In my current role, I manage a team that spans generations and ethnicities. My executive assistant is Indian and Hindu. The district’s director of financial services was born in China and immigrated to the United States as a youth.
I have team members in their 20s just beginning their careers and others nearing retirement with decades of knowledge. Some identify as LGBTQ+ and use they/them pronouns. These differences are not obstacles; they are assets to be leveraged.
Why Managing Diversity Matters
Managing diversity is about creating a workplace where everyone can bring their full selves and perform at their best. Diverse teams, when well-managed, outperform homogeneous ones. They bring more creativity, better problem-solving, and a broader lens through which to see risks and opportunities.
But these benefits don’t happen by chance. They require intentional leadership. And in our field, where we must constantly adapt to changing funding landscapes at the state and federal levels, enrollment shifts, and community needs, the ability to lead a diverse team with clarity and compassion is a strategic advantage.
Managing diversity is about creating a workplace where everyone can bring their full selves and perform at their best.
Self-Awareness as a Leadership Tool
Strong leadership starts with self-awareness. We all carry unconscious assumptions based on our upbringings, cultural norms, or past workplaces. Recognizing these assumptions is not about blaming or making anyone feel bad about who they are and their lived experiences; it’s about growth.
I learned about the Intercultural Development Inventory (IDI) at a recent leadership development session. The IDI measures how individuals and groups experience and respond to cultural differences across a developmental continuum, moving from a monocultural to an intercultural mindset:
- Denial: At this stage, individuals may show little curiosity about other cultures or may actively avoid acknowledging cultural diversity.
- Polarization: This stage reflects “us vs. them” thinking. Cultural differences are often viewed as a source of conflict or discomfort rather than as opportunities for understanding.
- Minimization: At this stage, people place too much emphasis on similarities while overlooking or downplaying meaningful differences. An example could be saying, “I don’t see color.”
- Acceptance: Cultural differences and similarities are valued, fostering a greater understanding of diverse perspectives. However, individuals may still struggle to adapt or make decisions across cultural lines.
- Adaptation: This stage involves actively adjusting one’s behavior and thinking to work effectively across cultures.
The most surprising insight was that research shows that more than 60% of professionals assessed through the IDI fall within the Minimization stage. This means most of us believe we treat others equally and respectfully. In doing so, we may unconsciously overlook the cultural nuances that shape how others communicate, interpret expectations, or navigate the workplace.
Tools like the IDI are not at all about labeling or judging. They help us pause, reflect, and, if we are honest, ask questions of ourselves — questions such as, “Am I truly seeing and supporting my team members as individuals, or am I assuming that everyone operates like I do?”
Creating Psychological Safety
Silence can mean different things to members of diverse teams. Some employees may not speak up because they don’t feel their voice matters. Others may have been shaped by professional or cultural norms where voicing disagreement was uncommon or even discouraged. Still others may not feel confident speaking English, as it may not be their first language.
Psychological safety means creating an environment where team members feel safe to share ideas, ask questions, and challenge the status quo. One way I do this is by normalizing two-way feedback.
I ask my team for honest feedback frequently and provide the same to them. I also make a point to ask a simple but powerful question: “What do you think?” That question signals that their voice matters and encourages open dialogue around ideas and initiatives.
I’ll be honest — this level of openness may feel unfamiliar or even uncomfortable for some team members, especially if they’ve never experienced this type of leadership. But over time, they grow to appreciate it. In fact, many have shared how grateful they are to work in a space where their perspective is both welcomed and valued.
Generational Intelligence
As of 2024, the U.S. workforce comprises five generations working side by side:
- Traditionalists (born before 1946)
- Baby Boomers (1946–1964)
- Generation X (1965–1980)
- Millennials (1981–1996)
- Generation Z (1997–2012)
This marks the most generationally diverse workforce in history, with each cohort bringing unique perspectives, skills, and expectations to the workplace. Each group brings unique experiences, work styles, and expectations.
I see this every day. One staff member prefers storing information in three-ring binders and having frequent face-to-face check-ins. Another thrives on color-coded Google Sheet dashboards and real-time messaging through G-Chat.
Instead of pushing everyone toward a single approach, I look for ways to leverage these differences. Younger team members often contribute fresh perspectives and ease with emerging technologies, while more seasoned colleagues bring valuable institutional knowledge and steady, experience-based insight.
That’s not to say the inverse isn’t also true, because it absolutely can be. And that, in fact, is the beauty of diversity. The key is recognizing that no one approach is inherently better but that a blend often produces the best results.
Practical Awareness: Food, Faith, and Flexibility
Leading diverse teams also means being mindful of cultural and religious practices. These considerations may seem small, but they communicate care and respect:
- Are staff members observing Lent or Ramadan?
- Do any team members avoid certain foods due to religious beliefs (e.g., no pork, halal, kosher)?
- Are there important holidays that may not be on the standard calendar, such as Diwali, Naw Rúz, or Yom Kippur?
You don’t need to be an expert in world religions. However, being aware and asking respectful questions when planning events, meals, or meetings can help ensure inclusivity.
I often ask team members if any considerations need to be made before we finalize plans. Most appreciate being asked. This isn’t about being politically correct; it’s about honoring people.
Inclusive Language and Pronouns
In my department, we include pronouns in our email signatures and sometimes in introductions during meetings or next to our names in video conferencing software. This small practice has made a big impact. It normalizes the idea that everyone deserves to be addressed as they identify. It also creates space for individuals who may have been misgendered in other settings.
Mistakes happen. What matters is how you respond. I’ve found that modeling openness to correction invites others to do the same.
Similarly, we avoid language like “guys” or “ladies” when addressing groups. We use “team,” “everyone,” “folks,” or “colleagues.” Small changes, big message: You belong here.
Clear Expectations Build Trust
One common concern among diverse teams is fairness. When decision-making feels opaque, it can breed mistrust.
To counter this, I prioritize transparency:
- Performance metrics are clear and documented.
- Staff understand how decisions about job assignments or promotions are made.
- Success criteria are consistent and known.
If someone is new to the team, they may not know the unspoken rules. My job is to make those rules visible. Everyone deserves the same roadmap.
Embracing the Conversation
One of the most important things I’ve learned is this: It’s okay to talk about diversity.
In fact, we should — not in forced ways, not through jargon or checklists, but through authentic, human conversations. We lead teams made up of real people with real stories. When we create space for those stories to be heard, we build stronger teams.
You don’t have to have all the answers. Just start with curiosity and respect. Ask questions, invite input, and be open to learning and unlearning. That’s what growth looks like.
Lead Like It Matters
Managing diversity isn’t an extra responsibility; it’s part of leading well. It’s not about being perfect but about seeing your team members as whole people and creating a workplace where everyone has a seat at the table.
If we’re willing to reflect, to listen, and to lead with intention, we can transform our workplaces — not just into places where diversity exists but where it thrives. And that’s when the real magic happens.
Let’s not shy away from the conversation. Let’s lean in. Let’s lead with courage, empathy, humility, and heart.