The Workshops Action Team is committed to scheduling valuable professional development opportunities for all IU staff. We are always open to new volunteers willing to help!
Please feel free to contact one of the Workshops Team members.
The Workshops Action Team is committed to scheduling valuable professional development opportunities for all IU staff. We are always open to new volunteers willing to help!
Please feel free to contact one of the Workshops Team members.
In this presentation, Jen Pacenza gave some tactics for creating more accessible and inclusive presentations.
Presented by: Jen Pacenza
When: July 19, 2023
There's a saying that people don't leave jobs they dislike; they leave the bosses they dislike. Conversely, employees who feel appreciated at work tend to remain longer in their jobs and have higher levels of work engagement. Continuing the popular conversation we held earlier last year, join Dr. Joel Wong as we dive deeper into the idea of gratitude and how it relates to leadership. We will have a mixture of small group discussions and practical tips on expressing gratitude and how to practically apply it to our everyday lives.
Presented by: Dr. Joel Wong
When: March 10, 2023
View event on the ITLC Calendar
Can introverts be leaders? Join this workshop to discover the opportunities and challenges for introverts who are interested in leadership roles. Knowing that introversion is not something to overcome, but something to embrace, we will discuss the strengths that introverts bring to the workplace and strategies for introverted leaders to survive and thrive. In this workshop we will use a variety of individual and small-group activities to discuss and develop strategies for creating healthy work environments for all.
Presented by: Madeleine Gonin (UITS) and Catherine Matthews (IUHR)
When: November 2nd, 1:00pm-3:00pm
Where: Remote, via Zoom (connection information sent upon completion of RSVP)
Contact: Patrick Kelly (firstname.lastname@example.org)
Presenter: Morgan Bell, HR Generalist, UITS HR
Description: Join Morgan Bell as we discuss strategies to gain a more diverse candidate pool, including tips for crafting your job opening and suggestions on where to advertise. We will also be covering different types of unconscious bias and how to recognize and remove them from the hiring process.
When: June 30, 2022 - 3:00-4:00pm
Where: Remote via Zoom
Description of the video:Alrighty. Good afternoon and thank you for coming, everybody. My name is Patrick Kelly, one of the members of the ITLC Workshop Action Team. Today, we are happy to present a workshop on increasing diversity and reducing bias in hiring hosted by Morgan Bell. Morgan is an HR business partner with UITS Human Resources here at Indiana University and is also a member of the ITLC Diversity and Inclusion Action Team. Today's workshop is cosponsored by the ITLC Diversity and Inclusion Action Team, as well as the IU Women in Technology Teams. If you'd like more information or to get involved with the ITLC, please visit our website at itlc.iu.edu. And before I hand it off to Morgan, there are just a few housekeeping items to address. Joining me are team members Francis Fernandez and Marina Krenz. You will see them listed as cohosts during this meeting. Please feel free to message any of us if you have any questions or need any assistance. Please make sure to keep your microphone on mute during the workshop, although we will have time for questions and answers during the workshop and afterwards. The slides from the presentation and a captioned video recording will be made available on our website at a later date. Thank you and we hope you enjoy today's workshop. Thank you, Morgan. The room is now yours.
Speaker: Catherine Matthews, senior consultant, IU Talent and Organization Development
Description: The workplace has changed greatly over the past few years, but the role of a leader has remained a powerfully important one. With so many changes and responsibilities, it can be challenging for leaders to focus on connection over compliance, but connection helps individuals and teams thrive. Sponsored by IU's IT Leadership Community, this session will explore ways to improve communication, build trust, and increase engagement in a hybrid work environment. Participants will apply their learning through small group work as well.
When: April 11, 2022 - 1:00-4:00pm
Where: Statewide IT Pre-Conference - Indiana Memorial Union, Frangipani Room
Sign up: https://statewideit.iu.edu/schedule/preconference/index.html
Speaker: Catherine Matthews, senior consultant, IU Talent and Organization Development
Description: How can I be an ally? What can I do? Often, people feel that they can’t be allies because they don’t know where to start. An introduction to showing up for each other, this one-hour session will explore some basics on inclusion and advocacy and offer tools that can help us make a positive impact for others.
