This is an excellent piece by @nilofer pertinent to #equity #diversity #inclusion #EDI in organizations.
Far too often, leaders look to check boxes but end up missing the mark, alienating their employees, and eroding equity.
hbr.org/2020/01/dont-d…
Far too often, leaders look to check boxes but end up missing the mark, alienating their employees, and eroding equity.
hbr.org/2020/01/dont-d…
"Divergent, dissident voices are the key to growth and innovation. Yet some leaders demonize the people, accusing them of being the problem instead of solving the problem that is being raised."
"The reason is simple: It’s not comfortable to see your shortcomings. It is this discomfort that causes leaders to deflect and defend. And, of course, when leaders do this, they limit whether the organization advances."
There are key tips here from @nilofer :
1) Name the problem - As scary as it may seem, when you no longer have the answers, you get to start building what comes next. It’s something leaders intellectually know they need, but emotionally aren’t always ready to face.
1) Name the problem - As scary as it may seem, when you no longer have the answers, you get to start building what comes next. It’s something leaders intellectually know they need, but emotionally aren’t always ready to face.
2)Define process to work through gaps to solve tough problems - Ask: Is there an ongoing mechanism to address far-reaching issues? Can difficult topics be raised? Is it a regular process?
3) "Celebrate the agitation instead of demonizing the people bringing issues forward. Leadership is about solving problems. If people aren’t bringing you problems, consider why not. Maybe it’s because they stop believing that you care.."
"Not complainers, but champions...problem spotters don’t especially enjoy bearing bad news, but they do it to advance the organization. To help you, the leader. Stop making it so hard on them to help you."
