Fletcher Consulting

At a medical check-up today, my doctor asked me how I’m doing. Honestly? I’m stressed. Every morning when I wake up, I wonder what new drama will greet me. I am very worried about our democracy…and, more personally, about my chosen profession (and income). So, yeah, I’m stressed. I’m also determined not to let this presidential administration be the death of me. So I’m engaging in ways to reduce my stress and increase my #joy. Here are a few things that help me: Music. Reggae and gospel when I need something uplifting, something more chill when I want to relax. Patricia Hennessy (she/her/hers) and I are taking djembe drumming lessons with our friend Comma Williams. It’s like therapy. We drum for a while, vent, and drum some more. I recommend it! Exercise. #Yoga got me through the first Trump administration and the pandemic. I’m counting on it to save me again. Trying to add the exercise bike and weights to my routine… The outdoors. Hiking and cross-country skiing in New Hampshire bring me peace. In the Boston area, going for a walk in my neighborhood or nearby park is also wonderful. Even yard work is stress reducing. Small acts. I volunteer locally. I shop locally. I boycott organizations that have pulled back on diversity, equity, and inclusion and/or donated heavily to Trump. My individual acts may be small, but when added to those of others, they become a mighty force! Gratitude. I count my blessings. And there are many. My family, friends, and health top the list. What do you do to ease your stress and increase joy? Please share. On a day like today, I could use some more ideas!?

I am all for #meritocracy—true meritocracy. The misguided belief that you have to sacrifice excellence in order to have a diverse team has existed for a long time. It is seeing a resurgence now as part of the anti-#DEI backlash. The fact is that you won’t have a true meritocracy without diversity, equity, and inclusion. When hiring, you can’t say that you found the best person if you don’t start with a diverse?pool of candidates. If you source based on referrals from employees or your neighbors, you won’t see the range of talented people who are available. Of course, once they’re hired, you want to provide employees with equitable?access to opportunities and the support that they need to do their best work. Support can range from accessibility aids like standing desks to performance coaching in particular areas. As Dr. Robert Livingston of the Harvard Kennedy School says, “Equity is about treating employees differently in ways that make sense.” ? And you don’t need to read studies to know that employees will work hard for you if they feel valued and appreciated. That sense of belonging is the result of the intentional work of inclusion. Those efforts start with a good onboarding process, and continue with mentoring. A senior partner at a law firm once told me that they didn’t have a mentoring program when they came up. "The cream naturally rises to the top,” he said.? I thought to myself: Seriously? I have yet to meet a senior person who hasn’t benefited from mentoring. I asked him if anyone had given him guidance when he was an associate.? “Oh, yes,” he said. Turns out the founder of the firm had taken him under his wing, staffed him on deals, introduced him to clients…But since this wasn’t a “program,” this partner believed that he rose solely due to his own merit. If you believe in meritocracy, then you should have nothing to fear from diversity, equity, and inclusion. In fact, true meritocracies need all three.

I was having a tough day. Three client cancellations and lots of anti-DEI #backlash in the news. I expressed my distress to my aunt, and she sent me a text: “You have to wheel and come again. Find a new way to deal with workplace dysfunction.” There is a Jamaican phrase or proverb for every situation. This one means “Make adjustments, find a new approach, and don’t give up.” I could hear her Jamaican accent and emphasis. I felt it in my spirit. It was exactly what I needed in that moment. It grounded me, snapped me out of my wallowing, and reminded me of who I am: the descendant of a long line of strong people who survived the unimaginable. Kidnapping, the Middle Passage, enslavement, brutality, emancipation without economic support, the Great Depression, and more. Their sacrifice made my life of relative privilege possible. I can’t waste time feeling sorry for myself. “Wheel and come again!” So, what adjustments will I make? Focus on using my voice in my sphere of influence: my clients. I can help them figure out how they can safely continue to do the work of #inclusion to which they are committed. I can also speak out when I see injustice and illegality, using my own words and amplifying the voices of others. We have come too far to sit quietly while our rights are taken away. As another Jamaican phrase puts it: “Better must come.”

