Help For Managers Who Have Good Intentions For Building An Inclusive Relationship With Direct Reports
Managers eager to support, sponsor, and champion direct reports as part of diversity, equity, and inclusion goals may discover that the goal is more challenging than expected. Many organizations still need to work on maintaining their good intentions of embracing social justice as a core goal, diversifying the workplace, and increasing financial investments for underrepresented communities. Today, performative labeling still exists for leaders, and when inclusion challenges surface, many seek to affirm that there was only good intention talk. Similarly, todays employees are empowered with new skills and expectations, and must trust the manager’s intention and actions before agreeing to participate in an all-inclusive relationship. As such, there will be efforts to validate non-performative actions prior to engagement. Here are four ways managers can proactively strengthen the manager/employee relationship.
1. The Need To Show Up As Inclusive Leaders
To be ready to tackle obstacles in manager/employee relationships, managers must proactively invest time and resources in continued diversity, equity, and inclusion education. Doing so allows us to build our ability to navigate across different cultures and experience transformative breakthroughs. Prudent actions include reading, listening, and seeking insights into other experiences. Why not carve out some time to read more books on inclusive leadership? If accountability is needed, participate in a book club to experience progress. Another option is taking advantage of internal and external training opportunities to build inclusive leadership muscles. Guaranteed, managers are tight on time but must make the time to be set up for success in managing workers in the ever-transforming workplace. The point here is that to be ready for newly defined relationships, managers must engage in a personal transformation that demonstrates commitment and authentic actions.
2.Take An Audit To Explore Relationship Possibilities
Spend time auditing the relationship history between manager and employee. Be honest. Is it a “good” relationship? Is there trust, or is there stuff to be handled? Are there examples of fruitful collaborations? What notable wins can the manager use to build on and support the desire for shifts in the relationship? What evidence is available to show gaps that need repair? For example, The Waymakers book by Tara Jaye Frank says when doing a culture audit, it’s key to understand the disconnect between what leaders and employees think. As such, use audit insights to align where the relationship stands and navigate the improvements needed to flourish in a direct reporting relationship.
3.Clarify What Is Necessary For A Successful Relationship
Help For Managers Who Have Good Intentions For Building An Inclusive Relationship With Direct Reports
Managers need help in navigating the expectations of newly empowered workers.
GETTYManagers eager to support, sponsor, and champion direct reports as part of diversity, equity, and inclusion goals may discover that the goal is more challenging than expected. Many organizations still need to work on maintaining their good intentions of embracing social justice as a core goal, diversifying the workplace, and increasing financial investments for underrepresented communities. Today, performative labeling still exists for leaders, and when inclusion challenges surface, many seek to affirm that there was only good intention talk. Similarly, todays employees are empowered with new skills and expectations, and must trust the manager’s intention and actions before agreeing to participate in an all-inclusive relationship. As such, there will be efforts to validate non-performative actions prior to engagement. Here are four ways managers can proactively strengthen the manager/employee relationship.
1. The Need To Show Up As Inclusive Leaders
Do the necessary work to show up as an inclusive leader.
GETTYTo be ready to tackle obstacles in manager/employee relationships, managers must proactively invest time and resources in continued diversity, equity, and inclusion education. Doing so allows us to build our ability to navigate across different cultures and experience transformative breakthroughs. Prudent actions include reading, listening, and seeking insights into other experiences. Why not carve out some time to read more books on inclusive leadership? If accountability is needed, participate in a book club to experience progress. Another option is taking advantage of internal and external training opportunities to build inclusive leadership muscles. Guaranteed, managers are tight on time but must make the time to be set up for success in managing workers in the ever-transforming workplace. The point here is that to be ready for newly defined relationships, managers must engage in a personal transformation that demonstrates commitment and authentic actions.
2.Take An Audit To Explore Relationship Possibilities
Get a sense of what’s working in the reporting relationship by doing an audit.
GETTYSpend time auditing the relationship history between manager and employee. Be honest. Is it a “good” relationship? Is there trust, or is there stuff to be handled? Are there examples of fruitful collaborations? What notable wins can the manager use to build on and support the desire for shifts in the relationship? What evidence is available to show gaps that need repair? For example, The Waymakers book by Tara Jaye Frank says when doing a culture audit, it’s key to understand the disconnect between what leaders and employees think. As such, use audit insights to align where the relationship stands and navigate the improvements needed to flourish in a direct reporting relationship.
3.Clarify What Is Necessary For A Successful Relationship
Do the work to successfully connect for fruitful discussions.
GETTYBe clear on manager and employee needs for the reporting relationship. Does the employee need sponsorship that’s missing? Does the manager need improved communication? Managers must explain the rationale for the desired change in the relationship, allow space for employee response, and be ready to lean into active listening skills to gain insights that may not surface on an engagement survey. Ensure ample conversation time, even if subsequent meetings are necessary. Solutions can come at a later time. The key is for both parties to connect and have authentic dialogue. Listen to understand. Show up to conversations ready to be vulnerable and empathetic.
4. Evaluate Additional Support
When we think we have exhausted all options, it’s natural to reach out for help. However, before doing so, managers must think through the why behind the need for reinforcement support. Managers, what are the goals of the reinforcement? Is it to rectify a problematic relationship? Is there transparency in the approach? Think proactively about how additional support will be perceived. Have answers at the ready and have upfront conversations on plans for the relationship.
Article link – https://www.forbes.com/sites/simonemorris/2022/12/06/help-for-managers-who-have-good-intentions-for-building-an-inclusive-relationship-with-direct-reports/?sh=46ebe04a5b55