Make hiring decisions based on data not instinct

Hiring managers and employees alike are susceptible to unconscious bias and may unknowingly make decisions and choices, both personally and organizationally, that can exclude certain individuals based on a single characteristic or trait. In this way, unconscious bias could derail your organization’s ability to be diverse, equitable, and successful. The stressful experience of being understaffed can leave many organizations feeling dire, making speed the predominant criteria in the selection process. This leaves proactive efforts to hire for Diversity, Equity, and Inclusion (DE&I) placed lower on the ladder of considerations. But choosing this route not only increases your organization’s risk of unconscious bias but may also have a long-term effect on your ability to attract and retain quality talent.

In order to better understand the impact of unconscious bias on hiring and selection and its long-term impact in the workplace, Wiley Professional Learning surveyed over 5,000 working professionals. Survey respondents included individual contributors (43%) and managers or other leadership positions (57%). About half of all respondents had some involvement in the hiring process, with managers representing the largest portion of this group. In The State of Hiring 2022 Report, you will see Wiley’s findings and see the actions they recommend that you can take to combat unconscious bias in hiring and selection. Reach out to me to see this report!

Choosing how to engage with each other in this century

Today is a repost from St. Jude Children’s Research Hospital. While this is applied to health care, it is relevant for many of the ways we engage with each other today, especially through social media. Thank you St. Jude!

Debate vs Dialogue

Being and effective adviser and advocate for Patient Family-Centered Care starts with recognizing that we are all working towards making St. Jude the best it can be. You may work with clinical staff, administrative staff, fellow advisors, or community partners. You may serve on committees, workgroups, councils, or adviser boards. Though there are a multitude of interactive ways to participate, the goal of every interaction is the same: foster dialogue! Some people may think dialogue is just talking back and forth but it’s much more than that.

Dialogue requires you to practice good conversation skills. Debate means stating your point of view without taking time to consider other options or getting your point across while trying to push others back down. Dialogue is the process of putting two or more different opinions together to create a unified idea.

Debate:

-Assumes that there is a right answer and someone has it.

-Defends assumptions as truth.

-Combative: we attempt to prove the other side wrong.

-Defending our own views against those of others.

-Listening to find flaws and make counter arguments.

-Searching for problems and weaknesses.

-Countering the other position without consideration of feelings or relationship, often belittling or deprecating the other person.

-About winning.

Dialogue:

-Assumes that many people have pieces of the answer and together they can create a solution.

-Revealing assumptions for re-evaluation.

-Collaborative: participants work together toward common understanding.

-Reflecting on and re-evaluating one’s own views.

-Listening to understand, find meaning and agreement.

-Searching for strengths and value in others’ ideas.

-Showing genuine concern for the other person and seeks to not alienate or offend.

-About discovering new options.

Thank you!

We are pleased to share that we have been recognized by Wiley with the Emerald Award for our work in 2021 helping all of our clients build a strong leadership culture even through a pandemic. We recommend and support your use of the family of DiSC profiles and the Five Behaviors Team profiles which enable your associates to build higher productivity and morale during remote and hybrid work.

The water we are swimming in and how we can adapt

Based on Deloitte, Gallup and McKinsey analyses, here is what we are facing now in our organizations:

  • •77% of managers don’t believe in their talent acquisition strategy

  • •77% of managers don’t believe in their talent acquisition strategy

    •73% of employees aren’t engaged

    •70% of team members don’t feel considered

    •Organizations need help finding and engaging their people.

    •Gig economy: by 2020 40% of all workers will be contract

    •Skill sets needed in 2030: decrease in basic cognitive, small increase in higher cognitive, large increase in social/emotional

    •Continuous learning needed

    •Shifting organizational structure – matrixed organizations

    •Agile systems, processes needed

    • Rapid pace of change

    •Disruptive forces

    •Globalization

    •Demographics diverse in country of origin, age, ethnicity, culture, gender, language

    •Technology advancing rapidly

This results in things people in organizations have to do differently now:

•Change direction quickly

•Communicate effectively

•Accept and work well with differences of perspective

•Form effective teams quickly

•Create teamwork with nontraditional arrangements

•Define selves by effectiveness not by title

•Create psychological safety so good ideas can surface

•Create personal connection amid increased technology

•Hire using more than resume – fit now more important

•Share power and information

We have tools to enable you and your organization to adapt and be successful! See our products on this site for more information and call me with your questions or to order!

