Inclusivity means not ‘just we’re allowed to be there,’ but we are valued. I’ve always said: smart teams will do amazing things, but truly diverse teams will do impossible things. – Claudia Brind-Woody***
Leadership is hard work. I would imagine anyone who walks in the shoes, not the shadow, of a leader would agree. The young, the naïve and the arrogant, look at leadership as an easy road to recognition and status. The reality is, leadership is hard work. It can take the wind out of you if you let your guard down or if you trust the wrong people at the wrong time. One of the greatest challenges of leadership is leading people who are different than ourselves.
No matter how inclusive we think we are the challenges of managing diversity and being inclusive of everyone around us so they feel included, is more than a notion.
Since leaders are problem solvers we have to prepare for the inevitable. When we manage a diverse group of people, there will be agreement. That’s normal. There will be alliances. That’s normal. There will be conflict. That’s also normal. As a leader you have a great deal of influence in the process of team development and performance. Think Steve Jobs and Apple, Oprah Winfrey and OWN, your Mom or Dad and your household growing up. Each represents the face of strong leadership and the ability to lead a variety of individuals through challenges and victories to a accomplish a common vision. What’s even greater, is the creativity and drive they possessed to achieve beyond that vision. That’s leadership we all not only aspire to but are expected to achieve. They all started from the same place as the rest of us, “at the beginning.” They took a diverse group or groups of people and led them to achieve a common goal.
In 1965, Bruce Tuckman, a psychological researcher, introduced a theory on group dynamics. This well-known theory is known as the “5 Stages of Group Development.” Being familiar with these stages when leading diverse groups can be a tremendous does of insight into the many challenges and transitions a diverse group will display. It will also give you the infusion of patience and understanding that you need to remain steadfast in moving the team forward to reach its goals.
The 5 Stages of Group Development
1. Forming
This is the stage in which the group is just starting. People are polite and pleasant. Everyone is excitedly learning the rules, the goals and objectives of the team, they are ready and eager to forge onward.
2. Storming
This stage is where the conflicts begin. People have moved past the preliminary stages, they’ve taken the gloves off and are now familiar with the idiosyncrasies and differences of others and are beginning to express their annoyances. They are now comfortable, sometimes too comfortable with those around them and some may be quick to say it. It is at this stage that people begin to express annoyance over the music that someone listens to, the way someone speaks out or doesn’t speak up, the number of times someone has to leave to pick up their kids or the way someone else speaks. They are now feeling the weight of reaching the goals and may begin to question how others are or are not assisting in that reach. They may even question the leaders’ authority and guidance of the group.
3. Norming
During the norming stage, people begin to notice and appreciate the strengths of team members. Groups start to develop a flow. Everyone is contributing and working as a cohesive unit. As new projects arise, the group may revert to “Storming” again but experience with previous conflicts enables easier resolution of new challenges.
4. Performing
In the performing stage, members are confident, motivated and familiar enough with the goals and tasks at hand and their team members that they can function independently… without supervision. Everyone is on the same page and moving forward with dedication and drive towards the final goal.
5. Adjourning
In 1977, Tuckman added this fifth stage. Once a project ends, the team disbands. This phase is sometimes called a mourning stage because members have grown close and feel a loss now that the group experience is over.
We proceed with the understanding that it is normal for our own groups, to move through these stages. What we have to do is make sure they don’t get stuck. Now there is a difference between managing and leading. We manage things and lead people. So we sharpen our skills in managing things, like schedules, projects, diversity and we master the art of leading multifaceted, diverse groups of “people.” No two people are alike. Leading people requires being creative in how we address different thinking styles, communication styles, problem solving approaches and every other differing perspective that enters the room with each individual.
Managing Diversity Requires Acquiring New Skills
I’ve met many who were under the impression that managing diverse groups is the same as managing a homogenous group. They therefore assumed that it didn’t require any new skills. Then, much to their surprise, they were faced with challenges they never anticipated. Let me word it differently. I cannot assume that managing a group of people just like me is the same as managing a group of people who are nothing like me, and that I do not need any new skills to do so.
