Corporations on the Couch

Lynn Friedman, Ph.D., Psychoanalyst, Clinical Psychologist and Executive Coach

A monthly column published in the Washington Business Journal

Diversity translates into competitive advantage

You are a senior leader in an innovative technical company. Your day is ruined when Mary, one of your most accomplished managers, enters your office with a grim expression to tell you she has decided to look for a new job and to ask you for a reference. As the only woman in her division, she feels marginalized and isolated. While the workplace is cordial enough, her co-workers spend hours socializing outside of work -- golfing, shooting hoops and relaxing at the local watering hole. In these "liver meetings," they share departmental information, pass along plans and mentor the rookies. Until now, you've encouraged their camaraderie because it seems to contribute to a relaxed and friendly workplace. But Mary says she feels out of the loop, often getting crucial information belatedly. And she's not alone. John, a Mormon, doesn't drink with the guys, and neither does Pete, a single father with heavy family responsibilities. Mary hit her limit when the company internally posted an open position that she was highly qualified to handle. By the time she heard about it, one of the "golfing guys" had it sewn up. He had learned about it a few months earlier at one of the extra-curricular outings. Using that inside intelligence, he strategically positioned himself so that the promotion was all but his by the time the opening was announced. Mary wants to leave because she feels excluded from the group. You value her talents and skills, and you don't want to lose her. You're appalled by this situation and realize that employees who aren't in the office clique feel they are left to fend for themselves. The golfing crowd doesn't set out to be exclusive or hurtful, or do they? The benefits that accrue to these insiders are undeniable, and you wonder if you've somehow been complicit. How do you promote an atmosphere of inclusiveness? And how can you be helpful to Mary? A culture of 'haves' and 'have-nots' While the men might not have consciously intended to be exclusive, their loyalty to each other is apparent. It's natural for people working together to develop friendships based on things they have in common such as rooting for the same teams, frequenting the same bars or attending the same places of worship. These commonalities afford informal opportunities to interact, replete with special privileges not available to colleagues on the outside. A sense of intimacy and community prevails. While the guys might not have intended to isolate co-workers of different genders, religions or lifestyles, they're probably aware of the privilege of exclusion. Tying opportunity and promotion to anything other than performance hurts morale. For the "haves," the subtle awareness that rewards are not always based on merit can lead to self-doubt. They might worry about how they would fare on a level playing field, especially since they might not always receive honest feedback about their shortcomings. The "have-nots" feel left out and demoralized, and this can lead to poor performance, mistrust or reluctance to seek guidance when necessary. A leader who tolerates such inequities is unlikely to be respected by insiders or outsiders because, at some level, everyone knows those practices are unfair. Transforming an old-boy culture into an atmosphere of inclusiveness is difficult. Leaders must be explicit about expectations and performance evaluations. Feedback must be timely and direct. Creating project teams with people from diverse backgrounds is a good way to foster inclusiveness, promote collaboration and provide opportunities to mentor less-experienced members. If some managers don't have the skills to mentor people different from themselves, companies could provide coaching and training to help those managers, which also would show employees that management takes these changes seriously. Additionally, the office's social atmosphere could be enhanced by work-based opportunities for socializing for the the entire group. Fighting resistance and rage Corporate leaders who change workplace processes to promote a more hospitable environment should be prepared for resistance. People who previously came out ahead because of their backgrounds or genders might perceive these changes as a loss in status, and loss can be frightening and disorienting. The former insiders might react with rage or even try to scapegoat the former outsiders. These behaviors can be disruptive and upsetting, and leadership must set firm limits. Mary's situation, though troubling, is not irretrievable. Any attempt to retain Mary and others in similar situations must be sensitive to the hurts already sustained in the workplace. Talk with her about the challenges she faces. Ask Mary to tell you what type of support would be most helpful. Help her identify mentors and supportive co-workers, then encourage them to include her in professional activities outside the workplace. Meanwhile, Mary should try participate in social activities, even if she doesn't always enjoy them, and accept invitations as offered. An inclusive and welcoming workplace will improve not only company morale but also the company's bottom line, too. This article, Diversity translates into competitive advantage by Dr. Lynn Friedman, clinical psychologist, psychoanalyst and work-life consultant, is reprinted with permission from the Washington Business Journal. (Find the original article here.)

Connect with Dr. Lynn Friedman, psychoanalyst, psychologist, work-life coach

Dr. Lynn Friedman provides organizational consultation and works with professionals and professionals-in-the-making to help them to achieve their work-life goals. Is your career off-track? Are you unhappy at work? Do you find it impossible to follow through on the suggestions of career books and coaches? Download Dr. Lynn Friedman's pdf file examining the kinds of help that might be useful. If you'd like to schedule an appointment with Dr. Lynn Friedman, feel free to give her a call at: 301-656-9650 Subscribe to Dr. Lynn Friedman's blog feed, "All Things Psychoanalytic" Corporations on the Couch Read Dr. Lynn Friedman's monthly, Washington Business Journal, column on understanding workplace dynamics. For your questions about relationships, psychotherapy and psychoanalysis, check out Dr. Lynn Friedman's new website, The Washington Psychoanalyst.

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