I recently wrote that I needed more than ally in order to feel included and valued as an employee in the workplace. It wasn’t that being an ally was bad, it’s just because it falls short of the need to make my struggle your struggle. The only way that significant sustained progress will happen is for the objectives of inclusion and diversity to be personal. We mostly care about things that matter personally.
The ability to demonstrate empathy is a core competency of emotional intelligence. Fortunately, empathy is a skill that can be learned. Caring builds the empathy muscle and it’s a value that needs to be practiced every day to really master it. In a course called “Living Undivided,” I learned that when you really care you will:
C– choose to allow someone else’s experience into your heart,
A– Acknowledge that their feelings are valid,
R– Recognize the emotion in their experience, and
E– engage and lean in to seek a deeper understanding.
In a meeting to discuss how to build capability within our talent pools, a manager (who I will call Steve) asked why he never heard about any employees from a certain country when discussing executive development. He always heard about the great talent in that country and how much they were contributing but none had been identified with executive potential to date. Just his question started a flurry of activity. Contacts were made within minutes to ensure there were meetings to discuss their potential and development needs. Suggestions were recommended to make sure that there were no arbitrary limits put on their potential (and there were) and steps were taken to make sure a review was planned as soon as possible of the top talent in that country. More leaders should be like Steve. He is more that just an ally.
One Employee Resource Group (ERG), has a senior manager who went to bat to make sure they didn’t lose traction in their mentoring program while waiting on the corporate program. They tested to see where there would still be gaps and aligned their program to make sure that everyone in the organization got the additional feedback and support provided by mentors for their development. Recognizing that their voice carried weight, they leaned in to make sure members of the organization didn’t fall through the cracks because mentoring has been proven to help minorities and women succeed.
At an individual level, caring is staying after work to discuss strategies for balancing work demands with the challenges of being a single parent. It can also be inviting someone on your team who doesn’t look like you to your home or visiting them at their home to get to know them and their family. It can be giving the gift of feedback to someone you know is struggling to understand why they aren’t doing as well as their peers when they are working twice as hard but you know it’s behavioral.
I certainly don’t have all the answers but I do know that people don’t care what you know until they know that you care. Let’s stop trying to be validated and start being the type of humans others want to be around at work — people who care.
I think it is awesome that there are many allies within Black employee networks and other minority employee resource groups within corporations. It’s a proactive way to show support and make a statement regarding the importance of inclusion and diversity. However, in my humble opinion, this falls short of what is really needed to move the needle with respect to equitable representation at all levels and creating a culture that embraces the unique strengths of our employees regardless of their race, ethnicity, religion, sexual orientation, or gender. What we really need are leaders and employees who form an alliance to achieve the aspirational culture defined by the company’s I&D mission statement. An alliance recognizes the combined strength of its partners to advance both the collective and individuals.
As business-minded individuals, we all understand the need to move from continuous improvement and incremental innovation to strategic and step-change innovative actions to win in an increasingly competitive global economy. Yet, the same is true of our I&D efforts. The time has come for us to do more than meet the minimum requirements. It’s time to put action to our well-crafted words of support for inclusion and diversity. Not because you want to meet a target. Not because it’s the right thing to do. Because creating an inclusive environment for a globally diverse workplace is a competitive advantage. Leveraging all the talent within your company is the only way to get a great return on the investment made in recruiting them. However, it is only when I&D is personal that we can bring about sustainable changes.
Let me explain. When I joined the workforce thirty years ago, there were very few women and those who were here then spent a lot of time focusing on assimilation (e.g. trying to fit into a very male-shaped mold). However, I noticed a significant shift when the wives and daughters of our executives started complaining about the challenges they were facing in the workplace. All of a sudden, work-life balance, childcare, and flexible work became important to the men in power. Because it became personal. When someone you know and care about is struggling, you want to do everything in your power to help them out. These weren’t uncaring men. It just took a while for women’s issues to become their issues.
