How can you give intersectional feedback to employees with multiple identities?

I want to call out here please don’t try to give “intersectional feedback” without first assessing where you are in your journey for cultural humility. How are you prepared to handle situations where your this “feedback” is not taken in the way you anticipated. The last thing you want to do is harm or offend the person. Providing this type of feedback should not be taken lightly. Please do more than just read the advice of this article and contributors (including me) before using this tactic.

Start by recognizing each individual’s unique strengths, challenges, and circumstances. This first step is extremely important and comes from the state of having a “Conscious intent”. Tailor your feedback to address how their intersecting identities may influence their experiences and performance. Ensure that your feedback is constructive, specific, and focused on behaviors rather than assumptions. I am assuming here the organisation has a supportive and inclusive environment where employees feel comfortable discussing how their identities intersect with their work. If yes, then encourage open dialogue, listen actively, and be responsive to their perspectives and needs.

To provide feedback to any staff member one must have an understanding of what's important to them, where and how they want to grow. This can't be accomplished in one meeting one time a year, it's an ongoing process that must be built into the ways of work of the organization. Everyone has to do it, not just the supervisor. It is also important to recognize that everyone identifies in many ways. Feedback that is specific, measurable, attainable, realistic and timely (SMART) plus is inclusive and equitable (SMARTIE) can be setup in advance. Staff share goals that are important to them that are shaped and aligned to support their work. SMARTIE goals puts you on the same page and the staff member on the path to get meaningful feedback.

Giving feedback to collaborators with different customs, thoughts, cultures, and beliefs is always a challenge. That's why I recommend having a good level of emotional intelligence, being mature enough, and practicing adaptive leadership. Whenever I have the opportunity to provide feedback to my colleagues, I do my best to help them turn their weaknesses into strengths.

Recognize that individuals' experiences are shaped by multiple intersecting identities, such as race, gender, sexuality, ability, and socioeconomic background. Acknowledge and validate the diversity of identities that employees bring to the workplace. Reflect on your own biases and assumptions about employees' identities and how they might influence your perceptions and feedback. Be mindful of stereotypes and avoid making assumptions based on any single aspect of an employee's identity. When giving feedback, consider the various dimensions of employees' identities and how they might impact their performance and interactions in the workplace. Take into account factors such as cultural background, lived experiences, personal circumstances.

Use inclusive language: When giving feedback, use inclusive language that acknowledges and respects an employee's multiple identities. Avoid making assumptions or generalizations based on a single identity and be mindful of the impact of your words. Use "I" statements to convey your observations and avoid labeling or stereotyping. Provide specific and actionable feedback: Provide specific and actionable feedback that focuses on behaviors and outcomes rather than personal characteristics. Be clear about the expectations and standards for performance, and provide suggestions for improvement that are relevant to the individual's work and goals.

Never assume that you know or have done all your work. Keep looking for ways to get better. Read a lot about the many and varied experiences of people with marginalized or impacted identities. Understand the systems of power at play. And, as was previously said, understand the power dynamics, your own privileged identities, and how those might influence the impact of the feedback you are giving. Giving feedback always involves perception and subjective viewpoints. Be aware of this. Also, be aware of the impact of systemic oppression on an individual outside or inside your organization. The cause of any problematic behavior might be attributable in part, to this oppression. Be genuinely curious about that.

Research, research, research. The sociocultural wheels that are turning are many and everyday, new dynamics show up. Do not assume on anyone. Practice your processes and especially how to avoid prejudices. They tend to slip from our lips unintentionally.

Hire the person that started the research. The originator is Kimberle Crenshaw. You must credit black women for their work and labor.

Of course, it is important for people managers to read and prepare before such sessions but this should be ongoing work. Ideally, these conversations on the employee's identity and possible challenges around performance should take place regularly throughout the year.

When offering feedback to employees with diverse identities, authenticity is key. Begin by genuinely acknowledging & appreciating the unique qualities they bring to the workplace, recognizing the depth of their identity. Tailor your feedback to specific situations, sincerely highlighting accomplishments & areas for growth without relying on stereotypes. Crafting a genuine, personalized experience involves truly understanding the nuanced challenges & successes tied to their identities. Encourage open & inclusive communication in a sincere manner, inviting them to share their perspectives & needs. This not only fosters a supportive work environment but also underscores the authentic value placed on diversity & individual contributions.

Accept that EVERY employee has multiple identities with some of those identities possibly experiencing some marginalization and others experiencing some privilege. What you may not notice may be something very relevant and salient TO THEM. LISTEN to what they talk about and make connections where you can. Listen to what's important and resonating with them and validate those experiences. Deliver the feedback taking into account these realities by being your authentic adaptable self. Feedback is best received when it's couched in inclusive language and an inclusive environment. You start creating that environment well before you connect with them to deliver feedback, not just when you're in the office (or video chat) together.

