Category: General

The distinction between diversity (any dimension that can be used to differentiate groups and people from one another, such as age, gender, ethnicity, etc.) and inclusion (the result of inherent and acquired differences being socially acceptable and welcomed) has become increasingly clear in the workplace, moving many organizations to focus on the hard work of creating an environment that is truly welcoming and creates a feeling of belonging.

The business case is clear: According to Deloitte Insights, organizations with inclusive cultures are two times as likely to meet or exceed financial targets, three times as likely to be high-performing, six times more likely to be innovative and agile, and eight times more likely to achieve better business outcomes. Employees in these organizations describe feeling a sense of belonging due to a safe and open, fair and respectful atmosphere that makes them feel empowered.

Recognizing that the behavior of leaders can drive up to 70 percentage points of difference between the number of employees who feel highly included and the number of those who do not, leadership teams are engaging in unconscious bias training and developing personal action plans — a big step forward in driving meaningful top-down commitment.

And then there’s the influence of our current political atmosphere – which is fueling divisiveness and tribalism. Almost half of Americans between 18 and 36 say they believe CEOs have a responsibility to publicly express their opinion about social issues. With social justice stories dominating the headlines, there is additional pressure on organizations to behave according to their commitment to diversity and inclusion – both inside and outside their company walls.

So, what does all this mean for communications leaders who are charged with protecting and enhancing the organization’s reputation? For starters, it means we have an obligation, regardless of the depth of our organization’s commitment, to make the communications function itself inclusive – and to address our own unconscious biases in partnership with our teams. In addition to this foundational work, there are five steps for communications leaders to consider as they carve out the best ways to advance diversity and inclusion:

• Leadership matters. Communicators must be able to clearly articulate and effectively cascade the C-suite’s commitment, advise the CEO and other leaders on issues that may require the company to take a stand, and above all else, provide honest, direct counsel that helps the top leaders of the organization understand their vital role in building employee trust and creating a sense of belonging.
• Partner. The best communication teams are skilled at collaborating. Whether the organization has a dedicated diversity and inclusion function or a loosely formed network of people who care about the topic, communicators have an opportunity to bring clarity and focus to D&I efforts by helping partners understand how D&I messages fit into the larger company story, measuring response generated by D&I employee communication, and benchmarking how peer companies are telling their story.
• Tell stories. Engage employees in the organization’s D&I journey through authentic storytelling. Not everyone is on the same page when it comes to understanding and supporting diversity and/or inclusion. Communicators need to understand the audience to ensure messaging resonates not only with the supportive, committed employees but also those who are anxious, uncertain, fatigued or opposed. While no single story is likely to persuade someone with deep-seeded prejudice, considering the naysayer’s point of view can help fortify the story and make the “why” crisp and compelling.
• Take middle managers on the journey. These leaders have the most direct imprint on the daily experiences of employees. Communicators, in partnership with D&I, should design messages and training that help middle managers understand differences between diversity and inclusion — and between equality and equity — as well as the organization’s expectations for what it means to create a sense of belonging.
• Seek out diverse opinions. Be sure your communications function doesn’t exist in a bubble. Communicators who welcome voices different from their own into the communications planning conversation – and incorporate those perspectives into their work — create richer content that is likely to resonate with a broader audience, both internally and externally.

Switzer told the graduates, “Often it’s the adversity in your life that gives you the greatest ideas. Sometimes the worst things in your life become the best.”

In our line of work, we call this the “Crisis Paradox” — when a crisis strikes an organization, it is wildly destructive . . . and positively transformational. John F. Kennedy described it this way: “The Chinese use two brush strokes to write the word ‘crisis.’ One brush stroke stands for danger; the other for opportunity. In a crisis, be aware of the danger, but recognize the opportunity.” We have seen the danger and the opportunity in many different crises, at organizations large and small, before and after the advent of social media. A crisis almost always results in some degree of positive change, significantly shaped by the leader’s effectiveness.

We work with leaders who have guided their organizations through significant times of crisis, and leaders who haven’t yet faced a true crisis. They all share one thing in common: they want to feel prepared to lead when crisis hits.

To prepare to lead through crisis, there are simple steps every leader should take:

1. Know your risks.If you don’t have a formal risk assessment process, you should at least have a means of reviewing your vulnerabilities on an informal basis once a year. Consider strategic, operational and reputational risks. It’s not possible – or practical – to anticipate every potential scenario, but a thoughtful, cross-functional approach to risk assessment goes a long way in helping your organization identify proactive steps to mitigate and manage risk.
2. Plan and train. This doesn’t have to be an unwieldy or costly process. It’s as simple as consistently demonstrating that you recognize the importance of crisis preparation. Show the organization that you’re willing, as the leader, to engage in strategic discussions and decision-making about crisis management. Practice crisis leadership. Convey your openness to feedback. Ask “What if?” of yourself and others. A plan on the shelf or on the hard drive is just a plan – but a core team, with clear roles and responsibilities, armed with basic crisis response checklists and templates, that comes together at least annually to discuss crisis scenarios, is a strategic business investment that pays dividends when the organization faces unprecedented, unexpected challenges.
3. Lead from a place of purpose and values.Leading through a crisis is challenging. It can be a time of great sorrow and outrage. Crises take a toll on everyone involved — and it can be tempting, as the leader, to move fast and favor expediency over thoughtfulness. While speed is certainly important in crisis response, it should never supersede thoughtful reflection. Your crisis response should authentically reflect and align with the core ideology of your organization, reinforcing what your stakeholders most value about you. Ideally, your purpose and values are designed to guide your decision-making for all time, including the worst of times. Rely on them to show you the way.
4. Follow the Truth-Action-Trust model to guide your crisis response. Be honest and forthcoming; take decisive, informed action, and build trust with stakeholders. This model is shaped by four key trust factors: empathy (putting yourself in the shoes of those affected by the situation and demonstrating that you understand their pain); transparency(communicating what you know when you know it), commitment(conveying that this is serious to you and you are focused on making it right), and expertise(demonstrating that you have the necessary knowledge and capabilities, are seeking appropriate counsel and working with the right experts).
5. Be visible. As the leader of an organization in crisis, people inside and outside need to see you, hear from you, and believe that you are solving the problem. Be as transparent as possible. Invite input. Truly listen to different points of view. If you’re shaken and unsure of what to do, you’re not alone. Seek advice from your staff and/or consultants who, ideally, you’ve already identified as your core crisis team.

