Recent economic occurrences have highlighted the close link between ethical business and long-term success. Due to defamation issues, I will not name examples of pertinent cases… However, when considering the issue of diversity in all its guises (cultural, racial, gender etc,), having a preference of one group over another rings like unethical.
The word Ethics, come from the Greek work ethos – “character, one’s distinguishing attitudes and beliefs”. We all claim to live our lives ethically, driven by our personal mastery and ethics. Ask any business whether they are ethical, you are likely to get a resounding, yes. If you probe any further on how this is substantiated, you are likely to get a result around accounting practices and “how the books are balanced”.
Taking this one step further, ask any business whether they are diverse, and you get the “Of course, we have a strong diversity agenda”. What does that mean? It usually means that diversity scorecards are kept and that they are managed so that the targets are met. Great, metrics again… The ticks are in the appropriate boxes.
Well, I would like to ask you to consider how your company honestly fares from an ethical perspective in managing Diversity. Are there groups within your company that are not represented or marginalised? Do they have a voice? … And are those voices listened to and actioned upon?
Let’s focus on your Leadership team. How many are white, males over 40? How many are women? How many of your Senior Leaders are from ethnic minorities?
Yes, in the lower echelons of the business, you are likely to have great representation of all ethnic groups. But why do they somehow drip through the holes up the rungs in the organisational ladder?
So, if you are to be an ethical business from a people management and talent management perspective, consider:
How can you give a voice to groups that are not currently represented?
Affinity groups are great – but you need to make them part of the business rather than a separate oddity. Work with them to identify ways to tap into their specific markets or areas of representation. They are the best internal innovation forum you can get your hands on!
What can you raise the profile of diverse groups for the benefit of the business?
Try exposing the Board to thoughts or ideas that are non-traditional by asking individuals or teams to find ways they would improve the organisation in some specific ways or tap into a new market. Ask them to present them to the Board, don’t just get someone in middle-management to convey the message.
How can your business cross-fertilise values and ideas between individuals?
Making diversity part of the fabric of the organisation requires allowing your employees to celebrate who they are. Cultural drivers need to be appreciated. Enable your talented staff to communicate to each other what those are. This is not fluffy, soft-skills “stuff”. This should be part of your hard management skills to bring the best of your employees, increasing their engagement. Only when people are understood, do they feel they are part of the organisation and dedicate 100% of their all to it.
Ethical business requires more than just balancing books. Balancing representation and giving a voice to all within your organisation will lead to your long-term success.
