Can what sets us apart actually bring us together?

You are one of a kind, and so am I. We come from different backgrounds with our own unique stories and perspectives. And, while it seems today that we are hearing more about how our differences separate us, I believe strongly that it is those differences that can bring us together and make us stronger.

As leaders in an ever-changing environment, how can we show the business world that what sets us apart can bring us together?

Lead by example

As I wrote in my last column, “Building a culture of understanding,” change must start from the top, and it can’t just be saying that you want something to happen. If I want my teams to see people from all walks of life as assets to our work and to our clients, then I need to show that through my actions. It is my job to expose my teams to real-life examples that demonstrate the potential of every person. 

One of the organizations near and dear to my heart is the Achievement Centers for Children (ACC), which works with kids with disabilities. Through my work on the board, as well as through EY Connect Day, our annual day of service, I have had the opportunity to work with my colleagues to make sure Camp Cheerful, where these kids go to have a fabulous time, was at its best. This experience opened our eyes to the enormous challenges — more than most of us can imagine — faced by the kids ACC serves. Yet we saw that each of these kids has a unique gift to give to this world — and those gifts come shining through when they are provided a little bit of support and opportunity.

This conviction that everyone has a contribution to make is the spirit behind the EY Neurodiversity Centers of Excellence (NCOE). As pointed out by Dr. Robert D. Austin, an affiliated faculty member at Harvard Medical School, many people with neurological conditions, such as autism spectrum disorder and dyslexia, have extraordinary skills, including those in pattern recognition, memory and mathematics. Yet they often struggle to fit the profiles sought by employers.

It has been eye-opening to watch our NCOEs in Dallas and Philadelphia grow. I’ve seen how the neurodiverse team taught EY people to be better managers and colleagues, and we’re eager to bring that to Chicago, too, with the recent opening of our third NCOE. The NCOEs instill pride in our culture, set us apart as innovators and leaders, and help EY people build a better working world. We believe embracing neurodiversity is the right thing to do, with the added benefit of serving as a competitive advantage.

Model resiliency

Leaders need many qualities, but one of the most valuable is resilience — the ability to learn swiftly from mistakes. The next generation needs to be able to lead through almost constant change. They will need to fail fast and make quick course corrections.

How can we teach this ability? One way is to look at every challenge or setback as an opportunity for growth and learning. If we don’t encounter an obstacle every now and again, we’ll never be truly prepared for life’s real curveballs. Another way is to create a supportive environment that allows failure, yet works with colleagues to rapidly assess what went wrong and how it can be improved the next time.

I also am reminded of an article from Forbes, “Nine Ways To Build Resilience As A Leader.” The point that stood out to me was No. 4: Live by proper expectations, gratitude and positivity. I believe that if you surround yourself with a range of people with different experiences and take the time to truly understand their perspectives, it will expand your world view, help you to set your expectations and lead with gratitude and positivity.

Create a sense of belonging

This month, our EY people joined with organizations around the world to celebrate International Women’s Day (IWD). In Chicago, our US Chairman and Managing Partner and EY Americas Managing Partner Kelly Grier hosted a Facebook Live event with Tina Tchen, partner at Buckley LLP and co-founder of Times Up Legal Defense Fund, to inspire active steps toward closing the gender gap. Kelly spoke extensively about belonging and the fact that “belonging is the secret sauce of innovation, retention and for moving the world forward.” If we are to nurture belonging, then we must all coalesce around its definition, which Tina clearly outlined as “feeling safe, respected and that you can truly reach your full potential as your whole self.”

Kelly and Tina offered several steps we all can take to nurture a diverse and inclusive culture where people feel they can belong:

• Support diversity and inclusion as more than just a HR issue, but as a business imperative — tone at the top matters.
• Be an authentic leader — know your values and what you stand for, and be uncompromising in your commitment to those values.
• Make sure the voices of your people are heard.
• Be an advocate for the diverse people with whom you work — you don’t need to look like the person for whom you are advocating.
• Seek common ground and a shared purpose.
• Be intentional all the time about these issues — the companies that get this right are the companies that are going to be successful in the next decade.

When we can come together — with all our differences — we will be better equipped to solve complex challenges, offer innovative ideas and bring balance to debates about strategy and direction. I ask you all to join me and share with me, in the comments, what you are doing to bring diverse groups together and create a culture of understanding and belonging.