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7/18/2021 Topic: Week 6: Inclusify: Leadership, Bias, and Beyond (Part 1)

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This is a graded discussion: 100 points possible due Jul 16

Week 6: Inclusify: Leadership, Bias, and Beyond (Part 1) Peter Ronayne

49 53

After reading and reflecting on chapters 1-7 in Inclusify, please review and respond thoughtfully to the following questions:

What does the mildly-awkward word “Inclusify” mean exactly? What’s the particular power and value in having a new term like this? What about leadership in 2021 and beyond make this especially timely?

Inclusifyers “don’t pretend that they don’t see race, gender, or sexual orientation as many people proudly proclaim.” What’s the downside of doing this? And what does an Inclusifyer do instead?

What about your personality traits might help/hinder you as an "inclusifyer"?

What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

Original forum posts should be a minimum of 500 words long. Successful forum posts draw explicitly, consistently, and thoughtfully on the week's material.

The two responses to colleagues should be at least 150 words each.

Main post is due Friday by 11:55pm; responses to colleagues/me are due Sunday by 11:55pm.

Forum grading rubric:

Criteria Your Score

Synthesis /40

Participation /30

Written Communication/30

7/18/2021 Topic: Week 6: Inclusify: Leadership, Bias, and Beyond (Part 1)

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(https:// Adam Black (https://hooslearning.instructure.com/courses/1731/users/1101) Monday

What does the mildly-awkward word "Inclusify" mean exactly? What's the particular power and value in having a new term like this? What about leadership in 2021 and beyond make this especially timely?

According to Johnson (2020), inclusify is defined as "to live and lead in a way that recognizes and celebrates unique and dissenting perspectives while creating a collaborative and open- minded environment where everyone feels they truly belong (p. xiii)." Furthermore, it's an action verb for wanting to be in and contribute to a diverse group of open-minded thinkers. The particular power and value in having a new term like this are that our world and the workforce seem to want everyone to think and act the same. Everyone is their own individual with unique traits. Inclusify explains how our uniqueness, along with belonging, creates a better and more collaborative work environment. In the year 2021, inclusify is particularly timely. Although there's still more work to be done, there has been a great effort for different races, genders, and sexual orientations to have a chance at leadership positions. This word explains what an environment should be like in the diverse world we are living in today.

Inclusifyers "don't pretend that they don't see race, gender, or sexual orientation as many people proudly proclaim." What's the downside of doing this? And what does an Inclusifyer do instead?

I believe the downside of not pretending to see race, gender, or sexual orientation is that people might only identify that individual as a whole, for example, their sexual orientation. Furthermore, people might have their unconscious bias affect their interactions with another. What an Inclusifyer does is that "rather than ignoring differences [they] create a team where everyone belongs because they know that acknowledging everyone's unique talents and perspectives strengthens the organization (Johnson, 2020, p.13)."

What about your personality traits might help/hinder you as an "inclusifyer"?

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Edited by Adam Black (https://hooslearning.instructure.com/courses/1731/users/1101) on Jul 12 at 7:46pm

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For this question, I'm going to refer to my Workplace Big Five Profile™ assessment results.

Personality trait that might help me as an inclusifyer.

For sociability, I scored high (prefers working with others), 56. I think this helps me to be an inclusifyer in that in order for people to feel like they belong and are included, you need to interact with others. We have to acknowledge everyone’s presence in contributions in order to be an inclusifyer.

Personality trait that might hinder me as an inclusifyer.

For change, I scored low (want to maintain existing methods), 37. To be an inclusifyer, I need to be more open-minded about new methods in order to collaborate and contribute to an inclusive environment.

What are some new ways we should all think about and merit and culture? What tactics for "managing meritocracy" and for "culture crusaders" might be most impactful in your leadership?

I think the primary way we all need to think about merit and culture is that there is no true perfect idea of how a culture should function. Culture is ever-changing and innovating itself to think more creatively and invent new things and procedures. In this idea of the evolving for the better lay tactics for "managing meritocracy" and for "culture crusaders" that might be impactful for my leadership. When it seems like someone does not fit into the culture, I need to not jump to the idea that they don't want to work here. I need to look inward at potential flaws in my own system instead of the outward flaws in others (Johnson, 2020).

References

Johnson, S. K. (2020). Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams. HarperCollins Publishers.

