Niet jouw intenties die ongetwijfeld goed zijn, gaan het verschil maken voor inclusiviteit maar je deskundigheid en je vaardigheden.Investeer daarin!
Een vreemd verschijnsel in de organisatiewereld van diversiteit en inclusie is de wijdverbreide aanname dat het wel goed komt als je maar van goede wil bent. Geen enkele organisatie zou zijn financiële huishouding overlaten aan de goede wil van medewerkers alleen – er zouden meteen zorgen opkomen over de juistheid, de volledigheid, de rechtmatigheid van de financiële acties. Ook voor de juridische afdeling, de ontwerpers of de onderwijzers wordt het volkomen normaal geacht, zelfs een harde beroepseis, dat deze medewerkers een opleiding en/of ervaring in hun vakgebied hebben, vaak in combinatie met bij- en nascholingen.
Helaas komt het bij diversiteit & inclusie regelmatig voor dat dergelijke eisen niet gesteld worden. Er zijn benoemingen van diversity managers puur gebaseerd op de betreffende medewerker’s interesse voor het onderwerp; echt, dat is geen uitzondering. Blijkbaar wordt zoiets niet ingeschat als een risico voor de organisatie, en de keerzijde van die gedachte is dan ook dat het goed inzetten van diversiteit & inclusie niet kritisch is voor het succes van de organisatie. Toch is dat wel zo…
Deze blog is te beperkt voor het noemen van allerlei voorbeelden die dat aantonen. Mijn boek Voorbij het Verschil geeft er wel veel. Je kunt dat boek kopen en wellicht spreekt het je zo aan dat je mee wilt doen met de masterclass Inclusief Leiderschap op 11 september a.s. In deze masterclass lopen we de hoofdthema’s van inclusief leiderschap door en is er veel ruimte om – vertrouwelijk – de casuïstiek van de deelnemers te bespreken. Daarom is de groep niet groot; bij veel aanmeldingen wordt niet de groep uitgebreid maar een extra datum gepland zodat de persoonlijke aandacht maximaal blijft.
De ambitie is om van diversiteit & inclusie het vak te maken dat het daadwerkelijk is; daardoor neemt de effectiviteit van interventies aanzienlijk toe! Zo creëren we organisaties waarin medewerkers van alle soorten en maten kunnen en willen werken; organisaties die het effect sorteren waar onze maatschappij blij van wordt…
Today I was at the fairversity in Vienna, as board member of idm (the international society for diversity management for those speaking German 🙂 and it was very interesting. Most people I spoke to think diversity is quite a new subject to most Austrians, especially when looking at the advantages diversity can bring to organisations and the economy. That concept found a fertile ground in Austria a few years ago and these visitors were happy about that development. Many of them were looking for more indepth information about diversity & inclusion. It was no surprise for them that competence is needed to profit from diversity. They were eager to know more about that competence. Maybe this sounds logical to you, my dear reader, but it is certainly not a generally accepted idea – in Germany and the Netherlands the approach of diversity can be more moralistic which means that having a good heart and an open mind is seen as the key asset, rather than competence.
There was another interesting experience. I had to do a 30-minutes presentation at the fairversity. Presentations were ongoing so I decided to make it interactive to prevent being boring, as number 9 in a row of presentations. That was a new approach. All presenters just said what they had to say and that was it. No questions asked, no comments given, no information provided by the public. If we think that the benefits of diversity come with a learning organisation – and I saw an Austrian publisher on fairversity who had books about it – we need more interaction and dialogue. The first fifteen minutes my public was staring at me in surprise but after that they started to enjoy it and came up with real good ideas. Austrians have a good sense of humour, also in diversity. They have a special word for that: Schmäh. I love it!
Tonight I followed a workshop Fast Reading in a bookshop: De Nieuwe Boekhandel in Amsterdam Bos en Lommer. This bookshop is a great place, run by the inspiring owner Monique who has given a new meaning to the concept of a bookshop. Her bookshop, and the name nieuw/new is deliberate, is a place to meet. Book presentations, workshops, even your birthday party could take place in that shop. When my Diversity Shop edits new things, like we did this month with De karavaan en de kamelen: teams op het spoor (http://www.diversityshop.nl/nieuwe-producten/) we always have a presentation and a drink in De Nieuwe Boekhandel. So we have one on March 26th, please feel wellcome: http://www.diversityshop.nl/home-pm-27.html
I love Monique’s concept, it is vibrant and it has a great effect on the neighbourhood Bos en Lommer that can really do with some good entrepreneurs like Monique who invest in activities and relationships. What I like too is that De Nieuwe Boekhandel sells BoLo products, products that give Bos en Lommer an identity. Look in the left shelve of the picture and you see some of them.
