Leaders need to know that they have

Leaders need to know that they have to build accountability into their systems with regard to their managers taking responsibility for creating a diverse and inclusive work environment. We often see the people at the very top saying all the right things relative to diversity, but their middle management, who really run the organization and create the experience of people who work there, don’t understand and don’t feel accountable for diversity and inclusion.
You can cut diversity across a lot of different dimensions—what’s important for each organization is to identify the relevant dimensions, measure them, and make that part of how managers are evaluated. It’s not a matter of inventing new measures as much as it is using diversity as a lens to look at the measures that we have. And diversity, in my view, should also be one of the lenses through which we look at customers and community stakeholders.
There is a cosmetic diversity that can come when an organization decides they need internal diversity when they meet external stakeholders who are diverse. Those stakeholders need to be interacted with by someone like them, so African-Americans need to be interacted with by African-Americans. I think the danger there is that it pigeonholes people.
The way I look at it is, if our customer base is diverse, we need diversity in our workforce so that we can learn from our own diversity to make ourselves more effective at meeting the needs of our clients. I, as an African-American male, will never be Asian, but if I’m in a diverse work group where we can actually talk about cultural differences, I can become much more effective relating to that Asian client. But if we’re homogeneous inside, then we’re likely to make all kinds of mistakes in the way we think about diversity.

Results (English) 2:

Leaders need to know that they have to build accountability into their systems with regard to their managers taking responsibility for creating a diverse and inclusive work environment. We often see the people at the very top saying all the right things relative to diversity, but their middle management, who really run the organization and create the experience of people who work there, do not understand and do not feel accountable for diversity. and inclusion.
Diversity You Can Cut Across a Lot of different Dimensions-what's important is for each Organization to Identify the relevant Dimensions, measure them, and that Make Part of How Managers are evaluated. It's not a matter of inventing new measures as much as it is using diversity as a lens to look at the measures that we have. And Diversity, in My View, should also be one of the Lenses Through which we Look at Community customers and stakeholders.
There is a Cosmetic Diversity Organization Decides that Can Come when they Need an internal Diversity External stakeholders Who Meet when they are diverse. Those stakeholders need to be interacted with by someone like them, so African-Americans need to be interacted with by African-Americans. I Think the Danger there is that it pigeonholes people.
The Way I Look at it is, if our customer Base is diverse, we Need Diversity in our WorkForce so that we Can Learn from our own Diversity to Make Ourselves more effective at Meeting the Needs. of our clients. I, as an African-American male, will never be Asian, but if I'm in a diverse work group where we can actually talk about cultural differences, I can become much more effective relating to that Asian client. But if we're homogeneous inside, then we're likely to make all kinds of mistakes in the way we think about diversity.