There is a fascinating juxtaposition of articles in the March 2014 Harvard Business Review which, when taken together, give some great insight. First the salient points:
Page 28 – ‘Fear of being different stifles talent’
People adapt to the dominant culture. This is called ‘covering’. 61% of workers surveyed said they had faced overt or implicit pressure to ‘cover’ in some way. Change accent, change dress – as a management consultant I even do it professionally! What is the client culture and how do I fit in is one of the first things I look to understand.
Here is a quote from the article that really worried me though: “Even though I am of Chinese descent, I would never correct people if they make jokes or comments about Asian stereotypes”
This is getting in the way of growing diversity in the upper echelons of management. Instead of diversity broadening the boardroom, the boardroom is taming and assimilating diversity. It might look different (“Hey! We’ve got a woman on board! We’re cool and hip!”), but does it act or think differently?
Page 79 – Career Trajectory.
The top tier of management in Fortune 100 companies (C-suite) have an average of 20 years with their current employer. All the way down to VPs we are talking an average of 16 years with the same employer.
So the people running the largest companies today were hired for their abilities to do a job before there was a world wide web.
All steeped in the culture they joined, and assimilating anything new into themselves like some sort of corporate Borg (‘The Borg’ went around doing lots of assimilating, for those who have never seen Star Trek. If Dr Who is your lens, think Cybermen).
Which all works fine – until it doesn’t work. In the last 20 years the composition of the Fortune 500 has changed by 39 firms every year. That’s 780 changes to the 500.
So how do you change how your organisation thinks and works when your talent is hiding its diversity and being culturally and behaviourally assimilated? When you are looking in the rear view mirror for what succeeds when your target is years into the unknown ahead of you?
This is one of the many reasons why it is hard to make change to stick. So ask yourself:
How do you help your teams, leaders and boards to think?
Both individually and together?
How do you engage your present leadership in a reflexive look at the culture they have created and what it is doing to the development of the future of the company?
And how do you help them lead the rest of the organisation where it needs to go in the future, not just where the waterhole used to be in the past?
Our approach integrates
- Understanding what people base their decisions on, and ensuring you get the right mix and diversity of that
- Mentoring leaders through influencing and listening techniques to get the right messages and the right reactions from their followers
- Cascading sponsorship so people act on the right principle, not do what they are told
Get in touch to find out more.
Don’t be one of the 70% of change leaders that fail.