Keeping Relationships at the Center in the Digital Age

We are now in the Digital Age, or what is called the Fourth Industrial Revolution, which presents us with a growing demand for responsibility and accountability among leaders, as well as systems, technology and entrepreneurial leadership, adaptive leadership and a need for leaders to shape societies. A recent Accenture white paper recommends three questions we must consider as we enable our workers in this Age:

  1. Is the changing nature of work in production continuously being anticipated? With skills now having a half-life of 5 years, leaders must make proactive decisions about their workforce today.

  2. Is the ability to attract and engage the best talent by tailoring development initiatives for workers improving? Global executives think only one-fourth of their workforce is ready to work with intelligent machines. Organizations increased spending on intelligent technology by over 60% five years ago, yet only 3% planned to significantly increase the investment in training the following year.

  3. Is the broader enablement environment and ecosystem being reshaped for the workforce? 67% of people want business leaders to take the lead on policy change, instead of waiting for government.

Transformational leadership behaviors that support people at the center include

  1. inspiring with empathy and vision

  2. innovating with purpose

  3. advocating humanity, trust and transparency

  4. collaborating across the ecosystem

  5. orchestrating for agility and growth

  6. embracing social responsibility.

The Virtual Culture Imperative

Given this pandemic, most of us have shifted to virtual work: creating comfort, boundaries, and functionality in our home spaces, choosing the ways we will communicate and meet, and figuring out what’s most important to communicate while doing our best to manage informal and formal messages.

Creating a virtual workplace where we find ways to bring out the best in each other is now a priority, and it’s not an intuitive skill. It takes guidance, practice, and then more guidance and practice. And with the right leadership, it’s definitely achievable.

In September 2020, Wiley surveyed 2,500 business professionals to better understand the impact of the pandemic on organizations and culture. They ranked skills by importance for virtual work, with these as the top 3:

  1. Critical Thinking/Problem Solving

  2. Social and Emotional Skills

  3. Basic Cognitive Skills

And, while 98% of leaders agreed it’s worth their team’s time to develop their social and emotional akills, only 9% strongly agreed that they know how to make that happen.

That’s where we come in. I have a suite of products you can use either with or without my facilitation to develop your virtual teamwork using these principles:

  • Everyone is different, so soft skills development must be personalized.

  • The learning must take place in a social context.

  • The learning must include reinforcement.

I have scripts and content for virtual delivery that will cause your team to bring out the best in each other and have a personalized learning experience. Call me and we can talk specifics!


Accepting difference in identity can start with accepting differences in personality

A good start to see where you are more or less flexible about working across differences is to take the Everything DiSC Workplace profile and see where your comfort zone is. The report will also give you tips on how to set the stage to adapt to other styles to cause greater understanding, buy-in, and improved working relationships. Take advantage of my Holiday Sale of $57 each (retails at $74)! Just go to Products, then select Everything DiSC Profiles, then purchase the number of Everything DiSC Workplace (English) profiles you want. They make great holiday gifts!!

What it will take to be the United States

I hear people, including me, bemoaning the divisiveness we are facing today politically. I see some root causes of that:

  • increased complexity of our collective problems which is hard to grasp and understand so we oversimplify

  • communicating via social media which encourages short phrases or sentences, statements of belief, and “agreement” or “disagreement”

  • wanting to be right as opposed to curious

  • not trusting that we will be able to handle a view that is different than our own

  • the tendencies of our media outlets which value “either/or” headlines so we will click on them

  • media coverage of statements made by those in positions of power which inflate their influence

  • an overreliance on positions vs. interests when we communicate what we want.

Regardless of who “wins” this upcoming election, we still have to work together to build a society we want to live in. Here’s what I propose that will take from all of us:

  • prioritizing the issues that matter the most to us and being willing to say why they do

  • making time to have conversations so we make time for curiosity and understanding rather than agreement or disagreement

  • asking more questions when someone says they disagree - like “what leads you to think that?” or “tell me what experiences you’ve had where that becomes important to you?”

  • not relying on “the news” to understand issues - but find resources that are more neutral and that engage us in conversation

  • proposing in-person (including virtual) conversations when it looks like social media vehicles are not advancing understanding

  • valuing each other so that our opinions and whether or not someone “likes” them is our only way of determining our value.

I’m sure there’s more - but I’d rather focus on this than the sports metaphor of people “winning” and “losing” an election.,

Truthtelling about race and philanthropy by my friend Valaida Fullwood

BREAKING SOUTHERN CHARMS AND CHAINS

Written by: Valaida Fullwood, guest author

Date: September 02, 2020

Or what does it mean to be bold and Black in Charlotte, North Carolina, right now? 

