“Diversity trumps ability” as a sufficiently diverse, large group of non-experts often outperforms a small group of experts,” found Future Perfect author Steven Johnson. In our increasingly complex, disruptive world, we will face more situations where we’ll benefit from calling on the so-called wisdom of the crowd.
Thus it behooves us to have colleagues with very different work and life experiences, and from diverse professions and industries.
Secondarily, as a connective leader, hone your capacity to recruit and involve them to support you, as you would support them, and to work together around sweet spots of mutual interest. With that diverse network of trusted colleagues you are more able to recruit people who can see a situation from varied perspectives. Plus, when you want to attract attention and support you can recruit unexpected allies to be more compelling and credible.
Two Bonus Benefits:
Connective leaders become the glue that holds diverse people together around those sweet spots of shared interest.
1. Sought-after Leaders Today Are, By Nature, Connective
Connective leaders become the glue that holds diverse people together around those sweet spots of shared interest. They make sure that all the members know exactly why they are involved and what they bring to the table. Looking back on our lives, these experiences will be some of the most memorable.
“Leaders don’t create followers; they create more leaders,” said Tom Peters. In our increasingly complex yet connected world, those who can “flex” behaviors to become the glue that holds diverse teams and new initiatives together will probably become our most valued leaders and partners.
Tip: Become an Opportunity Maker who can recruit the right mix of people in different professions and industries to tackle problems or capture opportunities related to your top interest and talent.
2. Recognizing Your Many Facets Makes You More Nimble and Constructive
“Complex selves are good for coping with diversity. The more facets you have to yourself, the more tools you have to deal with a variety of circumstances,” finds psychologist Patricia Linville. When you appreciate your own complexity, your default assumption about people on the other side of the cultural divide is not that they’re incompetent, uncaring or evil. Instead, your first guess is that they are operating according to different cultural cycles.
Tip: When someone does something to which you have a strong negative or a positive response, remember they may have a different reason for acting that way than you would have if you did the same thing. Look further to see an underlying pattern so you can glimpse their “operating system” and then lead them in ways they will want to follow.
By Kare Anderson
The author surveyed 5,600 workers from various industries from January 2019 to December 2021, finding that worker dissatisfaction not only starts as early as age 25 — it’s been here since before the pandemic started. Her advice: aim for work-life alignment, not work-life balance. Find out what drives them as an individual — and reshape their jobs together. Engage them in the recruiting process.
There’s been a lot of buzz about a 4-day workweek. But it will be the ‘4 + 1’ workweek that ultimately wins out: 4 days of “work” and 1 day of “learning.” Several forces are converging in a way that point toward the inevitability of this workplace future.
How can leaders help their teams combat change exhaustion — or step out of its clutches? Too often, organizations simply encourage their employees to be resilient, placing the burden of finding ways to feel better solely on individuals. Leaders need to recognize that change exhaustion is not an individual issue, but a collective one that needs to be addressed at the team or organization level.