“Hire slow, fire fast” may be a well-used management cliche, but it deserves repetition. Vu Le’s excellent post today lays out why many managers avoid or delay firing under-performing staff – and why it’s almost never worth it.
Deep Diversity: Overcoming Us vs. Them is hands-down the most useful, accessible book I’ve read on strategies for achieving deep, enduring racial equity at the personal, organizational and community level. Shakil Choudhury writes with the friendly ease and accessibility of Malcolm Gladwell, mixing compelling stories with cutting edge research, ranging from neuroscience to political theory.
It is simply not possible to be an effective leader without not only emotional intelligence, but what Julie Diamond refers to as “Power Intelligence“. Choudhury sets out a clear map for getting there, and welcomes us all to take the journey. He sets out a four-part framework (emotions; implicit bias; tribes; and power) for understanding and overcoming the devastating effects of racism and marginalization, bolstered by abundant research and his own decades of work as an international leadership trainer, teacher and consultant.
Once we have the awareness of how both unconscious bias and racism play out within ourselves and in the world (yes, racism exists, and it is everywhere; yes, all human brains are hard-wired to both see and respond to difference in ways that are unconscious and instantaneous; and yes, our emotions – not our heads – drive our actual behavior), coupled with the intention to change, Choudhury offers a set of 7 inner skills for shifting our own habits of thinking and becoming potentially powerful change-makers:
- Self-awareness – become aware of our own blind spots, unconscious bias, emotions, body language and body signals
- Mindfulness – through practice, developing our ability to witness and interrupt unhelpful habits of thinking and replace them with new habits
- Self-regulation – develop the inner power and skillfulness to master our own emotional responses, to return from a state of being reactive and brittle (or ‘triggered’) to one of emotional resilience
- Empathy – tapping into the human power of empathy to build bridges of understanding, kindness to enlarge the ‘circle of we’
- Self-education – actively seeking out stories, data and facts directly, blasting out of well-worn assumptions or reliance on ‘conventional wisdom’ from the dominant culture
- Relationship – actively enlarging that circle, personally and professionally
- Conflict skills – developing our skills, comfort and ease with conflict – an inevitable by-product of working across difference – so that we can lean in rather than contract or withdraw
Master these skills – and be a brilliant, compassionate and effective leader in any field – a leader that can help unleash the massive collective power and wisdom of diverse teams, organizations and communities.
The most effective leaders and healthiest organizational systems work skillfully and mindfully with the ever-present dynamics around power, rank and privilege. To help us all on the journey, the team at Racial Equity Tools has just released another wave of outstanding resources, this time from a growing body of work around implicit bias. As they describe it:
Implicit bias is a concept based on an emerging body of cognitive and neural research. It identifies ways in which unconscious patterns people inevitably develop in their brains to organize information actually “affect individuals’ attitudes and actions, thus creating real-world implications, even though individuals may not even be aware that those biases exist within themselves.”
The research confirms what many have known or suspected – that years of exposure to structural and cultural racialization and privilege have embedded stereotypes and biases in our individual psyches and the broader culture. And because of the link among cultural stereotypes and narratives, and systemic policies, practices and behaviors, implicit bias is one part of the system of inequity that serves to justify inequitable polices, practices and behaviors – part of the complex cycle people are trying to disrupt.
Current research on implicit bias offers at least two pieces of good news. One is that individual neural associations can be changed through specific practices (debiasing). And, if those biases can be changed at the individual level, by definition they can be changed at the societal level given sufficient will and investment. Work around debiasing can contribute to slowing down or stopping a rapid, almost automatic response, including in very stressful situations. For those reasons, some practitioners are embedding work on implicit bias in training with law enforcement, teachers, health care providers and juries. Early evidence indicates doing that can spark behavioral change, a very positive result. The other is that making people aware of the concept of implicit bias seems to open them up to discussions about structural racialization and privilege in new ways. This seems to be a particularly useful way of engaging with people reluctant to participate in those discussions.
This is a powerful training and community… 5 days that can change your life.
So you’ve been hired to facilitate a strategic planning session for a new client group or team. You want to offer maximum value, and you definitely do NOT want to get blindsided by unexpected eruptions from the Board or staff, or by your own ignorance of their culture, context or decision-making protocols. How do you best begin scoping the project?
As with all facilitation, investing in solid preparation pays off in the form of a richer, better use of precious face-to-face time. I was recently doing a little technical coaching for another facilitator, as she got ready to shepherd a campaign strategy session with a first-time client. It got me thinking about the sorts of questions I typically ask at the beginning of a new project. Some of these questions would also be useful when doing a fuller assessment at the beginning of an organizational change initiative, although that would require more robust preparation. Meanwhile, here’s a list of things to consider even for facilitating a one-off meeting.
- Purpose: Why now? What is the overarching purpose of this session?
