We recently connected with Matthew Orlando Miller and have shared our conversation below.

Matthew Orlando , thanks for taking the time to share your stories with us today Any thoughts around creating more inclusive workplaces?

Yes, I believe we’re in a period where leading companies in major industries are interested in scaling diversity. However, the question that often gets overlooked is: do we have the social framework/infrastructure to make the shiny new, diverse talent feel included?

A mentor once told me that diversity is an invitation to a dance, but inclusivity is about being at the dance and someone reaching out to ask you to dance with them. There’s a significant difference between the two.

In my experience, there are a lot of companies with extravagant dances and the ballrooms nice, but no one’s dancing. Any company I’ve remained invested in, whether as a stakeholder or employee, has either had that framework or I’ve helped build it.

To be innovative, a company needs to create an environment where people can be themselves, respect different perspectives, but also debate and challenge one another’s perspectives regularly.

In sports, even exceptional teams experience losses, but the quality of the personnel determines the frequency and severity of these losses, as well as the speed at which they bounce back to winning. I believe companies operate similarly.

Awesome – so before we get into the rest of our questions, can you briefly introduce yourself to our readers.

My name is Matthew Orlando Miller. I’m the founder and CEO of Colour, a conglomerate that encompasses social impact, real estate, creative direction, and production.

Growing up on the Southside of Chicago, I was surrounded by exceptionally talented people whose talents were often localized due to a lack of exposure. In an environment where resources were scarce, people I grew up with didn’t always have the opportunity to share their gifts with a wider audience. Despite this, they possessed a confidence that allowed this sense of pride. In those moments it felt if your community viewed you successful then you just were. Growing up, I learned two valuable lessons: success is highly personal, and when paired with the right platform, it can revolutionize conventional standards.

My upbringing instilled a deep sense of desire to connect people with the resources they need to succeed. That’s why I founded Colour—to bridge the gap and provide access to the tools, opportunities, and most importantly people that can make a positive impact and change perception around what’s believed to be conventional.

What’s a lesson you had to unlearn and what’s the backstory?

Great question!

I had to learn how to divest in perception and invest in my actions. This took some time, especially as a professional. There’s this notion of always being “on” and saying the right thing, which is exhausting, by the way.

Once you reach a leadership position where you’re responsible for others’ performance and experience, it becomes disingenuous when your sole focus is on perception. You start leading solely based on compliance, which can cost you opportunities to genuinely support the person, instead of solely focusing on the employee. We bring our personal selves to work because work is an integral part of our lives, so even the concept of professional coaching heavily relies on personal behavior, and the impact of coaching depends on the person you’re coaching to feel you have their best interest let alone know what their interests are.

I also believe this concept was crucial for me to unlearn because it revealed the individuals within organizations who valued me for my true self, not just for my contributions to the company. This lesson helped me identify the right companies and those that weren’t a good fit.

How do you keep your team’s morale high?

You know, investing in the internal experience is really important, but I have to admit, it’s not always easy. As someone who’s been in leadership roles within complex environments, and rapid changing priorities. To keep morale high, I’ve leaned on some practical strategies to foster a positive and productive work atmosphere.

First off, I make sure that every team member grasps how their role impacts our company’s mission. Even though our business priorities might shift, missions usually stay pretty steady. I find it crucial to communicate these priorities clearly and in a way that resonates with each team member’s personal interests and current role.

Also, I like to be transparent about the hard or “non-emotional” data and company metrics used to gauge success in each role. This kind of openness builds trust and clarity, but I find most importantly it invites dialogue and allows team members to take initiative around their growth and development.

Then, you need leaders to comprehend the significance of coaching. Establish a framework to ensure a clear connection between professional goals and current behaviors. Provide regular support and guidance. I refer to this as the “why does it matter” variable. As a leader, you must determine what your team seeks to gain from this experience, and you’ll discover that this varies significantly from person to person.

To effectively track progress, it’s crucial to have a measurable framework in place. This framework should assess whether team members behaviors are influencing key performance indicators (KPIs) that drive business success. Such a system ensures that business priorities remain clear and are communicated effectively. Leaders play a vital role in this process. They must commit to these efforts daily. Yes that’s correct, daily!

And, of course, celebrating team achievements and recognizing their behaviors is a must. By focusing on the details associated to behaviors, you create a positive work environment that encourages growth. This one is easy to miss in fast-paced environments. If you’re not connected to your team and living this work daily, then you can’t see the small things that contribute to success, and when it comes to the performance review period, you’re on a completely different page with your team, which sets the foundation to be a moral killer.

When implementing this effectively, you end up with high-performing teams that not only meet but often exceed expectations. The results speak to their interests, and individuals start building those impressive track records of success. This leads to personal and professional growth, and in turn, boosts retention and morale.

So, for all this to come together, leaders need to prioritize clarity, accountability, alignment, and tangible growth. By investing in these areas, they build positive work environments that really support success and keep talented people around.

Contact Info:

• Instagram: @mattmilleroffical
• Linkedin: https://www.linkedin.com/in/matthew-miller-74326735b

Image Credits

Billy T

Kristina Kelee