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Facts are Sticky Even When We Dislike Them

In this September 2024 edition of the CEO Corner, Janet M. Harvey highlights the undeniable truth of our times—diversity and inclusion are not just ethical imperatives but foundational to achieving unprecedented success in the business world. Read or listen along as Janet navigates the intricate layers of why diversity isn’t just about tolerance but about leveraging unique perspectives as a growth strategy. This edition is a call to action for leaders and organizations worldwide to embrace diversity and inclusion as undisputed facts of life, propelling us towards more innovative, profitable, and equitable futures.

"Diversity is not simply a matter of tolerating differences, but of acknowledging the diverse perspectives as an undisputed fact and leveraging them for growth." - Arthur Chan, Global DEI Strategist & Behavioral Scientist

As an experienced coach engaged with individuals and organizations worldwide, I couldn't agree more with Arthur Chan's statement. The political climate in 2024 – everywhere - heightens my sensitivity to this topic. I invite us all to pause and intensify our focus as we leave summer behind and look to finish the year strong. 

Diversity in all its forms is an undeniable fact of life. To confirm this for yourself, reflect on what you see and experience when you walk through an airport, attend a sporting or musical event, or stroll through any urban center park or downtown square anywhere in the world. Here's another undeniable fact. As of August 2024, the fastest-growing segment of America's population is multi-racial. While the blend, or as Americans often say, the melting pot ingredients vary, the fact that the ingredients in any social culture on Planet Earth are diverse is undeniable. Yet, we continue to gaslight with labels to assert whether a person is worthy of respect and dignity, as evidenced by access to opportunity and life-affirming conditions. 

Distorting the factual basis of diversity occurs everywhere in the world. It distracts us from the actual work, adopting the mindset and behaviors for inclusion that begin to address equity and generate belonging. Our challenge as leaders – leaders of self and of, for and with others -- and as the coaches who support leaders lies in how we acknowledge these differences and use them for growth and tremendous success. For business leaders, the facts provided by top management consulting firms McKinsey & Company and Deloitte prove the case. Yet, top leadership in organizations calcify their grip on a historical status quo that hurts their profitability and fails to maximize workforce potential. I continue to ask why leaders consistently dismiss these sticky facts.

For many years, human development programs that provide learning and coaching have focused on an individual's growth and development and how that impacts their teams, families, and communities. Whether we like the data or not, the data shows that times are changing. We need development strategies that embrace all differences, including cultural backgrounds, age, gender, race, and beliefs. Once called the "soft skills," communicating and relating to produce human connectedness are now declared "power skills" essential to thrive in this century. By recognizing and encouraging open, transparent expression through the unique differences of individuals, teams become more productive, effective, and competitive. Central to all forms of coaching is unleashing potential. By ignoring the vital contribution of inclusive behavior and mindset, we risk underestimating and under-cultivating the full potential of our clients and the organizations they serve. So, what does it mean to incorporate inclusion in a coaching practice? 

First and foremost, incorporating inclusion means acknowledging that each client's experiences and perspectives are factually and materially different. Adopting "one size fits all" approaches contradicts inclusion's very foundation. We only comprehend and learn to understand the influence of another's unique experience of their lives by asking and fully absorbing the impact of their experience. The unique insights clients share create the starting point for learning and growth. We must learn how to embody a more holistic approach by recognizing all the elements of a person's unique identity, origins, and how each person chooses to show up, interact, and act in their current life.  In practical terms, this means that coaches must be prepared to adapt their approach, techniques, and tools to meet the needs of diverse clients. Fortunately, the 2021 updated core competency model from the International Coaching Federation acknowledges this vital call to action by adding five specific skills to incorporate inclusion and explicitly updating the core values. Take a moment and listen to Haitham Shaheen talk about the new core value, Humanity.  

Steve Jobs famously observed, "Creativity is just connecting things." Let's extend that idea to recognize that connected people connect the things that result in creativity and innovation. When we activate inclusion that optimizes diverse representation, conversation activates divergent thinking, leading to the innovation essential for any system to enjoy competitive advantage and sustain excellence.  

Does this feel too big a task or produce too much discomfort to shift your mindset? I'm sharing a recent video entitled Creative Abrasion with some ideas for how to get started to help teams develop stamina in their collaboration that leads to breakthroughs. Inclusion regulates the speed of discovery. It de-bottlenecks the organization to release its innovative potential. The inviteCHANGE Generative Wholeness™ methodology develops leaders to produce this outcome, leading change and innovation that sustains excellence. 

In closing, generative coaching develops the mindset and skill set to embody inclusion consistently. We must heed Arthur Chan's words and acknowledge diversity as an undisputed fact of life. Accepting that fact and focusing on the word of inclusion is how we best empower individuals and teams to reach their full potential and create impactful and useful change on a global scale.

Keep loving your life's work and enjoy the month!

Janet

Janet M. Harvey, MCC

Experienced with individuals at the Board of Directors, “C” Chair, Executive and Senior Management levels, Janet assists executives in adopting effective habits of perception and behavior to lead and accelerate corporate strategies. Typical engagements address executive development in the following areas: articulate and inspire through clarity of vision, enable respectful challenge, debate and catalyze synergy for strategic business choices, risk/reward critical thinking about investments and shareholder value, plan leader succession and architect sustainable cultural/strategic change.
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