{"id":4797,"date":"2022-12-14T01:14:51","date_gmt":"2022-12-14T05:14:51","guid":{"rendered":"https:\/\/www.humannet.cl\/?p=4797"},"modified":"2022-12-20T10:28:42","modified_gmt":"2022-12-20T14:28:42","slug":"5-steps-to-find-your-diversity-weaknesses","status":"publish","type":"post","link":"https:\/\/www.humannet.cl\/5-steps-to-find-your-diversity-weaknesses\/","title":{"rendered":"5 steps to find your diversity weaknesses"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"4797\" class=\"elementor elementor-4797\" data-elementor-post-type=\"post\">\n\t\t\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-006722c elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"006722c\" data-element_type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-cfb8e0f\" data-id=\"cfb8e0f\" data-element_type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-aaffe4c elementor-widget elementor-widget-text-editor\" data-id=\"aaffe4c\" data-element_type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t<blockquote><p>Here\u2019s a scenario we\u2019ve come across\u00a0in our work\u00a0in the diversity, equity, and inclusion (DEI) space: Kim, the CEO of a small business, has made DEI a priority since founding her company in 2015. She\u2019s proud of her team\u2019s diversity and is seen as a DEI leader among her peers, often providing guidance to other business owners in her circle. But despite regularly asking her board and employees for ideas on how to improve the company\u2019s DEI efforts, she struggles with the feeling that she isn\u2019t getting the direct feedback she needs to improve.<\/p>\n<p>Kim, the well-intentioned, successful CEO, will probably never feel like she\u2019s addressed all her DEI growth areas. That\u2019s not a bad thing. In fact, it\u2019s one of the core tenets of cultural humility, a mindset that frames DEI work as a lifelong personal and organizational learning process. Here are a few steps to effectively solicit the feedback that enables that learning.<\/p>\n<p><strong>Step 1: Start with yourself.<\/strong><\/p>\n<p>In 2001, clinical psychologist Dr. Pamela Hays published a framework called ADDRESSING\u2014more on that below\u2014to help clinicians remember the many socio-cultural identities that we each hold.<\/p>\n<p>If you\u2019ve read our book or attended one of our workshops, you know we\u2019re big fans of the ADDRESSING framework. We\u2019ve expanded it a bit here to include the types of historical oppression associated with each identity:<\/p>\n<ul>\n<li>Age (ageism)<\/li>\n<li>Disability status (ableism)<\/li>\n<li>Diagnosis, mental health (mental-health stigma)<\/li>\n<li>Religion (religious persecution)<\/li>\n<li>Race (racism)<\/li>\n<li>Ethnicity (xenophobia)<\/li>\n<li>Socioeconomic status (classism)<\/li>\n<li>Sexual orientation (biphobia, homophobia)<\/li>\n<li>Indigenous heritage (indigenous erasure)<\/li>\n<li>Nation of origin (xenophobia, citizenship barriers)<\/li>\n<li>Gender identity and gender expression (transphobia, sexism)<\/li>\n<\/ul>\n<p>This framework can be helpful in checking in on where your organization is and isn\u2019t actively working against injustice in the workplace.<\/p>\n<p>Make a table with three columns. In column one, write the ADDRESSING identities noted above. In column two, note current efforts within your organization to become a more inclusive place for each one. In column three, brainstorm ideas for new initiatives to fill the gaps. (A tip: you can reuse ideas across identities if you think they\u2019d be effective for more than one.)<\/p>\n<p>You could also do a similar exercise for your personal growth areas. For example, if Kim the CEO identifies as: adult, able-bodied, no current mental-health diagnoses, spiritual, white, European American heritage, history of financial stress with increasing comfort, queer, no Indigenous heritage, born in the US, cisgender woman, she would be more likely to have growth areas regarding issues related to age, ability, race, ethnicity, Indigenous heritage and nation of origin.<\/p>\n<p>Finally, align your personal growth areas with the DEI initiatives taken by the organization. Do you see gaps or opportunities?<\/p>\n<p><strong>Step 2: Bring in your leadership team.<\/strong><\/p>\n<p>Regularly solicit direct feedback from others at your level of leadership, who may feel more empowered to offer critiques than a direct report would. You\u2019re also more likely to get useful information from people who have observed you receive feedback or bad news and bounce back from it, which gives them a better sense of how they can deliver feedback most effectively to you.<\/p>\n<p>Consider sharing your organizational ADDRESSING table with your leadership team, and use it as a jumping-off point to brainstorm ways the company could improve. Follow this meeting with an anonymous survey to collect additional ideas and insight that people may not be comfortable sharing in a group setting. The key here is to create multiple opportunities for input while prioritizing processes that are most comfortable for the person providing that feedback, who is taking at risk in doing so.<\/p>\n<p><strong>Step 3: Invite company feedback\u2014and have a plan for how you\u2019ll compensate for it.