Inclusion in the workplace is a necessity. Over the years, this column has shared many articles highlighting its impact and importance. That said, today, I want to focus on managers as that important glue to support the achievement of workplace inclusion. The weight of this responsibility can be tiresome and taxing for individuals wishing to help the organization succeed. Managers afraid to make career-limiting missteps that negatively impact the organization’s reputation and bottom line will have a tough time with this responsibility. This article will highlight three support areas for managers who are second-guessing and over-cautious about fostering inclusion.
Embrace Imperfection
Walking a tightrope is exhausting, so I want to offer managers some insights into loosening the hold perfection can have. Being perfect isn’t necessary, but rather, continued action is. Managers who are inclusive leaders are constantly watched and challenged to be all-knowing and perfect in handling inclusion. Paulo Coehlo, Author of The Alchemist, says, “The secret of life is to fall seven times and to get up eight times.” Consider the last time we embraced making so many stumbles as an inclusive leader that we lost count. Most managers will likely avoid situations that present the opportunity to be shamed or, even worse, become a part of the cancel culture phenomenon. I encourage managers to do what my favorite author, the late Susan Jeffers, said: feel the fear and do it anyway.
Tap Into Organization And Team Support for Making Mistakes
To support a mistake-welcome culture, think Google; organizations can give managers grace around making mistakes from an inclusion standpoint. Team members, also part of the equation, can also engage in a win/win partnership with managers, establishing protocols for psychological safety in exchanges that allow for mistakes to happen. Remember, managers aren’t perfect; there’s always the opportunity to learn and grow from situations to manage team differences. Organizations that are proactive and progressive in creating such spaces will allow managers to embrace the role of imperfectly navigating teams better.
Teams need demonstrative proof that the manager is committed to fostering inclusion through transparency around learning and growth. Managers should share with the team the progress made in increasing inclusion skills, even if the answer is less than ideal. The team will appreciate the honesty versus the cover-up that causes constant challenges. Instead, ask for team input on filling knowledge gap areas. The key here is a willingness to listen, receive, and implement feedback provided.
Leverage Manager Inclusion Resources
Organizations can help managers by providing resources that support the evolving workplace needs. Some strategies to consider include:
1. Managers need time and space to access ongoing inclusive leadership education on successful team management.
2. Managers will need dedicated time to practice and implement lessons learned with some accountability in place to set the stage for success. Be flexible and supportive of managers requesting more processing time. This is a good sign of reaping the ROI in educational investments.
3. Human Resources and Learning and Development teams have a role in helping managers succeed. Both groups can provide knowledge and grace for inclusion hiccups when figuring out the new needs of today’s workers. This partnership creates deeper learning opportunities and fewer inclusion hiccups in the future.
4. Managers also need leadership support through actions and communications for this inclusive leadership journey. Inclusion has many tentacles, and managers are part of the equation, so it is necessary to be in tune with manager challenges and needs to support inclusive culture and teaming.