June 26, 2025

Article content
Diversity, Equity, and Inclusion are currently taboo phrases in our current low-road leadership worldwide, which casts these concepts as the causes of fear, loss of security, danger, and threats to our well-being. The reality is, as Gandhi said, diversity is a fact. We expect and demand diversity in many organizations. The Oklahoma City Thunder would not be as dominant if they played five guards to stay the same. Can you imagine the Kansas City Chiefs benching superstar Patrick Mahomes to make their offense all the same with offensive linemen?

On the other hand, 11 Patrick Mahomes types probably would not make for a Super Bowl-winning offense. We accept that on athletic teams we should encourage and celebrate diversity. Andy Reid and his staff are often praised for bringing together a diverse group of players, such as Travis Kelce, and achieving great success. My favorite Andy Reid quote is about Travis Kelce, which was made in response to a temper tantrum on the sidelines during a Super Bowl. Reid sloughed it off, telling the reporter, “Oh, Travis, He keeps me young?”

Article content

Leaders, at all times but especially now, must remember what Jim Collins said in “Good to Great.”Do we have the right people in the right seats on the bus? Another cogent question to expand on this thought would be: Does everyone, or the vast majority of our organization, look like me? This question goes beyond physical appearance. It’s about perspectives, backgrounds, experiences, ways of thinking, skill sets, insights, and age. If your answer is “yes,” you may be missing out on one of the most powerful drivers of organizational success that coaching has known for years: diversity.

This Thursday’s leadership insight focuses on leading in the context and asks that question. Does everyone or the significant majority of the organization look like you? This article will consider what diversity is, the power of diverse groups, and the strategies leaders can implement to lead diverse organizations. A bonus section will be added to address a diversity issue that encompasses all other areas of diversity, including age, considering research on how to leverage this powerful segment of our workforce.

What Is Diversity in the Workplace?

Diversity in the workplace refers to the range of different characteristics, experiences, and perspectives that employees bring to an organization. This includes, but isn’t limited to, differences in race, ethnicity, gender, age, sexual orientation, physical abilities, religious beliefs, socioeconomic backgrounds, and education levels. True diversity leads to inclusion and belonging in organizations, recognizing and valuing these unique qualities to foster a richer and more innovative environment.

The Current State of Diversity in the Workplace

Modern organizations are increasingly aware that diversity is not just a moral imperative—it’s a strategic advantage. Today’s workforce is more varied than ever, spanning multiple generations, cultures, and identities. Employees expect their workplaces to reflect this reality: 42% of U.S. workers say a diverse and inclusive organization is vital when considering their next job. Companies are responding by embedding diversity, equity, and inclusion (DEI) into their core strategies and cultures. The current government challenges these groups despite significant research supporting diversity.

Research from Gallup, Google’s Project Aristotle, Forbes, and McKinsey consistently demonstrates that diversity is a catalyst for organizational strength in five areas :

1. Enhanced Financial Performance:

A November 2024 McKinsey report found that gender-diverse and ethnically diverse executive teams are 39% more likely to outperform their peers financially. Gallup found that business units with high engagement and gender diversity saw 46–58% higher financial performance.

2. Greater Innovation and Creativity:

Diverse teams bring a broader range of perspectives, leading to more innovative solutions and new products.

3. Improved Problem-Solving:

Google Project Aristotle reported that teams with varied backgrounds approach challenges from multiple angles, resulting in more comprehensive and practical solutions.

4. Higher Employee Engagement and Retention:

Gallup reports note that employees who feel their opinions are valued and their identities are respected are more engaged and less likely to leave

5. Better Decision-Making:

Studies like Google’s Project Aristotle show diversity reduces groupthink, leading to better, data-driven decisions and a more agile organization.

Mark Miller, in “Four Simple Choices,” writes that the role of leadership is to build people up and get things done deliberately. Leaders must move from passive acceptance to active engagement. Here are seven proven strategies

Ask Yourself and others “, What is it like to be on the other side of me ?”

1. Address Unconscious Bias:

Provide training and tools to help leaders and employees recognize and mitigate bias in decision-making.

