Doing Business Globally – Reason Enough to Continue Tackling the Diversity Issue?
By now, many corporations will vow that they have dealt with diversity, ‘ticked that box’, put the recommended programs in place, and moved on. But have they really done all that they can to ensure that their organization is culturally inclusive and ready for the consequences of a globally interdependent economy?
Companies are influenced by an international system that is dramatically changing the protocol for doing business. Through these changing technological times, barriers to the free movement of human capital, information, and currency have fallen and all are moving freely to the various corners of the globe. Global mergers and acquirements occur at amazing rates and massive conglomerates or ‘mega organizations’ are formed. People from various cultures are conjoined in the marketplace and as a result, employees can no longer work effectively in isolation. In order to maximize profits, people must be able to communicate efficiently and effectively without unwittingly offending their foreign colleagues.
As a leader in a culturally diverse environment, what communication problems might be confronted? Even within an atmosphere where all participants are speaking the same language, there are differences surrounding communication styles. The messages that are sent are not guaranteed to be the same as the messages received. Since approximately 50% of communication is non-verbal, participants in a discussion can often be sending out very different messages than what were originally intended. Without an understanding of what various non-verbal cues are given off, results across culturally diverse lines can be disastrous. This can have far-reaching ramifications for organizations in the highly competitive world market.
A major impediment to creating a culturally inclusive institution is trust. In an atmosphere where trust is lacking, there can be not only miscommunication but no communication. Members, not trusting and believing that their opinions are valued or appreciated, may choose to withdraw from the discussion; hence their knowledge is never contributed for the benefit of the organization.
In a culturally rich organization, often members will have different accents or speak using regional jargon. Unfortunately some team members may see that as an opportunity to respond in a negative manner, passing judgments about perceived levels of intelligence. From a rational standpoint, obviously a person’s IQ or academic prowess is unrelated to his or her geographical home.
Leaders will have to deal with issues such as stereotypes, lack of common experiences, responses to differences in physical appearance, as well as differences in people’s backgrounds, values, and beliefs.
Successful management executives find effective strategies in order to manage diversity. An exemplary executive leader works to create and better the environment and team. By utilizing the services of outside agencies, experienced facilitators are able to further the process more rapidly than those embedded in the system. They are able to facilitate the development of meaningful strategies which embrace and support all members of the team. When human capital is properly managed and talents are utilized, the organization and team is furthered and the potential of the people who work within is recognized. Strategies are developed in order to create an environment whereby all participants are empowered to leverage their full potential resulting in an accomplished mission.
By gaining the necessary knowledge and making insightful decisions, an executive leader can truly make a difference. An effective leader can create a lasting legacy which will include the realization of having made a positive impact on a culturally diverse organization.
Melissa Davies, president and founder of Wise Ways Consulting, Inc., is a northern Virginia-based consultant specializing in Diversity, Inclusion, and Cross-Cultural Competencies. She can be reached at Melissa@wisewaysconsulting.com.
