The ability to appreciate and leverage the value that diverse groups can provide has helped many a leader to be embraced by those around her. In the workplace, diversity in individuals is reflected by the way in which accountability and responsibility are managed. Certain employees will thrive on autonomy and the opportunity to be in control; for others, the idea of shouldering significant responsibility can be terrifying.
Alfons Trompenaars and Charles Hampden-Turner, authors of “Riding the Waves of Culture: Understanding Diversity in Global Business” discuss individualist versus community responsibility tendencies with respect to culture. Many western nations, such as the United States, have cultural tendencies towards an individualist responsibility assumption; if a group of Americans are criticised, John might blame Pete and question his judgement. Other nations may have a strong community responsibility assumption; if a group of Italians are criticised, they will consider that the group is to blame, even if they all agree that Fabio made the mistake. While finding the perfect way to manage diverse groups is an impossible task, understanding the relevant dynamics at play is a substantial advantage (A Climate for Change, 2009, D Worrall)
As a leader, appreciating the eccentricities inherent in individuals should be paramount in day-to- day interactions. Expecting staff and colleagues to react in a way that fits our own beliefs and norms is the hallmark of ignorance. Like many corporate KPIs, the real benefits of workplace diversity are often lost in our quest to achieve corporate targets and diversity quotas. In truth, diversity is realised in the moment we see the world from another’s perspective which is both enlightening and serves as an opportunity for learning. If great leaders were not able to open their minds and see things from different perspectives, innovation and genius would never occur. Steve Jobs’ success stemmed not from great invention, but from a vision born from a customer perspective and the integration of that vision into existing products. An article in “Forbes” from December 2011, explains Jobs’ innate ability to foresee what the customer needed – with respect to the iphone this was remote access to the Internet and a user-friendly interface – before the customer realised it themselves.
Cultural sensitivity training is a valuable investment. Appreciating and understanding others, first demands an understanding of self and personal prejudices and beliefs; improving ourselves is a good place to start, before we demand the same of others.
Resources:
Fons Trompenaars and Charles Hampden-Turner; Understanding Diversity in Global Business
Forbes: ‘Steve Jobs Didn’t Really Invent Anything.’ Really??
http://www.forbes.com/sites/sap/2011/12/12/steve-jobs-didnt-really-invent-anything-really/
A Climate for Change (2009) Di Worrall
Accountability Leadership (2013) Di Worrall
