Embracing Diverse Leadership Involves Subtle Actions
Diverse leadership, characterized as a management style that appreciates and respects every team member's unique viewpoints and history, and fosters a setting where everyone feels welcome. This led me to converse with Marissa Fernandez, who works with leaders to construct inclusive work settings. She started her journey at Procter & Gamble twenty years back and recalls the experience of being the initial family member to work in a corporate environment.
As a second-generation Latin woman, she expressed, "It was significant for me to feel like I belonged." At P&G, they discovered that female employees of color at the start of their careers who worked under a dominant group member (white males) were leaving at a higher rate than members of the dominant group. They initiated a development program aimed at supporting those in this specific situation, to foster a stronger connection and collaboration between early career female workers of color and their white male supervisors. My boss and I participated in this program, and it aided me in staying longer, feeling strongly supported by my manager, and armed with the tools to work effectively together.
Fernandez also highlighted the Hispanic Employee Resource Group. "It was impactful to have a community. It was the first time I heard about the nuances of our culture and discussed how to leverage them as a strength. For instance, we tend to be more outgoing and passionate in our communication. As a community, we discussed how to utilize that as a strength and be perceived as an energizing leader instead of 'too emotional.'”
Advancing in Fernandez's work with leaders today, she observes that leaders who prioritize inclusion view it as a competitive advantage. They consistently examine data on employment, promotions, and leadership representation and are committed to improvement. Inclusive teams utilize their ERGs, feature relevant speakers and topics tailored to their culture, and encourage allies to attend and promptly address non-inclusive behaviors.
Fernandez also recommends this exercise with leadership teams on inclusion. She inquires about their perception of inclusive leadership and then asks leaders to share what hinders them from being inclusive all the time. Often, leaders have sincere intentions to be inclusive, but challenges or obstacles arise.
In response to the question, "What does inclusive leadership mean to you?" Fernandez typically hears:
- Every voice is appreciated and valued
- Psychological safety, people do not fear the repercussions of "messing up"
- Being a good person
- High trust
- A feeling that we have each other's backs
Contrasted with the subsequent, "What prevents you from being inclusive more consistently?" leaders lament:
- Stress
- Pace
- Lack of mindfulness
Commence with a Mindset Transformation
Fernandez encourages leaders to make inclusion achievable and concentrate on micro-behaviors, beginning with a mindset transformation. She advises, "In the next gathering you attend, how could you be a more inclusive leader?" Asking yourself this question before a meeting can encourage you to adopt a behavior more likely to promote inclusivity. For instance, if you approach a meeting thinking, "I want everyone to participate and commit to subsequent steps," you are more likely to act in a way that motivates people to participate and commit.
Inclusion Growth Steps
According to James Clear, author of bestselling Atomic Habits, "Every action is a vote for the type of person you want to become." In simpler terms, our behavior reflects our character. As Clear's research shows, initiating small changes is more likely to lead to larger changes. If you strive to become a more inclusive leader, think about small actions that demonstrate inclusivity today, this week, or this month. You can add an emotional check-in to meetings, rotate note-taking responsibilities, have a tradition that everyone shares before someone shares again, and ensure full commitment to next steps at the end of the meeting.
Revert to What Matters
Inclusive leaders inspire their teams. That means fostering an inclusive culture is not typically achieved through a single meeting or experience. It is the accumulation of gatherings and experiences that builds inclusive leaders. Once leaders have displayed inclusive behavior consistently over time, people acknowledge, perform at a higher level, are more engaged, and are likely to stay longer with an organization.
Inclusive leadership involves creating an environment where everyone's voice is valued and respected, despite challenges such as stress, speed, and lack of mindfulness. By focusing on micro-behaviors and starting with small changes, leaders can cultivate a more inclusive work environment culture.
- Marissa Fernandez works with leaders to establish diverse leadership styles, promoting an environment where every team member's unique perspectives and histories are appreciated.
- In her early career at Procter & Gamble, Fernandez, as a second-generation Latin woman, emphasized the importance of feeling like she belonged in a predominantly white corporate setting.
- Fernandez highlights the significance of allyship in fostering inclusion, suggesting that leaders should prioritize diversity, equity, and inclusion (DEI) as a competitive advantage.
- To be an inclusive leader, according to Fernandez, one should strive to make every voice appreciated and valued, ensuring psychological safety, and being a good person who has others' backs.5.leaders can cultivate an inclusive culture by focusing on micro-behaviors and initiating small changes, such as encouraging participation, rotating responsibilities, and ensuring full commitment in meetings.
