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If someone has an issue with an idea or way something is said because of their experience and/or identity, we must have the humility to defer to their knowledge of the situation, and legitimize their experience and how it may differ from our own. However, cultural humility asserts that all participants in a dialogue be humble about their knowledge and assumptions of others’ experiences.
#DOWNLOAD TEAMS CONVERSATION HOW TO#
An emotionally intelligent leader attends to the impact first, ensuring the impacted individual or group is cared for.Ĭultural Humility – Explain to participants that it is okay that they may not know how to be completely respectful of others’ experiences. Intent and Impact – Assume good intent of others and understand that your intent may not match the impact your words may have on someone else.
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This may be done by using a code word, a hand signal, or simply stating, “I’m having a reaction to X.” If this happens, pause to address the impact by asking what they need in the moment and consider taking time for a few deep breaths or a quick break. Invite and encourage others to calibrate if they have been negatively impacted by something that is said in the conversation. Call out that you, as the facilitator, may not always be able to detect how everyone is feeling. Shared Accountability – Communicate up front that you expect a shared sense of responsibility in creating a brave space for productive conversation, where team members can lean into constructive discomfort. Encourage them to share the broad lessons that they have learned through the discussion, not the confidential details of their peers’ experiences. Consider these as a starting point:Ĭonfidentiality – Set the expectation that participants will not speak specifically about experiences shared or connect any of their learning outcomes to a specific person’s story. Use what feels right for your group, and invite modifications throughout the discussion. You don’t need a lot of rules, and they don’t have to be worded perfectly. Having a set of agreed-upon rules up front creates a social contract that you can point to during times of heightened tension. Provide a framework for considerate and open dialogue, ensuring all team members feel safe and respected. Your first step is to set the ground rules. Am I in the right physical and mental space to be present in this conversation right now? (If not, it might be best to reschedule.)Ĭonsider your internal resources and support, perhaps leveraging your Human Resource Business Partners or Diversity Team to discuss any concerns and how you might approach the conversation.Have any current events triggered an emotional reaction, perhaps aligned with my own experience as part of an underrepresented group (for example, gender, LGBTQ+, or nationality)?.Allyship is about understanding and recognizing our unique experiences in how we move through the world and how we can help each other and dismantle inequalities.Ĭonsider how your preparation may incorporate self-care before going into this conversation. No matter what groups we may belong to or were born into, we each have our own privilege or benefits within society.
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In preparation, take time for self-reflection.Ĭonsider what it means to be an ally. Given the personal nature of diversity, inclusion, and belonging, managers should be prepared to address concerns about threats to safety, fears, privilege, microaggressions, and inequities faced within the organization or team. As you build your capabilities in having these conversations with your team, look to find and normalize constructive discomfort. But having intentional conversations is critical to opening dialogue about diversity, inclusion, and belonging (DIBs). If you have not had these conversations with your team in the past, you may initially feel uncomfortable.
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Keep up with communication from leadership to stay aligned with messaging, and share relevant resources provided by your organization. Make sure you do the work to be informed about current issues before going into this conversation. Before the ConversationĮducation and self-reflection are critical precursors to helping yourself, your team, and your organization. Regardless of who is on your team, these conversations are important to fostering a sense of inclusion and belonging for all employees.
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In addition to the conversation prompts below, there are a number of free resources dedicated to helping improve diversity, inclusion, and belonging in the workplace.
![download teams conversation download teams conversation](https://i.pinimg.com/originals/6a/47/93/6a47935b7a5d77a5dcd3de52be3eb7aa.jpg)
The guide’s goal is to help you create not only a safe space, but also a brave space for team members to share their experiences. This guide is designed to help you have team conversations centered on diversity, inclusion, and belonging -a critical component of employee engagement.