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By Shura Lindgren, CFE
I became involved in IAAM’s diversification initiative just last year
when I agreed to put together a program on the topic for the Annual
Conference. I remember how naïve I was at the time in my narrow
definition of diversity.
Thanks to a wonderful committee of volunteers,
co-workers and friends, I now know that the primary dimensions of
diversity goes far beyond the age, race, gender and ethnicity categories
of exclusion to encompass a broader description of inclusion for
culture, religion, language, physical abilities, and sexual orientation.
It also includes the secondary dimensions of occupation, work
experience, education, income, learning and comprehension styles,
marital status and any other of those qualities that make each of us a
unique individual.
This broadened understanding of diversity comes about
through the process of personal inventory of one’s own bias, isms and
judgments that we are mostly unaware of (see Figure 1). The first test
was probably very easy, the second was likely harder than the first and
the third may have caused you to stumble a few times. This is a good
demonstration of our unconscious attitudes and bias based on gender,
career and family.
When we make hiring decisions or life choices by virtue
of our own culture, values or belief system, and dismiss those ideas
from people who are different from us, we become culture bound. By
becoming more aware of our unconscious attitudes, values and beliefs, we
can begin to shape our conscious awareness and make decisions that are
unbiased and perhaps contrary to the culture we were raised with.
I was raised in a white, middle-class environment where
hard work, learning and accuracy were core to achieving success, praise
and reward. The schools I attended didn’t have segregation but I was
aware of the perceived differences between such things as social class,
race, occupation and income status. I saw myself in a specific category
of these differences, and all of my conscious actions — such as the
clothes I wore, the activities I participated in, and the people I hung
out with — were done to project that self appearance. I spent a lot of
time thinking that the way I spoke, thought and behaved was right, and
that those choices made differently by others were wrong. I was culture
bound.
If we practice this same culture-bound decision-making
processes in our business environment, we become very one-dimensional
and lose the opportunity to create a multidimensional work place that
builds on the strengths of its differences.
My favorite boss once said to me, “Never hire to your
strengths; always hire to your weaknesses.” Ronald Reagan’s success as a
two-term President wasn’t because he was the smartest President; it was
because he surrounded himself with good people whose skills were
different than his own.
It’s estimated that white males today make up only 50%
of our total U.S. workforce, down from the 1980s where this segment of
our population dominated our workforce — and for facility managers, our
industry. In a world where minorities are the fastest growing segment of
our population it is imperative that we shift our thinking and decision
making to creating a business culture made up of people with different
backgrounds, belief systems, languages, lifestyle choices, abilities and
skin color. Each of these differences in people serves to open the door
for stimulated conversations, motivated staff, improved morale, greater
productivity and creative problem solving.
When we include the unique characteristics of people and give
individuals value for their ideas, experiences and opinions, we’re able
to take advantage of these differences. Today I seek out potential
candidates that speak a language other than English; whose age range
isn’t in the majority of my staff but the minority; and whose education
and work experience may be just different enough to add a new
perspective to the job. I look to fill my staffing gaps with new
employees whose skills and talents are different from those of my
existing staff. I am committed to practicing conscious personal
awareness. fm
Shura Lindgren, CFE, is chair of IAAM’s Diversification Committee and
general manager of the Global Spectrum/St. Charles Convention Center in
St. Charles, Mo.
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