(http Scott Montgomery (https://hooslearning.instructure.com/courses/1731/users/2691) Tuesday

Great summary Adam, I love that your reflection recognizing what I believe too that there is no true idea of how a culture should function, That it is ever changing and innovating itself. I also appreciate how you recognized your big five profile and how it could hinder your growth. Recognizing is the first step to overcoming. It is a great place to start that change is a low score for you. Chang not coming easy for you or me was overcome by engaging others in dialogue and training. Theres no day one for subjects like these and to start the process is advancing. I was enchanted by a diversity "expert" I engaged who had

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first hand real world experience as a black woman when she explained to me a white privileged guy that the first step is to listen without judgement. Both of us She and I both had to listen without judgement and potentially apply what we had to share with each other to advance the ball.

(http Slava Akerman (https://hooslearning.instructure.com/courses/1731/users/1145) Wednesday

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Hi Adam,

Your post was a great read. Although I have to disagree with you on a few things. It has been a great effort for different races, genders, and sexual orientations to have a chance at the leadership position, but only considering that will hurt those individuals more than it will help them. As a leader, you have to know what you are doing and how to lead others. When a decision to promote and make you a leader only falls on race, gender, and sexual orientation it hurts the overall morale of others who were waiting for merit consideration. A friend of mine had that issue when a less qualified person was promoted to a director position, but that individual was clueless about how to lead a team or how to work on a team. The department as a whole suffered and the company will be a worse place because of that. Not to mention all the employees working under that director looking for other positions. So I do not believe that one should have an advantage over the other only in qualifications and fit for the job.

Thanks for your post,

Slava

(https:// Kimberly Brenneman (https://hooslearning.instructure.com/courses/1731/users/2693) Monday

What does the mildly awkward word "Inclusify" mean exactly? What's the particular power and value in having a new term like this? What about leadership in 2021 and beyond to make this especially timely?

7/18/2021 Topic: Week 6: Inclusify: Leadership, Bias, and Beyond (Part 1)

https://hooslearning.instructure.com/courses/1731/discussion_topics/24192 5/58

Inclusify is unlike any other term; it goes beyond including and diversifying audiences and is a collective approach to leadership. The word offers an automatic implication of value, appreciation of a group by engaged leaders. When many feel uncertain about their futures and worth, this expression provides a genuine idea that empowers individuals and can refresh how people are led now and into the indefinite future.

Inclusifyers "don't pretend that they don't see race, gender, or sexual orientation as many people proudly proclaim." What's the downside of doing this? And what does an Inclusifyer do instead?

To strengthen uniqueness, acting as though race and gender do not matter does not work; it does not promote integration or create healthy learning organizations; doing so can deny a person their individuality. Instead, recognizing the many diversities among the population generates necessary dialogue and fosters growth. Inclusifyers identify this weakness and create a balanced space and belonging.

What about your personality traits might help/hinder you as an "inclusifyer"?

My Workplace Big Five reflects current happenings pretty accurately. The Need for Stability resilience made me grin while I noticed my Extroversion and Sociability have changed dramatically as a result of recent exposure to negative sensory actions. I am confident that careful management of healthy Originality, Accommodation, and Consolidation will continue to propel my career.

I am intentionally choosing not to exhibit any salient traits in my office currently. Since recently transitioning into a new department after 13.5 years in another role, I am carefully approaching the politics of office life differently here. I am always sincere with my daily pleasantries directed at everyone equally, but I will avoid any future personal banter. I will always bring enough treats to share and holiday cards for all, but the residual negativity my former "leader" caused has been difficult for everyone to navigate. I try to keep a light yet realistic perspective, but she honestly tried to crush our camaraderie and spirits for pure egotistical self-gain. Much of the department recognized this as a toxic environment and have learned tremendously from the experience. My take-away is never to conduct myself selfishly and treat others with dignity and respect. This isolated approach will ultimately hinder me since I am hyper-aware of spending a decade around deceitful behavior. However, I was strong enough to maintain my composure, compassionate toward everyone in my office who endured, and competent enough to leave. For now, I can't see past this and do not feel as though I qualify as an inclusifyer, but I intend to keep this term available for later use.

What are some new ways we should all think about and merit and culture? What tactics for "managing meritocracy" and "culture crusaders" might be most impactful in your leadership?

7/18/2021 Topic: Week 6: Inclusify: Leadership, Bias, and Beyond (Part 1)

https://hooslearning.instructure.com/courses/1731/discussion_topics/24192 6/58

Edited by Kimberly Brenneman (https://hooslearning.instructure.com/courses/1731/users/2693) on Jul 13 at 7:36am

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Merit and culture are tricky. The adage that people shouldn't do things to get rewarded is only contradicted by incentivizing. I am a massive advocate for recognition from the bottom up; if someone does a good job, they deserve commendation. Any reward should be unexpected, not a mandatory caveat. And, you can never please everyone. We used to organize a service awards dinner for dedicated years of employment. Half of the people were thrilled to be invited; the rest complained that that was all they got. Since I am currently under new leadership, I do not yet know what programs they implement to promote morale, but I feel that the simple welcoming gestures thus far have been sufficient. Or, my former department set the flawed "meritocracy" expectations so low that I no longer anticipate anything.