I’ve heard from several clients who are nervous about continuing to pursue their workplace diversity, equity, and inclusion efforts. ? They aren’t sure what is legal. They fear loss of funds and lawsuits. Many have put programs on hold until more is known. ? It’s no surprise. This is exactly what President Trump’s administration wants: to sow fear and thereby roll back the progress that has been made. ? Good news emerged last Friday when U.S. District Judge Adam Abelson in Baltimore granted a preliminary injunction blocking the administration from terminating or changing federal contracts they consider equity-related. Judge Abelson found that the orders likely carry constitutional violations, including against free-speech rights.? ? Read the injunction in the comments. I've also linked to additional resources that outline what is legal, including educational programs and workshops: - AG Campbell Issues Guidance For Businesses On Diversity, Equity, Inclusion And Accessibility Employment Initiatives In The Workplace (press release) - The Legal Landscape Around DEI Is Shifting. Your Messaging Should, Too (Harvard Business Review) - DEI Programs Are Lawful Under Federal Civil Rights Laws and Supreme Court Precedent (Office of General Counsel) I hope they are helpful to you as you consider your path forward.

Last week, I was exiting the women’s restroom at the airport. I noticed someone walking toward me, head down, on the way into the bathroom—and it looked like a man (to me). I almost said, “Excuse me—this is the women’s restroom”—but caught myself. I spent the ride home thinking about the encounter and the choice I made. One possibility: it was an older man making a mistake. This is what I thought in the moment. Wouldn’t the man appreciate a heads-up before entering the wrong restroom? Another possibility: it was a woman intending to use the women’s restroom. Maybe they don’t “look” female to me—but that’s my mistake, not theirs. I thought through the upsides and downsides of acting on either of these possibilities. If it was a man, then by saying something I would have helped a stranger avoid momentary embarrassment. (Although…if they had walked into the ladies’ room, they would have realized their mistake as soon as they saw a woman inside…or discovered the lack of urinals. Their problem would go away very quickly with or without my intervention.) However, if it was a woman, then I would have committed a textbook #microaggression. The person was going about their day, and a total stranger made a comment that singled them out as different. Even if my intent was to be helpful, the impact would cause harm. My comment would remind them that they don’t conform to many people’s assumptions about what a woman looks like. Is that a big deal? Yes. People who are non-binary, trans, or otherwise gender non-conforming are subjected to overt hostility, persecution and violence. Individuals, institutions, and governments are making their lives more difficult every day. I’d rather not add one more sting to that barrage. I am confident that I—like the other person headed to the restroom—made the right choice in the end.?

One place I am turning to help me through this period is my yoga mat. When I came home yesterday I did a 30-minute yoga practice with one of my favorite teachers. I focused on her words: “Hard things will come. Find the calm. Find the confidence. Trust your intuition.” A little later: “You’re never going to get more than you can bear.” She ended with, “You are exactly where you are supposed to be.” In that moment I felt okay. Part of it was just about the focus—staying present and concentrating on the poses—and her voice cleared some of the scattered thoughts and worries. But that last phrase especially has stuck with me, off of my mat. “You are exactly where you are supposed to be.” Everyone doing the work of equity is in the center of swirling anxiety right now. But it’s absolutely true—we are where we are meant to be. DEI professionals, HR people, first responders…people who care for people, or create inclusive spaces in whatever form or role…this is when and where we are needed most. In spite of everything, we have to remain standing and pressing forward. If none of us were here, it would be so much harder for others. This is our role to play. We will continue doing what we know is right. Living our values. But it sure helps to hear some encouragement. What are you doing to stay centered?

“Hi Marguerite, I am an HR Director at a privately held company. Part of my responsibility has been to offer #DEI programs to our employees. Given the current climate, my leadership is less enthusiastic about continuing the programming this year. How do you suggest I persuade them that it is still important?” Response: I can’t imagine you’re the only person with this question. These are certainly challenging times for people who care about DEI. You won’t get far in the conversation if the anxiety of current events is an elephant in the room. If you’re able to, I recommend taking time to ask a couple of questions to address your leaders’ fears. Acknowledge that there are unknowns and risks, and that you share their commitment to protecting the organization’s legal and reputational integrity. With this common emotional ground established, focus on the advantages to the organization. If you’ve been doing DEI work in the past, go back to the “why.” Why did you start doing it? What were your goals? And what have the benefits been? Studies show the business value of diversity, inclusion, and equitable access. But make the case as specifically as you can. Show them evidence of systemic improvements—survey data about employee engagement, for instance—and highlight stories that make the data come to life. What great decision was shaped by input from diverse stakeholders? What high-performing hire might not have come on board but for new recruitment methods and a more inclusive culture? Remind your leaders that these results are just as important as they have ever been, if not more so. With the discourse and news cycle as uncertain as it is, employees are stressed and afraid too. It’s time to invest more?in helping them build skills for interpersonal interactions, open discussion, and mutual respect—not cut those supports. And if it helps assuage some fears, consider rebranding the programs. Words like “DEI,” “inclusion,” and “implicit bias” have been twisted. You can be clear about what it is without triggering people’s fears—or hiding the ball. If what you’re doing is team-building, call it that. Teaching managers to lead their diverse teams can be called “Developing Leadership Skills.” Diversity, inclusion, and equity have always benefited everyone in the organization. It’s not deceptive to broaden the nomenclature. Now, if you can?keep naming things with DEI terminology—or if your mission is explicitly about equity or justice—don’t change the names. In fact, you may have an opportunity to stand with Costco and others and defend the work publicly. Either way, that’s my advice: name the fear, make tactical adjustments, and then continue to do things that are good for your employees. Good luck—and let me know how it goes. (Got a question for Marguerite? Message Fletcher Consulting and she'll take it on.) https://lnkd.in/eeu-yDWq