When: 2-3pm ET, January 13, 2022
Where: CIB Wrubel Commons and via Zoom
Description of the video:Good afternoon, everyone and thank you for joining us. My name is David Goldberg. I'm chair of the ITLC workshop Action Team. And today we are happy to host a workshop on becoming an ally presented by Catherine Matthews. Catherine is a Senior Consultant with Indiana University talent and organizational development and is an expert on teaching leadership and professional development. And has been a longtime friend and collaborator with the ITLC, including our IT Leadership Boot Camp, as well as the upcoming Statewide IT pre-conference. We are incredibly thankful for the time that she'll be spending with us today and we're excited for us all to become better allies together. Today's workshop is also co-sponsored by IU Women In Technology, as well as the diversity and inclusion action team. If you'd like to know more information or get involved with any of our teams. Please visit our website at ITLC.IU.edu. So thank you and we hope you enjoy today's workshop. Catherine room is now yours. Welcome, everyone. I am so glad to be here with you all today. It's been a while since I've facilitated for this group, maybe even pre-pandemic david. Those certainly I have enjoyed IT boot camp during the pandemic, but I'm very glad to be here with you all. As David said, my name is Catherine and I have the great, good pleasure of doing oh my goodness, my computer just locked me for a second. Excuse me. I always love it when I'm recorded and have moments like that. So my job involves big picture things like strategic planning and change management initiatives. I do individual coaching and teamwork and then workshops like this. One thing that I want to say before we get started is we're not going to cover everything, right? There's all kinds of stuff that we can talk about around allyship. And I have just pulled some, um, I believe, important and useful pieces out of allyship, but we are not gonna be able to cover everything. So I want you all from the very beginning here of this workshop to keep in mind that this session is just a starting point. Maybe some of you are already well on your allyship journey, but it's just a point in time over a lifetime of work. So I want us to think about that. I might give advice that some of you disagree with. I might not give advice that some of you wish I had. I accept that and I hope that you all will. Whoa, what we'll be able to accept that as well. Though I will say if you think I make any serious missteps are transgressions in this workshop, I I encourage you to contact me directly so that so that I can receive that feedback and process it for the future. I am I am a work in progress and I hope that you-all will help me learn. So we're going to dive right in. I wanted to put something here as a chat opportunity so that we could warm up a little bit as we think about allyship. So if you're willing, please put into the chat your responses to the first question. Okay? It'll be easier for me to, to track if we're all answering the same question at the same time. So let's see what happens here. Thanks David. Kicking us off there. Alright, action over intention, using my privilege to take concrete actions, tearing down systems of injustice. Great. Thank you both for that. Anybody else? What do you think about? It doesn't have to be a definition. It can be a value or a purpose or support for one another and a way to build trust, empathy. Now they're just rolling in taking part in justice movements, supporting people, artists in business, joining efforts. I apologize you all if I miss anybody's creating space for authentic belonging. Belonging is a key piece here. Hey else, standing up and speaking out for those who are underrepresented? Yeah. Genuine relationships. I see listening to needs of others doing what is within my ability to support them. Pointing out when someone has wronged someone else. Alright, great. Okay, so we're getting a little, a little warmed up. Then let's switch to the next question. What benefit do you see? Why do we do this? Why are you here? Okay, I see another authentic interactions. Okay, make life better for others for the world. What else do you have? Benefits? To minimize inequities? Encourage diversity of thought and learning, improve the work environment. Hopefully educate. Yeah, We are in higher Ed after all, we should all be learning all the time. People need to feel safe and have a sense of community and making them feel included. I think that connects to the response earlier about belonging. I'll give you about ten more seconds. See if anybody there we go. Helping others, promoting others, learning from others, improving culture to continue to learn to be a better colleague, friend, teammate. Alright. Improve as a leader. Yeah, great. Thank you for that. I appreciate they're still coming in. Create a supportive atmosphere. Sure enough. Alright, so being an ally is about recognizing the ways that you haven't had to experience something, likely something very negative, simply because of who you are, right? You haven't had to deal with it because of something about your identity or your experience, really at a core level. And then using that, that privilege, that privilege in solidarity with marginalized or underrepresented groups. I tend to use the word marginalized, but, but I know that underrepresented is still a pretty common term in higher ed. Then there's an extra piece. So I need to recognize my privilege. The ways that I have not had to experience certain negative things. Using that privilege for other people to challenge the status quo. That's what we're about. And I think that your answers in chat really have, as I scroll back through them a little bit, really have touched on all of these elements. So you all, and thank you for that. One thing to know about allyship is that it involves discomfort. It involves being open to experiencing discomfort. It involves listening and learning. So we're going to talk about those pieces. More specifically as we go through today. You all mentioned a lot of really, really good benefits. I would like to throw in just a few more ideas or perhaps repeat some of them. You know, when we're, when we are using everyone's talents. And that's, the goal here, is to use everyone's talents. That means that individuals get to give their best. That also means that individuals get to receive the best from other people. The team benefits. As a result, the people we serve work for the reasons for our workplace missions. They benefit as well. And of course, it is just again that belonging piece. People, people need to have the opportunity to be who they are in the workplace. We hear, i'm I'm part of a team within EHR. And so I hear a lot. People bring their whole selves or should be able to bring their holds wholesales to the workplace. But that is often not the case for people in marginalized populations. They just simply don't get to bring their whole selves to the workplace and we wanna be able to encourage that. Ken has asked a question here. Does the term allyship always involve pairing privilege with marginalization? Can I think I would like you to give me a little bit more on your question here. Make sure I understand what you're saying. Alright, I guess I'm surprised to hear that. It's definitely even. That it's a privilege person and sticking out for a marginalized person couldn't just be, I'm your friend and therefore I'm going to advocate for you. Does it have to be about classes of people? Okay, thank you very much for that clarification. In the context of DEI, I would say allyship is understood to be that kind of pairing. Certainly we can be friends with each other and we can advocate for each other out of that place of friendship. But in DEI terms, allyship is a specific concept or a specific notion. And we're going to have a slide in a little bit about the kinds of differences that are possible for us to consider. So I appreciate that you've asked this question here at the very beginning. So I'm just gonna, I'm just gonna say again, in DEI terms, ally ship does mean advocating on behalf of others who are often in underrepresented or marginalized spots. Yes. Dei, diversity, equity and inclusion. And also it has become, I don't know if I'm going to say common yet, but more common to see DEI B, which is diversity, equity, inclusion and belonging, because belonging is its own concept. Alright, just checking the chat to make sure. And yes, Peter. Thank you. And Jessie, thank you for that. Dei J. I actually haven't seen that one, so I'd say I've already learned something new and it's whatever. What time is it? 12. So that's fantastic. Thank you for that. So for those of you who are leaders, you have a really as a special impact through your role. There. There has been some recent research that says what leaders say and do can account for about 70% of how individual employees feel around inclusion, around welcoming, Around welcome or belonging. So leaders have an outsized impact. But I will argue that we are all leaders in some way. And we all have the opportunity to, to be welcoming and inclusive and to contribute to a sense of, of true belonging in the workplace. And I want to pause here and say that there are 45 people. Will not counting me, I guess, but there are 45 people here who, who see themselves as having an opportunity to make a real positive contribution to the workplace and to the lives of colleagues. And I am thrilled, thrilled to be here with you all today. So there is David was right. I will provide the slides after the session is over. I'm also going to provide resources. So you'll have some places to continue exploring as you, as you would like and as you as your schedule allows, right? But one of the resources I used, I'm Melinda Briana Kepler and she just this well, I guess now it's 2021 this, so this past year wrote a book on being an ally. And she's, according to her research, when a person has at least one ally in the workplace, their likelihood of feeling psychologically safe rises by 35%, 35% just because they have one ally in the workplace. So think about the impact that you all are going to have, that you do have and will continue to have. It's just incredibly significant. They are 81% more likely to report feeling that they belong. 79% more likely to report being satisfied with their workplace culture. Again, allies have a huge impact on the workplace and on the lived experiences of colleagues. So we're going to dive in now, see what we can get two. Alright, so you can see this quotation here by the author I just mentioned. Allyship is empathy and action. We're going to talk a fair bit today about empathy. I believe that you all are here for action. So I think this is going to This is going to sum up really what we're trying to do today. Empathy and action. Allies use their influence wherever they are, whatever their role is, to bring people from underrepresented or marginalized groups into new circles, into new opportunities, and then they actively support their colleagues in that space. So we are talking about action. We're not talking about being behind the scenes. Mentors were not. Certainly mentoring is good and I value it and I encourage you to do it if you are not a mentor for somebody. But we're talking more about public action today and ways to make these issues and our colleagues more visible and more engaged. Not for their lack of trying, but for a system's lack of welcome. And by the way, I didn't say, if you all have questions, of course put them in the chat. I will try very hard to keep up with that. If you feel that I have overlooked somebody or missed somebody, please just tell me it takes a village to raise a Catherine. So just let me know if you have if you think that I've missed something in the chat, I'm happy to be called out in that way. Also, if you have questions or comments, please signal and let me know because this is, this is a learning experience for everyone. And so let's see. Will the resource have the citation for definition? Yes. As a matter of fact, it came from an article. I have that ready for you off with the link. Alright, so the first place we're going to start today is around individual differences. And these are, as you can see on the screen, characteristics that distinguish one person from another. So I'm going to list them here in just a moment. But I want, I want us to be open to the list. Some of these are differences that we traditionally think about and others are not. And so I want us to recognize that individual differences in the ways that we can be drawn to or be repelled from or want to support or not want to support people. They can come from lots of different kinds of difference. And so some of these may not seem very familiar, others will seem familiar. It is not an exhaustive list. So if you see that I have left out something that's important to you, please put it in chat and I'll ask David for the chat transcript after the session is over so that I can make adjustments to this workshop. Thanks David. A little thumbs up from there. Alright, so here are just some of the types of difference. Intelligence, I abbreviated CQ, EQ and IQ. So those are three different kinds of intelligence, cultural intelligence, emotional intelligence, and of course, the IQ that we generally think about, the intelligence quotient. So I just wanted to point out what I had done there. So you can see lots of different kinds of difference here. I'm just going to give you a few seconds to look at this list. So we're gonna go into our first breakout room. And I would like you all. Jesse says, IQ has a pretty troubled past. Yes. Certainly. Certainly. The reason. It is still a standard measure or not a standard measure. It's still an often considered thought around in the workplace around how people might be different. But Jessie, thank you very much for reminding us of that. I actually do most of my work around emotional intelligence. And then I have a colleague who's certified in cultural intelligence. So those are the two that my team focuses on and cares about. So thank you for that, Jesse, I really appreciate your comment in chat. If you all have not seen it yet, please do look at it. Alright, so for the breakout discussion, you've got three questions on the slide here. I want I want us to spend a little time thinking about our own patterns or our own behaviors, our own thinking. And it's just useful for us too. To engage with our, our own thoughts and behaviors. So that's what I want you to do in the breakout, but I'm gonna give you all about 8 min to work on this, you will be in groups of three, I believe. Though, you might be in four depending on how the, how the math goes right on a small group like this. You don't have to answer all of the questions but individually, so each person doesn't need to answer all three. But I would like for you all as a group to consider all three. With 8 min and three people, you really are going to have about 2 min per person plus a little bit of, hi, how are you time? And then and then when we come back, I'll ask for a handful of volunteers from the groups to share their discussion thoughts. I ask that you only share what your group has okayed for you to share. So e.g. if David and I are in a group together, then I can certainly share my own answers to my own quest to these questions. But I wouldn't share David's unless he gave me the go ahead. Alright. So I just want us to be mindful of that. What we can borrow the Vegas line, right? What happens in breakout discussion stays in breakout discussions unless you want to share and everybody has agreed to that. Okay. 8 min, I'm going to set a little timer here, though. The warning to come back will come at 7 min and don't be me and go to click Dismiss and then exit the breakout room. I do that almost every time you'd think after years of Zooming, I'd know better. Alright? So I'd like to hear from maybe three groups. If you don't mind, you can take yourself off of mute and just share some thoughts from your breakout discussion. Okay. I'll go. First of all, I was in a group with two Patrick, So I almost left her breakout room because I'm not Patrick but my bad grade. So I work in the teaching centre here on the Bloomington campus, so we consult with instructors and help them help their students. So a difference that we have on staff as we have a few people who are first, who were first-generation students. And this is something that often I don't find out until we've worked together for several years. And it's the kind of thing where it's like, Oh, that would really be so helpful to know. So we can help instructors have a better sense of what is it? Well, some of the hurdles that some of our students are facing, there's not many instructors also first-gen students. So that's an example that I share. Oh, that's a great example. First-generation students status. Yeah, thank you. Anybody else? In my group? I talked about someone on my team who is extremely quiet. And I think there's only one person here who might know who I'm talking about. But we talked about how their quietness and sometimes hesitant to participate in meetings and conversation might cause others on the team to maybe have some sort of maybe a negative thought of maybe their work performance or their ability to contribute. And even though it's just maybe the rest of the team has a very outgoing temperament. We just steamroll them a bit. I heard a leader recently say that that introverts didn't really make good leaders. And I just went, Oh, sad about as an introvert, I was very sad. So yeah, we might have some feelings about somebody's productivity or capacity just based on whether they're quiet. Yeah, Thank you for sharing that. I'll take one more, please. Alright. I'll go. We're in group ten, and Tony and Kim, and we had all three of us are teams had a wide range of age. So going upwards, I remembered a mine. I I know there's someone who's 75 down. Others had we have graduate students, which I forgot about that on my team. I will have a graduate student working on my team starting next week. So there's a huge age difference there and sometimes how that That impacts discussions in general. Absolutely. Ages a great one for me to add back or to add into that list of individual differences. Thank you for that. I loved the generation wars. You all. I am so fascinated by them and the ways that we stereotype each other and judge each other are unkind to each other because of age. Or maybe I'm just saying that because I'm a gin xor and I think we're always ignored. So there. Alright, terrific. Thank you for this. I really want you all to think going forward about that list. And of course whether any, any other important kinds of difference we're left off. But, um, but keep it in mind because often we're simply not aware of the differences in front of us and how we might be responding or how other people might be responding to them. So just keep that in mind. Alright, so some allyship actions here. We're going to walk through these a little bit. You can see them on the screen. Show empathy, Listen, belief people stand up and advocate. Start with empathy. One of the greatest people to talk about empathy is Bernie Brown. So if you all are not familiar with her work on empathy, get familiar with it. She is absolutely terrific. She says that empathy is connecting with people. So we know we're not alone when we're in struggle. Now think about that in terms of allyship. Empathy is connecting with people. So we know we're not alone when we're in struggled. Like it's perfect, it's just perfect. You want as an ally to be able to connect to people, to sit with people, ultimately to take action for people with people. But it's to connect with people so that they feel that they are not alone when they're in stroke. There are three kinds of empathy. And they are cognitive empathy, emotional empathy, or compassionate empathy or empathic concern. The names get switched up there. Sometimes cognitive empathy involves taking in somebody's perspective or seeing it from their point of view. It really is thinking about thoughts or feelings, but it's thinking about them. The cognitive empathy. Emotional empathy involves feeling what other people feel. It involves putting yourself in their shoes to feel their experience. Even if their experience isn't a big deal to you. Even if you don't particularly. I don't want to say don't care, but you kinda don't care about that thing. It's not about you. It's about the other person and what they feel. If it's a big deal to them, your emotional empathy will kick in and you'll care because you're trying to feel what they feel. And then the last one, compassionate empathy or empathic concern, is really about being moved to action out of your concern for the other person and what the other person is going through. So there's a thinking empathy, there's a feeling empathy, and there's an action empathy. So how might this work? Let's say a colleague has come to you and has said, I'm worried that in this meeting where I've done a lot of preparation, I'm the point person on this project and I'm worried that my contributions are gonna be ignored. They've been ignored in the past. And I'm worried about this. And they come to you to say, and you say, you think to yourself, maybe that's not such a big deal. You still are the project lead. It's still your, your thing. Everybody knows that. What does it really matter? Instead? Instead of that, instead of saying, This isn't a big deal to me, you say, Oh, I got to think about what they're thinking about. Alright, I need to think about it from their perspective. It's not your perspective that matters, it's their perspective matters. So you would listen carefully to their concerns. You'd set aside your own internal monologue so that you are placing yourself in their shoes. You're not going to listen to any distractions. And again, you're not listening to your own thoughts, you're listening to their thoughts. So that's cognitive empathy. Then you need to think about a time. Maybe when you worried about not getting credit for your work, when you worried about being overlooked. Or not getting credit, that kind of thing. Maybe it's happened to you. Maybe it hasn't happened to you. But you're gonna put yourself into a position where you're thinking about what you have felt in the past. You know what it feels like to care about your professional work. You know what it feels like to want credit or two, to have your, your work recognized. And so that's going to be that emotional piece, right? So then the last one, empathic concern, you're moved to action. So maybe what you do is brainstorm with this person's some strategies or techniques for how you could respond in the moment. How you could get credit spoken for that person. Maybe you make a plan for what to say or what to do if their contributions are ignored, okay? So that is empathic concern. Think about it. You feel it, you do something about it. Empathy. What happens if you don't have an analogous experience? Maybe you've never had your contributions ignored. But can you come up with something that's close enough that puts you in a position of thinking, feeling, and acting. So a little bit off topic here, I think about having children. I am blissfully child free, but that doesn't mean I don't care about children. That doesn't mean I don't have children in my life that I do care about. If somebody says something where they're worried about children, I don't draw on my own experience of being a parent, but instead, I think about what they're thinking. I tried to put myself in the frame of mind where I'm feeling feelings about children in my life. And then I can help the situation by taking action likely partnering with the person who has shared concern. Empathy is a practice. Again, it's about connecting to people, carrying what they care about, even if you don't care about it. Trying to do something. Alright. And I see David, I now see your note there, which I appreciate it. Alright, so that's empathy. Again, if you all have questions at any point, please let me know. So you're going to try to connect with other people so that they do not feel alone. I'm listening. This is active listening class, right here we are. And I want you all to think about how you, how well you listen and how you can improve your active listening. I recommend practicing active listening and all of your conversations. Even the ones when you are washing dishes or you're driving in the car, whatever it is, really tried to listen to people. Becoming skilled in listening is a practice. Empathy is a practice. Listening is the practice. You see a theme here, right? Being an ally is a practice. If someone's courageous enough to share their thoughts and experiences and perspectives with you, honor it. You can do that by listening, creates space for other people's opinions. In your team meetings, in your project meetings. Create space by putting your phones down or any of your devices down and simply listening. Think about good questions that you can ask, not intrusive or invasive questions, but rather questions of curiosity and support. I would say, don't rush to share your experiences when somebody is sharing their experiences, just make that that space for them on or what they are trying to share with you and don't make it about you. It's very human to try to say, oh, I have an experience like that. I will go ahead and tell you I lost someone to homicide many years ago and I had somebody tell me that she understood how I felt because her ferret had recently died. Try not to turn the conversation to yourself. Simply listen and try to focus on as best you can what the other person is saying. It's very human to try to connect. But it can. Go very badly awry. And so I asked you all to keep that in mind. When you are listening and wanting to be 0. Lochia, I hope that's how I should say that. Lochia. Bless your heart. That's that's all I got for you. I'm so sorry. It is tough. So when you're listening and you want to improve a situation, here are questions. Again, you're going to get these through the session, but I mean at the end of the session. But here are just some good questions for you to consider, right? If you wish, there was one thing your colleagues would do to make it better. And I put brackets in marginalized communities. So it could be for women of color, for colleagues with disabilities, for first-generation college students, whatever it is, What would that be? If there was one thing we can stop doing every day, what would that be? These are not the the really invasive and teach me about your experience. Kinds of questions that can be tiresome, but rather questions of curiosity toward action. All right, So here are some, just take a look at those questions and think about that. Would you be able to receive the answer without defensiveness? Because that's a key piece of listening. It's not about you. It's about the other person. And so if you're concerned that you might feel defensive, very human, right, very human, then practice with yourself a little bit and think about maybe some of the things that people could say. Then say it out loud so that you can get accustomed to hearing that feedback. That practice really is around what desensitizing yourself to something that might be unpleasant. And again, the focus is all on the other person. So it's a worthwhile exercise. Some listening tips there. So show empathy. Listen, believe people. When people tell you what their experience is, believed them. Don't deny their experience. Don't don't tell them that they're wrong, Don't tell them it didn't happen. Don't tell them, they're misinterpreting. Just believe them. Similarly, if somebody says, Hey, Catherine, you micro aggressed me in that meeting by doing blah, blah, blah. Then I need to resist saying, oh, that's not what I meant or that's not how I intended it. If I focus on my intent, I'm focusing on me. If I focus on impact, I'm focusing on the other person. So believe people when they tell you what their experiences are and resist the temptation to shift and explain a way or give alternate explanations for what could have happened. Next. Stand up. Good allies don't hide in the shadows. They take opportunities toward action. And so you might attend events like this or attend to other workshops. You might read an article or a book. You might have a good conversation with somebody, but you are engaged in the process. Research is pretty clear that if you get, if we respond to negative comments or behaviors in the moment, it's more impactful. And it's often unfortunately more impactful, impactful when it comes from an ally. So here's our opportunity. We can speak up when we hear demeaning jokes, or when somebody uses a stereotype, or when somebody uses harassing language. It's, it will be very important if you haven't already done so to do some real research around microaggressions, what they are, what the impact can be, and really learning about specific kinds of microaggressions. Because if I don't know that something is a microaggression when it happens in a meeting, I can't respond to it. I can't stand up against it. So I need to educate myself on the different kinds of microaggressions. In my resources. I have some some materials around microaggressions, so hopefully that will be helpful. If you're worried about standing up in the moment and you're not sure what to say. I encourage people. I've seen this advice from lots of resources as well. I encourage you to write out words like what, what might you say? And then practice. Again, practice, right? It is a practice. So what might be some good things to say? If you have ideas, throw them in the chat. I have a few, but I bet this group has some really good ideas as well. If somebody tells an off-color joke or makes the stereotypical remark, a remark using stereotypes might be able to say, wait a minute, I don't understand what that means. Can you explain that? That can really kinda break up the moment in a really clear and powerful way. I would. Some people think that you can just say something like That was incredibly awkward or that didn't seem right. That kind of thing. You might also be able to say, I'm not uncomfortable, I'm not comfortable with that. Try not to say so. And so isn't comfortable with that because you don't know that they are uncomfortable. And you don't want to put yourself in the position of speaking for someone else's, speak for yourself. That off-color joke made me uncomfortable. That comment using a stereotype made me uncomfortable. Oh, we've got some here, we've got some very nice. Try embracing polite and comprehension and creating the equivalent of speed bumps, e.g. I'm afraid I don't get the joke moving on. I think I've lost the thread of the conversation. What about I didn't quite catch that, but what I understood was, yeah, very nice, polite in comprehension. I love that. Thank you so much for sharing that veil. One thing I will say is if you witness a micro-aggression or discrimination and you feel bad for the victim of it. Do something in the moment. Don't say nothing, and then go find that person later and say that really sucked for you. And I'm really sad about that. That happened to a friend of mine who's a faculty member. She's a woman of color and she was in a meeting and another faculty member just started yelling at her and got way off topic and was yelling at her. And nobody said anything, nobody called him on it. And and afterwards several people walked up and said, Oh my gosh, I'm so sorry. That was terrible. He shouldn't have done that. That's not who we are as a faculty. And my friends said yet in her head, she was like You did. It is because you let it happen. So if you don't practice standing up so that you have a true and solid response instead of a more hollow response after the fact? I believe that's not an appropriate way to phrase it or I don't believe speaking of x is appropriate today. Yeah, those are great. You all have great ideas here. Thank you for that. If you see somebody being ignored or they've tried to talk, they've tried to talk, they've tried to talk, or they've said they're peace, nobody responded. But then somebody else later says the exact same thing. You can give credit where credit is due. It's pretty easy to say. Say I'm the leader, just, Hey Catherine, before we move on, I'd like to talk about what Alex just said. I think that's a really good idea, are really innovative idea or a really fresh approach, whatever is appropriate. And I think we need to spend a little time on that. That's all you have to do. Just amplify voice and then advocate. So there's, there's a discussion. You can find it in lots of places online. Are we allies, are we accomplices? Are we Advocates? I'm using the more, I think common or general term ally today. But one of the key pieces of allyship is this notion of advocacy. And so what can you do to to advocate for someone else? What you're doing is using your influence to promote someone else, to promote their, their work or their, their potential so that they have new opportunities. It is a very active piece. It's different from mentoring, just so you know, very different for mentoring. And mentoring is important, but advocacy is really putting people in position to take advantage of opportunities. You might. So what are some ways go ahead and put in chat that you can think of to advocate for colleagues, even if you're not liters of people, how might you be able to do that? Because all of us can advocate for others. Anybody. I know you all have slack. So that's one way that you can advocate for others because you can amplify voices, right? So you could say, I'll pick my friends, a friend of mine, Nicky. I really like I'm typing in Slack. You like my typing skills. I really like what Nikki said. I think that's worth exploring. Or I really I really learned a lot from Nicky's comments up above everybody take a look at that. You know, just, just on Slack, you have the opportunity to advocate, to promote, to, to give people support. And also that the opportunity for