Taking the Risk: Diversity of Thinking

During a long plane ride home from a global tech conference, I was reflecting on diversity — and frustrated. Now, over five years later, I think many are still missing a big point.

Spurred by new awareness and mandates, there is an urgency today to get more diversity on boards and leadership teams to better align with public and private organizations’ constituencies of employees, customers, and communities.

But there seems to be a naive expectation that simply getting more perspectives at the table will immediately result in dramatic change. Truth is, achieving diversity of people “in the room where it happens” is just the qualifying round toward a bigger challenge: to LISTEN.

Despite the age-old counsel, “let every person be quick to listen, slow to speak, slow to anger,” there seems to be a tendency today to stay in our own thinking “bubbles” and be a little annoyed if others don’t agree with our own perspective.

Yet, solving the world’s biggest problems with innovative new ideas is going to require we are more intentional about understanding different points of view and finding a way forward — together.

As I consult with organizations to de-risk new strategies, I help them avoid common mistakes. One mistake leaders often make is to underestimate how diverse the perspectives are of the people who will need to take action.

Sure, listening to a lot of different opinions can take time and sometimes be frustrating. But assuming everyone is on the same page is dangerous. It will de-rail even the best strategy.

My observations over five years ago seem even more relevant today:

“…A diverse workforce or industry does not always guarantee diversity of how people think. People often follow the lead of others around them and take queues about what is acceptable — and unacceptable — to bring up. Being different is risky, as children learn early. The same is often the case in the workplace.

Diversity of thinking in an organization requires an intentional effort. It requires time and patience to explore different ideas before a decision is made. It means discussing ideas that don’t seem workable, or that have already been rejected. It requires messy, sometimes uncomfortable conversations that raise eyebrows and make people squirm.

Diversity of thinking demands trust that those offering new ideas will be legitimately considered. But it also requires they do their homework and be open to “old ideas” which still have merit.

Diversity of thinking requires humility on the part of those who listen as well as those who propose a change. It requires respect for others who are different — and it requires taking a RISK.

Diversity of thinking can be magical: energy in the room, breakthroughs, fireworks, and agility to move fast and seize a window of opportunity. Diversity of thinking can be created by one person with the courage to bring up a new idea and just as quickly crushed by peers or leaders without the patience to listen to it.

Though leaders and peers may be diverse — from different races, ages, genders, ethnic/cultural backgrounds, abilities, social class, or sexuality — their diversity is only as magical as their own ability to listen and nurture the still small flame of a new thought.”

So, what are you doing to take the risk to ensure diversity of thinking?

To accelerate the success of new strategies, I encourage leaders to be intentional and plan for diverse thinking right up front by asking these five questions:

1. Who are the people or roles whose new action will be critical to our success?

2. What do these people understand or believe or fear or need related to this topic?

3. Why would they be motivated to take action to move this strategy forward?

4. What are the common themes, and which unique ones need better understood?

5. How are we ensuring these perspectives will continue to be heard and encouraged — not only at launch but as we execute?

Understanding the variety of perspectives can be powerful! It can help you flag risks in your strategy, uncover new solutions, avoid going down ratholes, and even gain new funders and supporters, Taking the time to do this upfront can actually accelerate your results!

But be warned: Actually listening to other perspectives means you may have to make changes in your plans — and step up to make a change of your own as a leader (which may feel risky too).

As I personally advocate to improve the diversity of those at the table, I have decided to hold myself accountable to taking more risks: to listen more fully to opinions I don’t agree with, to truly consider the implications of a new perspective, and to be more open to exploring the myriad of differences among us in order to find common ground that can connect us.

I’d welcome your taking these risks with me. Who knows what positive impact achieving true “diversity of thinking” could unleash in this world?

ABOUT:

Susan Schramm is on a mission to equip and energize leaders who are changing the world. Susan is Founder of Go To Market Impact, a business consultancy that helps leaders driving high-stakes strategies to get results faster. Susan writes about practical ways to move forward when you are leading a new strategy or getting one back on track.

This article was originally posted November 5, 2020.