This post was originally written as a ‘live blog postcard from the beach’ in my role as beach writer at The Purple Beach Experience 2016.
We can do powerful things when we open up to new insights from employees, said Peter Vogt, leading employee engagement expert and “the guy who invented employee brand” in an interview with Annemie Ress at the Purple Beach Experience.
Peter described his work as helping companies become better places to work, where people feel valued and respected. As a result, employees become more connected to customers and want to create better communities. Pete is also “super big open” about being gay and has done a lot of work to help companies “go on that journey” to become more open and diverse employers, particularly in supporting their LGBT employees. He believes it is vital to build empathy in workplaces for people who think differently.
Peter gave the example of the US company Avon in the 1970s, who began hiring black Avon Ladies to help them sell their products to the African American community. But it was only when Avon listened to their new employees that they started to make any progress. They learned that their existing products simply did not work on black skins and so they needed to create a new product range. This is a great example of the power of empathy and why we need to talk to our own people, because they have the solutions.
When he worked at Visa, Peter introduced a reverse mentoring programme called ‘The Exchange’ to help break down unconscious bias. The idea was to get people from different minority groups and millennials to mentor senior executives about their lifestyles and communities. According to Peter, the benefit of such a programme goes beyond inclusivity, it is about ignition – when we gain new insights from truly connecting with others, it can ignite new opportunities for success.
In the new world of work, ‘EQ’ – emotional intelligence – is outstripping IQ in setting companies for success, a change that seems to favour women over men. In Silicon Valley, companies will increasingly test potential recruits for EQ. The strong message is “you may be smart, but if you’re an asshole, we don’t want to hire you.”
At the same time, Peter cautions that many companies fail by hiring great diverse talent, but without the systems, environment and mentoring to receive them. Peter’s advice is to ‘get your house in order’ and ‘work on inclusion before you try to sell it.’ It is no good thinking you can simply bring in a lot of diverse people and assume this will fix the problem. Creating a diverse organisation needs a thoughtful, systematic approach and that times time and energy. It needs companies to build more conversation and community. Inevitably, many organisations will be left behind because they lack the courage and the will to do this.