Leadership in 2021? A point of view is the view from a point.
The newspaper “O Observador” published Joana’s viewpoint on the value and difficulties of truly listening to those who see things differently than we do. “It is very challenging to condense such a large and meaningful topic into so few words. I am very grateful to my trusted advisors who read my successive previous versions and explained to me that they didn't understand much of what I had written. I have gained a lot of respect for those who publish every week!
A special reference to Hélia Jorge, from whom I heard the expression "A point of view is the view from a point."“
Link to original publication in portuguese.
Eng version below
***
More diverse organizations are more likely to attract and retain talent, innovate their product and service offerings, and have a reputation for greater responsibility among their consumers.
I choose to believe that most people want to grow, be competent, and contribute. Perhaps by using that “lens,” I tend to see people who want to contribute and show interest in their viewpoints. In my experience coaching management teams, each member brings diversity in what they think is lacking in the team: common priorities, more agile decision-making, sharing difficulties, focus on clients, people development, or innovation. Each contribution adds a point of view and, while it may bring tensions, tends to complement the whole. However, often, before we reach this point, some of those viewpoints have not been expressed or heard within the group, leading to missed opportunities.
The diversity of our contributions comes from what makes us unique individuals, in what is visible (gender, skin color, ethnicity, age, etc.) and invisible (backgrounds, journeys, ways of absorbing information, solving problems, communicating, etc.). But we can fully benefit from this diversity only when there is inclusion—when people feel sufficiently valued and secure to express different viewpoints and discuss difficult topics without fear of repercussions.
Many studies have affirmed the value of diversity and inclusion. Teams that include different viewpoints or thinking styles (cognitive diversity) solve complex new problems more quickly and produce more intellectual property of higher quality, such as patents. Gender-diverse teams tend to manage conflicts better and maximize creativity among their members. More diverse organizations with more inclusive cultures are more likely to attract and retain talent, innovate their product and service offerings, and have a reputation for greater responsibility among their consumers. Various studies point to positive correlations with higher financial returns.
Despite their benefits, diversity and inclusion face multiple obstacles, including some of our survival instincts. We tend to feel safer with people who are similar to us and to confirm beliefs we already hold. These instincts may have helped us survive against enemy tribes and to quickly decide whether to fight or flee from a predator. However, in order to solve new and complex problems, like those we face, these instincts can limit us. They may keep us in homogeneous groups. They may prevent us from listening to, hiring, or promoting those who are different. They may lead us to ignore information that contradicts our views. They reinforce exclusion and polarization.
Perhaps because I grew up with stories of the struggle for freedom and democracy, I place a special value on the diversity of views and inclusion. Still, I continuously learn about how I myself limit them. Recently, I became aware that one of my implicit approaches to diversity is “immediate transparency”: each person quickly states what matters to them, what they need, and we move forward. When this does not happen, I become impatient. From this perspective, a lack of “immediate transparency” seems to indicate a lack of courage or urgency, preventing the team from moving ahead. However, “a point of view is the view from a point,” and one sees differently from other points. I have learned that “at other points” there are those who value having time to mature their perspective, consider various sensitivities, or deeply study the subject. “Immediate transparency” can come across as hasty, abrupt, and even authoritarian. Including diversity also means valuing different times and ways of expressing opinions than my own preference.
2021 will be better if we build more inclusive relationships and leadership. If we seek to listen more, understand different viewpoints, and create solutions that address complementary needs. If we ask those around us, “Where can we go further together? What would help you?” and listen with curiosity to their perspectives and combine them with our own. I trust that we will build better worlds and care for each other more effectively. We need it.
