|
|
Posted By USFN,
Thursday, January 27, 2022
|
By Eva
Massimino, Esq.
Bendett &
McHugh, P.C.
USFN Member
(CT, ME, MA, NH, RI, VT)
The Table --not just any table, the table. It’s the place
from which all important decisions seem to flow. Where policy and strategy
discussions are held. Where “important people” decide “important things.” The
decisions made at the table impact the lives and careers of many who are not
involved in the conversations leading up to them. Too often, these decisions
are made without providing a voice to entire groups of people. The table
becomes an echo chamber of ideas and fails to consider the diverse needs of the
people it impacts. So, how do we ensure diverse voices are heard? How do we get
a seat at the table? And once there, how do we use our seats to serve more than
just our own interests?
Historically, the tables where decisions are made have been
treated as exclusive clubs with all the seats occupied by like-minded people
from similar backgrounds. It is certainly intimidating to encounter a group of
leaders and come to the realization that none of them look like you, none of
them come from where you came from, and you cannot connect with them from a
perspective of a shared experience. We may have much to offer, but self-doubt
will sneak up on even the most confident person in the face of a group of
decision makers who do not reflect them. In reality, we all thrive when there are
people of all ages, genders, races, ethnicities, and socioeconomic backgrounds
contributing to the decision-making process. This realization is spreading, and
the value of diversity at the table is becoming clearer. However, the effort
cannot be unilateral. It takes work from both those who wish to gain a seat at
the table and those who need to make room for others to join.
It goes without saying that a seat must be earned. To occupy
a position of influence, we absolutely must be willing to put in the work to
learn the skills valued by our industry. We also must be willing to continue to
learn from people of all experience levels around us. But hard work alone
doesn’t guarantee that our voices will be heard, our opinions valued, and our
hard-earned expertise requested. Diversity of opinions requires a representative
diversity of people seated at the table. Breaking into a group of decision
makers in our industry requires some showmanship—especially if we are trying to
present a new idea or perspective. The initial reaction to change may be doubt,
fear, and skepticism. If we want our voices to be heard, we should also be
trustworthy and confident in our skills and expertise.
With a backdrop of expertise, we simply cannot be afraid to
make our opinions known. Our perspectives and contributions may have
significant value, and our participation can be a catalyst for an innovative
solution. Valuable contribution alone should earn us a seat at the table. In
our industry, knowing how to deliver a message is just as important as the
message. We need to be able to communicate clearly and persuasively to convince
others to not only take a moment to listen to our new perspectives, but also to
trust that our ideas are worth trying. With confidence in our message, our
expertise, and the value of our contribution, perhaps it is time to simply pull
up a seat without an invitation. It may mean approaching the problem from a
different angle, presenting our ideas in a different way, or it may just
require leading by example and starting a new table. There may not be room for
everyone at the table, but there is most definitely room for all perspectives,
and we should feel confident that our ideals are represented.
With a seat at the table secured, what’s next? With “power”
comes responsibility. Once we have earned a seat at the table with diverse and
innovative ideas and perspectives, the drive to make a positive impact should
not sputter when we finally acquire some influence. Most importantly, we must
be willing to shatter the echo chamber and work to make room at the table for
others who can help round out the conversation. Skill and influence are empty
without the willingness to mentor newcomers and nurture innovation and
diversity. Transparency surrounding our journey and our own hurdles can go a
long way in encouraging others to bring their ideas to the table sparking
progress, inclusivity, and the satisfaction of knowing we are each making an
impact.
Diversity at the table is not just an initiative, it’s a
resource that has not been fully tapped. There are countless voices that have
not been given the platform to be heard, and they can make a major impact. If
you are seated at the table, scoot over and make some room. If you haven’t been
offered a seat yet, pull up a chair. Let’s talk. Copyright @2022 USFN Report - Winter 2022
Tags:
#diversityandinclusion
ability
diversity
mentoring
Permalink
| Comments (0)
|
|
|
Posted By USFN,
Monday, October 21, 2019
Updated: Tuesday, October 15, 2019
|
Introduction by
Sally Garrison, Esq.