In a recent conversation with a diverse group on racial equality, I was curious as to why a group of late-career or retired white men and women cared about the topic. Once I learned that they were either an immigrant to the U.S., in a biracial relationship, or had biracial grandchildren, it all clicked. Before that, other races were just that, other. When something doesn’t concern you, it doesn’t mean you don’t care. It’s just not something you think about on a day-to-day basis. I understand that. However, our success as a species depends heavily on our ability to care about the entire human race. This is what the generation entering the workplace today sees more clearly than the baby boomers who made little progress in this space since shortly after the civil rights movement. I’m with them. I care about more than just my family, my community, and those who I know personally.
Martin Luther King, Jr. once said “We must learn to live together as brothers or perish together as fools.” Likewise, we must learn to work together, look out for each other, and champion one another for us to create true inclusion. Allies should not be my competition because we are on the same team. Because we care, our mission should be to do all that we can to break down silos in the workplace and help the next generation to succeed where we could not. As an alliance, we can work together to tap into the strengths and capabilities of all the amazing people that we hire and channel their collective energy into building better companies, better work environments, and a better world. When we leverage the capabilities of the entire diverse workforce and make everyone feel valued, we all win.
My identity has been shaped by being a baby-boomer born in the deep south and raised as a staunch southern Baptist who has worked for over 25 years in a large multinational corporation and is now living and working in the Middle East. At heart, I still consider myself a country girl from Memphis who spent summers as a child playing in the dirt, shelling peas with my grandmother, and eating homemade ice cream on the fourth of July. Never in their wildest dreams would my grandparents imagine that the skinny knock-kneed little girl they knew and loved would become a global leader who’s traveled to over 50 countries and interacted with men at the highest echelons of business. However, my journey has given me a wonderfully broad perspective on equity, diversity, and inclusion.
Why Does This Matter
Living at the intersection of race and gender equality has taught me how to survive in an environment with the odds stacked against me. Black women often attribute their lack of advancement to the fact that it’s challenging to find sponsorship in their organizations because they have trouble relating to those with whom they work (Cheeks, 2018). However, I now see more challenges as it relates to economic disparities. What helps me stay grounded is remembering my modest beginnings. It helps me to relate to people at all ends of the socioeconomic spectrum. When I am transparent and openly share my experiences with other leaders, it helps us both to find things that we have in common and not dwell on our differences. This helps us to see each other’s humanity. I find they then treat me as an individual rather than as a member of a group that they don’t understand or relate to.
The study of intersectionality is an emerging body of research that looks at implications of having multiple areas for potential discrimination. As an HR professional, I’m obliged to help business leaders by identifying the factors that help or hinder people from fully engaging to achieve their strategic objectives. I believe that understanding and focusing on intersectionality is key to engage the hearts of minds of your entire workforce. The concept of intersectionality should make the goals of anti-racism and social justice relatable to most everyone. There is always a connection to be made.
Tell Me More
Globalization has made the world a much smaller place, and global leaders need more than diversity training to lead today’s multinational workforce. I have had the honor and pleasure of working in the State of Qatar for the last six years, and it has taught me a lot about leading multicultural teams. The capital city of Doha is one of the most diverse places to live and work. Because the country is dependent on labor from around the world, only 30% of the workforce are nationals, and virtually every workgroup is a multicultural team. The critical lessons on equity, diversity, and inclusion that I will bring back to the USA from this experience are:
When you need and have the resources to get the best talent, you will seek it out regardless of race, nationality, or gender.People can and do have pride in their home country’s culture as well as respect for other cultures. Nationals and expats are all proud of Qatar and invested in its success.People will naturally gravitate to others from their home country outside of work, and that’s okay. People need to create and feel a sense of community for psychological safety.People will make enormous sacrifices for work opportunities and a livable wage at the expense of being away from their families for long periods.The American passport has privileges that we take for granted and often don’t even realize. I’m not identified as primarily African American or Black outside of the USA. I’m an American first.
Historical approaches to improving diversity and inclusion in USA companies have not resulted in much success during my thirty-year career. According to a recent diversity statistics report by Sapling (2020), 68 percent of C-level executives are white men, and by comparison, only 4 percent are women of color. I’ve seen the focus shift from affirmative action to diversity, then to inclusion and diversity, to building awareness of unconscious bias: all to get managers and employees to embrace and champion equity in hiring and progression of minorities.