<\/strong><\/p>\n<p>Too often, leaders rely on their marginalized employees to provide insights and ideas for advancing company DEI efforts. This approach is ineffective for two reasons: One, it adds an extra burden for the same workers these efforts ostensibly support. Two, it puts them in a situation where their critiques could trigger feelings of anger, resentment, and defensiveness from supervisors and peers.<\/p>\n<p>Instead, make a more open call for company-wide feedback. Design methods that are both visible and anonymous, offering employees the choice to be recognized for their time, or to provide ideas anonymously. Consider ways to incentivize employees to participate and compensate them for doing so, like offering those who complete surveys the chance to win a gift card.<\/p>\n<p><strong>Step 4: Consider bringing in an outside perspective.<\/strong><\/p>\n<p>Hiring external consultants can be an extremely effective way to get fresh eyes on DEI strengths and weaknesses. Because they have less to lose than people who report to you, their feedback is often more direct, honest, and impactful. And consultant assessments are typically based on work with hundreds of companies, which can be more effective than relying on internal surveys whose creators may lack DEI and survey-design expertise.<\/p>\n<p>In cases like Kim\u2019s, where other CEOs in her field seek out her advice, she might feel like she has little to learn from other companies, but the most effective efforts are often grassroots and might be led by people not in leadership positions. Consultants who have worked with multiple organizations across industries can provide insights here.<\/p>\n<p><strong>Step 5: Keep learning.<\/strong><\/p>\n<p>Remember that there are plenty of experts in the field who have already published roadmaps for company DEI improvement. Books like\u00a0<em>The Necessary Journey<\/em>\u00a0by Ella F. Washington\u00a0provide case examples from a range of industries. Our book,\u00a0<em>Did that Just Happen?! Beyond \u201cDiversity\u201d\u2015Creating Sustainable and Inclusive Organizations<\/em>,<em>\u00a0<\/em>offers a series of exercises and skills that leadership and companies more broadly can develop to prevent, and address, identity-related issues. Attending DEI-related conferences in your field can also yield new ideas of things to try.<\/p>\n<p>Actively soliciting honest DEI feedback requires both courage and skill: courage to hear the truth, and skill to respond effectively. Both of those are traits to cultivate deliberately over time, by reading, attending DEI-focused events, and broadly seeking out new perspectives on how to create a more equitable workplace. The organizational leaders who are successful in advancing DEI efforts understand that you can\u2019t address what you don\u2019t know or comprehend.<\/p>\n<p><em>Dr. Stephanie Pinder-Amaker and Dr. Lauren Wadsworth are Harvard-affiliated licensed clinical psychologists and authors of the top-rated human-resources and business book, Did That Just Happen?! Beyond Diversity-Creating Sustainable and Inclusive Organizations. They co-founded Twin Star Diversity Intersectional Trainers, through which they consult globally to organizations seeking practical solutions to promoting diversity, equity, inclusion, and belogning.<\/em><\/p>\n<p>&nbsp;<\/p><\/blockquote>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-67ce989 elementor-widget elementor-widget-text-editor\" data-id=\"67ce989\" data-element_type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t<p>En HumanNet consideramos que todas las organizaciones debieran fomentar, a trav\u00e9s de sus l\u00edderes, la creaci\u00f3n de espacios en donde se abordaran temas relacionados con la Diversidad, Equidad e Inclusi\u00f3n, y en los cuales pudiese participar la mayor parte de los colaboradores.<\/p>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-25b71df elementor-widget elementor-widget-text-editor\" data-id=\"25b71df\" data-element_type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t<p style=\"text-align: right\">Fuente: <a href=\"https:\/\/time.com\/charter\/6237319\/dei-growth-areas-addressing-framework-diversity\/\">https:\/\/time.com\/charter\/6237319\/dei-growth-areas-addressing-framework-diversity\/<\/a><\/p>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"","protected":false},"author":3,"featured_media":4798,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[34],"tags":[41],"class_list":["post-4797","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-felicidad-y-salud-ocupacional","tag-replicada"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.humannet.cl\/wp-json\/wp\/v2\/posts\/4797","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.humannet.cl\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.humannet.cl\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.humannet.cl\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.humannet.cl\/wp-json\/wp\/v2\/comments?post=4797"}],"version-history":[{"count":7,"href":"https:\/\/www.humannet.cl\/wp-json\/wp\/v2\/posts\/4797\/revisions"}],"predecessor-version":[{"id":4805,"href":"https:\/\/www.humannet.cl\/wp-json\/wp\/v2\/posts\/4797\/revisions\/4805"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.humannet.cl\/wp-json\/wp\/v2\/media\/4798"}],"wp:attachment":[{"href":"https:\/\/www.humannet.cl\/wp-json\/wp\/v2\/media?parent=4797"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.humannet.cl\/wp-json\/wp\/v2\/categories?post=4797"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.humannet.cl\/wp-json\/wp\/v2\/tags?post=4797"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}