Managing Diverse Teams: Building Equity into SOPs
Active Advocacy, Trauma Informed Conversations, Transparent Decisions & Change Management for your DEI Strategy
Ratings 4.43 / 5.00
What You Will 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
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 agent
Identify your current phase of development as an ally and craft your allyship development plan
Refresh your inclusive leadership growth plan across the 4 pillars of inclusive leadership
Identify your verbal triggers and be able to distinguish when others in your social environment are triggered in everyday situations
Understand ostracism and be able to articulate your observations of it to others in a way that is trauma informed and emotionally responsible
Define the bystander effect and your current relationship with it
Use the SPEARS ™ framework to distinguish between tokenism and representation in your and others’ allyship efforts
Use 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 goals
Use 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
Who Should Attend!
- 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.