Johnson, Stefanie K. 2020. Inclusify the Power of Uniqueness and Belonging to Build Innovative Teams. New York, Ny Harper Business.

(http Scott Montgomery (https://hooslearning.instructure.com/courses/1731/users/2691) Tuesday

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Hi Kimberely, I agree with incentavizing. If you get a minute to check out my company's recent culture shift here, http://worldgatellc.com/why-choose-us/ (http://worldgatellc.com/why-choose-us/) we are motivating ALL of our employees to consider new ways of supporting each other and out clients in our diversity and growth paths. Embracing the 12 key behaviors that are important to our culture and this assignment. Since there are 12 we were able to line each one with "Worldgate Way" and reward one fo the behaviors each month. We ask for employee nominations so its not just leadership that can promote the recognition but anyone who sees the behaviors demonstrated. We provide a $500 bonus to the recipients and acknowledge publicly the story that indicated that months "win". for the past 6 months we have gone to one nomination in January to over 15 last month and the content is creating the awareness for change that will be more inclusive for all. The content rich and the reward engaging and the "inclusify leadership" taking shape:>

(http Krista Gillispie (https://hooslearning.instructure.com/courses/1731/users/376) Wednesday

Kimberly,

I liked what you said about recognition being unexpected and not mandatory. I think it makes it mean more for the person when it is unexpected. However, I do think that some

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managers and even administration sometimes needs reminding of that. Many will choose to simply overlook the good job and staff members never get to hear anything positive. At least that's the case I have experienced and it really is detrimental to an organization when the employees don't feel appreciated.

You brought up a good point about how you've changed from recent negative activity around you. I have experienced this as well! Almost a little scary to see how negative environments can completely change a person's personality, but I have seen it both personally and professionally. Which is why I think it is deeply important for managers to pay attention to their employees and make them feel wanted and important.

Great post,

Krista G.

(http Lindsay Lancaster (https://hooslearning.instructure.com/courses/1731/users/372) Friday

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Hi Kimberly!

Great post! I really enjoyed reading your perspective on merit and culture. Of course it feels great to be recognized! Maybe someone had a great, productive quarter or just an awards ceremony to honor years of employment, like you mentioned are great ways to incentivize work ethic and productivity. Sometimes, I feel like this can be a slippery slope especially with the current Gen Z generation who are commonly (not all of them!) entitled. Being rewarded for a job well done is nice every once in a while, but when people are rewarded for just doing the job they were hired to do can be costly for an organization. This may also lead to an influx of work ethic and productivity because if there is a lull in their reward, they may not work as hard.

This is all just coming from me, where my area of expertise and setting don't get rewarded so my opinion may be completely off-based! Inclusify has definitely opened my eyes to a lot of leadership and subordinate behavior that I was unaware of and haven't experienced before.

(https:// Scott Montgomery (https://hooslearning.instructure.com/courses/1731/users/2691) Tuesday

7/18/2021 Topic: Week 6: Inclusify: Leadership, Bias, and Beyond (Part 1)

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Inclusify defines for me the change that is occurring culturally and within business that embraces differently all the varying attributes candidates and employees bring to the table. Uniqueness, Belonging, breaking Bias, culture crusade is all very important in today’s running of a successful company. For me the downsides are diluting the content through unconscious bias’s or just saying the change is being embraced. Words matter and context can often mask a truth about what is actually happening. Unconscious bias for me is a dangerous territory and one that needs to be understood and unpacked thoroughly and effectively before the notion of “inclusify” can truly be adopted. At my firm we embrace learning around unconscious bias and quite frankly it’s only been in the last year or so that my white, priveledged, male persona even learned what the term meant. I’m starting to see it everywhere now. I recall reading an article header that went something like, “Woman raped in man’s apartment after drinking 12 glasses of wine” sub or unconsciously holding victim somewhat accountable vs how a modern header might read more like, “Woman raped in man’s apartment.” 2021 sheds new light on this as the me-too movement and the brazen effects of police activities shine a public spotlight on the dangers of living in an old school world of thinking.

