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Belongingness in the Roaring 2020s

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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?

Five Generations in the Workforce! How Are They Getting Along?

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With older generations living longer and leading healthier lifestyles, amazingly there are now five generations in the workplace!  Each generation brings a distinct style and strength to the workforce. Authors Twiana Armstrong, Kimberly Layne and I discuss how leaders are responding to intergenerational dynamics.

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

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

#Roaring20s #Roaring2020s #leadership

[Video Transcript]

[Twiana Armstrong]

Leadership historians capturing business and workplace cultures will write extensively about these times – yes, about Covid-19 and the other pandemics that have beset the business world, and also about resources, human resources.  With longer life expectancies, 5 generations now occupy the workplace. Leaders must focus on developing a culture of collaborative agreements, harmonious engagements and cohesive team building. Understanding how to manage, develop, train and lead each generation is one of the pathways to success. Research shows that the 5 generations: traditionalists, baby boomers, gen X, millennials also known as gen y and the gen z’s, each have unique characteristics that motivate and incentives their behaviors. In order to execute goals and engineer expectations, leaders must be well versed in these characteristics. These are just a few offered by Intergenerational experts for those leading multi-generation teams:

  1. Match the workforce to the customer base.
  2. Create councils and boards that are intergenerational.
  3. Pay attention to employee demographics.

To quote intergenerational expert Haydn Shaw, “Every generation in the workplace has value, each has their own strengths, their own weaknesses, and their own unique tenets.  Each is indispensable and when they come together as a synergistic force, they can be unstoppable.”

Leaders, let’s talk, share your tips on how you successfully lead intergenerational teams.

[Matt Schlegel]

That’s such a great point about having five generations in the workforce now, with each bringing a distinct style and strength.

One of the things that I’ve observed, is how the education of younger generations is influencing their expectations in the workforce.

For instance, when my kids were going through elementary school, the classroom structure was so different than when I went to school. It was much more of a Montessorial style, which promotes collaboration and self-direction, whereas my classroom, all the desks were lined in rows, facing the front of the classroom, looking at the teacher. The teacher stood up at the front of the classroom and taught us and interaction etween students was discouraged.

my kids’ classrooms were very different.  All of the desks were in pods and all the kids were facing one another.

That structure encouraged the kids to learn from one another as much or more than learning from the teacher.

This classroom structure instilled a  sense of collaboration and self-direction. And my kids experience that style throughout their formative years.

These school experiences shape expectations for how they will engage in the workplace. They expect to have that same sense of collaboration, self-direction and empowerment. They assume they will have a say about what work gets done and how it will be get done.

Leaders from older generation will benefit by understanding these expectations of Gen Z and younger millennials.  Doing so will improve employee retention and create a more motivated workforce.

[Kimberly Layne]

Roaring 2020s – What Are We Letting Go Of?

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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.

 

 

Black History Month – Celebrating Frances Ellen Watkins Harper

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For Black History Month I turn to Frances Ellen Watkins Harper and her important contributions as an abolitionist, a suffragist and a feminist. I also reflect on how important feminists like Harper were largely written out of history as Dr. Kyla Schuller, assistant professor of women’s and gender studies at Rutgers, describes in her recent book, The Trouble With White Women.

#BlackHistoryMonth #BHM #DiversityEquityInclusion #DEI #Feminism

[Transcript]

We’re celebrating Black History Month. And I’d like to take this opportunity to highlight an extraordinary woman, Frances Ellen Watkins Harper, as a poet, author, and lecturer, Frances Ellen Watkins Harper was a household name in the 19th century. She was born in 1925 to free parents, and she became an orphan at age three, and was raised by her aunt and uncle. Her uncle William Watkins established his own school, the Watkins Academy for Negro Youth, which Harper attended. She wrote her first volume of poetry called Forest Leaves at age 21. At age 26, Harper began writing poetry for anti-slavery papers. Her poem Eliza Harris was published in The Liberator and in Frederick Douglass’s paper. Her poetry focused on issues of racism, feminism, and classism. In 1859, Harper published a short story in the Anglo-African magazine called The Two Offers, the first short story by an African American woman.

In 1866, Harper spoke at the national woman’s rights con invention in New York. Her famous speech entitled, We Are Bound Up Together, urged her fellow attendees to include African American women who faced the double burden of racism and sexism in their fight for suffrage. Harper spent the rest of her career working for the pursuit of equal rights, job opportunities, and education for African American women. She was co-founder of the National Association of Colored Women’s Clubs and the director of the American Association of Colored Youth.

As part of my research, I listened to an interview with professor Kyla Schuller on The Majority Report podcast. Schuller is an assistant professor of women’s and gender studies at Rutgers. And in her recent book, The Trouble With White Women, Schuller brings to life the 200-year counter his history of black, indigenous, Latina, poor, queer, and trans women pushing back against white feminists, and uniting to dismantle systemic injustice. Feminist heroes, such as Frances Ellen Watkins Harper, had created an inclusive and intersectional anti-racist feminism. The reason that Schuler’s work is so important is that it shows how the feminist heroes like Harper have been largely erased from history. For instance, despite writing the quintessential first wave feminist text, History of Women’s Suffrage, Elizabeth Cady Stanton and Susan B. Anthony’s feminism was actively based on beliefs that black suffrage could not take precedence over women’s, leaving Harper’s beliefs entirely out of their project.

The black community continues to face challenges for equity inclusion in 2022. So please reflect on those challenges and consider how you can become a supportive ally. Thanks for listening.

Roaring 2020s Leadership, Wellness and DEI

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New Year’s Resolutions check-in time!  Our Roaring 2020s discussion continues in 2022 with a focus on leadership, wellness and DEI (Diversity—Equity—Inclusion). Speaking of wellness, I have a personal goal of living happily and healthfully to one hundred.  To that end, I do a 3-week cleanse 3-times a year. This year, I took advantage of the Omicron wave to avoid going out (another resolution is to avoid CoVid, if at all possible) while I did a restricted, elimination-diet cleanse. It’s giving me a fantastic feeling to start the new year!  How are you doing on your New Year’s Resolutions?

My Roaring 2020s partners:

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

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

#Roaring2020s #Leadership #Wellness #DEI #DiversityEquityInclusion

[Transcript]

[Twiana Armstrong]

As we forge into 2022, 3 key and critical life impacts command attention – leadership, mental health/wellness and DEI, diversity, equity and inclusion. Leadership – whether leading a team or leading self, in order to realize results, cement accomplishments, or even fulfill personal achievements, a strategic plan is required. Mental health – pandemics on multiple fronts continue to plague our sensibilities. Self-care is a priority, assuring we are taking care of ourselves so that we can take care of those in our ecosystem. Thirdly, DEI – We must sustain our efforts to ensure that every person is seen and heard. Strategic plans must include goals and objectives for saturating belongingness into our lives. Join us every month in 2022 as we explore leadership, mental health and DEI, as we share how we as leaders can and should make positive impacts in each arena.  We encourage you to engage in the conversation, share your point of view and perspectives – utilize the platform to educate and to learn.  Steven Maraboli tells us “We were placed on this earth to achieve our greatest self, to live out our purpose and to do it courageously!” Leaders, as you define normal in 2022, make space to build clarity around leadership mental health and DEI.

[Matt Schlegel]

Thanks, Twiana And Happy New Year to you both! I am delighted that we’re starting the year on the topic of wellness. I have a overarching goal of living happily and healthfully to a hundred. So wellness is a big part of that. Typically I do a 3 week cleanse three times a year. It’s hard to find 3 weeks in a row when there aren’t fun things going on that make it hard to stay on the cleanse. Well this year I’m taking advantage of the Omicron wave while I am hunkering down to do my cleanse. Now Clearly getting Covid would not make me happy nor healthy nor help me live to a hundred, so I want to avoid it if at all possible. And Because I am not going out, I’m happy to report that I have been able to stick with the cleanse perhaps the best ever. And, I’m loving how I’m feeling now. The first week was a little rough, mostly from coffee withdrawal. Now in the second week, my energy’s back and I have all the energy that I used to have but used to relied on coffee for. It’s great to see my body snap back and respond so well. So that’s how I am starting off my Roaring 2022. How about you, Kimberly.

[Kimberly Layne]

Forty percent of our working population experienced mental illness such as sever depression and anxiety in 2021. Yes, that number is scary but what is the even bigger concern is that this forty percent is double the figure from the previous year.

We are on an increasing trend of mental illness, depression, feelings of isolation, anxiety, in the workplace. I speak often about the isolation epidemic where 50% of Americans feel isolated, (before the pandemic) and with the onset of covid went up as high at 80%.

Working from home, family illness, the increased ambiguity, uncertainty, and lack of social and physical contact in our working environment, has led to these increasing numbers. We as organization, and leaders must ensure we put a lens on the overall wellbeing of our people, not just physically but mentally. We must make a conscious plan and effort to allow for our people to feel safe to express their own challenges in their emotional wellbeing.

In my role as Principal at Performance Leadership Intl. I am passionate about engaging leaders to be more conscious of how they lead, manage, and communicate When I coach and consult with leaders and teams I do so with the intent to create more connection, by defining  better ways to engage, motivate, and affirm our employees and teams.. When we do this as leaders, we help the workplace become the new thriving community place where everyone feels heard, valued, supported, and most importantly belong.

 

Join us as we discuss these important topics of Dei, mental health and emotional wellness in the workplace in our 2022 series.

What are you doing at your organization and as a leader to ensure D@A, wellness, and mental health stereotypes are eliminated and your people feel safe to express who they are, how they feel, and what emotional and wellbeing challenges they may be facing that inhibit them from being and doing their best?

 

 

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