Three years ago, I read a report stating that, out of the tens of billions of dollars in annual philanthropic giving by U.S. foundations, an estimated  2% of funding  from the nation’s largest foundations is specifically directed to Black communities. While I knew funding to Black-led organizations was inequitable, I had no concept of the scale of neglect.

The reports keep coming, and nothing appears to have changed except for the worse. Studies also point to the dearth of national foundations that even fund nonprofit organizations based in the South.

These data sharpened my once-vague understanding of the funding landscape to an acute awakening to the insidious practices of funders that unfairly advantage white-led nonprofits over Black ones, a matter further compounded in the South.

Then last week, I read the new report by the National Committee for Responsive Philanthropy (NCRP), “Black Funding Denied: Community Foundation Support for Black Communities.”

It disclosed data on philanthropic giving to Black communities by Charlotte’s community foundation, which hosts my collective giving circle’s fund. Of Foundation for the Carolinas’ giving, an estimated average of only 0.5% is allocated to Black communities, in a region where 22% of the population is Black.

For decades, I have witnessed the bias and heard accounts from Black nonprofit founders and leaders about chronic underfunding by philanthropic institutions. It is part of a pattern referred to as “foundation redlining,” borrowing the term about policy and tactics that resulted in segregated housing patterns and a wealth gap that still plague cities, including Charlotte, today.

Probing this issue compelled me and fellow members of New Generation of African American Philanthropists (NGAAP Charlotte) giving circle to organize The Bold Project.

The Bold Project: An NGAAP Charlotte Initiative for Black Organizations Leading Differently provides a framework for our grantmaking, thought leadership and civic engagement with local Black-led nonprofits.

The Bold Project also serves as a communitywide call to action for funders to attend to and repair the funding gap that results from giving preference to white-led nonprofits and effectively abandoning Black communities and sabotaging Black-led nonprofits.

Urgency exists in dismantling old structures and reimagining how to allocate philanthropic dollars in fair and just ways.

Equity audits and new funding measures are required to blunt the negative impact of bias and anti-Black racism, reduce barriers to accessing capital for operations, and address the damage caused by long-running patterns of funding inequity. The data and the times demand boldness.

But, in a region fond of subtlety, confounding euphemisms, and centuries-old face-saving lies over hard truths and candor, what does bold look like?

Illuminated Charlotte skyline. Photo credit: Alvin C Jacobs Jr.

Being boldly Black and free

If you are from the South, you already know that behind the smiles and pleasantries — and that famous hospitality — linger deep-seated hostilities. I perceive it as a simmering brew of concentrated privilege and power with heaps of confusion and contradiction, spiked with aged worries and wounds.

Born, bred and schooled in North Carolina, I know the culture well. My family roots, on both sides, are easily traced for 8 or more generations in this state. I probably rank as expert in our quirky pronunciations, idioms, delicacies, pastimes and, too, our civic pathologies.

For years lyrics sung by another native daughter, Nina Simone, about the value of being “young, gifted and Black” resonated deeply. Now a much less young Southern woman, I am pondering: What is it to be bold and Black?

I pose these questions publicly in the hope that as I grapple with this, you also will reflect deeply on these tough questions. Perhaps we can find our respective answers and respond together.

Constant questioning seems fitting since friends can attest my resolution at the top of the year was to be an interrogator — a kind one, yet an interrogator nonetheless. I have found, in Southern culture, asking questions is a form of boldness.

This moment requires sharper understanding of bold, that speaks to our urgency. Let’s go further than a dictionary, where nuanced definitions span from “fearless,” “unafraid” and “daring before danger” to “adventurous” and “free” to “standing out prominently.”

What does bold mean when life, liberty and limb are literally on the line for us and our communities?

Fearlessness rings true, because I have experienced that being Black and bold just might mean winding up black and blue, in every sense. In the fight for justice, boldness and Blackness can bring harsh repercussions: psychological, physical and fiscal.

When I question the high stakes of speaking out and challenging “the establishment,” I draw on examples set by seeming unafraid Black Southerners, like Dorothy Counts, Reginald Hawkins and John Lewis, and I know I must persist.

The connotation that intrigues me most is to be free. Which stirs the question: How can we emancipate ourselves from constraints of the past? That is, how can we be bold in ways that liberate us all right now?

Coronavirus, unconscionable police brutality, protests for racial equality and data on dire funding inequities provide compelling reasons to assert our collective liberties to accelerate justice.

While my perspective is that of a Black Southerner, these questions are perhaps even more pertinent to white Southerners and Charlotte residents with other regional and racial identities.

