{"id":6138,"date":"2023-03-17T10:48:05","date_gmt":"2023-03-17T10:48:05","guid":{"rendered":"https:\/\/www.esthermollema.nl\/inclusief-leidinggeven-in-welke-fase-ben-jij\/"},"modified":"2024-02-12T14:51:50","modified_gmt":"2024-02-12T14:51:50","slug":"inclusief-leidinggeven-in-welke-fase-ben-jij","status":"publish","type":"post","link":"https:\/\/www.esthermollema.nl\/en\/inclusief-leidinggeven-in-welke-fase-ben-jij\/","title":{"rendered":"Inclusive leadership: what stage are you at?"},"content":{"rendered":"

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To get straight to the point: are you a good manager for all your people, or especially for those who are very similar to you?<\/em><\/p>\n

As one of the founders of the HPO Center and Direction, I have been researching the characteristics of high-performing teams and organizations for twenty years. I use this knowledge and decades of experience to help leaders optimize their approach.<\/p>\n

In practice, I see that leaders have different views on the usefulness and necessity of connecting\/inclusive leadership, and thus act differently. To be able to explain the different opinions and approaches, I present a simple four-step model. Such a simple model can never capture all nuances, but it does provide insight.<\/p>\n

\"Description

Description of the 4 steps to connecting and inclusive leadership (freely adapted from Jennifer Brown’s model).) <\/em><\/p><\/div>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_row _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.21.0″ _module_preset=”default” min_height=”1197.8px” global_colors_info=”{}”]<\/p>\n

Phase 1: The Passive Leader<\/h2>\n

In phase 1, you find leaders who are against change because it makes them feel insecure and anxious. They feel more secure in their current constellation. It’s recognizable to everyone that change can sometimes be difficult. Even if your current situation is not good and you recognize that, it proves difficult for a large group of people to actively seek a better alternative and let go of the old familiar. Often, it’s not even the change itself that causes discomfort, but the uncertainty about where it is headed.<\/p>\n

Leaders in this phase often hinder progress. They prefer to stay in their ‘bubble’ and resist improvement plans. Sometimes they do so loudly and negatively. (Un)consciously, they aim to slow down and disrupt things. They hope that as little as possible changes because it makes them feel insecure or uncomfortable.<\/p>\n

On average, one in five people within organizations is in this phase, both leaders and other employees. It’s important not to let this group determine the necessary pace of improvement too much. Of course, we must listen carefully to their motives, but it’s better not to linger with them too long because this group often keeps saying the same thing: ‘I don’t believe this is going to work’ or ‘I think it’s complete nonsense’ are their catchphrases. What we should try to do is find out where their fear or insecurity lies so that we can help them with it. It’s better to do this one-on-one than in a group. I regularly hear that people are afraid they won’t be able to keep up in a changed organization, that they fear reputation loss, or losing their job. To get these leaders on board, individual attention and help are important. But beware; do not let this group determine the speed of organizational improvement. That happens too often.<\/p>\n

There was no escaping it: 2022 was the year when employees made their voices heard loud and clear. Awakened by COVID, The Voice, and DWD, the increasingly diverse employee population made their voices heard. They left their employers in large numbers due to the lack of social safety, flexibility, attention, or recognition. Unfair situations such as structural exclusion, discrimination, and gender pay gap were addressed and investigated, thus finding their way to many a boardroom. This should not be surprising. Thanks to Glass, we have known since 2010 that 55% of employees find their manager to be the main source of stress at work. And research by Hay management (2013) showed that a similar percentage of managers too often ignore a poor working climate. Leaders who are in phase 1 will contribute a lot to this dissatisfaction.<\/p>\n

Many people in this phase are very vocal in the media and public debate. Because they are so firm and angular and do not mince their words, they have a lot of influence. Yet, we also hear the counter-voice more often: Kim Putters, chairman of the Socio-Economic Council (SER) and the most influential director in the Netherlands, invites us to listen more to the middle voices because that’s where the solutions lie. He advocates for more dialogue and a different model of governance. The new governance model that organizations must comply with also pays a lot of attention to other perspectives, dialogue, and inclusion. For example, Mark Rutte shared during the recent apology of the government about the slavery past about his move from phase 1 to 2: “I have also personally undergone this change in thinking \u2013 I want to be open about that. For a long time, I actually thought: the slavery past is history that lies behind us. But I was wrong. Because centuries of oppression and exploitation continue to affect the here and now. In racist stereotypes. In discriminatory patterns of exclusion. In social inequality. And to break this, we must also face the past openly and honestly.”<\/p>\n

