Are you reacting differently to these quotes? Would it be different if they weren’t attached to the photos or attributed to a specific person?
This isn’t a new phenomenon but it seems to be getting worse. We are not very good at listening to people we perceive as different from ourselves. That makes it hard to build inclusive work teams, share diverse points of view, and leverage the strengths of everyone on your team.
The founders of Living Room Conversations want to help people actually listen to each other rather than debate and talk at each other. Recently a number of leaders at several of our campuses have used the Living Room conversation agreements and topic-specific conversation guides to tackle the tough topics of status, privilege and race with diverse groups of faculty and staff.
- Be curious and open to learning
- Show respect and suspend judgement
- Look for common ground and appreciate differences
- Be authentic and welcome that from others
- Be purposeful and to the point
- Own and guide the conversation
The actual conversations become structured “deep listening sessions” that include an orientation to the process, intentional time-keeping and facilitation and a closing period. An example of the status and privilege guide can be found here – Conversation Guide.
I can attest to the almost magical listening and sharing that occurs during a living room conversation. People stop interrupting each other, they smile as they hear the stories others share, and they are surprised by how easy it is to share their own story with people who are actually listening to them.
When we asked participants after the conversations the majority responded that they had not changed their personal points of view but they now could see more common ground with their colleagues, despite their differences. Further, there was universal support for more dialogue.
Using a structure to help people actually listen to each other can provide a starting point for greater inclusion, in the workplace and beyond.
Posted in building teams, chief diversity officers, Diversity, equity, racial tension, resources
Tagged blind spots, cultural competency, diversity, equity, listening, trust
In his 2016 book, Driven by Difference, David Livermore makes the case that high-functioning, diverse teams outperform homogenous teams. However, he says diversity by itself doesn’t contribute to organizational success unless it supports your organization’s mission. And, he adds that unless leaders leverage diversity’s potential, it can actually erode performance and productivity.
So how can a leader leverage the potential of diverse teams? The secret is to minimize conflict while maximizing the informational diversity found in varied values and experiences. To overcome inherent frictions among diverse team members, Livermore says a leader needs to develop their workforce’s cultural intelligence or CQ.
Drawing on success stories from Google, Alibaba, Novartis, and other groundbreaking companies, Livermore identifies key leadership practices and elements of cultural intelligence that fuel innovation:
CQ drive: Build a desire to learn about other cultures and a willingness to adapt.
CQ knowledge: Cultivate appreciation and understanding of cultural differences.
CQ strategy: Be aware of the perspectives and ideas of different people and how their viewpoints affect the work of teams.
CQ action: Adjust to cultural differences and leverage diversity into results.
Leaders can increase their teams CQ by encouraging curiosity, listening, respect and “perspective-taking” among diverse team members. Drawn from real-life examples, Livermore demonstrates that innovation is fueled by cultural intelligence and the ability to see things from others’ perspectives. Encouraging employees to consider their co-workers’ points of view and to mix their colleagues’ perspectives with their own can pave the way to developing innovative solutions that borrow from many ideas and work for everyone.
What advice do you have for increasing your team’s or your own cultural intelligence?
Posted in build organizational talent, building teams, chief diversity officers, Diversity, equity, inclusion, Innovation, Leadership, leadership challenges, racial tension
Tagged cultural intelligence, diversity, inclusion, innovation
We know that leaders play an important role in ensuring that everyone has an equal chance to perform at their best and achieve their career goals. A recent blog post from Harvard Business Review highlighted one key aspect of this responsibility.
The authors described two types of work: “office housework” and “glamour work.” As you’d expect, the first consists of the backstage tasks necessary to keep things flowing – everything from making coffee and taking notes to sitting on routine administrative committees. It needs to get done, but it rarely happens in the spotlight. Glamour work, on the other hand, consists of chairing key committees or task forces, serving on innovative teams, and high-profile or stretch assignments.
The research found that minorities and women spend significantly more time on office housework than their white male counterparts. In some cases, certain people are perceived to be better at organizational or care-taking roles. Others may feel pressured to volunteer for these tasks or face negative consequences for not being a “team player.”
