Inclusive Experiences

• Setting the Stage

  Every year, leaders in organizations around the world strategize and plan for what their focus is going to be for a successful year. This was no different for a leadership team I worked with at a time in my career. They would carefully craft their goals and objectives and then share those goals with their teams, so they knew what was expected of them. Instead of following the same process, which got the job done in a check the box manner, I decided to provide a different approach. One that would allow this exercise to be more than just a cascade of information.

  My plans began with identifying a restaurant that had an ideal setting for a working dinner. I made sure the private location I chose had round tables with enough room for people to easily move around, but not so much that they felt like they were in a banquet hall. I have always been a fan of round tables for groups of 8 or more. It allows everyone at the table to feel like they are sitting with one another and creates a welcoming environment that generates cohesive discussions.

  Once I secured the location, it was time to organize the details of the dinner and strategically create a seating arrangement that would foster a productive discussion. A leader was placed at each table to help lead the conversation and the remaining seats would consist of associates who did not report directly to them. Logistically, there might have been a couple who did, but I was thoughtful about those people as well. The makeup of each table had a diverse mixture of personalities and working styles. I organized it such that people who are more comfortable with initiating a discussion sat with others who may be a bit more reserved. I felt this would create a nice balance and make it easier for everyone to settle into their space, get creative and focus on the work ahead. I also took into consideration the people who would benefit from getting exposure to certain leaders based on their career aspirations. All of these dynamics were great for the associates, but this set up was beneficial for leaders as well. It gave them the opportunity to learn about the associates at their table whom they normally wouldn’t engage with because of the structure of the team and the intersectionality of their work that happens at higher levels.

  Once the seating arrangement was in place, I then moved on to the work we were brought there to do. Each table had the task of going through the list of goals and objectives for their organization. They were then asked to think through any obstacles they might anticipate and identify the resources and support they would need to help them execute on those goals. Although associates didn’t have their direct teammates at their table to help them think through the work ahead of them, the leaders were there to help guide them through it, while allowing others to hear and understand what it takes to get their job done. It also helped them to understand what other people do and the cross-functional aspects of their work. The exercise concluded with each table outlining the results of their discussion, which they took back to their smaller teams to align with their plan of action.

  Alignment on goals and objectives was achieved, and it became a win for the company and its people. The working dinner contributed to developing an inclusive culture for this organization and fostering working relationships which continued well beyond this event. Associates tapped into the skillsets of their fellow co-workers and/or were led to others in the organization who could help them. Leaders gained more insight into the people around them which became influential in future discussions when shifting work and adjusting org structures. It’s the accumulation of working sessions such as these that guide leaders to think differently about the next role they fill, promotion they make or project they assign. These types of activities lend themselves to building a more inclusive group, which plants the seeds for diversity. And, when people feel comfortable enough to show their creativity and think through new solutions the benefits are endless. All we need to do is “set the stage”.

• Self-Less

  I can still remember the first business meeting I was invited to attend. I was excited to be included, yet nervous at the same time. It was exciting because this was an opportunity to help solve for businesses challenges, but my nervousness was fueled by thoughts of others not finding value in my ideas or not being able to answer a question I might get asked. I wanted to show well and even though I came prepared, there was an experience in showing up for me that I didn’t take into consideration. It was the feeling that came over me when I entered the conference room for the first time. The space felt vast and the room engulfed me, which made focusing on the context of the meeting a little more difficult. I didn’t recognize most of the people in the room either, which didn’t make things easier. Thankfully, there happened to be one person I knew sitting at the table and luckily there was an open seat next to him. I made a beeline for that seat to help me settle into the room. I didn’t acknowledge anyone else around the table, but it certainly wasn’t intentional. I was just trying to claim my space and get prepared to show others my ability to problem solve and think critically.

