Developing a growth mindset requires one to read, to pursue knowledge from unfamiliar arenas and to keep pace with changes in the modern context. We had the pleasure of reading and reviewing Network Beyond Bias: Making Diversity a Competitive Advantage for Your Career by Amy C. Waninger. Amy asks many key questions, perhaps the most pointed being, “How diverse is your network?” Expanding your perspective will enable you to broaden your network which will unlock pathways to opportunity that you would otherwise miss. Through personal stories and some very practical tools, Amy helps the reader to navigate areas that many are uncomfortable with. Network Beyond Bias is a significant resource for growth minded professionals who want to thrive in the modern economy. The benefits of reading on broad topics as a growth minded professionalWe all know that we should read more, but with so many items competing for our time reading often draws the shortest stick. The benefits of reading have been told to us over and over. Harvard Business Review has a catchy title, For Those Who Want To Lead, Read, in which the author challenges that the history of success is full of, “Business leaders who believed that deep, broad reading cultivated in them the knowledge, habits, and talents to improve their organizations.” When selecting content for personal and professional growth, the material we choose should inform, challenge and expand our resource capacity. Author Amy C. Waninger provides an opportunity for those in a position of leadership to broaden their understanding and ability to navigate the complexities of diversity. The necessity of understanding the modern context as a growth minded professionalWhile diversity in the workplace is not a new reality, the modern context has brought to light broader perspectives. Amy asks four key questions in the introduction, one of which sticks out as pertinent to any person who wants to develop themselves and their ability to reach their potential in any industry, “Is your professional network as diverse as the workforce and community around you (p.5)?” If we are not aware of where we stand we stand to miss out significantly on opportunities to meet new people, learn new things and open new doors. Networking Beyond Bias helps brings modern topics to light and makes them approachable both by explaining them while sharing personal stories of victory as well as failure. Personal growth starts with a willingness to be a part of the solution and taking time to listen. The importance of understanding oneself as a growth minded professionalAmy does a good job of walking the reader through confronting unconscious bias as a baseline for opening oneself to embracing diversity. In chapter two we see how our values, sense of self, perception of others and experiences are core to our interactions. “We define ourselves relative to others, and we evaluate others relative to ourselves (p.20).” Operating in this unconscious bias only limits our personal and professional growth. To break this cycle we have to intentionally confront this reality and transform how we think by expanding our information base through networking. Perhaps the two most applicable tools of Network Beyond Bias are two acronyms, first the C.H.A.M.P. network which starts in chapter 11 and the I.G.G.N.O.R.E. test from chapter 32. Networking in this fashion opens yourself to see how many resources you have in your existing circles that can help you develop greater diversity, growth and opportunity. Developing a diverse network as a growth minded professional starts here and nowNetwork Beyond Bias creates the case that diversity is the key to unlocking your potential and advancing your ability to navigate the modern economy. “Just as you wouldn’t put all of your financial eggs in one basket, you also need to diversify your professional relationships (p.93).” Whether you need to be convinced that your current network needs to be more diverse or need help in finding ways to expand, the C.H.A.M.P.S. test is a good place to start. This acronym stands for Customer, Hire, Associate, Mentor and Protégé. Chapters 11 through 16 break down these categories with practical insights to help you identify and build a more diverse network. Start with who you are and where you are. If you are willing to confront these two realities then the tools Amy provides in this book will serve to accelerate that process of growth. Opening yourself to new opportunities, asking questions of people you trust and listening have great power in further unlocking your potential. Awareness leads to understanding and action as a growth minded professionalThe sub-title for Network Beyond Bias is Making Diversity a Competitive Advantage for your Career. Diversity is a complex issue that extends through many sub categories from the primary segments that we are familiar with in relationship to discrimination such as gender, race, age, ethnicity and religion. Our willingness to understand is directly proportionate to our ability to succeed. “Invest in people and ideas outside your own norms to create opportunities for yourself and others (p.95).” In chapters 17 through 23 Amy walks through these categories with practical insights for professionals at any level. Chapter 21, Gender Identity: A Primer for People Who Just Don’t Get It, goes into greater detail on this topic including a lexicon, questions to avoid and ways to show respect to individuals. Amy shares her vision as well as lessons learned the hard way throughout the book. Even if you set out to understand and impact these issues, you will make mistakes, it’s how we deal with those events that makes an impact on our personal and professional trajectory. Honest and ongoing assessment is required to continue your success as a growth minded professionalWe discussed the C.H.A.M.P. network as the starting point for building a diverse network. In Chapter 32 Amy provides a grid that will help anyone answer the questions, “How diverse is your network?” Once you have your CHAMPs list, we can plug in the data to determine where we stand with regards to diversity by cross referencing with another acronym, I.G.G.N.O.R.E. To expand and develop a diverse network we need to understand where our CHAMPs fit into the categories of Industry, Generation, Gender / Gender Identity, National Origin / Native Language, Sexual Orientation, Race and Ethnicity. The final E in IGGNORE is for Exchange, this is where we determine the depth of these relationships. Exchange measures how deep we have shared personal stories with these persons, “Do you know the values, challenges and worldviews that make your CHAMPs who they are (p.198)?” Knowing your network starts the process of being able to expand your network as well as your pathway to long term success. Growth minded professionals see the value in engaging diversity and inclusionIf you feel like the world is changing, you are correct. One of the few constants is that everything is changing. The rate of change is increasing exponentially. Professionals at every level can lead at any level, which is also the name of Amy’s organization (see more at leadatanylevel.com). This organization, “Promotes in-the-trenches leadership, diversity and inclusion, and career management through mentoring, public speaking engagements, and other offerings.” Understanding the evolution of diversity enables professionals to engage the marketplace and leaders to navigate the workforce with success. Chapter 31 provides Seven Questions for Self-Reflection which should be referenced on a regular basis as well as a guide to Recovering from Honest Mistakes which again includes a personal story from Amy. Network Beyond Bias reminds us to recognize the value to ourselves and others by engaging diversity. In writing this book, Amy has provided a roadmap to personal and professional development through the rewarding subject of workplace inclusion. Resources for professionals wanting to learn more about diversity and inclusion1. Review our interview with Amy C. Waninger 2. Invest in a copy of Network Beyond Bias 3. Connect with Amy on social media 4. Follow the Lead At Any Level Blog
