From Diversity to Inclusion

dreamstime_m_45675068by Lynda Keating
EVP Culture and Leadership Practice

Sometimes it seems that I have been working toward an inclusive and diverse workforce for most of my professional career. I started actively seeking out and recruiting female engineers in the 1980’s for a large technology company and continue, in 2018, to work with various Canadian organizations to enhance inclusiveness in the workplace.


Moving from a focus on Diversity to the activity of Inclusion

Working with clients in over 15 countries over the past 5 years, I have come to realize that organizations tend to focus on “diversity”, which can simply be a counting exercise – “How many do we have?” and “What do we need?”.

Organizations that want to thrive in the current environment, need to focus on the activity of “inclusion”. By definition, inclusion means purposefully inviting people to join the group and actively listening to the variety of experiences and ideas that they bring to the table.  Organizations that recognize the value in the varying backgrounds that reflect a fabulous kaleidoscope of colours and perspectives will enable and sustain a constructive culture.

Diversity is a foregone conclusion

In a world where most of the applicants for your open positions are likely born in another country and/or after 1982-5, a diverse workforce will obviously occur by osmosis. We need to break through the complacency of looking around and saying – “See how diverse our workforce is” and shift the power and influence to the few who actively choose to include all these diverse individuals in the decision-making processes. It is about never discounting an experience because it didn’t happen “here” or the fact that it comes from someone who doesn’t look, live, or love like us.

Tips on how to be Inclusive

  • Ensure everyone has a voice at the table, not just a seat
  • Be courageous enough to challenge bias where you encounter it or hear it
  • Try “blind” resume review to ensure that you are avoiding unconscious biases
  • Give all team members a chance, not just the most experienced
  • Be sincerely curious and interested in other people

Innovation comes from looking at old problems in new ways.  What better way to ensure innovation, than tapping into all the resources, experiences and ideas that are readily available to your organization.

By supporting an inclusive environment and challenging the status quo, you will elicit the best from your people and stimulate growth.

Exploring the possibilities

If you are interested in exploring the choice of inclusion, contact us at ACHIEVEBLUE to discuss our Bias and Inclusion Assessment and Program.

Dear Manager: Stop Stepping on Rakes

Bored businessmanBy Jason Questor
Managing Partner, Programs and Practices

Of all the Bad Manager scenarios I hear, there is one that comes up more often than all the others put together. Goes like this.

The manager is getting tons of pressure from above to constantly “do more with less”. In real life this means the department has “do more of” productivity, efficiency, and product/service quality, with “less or no additional” people, money or tools.

Because the manager either doesn’t know how to or won’t push back, they sacrifice their otherwise life and start working early, late, through holidays and on weekends. This only adds to their stress, fatigue, frustration, burnout and disengagement. Very soon, their personal productivity, efficiency, and product/service quality suffers. They know they are going to pay for this when it comes to performance review time.

Despite the evidence that should lead to a conversation with their own manager, this manager pecks down on the team, demanding all the same “more with less”.  And the results are the same. The entire bench undergoes identical, accelerating and growing stress, fatigue, burnout and disengagement. Top performers suffer the most, because they often bear the brunt of the increased demands. Midline performers start to buckle. Newbies give a collective “whoa” as their promised training, coaching and mentoring evaporates. Some blame the company. Some blame the manager. Some blame themselves. Some do all three.

Quick list of what happens next:

  • Everybody puts their resume on the street.
  • Top talent flies out the door, often to your direct competition. Fact is, people quit their managers far more often than they quit their jobs. How to know? Is their new job the same as the old job in a better environment?
  • Increasing workload gets shared out among the remaining staff, making things worse.
  • Backlog spirals up. Productivity, efficiency, and product/service quality spiral down. Now upper management gets directly involved. Havoc ensues. Fingers are pointed. Blame is allocated. No-stick shields are activated wherever possible.
  • The manager and the company are seen as evil by employees, both within and outside the department, and this gets socialized like mad – both informally and on websites like Glass Door® by former employees. Your company gets blacklisted by the potential talent pool you need to attract to succeed and grow.
  • Customers don’t get served. You lose them. Executives like this,  who created this situation, don’t get served. They lose you.
  • The manager gets fired for poor performance, but not before the manager has fired some of their own people who are failing through no fault of their own.
  • Lots of new newbies are hired. But, because they are new, they can’t hit the ground running. The reality is that, while Orientation (here’s your workstation) takes a few days, Onboarding (you are now fully productive) can take months. Everything gets worse in the meantime.
  • Human resources costs go up and up. Ask yourself, how much does it really cost to replace a professional grade employee? Don’t forget to include the costs associated with the rest of the team not producing at top speeds because they are training, coaching and mentoring the new arrivals, thus not doing their own work. Also don’t forget all that time you have an empty workstation waiting for a new occupant. Want some figures? A 2012 study by the Center for American Progress found the cost of replacing an employee can look like this:
    • 16% of annual salary for high-turnover, low-paying jobs (earning under $30,000 a year). For example, the cost to replace a $10/hour retail employee could be $3,328.
    • 20% of annual salary for midrange positions (earning $30,000 to $50,000 a year). For example, the cost to replace a $40k manager could be $8,000.
    • Up to 213% percent of annual salary for executive positions. For example, the cost to replace someone earning $100k could be $213,000.
    • Here’s the link:
  • People on your team start getting sick. Sporadically, then seriously and for a while. Some come into work while sick. More people get sick.

Bottom line: nobody, at any level, gets what they wanted.

So, where does the buck stop in this nightmare? Ultimately, with the senior management that created this situation.  If senior management brings increased demands along with a “do more with less” attitude, and are unwilling to have rational conversations about it, the ball is in the manager’s court.  By the way, all of this says volumes about your corporate culture and whether you, or anyone else, wants to work there.

So, now it is up to the manager to decide what to do. What should happen is that they will push back with hard evidence right from the get go. This will be presented calmly and thoroughly. The language used must focus on the positive things everyone wants: productivity, efficiency, and product/service quality, along with reciprocity – “In order for us to get this, we need that”. How long does a 3 minute egg take?

If, instead, the language focuses on negative words and phrases like fatigue, burnout, disengagement, and too much work, it just sounds like whining.

  • Note to employees – if you are having this conversation with your own manager, the same applies.
  • Further note to managers – very, very few of your employees can or will do this. They will just work until they snap, and you will lose them.

If senior management listens, none of the nightmare happens. If senior management is indifferent or hostile to reasonable discussion and wants to be the big bully, the manager has some choices:

  • Become the little bully to the team
  • Be honest and candid with the team, look for efficiencies, track everything, and make the best of a bad situation
  • Make a career decision.

If the manager decides on being the little bully, the scenario plays out. They have just stepped on the mother of all rakes, and the outcome is swift and hard.

From Alpha Guerilla: The Leadership Lessons ©2017 Jason Questor.