I had the pleasure of meeting Edgar Schein at the Denver International Leadership Association as part of our class. I’m also reading his book on Organizational Culture and Leadership. In Chapter 14, Schein discusses the primary embedding mechanisms that leaders can do to help develop culture. These mechanisms include:
- What leaders pay attention to, measure, and control on a regular basis
- How leaders react to critical incidents and organizational crises
- How leaders allocate resources
- Deliberate role modeling teaching, and coaching
- How leaders allocate rewards and status
- How leaders recruit, select, promote, and excommunicate
Thus the answer to my last post, is for executive leadership to start paying greater attention to our D&I efforts by monitoring and measuring more frequently. Provide appropriate resources to support D&I efforts. They themselves need to hire diversity candidates. If possible, set up a reward system associated with the D&I activities. By simply asking VP’s, directors and managers what they are doing to meet the D&I goals highlights the importance because of the regular reporting. Quarterly and annual reviews to see what hiring managers are doing for the program clearly signals to the organization that D&I is important.
Earlier this year, the CEO was shocked at the paper consumption of the company, and with a mini-outburst decried the behaviors and need to reduce our carbon footprint. According to Schein, emotional outburses are powerful signals, because the leader feels an important value is being violated. Those in the meeting with him, then led a project to change behaviors in printing by developing various programs such as installing projectors in conference rooms and recommending double-sided printing.
All eyes are on our leadership, and thus they can steer the ship towards Diversity and Inclusion.