Brandnew was the grey BoLo sweather so I bought one immediately. I wanted to show this sweater to you but first my Kater Aak sat on it (he liked it too) >>>
After a while. he let go and I could make a better picture showing the Amsterdam touch 🙂
It always surprises me when a creative thing or service is produced in my company: the energy that comes with it for me. It’s nice to be creative! Today we almost finished a new training card game (in Dutch, De Karavaan en de Kamelen), to be sold in our webshop www.diversityshop.eu and also to be applied in training with our customers. The designer sent me a few images that we can use for the promotion of this card game. Just to see that and place it in webshops and on twitter makes me so happy!
Sometimes I think it is the tangible side of products like a game, a story. You can show it to others and explain ‘there it is’ or ‘there you can read it’. In consultancy for example, this is hardly possible. I never forget the comments of my brother-in-law who said ‘at the end of the day I made a railway but what did you do, I don’t understand’. I see his point of view but I also know that making railways would never give me the boost of energy that games, stories, books and other creative activities give me. De Karavaan en de Kamelen: even the idea of it didn’t exist at all and now it exists and it will start a life of its own. I love it; this is so nice 🙂 …
28 October 2014 Warsaw could open the doors of the brandnew Museum of the History of Polish Jews and for certain, that museum is a beauty. First of all it is a beauty from the point of view architecture:
The size of the museum is enormous which offers opportunities for spectacular projects like: telling the story of the Jews coming to Poland 1000 years ago with moving images on glass walls; rebuilding an old wooden synagogue with all its special paintings; and redesigning a street in a Warsaw Jewish neighbourhood in the 19th/20th century with all its cultural and political activities, see these 3 pictures for an impression.
Apart from the special projects you can find interactive expositions for all centuries (I loved the medieval ones), and learn a lot about Polish history in general, too. The way the partition of Poland among other countries in the 18th/19th century was symbolised by a big and empty throne, overlooked by foreign rulers is impressive. Of course many people like to have their picture taken at the throne so it is never empty for a long time. The museum allows this kind of jokes and activities which is very nice.
This is a museum that deserves your time, wandering from one room to another through 10 centuries of history. It is different from other museums: it is an impression, not an explanation. It is an atmosphere and a way to live the lifes the Jews in Poland lived since the Middle Ages. If you visit Warsaw, remember to go there!
It was a coincidence that I went to an IDFA documentary, I never have / take time for things like that but in this case the maker of the documentary was the daughter of a friend with whom I participate in a Turkish litterature club – yes, all Turkish spoken so you understand I do not speak a lot, however I do read all the books (in Turkish) while not every participant does 🙂
I have to say that Gülsah Dogan presented an outstanding documentary that should be obliged learning material for any organisation involved in the problems of Amsterdam-West families. She has succeeded to make an inside picture about one of the (former) most problematic Dutch-Moroccan families Amsterdam-West has known. And anyone in the public can recognize and feel the characters, the conflicts, the existentialist problems that occur in this story. It is very moving – there were many tears – and the complexity of extreme family situations is revealed. This is a documentary that deserves a price and I hope it will win.
See http://www.idfa.nl/industry/tags/project.aspx?id=5273991f-70a3-431d-836f-264b6b41bce6, for more info and also times to visit next wednesday, thursday and saturday 26/27/29 November. Don’t miss this one! For me, it will still be on my mind for many days; it is really, really impressive!
Yesterday my company Seba (www.seba.nl) and the Dutch Foundation for Refugee Students UAF (www.uaf.nl) presented best practices to use refugee talent at work. One would say, why is that necessary at all? But it appears that employers and recruiters do not automatically recognize the talents of refugees, also the high educated with Dutch diplomas. To develop these best practices, we cooperated with organisations like Dubois&Co, Hogeschool Leiden, NS, Van Houtum, Vluchtelingenwerk and VUmc so the background of our findings is real life! See for more info (Dutch only) at: http://www.uaf.nl/dend
We did do research about findings elsewhere in the world, but there was not a lot of specific information. Some was about migrants in general, other was about the coaching of refugees. Hardly any material was found to study how organisations can and will use refugee talents, what is necessary for that at organisational level. If you have such material about organisations in your country, we are very interested to hear from you. Refugees are often entrepreneurial as they face the need to set up and establish themselves in a new environment so why do they not get more involved in organisations and instead colour the ranks of unemployment figures – not just in the Netherlands?