What can managers do? The first step is to identify the main office housework tasks for your team, and then assess whether anyone is doing more than their fair share. Create a system for rotating the tasks and hold everyone accountable for completing them.
When glamour work is assigned, be intentional and strategic to be sure everyone is considered. If some team members are more prepared than others, use strategies such as job shadowing and development plans to ensure that everyone is able to showcase their strengths.
Creating a team where everyone pulls their weight on the routine tasks and has opportunities to grow professionally not only demonstrates inclusivity. It also builds high-performing teams and creates an environment where everyone can succeed.
Dee Anne Bonebright
As an introvert I am not always comfortable making connections at work, even though people naturally listen to me and accept me. After all, as a white male I am a member of the dominant culture and I am automatically included. The same is not true for employees with a diverse background or from a non-dominant culture. They struggle to be included.
A recent article, Diversity and Authenticity, in the March-April 2018 Harvard Business Review highlights that “decades’ worth of studies have shown that similarity attracts – a phenomenon known as homophily.” The study focused on the reality that “disclosing elements of one’s personal life and forming social connections are easier within one’s own group than they are across a demographic boundary like racial background.” In other words, it is easier to hire a diverse team than it is to ensure that everyone feels included.
The authors suggest three strategies to break down the barriers to inclusion.
- Structure – Introduce structure and clarity to team events to facilitate shared and equal opportunities to talk to all team members. Define roles and reasons for activities and clarify the expectation of non-judgmental listening.
- Learning – Role model and facilitate a learning approach to dialogue rather than a statement-driven approach. Research indicates that genuine curiosity and open questions make it easier to share stories across differences and make an emotional connection.
- Mentorship – Utilize informal “buddies”, mentors and employee resource groups to facilitate relationship building for both new hires and employees from marginalized groups. These more experienced colleagues can help break down social barriers, provide background information, context and make introductions.
Leaders can build inclusion by helping team members make connections across their differences.
“How do we transform what we do in light of both how today’s students learn, but also WHO they are?” That was the provocative question asked by Interim Chancellor Devinder Malhotra last month when he spoke at a Luoma Leadership event. As we know, our classrooms are becoming more diverse, with new learners accessing higher education from communities that have traditionally had low participation rates in higher education.
To ensure student success, Chancellor Malhotra said we must align ourselves to new student demographics and the new workforce needed for our knowledge-based economy. He challenged all leaders to engage with underrepresented groups and embed themselves in their communities in order to accomplish our mission of serving all Minnesotans.
To do that, he advised that leaders not only learn about these communities, but that we learn with them and from them. Doing so will ensure that Minnesota’s businesses and industries will have the talented workforce they need so communities across the state can thrive.
During the month of March, we will explore the leadership competency: valuing diversity. As you can see from Chancellor Malhotra’s remarks, valuing diversity is not just a good thing to do, but it is a strategic imperative. We must transform what we do in light how students learn and WHO students they are. In Minnesota State, here are the key behaviors that leaders are expected to demonstrate in valuing diversity:
- Demonstrates inclusivity in work processes and work teams.
- Encourages and promote the diversification of our faculty, staff and student body.
- Actively seeks out and invites alternative viewpoints in planning, discussions, and decision making.
I invite you to join us in the conversation about our commitment to diversity, equity and inclusion this month.
Beginning this month we’ll be looking at the next set of Minnesota State leadership competencies. They are grouped under the category of Leader as Relationship Builder, and include:
- Values diversity
- Communicates effectively
- Builds trust
I occasionally work with project leaders or team managers who consider these activities as “fluff” that takes time away from the “real work.” For example, when I facilitate project team kick-off meetings we always spend a significant portion of the time getting to know each other, understanding communication preferences, and identifying the strengths each member brings to the table. This can feel less important than digging into timelines, deliverables, and action plans.
However, I’ve learned over and over that if good working relationships are in place everything else flows quicker and smoother. Over the next few months we’ll dive into the many ways that building relationships is a key component of leadership work.
Dee Anne Bonebright