Unfortunately, as Dr. King noted in the famous letter from a Birmingham jail, “it is a historical fact that privileged groups seldom give up their privileges voluntarily” (2018). Attention to diversity issues can and does cause resentment from those who operate from a scarcity mentality. The size of the pie is finite, and there are always winners and losers in their minds. Systemic problems require systemic solutions. Therefore, to improve the statistics, we must have a multi-pronged approach with strategic objectives at an individual, team, organizational, and societal level.
Individuals must not only be made aware of their conscious and unconscious bias. Still, they must also be accountable for their actions. This is especially true of leaders within organizations who make decisions that impact people’s livelihood.Diverse teams are proven to be more effective, so leaders must be intentional about demonstrating inclusive behaviors. Leading by example to identify and address the specific challenges of intersectionality within their teams.Organizations must work to address the policies and practices that create systemic bias. They should have equity, diversity, and inclusion as part of their strategic business objectives.Societal ills impact organizations and shape the cultural environment that we live and work within. As people of character, we can and should strive to usher in a new millennium.
I’m still just a country girl from Tennessee. Yet, my eyes have been opened to the possibilities of a more equitable and just workplace. It’s time for us to align our actions with our espoused values. By working together, we can achieve a better world and drive organizational success. There is room for all of us to succeed.
I’ve reached the age and stage where most of my career is behind me. It wasn’t that long ago when I was on that hamster wheel working hard to progress and demonstrate my potential to senior management. The time went by so fast and it still surprises me that I’m now the oldest one in the room at every meeting. However, I’m still energized by the opportunity to add value by leveraging my thirty years of experience and developing the next generation of HR leaders. I thrive when I’m working in my areas of strength, I’m challenged intellectually, and I can tap into my passion for developing others. The truth is we all want to thrive regardless of our age and stage.
Unfortunately, many people get to this point in their careers and they are just biding their time until retirement. It’s so easy to slip into survival mode when you’re not inspired or motivated at work. Yet, we all have a choice. We can fight to remain valid while the world changes around us, we can retire on the job and wait until someone else makes the choice for us, or we can learn how to thrive. Thriving is not about being promoted or achieving a specific position, it’s being energized by knowing that you’re adding value. I’d like to recommend seven strategies for thriving well into the later years beyond eligibility to retire.
1. Focus on giving instead of getting. One of the seven habits of highly effective people is to look for the win/win. However, at this stage, our focus should be on helping others to win. Think of yourself as a servant and be generous with your time and information. I find that when others win, we all win.
2. Define your wheelhouse. By this age, you know what you’re good at and what motivates you. Consider what inspires you and what you’re passionate about. When you are thriving your performance is outstanding because you are leveraging your strengths.
3. Clarify how you add value. By knowing and communicating what you bring to the table. Be intentional about communicating how you contribute and volunteering to do work in those areas. Opportunity won’t knock unless there is a door.
4. Rebrand yourself as a consultant. Your wisdom is valuable. Every business challenge can benefit from understanding the historical context for the problem. You are a living encyclopedia of knowledge so become a trusted advisor. Describe yourself as an internal consultant.
5. Invest in the success of others. Look for ways to train others in the areas where you are highly skilled. This is an opportunity to create a lasting legacy within the organization.
6. Practice contentment. If you constantly focused on getting more, you’ll never have enough. Learn the art of gratitude and you’ll find more contentment with life and all of the things you’ve enjoyed along the way.
7. Manage your energy not your time. Balance is elusive. However, you learn when and what your body needs over time. Eat healthy snacks. Get plenty of rest. Plan your leave based on things that restore your energy. When you manage your energy, you find you have more time to do the important things.
This is my list of things that help me to keep thriving. It’s no longer about the job itself. It’s about having the right mindset. Let’s set our intentions on continuing to thrive because life isn’t over yet!
I was recently asked to share a view on the intersection of morals, ethics and values. After much consideration and research, I came up with a framework that has helped me understand what’s required for ethical leadership.
You see, our morals or beliefs about what’s right or wrong are based on societal or cultural influences, religious teaching, and/or parental guidance. These beliefs provide our moral foundation and are difficult to change. They become hardwired like our DNA. Because I was raised in a southern Baptist household in the Bible-belt of the USA, most of my beliefs are based on scripture. When I have a question about what’s right or wrong, I go to the Bible as my source of truth. Others may rely on a different source of truth but most major religions have very similar tenants about integrity, love and concern for humanity.
