Every great journey begins with a single step. Before that first step, however, comes something else…the idea, the resolve, the vision of the journey. The vision may be instant, the result of a moment of truth; or, more likely, it may be a slow realization born out of a coming together of events, business demands, public complaints, or the competition's success at a certain challenge. While anyone in an organization can catch the vision of diversity as an asset or as an operating reality, in the hands of a leader, vision grows wings, takes flight and comes to rest at the feet of those equipped and empowered to make it reality. To catch the vision of inclusiveness and fairness the leader must:

• understand the issues
• frame the issues as an essence of the organization's mandate
• interpret the issues through the diverse voices brought to the table

2. Commit to the Vision

“With time, popular fervor cools, vital support evaporates, and prophets will find themselves very lonely—and perhaps at the stake—if they have not found a more effective way of compelling respect for and dedication to their cause than their words can briefly inspire.” (The Character of Leadership, by Michael Jinkins and Deborah Jinkins, Jossey-Bass Publishers, 1998)

To solidify their commitment to the journey in inclusiveness, visionary leaders go a step further. They:

• discuss the vision (publicly)
• write it down
• put their money where their mouths are
• embed the vision in all that matters, till it almost becomes invisible

To make “my” commitment “our” commitment the leader must be prepared to:

• avoid pigeon-holing those who may not at first ‘get it’
• allow room for dissent
• resist the urge to silence, rather than educate

What to do if people still resist?

• Equip yourself: “…the unarmed prophet is especially susceptible to opponents who come to fight equipped with more than words”. (Jinkins and Jinkins)
• Turn the commitment heat up: those who can't stand it will leave the kitchen.

3. Communicate the Vision

“Many executives spend a great deal of time developing strategy and little time on communicating it.” (Weiss and Molinaro: The Leadership Gap: Building Leadership Capacity for Competitive Advantage.)

The leader—whether of a team, a department or the organization—needs to make the vision of inclusiveness fully clear. To communicate your vision clearly:

• frame the drive to embrace diversity as an aspect of the group's mandate or commitment to customers
• present diversity as an asset to productivity, service excellence and profit
• equip line managers and direct supervisors—ultimately the most trusted source of information—to answer the tough questions
• do it. Don't just sing the praises of a diverse workforce, seek out talent wherever it lies and regardless of what it looks like and bring it into the organization. Action speaks louder than voice.
• prepare to pay the price of your conviction: you will likely be accused of reverse discrimination and affirmative action.

4. Champion the Vision

“…cling to untidy history (and) learn to cherish the chaos of real experience….” (Jinkins and Jinkins)

The road to the inclusiveness that embraces diversity can be an “untidy” one, sometimes filled with “chaos”. The key to success for the leader-champion? Don't do it alone.

• Breathe the vision into others
• Create partnerships with those who can connect with diverse communities
• Inspire loyalty through personal example
• Bring others on side
• Remain visible
• Maintain honesty about real challenges
• Risk mistakes

Maureen Brown is the founder and lead consultant of DiversityTrainersPlus. DiversityTrainersPlus specializes in assessment, training and strategic planning to equip organizations in maximizing the benefits of diversity.

For more information visit www.diversitytrainersplus.com or phone 905-338-7515.