The issue with gender equality in workforces today is primarily the result of what researchers call ‘second- generation bias’. It is not overt or malicious, but it is why men don’t feel they are being biased, and why women may not feel explicitly or deliberately disadvantaged ... even if both are true on some level.
Imagine you are suffering from a lack of visibility at work. Your boss tells you that you need to let people know the value you are adding. You need to “raise your profile and build a brand” with other stakeholders. The problem is, in order to do that, you need to draw attention to the good work you are doing. And this makes you feel icky. No one likes a braggart, and you don't like to boast. Tough situation. And you are not alone.
Playing favourites may not be your intention, but with perception steering the ship, it could be the reality. As leaders, we need to make a conscious effort to include all our people. We need to spend time equally, engage with those we may not get along with, and ensure all our people feel heard, valued and included. It’s easy enough to do, once we realise we need to do it.
Shiva was frustrated. She had just lost her early morning work time… again. Her colleague had seen her arrive and had taken the opportunity to ‘pop in for a quick chat’ before the day started. The first time it happened, Shiva politely indulged her colleague in the early morning chit-chat, thinking it was a once off, but after three days in a row, Shiva began to get upset.
To be known as someone who does valuable work, we need to be seen as someone who does valuable work. When Executives and CEOs look to their talent pipelines for the next generation of leaders, the people who grab their attention are people who are known to them, or known to others who then bring them to their attention. They stand out not just because of the good work they are doing, but because they are known to be doing good work – their efforts are visible.
No-one likes a bragger, (you know, someone who incessantly toots their own horn), so when we’re given advice that we need to be more visible, share our accomplishments more and generally put ourselves forward a little more assertively to get ahead in our career, it’s hard not to feel a little sick at the thought.
Using your moods to convey what your words don't is lazy communication and eats away at trust.
Why won't they step up?
What am I paying them for?
Great leaders build engagement. Engagement in meetings requires contribution and involvement. Many leaders I work with complain of a lack of engagement from their team members during meetings, despite their best efforts. This is not always about their leadership or their teams’ engagement; often there are other factors at play.
Getting the best out of others is not an easy task. Helping your team members to be more effective, more productive, and more engaged is not always as simple as asking them to be so, or equipping them with the skills or support to be so. In fact, sometimes it’s not even about the very problem that’s causing the problem. To be an effective leader of people requires us to be flexible in the way we approach and support our people. Sometimes it even calls on us to allow the problem to get worse before it gets better.
The ability to think quickly is a highly valued skill in the workplace. People who respond to questions off the cuff, who make coherent contributions when called upon (without warning) or who always seem to know the right thing to say in the right moment to say it, are admired by many of us. Especially those of us who need more time to gather our thoughts.
Will power is a finite resource… peer power is infinite
Not worrying about what other people think of you can be liberating. It can inspire you to be fearless, to be brave, and to push your own limits without having to kowtow to the beliefs, expectations and desires of others. When we learn to live according to our own values, we become better at what we do; more engaged in our endeavours, and more satisfied with our lives. And who doesn't want that??
Giving feedback to a boss is not always easy.
When conversations get difficult or disturbing, people are hard-wired to either retreat or attack.