ssues facing single parents and disabled people.

Reaching today’s global consumers requires new strategies and action plans. Smart leaders realize that diversity is not something to be feared, but an essential source of creativity and productivity needed to access, and identify with, the global marketplace. This, however, comes not without challenges.

Today’s diverse work

We used to think of diversity as a two-race issue: blacks and whites coexisting in neighborhoods or the workplace. But global mobilization, shifting demographics and emerging trends in the workforce have sent this simplistic idea the way of Archie Bunker. No longer can we rely on the absolutes or simple answers that kept us from having to think about, or deal with our differences. The Black and White issue is not so black and white anymore.

Consider the new major minority: Hispanics are now the largest and fastest growing minority group in America today—increasing 54% from 1990 to 2003 to an estimated 41 million in 2005. As our concept of minority changes, we need to understand that the way Americans identify is changing.

Over 5 million people in America today identify with two or more races. The boundaries between ourselves and others are being blurred, pushed—often to our discomfort. To cope with this phenomenon, leaders must take on a broader, multicultural perspective. They have no choice but to look beyond race to see their markets, their customers and their employees in other dimensions of diversity, including identity groups formed from socio-economic, educational and cultural backgrounds.

The reality of global mobilization means that conversations about diversity today are not just about race relations and minority empowerment, but require a deeper understanding of the complexity of diversity in America, including a variety of issues like gender differences, sexual orientation, age factors, and issues facing single parents and disabled people.

Reaching today’s global consumers requires new strategies and action plans. Smart leaders realize that diversity is not something to be feared, but an essential source of creativity and productivity needed to access, and identify with, the global marketplace. This, however, comes not without challenges.

Today’s diverse work

he Black and White issue is not so black and white anymore.

Consider the new major minority: Hispanics are now the largest and fastest growing minority group in America today—increasing 54% from 1990 to 2003 to an estimated 41 million in 2005. As our concept of minority changes, we need to understand that the way Americans identify is changing.

Over 5 million people in America today identify with two or more races. The boundaries between ourselves and others are being blurred, pushed—often to our discomfort. To cope with this phenomenon, leaders must take on a broader, multicultural perspective. They have no choice but to look beyond race to see their markets, their customers and their employees in other dimensions of diversity, including identity groups formed from socio-economic, educational and cultural backgrounds.

The reality of global mobilization means that conversations about diversity today are not just about race relations and minority empowerment, but require a deeper understanding of the complexity of diversity in America, including a variety of issues like gender differences, sexual orientation, age factors, and issues facing single parents and disabled people.

Reaching today’s global consumers requires new strategies and action plans. Smart leaders realize that diversity is not something to be feared, but an essential source of creativity and productivity needed to access, and identify with, the global marketplace. This, however, comes not without challenges.

Today’s diverse work

rica today identify with two or more races. The boundaries between ourselves and others are being blurred, pushed—often to our discomfort. To cope with this phenomenon, leaders must take on a broader, multicultural perspective. They have no choice but to look beyond race to see their markets, their customers and their employees in other dimensions of diversity, including identity groups formed from socio-economic, educational and cultural backgrounds.

The reality of global mobilization means that conversations about diversity today are not just about race relations and minority empowerment, but require a deeper understanding of the complexity of diversity in America, including a variety of issues like gender differences, sexual orientation, age factors, and issues facing single parents and disabled people.

Reaching today’s global consumers requires new strategies and action plans. Smart leaders realize that diversity is not something to be feared, but an essential source of creativity and productivity needed to access, and identify with, the global marketplace. This, however, comes not without challenges.

Today’s diverse work

ups formed from socio-economic, educational and cultural backgrounds.

The reality of global mobilization means that conversations about diversity today are not just about race relations and minority empowerment, but require a deeper understanding of the complexity of diversity in America, including a variety of issues like gender differences, sexual orientation, age factors, and issues facing single parents and disabled people.

Reaching today’s global consumers requires new strategies and action plans. Smart leaders realize that diversity is not something to be feared, but an essential source of creativity and productivity needed to access, and identify with, the global marketplace. This, however, comes not without challenges.

Today’s diverse work

ssues facing single parents and disabled people.

Reaching today’s global consumers requires new strategies and action plans. Smart leaders realize that diversity is not something to be feared, but an essential source of creativity and productivity needed to access, and identify with, the global marketplace. This, however, comes not without challenges.

Today’s diverse work force brings with it certain unwritten expectations: to maintain their differences, to be who they are, to have the opportunity to express themselves and their ideas, and to be heard in a meaningful way.

Creating a welcoming and inclusive environment where diversity truly thrives may call for a fundamental transformation of management style and culture. Managers, supervisors and leaders must learn not only to support, but also to develop employees of different cultural backgrounds in order to fully realize the promise of diversity. Understanding your organization’s culture can give you insight in to the barriers that may exist.

Culture is one of those elusive terms, difficult to express distinctly, but everyone knows it when they sense it. There are many definitions of organizational culture, but I describe it quite simply as the way we do things—a learned or inherited pattern of customs, beliefs, and behaviors. There are many ways of acting and working together, some healthier and more productive than others. But ignorance is not bliss when it comes to respecting the faces of diversity. How are we to affect an organizational change?

There are a few basic habits we can all practice to help integrate differing cultures into our work environment. These really have to do with making an internal decision to come from a point of exploration rather than certitude. Don’t be so sure that your way of doing things is the right or only way. Don’t make assumptions, or jump to conclusions based on someone’s appearance, a