It ‘is’ the best of Times; It ‘is’ the Worst of Times…

Hope

It was the best of Times, It was the worst of Times, It was the age of Wisdom, It was the age of Foolishness, It was epoch of Belief, It was epoch of Incredulity, It was a the season of Light, It was the season of Darkness…

So go the opening lines from Tale of Two Cities by Charles Dickens. As I started to write this blog, I couldn’t find more apt words than these to describe what we see happening around us in the political and corporate world.

Beliefs are been forged and shaken, Trust garnered and then shattered, Sages on stage say one thing and do another, People are worshipped and then sacrificed at altar of profit…

As I’ve said earlier, I say again: the linchpin of these behaviours is the Culture and Value system of countries and companies; Epitomized by those chosen to lead them!

If culture be the bedrock of corporates then we must lean on it in times of change and turmoil. It’s the easiest to forgo and forgo but ruthless in terms of its repercussions and results. And we are seeing that around us as I write…What’s happening in Infosys today will go down in the history of corporate world as iconic case study of rise and fall of corporate culture and what’s happening with the US presidency is bound to spark another season of “House of Cards”

But all is not lost! Circle of life is just that – A Circle. What gives me hope and energy is the belief in “Removal of Obstacles” and “New Beginnings” symbolized by the on-going Ganesh Chaturthi festival in India. And if you happen to live in Mumbai, like I do, It’s not just tough, but impossible to stay immune to festival’s fervour and staunch belief in resurgence. So all of us who are working to build a strong and sustaining Culture in organisations, it’s a “call to action” to double our efforts, give it all we’ve got, use all the tools of the trade and tricks up our sleeves to make it stick!

It’s true: “Culture eats Strategy for Breakfast” as said Peter Drucker, but then it’s equally true that “Hope springs eternal in human heart” as said Alexander Pope!

Come – It’s time for us to BELIEVE in both the sage and the saint!

 

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Are Leaders drivers of Diversity or is Diversity riding in a driverless car?

cars

This decade is perhaps the last port of call for the companies still thinking about Diversity and Leadership. Diversity is not just Gender and Leadership is not just CEO, CFO, COO or the person who owns the company. But alas even after there have been countless articles and blogs written to this effect, endless academia research and white papers that have been published, scores of management lectures and panel discussion on the subject, it’s still the 1st thought that pops up even in most progressive leaders mind and companies. Are leaders the torchbearers of diversity in organizations? The question that begs to be asked is – Not why not? But why? It’s an idea whose time has come and gone!

To my mind, it’s because we have allowed ourselves to think like this, HR and Diversity leaders across the world have risen in unison in last decade or so and drilled the concept of Diversity and role of leadership into every leaders mind, hard-wired it into HR core processes of hiring, learning, performance management etc, to the extent that it’s now become a muscle memory of all leaders! If that be the case, why do we bemoan it?

My viewpoint is that in the corporate world, we have reduced the power and potential of Diversity to the point of trivialization and metricization. It’s a contrarian viewpoint but backed by experience and tons of data.

Let’s look at some other worlds to see how the concepts of Diversity and Leadership play out. If we reflect on any movie award function such as Oscars or Filmfare or IIFA, we will remember that on stage every performer/actor who wins an award starts by saying “I won this because of my team – my director, choreographer, screenplay writer, music director, stunt man, make up artist, publicist and so on” – what they are really saying is – They won, because diverse skills came together to create a perfect mosaic – catapulting them into realms of leadership. The producer and director of the film knows this well and spends time, money and effort putting this magic potion together. Another example is of our armed forces. There is Army, Air Force and the Navy. There is perhaps no one better in the country than the Chief of Armed Forces who knows the immense power of Diversity because it is he who brings it all together in times of unrest, war, riot, revolt etc. As an eg: the diverse skill set of different part of India’s armed forces show various aspects of  diversity – the strength of the Punjab regiment, fearlessness of Maratha troops, Guerrilla war-tactics of the Nagas and valour of Gorkha regiment among many others are legendary.

Hence, it’s the proverbial writing on the wall in the corporate world that says, indeed shouts: that leaders need to appreciate diversity, manage diversity and learn to leverage diversity to ensure competitive strength in the market place as well demonstrate their core moral value system of “opportunity for all”, “fair play” and “equal playing field”. If we continue to hire just men over women believing there are not women out there in the job market who meet our role needs, if managers continue to hire clones of themselves, if leaders vociferously keep defending that “all is well” in their organizations, we have lost the plot even before it’s even begun. I find it fairly a waste of time to keep convincing leaders of the merits of diversity, it’s perhaps the most unproductive job anyone could do in today’s age and times!

So based on my own experience of leading the Diversity agenda in large corporations for over 15years, my call to action points are as under :

1.   Weave Diversity and Inclusion into the language of the company. Sprinkle all leadership communication with the words which position Diversity in the right spirit – Get the verbiage right

2.   Articulate, document and publish your Diversity agenda and then measure it. Drive it relentlessly, with conviction and passion. Slightest of doubt and hesitation will kill it

3.   Continuously check how your diverse population feel – conduct pulse surveys, do focus groups, set up coffee chats – what you don’t know, you can’t solve for

4.   Set up employee resource group – there is power in togetherness. Groups as  Newbies to the company, First time mothers, Far from hometown…derive comfort & feeling of oneness.  Do not fear them getting together – Let them learn from each other.

5.   Run unique programs so that the leaders truly understand nuances of Diversity, such as have a diverse employee from across the company in a structured manner and rotational way attend boardroom meetings, sit through critical project discussion, travel for important client meeting, attend key marketing presentation – the insights and perspective are bound to add value to both the parties

You decide – shall we continue leaning on leadership to drive diversity or Is it perhaps time to – Explore, Experiment and Execute on diversity agenda akin to Driverless cars?