  Even though I don’t experience the same feelings when attending business meetings today, I am still consistently faced with first time experiences or situations that take me out of my comfort zone, and I can easily find myself being self-consumed and uninviting amongst the people around me. Not only is it important to recognize this behavior in myself, but it also serves as a reminder that when I see others being exclusive it is most likely unintentional and they are unaware of how it is impacting the people around them.

  For people and organizations to grow within the confines of human nature, they must be open and willing to take a personal inventory to see where they can be better. Just like a company takes stock of its inventory if they want to grow, people must do the same. Doing this work not only allows you see where you can help others succeed, but you also will come to learn how you can be a stronger, more competent leader in your own career.

  I have included a few tactical examples below of how I have practiced going against my unconscious behaviors and being more self-less in my actions to exhibit more inclusive behaviors in my work environment. Particularly, when it comes to business meetings.

  • Showing up a few minutes early and introducing myself to people I don’t know in the meeting. Even though this may seem like a given, it is still worth mentioning because it’s a simple gesture that goes a long way.

  • Reviewing the agenda prior to a meeting helps me think ahead about how I can contribute to the discussion and support the meeting organizers objectives. If there is no agenda, I will ask the meeting organizer if they can create one. This is a win/win for all, as it allows everyone to prepare for a cohesive and meaningful discussion.

  • If I know someone has a good idea or opinion about the topic at hand, I make it a point to share a comment that will help tee off their idea. If I know that I plan to do this prior to the meeting because the agenda is insightful, I will give this person a heads up so they are not caught off-guard.

  • If someone is struggling to execute what it being asked of them and I can help, I connect with them after the meeting. People will sometimes suffer in silence because they are afraid to speak up and they feel like they need to figure things out on their own. Initiating help might give people to confidence to speak up at another time and this helps breaks down people working in silos.

  • If they lack resources, I will share ideas or point them in the direction of someone else in the organization that can help them deliver on their commitment that was expected out of the meeting.

  • Take a pulse on your environment and practice empathy. This allows me to tune into the people around me and understand how to engage effectively with others.

  The greatest value this list provides is, it can be demonstrated by anyone in your organization. These are leadership behaviors that don’t require you to hold a particular title in order to practice them. People who can take a pulse on their environment, identify where they can add value and respond accordingly to a person or situation, is how emerging leaders gain exposure, current leaders grow stronger and an inclusive culture is fostered.

  The more you step outside of yourself and think of others, the more you get in return and grow, making this “self-less” notion quite the paradox. The question then becomes, are you willing to do the work and take your own inventory, so you and countless others can succeed?

• The Welcome to the Team

  Starting a new job comes with many challenges. However, starting a job remotely can be even more difficult. The way you connect and collaborate with people looks and feels very different in a virtual environment and requires more time and effort to get acclimated and become efficient. You don’t realize how invaluable it is to have the ability to take a pulse on your environment when you are working in the office with others. It helps you understand the intersectionality of your work and its people, which helps you obtain the tools needed to successfully learn how to navigate your way through the organization you just joined.

  I didn’t quite know what to expect when I switched jobs this year. I prepared myself by thinking through the relationships I would need to build and a list of questions that will help get me the answers I need. To my surprise, the time and effort I put into prepping for my new adventure wasn’t even needed. I was fortunate to land a role within a company that thought through all the onboarding details and truly created an inclusive environment for me to be successful.

  Therefore, I thought I would share some of their inclusive behavioral processes that made it such a successful onboarding experience.

  • Assigned an Onboarding Liaison

  • This person reached out to me prior to my start date to introduce herself and explain her role as my liaison.

  • She set up weekly check- ins with me the first month, which we used to cover everything from technical skills to understanding people and relationships.

  • Additional 1:1 Meetings

  • My manager met with me on my first day and at the end of my first week. Making time for me and demonstrating her check-in was authentic, was a key indicator that I joined a company that cares about its people.

  • Other associates that I would be working closest to initiated 1:1 meetings with me as well. They spent some time introducing themselves and helping me to understand how I would be working with them and highlighting where they can help me.