Our values are the few prioritized beliefs that drive our behavior. Most of us have a few moral truths that take precedent over all other beliefs and evoke strong emotions when violated. For instance, if integrity is a personal value, you will likely be angry when lied to. If family is a personal value, you might go into debt if a relative is in need or become anxious if you haven’t talked to a sibling in a while. Alignment of personal values between individuals is how strong relationships are established. Alignment between personal values and corporate values, is how strong organizational cultures are created. Yet there is a difference between espoused values and lived values. Personal integrity is when our decisions or choices are aligned with our beliefs and values.
Ethics is related to this decision making process regarding what’s right or wrong. When we are living our truth, I believe, we are happier and more productive. However, because everyone’s moral compass is different, we are sometimes faced with ethical dilemmas. These are situations where there is no clear right or wrong based on our beliefs of the decision for the greater good conflicts with our personal beliefs.
Leaders are responsible for making decisions that affect others. They must choose the direction which will create a better future for all stakeholders. This means providing an ethical compass within organizations. There will be tough choices and ethical dilemmas. Others may disagree on what’s right. That’s okay; that’s leadership. Ethical leadership requires knowing your values and living your truth.
“Whatever you do or say, do it as a representative of the Lord Jesus, giving thanks through him to God the Father.” Colossians 3:17 (NLT)
Yes, you are amazing! My sister, you are regal and your confidence comes from knowing whose you are not who you are. You are fearfully and wonderfully made. You are a black woman in a white man’s world having the audacity to think of herself as a leader! Let me remind you that Jesus “made himself of no reputation, and took upon himself the form of a servant” (Philippians 2:7). How far can you climb before they recognize your strength and your grace under pressure and feel threatened? What approach will they use to put you in your place? It matters not what they think or what they do. We serve a higher power. We have on the whole armor of God and praise is our battle cry. We know with certainty that we were made in the image of our creator and that there is a purpose for our existence. So go on with your bad self! Speak boldly into the darkness. Shine the light on evil. You were made to rule and have dominion over this earth. Not as an owner who seeks to dominate, but as a steward who knows that the earth is the Lord’s and all the fullness of it. We nurture it as a mother nurtures her child with no need for praise or even acknowledgment. If they never say thank you. If they never recognize the love that spills over from your cup. If they never give you a title or even call you by name. If they never acknowledge your glorious beauty. God sees you! He sees you and he loves you dearly.
Ever wondered if there was a class that some leaders took on how to be a bad boss? Well, here is my list of seven habits that can totally disengage the people that work for you:
1. Make everything urgent. Nothing irks people more than a supervisor who lacks the ability to prioritize. When every assignment is rushed and last minute, it’s clear that there was no planning. Occasionally, this can be overlooked but when it becomes routine you simply lose credibility as a leader.
2. Underutilize skills and talents within the team. No one wants to be overworked and underpaid. However, being underutilized is just as frustrating. Wasted talent is bad for the organization and bad for moral. If you don’t know the strengths of each person on your team, it’s time to learn and leverage them.
3. Assign the same task to multiple people to see who does it best. Your employees deserve respect and wasting their time will not win you friends or help you to influence people. This tactic may have given you options to choose from or guaranteed at least one result but when an employee knows that you are wasting their time, they will eventually stop making any effort.
4. Take credit for the work of others when its recognized as good. When your employees do well, it’s a reflection on you anyway. If you’re going to take credit for the good stuff, you better be ready to take the blame when things go wrong too. Every one has an ego and a good boss is one who develops and recognizes the contributions of their team.
5. Assign as many tasks as possible and hope that someone will need what your teams produces. There should be no shortage of real work with the lean organizations that we have now. That’s why creating work unnecessarily is just another way to waste someone’s time. Even inexperienced employees learn best by having real work to do.
6. Be vague and general in your guidance so employees can guess what you want. We used to call this the “bring me a rock” approach because more likely than not you will bring the wrong rock. Instead, think through the purpose of each task and why it’s important to the overall objectives of the team before delegating. This will help employees understand the bigger picture and build commitment.