- Outcomes: What would “wild success” look like for this session, specifically? What specific outcomes might the team be hoping for?
- Timing: Where does this session fit contextually – is it part of a larger planning process? At the tail end of one? Are folks exhausted from planning? Excited and eager?
- Experience: What planning frameworks and processes has this group done in the past? What about the styles and approaches of past facilitators?
- Attitudes: What are the attitudes folks have toward planning in general? (Flakey? Waste of time? Exciting? Overdue?)
- Energy: How much bandwidth do folks have for this process?
- Conflict: How is conflict handled by the group, traditionally?
- Norms: How are decisions made in this group (Consensus? Majority voting? One decision-maker?) And who makes them – Board only? Executive and Management Team only? Everyone? Is it different for certain kinds of decisions?
- Decision-makers: Does anyone NOT in the room need to be consulted before decisions are final? This is almost always the case for coalition meetings, for example.
Scoping out the participants can be tricky, but the more I can know about who’s going to be in the room – and who isn’t – the more I can tailor the agenda design to the group’s real needs. So I might ask:
- Participants: Who’s going to be in the room in terms of:
- rank and power
- institutional knowledge/history
- relationships and influence
- skills, including strategic ability and experience
- Is the Board included in the session? Staff? What about key consultants or partners? What about founding directors? Why or why not?
- What about participants’ primary leadership styles? Do they tend to be focused on details? Great at generating ideas/innovative? Tend to highlight risks/downsides? Tend to highlight possible benefits/upsides? Comfortable or even drawn to conflict? Conflict-averse?
- Influencers: And here’s a key one: who’s NOT going to be in the room that has influence on the dynamics or the outcome from the outside?
- Pre-work: How much pre-work can we do in terms of sharing information through prepared briefing notes or other materials? Examples might include:
- Having group members prepare advance briefing notes to bring everyone up to speed on key topics in advance
- Conducting interviews and/or on-line surveys
- Conducting pre-session scoping meetings or focus groups with smaller numbers of the team?
- Any other research or data-gathering that I or someone on the team might need to do to make the best use of our face to face time together
- Orientation: What do I need to know about the group’s culture and ‘language’? For example, I once needed to develop a glossary of acronyms before being able to effectively work with one science-based land use coalition, in order to keep up with flipcharting and the direction of the content. With other groups I’ve needed to memorize the spelling and pronunciation of traditional First Nation names. With some, I’ve needed to avoid terms like “energy” (“atmosphere” might be OK) or business planning concepts like “BHAG” (Big Hairy Audacious Goal).
- Documentation: How will decisions be documented? This is key. If no one takes notes, or if the group relies only on my short-hand flipchart notes, there’s a risk that key decisions and ideas won’t be carried forward – rendering the whole exercise a waste of time. And note-taking is a critical skill – it requires being able to listen, type and sort for key ideas at the same time; it is a powerful role, not at all a ‘junior’ one as some mistakenly assume
- Venue: What kind of physical space will we have? Natural light? Access to outdoors? Easy access to breakout spaces? Room to stand and spread out? Ample space for posting flipcharts?
- Room set-up: What kind of restrictions might we have in terms of room set-up? For example, seating arrangements need to account for some participants joining in as ‘disembodied beings’ by speakerphone, skype, or videoconference. Seats might also need to be adjusted if everyone needs to be able to face a single wall to view a visual presentation.
- Location: What about the location – is it easy to access by transit or bike? Is there access to outdoors with the option of doing any work outside?
- Food and drinks: What about food and refreshments? I strongly advise having beverages (at least tea/coffee, herbal tea and plenty of water) at the outset of the session, and for every break – that way participants can refresh themselves throughout the day. I also advise that all break snacks include healthy, high fibre finger foods: nuts, fresh fruit, raw veggies, possibly cheese or yoghurt – with the addition of carby, sugary wheat-based things like muffins as an option. Usually it’s the other way around: all starch and sugar, which pretty well guarantees a group-wide sugar crash at about 2 pm
- Timing: Are there fixed times for lunch or breaks? I generally try to schedule breaks every 90 minutes; is that an option? Do we need extra time prior to the meeting to set up the room or will that be done by the facility? Do we need to push the start time back due to any participants commuting in that morning?
- Equipment: What kind of equipment will be provided? Typical equipment includes: at least one flipchart pad and stand; odor-free markers (some participants are sensitive); masking tape; various sizes and colours of Post-it notes; sticky dots for “dotmocracy” exercises; an LCD projector, table, and 3-pronged extension cords, along with various Mac laptop adapters for the projector. I always have my own portable equipment for local work, but often rely on clients to provide these items when I’m working out of town.
Do you have other questions you typically ask? War stories to share about the impact of NOT asking certain questions? I’d love to hear them!
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