In his book “Why We Can’t Wait,” Dr. Martin Luther King Jr. observed, “the straitjackets of race prejudice and discrimination do not wear only southern labels.” Yes, the South has its own brand of racialized restraints that we must reckon with and reconcile at this pivotal moment.

Our region is not alone though, as headlines from Minneapolis to Portland to Kenosha confirm. As Malcolm X boldly suggested: We all are Southerners.

This is 21st century America, and I want to be free; however, I know none of us is truly free until all of us are free.

Data in the NCRP report provides new insight on structural blocks in philanthropy. We can clearly see how funders are culpable, as prime contributors to social and economic immobility for Black people as well as brown people — immobility as in locking out whole swaths of the community from vital resources and opportunity, in essence chaining us to undesirable conditions and outcomes.

I venture to call out philanthropy’s inequities for the shame that it is. I dare to question the concentration of wealth, accumulated at the expense of Black and brown people, that then rigs the system to deny us equity and mobility. To progress we must burst the charmed bubble of philanthropy with data and truth.

Drawing from another Southern-born woman, the intrepid Ida B. Wells: “The way to right wrongs is to turn the light of truth upon them.” I urge you to join me in turning on the lights and holding funders accountable, if we may be so bold.

Valaida Fullwood is the award-winning author of “Giving Back: A Tribute to Generations of African American Philanthropists,” creator of The Soul of Philanthropy exhibit, and a founding member of New Generation of African American Philanthropists, a collective giving circle in Charlotte, North Carolina. Her achievements in philanthropy were acknowledged this year by ABFE, which named her its 2020 Trailblazer. Valaida can be reached on LinkedIn and at valaida.com.

 

The times we are in are asking us to be thoughtful and intentional.

Over the past few months I've been reflecting on what we are facing and have some thoughts I wanted to share. I welcome your responses. 

1. The values of individual freedom and public health conflict in a pandemic. Infectious disease specialists acknowledge that we reasonably expect the freedom to make our own decisions regarding our health. However, what happens when our wishes conflict with what is in our best interest? How far should our rights be restricted for our own benefit? Similarly, what limitations should be placed on our behavior when our wishes go against what is good for the population in general? The decision to wear a mask in this pandemic is for the population in general and may be a reason to decide that we can't make a decision that works only for us. 

2. Race scientifically cannot be defined, but to prevent revolution, early colonists defined "white" as a race so workers could not join together across race and overthrow the wealthy ruling class. Then we continued to build systems around race and now murders by police and systemic injustice based on race are once again demanding change. Our position in the racial hierarchy has everything to do with how we engage in this conversation, and those with privilege must listen to perspectives outside their "bubble" and engage across race to make change. 

3. The danger of a two-party system is to oversimplify and create a winner and a loser. This limits our collective ability to define and solve our nation's problems and create a vision that works for most if not all. Oversimplifying complex issues leads to decline in civilization as Rebecca Costa documents in The Watchman's Rattle. 

4. The interesting confluence of this pandemic and recent police killings of black citizens has caused collective awareness and reflection. Because many citizens are not distracted by their busy lives, we have time to think and reflect on what is happening. This is valuable. 

If we choose these behaviors, we can keep each other healthy, create a more just society, and come together to create the country we all want. 

  • Demonstrate concern for each others' health by wearing a mask when within 6 feet of them. 

  • Notice how race impacts every system in our country - from education to judicial to landownership to political to medical and more. Ask questions and begin to envision a more justice way of implementing these systems. 

  • Avoid naming people as democrat/republican, liberal/conservative, for or against any particular issue. Instead ask how they came to the beliefs they have and what those are. Then paraphrase what you hear vs. debating. 

Stay well and act with kindness,

Karen

The State of Teams

The current pandemic has put a spotlight on the importance of teaming and collaboration in a fluid environment. John Wiley & Sons, Inc. conducted a survey in February and early March 2020 to investigate how employees and employers are responding to the dynamic nature of teams in the workplace. Based on the responses of 20,000+ employees from individual contributors to C-suite executives across a wide range of industries, they found that teams suffer from a critical interpersonal skills gap that impedes their potential to achieve. Here are some highlights of their results:

  1. People are on several teams (76% of respondents) and the higher up one goes in an organization, the more teams they are on (Directors and Execs reported 5+ teams).

  2. People are working on more types of teams. (73% of respondents). These types include departmental, project, cross-functional, management and matrix.

  3. Teams are more dispersed. (28% of people reported working on a team with someone based in another country and 51% reported working on a team where at least 1 member collaborated virtually).