There is a downside to what Inclusifiers might pretend not to see because it will limit the power of diversity or sex if they act in a way that doesn’t acknowledge the differences or experiences. It pushes down the opportunity for growth if we dont acknowledge varying strengths and vantage points. Personally, I am amazed at what my corporate culture of inclusify and today movements are unpacking for me. I’m surprised everyday at what I don’t see but am lucky enough to get exposed to as a result of our management efforts to unpack and contually learn the word diversity. Im fortunate that my clients and wife and diverse circle of friends teach me what to pay attention to. Quite frankly though it is hard to put myself in others shoes, for example a women shoes because I will never be one, I can however continue to learn and grow and listen without judgement and appreciate what she/they can bring to the table/company.

At my company we have recently, perhaps in line with recent movements, have taken culture to the next level. Our employees were also curious about our culture and needed it named. Therefore we have realized we were likely not walking the diversity walk as much as we could and needed to take our leadership to the next level. We immediately outsourced advisors. We learned the biggest and first step from firsthand experienced diverse folks was to ‘listen with judgement’. We then adopted 12 behaviors our culture would like to see happening in alignment with our quest for improved diversity and inclusion. We actually named them. The Worldgate Way was born. http://worldgatellc.com/why-choose-us/ (http://worldgatellc.com/why-choose-us/) Next we rewarded our employees after peer nominations were submitted for having seen in the real world of doing business the behaviors we feel encompassed the progression. Ongoing we train our employees through scenario

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Edited by Scott Montgomery (https://hooslearning.instructure.com/courses/1731/users/2691) on Jul 13 at 12:31pm

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based, experiential training. We are learning from many diverse platforms and people and are led through this training by current experts with often times true diverse backgrounds.

We’ve already had a significant uptick in productivity. We’ve had employees feel more rewarded for their inputs (not only monetary prizes for demonstrated behaviors) but also success with clients deliverables and employee interactions. We are on a growth trajectory.

Johnson, Stefanie K. 2020. Inclusify the Power of Uniqueness and Belonging to Build Innovative Teams. New York, Ny Harper Business.

(http Kimberly Brenneman (https://hooslearning.instructure.com/courses/1731/users/2693) Thursday

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It sounds like your company is proactively tackling the challenge of being all-inclusive, and I commend you and your team for that. It also appears that you have a very balanced interpretation of how 2020/1 has positioned us and have responded most appropriately. You referenced being "in-line with recent movements" and "listening without judgment"- both excellent examples of how to move forward as a group. The noticeable productivity results from your efforts and will continue to thrive as long as you stay cognizant of your company's climate and cultural values. Way to be action-based rather than observing an issue and ignoring possible solutions. Hopefully, more companies will soon realize how meaningful support affects everyone as a unit. I also hope that your company continues to grow and thrive as deserving of any benefits from adjusting to sensitive subjects on a personal level. Great work, Scott!

(https:// Jen Collier (https://hooslearning.instructure.com/courses/1731/users/3264) Tuesday

In simplest terms Inclusify is the process of creating an environment that recognizes and celebrates diversity and the value diverse opinions bring to the team, organization, and life. By acknowledging our unconscious bias, we have the opportunity to learn more about each other authentically and leverage strengths of each person’s unique journey to create a more

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cohesive unit. The power of Inclusify is that it gives us a toolbox and roadmap, removing the fear and uncertainty around having sensitive conversations, instead of avoiding them and focusing on differences as a barrier to success. This topic is very relevant not only in a post “me too” world as the book highlights, but the overall political, racial, cultural, and social dichotomy that exists today in the United States.

Johnson, S. K. (2020). Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams. HarperCollins Publishers.

Turning a blind eye to someone’s race, gender, or sexual orientation means you are not truly seeing a person for who they are and forcing them to mask or hide a key element of their authentic identity. This creates isolation, fear, and shame, in extreme situations it can be a form of bullying. When people are not their authentic self, they are not able to use their authentic gifts. An inclusifyer recognizes their own unconscious bias and acknowledges that they don’t know. They ask questions from a place of wanting to understand and be better in the future. While they strive for equity and equality. they don’t treat everyone the same. Instead they recognize each person as an individual and celebrate diverse ideas and thinking. They seek out different points of view as a way to challenge traditional thinking and create strength. They don’t assume they understand why someone is saying or doing something they seek to understand. This provides a deeper connection and sense of collective engagement.

What about your personality traits might help/hinder you as an "inclusifyer"?

I tend to be open, I am comfortable sharing information about myself what motivates me and my own strengths and weaknesses. Likewise, I like to learn about the journey others have taken to bring them where they are today. This curiosity has served me well when creating relationships in all areas of my life, but especially as a sponsor and mentor on the Women in Tech diversity council at work. On my Big 5 profile, I am an Ambivert and Explorer. For me the Ambivert means I tend to trust others, am sociable and a team player. While the Explorer makes me open to new experiences and change. These attributes can help me as an inclusifyer. That being said, I have fallen into the pitfall described in the book of believing hard work is the key to success and not fully recognizing the extent of tailwinds and headwinds and how they help or hinder a person’s ability to succeed.

