As leaders, we need to embrace multiple cultures within our organization, all while still retaining and championing a solid core. But if the friend of productivity is culture, yet the enemy of diversity is homogeny, what exactly is the answer? In a word (or two): values statements.
Our education and development department has begun offering new resources to teachers to help them discuss challenging topics with children. But what about our employees? How can we help our leaders to create safe spaces for this kind of big talk?
There is a concept in couple’s counselling called creating a “safe zone” to help manage difficult conversations. When one of the pair is about to bring up a topic that could be potentially hurtful or hard for the other to hear, he or she signals this by asking, “Can we go into the safe zone?” This helps the other party prepare for what is coming and deescalates the fight-or-flight reflexes that might otherwise occur. It got me thinking about how we can quickly create a “safe zone” for continuous feedback in our workplaces. I have written previously about the importance…
Inclusive leadership is a journey, not a destination. Each time your team grows or changes or something new happens in employees’ lives, you can choose to make an assumption or you can choose to find out more. Sometimes there just aren’t enough hours in the day to be curious and keep asking the questions, but as a leader with the highest expectations of success, you can’t afford not to.
By recognizing that uniqueness, diversity and inclusion in teams brings huge benefits in innovation, fresh perspectives, and enhanced problem solving. But to get there – true workplace diversity — requires first engaging in some introspection into the part you play—what I call the “Being” part of the process.
Employee coaching is the act of helping people to solve their own problems rather than telling them what to do. This is important because it allows employees to develop their own critical thinking skills. Ultimately, it’s also the best way for leaders to develop their pipeline.
Employee feedback should be a consistently used and fully integrated tool in every leader’s toolkit. Leaders who regularly provide feedback to employees, both positive and negative, have a better chance of sparking positive growth and development in their team members.
In an environment in which big and small data provides multiple mirrors in which to see ourselves as leaders, our ability to interpret, and then quickly respond to employee feedback is becoming an increasingly critical competency.
What can you do as a manager to help employees navigate through a current lack of promotional opportunities, so that you keep them engaged, and keep them in your organizations?
Career development is good for employees and for talent goals. But many organizations fail to connect the dots for employees between available development opportunities and their potential for advancement within the company.