{"id":30174,"date":"2023-11-06T16:16:15","date_gmt":"2023-11-06T15:16:15","guid":{"rendered":"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/?post_type=resources&p=30174"},"modified":"2024-09-04T11:03:11","modified_gmt":"2024-09-04T09:03:11","slug":"top-4-ways-leaders-hurt-team-inclusion","status":"publish","type":"resources","link":"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/resources\/top-4-ways-leaders-hurt-team-inclusion\/","title":{"rendered":"Top 4 Ways Leaders Hurt Team Inclusion"},"content":{"rendered":"\n

This article originally appeared on Microlearning<\/a>, our bite-sized online solution for leaders and individual contributors.<\/em><\/p>\n\n\n\n

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According to a FranklinCovey survey of 500 direct reports, the most common things that make people feel excluded are more subtle than the obvious jokes or public criticism. These four everyday behaviors \u2014 which people from traditionally marginalized groups tend to experience more often \u2014 can unintentionally make people feel unimportant and unheard. Which ones could you improve on?<\/p>\n

\u00a0<\/p>\n

1. Ignoring and quickly moving on when people share their perspectives.<\/b><\/h2>\n

When you\u2019ve got a lot to cover in a meeting, it\u2019s understandable that you wouldn\u2019t spend time discussing what you consider to be bad ideas, irrelevant comments, or redundant observations. But when you breeze past what was said, direct reports notice.<\/p>\n

One of our survey respondents said, \u201cIt shows that you don\u2019t respect my opinion or respect me.\u201d Do it often enough, and some people might give up on ever trying to contribute.<\/p>\n

That would be a huge loss. Maybe that clumsy first thought a direct report blurted out could be refined into a great idea with more discussion. Or maybe a silent team member is full of good ideas they\u2019re afraid to share. Ultimately, everyone wants to be heard.<\/p>\n

What to do instead:<\/em><\/p>\n

    \n
  • If someone\u2019s comment seems not well thought out, ask them to elaborate.<\/b>\u00a0Try:\u00a0\u201cCan you say more?\u201d\u00a0<\/em>or\u00a0\u201cYou might be onto something interesting. Can you think more about it and raise it the next time we meet?\u201d<\/em><\/li>\n
  • Periodically\u00a0paraphrase what people say\u00a0and then thank them for their input.<\/b>\u00a0You can\u2019t do this for everything everyone says. But doing it once a meeting per person, for instance, makes it clear you\u2019re listening.<\/li>\n<\/ul>\n

    \u00a0<\/p>\n

    2. Offering generic praise at the end of big projects rather than consistent, detailed recognition for everyday achievements.<\/b><\/h2>\n

    Giving positive, reinforcing feedback is one of the most powerful ways to help your direct reports feel a sense of belonging. While there\u2019s nothing wrong with saying, \u201cGreat job closing that sale,\u201d such general praise for an accomplishment can leave the amount of effort it took unrecognized.<\/p>\n

    \u201cTake the time to recognize my specific contributions \u2014 the actual work,\u201d one survey respondent told us. \u201cThat\u2019s what makes me feel appreciated and a greater part of the team \u2014 as opposed to just a cog in the machine.\u201d People with marginalized identities in particular report receiving less recognition that is consistent and detailed.<\/p>\n

    What to do instead:<\/em><\/p>\n

      \n
    • Provide feedback that includes one specific thing a person did and its impact.\u00a0<\/b>For example, \u201cYou did great facilitating that workshop. Nice work coming back to Grishma\u2019s point. We needed to focus there, and I\u2019m sure she appreciated it, too.<\/i>\u201d<\/li>\n
    • Give generous recognition for meeting everyday challenges and reaching incremental milestones.<\/b>\u00a0When someone figures out a tricky spreadsheet or calmly helps an aggravated customer, you might think they\u2019re just doing their job. But acknowledging their accomplishment in the moment boosts your direct report\u2019s sense of belonging and makes it more likely they\u2019ll repeat the behavior you praise. To start building the habit, focus on the direct report you currently recognize the least and look for\u00a0three opportunities to recognize them this week.<\/li>\n<\/ul>\n