The Mortgage Law Firm, PLLC
USFN Member (AZ, CA, HI, OK, OR, WA)
Interview by
Jorge Rios-Jimenez
BDF Law Group
USFN Member (TX, GA, CO, CA, NV and AZ)
Diversity and inclusion are the watchwords of modern business. In addition to being equitable and just, there are compelling business reasons for promoting diversity and inclusion. In a rapidly changing and increasingly challenging environment, businesses must be adaptable. A diverse and inclusive workforce reduces turnover, provides stability, and fosters innovative problem solving through different perspectives to see opportunities and pitfalls that could otherwise be overlooked. USFN has established a new Diversity and Inclusion Committee dedicated to providing education and programming on this critical, and often misunderstood, area.
The first program sponsored by this committee was featured at the USFNdustry Forum in Nashville, Tennessee in June. Jessica Pettitt, M.Ed., CSP, author, comedian, and nationally recognized speaker, spoke to the attendees about being “Good Enough Now,” pushing everyone to start having the difficult conversations. In taking those risks, leaders establish a corporate mindset of learning and the habit of building diversity and inclusion over time. She challenges business leaders to take an honest inventory and move from abstract aspirations to action-based leadership. Jessica made her case in her signature voice: insight wrapped in humor. The audience was inspired, energized, and ready to start the conversation.
For those who were not able to be there, Diversity and Inclusion Committee member Jorge Rios-Jimenez interviewed Jessica to give our readers a sample of what we learned at the Forum.
How do you effectively gain buy-in from participants/employers to educate them on building welcoming and productive teams?
You can't. This is a hard answer to give and it is a typical question I get asked. I, nor you, nor anybody can make anyone do anything. You just have to work with those that are interested, even if that means doing this important work all alone as you can. These small gestures set an example for others that this work matters and is your best recruitment tool. There is a TON of research about increasing profits, talent retention, diverse recruitment, and the like and the positive effects (and affects) of diversity work that builds welcoming and productive teams and none of this is motivation for everyone to buy in. More research isn't the answer. Trying to try to set an example for work matters is all that is left to be effective. Along the way, others will feel more welcomed and become more productive.
Diversity and inclusion has been a hot topic for some time, but as of recently there seems to be more traction in expanding our awareness. Inevitably, some organizations have tried to work on this but have missed the mark. What would you recommend as something to avoid in starting these efforts?
I would avoid several things. First - a lot of organizations create metrics, like "increase diversity by 10%," without knowing what the current diversity is or even the organization's definition of diversity. There also isn't a functional timeline associated with this goal so it can never fail, nor can it ever be done. Second - trying to do diversity and inclusion work without any form of measurements. Painting a mural and having a "mandatory fun" potluck won’t solve problems without a measured plan to note current status, progress, as well as a process to respond to issues gathered. Organizations often ask for input and then do nothing with it. This feels even worse than never being asked in the first place. Third - don't set someone or a small group of interested people up to fail. Organizations often respond to the need for Diversity, Equity, and Inclusion (DEI) work by creating a committee or an affinity group, or maybe even hiring a staff position and then give these tapped resources the responsibility to do DEI work with no resources, budgets, or institutionalized support. The organization leaders can check a box and it looks like these folks just aren't successful. Lastly - thinking that Diversity, Equity, and Inclusion work has a finish line. This work is never done. It can't be boiled down into a worksheet and is about a holistic cultural shift.
In your experience, what is the biggest challenge in implementing diversity and inclusion in an organization?
The biggest challenge is all players recognizing that a problem doesn't have to be experience for it to matter to someone else. We all have VERY different lived experiences and we must accept these differences without getting defensive and accept them as truth and do something about them until we find ourselves advocating for others before we are even told of a concern.
What would you say has been your greatest accomplishment in guiding others to stand up and take action?
Laughter is the best community builder as well as an equalizer so that we can work together with one another, heal wounds, decrease ignorance, and increase the connections with one another both in and outside of the office.
What are common misunderstandings people have with regards to diversity and inclusion?
That the work needs to be done by someone else. This work must be a part of every person's life in as many ways as possible from all of our privileged and marginalized identities and experiences. There will always be more elements to learn about ourselves and that is our responsibility and not that of those targeted, excluded, or feeling left out.
What advice do you offer to avoid unconscious bias?
There is no way to avoid unconscious bias. We can only work to become more conscious of our unconscious positive and negative bias.
Copyright © 2019 USFN. All rights reserved.
Fall USFN Report
Tags:
bias
hiring
HR
mentoring
retention
Permalink
| Comments (0)
|
|
RSS
Blog Home
All Blogs