Talent Need 4: Being Protected at Work

Dear Friends,

Over the past few weeks, we've been leveraging this newsletter platform to dive deeper into the 4 Talent Needs The?Waymakers?Change?Group?discovered as a result of our proprietary employee experience research with?Brandtrust.

The first need we examined was the need to be seen. Then, the Queen of Soul herself, Aretha Franklin (really!), helped us unpack the need to be respected. Following that, the 1996 film Jerry Maguire helped us deconstruct the need to feel valued. Today, we are covering the last and most profound talent need: to be protected. ? ?

Protection at work may sound like a strange concept, but in an era in which political division has been at an all-time high, and people seem to be retreating into their corners, workplaces have become land mines for misunderstandings and missed opportunities. ?? ?

Our research uncovered three primary dimensions of protection at work:?

Protection from the threat of another—or being defended from physical or mental abuse.?Such as when someone else—a colleague or especially a leader— comes to a team member’s defense in a critical situation, stood by their side, and provided support.?

Protection from insecurity.?As in when a manager—or the organization—keeps the employee and their job safe in uncertain times. ?

Feeling safe to speak the truth, use their voice, share their ideas.?Being encouraged to contribute even if their ideas were not fully formed or go against the grain. Receiving sufficient support when asked to do new or difficult things. Taking risks without having their motives or abilities questioned. In other words, enjoying psychological safety. ?Feeling protected at work looks like support, the freedom to contribute without needing to be perfect, and intervention during moments of harm.

What can YOU do—starting today—to make people feel protected at work?

Start with these four actions: ?

Invite Feedback

In many organizations, the higher you are in leadership, the less opportunity people have to give you feedback. Doesn’t sound like a sound business practice, but that’s what happens in some companies. Feedback in all directions supports both the work of the team and the people on it. Be vulnerable. Tell your team you're committed to becoming a more equitable and inclusive leader. Tell them what you're specifically trying to?change?and invite them to call you out if you resort to old habits. When you show appreciation for their honesty, trust is nurtured, candor is unlocked. And when they feel safe to provide you with feedback, they grow more comfortable providing feedback and insight to their peers.?

Establish Psychological Contracts

Share your intent as a leader at the beginning of every new working relationship, expressing your desired outcomes for the relationship, then inviting the other person to let you know when your behaviors do not align with your intent. You set the stage for a mutual learning process, granting permission for team members or peers to say hard but necessary things to you. And being grateful (not resentful) when they do.

Abide by the Psychological Contracts

If you don’t abide by the contracts you create, you will obliterate trust. You must model equitable leadership at all times. When you slip, your team slips, falling back on behaviors that may be rooted in bias, ableism, sexism, racism, or other “isms.” And when they slip, people—your underrepresented talent most of all—will fall.?

Expect Compliance

Do not tolerate “isms” or toxic behavior under any circumstances. When it happens publicly, address it publicly. You are not only holding people accountable when you do so, but you are also sending signals to others about how seriously you take the psychological safety of all employees and your own principles and priorities. Leverage leadership evaluations to identify, reward and recognize inclusive leadership behaviors as well as root out unacceptable behaviors and immediately address them.??

Protection at work is connected to everything, including business outcomes. What happens to innovation when people are unafraid to share unorthodox approaches or ideas? What happens to teamwork and loyalty when employees know their peers have their backs and will intervene to disrupt workplace harm? Everything flourishes when employees feel protected. Everything!

Which action will you start to implement this week—maybe even today—to ensure people feel protected on your teams? ?In your company?? We hope these last four newsletters have been insightful and, most of all, useful.

Everyone has these Four Talent Needs—To be seen; To be respected; To be valued; To be protected. Yet, as is discussed in?Chapter 6 of the?Waymakers?book, these needs manifest differently for underrepresented talent. But if we intentionally create opportunities to meet these four needs—especially for?underrepresented talent—we can positively influence the ways?all people?experience them. Clients of The?Waymakers?Change?Group?are living proof that it can be done. And what we’ve shared in these last few weeks can help you on your journey too.?

Let us know how you're meeting the Four Talent Needs in your organization. Share your successes, your stumbling blocks, your questions with us and other?Waymakers?via?LinkedIn. Remember, the only way we can create the equitable workplaces we need is if?we?do it...together.

Together in Waymaking,

Tara Jaye Frank

& The Waymakers Change Group

Tara Jaye Frank is author of The Waymakers: Clearing the Path to Workplace Equity with Competence and Confidence and founder of The Waymakers Change Group, a human-centered management consulting firm that supports mid-sized and large companies who seek to transform their employee experience and build capacity to lead all people well.? Our proprietary approach, grounded in behavioral research and decades of inclusive leadership expertise, challenges and equips leaders to unleash the potential of all people, thereby promoting healthy workplace cultures and fueling sustainable businesses. Visit www.twchg.com to learn more.