Migration and the intake of refugees can diversify and enhance the skill level of the population, increase economies of scale and foster innovation and flexibility. One interesting detail: we found that five of Australia’s eight billionaires were people whose families had originally come to the country as refugees. Want to order this die on the photograph (Dutch only)? Available for free from firstname.lastname@example.org
Maybe it is because I have always worked with people with Turkish background in the Netherlands, that I assumed Dutch business people work easily with Turkish business people. Or is it the research that was done in peacekeeping missions of the army, where relationships between the Dutch, German and Turkish soldiers were studied? Unexpectantly, it appeared that Dutch soldiers cooperate better with Turkish soldiers than with German soldiers, although the Germans are our neighbours, our largest trade partner and a country with whom DE-NL exchange at army level has been intense since many years. One of the reasons was that both the Dutch and the Turkish soldiers showed a practical orientation when confronted with problems during the peace mission, while the Germans were more rule oriented. Maybe I expected that to happen in business too…
Well, the trade mission to Turkey opened my eyes: it is not true and doing NL-TR business is not easy at all. The main reason for that is: culture. There are quite some cultural differences that prevent smooth NL-TR business relationships. I have spoken to both Dutch and Turkish entrepreneurs and heard many stories, also about huge des-investments because it really did not work out. On several occasions I heard Turkish businessmen describe the Dutch as: STUBborn, NOT flexible and ARROgant. This mainly refers to the style of doing business and daily work.
For example the Dutch are planners. Before doing the job, they plan it all the way, often in many details. The Turks are not planners, if they want to do the job, they start it. They will find out down the road what the consequences are and react immediately to difficult circumstances. This is very difficult for the Dutch. If they have to work the Turkish way, they meet with mistakes that in their eyes are unnecessary, could have been prevented. That is stressful for them. Also, Dutch workers are used to respond to difficulties by some reflection, to find out what went wrong in the planning phase. In the Turkish style this means that they are not flexible and too slow. And then when the Dutch start to explain to the Turks what planning is and how to PREVENT problems, the final perception is there: the Dutch are stubborn and arrogant!
The good news for me is that these kind of cultural issues form the expertise of my company: there’s a world out there for us! And we are looking forward to services in NL-TR culture and diversity issues …
Today I worked with the management team of Stephanos on several principles for strategic planning. Interesting was the drawings they came up with after making a stakeholder analysis (see above). I will not explain them to you here but if you have been in sessions like this, you can certainly see what I mean.
Another remarkable aspect is that people will stay in a session without a break if this is what is expected from them. In The Netherlands, people usually start to ask about the break within 45 minutes time – it is not just important to have the break, it is also very important to know when exactly it will be. Here it isn’t.
Furthermore you can see from the pictures that spending money in expensive places is not for managers here. We sat in a basic room, normally used for the vocational training of Stephanos students and: without coffee or tea. Nobody was eating or drinking during the session. That did not positively or negatively influence the results I think. People just perform under the circumstances that they are used to perform. In a country like Malawi with an average yearly income of 250 euro, people do not eat and drink all the time: forget about the bag with candies and sweets that finds its way over the training tables while the workshop is going on. No such thing here.
But, miraculously, looking at your cell phone during the workshop is a favorite activity both here and in Western Europe. When it comes to that kind of communication, all managers are alike 🙂 The same goes for content: managers are managers, and they want to get things done. Give them ideas for that, and you have their interest.
By now I have given 2 workshops on culture and diversity for the management team of the Stephanos Foundation. Beforehand I was wondering whether it would be possible to be of any benefit, as my knowledge about Malawi and Africa in general seemed to be low. Wasn’t it a risk to be too western in my approach, far from ‘the way we do things here’ in Malawi? But after my 2 first workshops here I can say (with some relief) that it worked out very well, also in the context of Malawi.