It will probably remain uncomfortable within organizations for quite some time because there are still quite a few leaders in that first phase, but it is slowly becoming more restless in ‘section 1’.<\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_row _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_blurb title=”Voorbeeld fase 1″ _builder_version=”4.21.0″ _module_preset=”default” background_color=”#f2f2f2″ custom_margin=”||30px|||” custom_padding=”40px|||||” global_colors_info=”{}”]<\/p>\n

During a session on inclusive leadership that I facilitated, I referred to the caring and daring model of leadership (see www.esthermollema.nl\/two-legs-of-good-leadership<\/a>). Someone from the audience exclaimed, annoyed, that it was all nonsense. The speaker had been leading for twenty years and argued that it was mainly the new, overly sensitive generation of employees who were the problem: “In the past, you could just say what you thought and make a good joke. I despise an organization where you have to watch what you say all day long. I despise the polarization these people cause. In our organization and in our society. I liked it much better in the past.” It seemed to me a clear case of a manager in phase 1. The organization of this manager was increasingly hiring diverse talent to fill the many vacancies. The work simply needs to be done, and: it’s good for the organization’s results. Leaders are now asked to motivate these diverse teams to achieve optimal results. What do you think, would the speaker I just quoted succeed?<\/p>\n

Realizing that you can no longer play the lost innocence (“it was just a joke”) in situations that are uncomfortable for some managers and employees is quite hard to accept. Know that High Performance Teams are by definition articulate and constantly look for opportunities for improvement. Responding to things that disturb a good team dynamic, including to the manager, is part of teams that want to achieve the maximum. This is not linked to generations, but to ambition. In these teams, it does matter if the leader makes a joke that perhaps makes team members feel uncomfortable or talks for 40 minutes of the hour during a brainstorm. The leader who was addressed on this indicated that he did not intend to offend anyone with the joke and that speaking a lot was a combination of experience and enthusiasm. But the team did not accept that. They acknowledged that the intention might have been okay but pointed out the negative impact it had on the group. This leader had never been addressed on his behavior before and had to take a hard swallow.<\/p>\n

\u200b<\/p>\n

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Phase 2: The Reactive Leader<\/h2>\n

In phase 2, you increasingly understand that building a good team requires effort, time, and attention. You start to make yourself more vulnerable as a leader and you try to guide and coach all the people in the team effectively. It is difficult to consistently do this well and to make enough time for it. In this phase, you realize that you still too often compensate for the lack of individual attention with an occasional team afternoon, an outing, or a facilitated meeting. You still lack the courage to set different priorities in order to truly embody inclusive and caring leadership. You do act when something happens in your team, such as an unsafe situation or when a good team member suddenly leaves. But afterwards, you revert to the old ways.<\/p>\n

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In a team, everything seemed to be going well. The employee satisfaction score of the team was at the average of the organization, and for a long time, employees had been saying that they wanted more recognition and attention for their personal development. Unfortunately, the leader always had too little time for this. When three people from the team unexpectedly quit their jobs within two months, the leader was shocked. Without these people, the expected results could not be met, so the leader sprang into action. What to do? The leader put a lot of pressure on the recruiter to fill the vacancies as quickly as possible and informed the organization’s management that they would urgently investigate the sudden departure and take action. External exit interviews were conducted, and based on these, action points were formulated. Six months later, the exit interviews were completed. The leader skimmed through the report and took no action. No time. And the recruiters had already found new people by then.<\/p>\n

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[\/et_pb_blurb][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”fase 3″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_row _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.21.0″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n

Phase 3: The Proactive Leader<\/h2>\n

The biggest difference between a leader in phase 2 and phase 3 is not that the leader has become more skilled in inclusive leadership, but that they show the courage to really delve into it and want to and do act accordingly. It takes courage to be this leader because you accept that in this transition, you will make mistakes due to not understanding something well, your intention is good, but the impact can sometimes be quite different. Your focus is on getting a little better and more competent every day. You slowly but surely notice differences in meetings, selections, evaluations, and decision-making. You teach yourself and your team new habits that are more inclusive, and you watch over the inclusive agreements the team makes. Examples of such team agreements in phase 3 are:<\/p>\n

