It is not uncommon for organisations starting their diversity management journey to come across resistance in the understanding of why diversity is required at all. In fact, I would also second that point of view. If we have been successful as we have been until now, what is the point of us changing? Change is not something that all of us take to easily (in fact, only 20% of the population enjoys change at work – more about that on another article. …).

So why go through this whole diversity “stuff”. Well, diverse teams are 66% more effective at problem solving, according to research by Charles D Ridder – teams that utilise Whole Brain Technology (which identifies individual mental preferences based on a validated assessment) and are whole-brained fall into the effectiveness range. Cognitive diversity is thus the result of teams constituted by individuals of different mental preferences, where gender does play a role (if you want more on this read Breaking the Gender Stereotypes) as well as experience. Gender-balanced and ethnically diverse teams are thus critical – as different value-systems, mental preferences and individual identities constitute the powerhouse of innovation.

The challenge to a lot of businesses is the fact that diversity management is initially approached with the creation of women’s networks, or affinity groups. In the short term, the momentum created within the businesses that persist in setting their affinity networks despite initial resistance, leads to a general sense of positive change as women feel more supported.

Our experience has been that despite best intentions, these affinity groups run out of steam. Internal metrics of increasing female representation in leadership positions start to falter; mentoring circles, well, become stale and solid. Why? Well, what seemed to be a breakthrough idea run dry because the network was simply not aligned to business objectives and did not contribute to the delivery of the organisation’s vision.

What do you need to do to avoid this happening within your organisation?

Align with corporate strategy

Align the network’s objectives with the organisation vision and strategy. If your vision is to become the world’s premier consulting group in a particular segment, then the network should be accountable and contribute to that mission.
Incorporate working groups to particular business functions

Utilise the power of the women’s network in creating work-groups to problem-solve or generate new ideas/ approaches to developing the business. Quite evidently Human Resources and Talent Management are an obvious area where targeted work-groups with the objective of reducing attrition, increase retention, enhance engagement within the organisation can deliver measurable results.

Take an entrepreneurial stance

Invest in the women’s network, or other affinity group, as if you were a venture capitalist investing in an entrepreneurial venture. To sponsor the activities, ensure the returns are communicated tangibly. Even such “soft” concepts such as engagement can be measured in behavioural and attitudinal fashions. Set these expectations: X investment = Y returns. Mentally the organising committees/structures will then run their activities as a business, with measurable results and, in the long term, beneficial case-studies of success.

Invest in Dedicated Resource

Very often, these affinity networks are run by professionals who have a “day-job”. That is counter-productive and an obvious indicator of organisations where Diversity Management is not strategically aligned to the business. Dedicated, committed resource is required to design and implement such a wide-ranging initiative.

This article may seem to have a hard-nosed approach to managing Diversity. However, it is critical for any business to take such an approach if it is to make long-lasting, beneficial, and cost-effective change to improve the competitive stance of the business.

A month ago, two women were also among the group of sailors who sailed single-handedly around the world. Spending over 90 days sailing solo in the Vendee Globe Race, Sam Davies and Dee Caffari, proved that they not only succeeded were other men failed (19 sailors of the 30 did not actually finish) but they also did it as women.

Sam Davies proved to the world that attitude is everything. In a wonderful clip she danced to Girls Just Want to Have Fun in the middle of the southern ocean. Clip Here Despite minimal press coverage, I believe these two women are great role models for women, and other minorities, around the world.

So, how did they do it?

• Preparation – it is more brain than brawn. At times, it is easy for women to feel disadvantaged. However, our brains are wired for strategic thinking as well as being very finely tuned with our intuition. Skippering involves “feeling” the boat as she glides in the water as much as planning. The same can be said about business too. Listening to intuition is just as important as strategy.
• Maintaining a positive attitude, no matter what: when you are faced with what feels the whole world is against you, taking a step back and re-assessing why you are doing what you are doing is key. Allowing your mind to wander from a problem or issue and then coming back to it later gives your brain the equivalent of fresh air. Sam’s dance to Girls Just Want to Have Fun is a great example of doing just that.
• Appreciate what their strengths are and working with them: as mentioned, physical strength is not a woman’s strength, so strategy in racing becomes even more critical. These two women made sure they thought through the implications of their moves. As they were smaller in size compared to men, they also made decisions around their boats to overcome their limitations.

So, next time you are in a situation were you feel you are the odd-one-out or even the underdog, I invite you to consider:

• How can I prepare for this situation better than those around me?
• What can go wrong?
• If it does, what can I do to redress the situation?
• How can I keep myself going when the chips are down?
• Who do I need to call upon to help me through?

So, as we congratulate these women for their achievements in representing the strengths of the “fairer sex”, I would like to draw on another female skipper’s words: Ellen McArthur. She said “As a woman, you are obviously never going to be as strong, but you just have to train harder”.