The art of creating multicultural leaders

I really enjoyed reading Beth Brooke’s ‘taster’ on this critical subject in the recent edition of Harvard Business Review. Before I start, though, I need to state my interest – I know Beth from my days at Ernst & Young and am a big fan. She is one of the people who truly understands that the majority of the international and global professional service firms need to become much more multicultural and reflective of the diverse communities they both serve and operate within. Beth also knows that more of the same will not deliver that change.

In her short article, Beth talks about the need to go beyond the science of creating inclusive leaders and embrace the art. Beth defines the art as being the “values and habits that are hard to measure or to instil through some step-by-step process”.

It is the classic dilemma facing all firms. Because the process is easy to replicate, every firm has essentially the same process, but what can’t be replicated is how the process works.

It’s exactly the same dilemma in client service. Everyone knows that relationships are key, but some firms and people are just demonstrably better at developing and sustaining relationships than others.

So, how can firms ensure their processes embrace both the science and the art? Here are some of the things I think are key.

1. Overcome ‘group think’

In her article, Beth made the point that most leaders probably think they are inclusive – that’s my experience, too. But the reality can be somewhat different. And one of the reasons that reality doesn’t always match belief is because of ‘group think’.

The danger of group think – of not having a culture which encourages challenge, especially of the people at the top – has been mentioned several times just recently in relation to the culture within The Bank of England. But, group think can also be a particular danger in law firms.

Group think can occur when one country is overly dominant, when the key appointments are typically reserved for partners from that country, and when those leaders believe that, as their country is the most successful, it is the most effective.

It’s the ‘we’re right/you’re wrong’ syndrome. This is particularly dangerous as it inhibits challenge and, eventually, results in partners from other countries believing that any challenge simply isn’t worth the effort.

2. Take risks with appointments

Overcoming group think means taking risks. One area which is pivotal symbolically is who is appointed to which positions, especially to the very visible and influential leadership positions.

I have never known one country have a monopoly of talent. Inclusive leaders recognise that and appoint people from beyond their comfort zones. They know there’s a degree of risk but, if the firm is going to develop capabilities beyond its existing core group and become more inclusive, taking risks is an absolute necessity.

3. Play the long game as well as the short one

Too many firms place too much focus on the short game, to the detriment of the long one. But, it’s the long one – the one that creates a firm with the capability to keep reinventing itself as its markets (for both people and clients) change – that is key.

As different economies and markets become more influential, leaders need to take risks, seek out different perspectives, bet on things happening and put investments behind people and decisions.

4. Recognise that different opinions have value

You can only play the short and long games well if you seek out and value opinions which challenge your own perspective. Inclusive leaders do that continually, just as they recognise that interactions with people from different cultures and ways of doing things represent a massive learning opportunity.

But, a word of warning: it takes time and patience to listen to people whose natural way of speaking isn’t easily understandable to your ear (the UK response to call centres in India springs rapidly to mind!)

5. Accept challenging debate

Group think removes challenge from the debate, but for firms to grow and change, their leaders need challenge. And they need challenge from beyond their own world.

Inclusive leaders actively seek out people who they know will challenge their thinking, believing that, more often than not, a more effective solution will stem from the inclusion of different opinions.

6. Appoint leaders who have the self-confidence to be wrong

It sounds obvious but, all too often, it isn’t. Professionals don’t like to be wrong and this reality can be exaggerated at the top. But, if there is to be any hope of inclusivity becoming a reality, the firm’s leaders need to accept that other people are worth listening to and that they will often have better ideas.

7. Hold the firm’s leaders accountable for helping their colleagues to build an inclusive culture

Firms should only appoint people to leadership positions whose attitude and approach are inclusive (or people who are well on the way and are willing to accept help and support to become fully inclusive), and who understand that helping to inculcate inclusive values, approaches and attitudes among their fellow partners is one of the key elements of their role.

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