Over the last few months, corporations have been rolling back the DEI initiatives implemented with much fanfare in 2020. This is unfortunate. What is needed is not a retreat, but its opposite: a deeper and more considered embrace of inclusive and diverse thinking. This is necessary not merely because inclusion and diversity are net positives in and of themselves, but because they are beneficial for business.
Extensive research shows key markers of a well-run business include high employee retention rates, consistently good decision-making and fast product turnaround. Companies with significant inclusion and diversity commitments excel at all three and consistently demonstrate higher revenue. The reason for this is straightforward: when employees feel supported, they are empowered to do their best work and make unique contributions, breaking through creative logjams and driving innovation.
Exclusion can take many forms, such as exclusion based on gender, race, disability or educational attainment. In each case, it harms the individual and negatively impacts the organization.
Consider this: is it likely someone will do their best work if they feel unsupported by their colleagues? Or is it more likely that they will feel anxious and unhappy, retreat inward and eventually seek employment elsewhere? The answers are clear.
A common mistake in these conversations is assuming that inclusion refers exclusively to diverse hiring practices. That is just one part of the equation; another equally important aspect is empathy. Inclusion without empathy is like an oil field without machinery: the natural resources are there, but there is no way to effectively tap into them.
As it happens, there is an HR philosophy that addresses this problem with implications for both our professional and personal lives. This approach involves active and empathetic listening, which can significantly enhance everyday employee satisfaction and improve the company’s bottom lines.
To begin, it’s important to clarify what this type of listening is not.
This kind of listening does not involve mechanical nodding, impatiently waiting for a teammate to stop speaking or interrupting with personal ideas. Such gestures are hallmarks of one-way conversations, antithetical to the engaged dialogues that foster innovative work.
At its best, this kind of listening is both active and empathetic. Efforts should be made to demonstrate genuine care about a colleague’s concerns and to internalize the things they’re saying. This type of listening serves as a great equalizer, allowing employees from diverse backgrounds to understand each other on a fundamental human level. While it doesn’t guarantee agreement among teammates, it does provide a clearer understanding of the reasons behind disagreements, which can enhance morale, belonging and productivity.
Active and empathetic listening is already second nature to most HR professionals. However, the usefulness of this kind of listening extends far beyond HR departments, reaching every tier of leadership.
The leaders who leave the most significant marks on their organizations are those who have mastered active and empathetic listening, cultivating this skill as bodybuilders cultivate muscle. They view their employees as fully-fledged individuals, with diverse concerns and rich lives outside of the workplace.
HR professionals will always be available to provide people skills as needed. However, leaders would be wise to view them as a safety net and to take it upon themselves to cultivate the fundamentals of active and empathetic listening. The benefits are immense —both on a business level and a human one.
Shirley Knowles is Chief Inclusion and Diversity Officer at Progress.
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