How do you see this situation? Does this put women in an “either/or” dilemma – choosing career or family – but making both impossible?

“Katrin Bennhold looks at the lives of four working mothers in Germany and the difficulties they face managing careers and child care…”, get the full story here.

The related article can be found here. Also, be sure to watch Jennifer’s appearance speaking about parents returning to work on Fox & Friends earlier this year!

Jennifer Brown on Fox & Friends from Jennifer Brown on Vimeo.

We had a very rich discussion around these issues. Here are just a few key learnings:

In a Swedish context, “Gender Equality” and “Diversity” can be two very different discussions, and, in turn, two different movements within an organization.

Gender Equality looks to diminish the power difference between men and women – and create a more equitable society and business culture for all. Typically, in the Nordic region, a “diversity initiative” (as an American might reference) would start with a focus on Gender.

Diversity, on the other hand, often refers to race, ethnicity and nationality differences. These would often be addressed as a second step in Swedish corporate “diversity” initiatives.

Additional diversity dimensions, such as age, sexual orientation, etc. have been more widely addressed in the public sector (with many inclusive laws both nationally in Sweden and across the EU), but they have not been explored as deeply in the Swedish private sector.

Secondly, the concept of public recognition is often culturally bound. In a US context, calling out differences is often a celebrated act, and instrumental in career development as differentiating yourself from competitors is key to success. On the other hand, in a Swedish context, calling oneself out as different is not as culturally appropriate. Swedish culture encourages people to remain similar to others, and not “hog the spotlight” (so to speak). This is closely linked to the Swedish word “Lagom” – meaning “Just Enough” or “Just the Right Amount.” This sentiment is seen in concrete ways, such as decoration (think about the last time you were in IKEA; rooms are decorated well and with “just the right amount” of accessories); a dinner (it would traditionally be inappropriate to have an excessive amount of food – you should have just the right amount); or even the amount you work and the recognition you receive from your work (work just enough – not 24/7; and receive an appropriate amount of recognition). Excess in each of these contexts would create imbalance.

Therefore, when rolling out diversity initiatives and praising work, external rankings for diversity initiatives, internal recognition and awards can often have a US flavor. It is true that people like to be praised for a job well done, but be careful as to how public this praise might be because cultural context can affect this.

Stay tuned for more insights into European Diversity from JBC!

David Megathlin, Senior Director of Research for JBC

In order for diversity initiatives to be successful, their impact needs to be adeptly articulated, whether across the globe or in your own backyard. We have seen that diversity initiatives have greatly advanced societies, workplaces, and businesses. These impacts need to be appropriately translated both within businesses and across geographies.

JBC’s work focuses on “translation” – translating successful diversity initiatives to local markets.

Take diversity in Europe, for example. In Europe, cultures change when moving kilometers in one direction, and with that, languages, laws, customs and ways of doing business change as well. Therefore, developing national and European-wide diversity initiatives that address the needs of all employees can be a challenge, but translation to these different cultural contexts is vital for initiative success.

Additionally, much of the diversity work in US corporations has been developed from the “ground up” – fueled by an entrepreneurial spirit, looking to change the status quo and provide meritocratic opportunities for all employees. In contrast, Europe (and we speak broadly, across the continent) has not had the same type of entrepreneurial approach – although this is slowly changing. JBC works to effectively develop and implement diversity initiatives in a way that makes sense for all business communities.

David Megathlin, Senior Director of Research for JBC reports from Europe

Let me introduce myself. I am David Megathlin and I lead the research work at JBC. I also help to translate JBC’s extensive diversity and leadership expertise to other contexts and cultures.

Through recent meetings and conversations with diversity leaders in Europe, I have gleaned many insights on European approaches to diversity. Please join me as I share diversity and global business insights from a European perspective on the JBC blog. I look forward to your comments and questions!

In the past few blogs, I have outlined key issues to help diversity practitioners better understand the European landscape: Knowing local history; seeing who is in power positions; and what it means to be a good employee.

