Get yourself set for success by having spirited discussions about your leadership.
The year is coming to an end, and we begin the new year. Many of us will be contemplating ways to ensure that we are successful for the following year. One of our issues could be getting executives excited about significant changes to this area: diversity, Equity, and Inclusion work scheduled for 2022. We are currently in an exhausting period following the various pivots (i.e. residual effects of Covid remote/hybrid-working and the need for culture) implemented in 2021. Diversity Inc suggests that we’ll also need to confront trends related to Artificial Intelligence, Technology and many more over the next year. As we get ready for the coming year, we must be aware of the summary process when we review and discover information that could lead to difficult discussions with our people in our work. To provide honest feedback to executives, it is essential to recognize our obligations and set the scene for more outstanding commitments and actions that transform the workplace.
Acknowledge Our Roles
In the case of the mediator, do not try to break down and manipulate natural language to guarantee a sense of palatable. 2021 has given us an entire swath of truth serum, which deserves to be recognized and acted upon. Most employees are incentivized to share their natural voices, while those who aren’t encouraged to do so internally are sharing it with the world. It is essential to pay attention and make changes as needed.
In our role as messengers, bias may get into the mix where we leave out or misrepresent information to avoid provoking or difficult conversations. For instance, when we know that the leaders aren’t supportive of DEI initiatives, it’s tempting not to engage in discussion that isn’t in the best interest of the group, mainly if this isn’t the first time we’ve done it or if you feel like you’re pushing a boulder upwards. It is imperative to plan to stay clear of the groupthink and confirmation bias and then show up and deliver genuine messages that merit airtime. The news we share is vital and can help change the workplace. Think of yourself as a person with engaging ideas to convey your message to the right people.
Leaders who have received insights into culture must make time to prepare themselves and their team members for the feedback. You might want to add a space on the agenda for meetings to consider and prepare for the reception of negative feedback. It is also possible to prepare ourselves to be successful by establishing ground guidelines for the discussion and allowing everyone to participate in the debate. A practical method for absorbing information is to model desired behavior using different views before the meeting. These steps set the tone for creative solutions during the meeting debrief (insights reviewing) conference, which could go out of the window if confronted by defensiveness. Engaging in conversations that create an atmosphere of safety for receiving genuine feedback is a sensible step. Being curious about the feedback received is a great way to go. The desire to defend yourself against criticism is expected. Flexible leadership styles are vital.
Commit to Long Term Success
Both receivers and messengers are crucial to the long-term success of creating more inclusive workplace cultures. Messengers require leaders who ensure accountability and support for Equity, diversity, and inclusion. Receivers require guidance on staying well-informed, demonstrating vulnerability, and best supporting efforts within the ever-changing DEI environment.