Diversity

To Diversity, Equity and Inclusion we are increasing adding Belongingness as a central consideration in creating healthy workspaces and organization.  Here authors Twiana Armstrong, Kimberly Layne and I discuss considerations for leaders who are working to bring belongingness to their organizations.

Kimberly Layne: https://www.kimberly-layne.com/

Twiana Armstrong: https://linkedin.com/in/twianaarmstrong

#Roaring20s #Roaring2020s #leadership #DEI #DEIB #Belongingness

[Video Transcript]

[Twiana Armstrong]

The Diversity, Equity and Inclusion work has added another life element to communal efforts towards building an open, accepting and educated society. DEI and B for belonging or belongingness. Per Wikipedia belonging is a human emotional need to be an accepted member of a group – be it family friends, co-workers, or religion. Belongingness is an art and a science. Art because it is a “complex and dynamic process unique to each person.” And a science because psychologists’ research is believed to have captured and measured this innate and inherit need to belong in infants as young as two weeks old. Belongingness is not new. A sense of belonging comprises one of the concepts of the hierarchy of needs outlined by Abraham Maslow’s paper titled “A Theory of Human Motivation” submitted in 1943. As a reminder, Maslow’s Hierarchy of Needs is displayed as a pyramid of the 5 human needs: physiological, safety, love/belonging, esteem, and self-actualization. Leaders’ it is fundamentally important to create a belonging culture.  One that is measured by workforce retention and increased productivity. Validate and encourage an accepting workspace community, one that allows employees to show up as their authentic identity, be open to new ways of working, and demonstrate a mindfulness of others.  These are just a few tips.  Matt, what are you sharing about belonging or belongingness?

[Matt Schlegel]

We have instinctual rapport-building processes that allow us to build trust with one another.  Many of these instinctual processes tend to drive us towards conformity.

Birds of a Feather Flock Together.  Go Along to Get Along.  These are just a couple of the sayings  that describe this human instinct.

An organization that strives towards making people feel they belong regardless of how they present (pause) may face headwinds in rapport-building amongst team members as they will have to consciously and deliberately explore our innate rapport-building instincts.

Robert Sapolsky in his book Behave describes the part of the brain – the insular cortex—that drives our in-group and out-group responses.  There are 3 main responses,

One is, “I care and think it’s great with distinctly-presenting people showing up;”

A second one is, “I care and don’t like outsiders;”

And a third response is, “I really don’t care one way or another.”

Organizations working towards building belongingness must raise awareness of these distinct responses and make accommodations for conversations that allow all employees to realize that mission of the organization is the one thing all have in common.  We all have differences, and we can appreciate that these differences are our strengths in helping us achieve our common mission.

Kimberly, what are you thinking about in terms of belongingness.

[Kimberly Layne]

Thanks Matt, yes, an organization can define its culture, and as a leader you are executing on that definition. Are you inviting your people to belong or are you asking them to fit in?

Fitting in or Belonging are two different cultures and Brene Brown states that belonging and fitting in are the opposite of each other.  Why?

Belonging is allowing and inviting your employees to show up as they truly are in their complete individuality and uniqueness in gender, ethnicity, education, and style. They have embraced and honored themselves and they have chosen to show up with full authenticity and vulnerability. Not pretending to be someone they are not.

Fitting in is asking your people to show up in a certain way, to meet certain criteria to “fit in.”  and therefore, meet the criteria to “belong.”  By trying to fit in they will have to betray or dishonor themselves.

True belonging doesn’t ask us to change who we are (or betray ourselves) but asks us to be who we are (and embrace ourselves).

As a leader, will you choose to create a culture of true diversity, equity inclusion, and belonging or just pretend that you are through fitting in criteria?

This month fellow authors Twiana Armstrong, Kimberly Layne and I discuss Woman’s History Month, The Great Resignation, the increasing need for emotional spaces in the workplace, and how leaders can create transformative change in the workplace when they lead with intention. We identify that changing times require us to let go of old ways of thinking and looking to new ways of doing business.

