Are there any other habits or ways of thinking within your team? This is how to turn diversity into an asset!

Culture is much more than just where you come from

First, a bit of theory. In this context, we are not talking about culture with a capital or small ‘c’, but about culture as a shared frame of reference. On the learned thought patterns that help determine how we interpret situations and how we subsequently act. That frame of reference is influenced not only by your nationality, but also by your family, education, previous employers, team, circle of friends and personal experiences. What is taken completely for granted within one group may seem strange to another. And this is also true in the workplace.

Eline: “Just think of something as simple as turning up on time. In some companies, a meeting at 9 o’clock means you need to be ready by 8.55. In others, joining ten minutes late is no problem."

“None of these behaviours indicates how motivated or professional employees are, yet it can be a source of frustration if those habits or ‘cultural perspectives’ are not aligned. Because as soon as we regard our own frame of reference as the norm, we are quick to label other people’s behaviour as ‘strange’ or ‘wrong’.”

In a team where people have different cultural perspectives, this can lead to tension: conflicts arise, an ‘us and them’ mentality sets in, cliques form and stereotypes are exaggerated.

Getting started with diversity competent management

In case you are not sure: having different perspectives within a single team can be extremely valuable. Research shows that, in 87 per cent of cases, diverse teams make better business decisions. This is because existing and traditional ways of thinking are being challenged, which, in turn, leads to

• breaking out of existing ways of thinking

• more and different solutions

• more creativity and innovation

• better teamwork

How can you, as a manager, embrace diversity and use it to your advantage? Start by reflecting on yourself, listen actively to the other person and seek to connect with them.

1. Self-reflection: examine your own perspective first

“Self-knowledge is the beginning of all wisdom”, and that saying applies here too. Be aware of your own cultural perspective.

An employee who appears to show little initiative may expect more guidance from a manager. Direct feedback that you consider as being effective may be perceived as confrontational by someone else. And just because a colleague doesn’t reply to a message outside working hours, doesn’t necessarily mean they are any less committed.

When you let go of your own prejudices, there is room for a different perspective.

Exercise

Ask yourself: why do I actually find this behaviour unprofessional? What are my expectations? And where does that come from?

2. Listen actively to the other person

If you want to understand why an employee is reacting differently, listen actively without feeling the need to respond straight away. Keep asking questions until you’re sure you understand each other properly.

Exercise

Use these questions in your next conversation:

• “Let me just check that I’ve understood you correctly.”

• Perhaps we interpret this differently. How do you see this?”

• “What other perspectives are we still missing?”

• “Could you explain how you see this?”

This gives everyone the opportunity to explain the perspective from which they are viewing the situation. By clearly communicating how you interpret or expect something, there is less chance of conflict.

3. Connection: safely finding a middle ground

Many tensions do not arise from bad intentions, but from differing interpretations that are left unspoken. Agreements that are unclear, expectations that were not clearly communicated, …

That is why such clear communication is so important.

However, employees must also feel safe enough to speak their minds. To express a different opinion, ask questions, admit to mistakes or question a manager’s idea.

As a manager, you help to determine how psychologically safe the environment is. Make a point of asking for other points of view, show appreciation when someone shares a different opinion, and explain why you ultimately do or do not act on certain feedback.

Exercise:

Take a critical look at your own team. Who talks the most during meetings? Is anyone with a different opinion being interrupted? What happens when someone makes a mistake? And how do you react when someone challenges your proposal?

5 summarising principles

Leading a diverse team does not mean you have to become an expert in every culture, background or communication style. Nor does it mean that just anything goes or is allowed; you can still apply clear guidelines and expect employees to adhere to them. But when you act out of curiosity and a desire to connect, you’ll get a long way. We’ve summarised it for you in 5 key principles of inclusive leadership:

• Be aware of your own cultural perspective.
• Question your own interpretations.
• Listen to understand.
• Communicate clearly.
• Create sufficient psychological safety