Leading Diverse Teams

I really wish I didn't have to write this article. However, given the current conditions in the U.S., having too much information is better than having too little. If you're leading meetings on disability, accessibility, diversity, equity, inclusion, or any topic where participants might fear retaliation for speaking up, it’s essential to consider anonymity. Some employees, particularly those with disabilities or from underrepresented communities, now face real, pervasive, and damaging consequences simply for being honest about the barriers they encounter. This piece discusses how to conduct meetings where individuals can share openly without jeopardizing their jobs or privacy. There is a section for both meeting hosts and attendees. No one should have to choose between speaking up and staying safe. #AccessibilityFailFriday #DEI #Diversity #Equity #Inclusion #SafeSpacesForAll #Disability #AnonymityInMeetingsMatters #DisabilityAndDEI #SpeakingTruthToPower 🔗 [Read here](https://lnkd.in/ehfH2D2R)

"Sorry for messaging." I see this phrase multiple times per day from Filipino team members. They are not apologizing for a mistake. They are apologizing for what they thought was a hassle they are bringing in. This is not about confidence. This is about culture. Filipino workplace communication emphasizes smooth relationships and deference to authority. The concept of "utang na loob" (debt of gratitude) runs deep. When someone helps you or employs you, maintaining that relationship through politeness becomes paramount. Foreign managers often misread this. They see frequent apologies and assume the person lacks confidence or feels anxious about their performance. That is not what is happening. Some examples I see constantly: "Sorry for the inconvenience" when asking a legitimate clarifying question. "Apologies for the delay" when the response came 2 hours later, not 2 days. Multiple apologies in a single message for what amounts to normal work communication. The challenge is this. Remote work requires directness. When someone hits a blocker, I need them to state it clearly and immediately. Not apologize three times before getting to the actual issue. This is what I think works: Model the behavior you want. When someone apologizes unnecessarily, respond with "No need to apologize. This is normal work communication." Reframe apologies into statements. If someone says "Sorry to bother you but I am blocked," teach them to say "I am blocked on X and need guidance on Y." Create explicit norms. Tell your team directly: "Asking questions is part of your job. You never need to apologize for doing your job." Acknowledge the cultural context. Explain that global business communication values directness and that this does not mean disrespect. The goal is not erasing cultural communication styles. The goal is helping your team understand that directness serves everyone better in remote work environments. Frequent apologies are not a performance issue. They are a cultural communication pattern that you can help reshape through clear expectations and consistent modeling.

When I first started hiring, I looked for people like me. Same mindset. Same strengths. I thought that’s how you build a strong team. But what I didn’t realise was - I was building an echo chamber. We didn’t stretch. We didn’t challenge each other. We just kept reinforcing what we already knew. Everything changed when I started hiring people different from me. Different views. Different strengths. Different ways of working. And suddenly - The gaps closed New ideas flooded in The missing parts appeared Because the best teams don’t just get along They complete each other. Here’s what that actually looks like: 1️⃣ Different cognitive strengths unlock potential ↳ Some see patterns. Others cut through noise. ↳ Respect how people naturally think. 2️⃣ Varied life experiences bring fresh solutions ↳ One person’s obvious is another’s breakthrough. ↳ Difference is a shortcut to innovation. 3️⃣ Multiple skill sets create unstoppable combinations ↳ Pair analytical minds with creative thinkers. ↳ Blend logic with emotional intelligence. 4️⃣ Diverse perspectives catch blind spots ↳ What you miss, someone else will see clearly. ↳ Better questions lead to better decisions. 5️⃣ Psychological safety builds trust ↳ When people feel safe, they contribute more. ↳ Conformity kills ideas. Belonging brings them to life. 6️⃣ Different communication styles reach more people ↳ Some lead with data. Others connect through story. ↳ Your message travels further with both. 7️⃣ Working preferences shouldn’t be one-size-fits-all ↳ Some need quiet. Others thrive in a crowd. ↳ Design teams that honour both. We’re not meant to know and do it all. We’re meant to do it together. Surrounding yourself with people different from you isn’t a threat. It’s a gift that reveals what you couldn’t see. Fills the gaps you didn’t know were there. And takes you further than you could go alone. ♻️ If this resonated, share it forward. ➕ Follow Cristina Grancea for more purpose-driven leadership insights

