3 Ways to Build Authentic Dialogue and Inclusivity
by Hannah YardleyHRMorning.com
In today’s ever-changing work environments, where teamwork and honesty are highly valued, the role of managers has become more crucial than ever. Managers act as the centre of communication within an organization.
When they can establish an atmosphere of authentic dialogue and demonstrate vulnerability, they are building the blocks of a healthy and productive workplace culture.
Authentic Dialogue Isn’t Happening
Recent data from the Achievers Workforce Institute shows two very different but interesting findings about what employees are looking for to bolster their inclusivity. First, employees want to have tough conversations at work, but many don’t feel comfortable doing so. Secondly, the study found nine out of 10 employees want to be able to have fun or light conversations at work, yet about one-third of employees say there is no one at work with whom they can have these interactions.
62% of those surveyed want to be able to have hard conversations at work
88% of those surveyed want to have fun or light conversations at work
While these are seemingly two very different employee needs, there is a common area to help focus on solutions. This report highlights the importance of equipping managers with the tools they need to build trust within the workplace and create a safe space where employees feel empowered to build connections and engage in meaningful conversations.
What Do We Mean by Tough and Fun Conversations?
Tough conversations: We used to leave work at work and home at home, but that’s all changing. Now, 62% of employees say they want to have difficult conversations at work. These sensitive conversations can range from performance issues and the organization’s fiscal challenges to personal mental health struggles and large-scale societal events. While workers are eager to take tough conversations head-on, managers aren’t prepared for this major shift. In fact, roughly 25% of managers say they have received enough training in having hard conversations with direct reports.
Fun conversations: Across all generations, employees are seeking more relaxed conversations in workplace settings, with a strong majority of employees (88%) reporting they would like to have more light and fun discussions at work.
Together, the demand for fun chats and deep discussions illustrates one key truth – modern employees are rewriting the rules for employee-employer relationships and expectations. It’s up to employers and their leaders to ensure authentic and engaging dialogue is encouraged from the top down.
Bridge Gaps With Trust, Camaraderie
Managers play a crucial role in creating a work environment that builds trust and encourages vulnerability. However, many employees feel uneasy connecting with their managers for authentic and meaningful conversations. This is especially true for workers who are part of historically marginalized groups. Our research revealed:
- Women are twice as likely as men to say they have low managerial trust.
- Women are also less likely to feel safe, recognized, and have fun conversations at work, and less than one-third say they bring their whole selves to work.
- LGBTQ+ women are twice as likely as men to say they’re not out to anyone at work.
- LGBTQ+, people of color, and people with disabilities are more likely to say they can’t talk to their managers, and up to 40% say there is no one at work they can have these conversations with.
To bridge these gaps, there are three key pillars that AWI finds are critical behaviors in trustworthy and effective managers. Three areas include:
- Employee recognition — My manager regularly provides me with recognition that makes me feel valued.
- Contact — My manager supports my success through regular one-to-one meetings.
- Coaching – My manager provides me with guidance that helps me to be more effective in my role.
Activating just one of these steps can be incredibly impactful for both managers and their employees. For example, a worker who feels recognized by their manager is twice as likely to have high trust and almost twice as likely to feel safe having tough conversations with their manager.
Once an employer bolsters managerial trust across the organization, they can address any friendship gaps in their workforce by ensuring every employee has a channel for light-hearted, fun conversations at work. It’s important to also go beyond manager upskilling to bridge these gaps. Consider employee connection tools that can help workers build camaraderie – even in geographically dispersed workforces. Organizations that leverage connectivity tools to facilitate communication and collaboration among teams not only allow employees to bring their whole selves to work but also boost retention.
Lead by Example
In addition to formal training programs and impactful technology investment, organizations can support managers in their efforts to foster open communication and vulnerability by promoting a culture of psychological safety. This involves creating an environment where employees feel comfortable speaking up, sharing their ideas and challenging the status quo without fear of judgment or retaliation.
Managers themselves will feel empowered to create this environment for their employees by establishing this culture at the top. Senior executives must lead by example by demonstrating vulnerability and promoting open communication at all levels of the organization. When employees see top leaders embracing vulnerability and engaging in authentic conversations, it sends a powerful message that all workers are encouraged to do the same.
Senior executives must lead by example by demonstrating vulnerability and promoting open communication at all levels of the organization.
In addition to setting the tone and providing learning opportunities for managers, leadership also needs to provide direct support. Give managers clear metrics for success when creating an inclusive environment. Activate opportunities for employee listening and processes, tools and expectations for development conversations, employee feedback and two-way listening.
Ultimately, the success of any organization hinges on its ability to foster a culture of open communication and vulnerability. By empowering managers to lead by example and equipping them with the skills and tools necessary to facilitate difficult and authentic conversations effectively, organizations can create a workplace where employees feel valued, heard and empowered to bring their whole selves to work.
It’s undeniable that managers play a critical role in setting the tone for open communication and strengthening a sense of belonging within the workplace. By investing in manager training, promoting a culture of psychological safety and leveraging technology to help initiate authentic conversations, organizations can create an environment where difficult conversations are embraced as opportunities for growth and collaboration. Through these efforts, an organization can cultivate a culture of transparency, trust and innovation that drives long-term success for both the business and all its employees.
About the Author
Hannah Yardley is the Chief People and Culture Officer at Achievers, and an HR Expert Contributor. To learn more and subscribe to HRMorning, visit hrmorning.com.
Contents of this article remain the property of the author and/or publisher.