Dealing with microaggressions in a changing culture. How can you prevent burnout and promote inclusivity?

Dealing with microaggressions requires the ability to identify them early. Recognizing signs involves being aware of subtle, often unintentional, remarks or actions that demean marginalized groups. These can manifest as comments on someone's accent, assumptions based on stereotypes, or exclusion from conversations. By being observant and sensitive to these microaggressions, individuals and organizations can address them promptly, preventing the buildup of stress and promoting a more inclusive environment.

It is important to pay attention and not dismiss these comments as 'banter'. These offhand comments say a lot about the organisation's culture because what we are willing to tolerate ends up defining the culture. Leaders who call out on micro-aggressions send a strong and clear message about the organisation's culture because, like it or not, leaders cast a long shadow.

Let's consider abandoning microagression. Aggression is painful to all. A tolerance of a person can differ. So be careful when you suggest a person experienced microagression that may not be how the person experienced it.

Microaggressions do not always require aggression per se; they can also be what I call "microexclusions", by which points difference are seen are stigmatising rather than potentially synergising. In either case, however, early recognition is important - whether they are intended or inadvertent. This is because, as Jon Amaechi has noted, culture is defined by the worst behaviour tolerated - so addressing matters which erode team unity and synergy early will stop them becoming 'normalised'.

Addressing microaggressions requires an active response from both bystanders and those affected. When witnessing or experiencing a microaggression, it is crucial to respond assertively but calmly. This might involve pointing out the inappropriate comment or behavior, expressing how it affects the recipient, and suggesting more inclusive alternatives. By actively responding, you can create an environment where microaggressions are less likely to occur and where everyone feels respected and valued.

My version of what Jon Amaechi is said flips the script: culture is shaped by the best behaviour role-modelled. So early recognition and action (per Q1) and constructive education of peers (per Q3) can serve to create an environment in which errors of judgement, like microaggressions / microexclusions, can be turned into constructive team learning opportunities.

I encourage people to 'keep it inclusive': I primarily want the microaggression addressed. That's the most important part. BUT if by doing so I alienate the perpetrator, I'm telling him he can't sit with us and that's not inclusive. I lean into the genuine question of 'what did mean by that phrase?' or 'why did you say that?'. By genuine question, I mean it has to sound authentic, that I meant it as a question to find out where they're coming from or to help them understand the implication of what's been said, rather than coming from a place of judgement. By doing so I invite conversation about the language used, conversation that can include the perpetrator and potentially the victim, keeping it as inclusive as possible.

Of paramount importance is to prioritise the wellbeing of the victim. But equally important is constructive education. Shaming does not change behaviour, it entrenches it; so it is essential that we try to be constructive with the perpetrator, to ensure they understand the nature of the action, and its likely impact, so that they appreciate what they need to do correctively going forward.

Promoting inclusivity and preventing burnout also involve educating peers about microaggressions and their impacts. Educational efforts can include workshops, training sessions, and open discussions that highlight the importance of cultural sensitivity and awareness. By fostering an environment of continuous learning and understanding, organizations can help their members recognize and mitigate microaggressions, ultimately leading to a more inclusive and supportive workplace culture.

Policies don't have to be formal and they don't have to take place at a corporate level: I help people understand the benefits of calling out and the fact that calling in might be necessary until a call-out culture comfortably exists. I encourage team leaders and teams to establish their OWN call-out culture. I suggest team leaders set themselves up as available for calling out, with calling in being the interim norm for team members. Team leader demonstrates how to positively react when being called out, team members see it happen without repercussions, understand and start to adopt it for themselves. They then roll model those behaviours for other teams etc...

One thing I found helpful was Reverse mentoring. It involves a junior employee mentoring a senior employee. You need the support of HR for facilitation. It is an interesting concept and you learn from one another. Has led to inclusivity and practicing of Emotion Intelligence in the workplace. Always remember the staff are the heartbeat ?? of any organisation. Do you agree? Thank you!

Identifying your person and having a self-care goes a long way in preventing burnout. Find someone you trust that can help you process and debrief what you're experiencing. It's also helpful to have 2-3 things that you do to refill your cup. Write them down so that you can easily refer to them when needed. Finally, boundaries are extremely important when dealing with microaggressions. You get to decide who has access to your energy.