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She’s also coauthor of Remote Works: Managing for Freedom, Flexibility, and Focus.":1,"#As you go through this process, and you start seeing norming and performing, you'll want to put on your hat as an anthropologist and start documenting the norms that you're spotting on your team into a team charter. These things can include team goals, rituals, tools, expectations, learning expectations, and more, which can then be collated into a living document that orients your team.":1,"#And now the fifth stage, which of course will look very different remotely: adjourning. In an office-based farewell, it might look like happy-hour drinks or a cake. But when you're adjourning from afar, you need to think creatively how to deliver a similar experience online. You'll want to find your unique way to send off employees that align to the team culture you've built online.":1,"#Stage 4: performing. At this stage, your team is excelling. Projects are moving forward, frameworks are second nature, and feedback loops are well-oiled machines. As remote manager, you feel more comfortable trusting your team to get their work done, even if you can't see what they're doing physically, as you may have in the office.":1,"#Stage 3: norming. When you're co-located, you'll notice signs of norming around the office, like team members chatting in the hallway, or maybe you see a group celebration for a birthday. In remote, norming is actually focused more on standard operating behaviors, the actions that are rewarded and accepted by the team and group. Rather than looking for physical cues, you'll want to hone in on best practice repetition without always reminding the team. This might look like the daily stand-up meeting in Slack is always happening without you prompting, or tracking progress in a project management system, and it's up-to-date.":1,"#Stage 2: storming. Remotely, a conflict-avoidant team can hide behind their screens, literally and figuratively. This might prolong the storming phase. And in general, it's harder to see people's personality quirks asynchronously. Common remote tensions may include preferences around asynchronous versus synchronous work and comfort with autonomy and documentation processes. As a manager, you'll want to learn these things as soon as possible to resolve conflicts in order to get to the norming stage.":1,"#Stage 2: storming. Remotely, a...":1,"#Stage 1: forming. For a remote team, your coworkers probably won't be sitting next to you. And so, you cannot rely on subtle cues like popping by their cubicle or overhearing a conversation. Therefore, you'll need to be more intentional when coming together as a team and provide a lot of context on what each person is working on. You will want to clearly state the team's goal, purpose, and vision.":1,"#According to Bruce Tuckman, there are 5 stages of team development: forming, storming, norming, performing, and adjourning, which all show up differently in a remote environment.":1,"#biblioteca@circulodeperiodistas.cl":1,"#Abby Curnow-Chavez is a managing director at Alvarez & Marsal and a coauthor of The Loyalist Team: How Trust, Candor, and Authenticity Create Great Organizations.":1,"#hbr-guide-to-navigating-the-toxic-workplace":1,"#Madeleine Wyatt is an associate professor of diversity and inclusion at King’s Business School, King’s College London. Her research examines diversity at work and the role informal and political processes play in an individual’s leadership journey.":1,"#Joan C. Williams is a distinguished professor of law at the University of California-Hastings, the Hastings Foundation Chair (Emerita), and the founding director of the Center for WorkLife Law. An expert on social inequality, she’s the author of 12 books, including Bias Interrupted: Creating Inclusion for Real and for Good and White Working Class: Overcoming Class Cluelessness in America.":1,"#Melody Wilding, LMSW, is an executive coach and author of Trust Yourself: Stop Overthinking and Channel Your Emotions for Success at Work.":1,"#Ruchika Tulshyan is the author of Inclusion on Purpose: An Intersectional Approach to Creating a Culture of Belonging at Work. She’s the founder of Candour, an inclusion strategy firm.":1,"#Michael Timms is a leadership development consultant, speaker, and author specializing in succession planning and creating accountable cultures. His latest book is How Leaders Can Inspire Accountability.":1,"#Celia Swanson was the first female executive vice president at Walmart Inc. She’s held top leadership positions with Walmart and Sam’s Club.":1,"#Lisen Stromberg is an expert in human capital transformation, a widely regarded speaker, and the CEO of PrismWork, where she and her team empower leaders to foster highly inclusive, high-performing cultures. She’s the author of Work, Pause, Thrive: How to Pause for Parenthood Without Killing Your Career and Intentional Power: The 6 Essential