    \n
  • Our team works together on a strong team spirit and each other’s success.<\/li>\n
  • We have clear agreements on how to counter micro-aggressions, such as repeated interruptions during meetings.<\/li>\n
  • We correct someone who seeks recognition for ideas that were conceived by someone else.<\/li>\n
  • We actively invite colleagues (e.g., introverted people) to share their opinions.<\/li>\n
  • We assign high-value and visible tasks to everyone in the team equally.<\/li>\n
  • We distribute the non-visible tasks equally within the team.<\/li>\n
  • We immediately correct those who exclude other team members or make others feel uncomfortable or inferior.<\/li>\n
  • We encourage humor that does not hurt.<\/li>\n
  • We ensure that we are equally accessible to everyone.<\/li>\n
  • We organize (social) activities where everyone feels welcome and can be themselves.<\/li>\n<\/ul>\n

    In this team, everyone feels supported by you as a leader, whether they are calling out others on a team rule or you as the leader. They accept that they all might unconsciously do something that could make the other uncomfortable or evoke a feeling of exclusion. They correct each other quickly and move on. In such teams, inclusion might still go wrong occasionally, but because they learn together, it doesn’t keep happening in the same points and ways. Everyone feels heard and feels the freedom to discuss matters. In these teams, you notice that team members easily discuss issues with each other and don’t keep them to themselves. They also easily approach you, their leader, who is eager to think along.<\/p>\n

    Employees emulate their leaders, as we know from much research. As a leader in phase 3, you will notice that people come to work with more energy, can be themselves, and are encouraged to discuss difficult matters. Team members learn from each other and inspire each other. This contributes to a better result of the teamwork: there is a high level of engagement in the team, collaboration works better, learning ability increases, the quality of work continuously improves, and there is more innovation.<\/p>\n

    As a level 3 leader, you also pay great attention to processes and structures. Guarding over inclusion in behavior and interactions is very important, but you also ensure that people’s unconscious biases no longer influence the outcome of processes and structures. By making strict agreements about “this is how we do things here” (also called equality by design), you create rules in phase 3 that increase the diversity of the team. This leads to more perspectives, inspiration, growth within the team, and better decisions. Not the good intentions of team members but clear agreements are leading. The big advantage of this approach alongside ‘inclusion rules’ in teams is that they do not disappear when you as a leader move on to other tasks at some point. You know it: the art of a leader in phase 3 is not to come to too many strict process agreements but only to choose those that have a significant impact on more diversity and inclusion.<\/p>\n

    [\/et_pb_text][et_pb_blurb title=”Voorbeelden fase 3″ _builder_version=”4.21.0″ _module_preset=”default” background_color=”#f2f2f2″ custom_margin=”||30px|||” custom_padding=”40px|||||” hover_enabled=”0″ global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n

    Here are several examples of processes that leaders in phase 3 redesigned. There are many different examples, but all had the same goal: to increase inclusion and diversity and make the organization even better.<\/p>\n

      \n
    • A large organization had set itself the goal of hiring at least 50% women for IT roles in the coming years to significantly increase the percentage of women in these positions. After some experimentation, recruiters discovered that leaving an IT vacancy open longer attracted many more women. Apparently, women needed more time to decide to apply. A new rule, equal for everyone, was implemented to extend the response time for IT roles by 50%. This rule remained in place even when shortages were acute.<\/li>\n
    • At a bank, it was often possible to form very diverse teams, but unfortunately, this did not last when there were changes within the team. A rule was established that no team or level could consist of more than 50% of people of the same age, gender, and origin. No exceptions were made for any team. This helped teams at this bank to strategically assemble their teams and adhere to the long-term goal of greater diversity.<\/li>\n
    • At a university, they observed that gender and nationalities influenced the evaluations employees received for their work. Everyone agreed that evaluations could differ at an individual level but not when comparing large groups of people. Men and people without a migration background received higher evaluations and, therefore, more career opportunities. The university decided to apply a new distribution key to the evaluations so that there were no more differences in evaluations between groups, thereby equalizing opportunities for all groups.<\/li>\n
    • A software company decided to conduct an annual pay-gap analysis and correction between men and women to prevent men from unconsciously earning more for the same work. The company realized that a one-time correction was not sufficient because unconscious biases, despite all good intentions, still influenced the pay differences between genders.<\/li>\n
    • <\/li>\n<\/ul>\n

      [\/et_pb_blurb][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”fase 4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_row _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.21.0″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n

