You might feel anxious, uneasy, or even terrified when your company travels through uncharted territory. That is expected and entirely acceptable. Even so, you can still convey peace to others despite how you’re feeling within. That doesn’t imply holding back on how you feel and think; rather, it means being aware of how your team will be affected by the tone you establish as a leader.
Develop a concern for the unique individual in your manager.
People are your most valuable resources. Additionally, it’s crucial to keep in mind that they are only individuals. Lead with compassion as well as empathy. These days, it’s impossible to separate business from personal life. Whether we like it or not, the two are an unrelated combination that affects one another.
People are continually experiencing events that have never happened before, from a worldwide epidemic to an economic crisis to the elimination of basic human rights. People need to understand that their leaders are more interested in supporting them as individuals. Employee engagement, satisfaction, and retention increase when they feel valued, seen, heard, and understood. They can also be their authentic selves. And nothing is more potent than that.
Intentionally providing opportunities for others.
Although many businesses have made progress toward a more diverse workplace generally, there hasn’t been much change at the top. Women of color are still egregiously underrepresented in executive positions. Representation is important. Establish mentoring programs; encourage staff to accept new challenges; train and promote individuals; invest in individuals. So that you don’t lose excellent talent to your rivals who may have only somewhat more faith in them than you did, assist them in realizing their dreams in your business.
Diversity is a leadership priority issue, not a top-of-funnel issue.
A company needs diversity for a variety of reasons, including stimulating creativity and increasing profitability. Leaders struggle to know where to begin when it comes to changing the demographic makeup of their organizations. These are the moments that matter, whether these leaders and talent-makers are looking for and contacting talent from historically underrepresented groups individually or allocating a substantial budget for candidate sourcing and tracking technologies. When done correctly, the effects can be very potent.
To help you be deliberate about the energy you’re projecting, try these exercises:
Spend some time simply reflecting on yourself before each encounter. Think about the kind of presence you wish to present. Then, arrive promptly or even a bit early so that you are well-prepared and collected.
Be aware of how you appear to others. Do you make eye contact? Do you appear confident in your posture? Are you fully present and visible if you’re participating virtually? If you just reveal half your face, you could unintentionally convey that you’re only partially engaged in the conversation.
Make sure you’re hearing concerns from a variety of views, which is equally crucial. This is particularly crucial when dealing with a novel challenge because our natural tendency is to close our eyes and act without thinking. Take into account the diverse experiences and requirements of each team member.