Rethinking What Diversity Means for Your Business

When does a company achieve the “diverse” badge of honor? Is it simply when the staff photos on its website no longer favor one gender over another? When the photos show a wide variety of races?

Too many business leaders hang their hats on this physical definition of diversity, seeing it as a checkbox that will earn them good PR; paint them as a progressive, open-minded company; and wow potential investors.

Instead of a checkbox, I encourage people to think about diversity outside the box. Besides gender and race, diversity also refers to different socioeconomic and educational backgrounds. When your employees bring a variety of unique ideas and opinions to the table, you can learn so much more about your customers — and it is that intel that will help you stay ahead of the competition.

Diversity Is Not Just Skin Deep

When your perception of diversity is solely based on external characteristics, you miss out on its true power. In reality, diversity goes much deeper. Below the surface, people bring different backgrounds, values, and upbringings to the table that provide companies with unique, innovative problem-solving approaches and opinions that — when leveraged productively — make your company stronger, more creative, and more relevant.

The physical definition of diversity should be constantly in the back of your mind as you vet candidates, and your vetting process should be the same whether you are interviewing a man, a woman, a person of color, a younger person, an older person — the list goes on. But it should not necessarily be your top criterion when making hiring decisions.

Throughout the hiring process, your primary focus should be on skills, abilities, and how well the person will fit into the company culture. Hiring solely for physical diversity — checking that box — will not always give you the best person for the job. You also want to make sure that not everyone at your company is marching to the same drummer, so to speak. There should be conflicting opinions among your staff, and you want your team to collaboratively work through these conflicting opinions. It is when you have achieved this deeper level of diversity that creative solutions emerge that set companies apart.

It is like cooking a stew. If you keep adding salt and pepper as it cooks, the stew will not taste any better. But once you toss in the rosemary, thyme, basil, and paprika, the kitchen fills with glorious smells, and the stew ends up being delicious.

Three Attributes That Contribute to True Diversity

As you set out on your journey to foster true diversity in your company, challenge yourself when looking for the best candidates. Focus on these three characteristics to dig deep and find the perfect people for your team:

  1. Education

    So many companies we have worked with are jam-packed with people with impressive alma maters. In some cases, the entire leadership team went to the same university. While that might look great on paper, once you walk into a room with these company leaders, they are all on the same page and agree on what needs to be done. But if you take a step back and really examine the situation, they lack external perspectives and conflicting viewpoints, so they find themselves stuck in neutral with no clue how to jumpstart their growth.

    Of course, you want people with impressive educational accolades from Ivy League schools, but you also need balance. You need to also hire people who went to public schools and received a completely different (yet still valid and useful) education and overall academic experience. They will have fresh ways of looking at things, which is exactly what your company needs.

  2. Socioeconomic Background

    Before we dive into this characteristic, it is important to note that you should not ask job candidates about their household income when they were growing up, their current net worth, or other personal financial matters. However, you can read between the lines.

    Did they work while they were in college? Did they rely on scholarships? Do they travel a lot? Or have they never been on an airplane? The ideal makeup is a mix of people who grew up bootstrapping their way to where they are today, as well as people who did not have to. Having a healthy balance of varying socioeconomic backgrounds will yield a mixed bag of opinions, work styles, and problem-solving approaches.

  3. Values and Beliefs

    Again, before we dive into this one, remember that you cannot ask job candidates about their religious beliefs. However, you can analyze where they grew up and how they spend their free time. Do they volunteer? What are they passionate about? Did they grow up in a rural or urban area?

    There is no question that rural and urban communities in America hold tight to vastly different beliefs and values. In order for your company to become a household name across all communities, make sure you have all communities represented on your team.

    It might seem appealing to solely hire workaholics who pursue little to no passions and hobbies outside of work. However, people who have lives and passion projects outside of work will bring in a broad spectrum of interests, leading to innovative approaches, and ways of thinking.

While physical diversity is very important, it is not the end-all and be-all of company diversity. It goes far deeper below the surface. Hiring people from different backgrounds can help businesses thrive. It is time to rethink what diversity means for your business and how you can truly embrace it to your company’s advantage.

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Why Your Marketing Partner’s Pedigree Matters

Hiring a marketing consultant or agency based on the power of a sales pitch is akin to hiring an airplane pilot based on how sharp his uniform looks. This limited amount of information provides you with little to no idea of whether this person can actually help your business soar. Unfortunately, too many small to mid-size companies hire marketing partners without first taking a close look at their credentials and pedigree.

In fact, quite a few of our current clients hired us to help them rebound from consultants who did not live up to their slick sales pitches. For example, before working with TBGA, one of our clients hired a senior marketing consultant who used his fun, personable attitude to win them over. Their entrepreneurial environment required a consultant who could establish metrics, set priorities based on ROI, push his priorities throughout the organization, and most importantly execute on the plan. He always seemed to be working hard, but in the end, it turned out that he was just spinning everyone’s wheels. There were no quantifiable results to speak of.

The consultant was in over his head. He was frustrated, the client was disappointed, and neither party walked away happy. Although we were grateful to have an opportunity to fix the resulting mess, we want you to get it right on the first try.

Pedigree Matters

Pedigree is not about any experience; it is about the right experience. You need to make sure a candidate’s experience will dovetail with your unique needs. Ivy League MBAs, previous jobs at blue chip companies, firm handshakes should never be the sole reason you hire a consultant.

If you do not know exactly what you need, you should hire a consultant who can help you identify them. When looking at a partners track record, ask yourself the following questions:

  • Has this partner ever spearheaded the launch of a new business or product line?
  • Does this partner typically have access to a large budget, or is he or she an expert at maximizing minimal resources?
  • Has this partner ever built and led a marketing team, or do they typically work in isolation?
  • How do they measure success?

At the very least, your consultant should have experience working at companies that resemble your own, carrying out tasks similar to the ones you have in store, and delivering the real-life results you want to see.

Culture Is Also Important

When considering a marketing partner, look for a hands-on team of collaborators that do not simply give advice from the sidelines. This should begin at the inception of your relationship by setting clear objectives and diving in to build solutions that meet those objectives.

Your partners should constantly strive to be on the cutting edge — proactively seeking new research, new technology angles, and new information. They should utilize modern-day tools and tactics that will help us deliver the results you desire.

Our roster of marketing experts is deep and diverse. We provide more than a savvy sales pitch; we provide proven marketing expertise that will help accelerate your growth. If we do not meet your objectives, it is probably because we have exceeded them. If you are searching for a partner who is a passionate, determined problem solver with a proven track record of success, contact us today for a one-hour consultation.

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