Immigrating to the U.S. as a child gives you an entirely new perspective on what it means to add diversity to an organization.
People talk a lot about diversity — sometimes so much that I wonder if we still remember why. When leaders assemble diverse teams, the conflicting understandings of normalcy can lead to some friction — but as long as people are open-minded to the idea that their normal is not the only possibility, that friction can yield great results. A multifaceted, multicultural team can deliver some very unique and creative solutions in the workplace.
But when leaders hire people for their diversity simply to meet some standards of compliance, they might end up with more than just healthy friction. Unless these hires understand the benefits of bringing together diverse minds for more creative innovation, they may also bring conflict into a team.
Diversity should do more than check off boxes for your corporate diversity requirement; inclusivity for decision-making roles should go beyond basic divisions. Immigrants, like myself, know that diversity of class and culture can bring many benefits to a collaborative effort. To do diversity better, we need to go back to the source of its importance-bringing more diverse perspectives to work together and generate better ideas for business and society.
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Calmness is the key to leading through a crisis — leaders who stay calm can get their teams through anything.
When facing so much uncertainty, it can be easy to worry about the future. That worry often then becomes doubt, which can quickly spiral into panic. And when we panic, we usually rush. But try to take a step back and think of your last rushed decision that ended up being a good one; panic is never a good foundation for making healthy decisions. Calmness, on the other hand, is the key to leading others through a crisis. Leaders who can stay calm can get their teams through anything.
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In the corporate world, when we finally make it to CEO, we become company leaders. This is not a position many people know firsthand—if Zippia’s estimate of over 38,708 chief executive officers in the U.S. is correct, that means CEOs make up just 0.0001% of the country’s population. C-Suite executives and vice presidents also experience the feeling of knowing what it takes to be a leader, but not all leadership is alike.