This is my third and final installment on best practices for inclusively developing BIPOC talent on your team. In the prior two weeks, we covered the topics of Feedback and Developing and Managing Relationships. Today we're going to focus on intentional development and specifically the following practices:
Check yourself for "like me" bias - It is instinctual to support and give opportunities to those who remind you most of yourself. But in addition to perpetuating inequity, you could be overlooking your highest contributors. Assess how you invest your time and advocacy on behalf of your direct reports. Are you investing more in those who are most similar to you? If so, be intentional about balancing your supportive efforts more equitably. And in doing so, hold yourself accountable to those managing you.
Be a brand builder. When someone you supervise does something great, broadcast it! Build their reputation by congratulating them in a forum visible to organizational leaders. Elevating their profile in this way sets them up for additional growth opportunities. Conversely, if they have a less than stellar moment, don't turn that into a mistake narrative. It's unfair to portray one incident as a negative performance trend unless it happens repeatedly or is something egregious.
Insist others directly communicate with your staff member. Sometimes, others are more comfortable complaining to you as a manager than addressing your staff member directly. BIPOC then lament that others talk about them but not with them regarding workplace issues. If you perpetuate a culture that avoids confrontation and conflict, you negate inclusion and belonging. In a healthy workplace, individuals should be able to confront one another directly and respectfully. And staff should be able to address stakeholder concerns directly and respectfully. When leaders allow conflict avoiding behaviors to persist, BIPOC find themselves on the defensive. Instead of focusing on their growth opportunities, they are worrying about preserving their reputations. And then they conclude they will have more success at another organization. If others are reluctant to have a direct conversation with your staff member, point them to training/coaching resources. The exception is if the person bringing the concern has a legitimate fear of retaliation.
Be strategic about opportunities for advancement. If you see your staff member's leadership potential, help them increase their exposure and visibility. Invite them to meetings with other leaders and help them prepare for those interactions. Engage other leaders in thinking through potential leadership pathways. Gain clarity on different paths available and possible time frames for advancement. Once you define those potential pathways, get your staff member's take on what's most compelling. Advise your direct report on projects and assignments that align with their preferred pathway. Ensure you're advocating for them to get opportunities to add real value to your organization.
Make equitable investments in leadership development. Not everyone has the same advantages and leadership role models. And not everyone has disposable income to secure their own coaching and leadership development support. Level the playing field by making investments in BIPOC earlier in their leadership journeys. Ensure that programs and supports you invest in meet the unique needs of BIPOC professionals. Look for providers who identify with your staff members' experiences and support their professional vulnerability.
How do these practices around intentional development show up in your work? What would you add to the list? Learn more about our coaching and development services focused on BIPOC leadership. I hope this series has been helpful!
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