A 'Simple' Reversal
I was lucky enough to start the turning of my brain back on for 2020 over coffee with Erin Davis, the new Director, Corporate Engagement, Western Canada at Catalyst (you should definitely give her a shout). As we were chatting, the idea of being a 'culture junkie' as those engaged in diversity & inclusion work came up - clearly, both of us identified as such.
An idea popped into my head based on something my partner had shared with me that stuck with her from a workshop she took years ago from Parker Johnson (you should also look him up). As I understood it, someone had remarked that their area of work wasn't so bad since they generally treated others the way that they would want to be treated. Parker's response was something along the lines of "that's great, but I'm not asking you to do that - I'm asking you to treat others the way that they want to be treated". Since then I've thought of that as essentially the measuring stick of inclusion.
This doesn't mean that if someone is unruly and wants to be treated like royalty that that is what one should do, but rather that if the barometer of how someone should be treated is as a straight white male (in my case) then that likely won't work for anyone who doesn't look or identify like me. For me to treat someone the way that they would want to be treated means to be in dialogue with them and people like them to really see and hear them as well as for others to do so.
That's one reversal, but the one that struck me was relating to management and leadership. Often times we rise to the level of our incompetence (the Peter Principle). Perhaps we're seen to be a great engineer, but leading an engineering team is a vastly different skillset. When we don't invest in people we promote to manage and lead, we can hardly saddle them with a new responsibility like leading diversity & inclusion efforts and expect them to succeed (which is why organizations should invest in Equity Focused Leadership training to build capacity in leaders' knowledge, skills, and attitudes to succeed). This amongst all the other things like how to give useful feedback, how to make meetings not suck, and other managerial skills not acquired as an individual contributor.
The 'simple' reversal in my mind is:
When put in positions of power/authority/leadership, it is often our idea that those working for us make us look good, when in reality, it is now our role to make them look good.
In order to do so, we need to really see and hear the people we seek to serve. If those people don't have the psychological safety to show up to work every day as their authentic selves, how can we ever hope to succeed in leading them?
If Peter Drucker is right and "culture eats strategy for breakfast" - you should at least know what all your people eat for (figurative) breakfast and serve it to them (figuratively).
Award-Winning Diversity & Inclusion Expert I Inspirational Speaker I Organizational Transformation
4yA great reminder of the platinum rule - to treat others how they want to be treated! I would add that this conversation is constantly evolving as we understand that the people that make up our organization are truly the ones driving success. When they can show up to work and be their authentic selves, the real magic happens. Thanks for a great culture convo to start the year!
Organizational Scientist | Expert in Neuroscience-based Belonging In The Workplace | Forbes Council Member | Adjunct Professor | TEDx Speaker | Keynote Speaker
5yThe key is to learn what "breakfast" people want to eat so it can be served to them. That's when culture transforms because people recognize they are receiving what makes them happy, feel valued and supported. Great metaphor! Great article!
Founder CultureSmith Inc. | I share strategies on Culture, Leadership, and Emotional Intelligence to turn stress into a source of growth for your company - and wellbeing for its people. | #WorkAsWellbeing #AntifragileOS
5y"When put in positions of power/authority/leadership, it is often our idea that those working for us make us look good, when in reality, it is now our role to make them look good." This is the very definition of servant leadership, something many organizations claim to be all about yet fail to act on. We're starting to see Servant Leadership become a bit "buzz-wordy" and that scares me because once it's seen this way it is easier to marginalize. What's your experience Jake? What are the main points of friction that are keeping well-intentioned companies / leaders from actually following through and gaining traction?
Global Procurement, Sourcing & Supply Chain Executive
5yGreat article Jake. “When put in positions of power/authority/leadership, it is often our idea that those working for us make us look good, when in reality, it is now our role to make them look good” This is the ultimate responsibility of an effective leader, and the reversal or shift is starting to take shape. I am in a series of fairly new working relationships, including having a new leader and taking on the role of leader to many. I spent the majority of my first 60 days learning about them.. their motivations, dreams, challenges, career aspirations, pet peeves, what they would appreciate from their leader, what they have for breakfast essentially. The questions asked, time devoted and most importantly listening and acting upon what they shared has been invaluable from my perspective in building an effective working partnership. Kudos to my leader Randy Auld , who shared with me early on in our new working relationship that it is his job as a leader to ‘flex’ to his team-not the other way around. The key, and I thank you for the reminder, is to take off the blinders and remove even my positive intent, and continue to listen, coach and treat them as they would like-not how I think they should be! Thank you for sharing!
Business Development, Industry Diversification at Spartan Controls | Executive Director at Young Women in Energy (YWE) | Co-Founder & Board Director at Axis Connects
5yThis is a great turn on the 'Golden Rule'. I think it's a bit like trying to date someone, not knowing their love language(s), but then wondering why all of the things you're doing to impress them aren't landing. We need to get to know our coworkers, volunteers, direct reports, etc. and better understand how they want to be communicated to, acknowledged, and given feedback - meeting them where they're at. Keep up the great content Jake!