Last week was Diversity Week and I happened to have a great conversation about diversity in the boardroom during that very week. What made this talk so special was that it was not just about gender or ethnicity, but rather about diversity in leadership styles and insights. That got me thinking: what do you do when there are different types of leaders on your board? And perhaps more importantly, is it okay to have that? As a CIO, I believe that IT organisations actually need this diversity of insights. This eventually led me to a list of ten tips for directors to embrace diversity and use it effectively.

Tip 1: Unite with a clear vision and strategy
Differences always stand out, but there are often more similarities than you think. My multicultural background has taught me that sometimes these similarities are not immediately visible, but can always be found in a shared vision or higher purpose. I have often seen it: people with completely different styles suddenly coming together because they both believe in a common ambition. A vision that inspires, gives direction and connects. I remember a director joking, ‘For vision, you have to go to Specsavers!’ Sure, it was a joke to cover up the fact that he had none, but it made me realise how important a clear vision and strategy are. It is the director's job to come up with such a vision, one that excites and unites people. Of course, it must also then provide sufficient direction, clarity and focus in how to achieve that larger goal. Only then will differences fade into the background.

Tip 2: Acknowledge the differences and turn them into a strengths
In the conversation, someone mentioned poignantly that on every board you can find someone who is seen as ‘the dreamer’, while another is a real go-getter and yet another avoids risks. Recognisable, right? It is up to you as chairman to recognise and embrace all these different styles. These differences often cause discomfort, but discomfort means growth. By actively harnessing the power of this diversity, you build a stronger team. So instead of trying to squeeze everyone into the same mould, recognise the strength of each individual and forge the differences into a strength. When I ran into this myself once, I wondered: how do you let all the styles coexist without it becoming chaos? The answer was simpler than I thought: by starting the conversation and embracing those differences.

Tip 3: Create a culture of continuous feedback
Feedback is an essential part of the learning process, especially within a diverse boardroom. Encourage a culture of continuous feedback, in which team members receive feedback not only from you as the director, but also from each other. Sure, feedback can be uncomfortable, but it moves the team forward. It makes everyone feel heard and take responsibility for their own role in the team. Important here is that feedback is constructive, focused on growth and improving the team as a whole. Oh and in doing so, don't forget as a manager to take responsibility for the decisions that didn't always turn out well. Making 'missteaks' is really allowed. Admitting it is a sign of strength, not weakness.

Tip 4: Encourage personal development and self-reflection
Diversity requires not only a diverse team composition, but also an open attitude towards personal development. Encourage team members to critically examine themselves and their own leadership style. Self-reflection (however difficult) helps directors recognise their own biases and blind spots, which then helps improve the team's cooperation.

Tip 5: Stay open-minded and have the right conversation
There is nothing more damaging to a team than having the feeling that there are favourites. During the conversation, it became clear how important it is, as a leader, to remain open-minded and treat everyone equally, regardless of style. It can be tempting to value one style over another, but that is exactly where the danger lies. I remember a situation when a team member raised an uncomfortable issue. The tendency was to appease the conversation with a process explanation, but it turned out to be much more valuable to listen and really embrace the discomfort. Effective conversation starts with listening, without judgement. Only when the other person has finished talking do you respond (patience is a virtue). Remain independent, ask open questions and recognise that diversity in styles can actually be a strength. And if you notice that someone in your team does make distinctions? Intervene, adopt normative behaviour. A good manager allows everyone to participate equally.

Tip 6: Transparency is the basis for trust
In a diverse team, transparency is crucial. It is not enough to have a vision; share it with your team. Don't be afraid to expose your gameplan, let your team see inside your head and make use of the strengths they bring in. Transparency creates trust, and without trust there is no solid foundation to build on. I strongly believe that you need to create an open culture where team members feel safe to share their opinions. The times I saw a team get stuck, it was often because there was not enough openness. It is essential that you are not only transparent as a director, but also that your team reflects this back. This creates the space for honest and productive collaborations.

Tip 7: Be authentic and congruent
Be authentic. Your team is only going to follow you if they see that you really believe in what you say and do. Congruence between words and actions is crucial. I remember a director who always talked about diversity, inclusiveness, vision and decisiveness but in practice we saw little of that. It was counterproductive. People drop out if they feel you are not sincere. Therefore, if you don't believe in the power of diversity and inclusiveness, be honest about it. Don't waste anyone's time and don't keep up appearances. Honesty and authenticity are much more appreciated than a façade that is not genuine.

Tip 8: Encourage inclusive decision-making (without always going for consensus)
Inclusive decision-making is about ensuring that all voices within the team are heard and valued, regardless of leadership style or background. This means giving everyone space to share their perspective, which increases the richness of insights and contributes to better and more thoughtful decisions. Inclusive, however, does not mean always going for consensus. While consensus can be nice, it is not always feasible or desirable. Sometimes different opinions can coexist and a decision has to be made in the end. The most important thing in inclusive decision-making is that everyone feels heard and respected in the process, even if their point of view is not ultimately the winning one. This strengthens commitment and trust in the process, even if disagreements remain. So, while you may not always go for consensus, inclusive decision-making ensures that all views are taken into account and improves the quality of the final decision.

Tip 9: Leave room for innovation through experimentation
In a diverse boardroom, diverse ideas can clash, often leading to innovative solutions. Encourage your team to try new ideas and approaches, even if they deviate from traditional methods. By giving room for experimentation and sometimes failure, you create a culture where creativity and innovation can flourish.

Tip 10: Ensure a clear division of roles
In a team with different leadership styles, confusion can sometimes arise about who is responsible for what. Therefore, ensure a clear division of roles, in which everyone knows what their specific responsibilities are. This provides structure, prevents misunderstandings and ensures that everyone can contribute optimally to the common goals.

Tip 11 (bonus): If your team really isn't moving with you... consider your options
If you notice that the team or the director is sticking to a one-sided approach and there is no room for diversity or change, it might be time to ask yourself a question: do I want to stay here? It is important to work in an environment where your ideas and value are recognised. Sometimes you have to look further ahead to find what suits you. As a colleague once said to me, ''If the door stays closed, it's time to look for another door.''

Conclusion
Diversity in the boardroom is much more than gender or ethnicity; it is also about leveraging different leadership styles and insights. Thinking back to the conversation I had during Diversity Week, I realise how valuable it can be to embrace those very differences and use them as strengths. Ultimately, it's about creating an environment where everyone feels heard and where different perspectives lead to the best decisions. Therefore, just like in that conversation: let's keep talking, keep learning and keep building together.

Meryem El-Bouyahyaoui
Board member CIO Platform Nederland
Portfolio Diversity and Inclusiveness