Leadership Skills for Triple Bottom Line Impact.":1,"#Caroline Stokes specializes in business sustainability, people strategy, and executive leadership development. She’s the author of Elephants Before Unicorns: Emotionally Intelligent HR Strategies to Save Your Company.":1,"#Deepa Purushothaman is an executive fellow at Harvard Business School. She’s also the author of The First, the Few, the Only: How Women of Color Can Redefine Power in Corporate America.":1,"#Ludmila N. Praslova, PhD, SHRM-SCP, helps organizations create cultures of well-being. She’s a professor of psychology and business, an accreditation liaison officer at Vanguard University of Southern California, and the author of the forthcoming book The Canary Code: A Guide to Neurodiversity and Inter- sectional Belonging in the Workplace.":1,"#Christine Porath is a professor of management at Georgetown University and a consultant who helps leading organizations create thriving workplaces. She’s the author of Mastering Community and Mastering Civility and a coauthor of The Cost of Bad Behavior.":1,"#Patricia Olsen is a journalist and author. Her work has appeared in the New York Times, the Washington Post, Family Business, Diversity Woman, and other publications.":1,"#Mark Mortensen is a professor of organizational behavior at INSEAD business school. He publishes regularly in Harvard Business Review, MIT Sloan Management Review, and INSEAD Knowledge. Before joining INSEAD, he was on the faculty at the MIT Sloan School of Management and the Desautels Faculty of Management at McGill University.":1,"#Rachel Montanez is a trailblazing career expert and international speaker. As a diverse voice, she’s lived and worked in the UK, South Korea, and Japan, and her home base in the United States.":1,"#Sky Mihaylo is an equity-driven policy strategist. Formerly a Policy and Research Fellow at the Center for WorkLife Law, they work closely with Joan Williams on gender and racial bias research and Bias Interrupters. They hold a Master of Public Policy from the University of California, Berkeley, and currently work as a Government Innovation Fellow at the Harvard Kennedy School Government Performance Lab.":1,"#Annie McKee is a senior fellow at the University of Pennsylvania Graduate School of Education and the director of the PennCLO Executive Doctoral Program. She’s the author of How to Be Happy at Work and a coauthor of Primal Leadership, Resonant Leadership, and Becoming a Resonant Leader.":1,"#Marlo Lyons is a certified career, executive, and team coach, an HR executive, and the award-winning author of Wanted—A New Career: The Definitive Play-book for Transitioning to a New Career or Finding Your Dream Job.":1,"#Claire Lew is the CEO of Know Your Team, a leadership upskilling platform that gives you the exact information you need, when you need it, to level up your team. Over the past decade, Know Your Team has trained over 20,000 managers at companies such as Airbnb, Netflix, Pixar, and Shopify.":1,"#Octavia Goredema is a career coach at Twenty Ten Agency and the author of Prep, Push, Pivot: Essential Career Strategies for Underrepresented Women. She’s the host of the Audible Original series How to Change Careers with Octavia Goredema.":1,"#Peter Glick, PhD, is the Henry Merritt Wriston Professor at Lawrence University. His award-winning scholarship includes groundbreaking theories addressing the sources of stereotype content, hostile and benevolent sexism toward women, and toxic organizational culture.":1,"#Amy Gallo is a contributing editor at Harvard Business Review, cohost of the Women at Work podcast, and the author of two books: Getting Along: How to Work with Anyone (Even Difficult People) and the HBR Guide to Dealing with Conflict. She writes and speaks about workplace dynamics.":1,"#Elena Doldor is an associate professor in organizational behavior and co-director of the Center for Research in Equality and Diversity at the School of Business and Management, Queen Mary University of London. Her research examines gender and ethnic diversity in leadership.":1,"#Laura Delizonna, PhD, is an executive coach, instructor at Stanford University, and international speaker.":1,"#Marianne Cooper is a senior research scholar at the VMware Women’s Leadership Innovation Lab at Stanford University. Her book Cut Adrift: Families in Insecure Times examines how families are coping in an insecure age.":1,"#Timothy R. Clark is an organizational anthropologist and founder and CEO of LeaderFactor, a global leadership consulting and training firm. His most recent book is The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation.":1,"#Tiziana Casciaro is a professor of organizational behavior and HR management and holds the Marcel Desautels Chair in Integrative Thinking at the University of Toronto’s Rotman School of Management. She’s the coauthor of Power, for All: How It Really Works and Why It’s Everyone’s Business.":1,"#Ron Carucci is cofounder and