Diversity. Is it what you think it is?
In the run up to the Russian invasion of Ukraine, the head of GCHQ found himself being criticised. Not for failing to spot the danger signs. Far from it. UK intelligence was at the forefront of those spotting exactly what President Putin was planning.
Rather he was challenged about choosing that moment to talk about the importance of a diverse workforce. Sir Jeremy Fleming was accused by some of being ‘woke’ for talking about what many thought was trivial, by comparison to a war amongst our near neighbours.
the right mix of minds
Yet behind the headline was rather different story. Sir Jeremy’s focus was on how his organisation could achieve the ‘right mix of minds’. He explained this actually meant gathering a broad range of people who can solve some of the most complex problems, by bringing their different experiences and insights together. It’s this point which often gets lost in our public debates about diversity in the workforce.
Sir Jeremy rightly pointed out that during the Second World War the secret listening station at Bletchley Park recruited a diverse group of mathematicians, linguists, historians and even crossword specialists to crack the Nazi codes and help Britain win the war. They were an odd, eclectic bunch, yet it was their different mindsets that meant they brought a completely fresh insight to the task.
They were in sharp contract to their Nazi opponents. A dictatorship requires conformity, actively deterring alternative viewpoints or challenges to those in authority. This culture makes for poor intelligence analysis and decision-making, as it demands strict obedience to rules, procedures and how the regime sees the world. Sir Jeremy rightly pointed out that part of Putin’s problem today is that his intelligence officers only tell him what he wants to hear.
What are the lessons for businesses?
When coaching I often find that there is a concern amongst my coachees that they should fit in, if they are to be promoted. This usually relates to their perception of what they think the Chief Executive and senior colleagues look for in their directors.
At the same time, the wish by companies to be more diverse has created a cynicism amongst some white men of a certain age that they will always be overlooked. Some women respond ‘welcome to my world’ but actually this misses what having a diverse board or senior team really means. Having a broad range of people with different ages, genders or ethnicities will make for a more rounded organisation, more representative, for example, of its customers.
a diverse board means including people who think differently
Yet at the senior level there is another aspect. Having a diverse board is not just about gender or ethnicity. It’s about diverse thinking. It’s about bringing fresh insights, challenging conventional views. A good executive team needs non-executive directors who test assumptions or see their market or service from a different perspective. A different gender or ethnicity won’t always deliver this.
The benefits to organisations matter. This breadth of view will make a business far less vulnerable to outside risks, which may be beyond the executive team’s experience. It also increases the potential for innovation and creativity, not least by sending out the signal to the whole company that everyone has something to contribute.
Indeed, that’s the lesson from Bletchley Park. Who would have thought that one of Britain’s greatest military strengths would lie in a motley crew of academics, linguists and mathematicians working out of Nissan huts in Buckinghamshire?
I have coached or mentored several senior business leaders on this issue and would be pleased to see if I can help you. Go to ‘How I coach’ for more about my approach and my contact details.
