The real problem with diversity in the workplace

There are few topics in the corporate environment that are as unclear and emotionally charged as Diversity. Managers are told to pay attention to it and make it a priority, but it’s such a murky pond in most organizations that even well-meaning managers (diverse or not) often just bow to political correctness and try to avoid doing anything that would get them in trouble. It’s exacerbated by the fact that most corporate HR departments are not allowed to share any actual statistics with the broad management population so they can understand the current situation (e.g., how many “diverse” people are there in a division at each level vs. what’s the expected number) Add it all up, and it can seem like a pointless exercise to try to make it better.

It’s a little tougher still if you’re a white male manager, because you’re not just the focus for fixing this ambiguous problem, it’s often assumed that you don’t get it in the first place. Unfortunately, that’s sometimes the case. And, not only are you considered ill-equipped to fix it, the fact that you’re taking up a headcount with your “non-diverseness” means that your very presence is an example of the problem itself.

It’s a nasty situation.  But there’s a different way to approach this than I’ve seen in most organizations – one that can get to the real root of the diversity thing so we can actually fix it.  First, we need to understand a core dynamic that exists between people and their workplace that creates barriers to a diverse culture.  Second, managers need to understand the role they are playing in screwing things up. 

It’s about power

First, the problem.  Here’s why tackling diversity is such a big challenge for most organizations, and why I’m not a big fan of most corporate diversity initiatives.  The real problem with diversity isn’t really anything about diversity at all.  Diversity itself is about a lot of very cool, very beneficial things – it’s about leveraging differences, it’s about equal treatment, it’s about inclusiveness and not pushing people out or holding them back because they’re different.  Hard to argue with any of that. 

But the problem with diversity is an entirely different beast.  Some in the ranks of diversity initiatives think it’s about things like awareness, education and acceptance.  But that misses the point.  It’s about power.  And the reason most managers don’t get how to improve the culture of diversity where they work is because they don’t have a very good understanding of how power works, especially their own. 

So now I've taken an already charged topic and introduced the “P” word into it.  But if we’re going to actually make some headway on this, we need to go after the real issue.  So bear with me for a minute while I lay this out. 

The organization is about power

Every organization is experienced differently by each person in it. Everyone’s history and life experience is totally unique, so actually, we’re all diverse, in a broader definition of the term. And everyone uses the lens of their life to make sense of their workplace. But one of the biggest challenges people face at work is how they regard authority and people “in power.” If you were picked on a lot growing up, for example, or were unjustly fired over a misunderstanding early in your career, you’ll probably see the balance between The Powerful and The Powerless a certain way. Those who have personally experienced race, culture or gender bias in their lives are well aware of what a lack of power can feel like.

That’s the worker’s side of the equation.  Now to the workplace itself.  The workplace is completely and deliberately a power structure – it’s designed for the appropriate distribution of authority so the organization’s objectives can be met most effectively.  We each get a space to play in, and someone we have to answer to.  And that someone controls our ability to put food on the table. It’s how organizations work and get things done.  There are those who make decisions, and those who carry them out.  There are those who give promotions, and those who get them.  And, more to the point, there are those who fire people, and those who get fired (if you’re a manager, congratulations - you’re actually in both camps).  Of course, there are great places to work where managers make people feel part of something transcendent, but we all know that there is a Darwinian undercurrent flowing through every organization – if you don’t believe me, ask any one of the literally millions of people who were unexpectedly laid off in the latest economic downturn.

So, what – you may be asking – has this got to do with diversity? Here’s what.  Those who fit the category of diverse are defined so because they are in the minority.  It’s the whole point of a diversity initiative – to create an environment where those in the minority can be heard, can flourish and can have access to more power.  The whole glass ceiling concept is all about a lack of access to power by diverse people. 

Racial, cultural and gender biases have been around forever.  But in the workplace, these biases play out in a power structure.  For example, it’s one thing if someone doesn’t get your need to reduce business travel because you’re a single mom.  It’s another thing entirely if that someone is your boss.  One is a lack of empathy, the other is a serious threat to your livelihood.  Which is why diversity issues are often never even raised to managers – the very discussion could create a career barrier.  And most managers are totally unaware of the things they do that stifle real dialogue because they don’t really see how their power affects that dialogue.

The Antidote: Stop the programs; focus on power

All managers (white male and otherwise)  need to understand something if we’re going to crack the code on diversity, and a host of other organizational challenges  as well.  Every interaction your people have with you has meaning attached to it, because you hold power over them.  Meaning that you probably don’t see at all.  Your ill temper that day someone cut you off on the way to work, or the fact that you’re regularly on email at midnight, or that small comment to a coworker about how nice he or she looked that day – ultimately, it’s all seen through their lens of power and authority, because at the heart of things, that’s who you are to them.  The one who giveth and the one who taketh away. 

So, just for now, stop trying to address diversity by spinning up a bunch of affinity groups for women or racial minorities in your organization to acknowledge their presence (in a series of recent meetings with people in affinity groups, the participants overwhelmingly told me that affinity groups are nice, but useless in improving diversity).  

Instead, focus on yourself.  Step One for creating a culture where diversity can thrive is to become very aware of your own behavior and the signals you send to people who rely on you for a paycheck.  For example:

• When you interview a group of candidates for a job, is the candidate pool diverse, or is it a bunch of white guys?  Trust me, people know – especially those who are not white guys. 
• When you recognize people for top performance, do most of them perform the way you do?  Are they mostly like you?  Again, people notice – especially the ones who are not like you. 
• When it’s time for career development discussions, do you really take the time to listen, and then act on what comes out of the discussion?  If the person you’re coaching is diverse and you’re not listening, how do you think they see your lack of interest?
• Do you “sponsor” people who are diverse by providing stretch assignments with plenty of air cover?   Are you using your authority and influence (i.e., power) to support them?
• When you’re running a meeting and someone says something insensitive as a joke, do you let it go because you’re embarrassed and don’t know how to handle it, or do you call them on it? If you don’t call them on it, what generalization could the others in the meeting make about the organization’s leaders?
• Were there an unusually high percentage of women impacted in your last layoff?  Did you raise the topic during its planning?

These are the moments of truth where people decide whether the organization is serious about real diversity or not, because to them, you are the organization.  Diversity isn’t about programs or posters in the hall.  It’s being aware of how you show up and use your power as a manager to support people, including those who aren’t like you.  It’s demonstrating a little compassion by listening.  It’s helping people feel valued, regardless of who they are.  Whether you agree with them or not.  It’s being aware that none of your directs can really think of you as a peer or just another person on the team, no matter how informal you are with them.  It’s pushing your best and brightest along faster, regardless of your ability to identify with their background or workstyle.  It’s getting really clear on performance metrics that make your evaluation of people’s success less subjective.  When you can do that, you no longer need initiatives for diversity, because the goal is already met.  Access, addressing of unique needs of your people, and fair treatment across the board.  It sounds a lot like just good management, doesn’t it? 

And if you’re running a diversity initiative for your organization, step back from  “the program” for a second.  Have you done anything yet to help managers understand power and how it plays out in the organization?  I don’t mean power plays or political power – I mean the basics of power. The types of managerial power. The difference between expertise, authority and influence, and how to make the most of each. Delegation vs. empowerment. How managerial power affects working relationships.  Trust me, it would solve a lot of performance problems for them and make them better leaders. 

And you might just solve the diversity problem along the way, without ever even mentioning diversity.