Now, what do we do with this information?
It is not as difficult as you might think to muscle up and better understand local regions. Here are some great ways to get a better understanding:

•    Find Local Allies – Start in HR functions and diversity roles and start asking questions! Be polite; come from a perspective of outsider interest, and explore. You might quickly realize that some issues are sensitive. Just remember to be respectful, don’t make assumptions and get enough opinions to get the full picture.
•    Develop a business case – Diversity and inclusion can be a new concept in many regions. Clearly articulate how a locally-relevant diversity initiative is relevant for the business and a way to make better business, i.e. help employees realize that diversity is a core business performance, and financial performance, issue. You might not be able to start off with an LGBT inclusion initiative off the bat – so figure out what is a relevant issue: women’s inclusion? Communication across countries?  Linguistic inclusion?
•    Create a general strategy at home – and implement it in different ways per culture. It is very important not to create a one-size-fits-all diversity initiative – that isn’t going to work. Set overarching goals and give each region some choice in identifying top, immediately relevant diversity issues. This will help the initiative achieve buy-in across the business and help gain momentum.

Taking a diversity initiative outside of the U.S. is a necessary part of strategic growth, but it has its challenges. The goals are the same, like creating real change, providing opportunity, and developing smarter ways to do business, but the path to success can be quite different. Look, listen and then tackle the world!

Last week we looked at one key question for tackling diversity in Europe – knowing local history. Now, let’s look at a few more key questions.

Second Question: Who are in power positions?
Take a look around and see which people are in the top seats in politics and corporate spheres. Typically, these end up being either role models or the type of people locals assume will take power roles. Are these people men/women? What is their nationality/background?

•    Example: Scandinavia (the European region made up by 5 countries: Sweden, Denmark, Norway, Iceland and Finland; also known as “Nordic”) frequently tops the charts for the number of women in political office and is often seen as a model for social welfare and gender equality. Yet taking a look at many corporate boards of Scandinavian companies, they can be skewed towards men from the headquarters country (like in most places). Yet there are a lot of interesting efforts to combat this issue in the region. For example, Norway passed a country-wide mandate issuing all publicly traded companies to have their boards made up of 40% women (this legislation does not exist in the other Nordic countries).

Third Question: What does it mean to be a good employee?
It is important to know key cultural concerns, beliefs and ideals. This can entail many things, including: the views of men and women at work and the local customs surrounding gender roles and women working outside the home. It can also include other topics, like: the languages that people speak, the lingua franca of the office and of meetings and what using the local language really means to employees and clients.

Example: Women in the workplace is a key topic in a diversity initiative. In some cultures, men and children still return home for lunch, and women take great pride in caring for home life. Local economic cultures may not necessitate that women work outside the home, and neglecting family life can be seen as unnecessary. This stems from different socio-economic systems; in many countries, people do not define themselves by their work or by their paycheck – in the way that Americans sometimes do.

Next Tuesday, I will present key things diversity practitioners can do to start expanding an initiative to Europe. Tschüss!

As diversity and inclusion initiatives expand globally, senior leaders should bear in mind that different geographies bring different mindsets, success stories and eminent challenges.  The key to a successful multi-country diversity initiative is to understand how regional differences impact diversity initiative implementation. Over the next few blogs, I will provide the American reader with a first-step roadmap to navigating diversity across regions.

Here are some key questions a diversity practitioner should consider when going into a new region. It will help to frame thinking, check assumptions and ask critical questions!

First Question: What is the local history?

By exploring short and longer-term historical moments that define a region, a diversity leader can better understand how these moments influence present day interactions among groups. Some things to consider: In recent past, have there been wars, border conflicts, history of disparity, colonization or religious tension?

•    Example: Although it’s a painful memory, World War I and World War II deeply affected Europe. Knowing that World War I included conflict over borders – dividing lines between such countries as France, Germany, Austria, etc. – then such issues as national identity, language and culture are very important to a European! Assuming that a Dutch, German, Italian and French person have the same customs, work-styles and perspectives can be touchy territory and sometimes inaccurate.

Tune in next Tuesday for more key questions on understanding diversity in Europe! Au Revoir!