managing partner at Navalent, working with CEOs and executives pursuing transformational change. He’s the best-selling author of eight books, including To Be Honest and Rising to Power.":1,"#Jennifer L. Berdahl, PhD, is the Professor of Leadership: Gender and Diversity at the University of British Columbia’s Sauder School of Business. Her research focuses on sexual harassment and organizational cultures that encourage it.":1,"#Julie Battilana is the Joseph C. Wilson Professor of Business Administration at Harvard Business School and the Alan L. Gleitsman Professor of Social Innovation at Harvard Kennedy School, where she’s the founder and faculty chair of the Social Innovation and Change Initiative. Battilana is the coauthor of Power, for All: How It Really Works and Why It’s Everyone’s Business.":1,"#Alicia Bassuk is a leadership and strategy coach and consultant and the founder of the leadership development firm Ubica Strategy. She’s cleaned up toxic workplaces in various sectors including professional sports, the public domain, and private companies, both nationally and internationally. Bassuk is the author of And the Cloud Yelled Back and has written about toxic workplaces for O: The Oprah Magazine.":1,"#Joseph L. Badaracco is the John Shad Professor of Business Ethics at Harvard Business School, where he’s taught courses on leadership, strategy, corporate responsibility, and management. His books on these subjects include New York Times best-sellers Leading Quietly; Defining Moments; and Step Back: How to Bring the Art of Reflection into Your Busy Life.":1,"#Mary Abbajaye is the author of the award-winning, best-selling book Managing Up: How to Move Up, Win at Work, and Succeed with Any Type of Boss and the president of Careerstone Group, LLC, a full-service organizational and leadership development consultancy. She’s a cohost of the workplace advice pod- cast Cubicle Confidential, and a frequent expert contributor for television, radio, and print publications.":1,"#Engaging with the real world.":1,"#Nurturing interdependence.":1,"#Encouraging personal storytelling.":1,"#Understanding others’ experiences.":1,"#Cultivate empathy by:":1,"#Measuring and rewarding humbleness.":1,"#Remembering that success is transient.":1,"#Enabling honest input.":1,"#Being willing to say, “I don’t know.”":1,"#Cultivate humility by:":1,"#Even the best leaders can be corrupted by their power. Humility and empathy are the antidotes.":1,"#Model the behavior you expect.":1,"#Create mechanisms for increasing cohesion.":1,"#Encourage employee feedback.":1,"#Be transparent about issues that are causing uncertainty.":1,"#Office gossip can be benign or destructive. Turn gossip into constructive communication through these techniques:":1,"#Speaking up right away at any sign of toxicity.":1,"#Establishing inclusion and belonging as core cultural values.":1,"#Creating effective feedback processes.":1,"#Assessing your culture honestly for signs of toxicity.":1,"#Taking a no-tolerance position on toxic behavior.":1,"#Toxic workers who are high performers often drive talented women of color out of the organization. Protect your company and its employees by:":1,"#Foster cultural health by listening to employees rather than focusing on results.":1,"#Depending on your enabler type, take proper actions to stop your enabling behavior.":1,"#Examine your role to understand if you’re an active or passive enabler.":1,"#You might be enabling a toxic culture without realizing it. Use the following strategies to prevent an inadvertent toxic workplace:":1,"#Section Six: Taking Action from the Top":1,"#Address performance problems immediately.":1,"#Protect others’ candor.":1,"#Model truth telling.":1,"#Clarify behavioral expectations.":1,"#Though niceness might seem attractive as a culture characteristic, it can weaken your company in several ways. Instead, strive to create a culture of kindness through the following techniques:":1,"#Focus on what you can control and let go of the rest.":1,"#Adopt a learning mindset that encourages sharing mistakes and learning from them.":1,"#If you want to develop a high-performing team, you must eliminate blaming. Take these two steps to create a blame-free culture:":1,"#Taking actions to remedy the misperception that everyone endorses the culture.":1,"#Renewing a focus on your organization’s mission, values, and goals.":1,"#Some corporations support a masculinity contest culture that leads to damaging dysfunction. Change this destructive culture by:":1,"#Sharing success stories.":1,"#Using office politics as a fairness tool.":1,"#Reframing office politics as valuable.":1,"#Championing informal career development channels.":1,"#Taking steps to ensure everyone is included in the conversation.":1,"#Office politics are an important part of work. However, women and people of color are often left out of the conversation. Foster inclusive and healthy office politics by:":1,"#Intervene at once if an issue