Diversity the Spice of Life

I recently read an article from Harvard Business Review (HBR) written by Paul Ingram that struck a chord with me. In his article he begins by stating that "social class is as important as race or gender". Yet, how many of us consider social class as an important factor when we are developing our Diversity, Equity, and Inclusion initiatives? How often do you as a leader, colleague, co-worker, or manager reflect on what this could mean for the people with whom you interact with in your workspace?

Whenever I engage in coaching a client, I ask a lot of questions during our first session as it becomes critical that I understand as much as I can. I want to capture the essence of who they are so that I am in tune with their needs and can align both the sessions and outcomes to what is important for them in both professional and personal life. While all of us consider work and private life separate it is inevitable that there are times, if not daily, that these parts of our unique life cross over. Therefore, understanding the individual as a whole is key to providing the best guidance and getting the best outcomes. I do take a holistic approach in my coaching process; however, I must admit that the concept of social class had never factored into my equation. The article brought to mind that we are all multi-dimensional and many different building blocks have gone into composing the person we are. We also learn from each experience, including our origins and social class.

As a leader or a co-worker, understanding that a person's origin and social class could have a lasting effect on how they view the world, approach routines, communicate, interact with others, and place their trust in leaders, can be a valuable tool in connecting and providing a safe and effective space where each individual can grow to reach their potential. So why should the social class dimension matter? According to the same HRB article "The class disadvantage matters for organizations because it excludes from the management ranks a group that may produce better-than-average leaders." As we embark on a new year and look ahead to developing our individuals and teams, reflect on who we may be leaving out. There is a growing demand for leaders who can empathize, innovate, navigate, create, and bring people together to do great things. What part will you play in helping to meet the demand for great leaders who have the vision and can open the door to opportunity for all?

Please do not miss reading this The Forgotten Dimension of Diversity (hbr.org) it provides more extensive focus on the topic and advise for all of us.