What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

Both Meritocracy Managers and Culture Crusaders have blind spots. While they believe they are doing the right thing, they are actually hurting the team and the overall organization. Often

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they use phrases like “they weren’t the best person for the job” or “they weren’t the right culture fit” to explain their own unconscious hiring bias. Both Meritocracy Managers and Culture Crusaders risk teams with low uniqueness which we know based on data makes them less inclusive, less diverse and less innovative. Some tactics that may help with these types of managers is removing names from applications to prevent unconscious bias, defining the hiring criteria upfront so they are consistently judging all applicants the same way. Instead of looking for culture fit or people that look and act like you, identify the diversity gaps on your existing team upfront. Finally, keep an open mind and actively listen. When someone unexpected comes in for an interview, find out what they bring to the table and why they think they are a great fit. You may uncover something you didn’t know was missing.

(http Krista Gillispie (https://hooslearning.instructure.com/courses/1731/users/376) Wednesday

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Jen,

I enjoyed reading your post and learning from your thoughts. I completely agree with what you are saying about turning a blind eye. I think this happens more than people even realize. Some might not even know they are doing it. It's my opinion as well by doing this you are degrading a person altogether by limiting their abilities. It's such a sad way to conducted business when including and embracing other's thoughts and perspectives can lead to an even better environment and more successful team.

I have always thought the term "finding the right fit" was just weird and uncalled for. I mean what does that even mean? The right fit for who? the interviewer? It's just a wrong way to think. Not giving people chances to lead, I believe has made the world lose out on potentially great leaders. Personally, I think it a cope out in getting the people they will most likely get along with because of personal reasons/expectations.

Great thoughts,

Krista G.

(http Slava Akerman (https://hooslearning.instructure.com/courses/1731/users/1145) Wednesday

Hi Jen,

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It was a great post I did enjoy reading it. I like how you out it as a "collective engagement" when approaching inclusive thinking about race, gender, or sexual orientation. But I do think that in a sense you create a new bias and confusion when putting those considerations into the mix. Especially when it comes to hiring someone for a position. Instead of making a sound decision to an individual's qualification, now you are more concerned about other things.

I totally on board about Meritocracy Managers and Culture Crusaders risking their teams with low uniqueness. But I do not believe people should be selected upon not only by their qualifications and achivemnts. Because this will only do misadjusted to the other team meaner who will have to pick up the slack. If you are not qualified for a position you should not be considered only because you fall under a specific category. This is great that the hiring manager removes all bias-related attributes and only considers the fit and/or qualifications.

Slava

(http Jagdeesh Bhattal (https://hooslearning.instructure.com/courses/1731/users/1090) Friday

Hi Jen,

I have heard the term "post me-too" are we really beyond that movement. I am a member of a golf club, and we had a young lady working as a cart girl, one day she asked to grab my clubs and take them to the cart for me. Me being lazy took advantage of the opportunity. She asked the next guy and he responded that no way should a female be carrying a guy's clubs. I so hate that attitude, the young lady was a rockstar keeper, about 6ft, and athletically strong. She was more than capable than either of us. But how do we get these guys to change their attitude when they think they are being chivalrous, but it really condescending or patronizing? I heard a dark joke about victim shaming women, on how they dress and act is too seductive for men, and that is why men sexually attack women. it wasn't worded exactly like that but that was the gist. the lady on the panel turned to him and asked if that were true, why weren't lesbians attacking these women?

I like the head/tailwind analogy. I a not unfamiliar with it, but it is a good analogy and important to keep in mind when making evaluations. I agree with your assessment for anonymity, but honestly, I still have a hard time with it. I have my biases which I have a hard time putting aside. I am impressed that you are on the council at work. I have been

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involved with DEI stuff at UVA and I know a couple of other ladies in the Charlottesville area that are supporting that cause as well.

A very interesting read.

Deesh

(http Adam Black (https://hooslearning.instructure.com/courses/1731/users/1101) 4:47pm

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Jen,

I, too I’m open about myself, including what motivates me and my weaknesses. However, I have a habit to not tell or display my emotions to others. I think this can help me in that I can have calm body language in a stressful environment but can also be a negative attribute, for example, not expressing my true opinions with others. I, too, used the Workplace Big Five Profile™ assessment results to understand what might help me or hinder me as an inclusifyer. Unlike you, I scored low as an explorer making me less open for change. Upon analyzing these results, I do see myself not being an explorer to new methods and are thankful that I can now try to change that. The first way I have been doing this is by talking more with other employees on how to solve specific projects or create new ones. Enjoyed your input, great post!