arises.":1,"#Conduct regular conversations to bring concerns to the forefront quickly.":1,"#Create a foundation of empathy and psychological safety.":1,"#Educate your team about how easily toxic behavior can develop.":1,"#The nature of hybrid or remote work environments can predispose them to toxicity. The following four approaches can help you prevent toxicity before it appears:":1,"#Prevent peer-to-peer bullying through fair and transparent performance evaluations and resource distribution.":1,"#Prevent upward bullying directed toward superiors through transparency and clearly established expectations.":1,"#Prevent downward bullying by superiors by vigilantly watching for subtle signals, such as an unwillingness to speak up.":1,"#Address covert bullying through transparent, performance-based, and fair decision making.":1,"#Address overt bullying by training everyone on nonviolent communication and easing workplace stressors.":1,"#Often, workplace cultures create an environment that’s ripe for bullying. The following techniques can help you take a systemic approach to this problem:":1,"#Section Five: When Culture Leads to Toxicity":1,"#Check your own civility. Model the civil behavior you want to see in candidates and employees.":1,"#Ask their references about civility. Craft questions for references that screen for civil behavior.":1,"#Get your team involved. Schedule social time with candidates and your team members to assess if values match.":1,"#Interview for civility. Design your interview process to screen for signs of incivility.":1,"#The following civility-focused techniques can help you avoid inadvertently hiring a toxic employee:":1,"#Develop your team without double standards. Focus on performance. Level the evaluation playing field.":1,"#Manage the day-to-day with a focus on equity. Avoid stereotyping when making assignments. Invite contributions from everyone. Be inclusive in scheduling. Equalize access to you.":1,"#Choose your employees in ways that helps mitigate bias. Draw from a diverse candidate pool using objective criteria. Limit referral hires and focus on skills-based interview questions.":1,"#You can’t eliminate destructive bias among your team. However, you can interrupt it so it doesn’t do damage. Here are techniques for becoming an effective bias interrupter:":1,"#Don’t allow a focus on them to derail your other priorities.":1,"#Find ways to distance them from other team members.":1,"#Thoroughly document their behavior.":1,"#Accept that they might not change.":1,"#Inform them about the consequences of their behavior.":1,"#Give them direct feedback about their effect on others.":1,"#Probe to understand what’s motivating their behavior.":1,"#Take these steps to keep a toxic employee from damaging your team:":1,"#Measuring psychological safety. Regularly ask your team how safe they feel.":1,"#Asking for feedback on delivery. Invite comments that lead to improvement.":1,"#Replacing blame with curiosity. Have an open mind.":1,"#Anticipating reactions and planning countermoves. Develop constructive responses to potential confrontations.":1,"#Speaking human to human. Interact from a place of commonality and acceptance.":1,"#Approaching conflict as a collaborator, not an adversary. Always strive for win-win outcomes.":1,"#Psychological safety enables high performance. Nurture psychological safety in your team by:":1,"#Form a coalition. Co-create shared values and rules with your team.":1,"#Repair relationships. Evaluate your past behavior, then take steps to make amends.":1,"#Start with yourself. Decide what type of microculture you want to develop.":1,"#Even though your company’s culture may be toxic, it doesn’t have to infect your team. The following three techniques can help you create a resonant microculture and keep your team healthy:":1,"#Section Four: Managing a Team in a Toxic Workplace":1,"#Take care of yourself. Be patient and compassionate with yourself while you heal.":1,"#Savor the positive moments. Rewire your brain through practices that focus on the positive rather than the negative.":1,"#Plan for triggers. Prepare in advance for a healthy response to situations that may trigger you in your new position.":1,"#Take control of what you can. Put “what ifs” in the past, focus on what you’ve learned from the experience, and apply those lessons to your new position.":1,"#Find closure. Take time to grieve your loss, then forgive and move on.":1,"#You can leave a toxic job but still suffer from its effects. Here are ways to recover so you can enjoy your new role:":1,"#Finding (or accentuating) the positive. List and focus on the positive aspects of your current role.":1,"#Developing a plan. Think about what you want to change and then plan how to make those changes.":1,"#Facing reality head-on. Accept that your job is not what you want, but recognize it’s not forever.":1,"#Being unhappy with your job doesn’t mean you must leave it. You can survive and thrive in a