Find Kimberly and Twiana here:
Kimberly Layne: https://www.kimberly-layne.com/
Twiana Armstrong: https://linkedin.com/in/twianaarmstrong

#Roaring20s #Roaring2020s #Leadership #DEI #DiversityEquityInclusion #WomensHistoryMonth #EQ

[Video Transcript]

[Twiana Armstrong]
The last 2 years have been a laboratory of change – the world as we know it has twirled, swiveled, and pivoted depositing a dichotomy of what’s normal. The1920’s workplace ushered in legislation in some industries mandating an 8-hour workday and the workweek fell to 50 hours. Influenced by such changes, business leaders argued across sectors for either goods and growth or for leisure time which addressed the social construct that long hours were unhealthy, dangerous, and counterproductive, especially to marginalized groups such as women and children. In the 2022 workplace we witness the Great Resignation. Leaders, what are you deciding to let go of this year in the face of this dichotomy? Do you argue the “Gospel of Consumption” for goods and growth, or do you argue on behalf of worker self-care? In this whirlwind of changes, we saw some business results exceed expectations. We also recorded a record number of women exiting the workplace in the face of competing priorities. As we honor Women’s History Month, the Letting Go Conversation will breathe life into solutions to rectify this exodus, as well as solutions to fix worker shortages. Leaders, add the “Letting Go Conversation” to your strategic plan. You owe it to your consumers and your employees. Kimberly, what say you about the Letting Go Conversation?

[Kimberly Layne]
Thank you Twiana, before I share the letting go
I want to acknowledge that this is women’s history month, let us recognize the capacity of women to be nurturing and typically more comfortable with their emotional content. Leaders can learn from this presence of an emotional factor in managing their employees such as nurturing, care, and empathy, that women tend to bring into the workplace. These characteristics have been proven to be an intrinsic motivator for our employees to feel valued, connected, and understood.
So, I ask the leaders of today. what have you decided to let go of this year, to ensure your capacity to lead and grow your teams individually and collectively to their personal best, can be achieved?
Many of you know that I am big on the Power of Human Connection and the importance of in person communication and energy exchange to maximize the emotional connection between ourselves and our employees.
So, you might be surprised to hear me say that I am encouraging my leaders in my coaching sessions to let go of the mindset that we cannot be effective leaders, have high engagement, community, and creativity if we are not seeing or meeting with our employees, and clients in person.
These dear leaders, NOW is today’s reality, and our future – Hybrid or fully virtually environments. We CAN build connection, inclusivity, acceptance, and community and we must let go of the belief that we cannot.
Creative teams, employee connected cultures, and community workspaces can be achieved, and the typically labeled female “soft skills and a High EQ are the keys to creating the strong engagement, community, and inclusivity in your now reality.

Matt, what are you recommending that we let go of this year?

[Matt Schlegel]
Happy Women’s History Month.

The Great Resignation has much to do with women’s role in the workforce, especially those with the dual role of managing a household and juggling career and kids.

Increasingly, there’s a tremendous amount of emotional work being placed on us all, our family, our friends, our co-workers and ourselves. Dealing with the pandemic, now the war in Europe and all against the backdrop of climate change. It can be emotionally overwhelming. We need leaders who will let go of outdated stereotypes and envision a future that is more just, equitable and inclusive.

I found one such example at my own Alma Mater, Harvey Mudd College. In 2006, Dr. Maria Klawe was hired as the first woman president of Harvey Mudd. When she started about 30% of the student body were women, about the same as when I attended 20 years earlier. Today, women compose half of the student body. Further 40% of the faculty are female. Dr. Klawe illustrates the possibility of transformative change in an organization when change is undertaken with intention.
Also, she shows how you can let go of stereotypes like “Women aren’t good at math and science.” When women are giving the opportunity, they can perform equally well to their male counterparts.

Also, we need to let go of the idea that emotions aren’t allowed in the workplace. We’re human beings, we are emotional creatures, and it’s important to acknowledge that fact especially, during challenging times.

Successful leaders will intentionally create diverse and inclusive workplaces, ones that acknowledge our humanity.