Last week we talked about #dysfunctionalrescuing, when good intentions around supporting employees from marginalized groups can go wrong. When we fail to give an employee critical #feedback (due to our own discomfort), we’re not being equitable. In fact, we are cheating them of the opportunity to grow and reach their full potential. So how do you make sure you’re giving honest, constructive feedback across difference, when you might be feeling sensitive about sounding discouraging? Try these four reminders before, during, and after each development conversation. 1.?Pause. #Bias is our brain’s shortcut in times of stress or time pressure. So slowing down and taking time is always the first step to keeping those prejudices at bay. Take a moment and consciously remind yourself of some of the mental habits you want to watch out for, from broad habits like affinity bias to learned cultural stories around age, gender, race, or ability. ? 2.?Get Perspective. Get additional opinions. Pay attention to feedback from others that goes against your own beliefs and experience. That may indicate places where your own mental models are undervaluing your employee’s strengths. ? 3.?Pay Attention. When phrasing your feedback, be precise in your language. Words like “professionalism,” “cultural fit,” and “articulate” frequently mask bundles of biases. Dig deeper to the concrete skills that are truly required to succeed. Just as importantly, pay attention to the person you’re evaluating during the conversation. Ask questions and listen to their responses. Ask the person to repeat back what they heard and assess whether the person took in what you thought you were saying. 4.?Be Proactive. In between each feedback opportunity, practice examining your team using an #equity lens. Who do you find it easy to give feedback to (and not)? Who isn’t being included in professional and social connections? Use #microaffirmations to spotlight the contributions and skills of those who may be excluded, and find ways to bring them in to meetings, projects, and decision-making conversations.

Have you ever wondered if you “said the wrong thing?” Or struggled with how to respond to a comment at work that left you feeling icky in the pit of your stomach? We get lots of questions at our workshops (and after) about interactions in the office: how something should be handled, or whether something was handled well. If you have a question, send a direct message to us at Fletcher Consulting with an interaction you had where you aren’t (or weren’t) sure what to do. We’ll share your question, anonymously, and our advice. We’ll also invite other LinkedIn readers to share how they might respond differently. Any questions?

Do you consider yourself an #ally to people who have been historically excluded? Are you sure you’re really helping? Say you hire a young woman of color. She is talented. You’re excited. You’re invested in her doing well. Then she completes her first assignment for you…and it’s not quite as good as it needed to be. You don’t want to discourage her, so you praise what’s good about it, and fix the rest yourself. Then you keep giving her easy assignments. She does well, and you praise her some more. Maybe it feels like you’re helping this new employee to succeed. But…she isn’t growing. In fact, she’s falling behind her peers. A year passes, maybe two. Everyone likes her, but she doesn’t get the opportunity to shine through her work. She doesn’t advance. And she leaves, disengaged. What went wrong? Dr. Valerie Batts describes this pattern as #dysfunctionalrescuing. It tends to be a problem for people who see themselves as allies—who consciously want to see marginalized people succeed at work, but their #implicitbias gets in the way. So they “help” them—by lowering their standards. If you recognize any of this, instead of beating yourself up about the past, focus on doing better going forward. The place to start is tackling your implicit biases. Bias reveals itself through behavior, not conscious thought. You tell yourself you believe everybody can do well, but unconsciously, you don’t. Withholding challenging assignments and constructive #feedback from some people and not others are signs that you are implicitly nervous they won’t do well. Ask yourself: would you worry as much about giving feedback to someone who shares your identity? Who do you tend to think of when you need someone to work on a complex assignment? All employees benefit from assignments that will help them stretch and grow. It is difficult for anyone to improve unless they receive constructive feedback on their work. Not providing it is not doing them a favor; it actually causes harm.