Dear readers,
Diversity is widely recognized today as a key driver of success. Different perspectives, viewpoints, and experiences within a team create the foundation for better ideas, more robust decisions, and ultimately, greater innovation.
But anyone who has worked in such a team knows: as inspiring as diversity can be, collaboration can also be challenging. Paradoxically, despite often achieving better results, diverse teams frequently feel less harmonious and secure.
Personally, I’m not a fan of a “comfort zone” approach that avoids conflict and mistakes harmony for quality. On the contrary: I welcome constructive debate in my team, where different viewpoints are voiced openly, focusing on the issue rather than attacking the person. This leads not only to richer discussions, but often to better results. And the best part? Ideally, team members can still go out for a meal together afterwards and maintain mutual respect.
| "Friction is not a flaw. It´s the engine of genuine quality." |
Leading diverse teams requires an advanced level of composure.
Different people bring different perspectives, expressing themselves on a variety of topics from vastly different standpoints. Sometimes I find myself wondering: how do you align this “bunch” towards a common goal? Over the years, I’ve learned one key truth: you first need to develop the capacity to endure diversity. Only then can you think about leading diverse teams effectively. Being able to make space for different perspectives in your own “inner chamber” is a prerequisite for leading heterogeneous teams successfully.
Why is this so important? Homogeneous groups tend to reinforce their own viewpoints and rarely ask critical questions. It’s like standing in a mountain valley, saying something, and hearing your own words echoed back, believing the other person has actually said the same thing. That’s why it’s so valuable to step outside your own echo chamber and truly listen to other perspectives. But be warned: this isn’t easy. New perspectives often challenge our beliefs, can feel uncomfortable, and aren’t always immediately actionable. Still, at the end of this sometimes rocky road lie far better results.
Why diversity drives better outcome, and also poses challenges
Research leaves little doubt: teams and organizations with greater diversity make more informed and economically successful decisions. The McKinsey study “Diversity Wins” (2020) shows that organizations with more diverse leadership teams significantly outperform their competitors. Likewise, the Forbes article “Why Diversity Leads to Better Team Performance” (2024) emphasizes that diverse teams are more creative and decisive due to their varied perspectives.
The links to both studies can be found at the end of this article.
However, diversity also creates a tension that not everyone enjoys. While homogeneous teams often reach consensus faster and feel more harmonious, heterogeneous teams tend to experience more uncertainty and less “flow.” That’s because diversity of opinion brings more discussion, more disagreement and more reflection which costs time and energy. This paradox is not a flaw in the system, it’s its very strength: the friction within a team is the fertile ground for stronger and more sustainable results.
Research also shows: homogeneous groups are less likely to question assumptions critically, leading to groupthink and blind spots. Diverse teams, on the other hand, challenge one another, contribute different experiences and cultural backgrounds, and are thus more innovative. The cognitive demands that come with this may be exhausting but they also build mental flexibility and problem-solving skills.
Balancing the benefits and the challenges
The advantages of diverse teams are clear: greater innovative power, deeper reflection, and stronger business performance speak for themselves. At the same time, these teams often experience less harmony and take longer to reach decisions. Allowing for multiple perspectives means accepting more disagreements, conflicts, and communication challenges. Different backgrounds and experiences can lead to misunderstandings that require deliberate management.
That’s why diversity in a team is not something to take for granted, it’s a leadership responsibility. You must be willing to see friction not as a problem, but as an opportunity. You should establish the structures that allow these tensions to be worked through constructively and turned into strengths. This might mean setting clear decision-making processes, ensuring psychological safety, and fostering a culture of constructive debate that avoids personal attacks.
Making diversity work for you
What can you do to unlock the full potential of diverse teams? A few suggestions:
Encourage open discussion. It’s not a sign of weakness but a driver of innovation. Keep debates respectful and free from personal attacks.
Create a safe environment where people feel free to voice their opinions, even unpopular ones. Treat mistakes as opportunities to learn, strengthening trust and openness.
Establish clear rules and processes so diverse voices can be heard while still enabling timely and sound decision-making.
Make diversity a long-term commitment, embedding it in your culture and supporting it with ongoing training and development.
Conclusion: Diversity is not a risk, but a leadership task
Diverse teams don’t run themselves. They are complex systems that require strong leadership. Leading them means not just tolerating differences, but actively enabling them. Friction and disagreement are not flaws, they’re the fuel for true excellence.
Yours, Daniel Keller
Further reading and resources:
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At KellerPartner, we understand diverse teams and the dynamics that shape them. We’re here to support you on your journey. Explore our e-learning modules on successful teamwork and related topics. |
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