      Phase 4: The Leader as Champion<\/h2>\n

      In this phase, you as a leader transcend your own team. You feel the responsibility to organize equality and connection across the organization. Looking through the system lens, you search for challenges around inclusion and diversity within the organization and make the real reasons for differences and inequality a topic of conversation. These are often difficult conversations because they touch on the undercurrent within the organization, and leaders in phases 1 and 2 often find this very uncomfortable. The driving force for you as a leader in phase 4 is often equality for all people in the organization. You maintain a focus on performing well in the long term without losing sight of the short term.<\/p>\n

      Because of the discomfort, being a leader in phase 4 is often an uncomfortable task. You cause discomfort, and the people with whom you engage in dialogue often do not have the skill to deal with this discomfort. There is a good chance that you will not be seen as the great innovator and improver but as someone with extreme views. Especially in the Netherlands, this group of leaders is often attacked for their style of communication and labeled as woke or problematic, in the hope that they will give up and conform to the group.<\/p>\n

      Remember that what is first seen as absurd often turns out to be true later. The discomfort these people bring makes others want them to stop.<\/p>\n

      [\/et_pb_text][et_pb_blurb title=”Een paar voorbeelden over de eeuwen heen:” _builder_version=”4.21.0″ _module_preset=”default” background_color=”#f2f2f2″ custom_margin=”||30px|||” custom_padding=”40px|||||” global_colors_info=”{}”]<\/p>\n

        \n
      • After Galileo demonstrated that the sun is the center of the universe, he was no longer allowed to teach.<\/li>\n
      • The right to vote for women was considered an absurd idea for centuries, and those who advocated for it were depicted as ugly and reckless.<\/li>\n
      • The doctor who suggested preventing puerperal fever by washing hands more often was ridiculed; there were threats to remove him from his profession.<\/li>\n
      • Smoking was long touted as very excellent for your figure, against asthma, and stress. People who reacted against this were dismissed as crazy.<\/li>\n
      • <\/li>\n<\/ul>\n

        [\/et_pb_blurb][et_pb_text _builder_version=”4.21.0″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n

        The most important realization for organizations is that leaders and employees who are critical (level 4) are often very engaged, usually more so than leaders and employees at levels 1 and 2. In an interesting article in Harvard Business Review in November 2022, Praslova, Carucci, and Stokes wrote that the people who attack (often level 1) are themselves often mediocre performers who like to take credit for the work of others. These are people driven by self-interest, often not in the interest and sometimes even at the expense of organizations.<\/p>\n

        Leaders in phase 4 work closely with leaders in phase 3, and together they promote more diversity, inclusion, and equality in the organization, as well as a better long-term perspective for their organization compared to leaders who remain stuck in phases 1 and 2.<\/p>\n

        Change of Era<\/h3>\n

        Jan Rotmans, a professor at Erasmus University, says: “We are not living in an era of change, but in a change of era.” Many of my clients recognize themselves in this statement. Almost all organizations feel the pressure to accelerate their innovation capacity, are dealing with the energy transition, climate challenges, or major staff shortages. Organizations must improve more quickly to still be allowed to participate. Recently, someone asked me to respond to the statement that adding much more diversity and different perspectives to current teams can sometimes feel very uncomfortable for certain people. The question was how to prevent that. My answer was that in a change of era, you can’t really avoid it. The group of leaders (phases 1 and 2) who previously felt very comfortable are being pressured more to set different priorities, to seek discomfort more, and to be braver. At this point, we cannot let the speed of change be determined by leaders who find change uncomfortable and would prefer to keep everything as it is or as it was for a long time. Pull each other through this difficult time by complimenting and helping the leaders who show courage and accelerate. The future of your team, organization, and our society depends on it.<\/p>\n

        [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n<\/span>","protected":false},"excerpt":{"rendered":"

        Om maar meteen met de deur in huis te vallen: ben jij een fijne manager voor al je mensen of vooral voor die mensen die erg op je lijken? <\/p>\n","protected":false},"author":3,"featured_media":5723,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","_monsterinsights_skip_tracking":false,"footnotes":""},"categories":[42],"tags":[],"class_list":["post-6138","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leiderschap-en"],"yoast_head":"\nInclusive leadership: what stage are you at? - Esther Mollema<\/title>\n<meta name=\"description\" content=\"Ben jij een fijne manager voor al je mensen of vooral voor die mensen die erg op je lijken? 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