The awareness about culture and diversity is much bigger here than average in Europe. Most of the management team has the Malawi nationality, but they come from different tribes and have team members from various backgrounds. In workshops in for example The Netherlands, participants sometimes feel compelled to discuss the notion of culture itself: does it really matter? Aren’t we all different so what’s the point? When this occurs, it is always a participant from the ‘dominant’ group and never a member of a minority group who brings up the discussion. There is little awareness of the very existence and influence of culture and diversity – regardless whether dominant individuals find it necessary or not…
Here in Malawi I meet with strong curiosity to learn more and know how it works and what a manager can do to make it work so that diverse talents are used for the job. Exercises from The Champagne Pool (see www.diversityshop.eu) passed without any problem: be it informal rules of the organisation, what is my culture or the five dimensions of culture from Hofstede – it all suited Malawi and Stephanos reality. Also the Makeda game gave a lot of food for thought.
The fact that the Makeda game bears the name of the Ethiopean Queen of Sheba however did not seem to interest anyone. People are very practical here and not too nationalistic. Does training material come from America, Europe, Asia or Africa? No point as long as it works in the local context. In terms of Hofstede, there is a low uncertainty avoidance (low on ‘what is different is dangerous’, difference did not scare these managers off). And there is a good sense of humour, which is always nice to have. This makes me look forward to the other 2 workshops to come.
“During every match there are three minutes that really matter“, football icon Johan Cruijff said. I put this quote in my new book about diversity in the governance of public housing corporations. It relates directly to diversity competence at board level.
Diversity does not matter ‘all the time’. It is not about political correctness. It is about being open for it ánd recognizing it ánd the ability to make it work for the board and the organisation in the right moment: those three minutes that particularly matter! That is a specific competence that first of all chairs need, and then also other boardmembers.
Is diversity an issue for public housing corporations? The board members I interviewed in the book agreed on that, but they saw it in a different way. Some would put accent on the board dynamics and decision making process that are richer and more balanced in a diverse board. Others just comment on the fact that there are still few women, younger people or people with a minority background at board level, considered as less favourable for the public image of housing corporations and also less favourable for the necessary knowledge about customer needs, as the customers are much more diverse than the boards are.
The title of the book is ‘Kwaliteit staat op nummer één’, quality comes first. That is what people often say when talking about diversity, as if appointing ‘different’ people would mean bringing in less quality. Football icon Johan Cruijff said: “Quality comes first but quality must serve the entity as a whole“.
Buy my book at www.diversityshop.eu, www.bol.com, www.boekenroute.nl or in your local bookshop and read all about board principles, actuality in governance and diversity, practical cases and tools and so on… and please send me your feedback or other reactions, I will be happy to hear them!
One of the problems I experience in this crisis for my company is the fact that the concept of diversity seems to fall back to the situation of 15 years ago, when I started my company. In that time, the world was divided in consultants working for man-woman issues (gender), or intercultural issues, or gay-straight issues. There were several so-called target groups handling their own limited business and nobody seemed to understand yet that all there is is this: people are different and we have to learn to recognize that, face the consequences and try to create synergy, to do better than in the past when we thought everybody would be and expect the same in organisations. So we came up with a fundamentally new way of approaching differences in organisations.
Since then, I thought we made a great conceptual progress; the idea not to just think in terms of man-woman, gay-straight or black-white but in the benefit of differences in organisations. A friend predicted that it would take me 20 years to introduce the concept in the market since that is the time conceptual innovations need to be fully accepted. After 12 years, I started to think: yes eventually we will be there.
However, in 2011 a new trend came up, customers asking for specific target groups again: offers we made were refused because, as customer feedback said, ‘we want a more specific approach, not just diversity’. My analysis is that the crisis is bringing many organisations back to original basics, on a spot where they think they will have immediate success with the tools offered by us or a competitor as externe company by reducing the subject to a single difference-subject.
A hiring company should always have the lead, of course. However, it is not so easy for a commercial company like ours to just leave its truthful concept behind and adapt to concepts risen in times of crisis; because we do not believe in the effect and success that those customers hope for. We do not just work for money, we also want to realize ideas. It is a dilemma, because we also think that we should always listen to our customers, and we really lost assignments on this basis in 2011.
Considering it all, I think we will just stick to our concept in 2012 and see where it ends. One can loose everything but not one’s truth! We’ll hope for the best in 2012, and I do wish you all the best for 2012 too, with your personal truth becoming true…