Do You Embrace Diversity?
How many times have you been in a conversation that, despite good intentions, goes off track simply because you see the issue—or the solution—differently? Perhaps you value data and evidence while the other person prioritises intuition. Maybe you prefer structure, while they lean towards flexibility. Or perhaps you take a direct approach, while they favour sensitivity.
In most cases, neither party is entirely right or wrong. Instead, both bring unique values, predispositions, and perspectives to the table.
I like to think of myself as a tolerant person. Having worked across cultures, managed multigenerational teams, and embraced the idea of diversity, I appreciate the value of difference and the benefits of a rich team mosaic. In theory, I should thrive in moments like the ones described above. But in practice? It’s not always the case.
After reflecting on this, I’ve come to realise that many of us embrace the idea of diversity far more readily than we handle its reality.
The Gap Between Intention and Reality
Over the years, I’ve worked with thousands of leaders, and most genuinely believe in the value of diversity. Yet, when confronted with differences—big or small—their actions don’t always align with their intent.
Human nature resists difference, often because it disrupts our tendency to view the world through the lens of our own experiences. This resistance isn’t limited to cognitive differences but extends to identity-based ones too.
I recall a conversation with an HR director in a large organisation. He asked his executive team to identify potential successors, and most selected individuals who shared their own characteristics, perspectives, and qualities. Unsurprisingly, the predominantly white, Anglo-Saxon, male team proposed successors who were also white, Anglo-Saxon, and male. Essentially, they picked people in their own image.
Why Diversity Matters
Valuing difference isn’t just morally right—it’s also good for business.
When we embrace each individual’s unique contributions, we unlock a wider variety of ideas, talents, and perspectives. This leads to better outcomes, whether solving problems, making decisions, or tackling key tasks.
In today’s global marketplace, the ability to understand and leverage diversity is critical to success. Exclusive practices—whether in hiring, promotions, or daily interactions—undermine the potential of teams and organisations.
Turning Intention into Action
If we accept that most people understand the case for diversity, how can we ensure they act on it in those critical moments of difference? Here are some ideas:
1. Understand differences by first understanding yourself
Self-awareness is the foundation for recognising bias. When we understand our own preferences and tendencies, we’re better equipped to manage our reactions to others.
For example, if I’m naturally inclined towards structure and detail, I can prepare myself to work with someone who prefers a more flexible approach. Even without access to their personality profile, my self-awareness helps me navigate differences more effectively.
2. Recognise the role of values and motivations
Everyone is driven by different values. Understanding what motivates us—and what doesn’t—can alert us to potential blind spots. For example, some people thrive on public recognition, while others find it unimportant. Leaders must create opportunities that resonate with individual motivations.
3. Experience diversity in a practical setting
A few years ago, I ran a workshop with a large group of leaders. We split them into teams based on shared personality traits and tasked them with building a specific object. Within these homogenous teams, participants worked smoothly, leveraging their shared tendencies.
However, when we combined teams with contrasting traits, the results were explosive. Under time pressure, the diverse teams struggled to collaborate, with many participants feeling alienated or even angry.
This exercise reinforced how challenging diversity can be in practice. But it also provided an invaluable opportunity to debrief and reflect on the benefits of working through differences.
4. Be mindful of derailing tendencies
Strengths can sometimes become weaknesses, particularly at senior levels. For instance:
Someone who is confident may come across as overconfident or self-promoting.
A detail-oriented leader may be perceived as a micromanager.
Creative individuals may lose buy-in by focusing too much on ideas and not enough on execution.
Leaders must recognise and adapt to how their strengths may manifest differently in new contexts.
5. Manage people as individuals
During the recent focus on the ‘great resignation’, many organisations fell into the trap of overgeneralising solutions: “Everyone wants to work from home,” or “Everyone wants a four-day week.”
The truth is, people’s needs vary. Leaders must avoid one-size-fits-all approaches and instead tailor their management style to the individual. What motivates one person might demotivate another.
Diversity Without Inclusion is an Echo Chamber
Diversity alone isn’t enough. Its true value lies in our ability to leverage differences. This means actively utilising people’s unique styles, abilities, and motivations to achieve superior results.
To do this, leaders can:
Involve people with diverse perspectives, backgrounds, and expertise in decision-making.
Support approaches to tasks and challenges that differ from their own.
Align tasks with individuals’ strengths, preferences, and motivations.
However, embracing inclusion isn’t easy. It requires leaders to anticipate the discomfort that comes with working through differences. The first time someone challenges your perspective, or delivers work in a way you didn’t expect, will test your commitment.
Ultimately, true inclusion is about more than just tolerating difference—it’s about thriving because of it.
by Mark Busine