The Foreign Service Journal, September 2018

24 SEPTEMBER 2018 | THE FOREIGN SERVICE JOURNAL may refer to innate characteristics, but it can also be acquired. All of us bring unique life experiences to our work, and employees who focus on their lack of physical manifestations of diversity will miss valuable opportunities to contrib- ute to a diverse team. As I consider my own role in a diverse workplace, I look at facets that may set me apart from my co-workers: my experience as a military brat; my conservative religious upbringing; my growing up abroad; my work experi- ence; and my perspective as a parent and spouse. If prospective supervisors do not see how I might fit into a diverse team, then I have failed to communicate the value my experiences offer. Leaders seeking to build truly diverse teams recognize the value in recruiting employees from all backgrounds, but some employees—white men, in particu- lar*—may struggle to see how they can contribute to a diverse office, viewing it instead as a zero-sum game that threat- ens their job prospects. I appreciate that my current office leadership prioritized recruiting a diverse team. When we gather for staff meetings, we have a mix of backgrounds, races, genders and ethnicities. With fewer people at the table like me, I feel like my opinion has more value. Conversations include a rich variety of perspectives. When I share my thoughts, I must reflect and provide support for my posi- tions. This doesn’t just provide our team with a broader range of ideas; it forces individuals to ensure their proposals are well thought out before they bring them to the group. In other words, I have to think harder and communicate better in a diverse environment. Diversity makes me a better officer and diplomat. Addressing Concerns that Diversity Disadvantages White Men It’s not an uncommon scenario: You’re at the end of a promising inter- view during bidding season when the hiring official mentions how his or her office is dedicated to building a diverse workforce. For many white men, the messaging seems clear: they would prefer a minority candidate. A 2016 study by professors at the University of Califor- nia Santa Barbara and the University of Washington found that pro-diversity rhetoric in the workplace led most white men to believe that they would be treated unfairly. The study put two groups of white men through an interview process. For half of the applicants, the recruitment materials made mention of the com- pany’s pro-diversity values. The other half received the same materials, but without any mention of diversity. Researchers found that white men interviewing at the company that mentioned diversity expected unfair treatment and discrimi- nation against whites. They also per- formed more poorly in the job interview, and their cardiovascular responses dur- ing the interview revealed that they were more stressed. The impact is not just theoreti- cal. When employees in the Bureau of European and Eurasian Affairs recently formed a diversity working group, one member related how she was confronted by a few white male colleagues who felt the group would make it harder for them to get jobs. This fear isn’t necessarily the product of bias, misogyny or political ideology. The 2016 study cited above found that diversity messages led to men feel- ing threatened regardless of their politi- cal leanings, attitudes towards minority groups or beliefs about fairness. In other words, even white men who endorse the tenets of diversity and inclusion can feel threatened by diversity messaging. The study findings provide some personal validation. While I support diversity efforts to improve institutional performance and as a fundamentally moral issue of equality, I also harbored concerns that diversity programs at State were (intentionally or not) designed to ensure there were fewer people like me in offices and missions abroad. I have found that one powerful solution to overcoming this concern is getting more involved in diversity-related efforts. As a member of EUR Bureau’s Diversity Working Group, I am able to contribute to discussions related to recruiting and challenges in promot- ing diversity effectively and fairly; and I provide a distinct and valued viewpoint to the group. When we, as white men, actively engage in diversity promotion, we become part of the effort to build truly diverse teams that are inclusive and focused on improving the institu- tion. Our participation sends a power- ful message to our co-workers about our commitment to create a supportive working environment. Participating in the Diversity Work- ing Group has also quelled some of my anxiety over the group’s aims; and I, in turn, help provide the group a perspec- tive that bolsters its legitimacy. After all, a diversity working group by definition should aim to include as many people from different backgrounds and sectors as possible—including white men. * The author recognizes that the term “white men” is inherently broad and may include sub-groups that might identify as underrepresented based on sexual orienta- tion, religion, economic background or ideology.