I once conducted introductory workshops for new leaders. It was part of a series of half or full day sessions conducted by key departments in the organization. Ideally, they would attend the sessions prior to starting in their new leadership roles but as workplaces would have it, budgets, schedules and other organization-wide priorities delayed the progression of the series of classes, including mine. They therefore started in their roles before attending orientation and training classes. This actually worked in my favor. Each of them had encountered several dimensions of diversity, ie. generational, ethnic and educational that they were quite hungry for the information I had to share. We spent time analyzing their actual work experiences so they could gain real time value from the discussion. I was thrilled and so were they… for different reasons of course. I was thrilled because they were so hungry for the content and they were thrilled that they could get answers to their questions.
There are a few essential understandings besides group dynamics that a leader can place in their tool chest to successfully manage diverse groups. Some essential tips for leading diverse groups can help.
7 Essentials for Leading Diverse Groups:
1. Be culturally flexible
Everyone did not grow up in your city, in your neighborhood, or in your house. People have learned, experienced and processed things differently then you throughout their lives and you can never assume you know what that is or how it will impact the work you do. Just know that everyone’s approach can and will be different. Expect it. Embrace it.
2. Reduce Your Level of Ethnocentrism
No one’s ethnic background should be esteemed higher than anyone elses though many will think it is. Some will say it (overt) and some will think it and keep it to themselves until just the wrong opportunity arises. As a leader, watch for it and don’t let it be you. Erase and edit the videos and audio recordings that are etched in your mind from family, friends and others who continually told us one thing or another about other groups compared to our own. We have to correct incorrect thinking before it interferes in our leading of others.
3. Select Diverse Team Members
Try to select people who fit with the first two leadership essentials. This will yield a great deal of support in group development and progress. In addition, choose individuals who differ racially, ethnically, generationally, educationally, in abilities and in gender etc. Diverse groups help each other learn and grow in the area of differences and diverse realities. Leaders want these much needed lessons as well.
4. Build Trust
Spend time with team members individually and collectively in various “professional” ways. Take time to get to know people “without” presumptions. We should never assume we know things about others that they’ve never told us, based upon group assumptions or stereotypes (positive or negative). Let them introduce themselves and their worlds to you and to the team at their own pace and without pressure or presumption.
5. Communicate!
Communicate, communicate, communicate. As one of my VP’s used to put it, “Eight Times Eight Ways.” Over communicate and do it in multiple ways so you accommodate differing ways people learn and hear information. Put policies in writing and share with the team. Make sure they are culturally relevant and don’t put anyone at an unnecessary disadvantage. For example, if your attendance policy leaves no leeway for starting late or having alternate start times, it may have an unintended consequence for some and not for others. If however, your work site is located in the suburbs and there is only one bus that runs from the city to that area every 3 hours and two people on your team live in the heart of the city and everyone else lives up the street, consider the impact that one policy has on different people. If the bus is late and they don’t have a car, then what? Just give thought to how that gets incorporated into policy development. Communicate goals, expectations, successes and failures.
Communicate with individuals and communicate with the entire group; and use notes! Don’t wing it. Winging it leads to different messages being given to different people simply because you left something out unintentionally. Now some have more insight then others and thus an advantage over their own teammates. Over time, the “disadvantaged” come to perceive you’re playing favorites.
6. Watch for Signs of Trouble
Inconsistencies and delays might be a sign of problems with team cooperation. When you become aware of missed deadlines or people avoiding direct contact with one another you should act promptly. Helpful interventions to prevent trouble may include private conversations, group discussions and/or team-building events. When considering any intervention, cultural sensitivity are of utmost importance to achieve the goal of better collaboration. Do not go in with accusations and assumptions and don’t believe everything others are telling you. Get the facts from those directly involved and again, don’t jump to any conclusions. If team members have biases or other issues, they may see things differently than how they were actually intended.
7. Develop a No Tolerance Policy
Let it be documented in policies and procedures and communicated to all that you, your organization, your department etc. will not tolerate off color jokes, stereotypical slurs or behaviors that make any reasonable individual uncomfortable. Make sure the policy is well written, reviewed by legal counsel and that team members understand its content and intent.
Managing diversity and leading diverse groups is a rewarding challenge and gives us a wealth of knowledge; tools in our tool chest! It’s not something to run from but something to move towards. In this time we live in, leading a homogenous group is a bit antiquated and certainly not as beneficial or rewarding as diversity. Some people choose to ignore the inevitable but we live in a multicultural world. Let’s embrace it!
Best Regards!