“I care about being a good manager. But I’m just too busy with my real job to deal with everyone’s needs.”
If that sentence resonates with you, I have bad news…
The bar for what is expected of managers in 2021 and going forward has officially been raised. In previous years we lauded “leaders”; developing acceleration and visibility-enhancing programs for people who already held positional authority. Management was viewed as less glamorous. Now–and thankfully so–effective and inclusive managerial practices and expectations are being centered. Now, likely more than ever, managers of people are being spotlighted for the unique and incredibly important role you play in so many aspects of your organization’s systems and practices. YOU are the glue, the enabler, the doer, and the first and most consistent point of contact for almost every aspect of your organization.
Take just one of the many roles that...
By journey I mean the path that we are all traveling as we invest in the daily practice of learning, growing, managing, and leading ourselves and others. Ideally, this path is intentional--we are consciously identifying topics around which we want and need to gain greater clarity, a more robust foundation of knowledge, or take our skills to the next level of proficiency.
I’m often asked about how one should approach their own developmental journey--should it be a serendipitous series of experiences or structured and applied by an outside force, like one’s employer? Though I am a huge fan of serendipity, it won’t lead to the equitable outcomes many of us hope for ourselves and our employees.
For example, I recently spoke with an executive, Tim, who loves to describe himself as a “collector of experiences.” His career path has been formed by “taps on the shoulder”...
I am an incredibly low-key NFL spouse. I rarely even talk about my relationship with Richard Dent. I actively avoid using my relationship with him to leverage my own career or identity. However, I’m compelled to speak out about what’s happening to him and so many others who played in the NFL.
I am absolutely appalled by:
1) the treatment of their retired players–their “legends”
2) the lack of responsibility for LEADING on the issue of calling out and ending institutionalized racism
3) their lack of accountability for their own deeply racist practices and
4) their treatment of Black players (Note: I could actually keep going with this list...)
I am officially fed up and I am stepping into the arena with my sisters.
Sitting quietly in the corner is not where you’ll find me.
The lawsuit I’m referring to is a class-action lawsuit against the NFL and Richard is one of the lead defendants. The NFL’s actions in this...
Artwork by Olivia Kang for Outsmarting Human Minds. Learn the science of implicit bias at outsmartinghumanminds.org
I am frequently asked questions about bias. Broad questions such as, “what is it?” and “how does it work?” to more specific asks such as, “how does it impact relationships with different people, groups, and in the workplace?” These are exactly the kind of topics and substantive discussions that regularly take place in the DJA course, “Reducing the Negative Impact of Bias.” I want to share some of these questions and answers more broadly. Hopefully, this will generate conversations that will help you along your own journey of personal growth.
All humans have bias. Whether it's positive or negative, conscious or unconscious, bias shows up every day in our thoughts, behaviors, and processes.
Bias is also a key topic related to equity, diversity and inclusion (EDI) because of the implications it has on so many aspects...
At DJA, we’re always thinking about how to reduce the impact of systemic bias. In many ways, equity lives in the process: the systems, structures, and processes that we operate within carry enormous implications for how equitably people are able to participate.
Board governance is a great example. Countless organizations are talking about how anti-racism should look, but far fewer are identifying actions that de-bias systems, build in inclusive practice, or define what it means to be anti-racist. The processes and structures of our organizations define how much people are able to bring their full selves and abilities to their board work.
The work that we put into building inclusive systems will, with time and persistence, pay off with better systems for all.
Over the last few months, DJA has been working with two non-profit partners, Code for Science & Society and Invest in Open Infrastructure, to build guidelines for anti-racist non-profit board governance. After we...
For our next Inclusive Managers Series Webinar DeEtta will be joined by Dr. Cori Wong and Dr. Nichole M. Garcia to discuss how DEI programs and strategies are not enough unless they address whiteness and white supremacy. Join the discussion, there will be main concepts shared, time for Q&A, as well as practical applications/take-aways.
Outside of their work with DJA as consultants, Dr. Cori Wong leads DEI efforts as an Assistant Vice President for Diversity at Colorado State University. Dr. Nichole M. Garcia also serves as an Assistant Professor of Higher Education and College Student Affairs in the Graduate School of Education at Rutgers University, New Brunswick.
Zoom in July 22th at 11:00 AM ET, and register for the session here.
This discussion will kick off the Inclusive Manager’s Series. Each month, we’ll host new sessions with a variety of topics and guest speakers. We look forward to engaging with you.
By Molly McInerney, Senior Consultant
We at DeEtta Jones & Associates (DJA) are horrified and heartbroken by the rising rates of hate crimes, racist violence and harassment, and discrimination against members of the Asian Pacific Islander (API) community. We are committed to the racial equity movement for all people of color and condemn racism in any form. We believe stating our support of the API community is a single step on the journey towards solidarity. We honor the API community’s pain, anger, and grief in the wake of Tuesday’s racist attack, which took the lives of eight people, including six Asian/Asian American women working in the greater Atlanta area.
We are a company known for centering voices from a variety of lived experiences, and we’re sensitive to the negative impact of organizational virtue signaling on the API community and other people of color. This is why we ask ourselves in these critical moments, “what is the best way to...
Among all of the important work to be done related to your equity, diversity, inclusion and anti-racism efforts, recruitment seems to be the one most heavy on everyone’s mind. Just like other strategic priorities, recruitment has to be carefully focused on, invested in, and measured. Of equal importance is defining what attributes effective recruitment includes – which also helps clarify what to avoid. Below are 7 things to avoid in your diversity recruitment efforts. Use this list as a conversation starter with your hiring managers, search committees, and HR team.
1. Avoid ambiguity. Avoid going into recruitment with vague ideas about what the ideal candidate should be able to bring or do based on the current laundry list of items that need attention or based on a void left by the person who most recently filled the position.
Inclusive Alternative: Think about the current and future needs of your team, department and/or organization. I encourage the...
Are you sick and tired of zoom meetings? Me, too! It feels like twice as much energy is needed to be in a virtual space; I totally get it. On the other hand, this is the reality many of us are navigating. At least for the near term, we are going to be largely beholden to many more virtual meetings than pre-Covid so let’s figure out how to be as effective as possible. Here’s a suggestion: Turn your camera on.
If you are in virtual sessions and want to make sure that your ideas, your authentic voice, your unique skills and perspectives are present, you must be fully present. Others in the space need full access to you. Think about it: So much of human communication is nonverbal. There’s power in eye contact, gestures, smiles. It’s also much easier to signal a desire to verbally contribute to an active discussion if others can see you, can see you about to speak or see you pondering a question that may cause them to invite you to share your thinking. ...