Diversity. Inclusion. Equality.
Too often these become ‘processes’ to be done in organisations. Building more diverse and inclusive workplaces starts with clarity of purpose. Being clear about the reasons for wanting a more diverse organisation is a good starting point.
Such deep concepts go to the core of who we are as people. They cannot be reduced to mere processes or solved in a single training event. They are profound ways of being, ways of thinking, ways of acting towards each other.
I see many well-intentioned training sessions that focus on diversity and things like ‘unconscious bias’. Anything that promotes more awareness and understanding is helpful but too often they fall woefully short of changing behaviour.
Too often we try to address fundamental and deep issues about our humanity in superficial ways. We are seen to be doing the right thing by training people in diversity. The relevant boxes are ticked, but it results in little or no meaningful change.
Clarity of purpose starts with the leadership team. What sort of organisation are we looking to build? Building a more diverse and inclusive workplace makes business sense. It is great for business and for wider society.
The business case for diversity and inclusion, including diversity of thought, is compelling. Getting this right means building better organisations and contributes to a better world.
Dickhead behaviour during a pandemic
If you are looking for an HR policy that really makes a difference, try a ‘no dickhead’ policy.
It is arguably the best HR policy I have ever worked on. It is certainly the first HR policy that people have wanted to read.
We all know that dickheads are bad for morale, they are bad for teamwork. Anybody who has had to work alongside a dickhead will be able to relate to this. We all know the people who are energy drainers, who deliberately make things all about them. They are always the first to raise a problem but never offer a solution. They believe they are better and superior to other people. They talk over other people in discussions and discount opinions they disagree with. They try to take credit for other people’s achievements.
Dickheads in workplaces are bad enough in normal times. Dickhead behaviour during a global pandemic is even worse.
This is a time when we need to be doing all we can to support and help each other. During the pandemic, we have seen the best and sometimes the worst of people. There is not much that brings down the ‘red mist’ for me as a leader, but self-centred dickheadedness in the middle of a pandemic when so many people are struggling is right up there.
