One reason may be that the idea of diversity, suggests that the people being sought are not the norm instead, it's the people.
In conversation with Gena Cox, psychologist, executive coach and author of Leading Inclusion Drive Change Your Employees Can See and Feel, that organization may feel it's gone out of its way to find diverse candidates.
People who are underrepresented look for several tangible things to provide the evidence that this is good place to be, being seen, being heard and being valued...
Being valued includes receiving positive feedback and recognition, getting promotions and career opportunities, equity of compensation and access to prestigious customer- or client-facing roles.
You're either leading 100% of the people and you're leader, or you're consciously choosing to lead for only 75% of the people, says Cox..
The number one complaint from people who are underrepresented in organizations is that their managers do not give them the feedback that will enable them to grow and thrive, explains Cox..
This can look like whining or weakness for people who worry that they're only there to make the diversity numbers, that vulnerability is too hard to deal with.
Whether individual differences are racial, disability, neurodivergence, sexuality or gender, leaders must have the interest to learn about and understand the breadth of employee experiences..
Cox recommends using three-pronged approach of curiosity, ing you to run in the opposite direction you've got to start there with just the willingness to explore..
There's no shortcut, except we all know it's possible there is not any alternative to walking up to person, getting them in place where they're comfortable and safe and having one-to-one conversation...
Read more
Related items:
