Corner Office: Race in the Workplace

Sept. 18, 2001 -- Don't do diversity training! (Well, not the way it's done most often.)

For a decade now, American business has had an obsession with diversity. We've spent millions on diversity training. People have trudged across the country to attend conferences. Books on the subject have flown off bookstore shelves. All of this has been well meaning — but much of it has been misguided.

Why? Because too often, race, ethnicity and gender have been shoved front and center, and that's the last place they should be. Instead of examining people's external characteristics (where they come from and what they look like), we need to explore their underlying values. For the real reward in diversity training is learning to work effectively with people who think differently than we do.

Consider this: native-born Americans generally value directness: we tend to "tell it like it is." As managers we're encouraged to be straightforward and offer constructive criticism.

Well, if we're managing people with that same value, no problem. But suppose we're managing people from the Orient, or Native Americans, even some native-born Americans who value indirectness. To them, saving face is most important; straightforward criticism, even politely offered, can be humiliating. It can even undermine your suggested changes. You'd be far more effective if you offered a subtle suggestion: "When Mary tried it this way she had great success." Perhaps that seems uncomfortably vague. But that's only because you're an acculturated American.

Be wary of the stereotypes, however. Consider Latinos who have lived in the U.S. for a decade. Are their values Latino? American? Or a blend? And what are "American values anyway? Any presidential candidate will tell you that the core values of Jews in New York City aren't much like the core values of Louisiana Creoles. Ultimately, each of us has values all our own.

Understanding those values and observing the behavior that reflects them will make you a better manager. The better you can see another person's point of view, the better you can communicate with him. You'll get the results you need, and people will feel respected. What better retention tool could you have?

Taking Action

Learn the core values. There are 13 basic, or core, areas in which people's point of view determine much of how they function in the world. Do you feel you have a lot of control over your life, or do you believe that what happens to you is fate? There's no "right" answer to that question. Most people's view is somewhere between the two extremes.Getting familiar with the list will begin to give you insights into yourself and your employees.

Learn basic American business values. No articulation of values will apply across the board to every member of a group. But there are some basic values that are generally accepted in American business. Learn what they are, not because they are absolutes but because they'll offer a framework for understanding differences.

Identify your own values. Think about what you really believe. Place yourself on the continuum. How does your perspective affect how you manage? Think of ways in which you reflect values without even thinking about it.

Identify your employees' values. Where do your employees fall on the continuum? It's helpful to look at them individually. Are there places in which their values are different from the American norm? If you aren't sure about their values, ask. Keep the conversation respectful. Don't make assumptions ("You people don't really care about being on time, do you?") or ask employees to speak on behalf of a group ("What do people from your country think about this?")

Where appropriate, ask employees to respect the business values. Employees want to do a good job. If people fall short of your expectations, it may be a reflection of differing values. For example, if an employee is chronically late, she may have a different value about time. Share the American business value of timeliness. Be respectful and make it clear that her values are not "wrong." Ask that she respect your values while at work. (These are complex discussions; if employees aren't fluent in English, consider using a translator.)

Meet employees half way. When it's a matter of policy or business necessity, asking employees to adapt is reasonable. But in other cases, making the effort to respect other values is a gracious thing to do. For example, if an employee's values make it difficult for her to accept praise in public, adjust your style and offer praise privately.

Offer training. If you have a large number of employees with different cultural backgrounds, offer training in the underlying values of American business culture. Make sure that all your employees get trained, not just those form different backgrounds.

Bob Rosner is the co-author of the No. 1 Amazon business best-seller The Boss's Survival Guide (McGraw-Hill, 2001), along with Allan Halcrow, former editor of Workforce Magazine and Alan Levins, senior partner of San Francisco-based employer law firm Littler Mendelson. Rosner is also founder of the award-winning workingwounded.com and RetentionEvangelist.com. He can be reached via fax at (206) 780-4353, and via e-mail at: bob@RetentionEvangelist.com.

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