2009 copyright nia consulting & development, llc micro-inequities: the subtle barriers to...
TRANSCRIPT
2009 Copyright Nia Consulting & Development, LLC
Micro-inequities:Micro-inequities:
The Subtle The Subtle Barriers to Barriers to Workplace Workplace Success Success ©©
Dr. Pamela Johnson, CMC
Nia Consulting & Development
™
Presented by Dr. Pamela Johnson, [email protected]
Nia Consulting & Development972-494-9497
www.NCDPerformance.com
2TM2009 Copyright
Nia Consulting & Development, LLC
Mary P. Sloan, Ph.D.Mary P. Sloan, Ph.D.
Micro-inequities double damage:
1. Exclude the employee who is different, making him/her________________________.
2. Exclusion damages the persons_____________________________.
3TM2009 Copyright
Nia Consulting & Development, LLC
Micro-inequitiesMicro-inequities
Subtle managerial actions or messages that are discriminatory toward a ‘different’ employee ……
• Usually ____________• Often __________ by manager• Frequently __________• Difficult to __________• Sometimes __________________• Usually ___________
“I didn’t mean any harm”!
4TM2009 Copyright
Nia Consulting & Development, LLC
Negative Subtle MessagesNegative Subtle Messages
Discuss examples you have seen.
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
5TM2009 Copyright
Nia Consulting & Development, LLC
Damage to employeeDamage to employee
Discuss examples you have see.
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
6TM2009 Copyright
Nia Consulting & Development, LLC
Damage to the Damage to the organizationorganization
Discuss Examples.
_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
7TM2009 Copyright
Nia Consulting & Development, LLC
Recognizing Recognizing micro-inequitiesmicro-inequities
Listen to your gut feelings that are hard to really “put a finger on”.
• Especially when the employee is _______ _____than the manager.
• And these behaviors are ___ ______ toward most of your peers.
8TM2009 Copyright
Nia Consulting & Development, LLC
Once manager is Once manager is challenged:challenged:
The managers response feel __________________________________________________________________________________________________________________________________
This makes difficult communication more difficult
• Fear of providing constructive feedback
• Fear of providing performance feedback
• Feelings of “walking on eggshells”
9TM2009 Copyright
Nia Consulting & Development, LLC
When ignored….When ignored….
• Manager may continue behavior
• Employee feelings may fester and boil
• Sometimes it may seem so small, it is perceived as petty
• It may not be taken seriously
10TM2009 Copyright
Nia Consulting & Development, LLC
Analyze:Analyze:
1. Compare your greetings with employees.
2. Compare your relationships with employees.
3. Compare how you socialize with employees.
4. Compare how you inspire, motivate, and show interest and respect.
5. Compare how you talk, delegate and explain things to others.
6. Look at the “inner circle”. Who is in and who is out.
7. Compare how you ask questions or request information.
11TM2009 Copyright
Nia Consulting & Development, LLC
Discuss opportunities where you Discuss opportunities where you can set the proper stage.can set the proper stage.
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
12TM2009 Copyright
Nia Consulting & Development, LLC
EveryoneEveryone must talk the must talk the same language:same language:
1. Provide Safe Complaint handlers for employees to talk to
2. Confidentiality3. Ombudsman4. Open discussion in
management and staff meetings
5. Discussion in diversity training
6. Topic for attitude surveys, newsletters
7. Part of ERG support agenda
13TM2009 Copyright
Nia Consulting & Development, LLC
Starting DialogueStarting Dialogue
• Do you feel left out?• Do you feel disrespected?• Do you feel valued?• What actions and behaviors
make people feel “out of the loop”?
• What do you think would help improve how you feel?
• What can we do more of?• What can we stop?• What can we start?
14TM2009 Copyright
Nia Consulting & Development, LLC
Learn to analyze Learn to analyze and respond:and respond:
When you sense a ‘disconnect’: Be sensitive to cultural influences of
others. Look for differing behavioral styles
and how you might adjust. Observe, ask questions, and learn. Operate with the interest of “where
the person is coming from”. Re-visit your prejudices and
stereotypes.
If someone says you are guilty of a micro-inequity:
• Always respond with a question.• Set a frame work for open two-way
discussion.• Try to discover what happen to
make that person feel that way.• Avoid defensiveness
15TM2009 Copyright
Nia Consulting & Development, LLC
Learn to Respond Learn to Respond ExerciseExercise
Watch Inflections:
•“I didn’t say he broke the computer”
•Repeat sentence with an emphasis on each work, each time… starting with I.
16TM2009 Copyright
Nia Consulting & Development, LLC
To Counter To Counter Micro-inequities:Micro-inequities:
• Tell the speaker that you have a problem and need his or her help to solve it.
• Describe how you felt, using "I" statements.
• Describe how you would like to have felt.
• Be open to the other person's responses.
George Robinson with Insight Education
17TM2009 Copyright
Nia Consulting & Development, LLC
Create PositiveCreate PositiveSubtle MessagesSubtle Messages
(Flip side to micro-inequities)
Clearly designed, positive and subtle, messages having an influential and powerful effect on employees, that promotes commitment, encouragement, self-worth, inspires confidence, and improves performance.
18TM2009 Copyright
Nia Consulting & Development, LLC
Positive ResponsesPositive Responses
• Did everyone hear what she said?
• What would it take to make that work?
• I wouldn't have thought of that idea.
• Thank you for challenging me on that.
• What can the team do differently?
• What can senior leadership do differently?
• What can I do differently?
19TM2009 Copyright
Nia Consulting & Development, LLC
Turning things around:Turning things around:(Rate yourself as you are now.(Rate yourself as you are now.
(1=low, 5=high)(1=low, 5=high)
• Actively solicit opinions (__)• Connect on a personal level (__)• Constantly ask questions (__)• Attribute/credit ideas (__)• Monitor your facial expressions (__)• Actively listen to all (__)• Draw in participation (__)• Monitor personal greetings (__)• Respond constructively to
disagreements (__)• Limit interruptions (__)
20TM2009 Copyright
Nia Consulting & Development, LLC
Action PlanAction Plan
Areas for improvement.
____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
21TM2009 Copyright
Nia Consulting & Development, LLC
ReferencesReferences
• Hinton, Eric L., Microinequities: When Small Slights Lead to Huge Problems in the Workplace, DiversityInc (March/April 2003)
• Rawe, Julie., Why Your Boss May Start Sweating the Small Stuff, Time (March 20, 2006)
• Rowe, Mary P., Barriers to Equality: The Power of Subtle Discrimination to Maintain Unequal Opportunity, Employee Responsibilities and Rights Journal, Vol.3, No. 2, pp. 153-163.
• Tate, Eric A., Microinequities: Should Employers ‘Sweat the Small Stuff’?, Morrison and Foerster, LLP, Legal Updates & News. (January, 2007)
• Young, Stephen (2007). Micro Messaging: Why Great Leadership is Beyond Words. McGraw Hill Publishers.
2009 Copyright Nia Consulting & Development, LLC
Thank you!
Dr. Pamela Johnson, CMC
Nia Consulting & Development
™
Presented by Dr. Pamela Johnson, CMC
Nia Consulting & Development
972-494-9497
www.NCDPerformance.com