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Encouragement is an important tool in the hands of leaders who want to create a good working environment.The dynamics of the modern workplace are challenging for leaders and managers alike. When contemplating the nature of a good working environment, another way of thinking about the nature of the topic is to correlate it with a sustainable working environment. If leaders want to create an organization that will stand the test of time, or even the challenge of tomorrow, must apply their effort to building a good culture. While many leaders feel lost when navigating the modern workplace environments, citing difficulties connecting with millennial employees, many of the most effective methodologies are also rather simple. We previously discussed the power of listening on creating a good working environment. In this article we will discuss the importance of encouragement when building a thriving team. To create a good working environment leaders need to provide encouragementEncouragement is defined as the action of giving someone support, confidence, or hope. Those in a position of leadership (PIAPOL) have to embody and exemplify these values if they want to see them practiced throughout the organization. Too often we are people of extremes, we often engage in some aspect of leadership to the exclusion of others. When addressing topics related to culture, environment and emotional intelligence the instruction provided often gloss over the realities of management. There is a balance between encouragement and expectations so that the team vision, values and purpose are carried through in the real world. Compliments are low cost and high yield investments in your most valuable assets. To create an environment of encouragement leaders need to provide supportManagement is not about finding a place of luxury within an organization, the role of leadership is to ensure those in their supervision have the clarity, resources and support to achieve success in their roles. Long time insurance agent and business owner Josh Gourley states that success for a team starts with everyone knowing their jobs and corresponding job expectations. The reason Josh believes investing in a clarity is that, “A good working environment will culminate in a culture where everyone is clearly rowing in the same direction.” Josh recognizes that in order to lead he must set an example, “What’s in my power is leading by example and regular meetings that reinforce the activities and values that make success possible. Managers should be excellent at identifying and acknowledging those activities that move the team in the right direction.” When we support those around us we contribute to their success, our collective success and our own, it’s a win-win-win. “Help others achieve their dreams and you will achieve yours.” Les Brown To create an environment of encouragement leaders need to boost confidenceTom Los who works in city management in the public sector views listening as key to providing opportunities for building confidence with employees. “I listen to my staff and then give them projects and tasks which mixes their job up. They really enjoy it. If someone has an idea, I try to embrace it as much as possible and let them do it.” Creating a good working environment does not mean that leaders cater to their team without accountability. Boosting confidence can be accomplished even when a manager has to say no to an idea without de-motivating team members from contributing creative solutions. Tom sees disagreement as an opportunity to provide support, “If I don’t see the value in the direction that one of them is proposing, I explain that to them. Sometimes by explaining how much more work it would take and who exactly would be available to manage the change they can see the need to move in a different direction.” Honest disagreement is often a good sign of progress.” Mahatma Ghandi To create an environment of encouragement leaders need to create hopeCreating hope encompasses communicating clearly on the vision, being consistent with values and developing a culture where accountability required from everyone on the team. Long time pastor Aaron Day notes, “Early on (hiring) let them know what you expect and let them know you will model this (fulfilling the expectations) for them. Acknowledge them when they do and correct them when they don’t. If they continue to do well reward (raises, praise, popsicles) if they do poorly correct, train, discipline, fire.” Even in a faith based or non-profit environment, there is still a purpose and the mission must be carried out for the team to be successful. Clarity, consistency and accountability are as essential for a good working environment for volunteers as well as paid staff. Aaron recommends a book that he says is both good and corny called Lead For God’s Sake by Todd G. Gongwer. Hope is not something magical, it comes from having a vision and a good environment with encouragement motivates everyone to remain on purpose. “Optimism is the faith that leads to achievement. Nothing can be done without hope and confidence.” Helen Keller Creating a good working environment requires encouragementThe core principles that lead to a good working environment are simple, that doesn’t mean that they are easy, but they cost very little to implement. The difference between being successful in building a good and sustainable working environment is often a few small changes in perspective, effort and follow through. Investing in encouragement, support, confidence and hope is a good place to start. Author Daniel Goleman analyzed the brain and behavior in relationship to encouragement, in his book Social Intelligence: The New Science of Human Relationships, he shares his research results. Belle Beth Cooper recaps on such finding in her article published with Fast Company Magazine, “In one experiment, the emotional tone of a leader delivering news to an employee made more impact that the news itself. When negative feedback was delivered with a warm tone, the employees usually rated the interaction positively. On the other hand, good news, such as achieving a goal, delivered with a negative tone would leave employees feeling bad.” Resources for leaders who are trying to create a good working environmentOur first segment in this series on creating a good working environment started with the topic of listening. We continue to interview and consult with leaders in various industries to draw out the practices that have made them successful in their roles. Do not allow fear of the navigating the modern workplace environment or difficulties with generational employees deter you from realizing your vision as a leader.
