On Wednesday 9/9/15, Steve Levy and I kicked off the first of three webcasts hosted by College Recruiter called: Honest Diversity Conversations. The aim of these webcasts is to step outside of the realm of the typical diversity conversations. We wanted to open the eyes of business owners and HR practitioners alike to the issues and missed opportunities that exist when we don’t consider the impact of what’s going on in society, their homes and most importantly the impact of our policies and procedures.
Last week we concluded our Honest Diversity Conversations webinars. Our final discussion was about: Bias Leadership. There are so many ways that bias leadership can manifest itself in organizations. What was clear by the end of our discussion, was that race relations, bias in the workplace among other nuisance variables improve when you take care to put the right people into leadership positions. When you do your due diligence to choose the right leaders, they ultimately do what is right. This brings me to another important point- have we loss our moral compass in the workplace? In many cases, I believe we have. There is so much emphasis on impacting the bottom-line that we forget the impact we have on our employees. This omission of thought is very often unintentional. However, employees don’t want to hear what you didn’t intend. All they know is there are instances and situations where their progress and well-being are not being examined or treated consistently and equitably.
Did you know?
2014 was a record year for retaliation claims filed with the EEOC. According to a February 2015 article by SHRM, 2 in 5 (42.8%) of the charges the EEOC received in 2014 alleged retaliation against an employee pursuing discrimination claims. If your leadership is tuned into the workforce for both good and bad cues – how does something like retaliation reach the numbers the EEOC is reporting? It essentially means that HR departments and leaders are not practicing what they preach, In HR, it is quite customary to have a non-retaliation policy. The piece that many employers don’t get is you can draft and implement any policy you want. The issues arise when you are inconsistent in how you apply said rules and more importantly when the “rule book” mysteriously changes depending on your race, creed, gender etc.
These discussions were not your typical diversity discussions. It was created to discuss and enlighten the masses to what really goes on in practice, with intention, and many times in ignorance. We sincerely hope that you will feel empowered to continue these conversations in your own organizations.
For links to the first two recaps and extra teasers see below:
Have you ever worked for someone who couldn’t understand that you don’t need to have your hand held through each of your tasks? I have encountered this many times over. I get it as a parent can be with their child or a person with a spouse or boyfriend- some leaders have a dysfunctional and almost abnormal need to feel wanted and/or needed. These are leaders who like a dependent team not an independent team. They derive their worth from micromanaging every aspect of their teams work and day.
There are some employees on your team that will appreciate the extra hand-holding or may need it. Another percentage of the bunch, will be annoyed with your constant meddling. In either scenario, you are doing your employees a disservice by operating this way. In the first scenario with the needy employee, they need you, you need them- it is the perfect situation- right? No. On one hand it is great for you to provide the individual support that one of your team members may need to be successful in their position. In contrast, you are so hands-on that this person never spreads his or her wings. They will never realize the joy and sense of accomplishment that comes from working through a problem and ultimately fixing it without anyone else’s assistance. This level of problem-solving and critical thinking are the same skills that become important from a developmental standpoint and could hurt the person’s chances of moving up the proverbial ladder. With your independent players, the liability here is that they will feel like you are purposely trying to stifle them not only in their positions, but also from growing beyond their current rank.
When I went through this, I just remember thinking: “Wow! This lady is a nutjob! Can I breathe? Let me do what you hired me to do.” The beauty of leadership is rooted in remaining flexible to the needs of your team. If one person needs a little more attention, you give it. If you have a few high-performers who require simple guidance and behind-the-scenes support, move out of their way and let them get the job done. More importantly, if you are a micro-manager, you need to redefine your worth within the parameters of your job. You are not more successful as a leader when you are giving orders and trying to manage everyone else’s desk plus your own.
What your micromanaging proves is that:
1) You have no faith in your team to execute their tasks accordingly.
2) You have issues with true delegation and that should be addressed.
3) You prefer the visibility to be on you and not your team which is why you won’t allow them to do their jobs.
4) You fear the potential for failure when you are not in a position to handle a task or project.
5) You are not interested in developing your team so they can eventually move into other roles. Keeping them dependent allows you to stagnate the very skills that would propel them ahead.
No matter what the needs of your individual team members are; have faith in them. Empower them. Allow them to problem solve and critically think through issues. Create a safe-haven for failure so employees don’t fear failure, but see it as an inevitable outcome in business. Support your team so they bounce back from those inevitable failures wiser and better than before. This is what people have wanted in a leader in the past and present. Equally, this is how leaders will have to operate in the future.
Join me on The Aristocracy of HR You Tube Channel for more dialogue on this topic:
