Mosaic Web Resources Index

Management and diversity literature stress that middle managers and supervisors are key to an organization’s quest to diversify and become more inclusive. Your influence within the company is immense because of your access and communication with senior management and with the larger professional staff. You carry out the mission and wishes of management and at the same time manage people with all of the diversity they bring to the workforce. It’s your ability to manage projects and people that make the company successful. These modules should help you focus on building a more productive and creative team through enhancing its diversity and inclusiveness. Everyone in the company is unique, and valuing that unique background helps agencies, clients and media to be more creative and solve marketing challenges better. Select one of the areas below to see how you can become a stronger player in making advertising more inclusive.

Personalizing Inclusion and Diversity: Valuing others requires self-understanding

Mentoring: Learning from each other leads to moving forward together

Career Mapping: Strategic planning yields progress in advertising

Senior Management Tips for Personalizing Inclusion and Diversity:

  1. Be a proactive advocate of diversity by not only supporting the initiative, but also visibly demonstrating it through dialogue with your people. Take a stand and say, “Diversity is a business imperative for us, so I’m going to intentionally seek to hire and support top-notch people to bring different perspectives to our team, and I’d like your help.”
  2. Spend time coaching team members on their individual career development plans. Sometimes you will see more potential in people than they see in themselves. Investing the time to help people individually shows you care and helps boost their confidence. Increased confidence enhances their contribution to the team, which in turn leads to greater team cohesiveness. It’s okay to share some of your trials and triumphs to personalize the coaching process.
  3. Give people clear, detailed explanations of what you expect in work products. Check in with them and give honest, constructive feedback along the way and when the project is finished; review lessons learned. Celebrate and recognize desired behaviors and results publicly.
  4. Hold all team members to the same high standards of performance; however, allow flexibility in how they achieve their goals. Valuing/respecting their different work styles and approaches to getting things done can lead to higher productivity. People are more likely to go the extra mile when they know you believe in them and that you’ve “got their back.”
  5. Manage stereotypical gut reactions to people, perspectives and ideas different from your own.

Mosaic Web Resources Home