less than optimal job by:":1,"#You’re feeling low energy. If you’re dreading your job and nothing you try energizes you, look for a new one.":1,"#You’re not given opportunities to be visible. To build your brand and grow, others must know about your abilities and accomplishments.":1,"#Your skills aren’t being used and developed. Staying where your development is stagnant is unsustainable.":1,"#Your values are being violated. Decide whether your most significant value conflicts can be resolved. If not, don’t stay.":1,"#The environment is toxic. Examine your feelings and your own behavior. If resolution seems impossible, it’s time to leave.":1,"#If you’re indecisive about leaving a job you’re unhappy with, become aware of the five signs that make leaving mandatory:":1,"#Section Three: Quitting or Staying":1,"#Actively seek out other positions in your company.":1,"#Be careful if you choose to confront them.":1,"#Avoid direct contact as much as possible.":1,"#Immerse yourself in your support network.":1,"#Safeguard your mental well-being with objectivity and self-care.":1,"#Carefully document your conversations and copy others when appropriate.":1,"#Confirm that their behavior is gaslighting and not just obnoxious.":1,"#It can be difficult to hold a gaslighting boss accountable for their behavior. Use the following techniques to survive a gaslighting boss until you can move on:":1,"#Only give feedback on their behavior if conditions are ideal.":1,"#Keep them informed.":1,"#Collaborate on plans of action.":1,"#Work to build trust with them.":1,"#Seek to understand their behavior.":1,"#Evaluate what type of micromanager they are.":1,"#Though you can’t change a micromanaging boss, you can change their effect on you. Here are ways to manage a micromanager:":1,"#Consider asking for help from HR.":1,"#Look for options to move within your company.":1,"#Take care of your physical and mental health.":1,"#Surround yourself with a supportive network.":1,"#Be specific about your requests.":1,"#Quitting your job to get away from a toxic boss can be difficult. Use these coping techniques until you can change your situation:":1,"#Section Two: Reporting to a Toxic Boss":1,"#Determine whether the behavior that’s affecting you is illegal.":1,"#Be clear about your goal and prepare to share it with HR.":1,"#Thoroughly document the issue, including dates and witnesses.":1,"#If you’re considering asking HR to intervene in an interpersonal workplace issue, exercise due diligence first. Otherwise, your time might be wasted. Before you approach HR, be sure to:":1,"#Planning an exit strategy in case you can’t resolve the problem.":1,"#Creating a network of supportive partners.":1,"#Adopting coping strategies for taking care of your mind and body.":1,"#Women of color are vulnerable to racial gaslighting, which can lead to crippling self-doubt and self-blame. Protect yourself from gaslighting by:":1,"#Discuss the issue with your manager.":1,"#Propose alternative solutions.":1,"#Craft a decision tree of actions and consequences.":1,"#Confirm your impression with others.":1,"#Clarify the situation.":1,"#Sometimes employees feel pressured to do things they think might be wrong. If this happens to you, take the following actions:":1,"#Take care of yourself, even if it means leaving your job.":1,"#Ask your manager to communicate group norms.":1,"#Set the example for nontoxic behavior.":1,"#Have a direct conversation with them about their behavior and its impact.":1,"#Toxic coworkers are destructive and must be dealt with. Try these approaches when dealing with a toxic coworker:":1,"#Toxic coworkers are destructive and must be dealt with. Try these approaches when dealing with...":1,"#Evaluate your options. If you decide that your mental health is suffering, you’re in an unhealthy environment and you must choose how to change your situation.":1,"#Evaluate your workplace. Based on your personal reflections, examine any misalignment between how you feel and your current job.":1,"#Evaluate yourself. Think about what you want from your career and how you typically feel at work.":1,"#Are you simply unhappy with your job or is your work environment toxic? If you’re not sure, take these three steps:":1,"#Section One: Working in a Harmful Environment":1,"#There are strategies, techniques, and best practices for mitigating all types of workplace toxicity. Anyone can use them to reduce the effects of a toxic work environment on themselves and others.":1,"#Toxic work environments can be damaging to individuals’ physical and mental health and costly for organizations through reduced productivity and employee attrition.":1,"#Toxicity in the workplace takes many forms, from micromanaging bosses or bullies who can make your work life miserable to toxic cultures that affect the whole organization.":1,"#Workplaces can be toxic in many ways. That toxicity takes a toll on employees and can damage the organizations they work for. In the HBR Guide to