“Everyone needs an opportunity to shine”

If you always gather the same kind of managers around you, you fail to identify the full pool of talent that may be useful for your company, and you ultimately miss out on the opportunity for progress and greater success. For example, people from groups that are underrepresented in leadership positions have often had extraordinary experiences in their lives, as they were working hard to overcome barriers. Companies can benefit from the different perspectives they bring.

Many organizations, large or small, want to reproduce themselves as risk-free as possible – with the means and methods they know. This applies not least to HR issues, from the choice of head hunters to the way they network to career paths within the company. For example, managers often mentor juniors that remind them of themselves. All in all, this attitude promotes the opposite of diversity and change.

High public pressure is forcing companies to act. Some are also quite transparent about it. Unfortunately, the figures show that, on the whole, not much has improved since the 1980s. Why? Many companies make an effort, but often choose the wrong path – and sometimes end up worse off than before.

Most companies focus on trying to change the attitudes of individuals, along the lines of: you have prejudices, you have to change. Classic diversity training in companies very often follows this pattern and is, moreover, an isolated event. This is of little use; our attitudes and prejudices are deeply rooted in us. Most participants tick off the training and carry on as before. In some cases, employees feel so pressured that their attitudes toward minorities and marginalised groups even harden.

It is crucial to soften the deadlocked system and to better integrate disadvantaged groups at each step of the career. This starts with new hires. Why not work with HR consultants and NGOs that specialise in such groups? Mentoring. Everyone needs the chance to shine. Disadvantaged groups need to have the chance to present themselves to top management – to those who really have the power to make a difference.

In practice, for example, black managers without much authority, are often mentors to black junior staff. This mentoring also tends to reinforce silo thinking and group boundaries. Diversity only promises success, though, if there is a culture of collaboration in which everyone can contribute their talent. Universal mentoring – mentoring in which everyone participates, and mentor-matching is done by areas of interest and expertise – is particularly suitable. This form of culture starts at the top.

The signal effect of the company's top management is enormous. Managers and employees support diversity if they see that the commitment to more diversity is truly appreciated and wanted by their bosses.

There are positive signs. Diversity is becoming a strategic issue for many companies because it helps them tap into new markets and develop new ideas. This promotes commitment to true diversity.

… is fascinated by the dynamics that emerge when people from all different corners come together. At Deutsche Bank, Claudio works as Head of Editing.