By definition, a crisis is a time of intense difficulty with the distinct possibility of a highly desirable outcome. It is a moment of truth that tests an organization’s readiness, resilience, and character. Through preparedness, planning and effective leadership, it can also provide an opportunity for renewal, growth and positive transformation. In Kathrine Switzer’s words, your worst crisis can become your best experience.

As big believers in the role of grit in advancing individual and team success, we were intrigued by this February 2018 HBR article, titled How to Cultivate Gratitude, Compassion and Pride on Your Team. Author David DeSteno proposes that grace, in tandem with grit, is the two-part formula for successful, resilient teams. He defines grace as “qualities of decency, respect, and generosity, all of which mark a person as someone with whom others want to cooperate.”

The article suggests that by cultivating gratitude, compassion and pride, you build your team’s grit and grace. A team who feels appreciated, valued and proud will be more connected to one another, more committed to the cause, and more willing to share both the work and the reward.

Makes sense to us.

But as we reflected on the author’s definition of grace, we were especially struck by the power of decency, respect and generosity to build effective teams and a healthy workplace.

Decency is defined as “conformity to standards of taste, propriety, or quality” – subjective standards, to be sure, and becoming ever more so in today’s culture. In the workplace, decency should be a basic expectation – and standards should be crystal clear. Unfortunately, we know from the growing tally of #MeToo cases – and the “bad manager” stories we’ve all heard or examples we’ve witnessed first-hand – that decency is too often in short supply. “Psychological safety” is when members of a team feel safe – and are willing to be vulnerable – with one another. This concept surfaced as one of five key dynamics that set successful teams apart in a two-year study at Google. How people feel in the workplace matters: decency drives both talent retention and business innovation.

Respect is “an act of giving particular attention” – simple yet powerful. We all want some degree of attention – to feel seen and heard and valued. According to Mental Health America’s 2017 Workplace Wellness Report: Mind the Workplace, feeling “respected, appreciated, incentivized and rewarded” is – not surprisingly – a top characteristic of a healthy workplace, while bullying, sexual harassment, and fear are absent. In the same report, an employee’s relationship with her immediate supervisor is both a top five reason for staying at a job (positive relationship) – and a top five reason for leaving (negative relationship). Again, not surprising. And most organizations can proudly say that respect is an expectation in their culture, maybe even a stated value. And yet employee engagement surveys continue to surface significant blocks of employees who say they do not feel valued.

Leaders who embody generosity give of themselves and put others first. They engage their teams in conversation, listen to their ideas, provide coaching and show gratitude for their efforts. While most leaders would enthusiastically nod to this definition and confirm their own generosity of spirit, the truth is, the days are busy, long and full of meetings – often with people other than members of one’s own team. Leaders are working around the clock just to put out fires and complete the most essential tasks. They’re showing a lot of grit in the face of a fast-changing world and shifting priorities . . . but are they showing grace?

While some leaders argue that any show of grace is a sign of weakness, we believe that grace, like grit, requires both courage and confidence. Grace is not a euphemism for “never rocking the boat.” On the contrary, it creates a culture that invites diverse perspectives and healthy debate. In his September 2017 New York Times Opinion piece, The Dying Art of Disagreement, Bret Stephens explains, “…to disagree well you must first understand well. You have to read deeply, listen carefully, watch closely. You need to grant your adversary moral respect; give him the intellectual benefit of doubt; have sympathy for his motives and participate empathically with his line of reasoning. And you need to allow for the possibility that you might yet be persuaded of what he has to say.” In other words, to disagree well, you must convey decency, respect and generosity.

With surveys pinpointing talent acquisition and retention as leaders’ No. 1 concern –  and studies predicting significant workforce shortages on the near horizon – now is a good time for leaders to assess their own effectiveness in building teams with grit and grace:

• Am I exhibiting patience and compassion with my team?
• Do I demonstrate an understanding that respect is about recognition (I see you), active listening (I hear you) and empathy (I understand you)?
• Am I confident enough to invite my team’s opinions and share the “why” of decisions with clarity and thoughtfulness?
• Do my employees feel confident and safe, able to make a mistake, share unpopular viewpoints, and be themselves without being disciplined or rebuked?

When leaders can emphatically answer “yes,” the results are likely worth the effort. Leaders with grit and grace have the power to build stronger teams and measurably increase the retention of talent in their organizations.