Navigating the Toxic Workplace, experts offer insights and best practices that can help you understand and remediate any toxicity you encounter. By mitigating toxicity, you’re supporting healthy, productive work relationships and work environments.":1,"#ISBN: 978-1-64782-590-4":1,"#Set Clear Boundaries, Change What You Can, Choose Whether to Stay":1,"#Workplaces can be toxic in many ways. That toxicity takes a toll on employees and can damage the organizations they work for. In the HBR Guide to Navigating the Toxic Workplace, experts offer insights and best practices that can help you understand and remediate any toxicity you encounter. By mitigating toxicity, you’re supporting healthy, productive work relationships and work environments.":1,"#HBR Guide to Navigating the Toxic Workplace":1,"#Heather R. Younger":1,"#Jackie Stavros, Cheri Torres":1,"#Abraham H. Maslow":1,"#Abheek Singhi":1,"#Aaron McDaniel":1,"#Aaron Hill":1,"#The most important part of a presentation is the point. Learn how to drive people to your point by leveraging with Joel Schwartzberg calls “attention magnets.”":1,"#How to Leverage Attention Magnets in your Presentation":1,"#In the end, recognize the people who want to love and be loved, and who they love and who they want to be in love with has nothing to do with their worth as a professional and a human being.":1,"#Understand that the L, the G, the B, the T, the Q, and the +, and the + representing a whole bunch of other letters and dimensions and expressions, they each have their own dynamics. Even those within the LGBTQ+ community don’t understand everything about each other. So be a student of this multilayered world.":1,"#Be an ally. Because LGBTQ+ people are still being discriminated against, you need to be ready to speak up. If you don’t, then there are a lot of gay people who are still not out because they feel it’s too dangerous to come out.":1,"#Learn. If you are not LGBTQ+, ask yourself, what are your feelings, thoughts, beliefs around this dimension of diversity and where do they come from? I remember when I was first wrestling with this issue, I didn’t know anybody who was gay or transgender or I didn’t know I knew them. And I had my own prejudices based on my religious upbringing. These were demolished when my best friend, a guy married with kids, came out to me and said he was gay. This is somebody I knew, respected, and loved. There was no way I was going to say and believe his being gay was wrong. Because of my experience with my friend, when I was chief diversity officer of a major corporation, we decided to do an art exhibit called affirmations, where I invited people who were LGBTQ+ to tell their stories. We displayed these stories with large black and white pictures of them in the lobby of our headquarters. It was so transformative. Suddenly, anyone who had any prejudices and judgements of people who are LGBTQ+ in the abstract, walk through this gallery and saw their coworkers or bosses. If so and so is LGBTQ+, how can I say it’s bad?":1,"#The last decade has marked a massive shift in society’s views about people who are LGBTQ+. But even though many Americans support same sex marriages or civil unions, there are still social pressures and ostracism in the workplace. To be inclusive of people who are LGBTQ+ requires 3 things: learn from others, be an ally, and know the diversity within the LGBTQ+ umbrella.":1,"#Center blackness in your workplace by consistently assessing what support looks like for the black employees and colleagues in your workplace.":1,"#And then being open to admit when you get things wrong. A lot of the leaders that I work with are scared to admit what they don't know, and they feel like they have to always be knowledgeable about everything. So, there is something really refreshing about humility and being honest about your mistakes when you get things wrong.":1,"#And then learning more about the black community on your own through your own education. So, reading books, listening to podcasts, YouTube videos, and all of that. So, I wrote an article about black women's experiences and 4 TV shows to help educate you on those experiences. So, I would say digging into articles like that to educate yourself on the black experience is really important.":1,"#Think about creating opportunities for black people to be in community; that could be employee resource groups and affinity groups. Also, use your individual and collective resources to amplify black colleagues in different ways, making introductions from one black colleague to another black colleague. I love when people introduce me to others. Also, providing resources, which could come in the form of access to training or information.":1,"#One question that I’m asked a lot, especially after a racial mega threat or an incident where the black community witnesses harm caused to a black person, is the question of “How do I support my black employees?” So, people will ask me, “Should