Luke Visconti: Why has outreach to the LGBT community been such a priority for Wells Fargo?

Mark Ng: At one time our outreach to the LGBT market was because it’s the right thing to do, because it’s part of our overall visions of diversity—which still holds true. But the right answer now is because it’s imperative, just like with all the other segments, to our business. A lot of corporations, not only Wells Fargo, are really waking up to the fact that this is a segment that is affluent, profitable, loyal and has really, really stepped up in terms of responding to corporations holistically and authentically targeting them.

Visconti: PRIDE, Wells Fargo’s LGBT resource group, is very involved in the community. How does the company ensure that the messages you get from that involvement go all the way to the top of the organization?

Ng: That’s very key in terms of making programs work. One of the examples of how this plays out is our anti-bullying focus. Over the past few years Wells Fargo has really stepped up in terms of making an anti-bullying stance in support of safe schools. But that was something that came from team members expressing that this was a growing issue that they were seeing, feeling, hearing in their communities. It was something that was put up to management, and also senior management felt it was something that was not only important but also consistent with Wells Fargo’s vision and values. And because it was not only confirmed from the team members but also something that our management really supported as consistent with our vision and values, this is now a program that we focus on year-round in terms of really ensuring that our schools are safe for everybody.

Visconti: How does CEO John Stumpf ensure that senior management—not just LGBT senior management, but also heterosexual senior management—is involved?

Ng: Oftentimes there are questions on whether LGBT fits in the company’s vision of diversity—is it only ethnic segments? But one of the best things that our CEO has done is to make it very, very clear from the beginning that not only LGBT; not only the ethnic segments, people with disabilities, women—all these groups really constitute our vision of diversity and all these groups count.

Visconti: With this idea of different resource groups collaborating, I think there are two things at play. The maturity of Wells Fargo’s culture in terms of diversity and inclusion, and younger people being less siloed than people of my generation. What do you think about that? 

Ng: There was a point in time when people were really honed in on what makes us unique, whereas now the headliner is really what’s common amongst everybody. And the more team-member networks, customers, whoever is in the search and journey of diversity really focuses on that, it’s going to bring us to new ideas, news ways of partnership like these team-member networks coming together, with folks who normally would never work together getting partnered. They are starting to see opportunities, and that’s what’s exciting about the space that we are in—even the very definition of diversity is changing before our eyes.

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Diversity and inclusion cannot exist in a culture that allows bullying in any way. Bullying starts young–examples of bullying in schools with horrific results, especially suicides, are in the news every day. If bullies are left unchecked when they’re young, they grow up to be bullies in the workplace, which undermines diversity management’s impact.

Bullying in Schools

In all societies, people in underrepresented groups are the traditional victims of bullies. And it starts young. GLSEN (the Gay, Lesbian & Straight Education Network)’s National School Climate study has found that 61 percent of students feel unsafe at school because of their orientation, 39.9 percent because of gender identity, 16.4 percent because of religion, 9.8 percent because of gender, 7.6 percent because of race/ethnicity, and 5.3 percent because of disability.

The impact of school bullying was shown in the recent documentary “Bully.” The impact on youth, their families and the loss of potential talent is devastating.

For resources to stop bullying in schools, visit GLSEN, stopbullying.gov, National Crime Prevention Council, End to Cyber Bullying Organization and Lady Gaga’s recently launched Born This Way Foundation.

Workplace-Diversity Implications 

When bullies go unchecked, they grow up to be bullies. They may hide it during the job interview and rise to leadership roles.

But they will continue to target and bully people, most frequently those in underrepresented groups. And instead of fostering an atmosphere where people can bring their whole selves to work and foster innovation, your culture will become one where engagement and retention are seriously undermined.

What You Can Do 

A strong diversity and inclusion strategy will give you safeguards to find and address bullying in the workplace, but you must ensure these practices are available consistently across your organization. Read Diversity & Inclusion Means ‘You Can’t Afford to Be Dismissing People’s Ideas’ to learn how this CEO’s commitment to diversity and inclusion increased innovation at Ameren.

• Clearly State and Communicate Values: Mission statements and consistent values that are inclusive of every group must be visibly present on the website and in other prominent communications. Most importantly, they must come from the CEO and be supported by senior leaders. Read Ask the White Guy: Decision Making, Clarity of Values & What to Do When It Goes Horribly Wrong.
  
• Resource Groups: Your resource groups are your first and best line of defense. Well-developed groups, with the ability to regularly communicate with senior executives, including the CEO, can tell you what’s going on and help create culturally competent solutions.  Senior executives who sponsor groups outside of their own demographics often become more inclusive leaders. Watch Diversity Web Seminar: Resource Groups.
• Diversity Training: Mandatory diversity training that goes beyond compliance and addresses specific cultural-competence education is vital, especially for those who don’t “get” diversity and inclusion and may be bullies. It’s important to follow up and measure the success of training to make sure you have the right programs in place. Read Do White Men Really Need Diversity Outreach?
  
• Mentoring: Cross-cultural mentoring allows individuals to get to know people from underrepresented groups and to “walk in another person’s shoes.” The bidirectional aspect of mentoring, especially for white, male executives, can reduce bullying through cultural education. Read Cross-Cultural Mentoring: How IBM, E&Y & Kraft Increase Diversity in Management.
• Legal/HR Repercussions: If despite all your diversity-management efforts, instances of bullying occur, it is vital to address them quickly and severely. Understand what is legal and what is not, and work with your HR department to ensure nothing is being ignored. DiversityInc is holding a one-day workshop Sept. 13 on Managing Relationships Between HR & Diversity Departments, and bullying will be a major topic.

For more resources on diversity and inclusion awareness, go to DiversityInc.com/diversity-facts.

–Barbara Frankel

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