  • First Week: Onboarding/Training Meetings Only

  • I did not start my actual job I was hired to do until my second week of employment. They gave me the time to get acclimated with some of the basics of the company.

  • They sent me organization charts and an outline of the company, so I could familiarize myself with who is who.

  • My first meeting on day one was with IT to make sure the equipment they sent me was working properly and I could successfully connect to everything I needed. They did a check-in two days later to make sure everything was still working as intended.

  • Rest of the week was filled with meeting key people from the other organizations. Compliance made sure I understood what was expected of me; HR showed me how to navigate the essentials and who to reach out to for help; while SMEs walked me through how to use platforms that were specific to our environment.

  Most importantly, everyone I met with and reached out to extend the same warm welcome and helpful hand. It didn’t matter if I reached out someone in an email or on Teams, or if they were a senior leader or a peer. Everyone’s response time was quite impressive, and I never felt like I was bothering anyone. They genuinely seemed happy to help and their behavior has continued to be consistent since day one. Therefore, I think it’s important to note that you can put the best processes in place, but it all comes down to the human experience and how you make people feel.

  I would also like to add, the people I met with in my onboarding meetings my first week were diverse. Even though I am white, diversity helps me to feel more welcome. It tells me that the company has a wide aperture and broad definition of talent, and people are given opportunities. And that, is something to feel good about when you are part of it.

  Share your experience

  If you have had a positive onboarding experience with your company, please use the comment section to share the inclusive behaviors and processes that made a difference for you.

• Air Coverage

  As I stood in a small circle of colleagues and leaders at a company event, a fellow leader walked by and commented to my boss “Don’t worry, I covered her in that meeting and we’re good to go”. Later that day, I asked him the context of his comment, which he replied “the project leader from another department had a limited view on the contribution someone was making from our team and he gave her some “air coverage” in the meeting.

  It was then that I came to understand the meaning of air coverage and the importance to support your co-worker or team’s efforts by influencing the opinions and judgments of others with the proper context, when needed.

  I immediately appreciated and admired that effort and knew it was something I wanted to put into practice. It added to my list of things to be aware of when engaging with others in my work environment and how I can be more inclusive.

  Some ways in which I found an opportunity to provide “air coverage” and result in positive outcomes are in the following examples:

  • I suggested using the woman who sat at the front reception desk to help with some real estate tasks because I knew she was capable beyond her current scope of work. She ended up working out so well, they eventually moved her out of her current role and into a full-time position managing the company’s facility and real estate efforts. This resulted in a career change she loves and still does to this day.

  • I provided additional insight to a question being asked during a meeting, which was not directed at me, without coming across like the other person didn’t know about the context I was adding. This is public demonstration to your team that you are invested in your team’s success and you are not there to be in competition with them.

  • I brought attention to the efforts a quiet, yet hard working, lower-level team member, as informal talent discussions were taking place in my presence.

  • Leadership was not aware of some of the particulars I had to share and it influenced their current view on their performance and career pathing discussions for this individual.

  • I advocated for an IT contractor by continuing to share with leadership his level of expertise and his strong customer service skills. This eventually led to him being offered a full-time position with the company.

  In all of the above, if I caught wind of something that would be of useful information to help them develop in their role or perform at a higher level, I was sure to share my insights with them.

  The greatest lesson that stems from these efforts is coming to understand that by making a consistent effort to learn about the people I work with gives me the opportunity to engage in discussions and decisions that are taking place around me. This helps me to create the right exposure for people that have talents and skills that are sometimes overlooked, which once understood, clears obstacles that lead to opportunities.

  The greatest reward that stems from these actions is getting to know the people you work with, building trust amongst one another and supporting each other’s success. It’s what allows us to work with more confidence, take risks and encourage true collaboration. All that can be done by simply providing “air coverage” for people.