I reach out when I see these instances of anti-blackness happening on a national scale?” And I just want to emphasize that there isn’t a one-size-fits-all, which is why it’s so important to get to know your employees and your colleagues. And asking that question of what support looks like for them is really important.":1,"#So, support can come in several different forms. I will say that the first thing to do, if you have black employees or colleagues and you’re thinking about this question of what support looks like for them—it sounds very over-simplistic—but it’s to ask. So, figure out ways to solicit feedback and create different feedback structures in the workplace. So. that might be reaching out to your black colleagues and checking in with them; you could do a temperature check. I love the, “How are you feeling on a scale of 1 to 10?” And I think that that can open up a really great conversation, and then also asking the question, how can I support you right now?":1,"#So, thinking in the context of our workplaces, it’s important to ask ourselves, “How do we create systems that support the most marginalized?” And it’s also important for me—and I always share this with clients—is that there isn’t a one-size-fits-all black experience. So, your black employees all have different and specific needs, and it’s important to recognize that.":1,"#I’m glad to see that in the last few years, the topic of support for black employees has been getting more attention. So, why is it important to center black people and, more specifically, your black colleagues? A really great book that I read by Isabel Wilkerson, who is a Pulitzer Prize-winning writer, is called Caste. And in that book, she talks about how within the U.S. there is a racial hierarchy, and black Americans are at the “bottom” of the system. And I think a lot about the quote by Fannie Lou Hamer, who said \"Nobody's free until everybody's free.\" So, if we’re trying to create a world where everyone is liberated, we have to liberate those who are the most marginalized first.":1,"#Today, women, people of color, and members of the LGBTQIA+ community still aren’t part of the decisions that wealthy White men are making. Worse, many find themselves trying to justify why they deserve a seat in spaces that should be open and inclusive for everyone. That’s Arlan Hamilton’s experience. As a woman, person of color, and member of the LGBTQIA+ community, she’s seen firsthand that people like her are underrepresented and underestimated, even when they have all the skills, talents, education, and experiences as others. She’s made it her mission to help founders who belong to any of these groups raise the capital they need, and along the way, she’s been “exceptionally underestimated.” In It’s About Damn Time, Hamilton shares how she’s thrived despite the odds. And importantly, she distills what she’s learned into lessons that can help anyone who’s felt boxed in, in the way, or in need of an ally carve better paths to success.":1,"#We’ve come a long way. Yet LGBTQ2+ persons still experience hate crimes, legal persecution, and general homophobia, transphobia, and biphobia reactions worldwide. In Alphabet Soup, CEO and subject matter expert Michael Bach offers a first-hand account of the evolving terms, experiences, and best inclusive practices for LGBTQ2+ communities in today’s complex world. Filled with self-deprecating humor, definitions, and real-world examples, the book clarifies how organizations and cultures can become more inclusive for all.":1,"#Alphabet Soup":1,"#Jennifer Wisdom, leader of Wisdom Consulting, is a board-certified business and organizational consulting psychologist. She has worked in complex health care, government, and educational environments for 25 years, including the serving in the U.S. military, nonprofit service delivery programs, and higher education.":1,"#Keeping these 3 strategies in mind—the what happened part of the conversation, the feelings part of the conversation, and the identity part of the conversation—can help you have better difficult conversations.":1,"#Finally, it's important that we don't try to control the other person's reaction of the conversation. If we're sharing some very difficult information with someone about how their behavior has affected us, they might get upset, they might get angry, they might feel terrible and start crying. We can't control how they respond, but we can prepare for their reaction and take a break if we need to.":1,"#You can also identify and admit to our own mistakes, our own mixed intentions, and our own contributions to the problem.":1,"#Be aware of your own sensitivities and what might push your buttons in a conversation.":1,"#Instead of using all or nothing thinking—“I'm competent or I'm incompetent”—it's better to stay in the gray and be curious.":1,"#Finally, the third part is the identity part of the conversation. Difficult conversations can call into question a lot of the