7. Spend as much time as possible away from the office so your team can learn to be self-directed. The absentee boss is delightful. Maybe it’s a sign of trust that the team is capable to get things done. However, what does that say about the value of the leaders position. If a member of your team hasn’t had a one-on-one with you in the last month, you can bet their priorities are different from yours.
Unfortunately, I’ve seen each of these habits impact the effectiveness of a team and have a very negative impact on employee engagement. I’m hoping that by sharing this from an employee perspective, it will help those who want to be effective team leaders. If you recognize habits of your own, just no that it is never too late to learn new ones.
“Whatever you do or say, do it as a representative of the Lord Jesus, giving thanks through him to God the Father.” Colossians 3:17 (NLT)
Yes, you are amazing! My sister, you are regal and your confidence comes from knowing whose you are not who you are. You are fearfully and wonderfully made. You are a black woman in a white man’s world having the audacity to think of herself as a leader! Let me remind you that Jesus “made himself of no reputation, and took upon himself the form of a servant” (Philippians 2:7). How far can you climb before they recognize your strength and your grace under pressure and feel threatened? What approach will they use to put you in your place?
It matters not what they think or what they do. We serve a higher power. We have on the whole armor of God and praise is our battle cry. We know with certainty that we were made in the image of our creator and that there is a purpose for our existence. So go on with your bad self! Speak boldly into the darkness. Shine the light on evil. You were made to rule and have dominion over this earth. Not as an owner who seeks to dominate, but as a steward who knows that the earth is the Lord’s and all the fullness of it. We nurture it as a mother nurtures her child with no need for praise or even acknowledgment.
If they never say thank you. If they never recognize the love that spills over from your cup. If they never give you a title or even call you by name. If they never acknowledge your glorious beauty. God sees you! He sees you and he loves you dearly.
Masterful You reflects a person who is living their values and operating out of a strong sense of personal accountability and integrity. Leadership comes in many forms but regardless of the type, there is a presence about a good leader that resonates with others and commands respect. Presence is the outward expression of personal integrity and alignment of who you are at your core. Today, we shine the spotlight on Battalion Commander Leon Rogers who serves in the U.S. Army’s 408th CSB, Regional Contracting Center in Qatar. The military is known for grooming leaders, but this is what Leon had to say about leadership from his own experience and values:
What defines leadership for you? For me, leadership is defined by four elements: people, character, endeavor, and communication.
People: take care of your people and build alliances.
Character: be impeccable with your word and never act out of vengeance or spite.
Endeavor: be decisive and results-oriented.
Communication: Influence through conversation have a vision and continually reaffirm it.
How would you describe your leadership style? Charismatic. (Authors note: Charismatic leaders are associated with high levels of satisfaction among followers.)
What makes you unique as a leader? Being myself. As a leader, it is important to be genuine about who you are. You don’t need to model yourself after someone else. You won’t be able to keep the facade up very long and people normally show you who they are, so I just try to be myself.
Who was your role model as a leader? My Dad. He is the greatest man I’ve ever known and a genius in his own right!
Can you share a quote or scripture that inspires you? Yes, I have three:
It takes courage to be exceptional!
You cannot talk yourself out of a problem that you behaved yourself into. Your behavior must change!
Some people have enough gifts and talents to get into a room but not enough character to stay.
What has been your biggest leadershipchallenge to date? Balance. Most people think leadership is only conveyed in the work environment. However, you also need balance in your personal life (family). Being in the military, the family often suffers so it is important that when you are home to be home and to be a leader in your own household. If you have kids, especially boys, it is even more important because they are patterning their style and behavior after you. I take pride in leading within my organization, but especially in being a leader in my household.
What achievement are you most proud of to date? I am proud of the achievements that people whom I mentor accomplish. Helping people achieve their goals is more important than my own. If I can play a small role in that …well that’s great!
What advice would you give aspiring leaders in the 21st Century? Live a brave life! You may disappoint some people and that’s ok. Those are the people who have their own agendas, but the ones that are cheering you on won’t be disappointed. So again, live your brave life.
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