By Kimberly Ellison-Taylor, Executive Director — Finance Thought Leader, Oracle
Throughout my career, I have always appreciated that people are the most critical resource and determinant of whether our initiatives will be successful. New technologies, processes, and strategies will only work if team members are motivated and appreciated. As we navigate these uncertain times, we must challenge ourselves to further develop and enhance our talent management strategies.
Inclusive leadership is important whether in person or working remotely. Being inclusive at a distance can absolutely be challenging, but I am confident we can figure it out. Almost overnight, many businesses moved to remote operations and began using web conferencing. YES! But, let’s not stop there. Online meetings are a great first start, but more effort is needed.
For leaders who are accustomed to onsite employees, the dramatic shift to employees who are remote takes a shift in mindset. Many studies have reported that employees are actually more productive at home. I have been a virtual team member at Oracle for almost my entire career here, and I absolutely love that there is no traffic between my bedroom and office. Yes! If there is any good news about the challenges we are facing, it is certainly that my colleagues have reduced their commute by as much as three hours a day. However, one of the many down sides of mandatory shelter-in-place order is the anxiety and worry that jobs could be in jeopardy since “out of sight” could also mean “out of mind.” Fearful employees may even take extreme measures by creating and working on many “busy” projects and also by sending volumes of unnecessary emails. Avoiding and reducing this level of stress is why managers and leaders at all levels must develop or enhance inclusive leadership techniques to promote cohesion, collaboration, expectations, and cooperation as we collectively navigate this new uncharted territory.
It’s a verb … an action … in which leaders intentionally create an environment where the entire team is comfortable and confident in bringing forth their respective ideas and recommendations. This goes above and beyond usual techniques that focus on the outcome more than the process. In outcome-focused leadership, the team is almost singularly focused on getting the task completed without room for discussion about different approaches for completing the task or even evaluating whether the approach will yield the best results. Inclusive leadership means understanding the strengths of each person on the team and what is needed to maximize their contributions—starting with making sure that everyone on the team understands the importance of their role within the context of the larger organization. It also involves creating opportunities for team members to build relationships. This doesn’t change just because everyone is in a different location.
In a normal work environment, effective leadership is challenging. But now, as the ground seems to be shifting under our feet from week to week, inclusive leadership can make the critical difference between a team that’s just hanging on and one that’s thriving. Here are my tips for practicing inclusive leadership:
Leaders cannot communicate enough when everyone is juggling different priorities at work and at home. Challenging schedules intertwined with work and home responsibilities, like managing children while working from home or caring for family members, may mean that each person receives communications differently and at different times. Thus, leaders must use all appropriate communication mechanisms at their disposal to reach the team—email, text, video conferencing, and chat. In sharing details about new business initiatives, strategies, customer engagements, or partnerships, leaders must carefully consider the overall communication plan to reduce the grapevine and rumor mill.
In times of uncertainty, team members need frequent and direct communication—almost to the point of over communication in order to stay focused. In communications, please consider that if the team members know what to expect and how any news impacts them directly, they will be less stressed. This may include details about how the company is doing as a whole, how the team is tracking against goals, new business models, pivot strategies, new technology roll-outs, etc. Incomplete details and unanswered questions can escalate challenges and uncertainty.
In team meetings, it is a good idea to build in time for short round-robin discussions to check in on team members, foster comradery and promote networking. Each meeting could have a different topic and team members can suggest creative discussion topics. Here are a few ideas to get you going:
• Mindfulness Mondays—encourage each person to share something they do to promote self-care, for example, recommending their favorite wellness app, online exercise class, or podcast
• Happy Hour Tuesday—ask everyone to share some good news … it can be work-related or personal
• Recognition Wednesday—each person acknowledges someone on the team who helped them recently
• Thankful Thursday—encourage people to share something they appreciate … again, it can be about work or in their personal lives
• Funday Friday—ask people to share something they are looking forward to that weekend
• Binge Mondays—what did you binge-watch over the weekend?
• Throwback Thursday—remember when … there were no iPhones, there was no email, there was no social media, etc.
• Reimagine Friday—what would you do about xyz initiative if you were in charge?
In the current environment, team members are juggling many priorities that may not coincide with the typical work day. If team members aren’t going to be available for specific segments of work day, ask them to share their availability by email or via another collaboration tool so that the entire team knows when to connect and/or when to expect a response.
Inclusive leadership means no one is left out. This means paying extra attention to emails and posts that could unintentionally forget someone. For instance, if leaders hold a call about a particular topic, excluding someone from a meeting related to their responsibility only serves to alienate them and result in their worry about their roles. Another example is related to LinkedIn posts where the leader creates a post thanking specific people who worked on a project. Please be sure not to forget anyone by accident. Further, if leaders like and share posts on LinkedIn or other social media outlets, be sure to mix it up so you’re following, liking, and sharing posts from people across the organization. Optics are important. Trust me, team members notice if leaders only like the posts of upper management. A few unintentional slights like these can cause the team to feel completely marginalized.
Usually when a new team member joins, they are taken around the office and introduced to all of the other team members. We can’t forget the benefits of a having a network and a few “go to” team members we can ask questions. In a remote environment, we must mirror this process as much as possible. Everyone must make an extra effort to get to know new team members by engaging them, inviting them to a virtual coffee, helping them get to know others in the organization, and also sharing context to get acclimated to the team as soon as possible.
Demographic characteristics of the team must also be considered. There is a difference between Gen Y and Baby Boomer team members just as there are differences between new team members and seasoned ones. Each team member requires a different level of interaction, guidance, and autonomy—especially in remote environments where the inclination is to ask for daily reports and over-managing. And while it’s important to remember that everyone may be different, a new team member in a remote environment will require much more engagement than a tenured employee who knows the organization. At the same time, seasoned team members still need help and guidance from time to time. Although these team members typically prefer autonomy, leaders must not ignore them since there is a risk they could feel adrift within the organization.
"Pay-it-forward" for employees and customers
In closing, every leader has the ability to be an Inclusive leader. With intentional effort, leaders can enable and promote an inclusive environment in a virtual setting that is just as effective as the physical office space. I think the saying that “customers will never love you, until your employees do first” is 100% true. The benefits of new and strengthened alliances, collaboration, and camaraderie are well worth the effort. Customers and business partners will see and absolutely recognize these efforts. It’s a win-win!
For more information about how Oracle Cloud Applications can help you and your team work remotely, go to www.oracle.com/applications.
For more information about Oracle Fusion HCM Cloud, go to www.oracle.com/hcm.
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