Please note this is one segment in a series related to creating a good working environment based upon brief interviews that we conducted with multiple professionals across various industries, leadership roles and viewpoints on the topic. Stay tuned for more. Shoot us an email or comment if you have something to say on this as well.
Why don’t business leaders, entrepreneurs and employees ask for help? No one wants to appear weak “I don’t need help.” People in a position of leadership have to take a hard look at whether the culture they are building is conducive to facilitating team members feeling comfortable asking for help. Does the leadership team at the corporate office lead by example in asking for help? Do local managers ask their teams for help? When was the last time someone on the team asked for help? If our organization's culture has the bravado where if you can’t hack it then don’t let the door hit you on the backside, we will not hear anyone asking for help. This environment is expressed in much more subtle ways as well, wherein the organization does not exemplify how to ask for help or create avenues for team members to reach out without repercussions (real or perceived). Five questions that can help us build a culture that is conducive to collaboration:
No one wants to be overrun “I need help, but…” Perhaps people are asking for help but they are not getting a positive response. We have to be mindful as well as intentional to create a culture where asking for help does not lead to exclusion or imperialism. Being mindful and intentional with how we address a request for help starts something as simple as paying attention, management expert Tom Peters reminds us to ask the question, “Do I make eye contact 100 percent of the time?” Being positive and approachable, as mentioned above, could start with the act of putting our phones down, making eye contact and giving 100 percent of our attention to whomever we are interacting with. Imperialism is the expansion of power through brute force or diplomacy. In the work place there are hostile takeovers of another’s position, the scenario where someone is asked for help or told that they need help and then they are steamrolled by the one providing assistance. “I was just trying to help,” the imperialist will say, and they may believe they have the best intentions but their process does not lead to independence for the workmate that they are “helping”. Exclusion is much more subtle as is imperialism by diplomacy. On paper or to the outside world, exclusion may appear like assistance but it nets the same result as a takeover it is just done with a bit more savvy. When the person asking for help is subtly pushed out of their role or responsibility then the process of exclusion has begun. Many well-intentioned leaders are guilty of taking over the kitchen rather than teaching their employees how to bake bread. Assistance should lead to independence rather than dependence or takeover. Many organizations create internal competitiveness which may build towards growth goals but if not managed with the correct environment could suffer greatly in lack of internal collaboration. Working together to make the whole team stronger allows us to compete and collaborate. We should remember to listen before we speak and listen longer than we think we should. Listening unlocks doors and removes bricks in those walls that have created barriers to interaction. If employees perceive leadership and the culture as one that is not open to being helpful then they will not engage in seeking assistance. No one ever taught us how to ask for help “I don’t know who or how to ask for help.” We cannot take it for granted that everyone knows how to ask for help or to whom they would go for help. This could be a significant gap both in the onboarding process as well as the ongoing development of the team – who can help you when you need it. There may be people asking for help they just may not be clear about communicating what their needs are. If people approach the boss but they are always busy or appear too busy, opportunities may be missed. If people have reached out but they were shot down, ignored or even scorned, opportunities are definitely being missed. Raising our emotional intelligence (EQ) allows us to understand that perception is a tricky thing and it often overrules reality so it is important that those in a position of leadership are intentional about interacting with their teams in positive ways to open up channels of communication. In a training outline from McKinsey & Company on how to take charge without taking over, they recommend that new leaders or teams in a process of change should, “Keep all messages explicitly positive and defer all penalties until it is clear that positive behavior will not emerge without them.” If you are trying to create a culture of collaboration - start with listening. Start listening with purpose with a little help from Lola. If you are in need of some help and mentorship - own your mistakes and consult with a trusted source. IZ Ventures - more than business coaching and consulting, we help you connect, collaborate and conquer.
Trust is important for leaders as well as employees. Trust is important at every level. At the core of trust is doing what you say you are going to do. If you can be trustworthy and build a team of trustworthy members, you will have a strong culture.
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AuthorThoughts on personal and professional development. Jon Isaacson, The Intentional Restorer, is a contractor, author, and host of The DYOJO Podcast. The goal of The DYOJO is to help growth-minded restoration professionals shorten their DANG learning curve for personal and professional development. You can watch The DYOJO Podcast on YouTube on Thursdays or listen on your favorite podcast platform.
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