Does your organization’s leadership really embody diversity?
According to a study conducted by Thomas Kochan of MIT’s Sloan School of Management, American corporations spend an estimated $8 billion annually on diversity programs and efforts in their organizations. Not to mention, almost any corporate CEO today would unblinkingly profess his or her commitment to diversity… “We believe diversity is a key driver of our success.” Sound familiar? But corporate leadership’s ability to play the diversity game—that is, mastering the right movements and strategies to create a diversity façade—is not necessarily equivalent to truly embracing diversity and taking the necessary measures to ensure fairness in the workplace for all employees. Leadership may say the right things, but are they actually doing them?…Do they themselves embody them?
Chapter 3 “From the Top” of Giving Notice emphasizes the critical roles CEOs and top management play in establishing and maintaining a diverse corporate culture. Leadership should recognize that their tone and cultural awareness (or lack thereof) have a profound impact that trickles down to the lowest levels of the organization. So, if you feel that your company fails to provide a diverse, accepting, and fair workplace for its employees, ask yourself the following the questions about the leadership: Do they themselves represent diversity in cultures, backgrounds, races/ethnicities? Do they tolerate inappropriate behaviors and unfairness in the workplace or do they exhibit real concern and take real measures to extinguish them? Do they foster and practice open communications at every level of the organization around diversity and workforce issues—and do they follow up and execute?
“When the top actually reaches the bottom, then, and only then, will the diversity movement reach its full potential” (Giving Notice, Chapter 3 Conclusion).