Although delivery of Intersectional feedback can be challenging, consistency must be the common denomination amongst all employees. At Jones Software Corp., during our interview process, we seek value traits in candidates, such as Character, Integrity, Ethics and Honesty, first and foremost. Once a candidates make it through interview process, we train on company culture, acceptable human behavior on premises and outside of the work environment. This is our blueprint to provide true and meaningful delivery to employees with multiple identities.

We can focus on relationality and care. This includes grounding feedback in where it is coming from and how we’ve landed on it; not as an absolute truth but with openness for another person to share. The more we can notice (and name) that feedback we give is based on our own cultural context/experiences, I believe this invites more connection and openness to how something lands for another and if/how we can reach shared understanding. It hurts to not be chosen or viewed as not "performing up to standards” in work or a friendship. To bring care, we can give feedback with space for someone to grow, shift, and not end up feeling the sting of a decision being made about us without seeking to bring us in first. We can commit to repair too.

Tailor your feedback to the individual’s specific context and experiences, focusing on specific behaviors and outcomes to avoid stereotypes. Be mindful of your own biases and strive for fairness and objectivity. Encourage open dialogue, allowing employees to express how their identities influence their work experience. Support their growth by linking feedback to resources and opportunities, considering the impact of their identities on access. Follow up to show commitment to their development, and always deliver feedback with empathy and respect, recognizing the employee’s full humanity. This approach fosters trust and reinforces a commitment to an inclusive workplace.

Following up on intersectional feedback involves establishing an action plan with clear expectations and deadlines. Provide ongoing support and guidance, checking in regularly on progress and challenges. Celebrate achievements and recognize contributions, fostering a positive feedback culture. Solicit feedback from the employee and reflect on your own feedback skills for continuous improvement. This ensures accountability, support, and mutual growth in the feedback process.

To expand on "expectations and deadlines", we should be clear that the one seeking advice, and the one giving feedback, need to prepare clear expectations for themselves and each other, and that deadlines are strong recommendations with the possibility of adapting based on events that will impact progress. Based on my experience, the co-construction aspect of feedback also addresses the power dynamics, ethics, and transparency of the situation, and respects confidentiality issues.

Take time to reflect on the feedback. Consider how it aligns with your goals, what changes it suggests, and how it can be implemented. Analyze the feedback to identify actionable insights.

In any situation where feedback is received, my go-to (to myself and to others) is to honestly reflect on what truths this piece of feedback may hold even if it is not constructively given and/or hurtful. Even reflecting on the reasons why someone gave such feedback can be useful information to you when it comes to managing not only your performance but also the relationship with this person.

Receiving intersectional feedback requires openness and readiness. Actively seek relevant and constructive feedback, listen attentively, and process it critically. Respond calmly, applying feedback selectively, and provide feedback on the feedback received. This approach ensures filtering out bias and utilizing feedback aligned with your goals for continuous improvement and development.

Considering our maturity on the topic of race and intersectionality in the workplace, my instinct is to say: "Do NOT do this." Or at least don't make it your norm. As others have alluded to, I strongly recommend personalized feedback - based on each individual. Intersectional feedback may suggest that EVERY Black woman struggles with combatting or navigating the "angry Black woman" stereotype at work. Yet different Black women have different experiences. For example, if I've ever said anything like... "Keisha, I encourage you to advocate for yourself more. Demand every penny you're worth, plus tax. And be mindful of the Black woman pay gap ??"... That's because I've built DEEP rapport and an abundant knowledge of KEISHA.

I'm sorry why would we do this? Performance isn't based on one's intersectional attributes. Just don't. Anything you say would be subjective.

The more I work in a diverse work place the less qualified I feel to lead. The experts above have generally avoided any leading and resorted to walking on eggshells.

I’ve found in can be great to start without assuming I know the lens or context that my employees work from. Rather, when I’m giving feedback I start by just stating my observations without any judgement or qualifiers attached. I then ask them to talk to me about why they chose their approach or strategy that I commented on. This often provides the context that I need to view from their lens. Then I can take a moment to consider how to frame my feedback on my observation in a way that fits their lens. I’ll then ask for their input regarding my feedback - this effectively turns “giving feedback” into a two-sided conversation that I can direct instead of being viewed as a one-sided authoritarian mandate.

Take into account the systemic barriers and biases that may affect employees with multiple identities. Be aware of any inequities or biases in the workplace that may impact their opportunities for growth and development. Provide support and resources to help employees overcome these barriers. Create an inclusive and supportive environment where employees feel comfortable sharing their experiences and concerns. Encourage open dialogue and provide opportunities for employees to provide feedback on their experiences and concerns. By being mindful, empathetic, and inclusive in your feedback, you can support employees in their professional growth and create a more equitable and inclusive workplace.