The Loudest Duck: Moving Beyond DiversityBy Laura Liswood

Adapted from a Workshop on 31 July 2013Presented By:

Robert Billington

Date (of presentation)

What’s the issue with Diversity?

• Diversity – a mix of different people

• We have diversity – but in and of itself diversity only satisfies a mandate – Noah's Ark

• To maximize our benefit from diversity we must change our behavior

Why Change?

• Maximize the benefits of diversity for the organization – enable better performance

• To ensure a level playing field for a diverse workforce to fully contribute and advance the goals of the organization

The Value of Diversity

• Who want’s to be a millionaire?• Lifeline = 65% correct • Eliminate 2/4 answers = 75% correct• Crowd sourcing = 91% correct

• Group of 5 people • If you already have 4 engineers, adding another probably won’t

add much diversity or creativity • There is value in inclusion

• Synergy of ideas & creativity• The best ideas come from the broadest spectrum

Why isn’t the playing field level?

• Differences – age, race, gender, dominant group, non dominant group, religion, culture, education, sexual orientation, political party, marital status, health, height, weight, symmetry – beauty, financial status, language, direct and indirect communication styles…

• Grandma – beliefs & archetypes - myths, stories, fables, urban legends, cultural & social norms and bias, frames of reference, how we place ourselves and how others place us in society and in the workplace

Why isn’t the playing field level?

• Unconscious confirmation of beliefs & archetypes – believe first, see confirmation of what we believe – we filter to confirm beliefs

• Like to Like vs. Like to Unlike – what are you most comfortable with?

• We all apply archetypes and fail to recognize the value of differences - The value of diversity!

How Diversity Doesn’t Work;A meeting with a Wheel, a Duck, a Nail, and a Nice

• U.S. culture• “The squeaky Wheel gets the grease”; speaking up will get you

noticed and rewarded. Stand out and be an individualist.• Chinese culture

• “The loudest Duck gets shot”; Speaking up might get you in trouble or even killed.

• Japanese culture• “The Nail that sticks out gets hit on the head”; It’s better to fit in

and be compliant.

• Humility culture• “If you can’t say anything Nice, don’t say anything at all”; Only

say nice things – don’t disagree.

“The squeaky Wheel gets the grease”

BANG!

9

“The loudest Duck gets shot”

“The Nail that sticks out gets hit on the head”

“If you can’t say anything Nice, don’t say anything at all”

What to do about it?

• We must think about it – Cognitive Diversity • We must notice Diversity and make specific Conscious

decisions that help level the field

• Who’s different – how can we as leaders help ensure equal access?

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Listen Activity

Listen carefully when someone shares a different perspective

Ensure that people participating in meetings by phone are brought into the conversation

Be aware of different cultural or relational language patterns (e.g., indirect vs direct speaking styles)

Ensure that all have an opportunity to speak, without interruption

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Solicit Diverse Views

Ask for viewpoints different from your own

Solicit opinions from less outspoken people

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Encourage Connections Across the Workplace

Encourage employees to connect with others not like them in the agency or department

Take time to interact with people who are different from you

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Be Inclusive

Be outwardly supportive of diversity efforts

Be inclusive in formal conversations and activities

Be aware of the ways you include or exclude individuals from activities, such as outings, after work socializing and sporting events, which may work for some and not others – does not mean you have to stop these activities, but does mean you have to ensure equal access

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Interview a Diverse Group of Candidates

Ensure hiring managers seek out diverse candidates to interview

Evaluate people based on job-related skills, not merely because you like them

Question assumption if a diverse hire is classified as a “risky” hire

Ask yourself if “cultural/office fit” is being confused with “similar to me”

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Provide Development Opportunities Fairly

Be specific about the skills and capabilities that lead to success in the organization, and build development around those skills

Systematically review the diversity of the high performance and high potential employees

Consider all potential candidates for promotion, training, and stretch assignments, not just “top of mind” candidates

Think about those for whom you have advanced or sponsored. Ask yourself if they are similar to you or different from you

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Provide Clear Feedback

Provide clear, constructive, and critical feedback to all in a timely manner

Be aware of using “too” e.g., “she’s too intense” Make sure the person hears and understands the

message that you want to send – close the loop, e.g., “Let’s make sure you understood what I said.”

Focus on outcomes and performance, rather than style compliance

Notice any hesitation you have to give feedback to someone not like you