In order to create a respectful and inclusive culture, organizations need to provide regular diversity, equity, and inclusion (DEI) training. But once you have had that basic training, how can you mix it up and make it relevant year after year?
At Concordia Consulting, we have found a way! We have adapted actual situations that we have been asked to remedy by changing them just enough to protect those involved. Then we implement the scenarios using a case-study approach to bring our training to life.
Want to try one?
A pharmaceutical representative, Leila, went to the office of a Caucasian doctor associated with a large teaching hospital. While Leila was making her drug presentation, the doctor asked, “So, what are you?” referring to Leila’s racial background. Leila reported the incident to her company’s CEO.
- Should Leila have responded to the doctor?
- How should the CEO respond?
- What further actions, if any, should be taken?
Have you ever witnessed a similar situation in your organization? Please let me know how you would deal with this scenario, as well as how effectively you think your organization might handle it. We will be sharing similar experiences in the months to come. If you would like facilitated training with us, we will customize a program specifically for your organization’s circumstances and culture.
I was working with a coaching client last week and he said, “I have to get all of these projects done by year-end.” Having just looked at the calendar a few hours before to set some realistic deadlines for my own team, I thought it wise to consider how many weeks there are before year-end.
As this client is with a university, and the university pretty much shuts down the week of Thanksgiving and then in mid-December right after finals, there are three to four productive work weeks before year-end for him. Although your organization might not operate on an academic schedule, you are probably feeling similar pressure to meet goals and finish projects.
So, given that the timeline is tight, how can you manage your work and personal commitments for the remainder of 2022? Here are some techniques that I’ve learned work well for my clients, and for the Concordia team as well.
- Study your calendar carefully. After you take out vacation days, personal appointments, and possibly a mild illness, how many actual work days do you have? What can you realistically accomplish?
- If you are going to miss any year-end deadlines, start communicating that now. Explain the obstacles you have encountered and have a workable plan for when you can complete the work.
- Set an achievable schedule for self-care and stick to it. Exercise, meditation, prayer, nutrition, and sleep schedules are necessary for a healthy you! If you aren’t making time for these activities, don’t wait for the new year to start being a new you. Introduce one of these to your life now. It will help!
- Learn to say no. A coaching client suggested this book about boundaries – it’s great: Boundaries: When to Say Yes, How to Say No To Take Control of Your Life. If you don’t have time to read it, try downloading it as an audio book and listen when you are commuting, walking the dog, or making dinner.
- And don’t add financial worries to your list of potential stresses. Just like setting realistic deadlines for your work, set realistic goals for your finances. If your family gives gifts, make sure they stay within a reasonable budget.
Looking at the weeks ahead and making a plan will allow you to finish the year strong.
Merriam Webster defines a mentor as a trusted counselor or guide, also as a tutor or coach. For example, “Graduates of the program sometimes go on to become mentors to those making their way through the rigorous process of earning their certification.”
I have been blessed to have had many mentors in my life. I had wonderful Mrs. Tillman in high school, followed by Margot in college. There was Maria in my first job, and Arnie who has helped me with several facets of my business. One of my most significant mentors, Glenna Salsbury, died this past week.
Glenna was instrumental in helping me grow my business to new levels, focusing on one achievable goal at a time. She stayed in close touch and continued to encourage me at every milestone and sticking point.
What Glenna may not have even been aware of is that she taught me, through her role modeling, how to be a mentor to others. She taught me to be honest when a plan clearly isn’t going to work, and to be unwaveringly encouraging if a good plan is being considered.
I sometimes work with mid-career professionals who complain about their leaders. After we talk about the basics of improving influence and harmony, I encourage them to focus on those newer to the organization or profession. Even when we are frustrated, we can choose to focus on helping to guide and coach others.
Each of us can be a trusted advisor or coach to someone. Can you help by teaching a few writing skills that have helped you? Or can you champion what someone says in a meeting? Are you good at setting realistic deadlines and meeting them or at using the newest software? What is your superpower and who can you help?
While no one will ever replace Glenna, we can all strive to be more like her and help others develop and grow.