2. Inclusive Hiring Practices:

Use diverse hiring panels, anonymous resume reviews, and skills-based assessments to minimize bias.

3. Mix Up Teams:

Regularly rotate team members and create cross-functional groups that are diverse to encourage the exchange of ideas and perspectives.

Ask others, “What is it like to be you “?

4. Foster Psychological Safety:

Leaders must choose to deliberately create an environment where all team members feel safe to speak up, share ideas, and take risks—this was the key finding of Google’s Project Aristotle

5. Mentorship and Sponsorship Programs:

Pair employees across backgrounds and generations for mutual learning and support. Consider cross-mentoring programs, as Jack Welch did at GE.

6. Solicit and Act on Feedback:

Use employee surveys and feedback loops to identify gaps and opportunities for inclusion

7. Celebrate and Recognize Diversity:

Mark cultural events, acknowledge diverse contributions, and highlight the value of diverse groups.

The world workforce today is being challenged by the emergence of another diverse group that cuts across all categories of diversity. We now have as many as five generations. An educator is actually facing a sixth generation in elementary schools. Dr. Tim Elmore, in his book of the same title, terms this the biggest ever multigenerational challenge as “A New Kind of Diversity.”

Article content
While race, gender, and culture remain central, a new kind of diversity is reshaping organizations: generational diversity. For the first time, up to six generations may work side by side, from Traditionalists to Gen Alpha. This brings a rich mix of values, work styles, and communication preferences. Insights from Tim Elmore, Jason Dorsey, and David Yeager are below

Tim Elmore’s A New Kind of Diversity highlights that unique motivations and communication styles shape each generation. Elmore emphasizes that no generation can succeed in isolation—collaboration and mutual respect are essential for unlocking the full potential of multigenerational teams. He stresses that leadership must choose to build bridges of connection to tap this rich source of talents, insights, and perspectives.

Jason Dorsey of Generational Kinetics notes that generational divides often stem from misunderstanding, not incompatibility. By appreciating the strengths of each group—such as Baby Boomers’ dedication and Gen Z’s passion for purpose—leaders can create synergy rather than friction.

David Yeager’s research, focusing on 10 to 25, emphasizes the importance of a “mentor mindset,” particularly for Gen Z. Young employees value respect, status, and opportunities to contribute. Leaders who validate their perspectives, ask questions, and set high expectations foster engagement and performance, not just for Gen Z, but for all generations.

These experts offer five Strategies to Leverage Generational Diversity.

Inclusive Communication: Utilize a combination of acceptable communication channels—face-to-face, digital, and written—to ensure that everyone feels heard.
Tailored Training and Development: Offer learning in multiple formats, from digital modules for younger employees to instructor-led sessions for others.
Flexible Work Arrangements: offer options such as remote work, flexible hours, and job sharing to accommodate the diverse needs of employees.
Cross-Generational Mentoring: Encourage both traditional and reverse mentoring to facilitate knowledge transfer and innovation. As mentioned above, Jack Welch was the CEO of GE during the digital revolution. He assigned younger, tech-savvy workers to reverse mentor older executives in tech skills, while older executives provided a context for younger workers to learn the system and culture.
Make a mindset choice. Yeager notes that in working with younger workers or students, a leader can choose to act in one of three mindsets. One option would be to be an enforcer, demanding that people change their ways because one is the boss. A second choice would be to be a protector who would excuse and forgive a lack of performance. The final and recommended choice by Yeager is to be a mentor who values those they work with by setting high expectations and providing high support.

If everyone in your organization looks, thinks, or acts like you, you will be operating in a “that’s the way we always did it” (TTWWADI) mindset. This organization is missing out on the very diversity that drives innovation, engagement, and performance. A leader who intentionally chooses to leverage the full spectrum of diversity—including generational differences—unlocks the true potential of their teams and positions their organization for lasting success. This leader is truly building people up to accomplish tasks for everyone.

The leadership questions for you then are

Are you willing to take small, deliberate steps to build a mosaic of people using their skills to develop and sustain the organization?

Does everyone, or a significant number of people, in your organization look like you?