No Need for Formalities; Embrace the Blank Space for DE&I
Photo by Kelly Sikkema on Unsplash
As an HR professional that has been a part of supporting many leaders through their journey and as a self-proclaimed, continual student on their own DE&I journey, I absolutely respect the need to implement mechanisms and feedback loops within an organization to understand if actions you’re taking to support and progress DE&I ambitions are working - essentially you need to “inspect what you expect”; however, I would suggest also leaning into less formal activities and simply creating blank space for DE&I. Yes, you read that right. Let me explain.
The approach of doing less and creating the blank space isn’t going to work in every situation, you must work in a culture where DE&I is accepted at the core of the company and where there is inherit trust that it’s okay to talk about differences, educate colleagues, and speak up when something isn’t quite right.
One of my most profound educational moments occurred naturally, unplanned, on-site at a former employer. On this day, a jury was scheduled to deliver the verdict in the case of the murder of George Floyd. I, like many others around the country, had been outraged about the murder of George Floyd and I also knew that there was so much I needed to understand about the emotions surrounding this case. As I watched the time, I began to wonder if I should go to the lunchroom and watch the verdict with other colleagues, but I am embarrassed to say, I was hesitant. I was hesitant because I was one of the only white females working on-site that day. I was surrounded by black males. I felt like maybe my colleagues wouldn’t want me there, what would I say? Would I say the wrong thing? How could I do enough to show my empathy? I went, we watched together, and the conversations that occurred in that moment were raw and real. They impacted me and will continue to impact me. I also found in the days and weeks that followed, by simply being there and being willing to ask questions and listen, I opened the door to so many more fruitful conversations about race relations in the United States because I had shown that I wanted to know. I wanted to try to understand and even if I would never fully be able to understand, I would listen.
As a leader, you can’t force these moments, but you can actively do less and create more blank space where you make it known it’s okay to explain your history, it’s okay to talk about your differences, it’s okay to explain where society has let you down because of who you are. It’s okay. Will we sometimes say the wrong thing? Absolutely. Will we always get it? No. Will it matter that we tried? Yes.
How can leaders create the blank space?
A McKinsey DE&I survey regarding why DE&I matters showed the overall sentiment on diversity experiences was 52% positive, but the sentiment on inclusion was markedly worse, at only 29% positive. Inclusion is all about the workplace experience that shapes whether people remain and thrive. I truly believe creating the blank space for DE&I without a ton of formality is a key to excelling in this. Creating blank space is not something you can force, but it is something you can deliberately incorporate into your day. Over time it will feel more and more natural.
Lead by Example
Show your commitment to DE&I. Perhaps you hold 15 minutes of a standing meeting agenda for DE&I topics. The first time you do it, perhaps you ask a trusted colleague to share a topic they feel comfortable talking about or you share an experience about your own life, letting others know you’ll continually hold this blank space for discussion points on topics. Don’t overly orchestrate what this blank space looks like, just make it known the time is there.
I once was part of a meeting where there was open space in the agenda and the leader asked if there were any other topics (not even specifically pertaining to DE&I). A brave colleague said, “I just need to let everyone know I’m struggling.” The individual felt they weren’t holding their weight on the team and they wanted to share that they were under immense pressure taking care of a sick parent and young children at home. My colleague didn’t necessarily do this to start a conversation on the complexities and demands of women in the workplace, but it did. There was blank space and an environment of trust where a raw, learning moment could occur. The leader of this meeting really showed up to support authentically, they simply asked, “I don’t know if this is the wrong thing to ask, but I’ll ask it anyway: what can we do?” The woman thought for a moment and stated that there wasn’t one single action except understanding and giving her grace. We all did and over the months and days to come, she felt supported, even if it wasn’t verbalized, because she was given the space to be heard.
Be Comfortable being Uncomfortable
My experience discussing racial topics during the George Floyd murder trial revealed to me the importance of being comfortable in discomfort. Leaders can lean-in to the uncomfortable by asking questions. A lot remains unsaid when there aren’t prompts to talk about the uncomfortable. A colleague who is openly part of the LGBTQ+ community who has become a close friend made mention to me once to take note at how often they are not asked about their weekend or their family. I must admit, I hadn’t noticed, but after observing informal conversations, I could see that colleagues did seem to shy away from talking personally to this colleague. I asked another colleague about it and they had an intuitive take on the situation – it wasn’t because colleagues didn’t care, it was because they were afraid to say the wrong thing.
As a leader, you are not always going to say things in the best way, but making it known that any missteps are in the spirit of learning is a great way to start. IIt’s okay to say something wrong as long as you’re coming from a place of respect and willingness to understand and learn.
Be There
Leaders can’t ignore the huge social movements in the DE&I space. There are some days where we feel society is taking steps in the right direction and there are some days where we feel we have moved a million steps backward. On the days where there is a big topic, be there. There are many polarizing news’ stories impacting several DE&I topics daily. Leaders need to be there for their employees. Employees don’t turn off their emotions on these topics when they walk into the office or log-on to their computers in the morning. Simply be there and communicate that it is okay to feel however they are feeling and if they want to talk about it, your door is open.
There is no doubt DE&I positively impacts a company and there certainly is a need to inspect what you expect through formal programs and measures, but consider leading by example and creating blank space for conversation. Visibly be comfortable with the uncomfortable. Simply being there for employees as the key to your most impactful DE&I efforts as a leader.
Personally Commit to Prioritizing DE&I as a Leader
If you’re a leader who wishes to make an impact by igniting influence and inspiring change in DE&I and other areas or your organization consider joining WCG’s Impact Accelerator. This leadership group coaching initiative is a 90-day virtual commitment open to any motivated leader who wants to make an impact. Leaders will develop new strategies from cross-industry experiences as they explore influence and leadership themes including:
Authentic Leadership,
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Accountability & Delivering Feedback,
Ownership,
Employee Engagement, and
Your Path Forward.
Reach out to the experts at The Wilbanks Consulting Group if you’re interested. You can schedule a free 30-minute consultation to discuss your individual leadership needs and challenges at any time. We are happy to partner with you in making an impact through your leadership.