I've noticed fifteen things that some managers do really well in developing BIPOC talent and helping them thrive in their organizations. I'm sharing five of them each week over the next three weeks. If you have additional practices that you don't see on the list, I'd love to hear about them. This week, we're focusing on how great managers develop and manage relationships:
Know that good rhetoric is no substitute for good relationships - Having organization-wide conversations about race, equity, belonging, and allyship and being intentional about language are terrific. Equitable management also requires being intentional about developing solid relationships. Taking time to cultivate relationships with your direct reports and getting to know about their interests and dreams (as well as challenges) outside of work engenders trust. And with trust comes the credibility you need to provide the developmental feedback your direct reports require for growth. Just remember to follow your staff member's cues and don't push them to share more than they are comfortable with.
Appreciate the different perspectives your direct reports bring - Many leaders say they want diversity but often they want people who look physically different but think exactly the way they do. Consider that your BIPOC staff members' divergent opinions about your organization's programs and structures could be what you need to move your organization toward greater impact and authentic connections with the communities you seek to serve. Cultivate belonging and safety by inviting conversations and alternative views from your direct reports that challenge your own assumptions and paradigms. And support and coach your direct reports in sharing those perspectives with other staff and board leaders in the organization who need to consider them.
Collaboratively diagnose and address areas of struggle - If your direct report is struggling in an area, most of the time, they are keenly aware of their challenges. They need to be able to talk with you about them in a way that doesn't put them on the defensive. Solicit your direct reports' perspectives on how and in which contexts those struggles show up and ask them what they see as the best solutions for mitigating those struggles before offering your own thoughts. Remember to ask how you can be most supportive in these challenge areas.
Ask your direct reports the role they need you to play in a given context - Managers play many roles in the professional growth of the employees they supervise. In addition to being supervisors, managers can be coaches, advisors, advocates, connectors, technical experts, organizational navigators, or simply supportive listeners. When someone you supervise is bringing something to your attention, clarify the role that person needs you to play in the conversation rather than assume you know what they need. And if there is follow up from the conversation, clarify the role they want you to play in that as well.
Intentionally set aside time for bigger picture career conversations - Set time aside (apart from performance evaluation conversations) to better understand your direct reports' professional aspirations and goals and how they see their role in your organization fitting into their longer-term plans. This will ultimately help you better support and advocate for them. Have conversations like this at least two times a year and let the tone be more conversational than formal.
I hope these five have been helpful. Contact me to learn more about how Charis helps managers cultivate BIPOC talent in ways that engender trust and belonging. Kind regards, Renee
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