One of my most challenging moments in the Military was my deployment in northern Mali. These lessons remain useful Northern Mali was Known as the most dangerous United Nations mission. I was in a consulting room one day when a call came in from the medical directorate. The message was simple: You are leading the Ghana Aviation medical team to Mali. Yes, sir, was my response! Northern Mali tested not only my skills but my resilience and humanity. Sleep was often a luxury, as the piercing sound of sirens signaling incoming rockets or explosions would jolt us into action at any moment. ✅ In such a volatile setting, the power of teamwork and true leadership became not just important but essential to my team's survival and success. In an environment where every minute could bring a new threat, no one could afford to work in isolation. Each team member played a critical role, from the nurse to the logisticians. The constant threat of danger required us to operate as a cohesive unit, where trust and communication were our most valuable tools. In such high-stress situations, leadership took on a new dimension. ✅ True leadership wasn’t about giving orders; it was about understanding the fears and anxieties of each team member. Recognizing their strengths, and knowing when to step back and let others lead. Empathy became as crucial as any medical skill because leading with empathy meant acknowledging that no one could do it all alone. It was about building an environment where everyone felt supported and valued, even when the circumstances were at their most dire. ✅ Recognizing the Limits and the Strengths The constant tension of not knowing when the next rocket might land taught us all a humbling lesson There are limits to what one person can endure or accomplish alone. ————————- The lessons learned in northern Mali extend far beyond the field. In any professional or personal setting, the principles of teamwork and empathetic leadership remain just as relevant. Recognizing that you can’t do it all, that you need to rely on others, and that every member of a team brings unique strengths is crucial to achieving success in any endeavor. Whether in a boardroom or a medical tent, these lessons continue to guide how I approach challenges and leadership today. The experience in northern Mali was a stark reminder that true strength lies not in individual heroics but in the power of a united team. Reflecting on those days, I am reminded of the importance of ✔︎empathy, ✔︎collaboration, and ✔︎shared leadership →Lessons that continue to shape my approach to every challenge I face today. Any experiences to share? ♻️repost for others #leadership #growth #selfless

If you are a leader or practitioner of #diversity, #equity, or #inclusion, do you facilitate activities, or do you create impact? They're not the same thing. In conversation after conversation I've had with DEI teams in the last few months, a common theme is anxiety in the face of change. The language they've spent years using is being forced to change. The activities they've made into their bread and butter are being suspended or forced to adapt. Newer or less mature DEI teams tend to see their activities and their impact as one and the same. They reason that, if they provide event programming and support employee networks, their impact on the organization must be "event programming existing" and "employee networks feeling supported." In the face of change, they grieve not only the loss of the status quo, but the perceived loss of all impact they could make. More established or mature DEI teams see their activities as a means to achieve their desired impact. They're able to identify problems in the organization that need solving and develop activities that best utilize their resources to solve these problems. They reason that, because the organization fails to adequately create belonging for all of its employees due to inconsistent manager support and a company culture that doesn't value people, they can solve the problem by increasing managerial consistency and creating a more people-centric culture. In the face of change, they grieve the loss of their activities—but can quickly pivot to new ones that achieve the same goals. We can learn a lot from these teams. If you want to sustain your impact even through disruptions to your team's typical operations, you can start by doing the following: 🎯 Define the problem you're working to solve, in context. Data, both qualitative and quantitative, ensures that you can identify the biggest gaps in your organization's commitment to its values, understand what areas DON'T need fixing so you can conserve your effort, and can start strategizing about how to solve root causes. 🎯 Pull out the biggest contributors to unfairness and exclusion. It's one thing if a manager in Sales communicates disrespectfully. It's another thing altogether if the culture of the entire Sales team glorifies disrespect. Understanding the scale of the issues we face can help us prioritize solving the biggest issues affecting everyone, rather than chasing symptoms. 🎯 Design interventions, not activities. Too many practitioners create an initiative because that's what they've been asked to do. Think of them instead as interventions: carefully-designed attempts to shift the status quo from Point A to a more inclusive, more fair Point B, by solving real problems that hold your organization back. The more we shift our work toward real impact, the more effective we'll be—regardless of the sociopolitical climate, regardless of backlash. Let's hone our focus.

Hard truth: Most leaders fail their teams during uncertain times. Not because they make bad decisions - But because they disappear when their teams need them most. I've been that leader. Thinking I needed all the answers... Only to create a vacuum filled with anxiety, speculation, and fear. Leadership is easy when things are going well. It matters most when the going gets rough. And here's what your team actually needs from you: Not perfection. Not all the answers. Just your presence and support. This means: • Saying "I don't know yet, and here's what we're doing to find out" • Listening without immediately jumping to solutions • Sharing what you can, when you can—even if it's incomplete • Maintaining optimism while acknowledging real challenges • Showing up consistently, especially when it's uncomfortable 6 ways to put this into practice: 𝟭. 𝗟𝗶𝘀𝘁𝗲𝗻 𝗔𝗰𝘁𝗶𝘃𝗲𝗹𝘆 (𝗥𝗲𝗮𝗹𝗹𝘆 𝗟𝗶𝘀𝘁𝗲𝗻) Ask "Do you want me to just listen, or would you like help solving this?" Try: Set up an anonymous feedback channel 𝟮. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝘁𝗹𝘆 (𝗔𝗴𝗮𝗶𝗻 𝗮𝗻𝗱 𝗔𝗴𝗮𝗶𝗻) Even “no update” is an update. You’re only halfway communicated when you feel done. 𝟯. 𝗖𝘂𝗹𝘁𝗶𝘃𝗮𝘁𝗲 𝗢𝗽𝘁𝗶𝗺𝗶𝘀𝗺 (𝗪𝗶𝘁𝗵 𝗥𝗲𝗮𝗹𝗶𝘁𝘆 𝗖𝗵𝗲𝗰𝗸𝘀) Start your next meeting with wins. Create a shared space (Slack channel, doc) where the team posts progress. The flywheel: Optimism → Action → Progress → Confidence → More Optimism 𝟰. 𝗞𝗲𝗲𝗽 𝘁𝗵𝗲 𝗧𝗲𝗮𝗺 𝗙𝗼𝗰𝘂𝘀𝗲𝗱 (𝗢𝗻 𝗪𝗵𝗮𝘁 𝗧𝗵𝗲𝘆 𝗖𝗼𝗻𝘁𝗿𝗼𝗹) Draw the Control Circle: What do we control, influence, or just observe? Invest 80% of your energy in what you 𝘰𝘸𝘯. 𝟱. 𝗗𝗼𝘂𝗯𝗹𝗲 𝗗𝗼𝘄𝗻 𝗼𝗻 𝗘𝗺𝗽𝗮𝘁𝗵𝘆 Ask these 4 questions in 1:1s: • What excites you? • What worries you? • What support do you need? • What’s in your way? 𝟲. 𝗕𝗲 𝗔𝘃𝗮𝗶𝗹𝗮𝗯𝗹𝗲 𝗮𝗻𝗱 𝗩𝗶𝘀𝗶𝗯𝗹𝗲 Host office hours and “ask me anything” sessions. Presence builds trust. 𝗥𝗲𝗺𝗲𝗺𝗯𝗲𝗿: You can't pour from an empty cup. Prioritize your own well-being—it's not selfish, it's essential for your team's success. Your team can handle uncertainty. They can't handle feeling abandoned in it. Start with one action. Build from there. What would you add to this list? 💾 Save this post for when you’ll need it.

The lesson I take from so many dispersed teams I’ve worked with over the years is that great collaboration is not about shrinking the distance. It is about deepening the connection. Time zones, language barriers, and cultural nuances make working together across borders uniquely challenging. I see these dynamics regularly: smart, dedicated people who care deeply about their work but struggle to truly see and understand one another. One of the tools I often use in my work with global teams is the Harvard Business School case titled Greg James at Sun Microsystems. It tells the story of a manager leading a 45-person team spread across the U.S., France, India, and the UAE. When a major client system failed, the issue turned out not to be technical but human. Each location saw the problem differently. Misunderstandings built up across time zones. Tensions grew between teams that rarely met in person. What looked like a system failure was really a connection failure. What I find powerful about this story, and what I see mirrored in so many organizations today, is that the path forward is about rethinking how we create connection, trust, and fairness across distance. It is not where many leaders go naturally: new tools or tighter control. Here are three useful practices for dispersed teams to adopt. (1) Create shared context, not just shared goals. Misalignment often comes from not understanding how others work, not what they’re working on. Try brief “work tours,” where teams explain their daily realities and constraints. Context builds empathy, and empathy builds speed. (2) Build trust through reflection, not just reliability. Trust deepens when people feel seen and understood. After cross-site collaborations, ask: “What surprised you about how others see us?” That simple reflection can transform relationships. (3) Design fairness into the system. Uneven meeting times, visibility, or opportunities quickly erode respect. Rotate schedules, celebrate behind-the-scenes work, and make sure recognition travels across time zones. Fairness is a leadership design choice, not a nice-to-have. Distance will always be part of global work, but disconnection doesn’t have to be. When leaders intentionally design for shared understanding, reflected trust, and structural fairness, I've found, distributed teams flourish. #collaboration #global #learning #leadership #connection Case here: https://lnkd.in/eZfhxnGW

In my early days at Rubrik, I made a mistake: I sought out leaders who mirrored my own strengths and weaknesses. It seemed logical at the time since I knew I could better relate to people with the same qualities as me, but I quickly learned that true leadership requires a diverse portfolio of skills. Just like in finance, where a diverse asset portfolio reduces risk, your leadership team needs a mix of perspectives and strengths. If everyone thinks and acts the same way, you’re setting yourself up for a major downfall. Think about it: When you're confronted with a problem you’re not sure how to tackle, it's a learning experience. But if no one on your team is equipped to handle that challenge, your entire organization can crash. Diversity of skills in leadership encourages innovation and resilience. It compensates for individual weaknesses and amplifies our collective strengths. When you embrace different viewpoints, you create a more adaptable and robust team capable of navigating challenges. The right mix of strengths will keep us grounded, even when the storms of uncertainty hit.

The best leaders I’ve worked with don’t seek validation—they seek diverse perspectives. They understand that disagreement isn’t a threat to their authority but an opportunity for their team to rethink, refine, and grow. I’ve seen firsthand how performance stalls when teams only echo their leader’s ideas. Because real leadership isn’t about avoiding friction—it’s about cultivating an environment where healthy debate sharpens those ideas. This only happens when psychological safety is in place, where people feel safe to speak up, and creativity has room to thrive. There is why, inclusive leadership goes beyond giving everyone a seat at the table; it’s about making sure every voice is truly valued and heard. The difference is transformational.