growth, for elevation for recognition. David says, share news of opportunities, job posts, etc. Give recommendations, nominate for awards. Absolutely. These are terrific. Thank you, David. Help network make introductions to new people. Yeah, I challenge all of you to add to your LinkedIn Learning Network today. Ben says, I mentioned thoughts of workers that are not in the loop meeting arena. Yeah, Absolutely. Who are your in-house experts? Who are the people who can add value to a discussion or a conversation, a project who can give good perspective on something Lynn offers, select or suggests that person for leadership on projects based on previous successes? Yes. Lynn, I will also add, select or suggest a person for a stretch assignment of contribution to a project, whatever based on interests. Because if I haven't yet had the opportunity to do it, then I have no previous success in that area to build on. But if somebody will advocate for me, I can have that opportunity. So thank you for setting me up. It's like you've teed me write up for that. I love it. So can you bring somebody into a project you're working on? Even if they're not going to work on the project, can you bounce ideas off of them and then give them credit for that kind of brainstorming or problem-solving. Oh my goodness, I see we're at 03:00. So one thing I will say is in order to be able to advocate for people really well, you need to know them. So one of the things that you can do with your colleagues, based on any of the differences or the categories that you are thinking of. Get to know people asked him to lunch, ask them to coffee, a virtual coffee, go for a walk, get to know people who they are, what they value, what they're interested in as you get to know them well, then you'll be able to share out their interests, their values, their experiences, their wishes for stretch assignments, and so on. Thank you, Jessie. I appreciate that. I am of course, mortified that we have gone over David, I hate that about I hate it when I do that. So advocacy involves needing to know who people are. At the very least, what we can do. Go back to empathy. Connect with people as human beings so that they are not alone. And then you listen to them. You listened to their experiences. The more you know them, the better you can stand up and the better you can advocate. And I just gave you here the IU diversity pledge. It covers lots of the topics that we've talked about today. And you can explore more, but you can actually go if you, if you just type in a university pledge, you'll be able to find it. You can sign it and then you can get some more, some more content around it. It's a practice. Y'all, we're human, we're not perfect. We're all growing, we're all learning. We're going to make mistakes. And we need to be okay with that. Because if I'm afraid of making a mistake, then I'm never gonna try. And if I don't try, I miss a wonderful opportunity to support someone else. And if I need an ally and that person is afraid to try, then I I miss it too. Okay. That's great. Thank you for that. I appreciate that language. Yeah. And I I have a couple of degrees in language, so I love thinking about nuanced language. So thank you for that. Yeah. So we're talking about what advocating with rather than four. Is that what you're yeah. Thanks. Thank you for that clarification. Yeah, that's a very important thing for us to keep in mind. So take that away. We're going to, David is going to give me this chat and I will add some things into the workshop, but I will also learn from you all and from your feedback. And I'm very grateful to it because I am also on this, on this journey, right? This is my process as well. I want to be a better ally, accomplice, advocate every single day. And so I'm very grateful to you all and I am going to stop talking because I've gone over 4 min, David. Anyway. Thanks so much all I appreciate your your chats and breakouts and comments, and I hope that you all can find one thing, one thing that you can commit to. So David, when I give you the materials, I'm going to put that little charge in there so people can commit to one thing. Thanks.
Speakers: Tatiana Kolovou, senior lecturer, IU Kelley School of Business, and Brenda Bailey-Hughes, senior lecturer, IU Kelley School of Business
Description: Leadership communication is never more important than during times of change. This workshop will help supervisors and mid-level managers come up with a communication strategy that helps make a change initiative successful regardless of whether they are the ones instigating the change. Join communication experts Tatiana Kolovou and Brenda Bailey-Hughes as they address the who, why, when, how, and what of change.
When: 1:30-2:30pm ET, January 27, 2022 (please note day and time change)
Where: Via Zoom
Speaker: Dr. Carolyn Goerner, IU Kelley School of Business
Description: Many people assume that empathy is about being there when someone is going through a rough patch. But empathy involves more than just offering comfort. It's really about understanding and embracing others while remaining self-aware. In this course, Dr. Carolyn Goerner digs into the subject of empathy, explaining what it is and how to develop and practice it at work. Learn about the different types of empathy, as well as the benefits of fully embracing the practice of empathy in the workplace. Explore key strategies for effectively communicating empathy to the people you work with. Plus, discover how your past experiences and position can keep you from being more empathetic, how to better understand the mindset of your coworkers and superiors, and how to avoid empathy fatigue.
When: 2-3pm ET, February 18, 2022
Where: Via Zoom