The Benefits of Diverse Hiring and ‘Using the Whole Brain’
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Pounding the Rock:
The Benefits of Diverse Hiring and Using the Whole Brain
In the age of modular nuclear reactors and concepts like Ex Machina steadily becoming something closer to reality, it’s interesting that humanity across the board continues to struggle with things like effective leadership. The issue perhaps, lies in the human inclination to look forward for answers, rather than making use of historical data. There isn’t necessarily a flavour of leadership that will work for everyone, but there are certainly a few classic styles that most people are satisfied with when they get pulled out at a dinner party. Particularly tantalising, is the topic of whether men or women make better leaders…
A battle of the sexes or moral character?
Arguing about whether men or women make better leaders is like trying to pay at a restaurant with monopoly money – you’re not going to get anywhere, and everyone involved is likely going to be left a little befuddled. Lisa Z. Lindahl’s sentiment in her Forbes article, Is this the Age of Women in Leadership? suggests that leadership has more to do with an individual’s character than gender, and we would agree.
What then makes an effective leader? Should we be voting those with the most experience or most ‘robust’ moral characters into power?
Through our conversations with some of the most effective female leaders in the renewable energy and sustainability industry, we would argue that effective leadership lies somewhere in the nexus between empathy, diversity and collaboration – in the use of the ‘whole brain’.
Let’s Talk Mental Health, Psychological Safety, & Wellbeing
If one section of the brain is struggling to perform its function for various reasons, the rest of the brain must compensate, and perform functions outside of its directive. If this carries on for an extended period, the whole brain will suffer. Individuals are naturally drawn to certain ways of thinking, we gravitate to what we are good at, and where we are comfortable. When a situation demands we step outside of this primary functioning zone, what psychology called shadow functions are enabled. They usually appear when an individual is under extreme stress, or their subconscious self feels the ego needs to be protected. Although this can be a time of potential growth for an employee, it can also be one of immense suffering.
Mitigating this suffering can be achieved through hiring a diverse range of people. When we say diverse, we mean people of different ages, races, genders, ethnicities, religions, socio-economic statuses, cultural backgrounds and abilities.
In the context of the workplace, the idea of ‘using the whole brain’ refers to leveraging diverse thinking to enhance creativity, problem-solving and decision-making. Creating an environment where this is possible, however, arguably requires an organisation to consider the general well-being of its employees a priority.
The idea of a psychologically safe environment might sound new age, but really, it is a fancy term for a work environment that an employee feels comfortable returning to each day. It refers to a workplace in which employees feel they can speak up, share ideas and express concerns without fear of retribution or embarrassment. The underrepresented individual is at greater risk of these and additional stressors such as microaggressions, implicit bias and systemic inequities. Part of creating psychologically safe spaces is acknowledging these inequities and actively implementing mechanisms and methods to challenge them.
“I’ve learnt to try and read between the lines, to see beyond the official communication and see what that person is truly saying and feeling.”
– Yousra Khayati, Investment Director-Project Development – Africa50 Infrastructure Investment Platform
It’s not about upping your company perks or a once-a-month office social. It’s about intentionally and deliberately creating a culture of well-being and safety through open and honest communication, effective policy development, and active investment in your team. As noted by the author of The Culture Code, Daniel Coyle, what efficiency was to the previous generation, relationships are today.
“The most valuable tool in my arsenal is empathy combined with practical solutions. Understanding and addressing my team members’ personal and professional needs allows me to create an environment where they can thrive.”
– Candice Seggie, Head of People Operations – SolarAfrica Energy
Sending the Right Signals: Inclusive Leadership and Diverse Management Styles
Every day, our brain sends out chemical signals in reaction to the world around us. Our brains are constantly unconsciously monitoring, assessing and making decisions which we then act on. In the workplace, these signals are largely influenced by the team that we operate in, and the leadership that defines the rules of engagement.
“Leadership is about being decisive. Leadership is about providing direction, and I think that when you take a more cautious approach, you often can also give up on the shared goal that we all are counting on you to take us toward. ”
– Victoria Chelangat Sabula, Chief Executive Officer – AECF
It’s often said that great companies are the ones that survive the difficult conversations. This requires a certain level of vulnerability from both leaders and employees. By encouraging and facilitating open communication and continuous learning within your team, you will generate conversations that will ensure the success of your organisation.
“Being a leader when it’s smooth sailing is a piece of cake. You really earn your stripes when you show what kind of leader you are when sailing is a little more turbulent and there are challenges to overcome. At the end of the day, it’s important to come out of these situations with grace and kindness.”
– Katherine Persson, Managing Director – The SOLA Group
“Yesterday, today, and tomorrow we are creating the transition for a better tomorrow and our future generations. Think about where we were 100 years ago and how we have progressed today, it took different thinking and challenging the norms to get where we are, so let’s keep on the positive path. ”
– Lindy Taylor, Business Development Director – AltGen