Diversity is a good thing—for workers and for organizations. But tokenism is bad for everybody. Any new employee, especially if they’re in an underrepresented group, needs to be welcomed and integrated on the basis of their professional strengths—not singled out as a diversity hire. What, specifically, does this person bring to the table? What connections (with specific colleagues or interdepartmentally) would best unlock their talents?
(gentle music) … - Sometimes when we're building out our teams, … when we want to include new voices, … we do the absolute wrong thing as a manager. … Let me give you an example. … One of the stories I told in the book … was about a young woman named Kimberly Bryant, … who early on in her career showed up at, … had gone to school at Vanderbilt, … been an engineer, showed up at her second at DuPont, … and her manager did this. … "With Kimberly, we got a twofer". … And introducing her to her fellow colleague engineers, … of people she was so excited to join, … what he was actually pointing out … was not how she was connected to that group … by what she was passionate about, what she'd come to build, … all the reasons why they were excited about … her engineering skills. … What they pointed out was that … she was a black woman in tech. … As if somehow it was some diversity jackpot kind of moment. … Jackpot moment. … And that, of course, made her separate. … Any time any of us are less than 15% of a group, …
This course includes videos from:
Jane Hyun, an internationally renowned executive coach and leadership strategist
Kathryn Minshew, founder and CEO of The Muse, a career discovery platform
Wendy Luhabe, South African social entrepreneur
Nilofer Merchant, marketing expert and TED speaker ("Sitting Is the Smoking of Our Generation")
Claire Groen, vice president of litigation and deputy general counsel at Amway
Note: This course was produced by Big Think. We are pleased to host this content in our library.