(https:// Krista Gillispie (https://hooslearning.instructure.com/courses/1731/users/376) Wednesday

What does the mildly awkward word “Inclusify” mean exactly? What’s the particular power and value in having a new term like this? What about leadership in 2021 and beyond make this especially timely?

Immediately the title “Inclusify” caught my attention in what the word meant pertaining to the book itself. Johnson (2020) defined it as, “to live and lead in a way that recognizes and celebrates unique and dissenting perspectives while creating an environment where everyone feels they truly belong.” () Just in reading that statement I knew it to be true. I think it's human nature to be wanted and to be a part of something you feel is important. The words “truly

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belong” stuck out at me the most. It is my opinion that most organizations do not accomplish this and therefore play a role in turnover rates. The value in this new term for leaders will hopefully bring light into how their employees are feeling or at the very least make them aware it exists. There is a lot to be said about belonging and uniqueness among everyone. In the new way of leading in 2021, there is a whole new generation of people who have shifted in what is important and how they feel important. We need to manage based on this. We need to be aware that each person brings something new and different to the table and can offer a newfound strength or weakness. Having a well-balanced culture will only strengthen a team.

The downside of not proclaiming they do not see race, gender, etc. can essentially make people feel as if they do not exist or that they have to change to fit into a certain group instead of standing out with their own uniqueness. If people must change for example the way they dress or speak, is in my opinion, degrading. While I was attending college getting my Associates's degree, I once had a professor give me a disk on how to “speak correctly.” I was told I had too much of a country accent. Of course, this did not make me feel very well about myself, but it is the way I grew up and certainly can not get rid of an accent I’ve had my entire life. I decided to push through it and that same professor gained more respect for me later. I think inclusifyer can sometimes not even realize that while they say they do not see gender, race, etc. they actually do but in a different way.

What about your personality traits might help/hinder you as an "inclusifyer"?

In looking at my results according to the “Big Five Profile,” I come out strong being a negotiator. I feel this can help me ease high intense situations and bring everyone back together as a team and compromise. After all, everything in life is some give and take. Another strong trait I had was consolidation where I am a focused individual. Which I find to be a very accurate assignment. It says that I prefer structure which is also true. I find if there is no structure then things can go off balance and it does not work out very well for anyone.

The part that may hinder me is isolation as I have worked alone for so many years, it's hard to get thrown into an environment where others are around. While I do not mind being around people and socializing, I usually prefer to do my work alone. Over the years trust with my organization has been low and therefore I have developed low trust as well. I am the type of person who thinks people should stay true to their word and when they do not trust becomes an issue for me.

What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

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Edited by Krista Gillispie (https://hooslearning.instructure.com/courses/1731/users/376) on Jul 14 at 11:34am

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I think having an open mind and being thoughtful towards other feelings can go a long way. Letting people be themselves and encourage creative ideas and suggestions. Creating an environment of different people is essential for growth. Companies need new ways of doing things, nothing stays the same forever. I also think that appreciation goes a long way. Most people do not need huge recognitions but just acknowledging a job well done is important. Employees need to know they are doing a good job and are being appreciated. My organization a long time ago use to provide free tea to all employees throughout the day. However, they have recently taken that away and it did not sit well with most people. Overall, I think management needs to be mindful of their employees in treating them in a fair respectful way.

Managing meritocracy is a fine line. This thought of "finding the right fit", or "best person for the job" only raises more questions to me and frankly never has set well with me. What do people mean when they "want the best". Best in what? No one posses perfect qualities in everything. Is it based on personalities? Those terms need to be thrown out the window and replaced by having an open mind and listen to new ideas for a better change. Most people do not like change, myself included, but I am able to recognize without change and new ideas we are doomed to fail. Developing a well-rounded culture will go a long way in being successful.

References:

Johnson, S. K. (2020). Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams. HarperCollins Publishers.

(http Lindsay Lancaster (https://hooslearning.instructure.com/courses/1731/users/372) Friday

Hi Krista!

I enjoyed reading your post! While I was reading your portion regarding your professor giving you a disk to help you change your accent because you have a Southern accent, it reminded me of two scenarios:

1. I'm from Georgia and attended college in Savannah, accents are thick down there and I had this preconceived notion (from my Northern family. Insert eye rolls here!) that Southern people were "dumb" because they talked slower. It's difficult not to develop at accent being born and raised in GA until I moved at the age of 22. Somehow I managed to keep a neutral accent and people remark often how surprised they are that I don't have a Southern accent when they learn I'm from GA. Now that I'm a military spouse and I've

7/18/2021 Topic: Week 6: Inclusify: Leadership, Bias, and Beyond (Part 1)

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moved many, many times I kind of wish I did have an accent to have some anchor to home.

