Intellectually, it’s easy to promote the value of diversity in our organizations. We endlessly proclaim pithy sayings about the added benefit of a diverse and varied constituency of employees, espousing the importance of mixing genders, races, generations, and lifestyles. In our minds, we “get it,” and for good reason — it seems almost self-evident that a variety of perspectives makes our collective decisions stronger.

But in practice, leveraging the obvious benefits of diversity is, well… really hard. We “understand” how important it is, but many (if not most) organizations aren’t truly capitalizing on a diverse workforce as powerfully as they’d like to be.

Why is this?

The dirty secret of diversity is…

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Culture is complex. By its very definition, “culture” is almost unreasonably complicated — read just a few lines in a dictionary, and you’ll quickly trip over phrases like “manifestations of human achievement regarded collectively.”

Oof. Complex.

The intricate nature of “culture” itself is actually one of its largest challenges, as its complexity makes it difficult for organizational leaders to know exactly what to DO with it.

That’s why, if we truly want to understand how to understand and impact the culture of an organization, leaders ought to forget about “culture” — and focus on something else entirely…

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The idea of having “company values” is nothing new. In fact, these days, it’s downright rare to come across and organization without them, even if the organization is very small.

But the near-ubiquitousness of company values seems to be equally matched with the unsureness leaders have around how to actually make them useful in practice.

Put another way…

Everyone has them, but no one knows what to do with them in a day-to-day kind of way. This is because most organizations have two fatal flaws in the way they think about, create and execute company values…

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