      \u00a0<\/p>\n

      3. Not giving people flexibility to work around their unique schedules and needs.<\/b><\/h2>\n

      As a manager with a heavy workload and company policies to worry about, you may not have the power to be flexible with scheduling. But each of your direct reports has a life beyond work. Acknowledging that and accommodating their needs when possible can help them feel like they\u2019re part of a team and an organization that values them as whole people.<\/p>\n

      What to do instead:<\/em><\/p>\n

        \n
      • Be flexible when you can \u2014 and listen compassionately when you can\u2019t.<\/b>\u00a0Can someone work from home for a couple of hours after an appointment so they don\u2019t have to come back to work? Or can you adjust someone\u2019s shifts to make it easier for them to take a relative to a monthly doctor visit? Even if you can\u2019t give your direct report exactly what they want, you can offer a sympathetic ear, which could help you learn about their issues and find other ways to support them. And it\u2019s especially important to seek to understand the life circumstances of direct reports from marginalized communities, who report getting less flexibility than their peers.<\/li>\n
      • Cross-train your direct reports so they can fill in for each other.\u00a0<\/b>When more than one person can fulfill your team\u2019s essential duties, it\u2019s easier to offer your direct reports the flexibility they seek.<\/li>\n
      • Keep your manager informed around workload and personal challenges your team faces.\u00a0<\/b>Your manager doesn\u2019t need to know every detail of your team\u2019s lives, but it\u2019s part of your job to make your boss aware of how your team is handling their workload and their responsibilities outside of work. If your manager generally knows your team\u2019s circumstances, they may be more likely to have realistic expectations and to prioritize, assign, and schedule work with your team\u2019s needs in mind.<\/li>\n<\/ul>\n

        \u00a0<\/p>\n

        4. Relying on the same people for decision-making.<\/b><\/h2>\n

        For advice on some decisions, you may turn to certain direct reports and not to others. And some team members may routinely offer advice \u2014 regardless of whether you asked for it. Behaviors like these can give the impression that you listen to some voices more than others, sending a message to the rest of your team that you don\u2019t value their views.<\/p>\n

        What to do instead:<\/em><\/p>\n

          \n
        • Ask the whole team for input on issues that affect them.<\/b>\u00a0Not every member of your team may have the expertise to weigh in on your budget or your strategic plan. But what about how you shape team culture? or run meetings? A simple,\u00a0\u201cHow do you think that meeting went?\u201d<\/i>\u00a0can show that you want to hear from everyone. If certain team members don\u2019t speak up, don\u2019t settle for silence \u2014 ask them for their perspective during their 1-on-1s.<\/li>\n
        • When outspoken team members offer their unsolicited perspectives, consider opening the topic to everyone.\u00a0<\/b>Those proactive viewpoints could be a signal that the entire team has something to say. To invite everyone\u2019s thoughts without being deluged with input, put constraints on what you\u2019re looking for and set a time limit. For example, you might ask the team to offer their three best ideas about the topic on a shared document by a certain date or in an upcoming team meeting. And be sure to thank everyone for their contribution.<\/li>\n<\/ul>\n\n\n
          <\/div>\n","protected":false},"excerpt":{"rendered":"

          This article originally appeared on Microlearning, our bite-sized online solution for leaders and individual contributors. According to a FranklinCovey survey of 500 direct reports, the most common things that make people feel excluded are more subtle than the obvious jokes or public criticism. These four everyday behaviors \u2014 which people from traditionally marginalized groups tend to […]<\/p>\n","protected":false},"featured_media":30175,"menu_order":0,"template":"","class_list":["post-30174","resources","type-resources","status-publish","has-post-thumbnail","hentry","type-newsletters"],"acf":[],"yoast_head":"\nTop 4 Ways Leaders Hurt Team Inclusion | FranklinCovey<\/title>\n<meta name=\"description\" content=\"Four everyday behaviors, which people from marginalized groups tend to experience more often, can unintentionally make people feel unimportant and unheard.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/resources\/top-4-ways-leaders-hurt-team-inclusion\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Top 4 Ways 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