| In the fitness room the other day, I caught a glimpse of | | | | Stabilize your current |
| a | | | | environment by ensuring that everyone feels valued |
| movie trailer on television. A father spoke very | | | | and is |
| open-heartedly with his son about his work as a | | | | united in a shared purpose - when this is compelling |
| fireman. He | | | | enough, |
| acknowledged the fear that welled up in him when he | | | | differences are transcended. Take this further by |
| looked | | | | helping |
| into a small, dark room filled with life-threatening heat | | | | your staff see each other as human beings, rather |
| and flames, and described the instinct to run in the | | | | than |
| opposite direction.He had to pause in a safe hallway | | | | simply human "doings." Create opportunities for people |
| and | | | | to |
| assess the situation, the father explained, consciously | | | | talk and socialize together beyond their work duties, |
| remember why he had chosen his work - and why | | | | around |
| he must go | | | | issues that apply to a broad range of people. Topics |
| forward into the fire despite his fear. Strange as it | | | | like |
| may | | | | parenting, providing care for an aging parent, coping |
| sound, I find creating a culture of inclusion to be a lot | | | | with |
| like this.People differ in so many ways that wherever | | | | illness and death, and financial management help |
| two | | | | people to |
| or more are gathered "combustion," in one form or | | | | realize that we're all in this thing called life |
| another, | | | | together.WORK WITH YOUR GROUP TO |
| is likely to follow. Although they may be uncomfortable | | | | DEVELOP YOUR OWN "BUSINESS CASE." |
| at | | | | Saying that a culture of inclusion is simply a good thing |
| times, these differences are vital. Our challenge is to | | | | to |
| understand this sometimes fiery vitality and, despite | | | | do or promising it will produce immediate business |
| discomfort or fear, make a conscious decision to | | | | success |
| move | | | | will set the initiative up for failure. Change requires |
| forward anyway. If we can do this, the invisible walls | | | | energy, and generic statements won't provide you |
| that | | | | with enough |
| divide people begin to burn away and the benefits of | | | | fuel for your journey. Create discussion forums. After |
| their | | | | talking about what you believe is possible, invite people |
| shared presence and participation can emerge.As | | | | to |
| H.E.B. grocery spokesperson Winell Herron, Group | | | | talk about their ideas, values, concerns and fears. Ask |
| Vice-President for Public Affairs and Diversity, noted at | | | | |
| a recent presentation before the Texas Diversity | | | | thought-provoking questions, such as: what might be |
| Council, U.S. businesses initially accepted cultural | | | | possible |
| diversity initiatives because it was the legal thing to do, | | | | if we didn't put limits on people based on our own |
| and only later because it was the right thing to do. | | | | needs, |
| Now, as our language is shifting from diversity to | | | | perspectives, fears, and comfort zones? What do we |
| inclusion, people are discovering that creating | | | | need so |
| environments where differences are actively sought | | | | everybody can thrive here?RE-EVALUATE |
| out and everyone is valued is also a smart thing to do. | | | | EXISTING SYSTEMS AND BUILD NEW ONES. Once |
| This grocery chain's business case for embracing | | | | your |
| diversity has focused on increasing innovation, | | | | staff understands the potential benefits to creating a |
| attracting and retaining top talent, accessing a larger | | | | culture of inclusion -- increased staff morale and more |
| supplier base, retaining and expanding existing markets, | | | | |
| and increasing revenue.How do you motivate leaders | | | | innovation powered by diverse perspectives to name |
| and their teams to begin the long journey toward a | | | | but two |
| true culture of inclusion when they haven't even | | | | -- you're ready to enter the fire. Use this as an |
| glimpsed, much less experienced, what is possible? | | | | opportunity to review processes in your organization, |
| Again, | | | | like |
| this is like asking someone to leave what is safe, | | | | hiring practices, sourcing your goods and materials, |
| comfortable and known and walk into a fire - for no | | | | marketing, meeting management, mentoring, and |
| apparent | | | | compensation. |
| reason. Then there are those who have been | | | | Leave no stone unturned. Just because that system, |
| working to bring | | | | language, |
| about change for a long time and are overwhelmed | | | | or set of decisions used to serve the organization well |
| by the | | | | |
| challenge and "underwhelmed" by the results. How do | | | | doesn't mean it continues to do so. Then, figure out |
| you help | | | | what |
| keep everyone moving forward when they're feeling | | | | new efforts are needed to get you where you want |
| weary and | | | | to go.Our work world has the capacity to close the |
| unrewarded? Here are some tips from my work at | | | | gulfs that |
| Highest Vision to help you foster a culture | | | | separate people - and demonstrate the great value |
| of inclusion in your workplace:UNDERSTAND THAT | | | | of doing |
| CULTURE SHIFTS TAKE TIME. Working with | | | | so. Creating an inclusive culture requires first opening |
| people is an incredibly complex and rewarding task: | | | | our |
| the | | | | own hearts and then extending invitations to others to |
| greater the preparation, the higher the potential for big | | | | do |
| pay offs. Like gardening, creating a culture of inclusion | | | | the same. What we can count on is that our minds |
| is | | | | will |
| an organic process. You must plan what you want to | | | | follow. By showing up as willing students and teachers |
| grow, | | | | for |
| till the soil, provide water and fertilizer, select and | | | | each other, our wisdom and productivity increase |
| plant a variety of "seeds," and nurture them along. | | | | exponentially. As business leaders, we must continue |
| Storms | | | | to |
| will sweep through and you'll have to protect your | | | | consciously enter the "fire." The rest of the world is |
| seedlings, and do some replanting. And just like in | | | | counting on us.Susan J. Schutz founded Highest Vision |
| gardening, the timetable and precise form this new | | | | in 1999. Highest Vision services - executive coaching, |
| culture | | | | leadership development, and team building -- reflect her |
| takes will be beyond your control. Be patient and have | | | | deep conviction that professionals can be attentive to |
| | | | their "bottom lines" while also creating lives worth living |
| faith.BEGIN BY FOCUSING ON COMMONALITIES. | | | | and businesses that contribute to the good of all. |