Archives for September 2021

Developing an Equity, Diversity, and Inclusion Program

The issue of racism and ongoing oppression of minority groups is well documented. Leadership must recognize their unconscious and implicit biases to begin to help organizations become inclusive.

Leaders who are engaged will recognize inequities and will also recognize bias as well as disrespect and incivility. By addressing these issues through education and formal programs, leaders will help foster the development of others in overcoming historic barriers to both employment and customer service.

There are also limited dedicated resources or programs that assist with equity, diversity and inclusion programs. Often programs are completed off the corner of one’s desk to obtain the check mark. Strategies are required for dedicated resources, education, as well as an acknowledgement that we must foster an environment of equity and inclusivity and become committed to listening, learning and understanding to ensure every person can work and receive care safely, openly and honestly.

Download PDF: Developing an Equity, Diversity, and Inclusion Program

The Shifting Challenges for Leaders

In January 2020, when we had only vague and incomplete information on a new strain of virus, The Economist published a column entitled A Manager’s Manifesto for 2020: Eight Resolutions to Adopt in the New Year.[1]  It highlighted many wise practices and behaviours we knew about but which the authors thought we might pay special attention to, e.g. “give out some praise”, the “buck stops with you”, “listen to your staff” and similar important reminders.

And then along came a global pandemic and leaders found themselves in deeper and uncharted waters. The advice cited above from The Economist still remains sound and helpful. What changed, however, in my experience is best described as the need for some aspects of the leader’s role to become “more vivid”. [2]

Leaders realized that the need to balance both task and relationship was central to being consistently effective in their role. The task part of the equation was always central but now the need for attention to, and support of the safety, security and overall wellbeing of teams, was very much a central part of the work of leading others.

Nine months into the pandemic, I conducted a survey to see what changes teams were experiencing and how they continued to operate effectively. What emerged was a parallel series of changes, namely those which leaders of teams were also experiencing.  See Team Effectiveness: From Pandemic to Promise in the Learning Organization (Research Report)[3]

My continuing work with coaching clients, along with the ongoing literature around leadership skills and related topics, [4] prompted this further look at the role of leaders today and what might remain important over the next many months.

Download PDF: The Shifting Challenges for Leaders

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