit Narang, Maurizio Paganini.
President of Appvion (a M2S Group Company)
5 年Where to start... I have read the last two articles smiling to myself in recognition of many points. I remember doing an exercise a few years ago (thank you Lynn Miller Pease!) where I realized that I had relocated 13 times before the age of 35; 3 countries + 4 states. Along with the packing boxes (some with multiple movers stickers on the same box!) came the concern of never having put down roots, left footprints etc etc.? Reading both articles now makes me wonder if all that travel and upheaval was merely practice. Having definitely now found home and about to embark on a new voyage in a very much loved industry with new friends I think maybe getting comfortable being uncomfortable was the prize not just the process.? Keep the content coming; I very much enjoy my weekly Redmond Read thought provokers. I will leave you with a quote which I feel shares the essence of your chili analogy; dare I say even more eloquently! I have heard it quoted a number of times but just checked and found it attributed to?Vernā Myers.?"Diversity is being invited to the party; inclusion is being asked to dance". Here's to more dancing!?