Managing Diverse Teams: Building Equity Into Sops

Active Advocacy, Trauma Informed Conversations, Transparent Decisions & Change Management for your DEI Strategy

What you'll learn

Your current phase of development as an ally

How trauma and triggers impact workplace policy and conversations about change

How to use the SPEARS™ framework to distinguish between tokenism and representation in your and others’ allyship efforts

A 5 step process for making inclusive business decisions

To apply a trauma informed lens to instances of micro (and macro) aggressions in your work and personal life

How psychological safety and emotional intelligence can support your goals in creating systemic progress in your DEI goals

Requirements

Knowledge of situational leadership and basic understandings of the differences in delegating, directing, coaching and supporting their direct reports.

General knowledge about how to conduct regular 1:1 meetings, track and measure performance over time

Foundational skill sets in emotional intelligence are a prerequisite for this course (active listening, curiosity, judgment free conversations, empathic leadership).

Ability to build rapport in a new workplace relationship.

Understanding and practical definitions of diversity, equity, inclusion, and belonging, unconscious bias, strategies for crafting psychological safety in the workplace, identity markers.

Awareness of your existing biases

Willingness to speak about the privileges of access you currently possess in various social settings.

Description

The work of change is slow and effortful. With the onset of the COVID 19 pandemic, the global workplace recognizes that we are more connected than ever before. Not only were we struck by the realization that we're all breathing the same air, but more importantly, we were able to better come to grips with some of the systemic inequities that exist in our everyday lived experiences. As HR departments and learning teams rushed to provide unconscious bias training, many of us were left wondering, “When will the action begin?” “How long before change is felt?” “When will our systems finally be in alignment with the DEI manifestos, Vision statements and commitments to change that appear in marketing collateral and internal comms?”In this course people leaders, managers, and DEI advocates are provided with the tools and frameworks necessary to make everyday decisions that reflect a culture of equity and inclusion. The goals of your company do not have to be at odds with the goals of its people. You can create transparency and still uphold the interests of your organization. And that work gets to occur by examining current processes one step at a time.If you have been eager to do something beyond thinking differently, this course is for you. Join me as we explore the tenets of psychological safety, methods to cultivate a culture of bias checking, and strategies to approach the workplace from a trauma informed lens. The work starts with thinking, but it must continue with words and deeds that shift policies and procedures.Use this course to begin practicing in your role as an active advocate and true change agent capable of operationalizing equity.Specifically in this course you will:Clarify your motivations to be an active ally and change agentIdentify your current phase of development as an ally and craft your allyship development planRefresh your inclusive leadership growth plan across the 4 pillars of inclusive leadershipIdentify your verbal triggers and be able to distinguish when others in your social environment are triggered in everyday situationsUnderstand ostracism and be able to articulate your observations of it to others in a way that is trauma informed and emotionally responsibleDefine the bystander effect and your current relationship with itUse the SPEARS ™ framework to distinguish between tokenism and representation in your and others’ allyship effortsUse a 5 step process for everyday business decisions that optimizes transparency, builds trust, and advances for personal as well as organizational-wide equity and inclusion goalsUse a trauma informed lens in conversations where othering is taking place, to actively bias check others, and create collaborative conversations in support of behavior and policy change

Overview

Section 1: Introduction

Lecture 1 Introduction

Lecture 2 What Is Inclusive Leadership?

Lecture 3 Why Does Transparency Matter?

Lecture 4 ILGP Exercise: Finding Your Why

Lecture 5 Psychological Safety In This Course

Lecture 6 Exercise: Read Article: What Is Psychological Safety At Work?

Section 2: DEIB Review

Lecture 7 What Is DEIB?

Lecture 8 The Equity Journey

Lecture 9 Getting To Belonging

Lecture 10 Inclusive Actions

Lecture 11 ILGP Self-Assessment: Allyship

Section 3: Beyond Unconscious Bias

Lecture 12 Beyond Unconscious Bias

Lecture 13 Empathy And Communication

Lecture 14 ILGP Activity: Verbal Trigger Bias Reflection

Lecture 15 Unconscious Bias Versus Discrimination

Lecture 16 ILGP: Reflecting On Your Triggers: Bias Or Discriminatory

Lecture 17 Creating Psychological Safety: Safe To Have Shortcomings

Section 4: Trauma Informed Leadership

Lecture 18 Why Look At Trauma

Lecture 19 Trauma And Triggers

Lecture 20 Othering Big And Small

Lecture 21 Exercise: Othering

Lecture 22 Bystander Bias

Section 5: Pillars Review And Tokenism Introduction

Lecture 23 The 4 Pillars Review

Lecture 24 Exercise: The 4 Pillars Quiz

Lecture 25 ILGP Exercise: Your Current Progress

Lecture 26 SPEARS Framework: Tokenism Vs Representation (iintor and SPE)

Lecture 27 SPEARS Framework: Tokenism Vs Representation (ARS)

Lecture 28 Handout: Tokenism Vs Representation

Section 6: Preparing To Challenge: Calling Forth Inner Work

Lecture 29 Intro To Calling Forth

Lecture 30 Emotional Intelligence And Allyship (Advocacy Recap)

Lecture 31 Handout: Emotional Intelligence Matrix Of Skills

Lecture 32 Removing Judgment In Communication (Coaching Recap)

Lecture 33 Handout: Psych Safety: Safe To Challenge

Lecture 34 Acknowledgment And Accountability

Section 7: The Calling Forth Conversation

Lecture 35 The Discomfort Of Calling Forth

Lecture 36 4 Crucial Cs (Context, Consent, Conversation, Commit To Action)

Lecture 37 4 Cs Of A Calling Forth Conversation

Lecture 38 Exercise: Calling Forth Scenario Learning Essay Based Quiz

Section 8: Transparent Decision Making

Lecture 39 About Decision Making

Lecture 40 Exercise: Inventory Of Leadership Decisions

Lecture 41 Returning To Our Why

Lecture 42 ILGP Exercise: What Is Your Objective With Decision Making?

Lecture 43 Transparent Decisions: Conditions For Success

Lecture 44 Transparent Decisions: Data

Lecture 45 Transparent Decisions: Deciding

Lecture 46 Transparent Decisions: Bias Check

Lecture 47 Transparent Decisions: Communication Plans

Lecture 48 Exercise: Model And Map A TDM Of Your Own

Section 9: A Truly Open Door Policy

Lecture 49 What Does "Open Door" Mean?

Lecture 50 Creating Team Agreements

Lecture 51 Exercise: Agreements Vs Expectations Quiz

Lecture 52 Exercise: ILGP Committing To Action (SMART Goals)

Section 10: Conclusion / Bonus

Lecture 53 In Conclusion

Lecture 54 Your Next Steps

Lecture 55 Bonus Lecture

My students are people managers who are committed to creating inclusive workplaces. If you struggle to balance how much to share with the people you support day to day with how much to “protect” the interests of your employer, this course is for you.,Professionals with 2 or more years or people management experience,Employee Resource Group (ERG) leaders, DEI task force members and advocates for social change,Leaders who have been consistent in staying abreast of issues of inclusion and social change, but struggle to turn that into conversations that create trust in the workplace.,Middle managers who are looking for tools to show up more authentically in conversations about how and why decisions are made across their organization.