by James O. Rodgers, CMC

What I've been trying to say all along is that training alone is insufficient, ignoring the message of your corporate culture will sabotage your organization's attempts to manage diversity.

We now have new examples of the results of a non-strategic approach to diversity management. Texaco and Avis have joined Denny's and others in feeling the pain of inattention to corporate culture.

Customers have been disrespected. Employees have been devalued. The companies have lost competitive strength. They allowed a culture to remain in place that did not challenge old thinking about people (customers and employees). Instead, the subtle messages (underlying assumptions), have been that it is okay to treat people any way you want if it is legally defensible.

Here's my observation. In all the organizations which have attained infamous notoriety, due to the insensitivity of some very few associates, a diversity initiative was already in place or in the plans. What was not in place was a real corporate commitment (embraced by the leaders) to create an environment that reinforces and supports the principles of diversity management discussed in the training.

I learned through our diversity work that any belief or value that goes unexamined and unchallenged will invariably be manifested in behavior (word or deed) that reflects the belief system. So, it is not surprising that a few executives who harbor misperceptions and negative beliefs about various groups would eventually let those feelings show. It is natural; it is normal; it is human.

Yet, the consequences of words and behavior that Aslips out is often extreme.

Corporate culture is the set of beliefs, assumptions, and practices that result in Athe way we do things. Corporate cultures have evolved over long periods and are therefore slow to change. They give us signals about what is and is not OK to do or say Aaround here.

When a company embarks on a diversity management (or quality management initiative, etc.), it should include a commitment to change the corporate culture to support the new philosophy. There are clearly definable levers that affect corporate culture. The least effective (yet, still critically important), are formal statements and formal training. The most effective is the daily, consistent, sustained attention (words and deeds) of the senior leader(s).

If a CEO and his team of senior executives fail to reinforce the importance of valuing people (their differences and similarities) while focusing exclusively on the stock performance, proposed mergers, new product introductions, etc., he can expect the employees of the company to Aread the signals about what is really important. People issues will be marginalized. Mistakes will be made. A price will be paid.

So, again, I encourage companies to pay attention to people strategies. Give people issues the same kind of focus as you would any other strategy that could add millions or billions of dollars to your income. When it comes to your diversity management strategy, go beyond training. Commit to a culture change.

A final note: I have heard repeatedly, from employees and consultants who are intimately familiar with the CEO and other executives at the companies previously mentioned. The reports clearly indicate that these are decent and good people who genuinely and sincerely support the idea of respecting and valuing all people. Their personal lives and their up-close behavior supports this. The problem is that the people in the organization are not getting the message clearly and are therefore left to their own devices to decipher the rules of acceptable behavior in the company.

About the author
James O. Rodgers, CMC is president of The Diversity Coach™., in Lithonia, GA. The CMC designation (Certified Management Consultant) is awarded by the Institute of Management Consultants and represents evidence of the highest standards of consulting and adherence to the ethical canons of the profession. Less than 1% of all consultants have achieved this level of performance. For further information, call 770-482-9452 or visit the company's Web site at www.thediversitycoach.com.