Did Your Organization Recognize Equal Pay Day?

Last week, on Tuesday, March 14th, we had another Equal Pay Day come and go. Did your company recognize it? And, if so, did you learn how your organization is contributing to the goal of Equal Pay? 

It’s startling to understand that women must work for 15 months to earn what a man earns in 12. This decades long trend seems to holdfast, regardless of these notable changes: 

• More women now graduate from college than men. 

• More women graduate from law school than men. 

• Med school graduates are nearly half women. 

…the list goes on… 

Why does this trend of unequal pay, regardless of education and merit persist? Chauvinism and unconscious bias contribute (and point to just how important a work culture is) but an economist at Cornell University who has been studying the gender pay gap for longer than the Gen Z population has been alive, says one of the biggest factors here is childcare. 

This is not dissimilar from what I discovered in my research during the COVID-19 pandemic. The issue of inequity is directly linked to responsibility. When the responsibility of children is placed primarily on women (both because of biology and antiquated male-focused systems) is it any wonder that women are left earning less? Despite the “women can do it all” mindset, things must change in the home if we want to see them change at work.  [And while women can “do it all” and often manage to do so, it takes a toll. And, quite frankly, this ideology is ill-advised considering that the answer, in part, is as easy as a division of labor.] 

According to a recent study done by LinkedIn, women hold 32 percent of leadership positions worldwide. The recurring theme, is and will continue to be, a mismatch between education and competence, paired against earnings and title. 

While there is a myriad of resources to support women (I’ve crafted some myself) it should not be left to women alone to advocate for themselves. I am of the firm belief that organizations must step up to help bridge both the pay gap, the leadership variance (status and title), and the resources provided to parents in order for change to be reached. My research findings vehemently support this, too. 

What might be just one way your organization can work toward equal pay? Annual salary audits are highly encouraged, as is a program to ensure appropriate re-entry for women after maternity leave. Further, intentional promotional pools are essential. (Remember: Those who are up for promotion are more likely to get a higher salary. What does this pool look like? Is it contributing to unequal pay?) 

A lot can be accomplished in a year’s time. Set your intentions on how your company* will support women and Equal Pay Day for 2024. 

*If it’s not your company, never fear! Get this article to your HR, People, or L&D team leads.

Are We Back to "Normal" Yet?

Photo by Andrew Thornebrooke on Unsplash

No, We Are Not Quite Yet Back to “Normal.” 

It’s been a while since I’ve written an article and posted on my blog. In part because of life responsibilities, in part because of my own conation, and in part because of exciting work commitments. But, it has been too long and thus I will be back on a quarterly basis to share my two cents about how we can observe current events or life circumstances and extract a valuable leadership and/or management lesson. 

Back to the topic at hand. We are *all* excited to get back to “normal.” What normal means differs from person to person, though, and upon reflection, my perception of normal may have evolved over the past two years. I think we can all agree that normalcy includes a decreased need for masking and an increase in social activities. Normal might even mean some time in an office space, on mass transit, less shopping online, and dining out. 

And while we dabble in the removal of social distancing and masking and aim to enjoy our lives again, we are met with an onslaught of disengagement, burnout, disregard (for fellow humans), and dwindling customer service. I know that if I easily know five people who are experiencing or who have experienced these feelings/encounters, I have no doubt that you have a list handy, too. In fact, you might be experiencing feelings of shoddy customer service or utter fatigue and burnout *right now.* What’s my point? Well, the pandemic may be ending, and things may be returning to normal, but there are lasting effects that we must become aware of and work to improve – NOW. 

Notably, the APA is incredibly concerned for the mental health of our youth – so much so that it has defined the deterioration of mental health in children as a crisis. And, as already alluded to adults aren’t all that with it either. From (the many) altercations on airlines to the hissy fits I see almost daily on the street, I fear we have forgotten how to co-exist. Turns out, there’s some truth to this assertion. 

The number one reason for people behaving in rude or uncivil ways is stress. And we all have undoubtedly experienced at least some stress throughout this pandemic. I need not go into the laundry list of just why people may have experienced stress of late, but it is worth reflecting upon how you, as an individual, feel you deal with stress. Are you more reactive? Less compassionate? Impatient? Quick to madden? Is it any wonder that conflict is stirring around us? I think not. 

What’s more, rudeness (a derivative of poor emotional regulation, caused by frequent and compounded stress), can be contagious. Say you get a delivery that was tossed around in the truck that it came to you on, and then it is used as a soccer ball in the street (you imagine). You now need to not only submit a claim with the company from which you purchased the item and hope for a replacement, but you must determine how to return the product in its botched packaging. Then, moments later, you are taking a call with a colleague who made a mistake on a project and you are noticeably short with them, striking an attack on their competency. You have passed on the angst you’ve just endured. According to Porath, people are three times less likely to help someone else if they feel they have been treated poorly. This means that we might go out of our way to be unkind, rather than kind, and that will consequently motivate the next person to pass on the snub. 