2. One of my best friends was a news anchor for about 12 years, she is also from GA, and had adopted a Southern accent from also being born and raised there. Once she was hired for a news station in Illinois, they put her through vocal training to remove her accent so it was neutral on air. I felt sad for her because that was part of her identity and having an accent in NO way made her unable to deliver local news. Why this is the norm at news stations is beyond me, perhaps they should read Inclusify!

(http Alex Morrison (https://hooslearning.instructure.com/courses/1731/users/142) Yesterday

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Hi Krista,

I'm glad you brought up your accent, because I feel that the book didn't bring that point up much, but when we talk about pretending to be who we aren't, this is a perfect example. Think about the accents that folks try to ease up on, and which are ok. A British accent seems normally appropriate, in fact maybe even prestigious way to talk. A southern accent, not so much. How many POC in this class have been told or thought to themselves to speak less "black". I mean the sentence doesn't even make sense, what sound does a color make? Even folks with Boston and New York accents have to dull them out to avoid being thought of as poor or uneducated.

Solid perspective Krista, thanks for sharing as always.

Best,

Alex

(http Svetla Jacques (https://hooslearning.instructure.com/courses/1731/users/1052) 12:21pm

Krista,

Very thoughtful and thought-provoking post! I frowned when I read about your experience with the professor addressing your accent -- it is ridiculous. I can't qualify this as the professor acknowledging your difference and accepting it, rather as criticizing it. This

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Edited by Svetla Jacques (https://hooslearning.instructure.com/courses/1731/users/1052) on Jul 18 at 12:21pm

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particular example struck a note with me, as I can relate when it comes to speaking in English with a foreign accent. I already feel timid and uncomfortable speaking because of it, it would completely embarrass me, or make me even more insecure if a professor pointed out I do not speak with a proper English accent. What is that anyway? English accents vary from place to place, even within countries whose native language is English. This professor was not an inclusifyer, but I am really glad you were able to overcome and persevere.

Your accent is part of your identity, your background, your heritage.

Wonderful post!

Svetla

(http Kimberly Brenneman (https://hooslearning.instructure.com/courses/1731/users/2693) 12:48pm

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Hi Krista,

The term "inclusify" is genius and comes with a built-in positivity intended to inspire. As you referenced in your response, this idea is tricky to apply in real-life settings. It is virtually impossible to connect with it when other factors are seemingly "bringing you down," which eventually results in a high turn-around and affects overall productivity. When people leave, a company has to foot the cost of hiring and training new replacements, and if the pattern of not being inclusive repeats, then the same resentment will exist, and the pattern will continue. I have personally witnessed this cycle, and being the one to train, it can be frustrating knowing that the new hire is essentially temporary, as in they will leave too in a matter of time. However, "Inclusify" is an excellent template to practice that others might follow and potentially learn from by example.

Also, it is so unfortunate that a professor would ever suggest you should remove your accent in such a selfish act of unacceptance. I hope you retained your inherent dialect despite reviewing the recordings provided. On the flip side of having a "country accent," I moved to GA after living 30+ years in NoVA. I didn't learn until shortly after arriving that I have an accent, a northern one that has been commonly recognized as far as Denver. Who knew? :)

7/18/2021 Topic: Week 6: Inclusify: Leadership, Bias, and Beyond (Part 1)

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(https:// Slava Akerman (https://hooslearning.instructure.com/courses/1731/users/1145) Wednesday

According to JOHN W. ROGERS JR Inclusivity is “a pure fairness issue for all people to participate fully in our capitalist democracy” which creates a place that is accepting of everyone. This approach preaches that there is a place for everyone in every level, and in all roles. Inclusivity is an opportunity for a more diverse and progressive company. When you have people from different backgrounds, different ethnicities, and all with different life experiences, this will create a more unique and better way of thinking in a specific workplace. To have a term like this will make people think differently and more openly about co-workers. This will create a more open and diverse workforce. I think that the 21st century is ripe for accepting in dealing with that type of relevance at work. Today is more important than ever to collaborate in a workplace and include everyone.

Johnson, S. K. (2020). Inclusive: The Power of Uniqueness and Belonging to Build Innovative Teams. HarperCollins Publishers. Inclusifyers "don't pretend that they don't see race, gender, or sexual orientation as many people proudly proclaim." What's the downside of doing this? And what does an Inclusifyer do instead?

