Diversified Leadership Quotes

Your first investment should be in yourself. Learn new skills. The market can go up or down but you’ll never lose your skills. This is more true today than ever before. Diversify your skills.

When I’m sitting by my gay friends in church, I hear everything through their ears. When I’m with my recently divorced friend, I hear it through hers. This is good practice. It helps uncenter us (which is, you know, the whole counsel of the New Testament) and sharpens our eye for our sisters and brothers. It trains us to think critically about community, language, felt needs, and inclusion, shaking off autopilot and setting a wider table. We must examine who is invited, who is asked to teach, who is asked to contribute, who is called into leadership. It is one thing to “feel nice feelings” toward the minority voice; it is something else entirely to challenge existing power structures to include the whole variety of God’s people. This is not hard or fancy work. It looks like diversifying small groups and leadership, not defaulting to homogeny as the standard operating procedure. Closer in, it looks like coffee dates, dinner invites, the warm hand of friendship extended to women or families outside your demographic. It means considering the stories around the table before launching into an assumed shared narrative. It includes the old biblical wisdom on being slow to speak and quick to listen, because as much as we love to talk, share, and talk-share some more, there is a special holiness reserved for the practice of listening and deferring.

These are the daily annoyances, the subtle messages of whiteness. But we bear other scars, too. Over and over I have seen white men and women get praise for their gifts and skills while women of color are told only about their potential for leadership. When white people end up being terrible at their jobs, I have seen supervisors move mountains to give them new positions more suited to their talents, while people of color are told to master their positions or be let go. I have been in the room when promises were made to diversify boardrooms, leadership teams, pastoral staff, faculty and staff positions, only to watch committees appoint a white man in the end. It's difficult to express how these incidents accumulate, making you feel undervalued, underappreciated, and ultimately expendable.

So I move on. Rather than dwell on individuals, I speak about the system. About white boardrooms and white leadership teams. About white culture and the organization’s habit of hiring people who perpetuate that culture rather than diversify it. But the white consensus doesn’t want me to point out these things. I was only supposed to name the “bad apples,” so now whiteness has a few names for me. Divisive. Negative. Toxic.

Having been in government all his life, Salman was well aware of Saudi Arabia’s structural economic problems and administrative inefficiencies. He had watched Qatar and the United Arab Emirates develop more rapidly than Saudi Arabia. He saw talented, educated young Saudis moving to Dubai, New York, and London. Above all, he recognized that the long-running partnership of brothers managing the kingdom could not last much longer. Preserving the dynasty would require a powerful and determined king who could both engineer the transition to third-generation leadership and diversify the country’s economy. Intending to rule as a reforming autocrat, Salman was looking for ideas—and his younger son, Mohammed, seemed to have some.

I have been in the room when promises were made to diversify boardrooms, leadership teams, pastoral staff, faculty and staff positions, only to watch committees appoint a white man in the end. It's difficult to express how these incidences accumulate, making you feel undervalued, unappreciated, and ultimately...expendable.