In the context of the work environment – whether onsite or at home – our actions definitionally affect others. This means that as a manager or as a colleague, we must be aware that our resiliency against rudeness has waned; we are at risk of infection! There is little chance for constructive feedback or conflict resolution in this state if we let the rude contagion win. The saying “kindness, pass it on” might need to be our new mantra, especially as we aim to get back to “normal.” A profound finding? Perhaps not, but I am taking note that in the days ahead I will put kindness at the forefront of my actions and communication. Try it with me. 

Until next time,

Brielle

First published on LinkedIn

Toxic Places of Work & the Road to Redemption

Photo by Beth Jnr on Unsplash

There is no magic wand to miraculously wave away workplace toxicity, but there are actionable steps that can be taken to correct the course. 2020 has offered up challenges for employers and employees alike. From financial concerns to illness and future-state ambiguities, there were only one of two ways for toxic tendencies within workplaces to go. Toxicity was either brought to the surface, where the sunlight brilliantly exposed wrongdoing and dysfunction, or it was filtered out and left behind. The societal wake-up call(s) we’ve faced in the past six months -- one may even say a metanoia-like experience -- reshaped how organizational leaders chose to move forward. Many quickly got back on track without consequence (the “filter”), they knew time was up to be on the right side of history, taking into account equity, diversity, and overarching priorities. 

But not all are so lucky. 

There were organizations that exposed toxic behaviors and practices by happenstance, and yet proceeded in normal course and missed an opportunity. This spring there was a monumental moment in time to consider the current landscape, make changes, and proceed with a new North Star (crises can be good for that sort of thing). But perhaps these companies are now considering reworkings. They have lost too many valuable clients and employees, and are flailing in the water. What can these companies do? 

Acknowledge Deficiencies.

Workplaces with toxicity tend to have repeat offenses. If you are a leader, do the work: Why are people leaving? What is the consistent feedback loop? Why is there concern? This is the launchpad. Use this to admit to and recognize inadequacies. Shed light on areas of improvement as well as on the process for resolution.  

Re-engage: Actively Communicate & Revitalize. 

Effective communication is critical to the survival and success of any organization, regardless of location and size. Actively communicating goals, shortcomings, and progress around failures, demonstrates a commitment to change. Almost 75% of employees feel they do not receive consistent company communication from the organization for which they work. With a global pandemic, the necessity for companies to be even more communicative is at an all-time high. [I’m not suggesting you write daily books to employees - remember adults’ attention spans… A helpful tip: Employees are two times as likely to watch a video than read text.] 

Revisit the company vision and company values. Rework communication to incorporate these standards into the messaging. Keeping employees engaged during a period of correcting course makes them feel like a part of the process. Lean on this and dedicate the time to listening. Also, be cognizant of who is communicating these messages. Does the individual stand behind and embody the changes?

Universal Standard Setting 

If a company has admitted to shortcomings and is taking steps to improve the culture, it’s essential to set standards of excellence, especially for leaders. Revisit the code of conduct and make changes to it if necessary. Letting one incident slide turns into a slippery slope. All employees must be held accountable, regardless of seniority. Not addressing incidents is how toxic cultures fester. Some guidelines to ensure consistency include a) accountability, b) known consequences no matter how senior, c) offering employees a safe way to share their observations or concerns.  

First published on LinkedIn.

Leading Amidst Challenge

It’s no surprise to anyone that our world has changed. Notably, the way we conduct business and communicate. COVID-19 has undeniably adjusted how companies govern and the virus has been a source of stress for families – from unemployment to a fear of falling ill, emotions have stirred over these past four months.

As many companies looked to cut costs, headcount reduction was sizable. What’s more, teams were stretched thin regardless of an unchanged workload. When considering how to lead through a challenge, it is more amply clear than in previous taxing situations, how stress and limited resources can affect leadership. In observing team and management behavior, here are fundamental reminders for how to lead amidst challenge. 

Mentorship.

If you have a mentor, you know it takes work. Not only from the recipient to be receptive, but from the mentor: to engage, listen, and offer advice. As a leader, we must realize that it is our turn to pay that mentorship forward and actively engage – answering hard questions and offering support in difficult times.                                                                       

Self-Care.

I learned an important lesson during COVID: increased workload decreases the ability to govern effectively. This is why witnessing leaders through crises is a truth serum for their core self. Leaders are fully challenged when resources are scraggly, tensions are high, and economic fear ensues. In order to persevere, to remain constant, and to not spiral out of control, we must practice self-care. Daily meditation, exercise, and actively facing our own shortcomings is the path to ensuring that your team is cared for. Liken this to putting on an oxygen mask in a plane when needed; you cannot help others if you do not have an oxygen supply for yourself.

Recognition + Communication.

When a challenge is staring us in the face, we often focus on the task at hand, pushing personal feelings and emotional baggage aside. This, I argue, will only exacerbate discontentment, fuel hostility, and remove effective communication. The responsibility falls on you to pause, recognize your team for the work they are doing, and not take a back seat to communication. Easier said than done, I get it. But make an active decision, daily, to hear your team and resist the urge to put tasks before relationships, even if your day-to-day workload has increased exponentially.