Leadership teams of major organizations haven’t historically been diverse, but there is a way to make things better. Diversity in senior leadership teams takes intention, work, and planning. In my previous articles, we examined how retaining underrepresented talent as well as identifying where minority staff aren’t given promotions in your organization are keys to fostering a diverse workplace. However, if you really want the diversity within your organization to flourish, you need to create and implement a clear succession planning strategy so that underrepresented individuals have opportunities to advance all the way through, from entry-level to VP and even extending to C-Suite positions.
As greater numbers of organizations seek to include more ethnically and culturally diverse people in their workforces, it becomes increasingly important to address differences in representation among the various levels of staff and leadership. In my previous article, I shared about the importance of retaining staff from underrepresented communities and looking for “leaks” in the company. Today, we will examine the problem of “clogs” in the leadership pipeline that prevents some employees from moving up in an organization.
Recent studies are proving what many have suspected for years: More diverse workforces outperform less diverse ones. McKinsey’s Diversity wins: How inclusion matters report, published in May 2020, states that companies in the top quartile of ethnic and cultural diversity were 36% more likely to outperform companies in the bottom quartile. So, if your corporation is not ethnically and culturally diverse, then you do not currently have the best talent available.
In a recent webinar, I share about how organizations can engage employees at all levels to improve ethical conduct, through a video-based training approach. This is based on my work helping every T-Mobile employee Do It the Right Way.