aspects of who we are, such as whether we're competent, whether we're good people. Some ways to approach this:":1,"#Another challenge with the feelings part of the conversation is that we sometimes translate our feelings into judgments, characterizations, or attributions about the other person. It's important to understand how we feel without pushing our feelings onto someone else or changing our feelings into an attribution or a judgment about the other person.":1,"#The second part to address is the feelings part of the conversation. Many times, we don't want to express our emotions in a difficult conversation. That's completely understandable. Still, unexpressed feelings can leak back into the conversation verbally, or how we feel can be written all over our faces. These feelings can also preoccupy us so it's hard to be a good listener and to resolve the situation. It's okay to have feelings and it may make sense to share them with the other person.":1,"#Let's walk through these one at a time. For the what happened part of the conversation, we often assume that our view of the matter is correct. Often, however, we can differ in our interpretation of the facts and differ in our interpretation of what is important and what those facts really mean. A way to address this is to consider approaching the situation with curiosity. Try to learn how the other person sees it.":1,"#Let's walk through these one...":1,"#And then finally, there's an “identity conversation,” which is an internal conversation that each party has related to what the situation tells us about who we are.":1,"#There's the “feelings” conversation about how people are feeling and the validity of those feelings.":1,"#There's the “what happened” conversation that involves some disagreement over exactly what happened, what should have happened, and who's to blame.":1,"#Difficult conversations include any conversation that you don't really want to talk about. When you have a difficult conversation, there are typically 3 different kinds of conversations going on:":1,"#The post-COVID employment landscape reveals a deep connection between hiring and all aspects of successful business performance. In Candidate Experience, Kevin Grossman and Adela Schoolderman explain how and why you should elevate your hiring process. Whether you’re a CEO wanting strong and favorable brand recognition, a consumer goods employer building a base, or a recruiting manager seeking to acquire and retain superior talent and an exceptional talent pool, providing a positive candidate experience is key. Satisfied job candidates are loyal employees, and even if they’re not hired, can become reliable customers, brand spokespeople, and talent-pool gatekeepers.":1,"#Candidate Experience":1,"#Employers might consider how they can tackle problem behaviour before it gets to the formal stage when employment is at risk.":1,"#Breaking Bad Behaviour":1,"#Companies are increasingly looking to attract and retain older workers due to the aging workforce and shrinking labor force. With not enough new workers to replace those who are leaving, employers are focusing on recruiting candidates ages 50 and older. Older workers bring valuable experience and knowledge to the workplace, and companies are finding ways to retain them through flexible work arrangements, mentorship programs, and targeted benefits. However, age discrimination in the workplace remains a concern, and companies are advised to use inclusive language in job descriptions and ensure that AI hiring tools do not screen out older workers.":1,"#Experience Wanted":1,"#Learn the ways in which unconscious bias around race manifests. There are many books, blogs, videos, and podcasts about unconscious bias from the most practical to the most academic. Use the method and platform that best fits your style.":1,"#To be inclusive with people from a different race is one of the most fraught diversity issues we face since racism is arguably the most difficult, intractable issue in society today. Overt racism exists and we must be vigilant and uncompromising in dealing with it, but most people in companies aren’t overtly racist, however, many have unconscious bias toward Black, Latino, Asian, and indigenous talent that’s subtle, even nearly invisible but can be just as destructive. In companies we know from study after study that non-white employees get lower performance ratings, get fewer promotions, and lower pay, and therefore no surprise, have lower engagement and higher turnover. So how to ensure you’re not contributing to marginalization, demoralization, and even discrimination of people of other races when you weren’t intending to? Here’s a 4-step process: Learn, assess, observe, and interrupt.":1,"#Everyone has unconscious bias. Ensure you’re being inclusive with different races by following Andrés Tapia’s simple 4-step process: Learn, assess, observe, and interrupt.":1,"#How to Be Racially Inclusive":1},"version":202577}]