Bob Mason

Though people of different nationalities have always been present in most work situations, the concept of handling diversity has become a big issue in the workplace, and thanks to an explosion of litigation, is a major concern for leaders. How does a leader deal with this diversity question? Often the answer is “diversity training” for which millions of dollars is spent each year. I contend that while diversity is a critical subject for a leader, specific training is probably not really necessary. The first thing to remember as a leader is that you set the example and people are watching. Therefore, as a leader you must treat everyone equally. That doesn’t mean quotas but rather that each employee has the same opportunity to be a contributing part of the organization. Of course, each individual is different and so the means of that equal treatment may be different.

Frankly, I’m not a big fan of “diversity training” – especially for leaders. That’s not to say if you have several people from Elbonia, (with a nod to Dilbert) you shouldn’t do a little study or consult an expert to learn about Elbonian culture. But, if you need training to teach you how to treat people who are not like you, then you probably shouldn’t be in the leadership position in the first place.

With that in mind, here’s what a leader needs to know about diversity.

1. Everyone is different with a unique background, beliefs, etc. Treating anyone in a particular manor because of their skin color, accent, dress, or any other external indicator is a mistake. Get to know the person beneath those outward signs and treat them with respect.

2. Treating any particular “group” with more deference than any other is stupid. In fact, refer to number 1. Never treat anyone as a member of any group other than the one you lead within the organization.

3. Remember that we live in (insert your country’s name here). We have our own traditions, culture, and beliefs formed over many, many years. While we welcome people from other places, knowing your inclusion into our society will make us better, we (insert nationality here) are not going to be what you came from.

4. If someone is from a different background than you are, and most everyone is, learn from them. You spend a lot of time with your co-workers and so it makes sense to learn a little about them. If they were raised in Japan, or Turkey, or South Carolina, or Mexico, or Indiana, or Germany, or anywhere else, they will have a different outlook. Learn from them. Get to know them.

5. We spend a lot of time trying to teach people not to offend anyone: a noble, yet impossible goal. A better approach is to treat everyone with the same respect and dignity you expect. The golden rule is still the best guide. On the other side of the coin, don’t be easily offended. Chances are that affront you just suffered was completely unintentional. Both parties in communication have a responsibility. The sender is responsible for expressing a message in a way that is clear and not intentionally offensive. The receiver has a responsibility to listen carefully and evaluate the message. To do that effectively, the receiver must be as attuned to the sender as he or she expects the sender to be to them.

We are all, regardless of race, nationality, creed, or anything else, human. We suffer the shortcomingings that comes with being human. As leaders, we are responsible to do our best to overcome those weaknesses and set the example for great interpersonal relationships.