The tough part: how do you create a diverse team? It’s easier to go down the well-worn path of picking people we relate to. Farnell has a response to that: don’t.
“Telling our protégés that diversity matters won’t change a thing. We must demonstrate our commitment to it by deliberately mentoring people who aren’t like us. Otherwise, we do what’s comfortable, and we risk saying with our actions that we care about cultivating the talents of a homogeneous few. That’s the example we end up setting, the culture we end up building,” Farnell wrote.
...
Leaders who decide to mentor people very different from them also benefit: they get a view into perspectives they would otherwise never see.
“Mentoring across social and demographic lines is good for the mentor, as well. It has made me a more empathic, emotionally intelligent leader. I’ve become better at spotting potential outside the usual mold — and better at understanding the obstacles people face when they aren’t part of the dominant group,” Farnell wrote.
In other words, good mentoring reinforces emotional intelligence — a crucial quality for leadership, even, as Farnell learned, in a hierarchy as rigid as the military.
Brent Gleeson, a former Navy SEAL, has said the same: “A leader lacking in emotional intelligence is not able to effectively gauge the needs, wants and expectations of those they lead. Leaders who react from their emotions without filtering them can create mistrust amongst their staff and can seriously jeopardize their working relationships,” Gleeson wrote in an article in Forbes.
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