  4. Individuals are often unaware or unable to consistently practice the behaviors that will ensure team success. 99% of people agreed with the statement “I am a good team member” BUT..

    • 79% reported that their teammates don’t acknowledge their weaknesses to each other, lowering trust.

    • 55% leave meetings without collective commitment to agreed-upon decisions, lowering the collective commitment level.

    • 59% say their team members don’t take personal responsibility to improve team performance moving forward, bringing down accountability.

  5. Time and money are wasted dealing with ineffective teamwork. Employees reported spending 7 hours/week with the effects of poor teamwork which equates to 2 months a year and in financial terms, that’s $1 Trillion dollars per year in the US.

  6. High stress leads to high turnover. 42% have left jobs due to bad team experiences.

  7. Nearly everyone agreed that it would be worth their time to develop and improve their teamwork skills. 98% of managers, directors and executives believed skill development is absolutely worth their team’s time and 86% said effective teamwork is more important to their organization’s success now than it was 5 years ago.

And the repercussions of COVID-19 make teamwork more important. 22% stated they were not confident that their teams could maintain the same performance levels virtually and 29% said they are not confident that they will feel personally connected as they work remotely. As many more teams have now become physically separated, the need for a strong foundation of teamwork and communication among colleagues is more important than ever before.

We have tools to help you make the most of your virtual teamwork during this time of change. Look on this website for more on the Five Behaviors products and call me at 704-372-9842 to learn how to put them in place on your teams.

Teamwork in a Virtual Workplace

The coronavirus pandemic has caused many workplaces to issue a work-at-home policy, which may need to become a smooth transition in future pandemics given our global environment. I’ve been thinking about the implications for the basics of teamwork, beginning with Trust. Here are some thoughts I have gathered about how to focus on building trust while teammates are remote:

  • Pro-actively build personal connections. Don’t assume that people will mainly be interested in what their fellow team members can do, as opposed to who they are as individuals. Keith Ferrazzi suggests that managers can help encourage personal connections by starting meetings with a “Take 5” for people to talk about what’s been happening in their lives, both personally and professionally. This builds empathy which then paves the way for trust.

  • Communicate conscientiously. On high-trust teams, communications are regular and predictable, and team members let others know when they receive emails or requests, and when they will be unavailable or when they will be able to respond. This saves wondering which usually erodes trust.

  • Share and rotate power. In a traditional workplace, managers often use a command-and-control approach where in a virtual environment, studies show that when managers use a “monitor and mentor” approach, the team works better.

I’m sure there are more tips and I encourage you to think of what builds trust of others in you, and what others around you consider to be trustworthy in a virtual environment. There is a recent topic emerging in my field called “swift trust” which consists of methods that build trust virtually.

Ways we will respond to how we do business in a pandemic

I am adapting along with you, and want to pass along what Harvard Business School's well-respected professors are predicting:

  • We can help our customers be more helpful. When providing service is a true partnership and customers pitch in, employees are more productive, service outcomes improve, and experiences are enhanced for everyone involved. Ryan Buell says there are 3 barriers that prevent us from productively engaging: 1) not being able to help, 2) not knowing how to help, and 3) not believing our help is important. 

  • Supply chain managers suddenly will have a more difficult job. Given the global nature of many supply chains, these managers who previously focused their attention one or two levels down into their supply chain will have to go back to work and develop the systems and discipline to track even more deeply into the chain. And many supply chain managers will start thinking about how to diversity their risk and trying to develop alternatives in other countries. 

  • We can strengthen our stakeholder and partner orientations. Rosabeth Moss Kanter says that organizations who have strong relationships with stakeholders and partners are best able to survive and transcend crises because they can plan together, gain local knowledge from each other, and draw on good will to get back to business quickly when the crisis abates. 

  • Our employees and buildings will be healthier. John Macomber says that COVID-19 will change the nature of our offices, apartments, hospitals, schools and government buildings and while concern about spreading disease may fade after COVID-19, there will probably be more outbreaks in the decades to come. We will realize that indoor air quality (fresh air and filtration) directly impacts productivity of healthy people and helps mitigate the onset of sick people,. 

  • In-person meetings will be less important. We will realize that we need far fewer face-to-face meetings than we thought and productivity benefits can be substantial. The companies that will lose are in the travel business. 

  • We will be more focused and intentional about how we spend our time. During this crisis, we are aware of which items on our to-do list should take priority and which might be combined and by auditing our work responsibilities and project commitments along with all the tools we use to collaborate, we can design new schedules to accomplish our collective goals. 

This is a creative challenge I think we are up to.