If an individual chooses to disregard race, gender, or sexual orientation it means that a person sees beyond those orientations, and maybe even looking at an individual. I believe that those attributes should not be of any consideration when looking to hire a new employee, and only qualification and fitness to the role should be considered. I would have to say that the downside to this is that individuals may trick themselves to believe that they do not see it, but unconscious bias is always playing a role in this situation. But I also believe that leads some decision-makers such as recruiters to preference one over the other. Which sometimes leads to the wrong person being hired for a position that one is not qualified for. I do agree that a more diverse workforce is a stronger one but when the wrong people get to be chosen just because of their race, gender, or sexual orientation can lead the company to a bad situation. I believe that they are misadjusted to people when they have a bias one way or the other.

What about your personality traits might help/hinder you as an "inclusifyer"?

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I believe that the consideration of race, gender, or sexual orientation was never a decisive or biased decision factor when working, hiring, or firing any of my employees. I am a strong believer in putting all the considerations of differences aside, if you are qualified you will prevail. I am a negotiator and never gave this a second thought when looking at an individual. I have to admit that since the movements started, I have been more vigilant in my approach to individuals. But I believe that this causes me to actually consider race, gender, or sexual orientation.

What are some new ways we should all think about merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

When approaching merit and culture companies and individuals should be careful. When companies are looking to hire or over-promote someone they should be looking only at the accomplishment and fit, not anything else regardless of the push from outside the organizations. When it's time to promote someone, it should be someone that has the experience and knowledge to perform the job and show results. I have the perfect example, a friend of mine working for a large employer in the town for the past 20 years, and he is an expert in his field. Recently a director position became available in his department, but instead of promoting him, they chose to cave to the pressure from outside and hire someone with no experience and no knowledge of that role. Not that department is in terrible condition; everyone that works under that leader is looking to leave. In the end, choosing to do a move like that will affect not only people working under that manager but the entire organization. I like the word that the book uses “meritocracy” which is the holding of power by people selected on the basis of their ability not any other consideration.

(http Teresa Ryan (https://hooslearning.instructure.com/courses/1731/users/249) Friday

Slava,

I agree that meritocracy can be a good thing so long as the right type of culture is being fostered in the company. I think this could give power to the wrong people if, as Johnson states, there is not a change in the higher up that feels merit may be based on something that would otherwise exclude someone. (Stated, CEO for example)

I am sorry to hear of your personal example you gave. I know so many who fill a spot based on pressure to make a choice that may not be what the job requires and really just

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checks boxes. That being said, this works both ways and can be detrimental to any company.

There are times however, when the role does require a certain gender or physical ability to be able to do the job at its fullest potential. There are also times when the requirements are over-reaching and good people with amazing talents get overlooked because they do not check a box. I am in this program to not only fulfill my own box but as well as the one my company has set for me. 20 years experience in this field working on all levels is simply overlooked for promotion if I do not get the degree that is not even in my field. I understand and appreciate education and yes, it is something I want to do for ME, but it can feel very exclusive without it working your way up. I know many people (baby boomers) who have made their way to the top without a college degree and do quite well, but those days seem to be gone.

(https:// Jagdeesh Bhattal (https://hooslearning.instructure.com/courses/1731/users/1090) Thursday

What does the mildly-awkward word “Inclusify” mean exactly?

My understanding of the term from the reading referred to individuals who were active in their approach first and foremost. They were individuals who understood that it was a positive to face difficult issues and have difficult conversations about different people. They recognized and more importantly acknowledged the differences in individuals. Their metrics went beyond purely empirical data. They looked at the underpinning reason for an individual’s success. The education example was great for me to illustrate this point. These are individuals who understood that language and more specifically verbiage matters. For me personally, I have a hard time on the field calling my players (if they are girls), calling them girls. It just comes out awkwardly. I find that my boy's team, I call them guys, and oddly I have been for years calling the girls team in by yelling “hey guys”. But I know this is important as it is dismissive to not respect people's culture, heritage, background, etc. I hope this is humorous, but I have lived in the U.K. when I was playing there. Try telling an Englishman and a Scotsman that since they are from the same island, they are the same. The beer will be running down your face pretty quickly. But if you understand the religious, and political history, you will understand why this is so important a difference for them, and for anyone from the Latin countries as used as an example in our reading.

What’s the particular power and value in having a new term like this?

I feel that it changes the dynamic of action and thought. The first ethos of the H oath is “do no harm”, which is all well and good, but the more positive approach is to actively “do good” This

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is a simple thought, but I have found it to be incredibly useful in my career. I can passively sit and not participate in bullying, or other destructive actions, and to my shame, I remember instances when I was younger when I did sit back and not intervene. But as I got older and realized that not everyone had the same coping tools or advantages I had, it made more sense to actively be engaged in the betterment of other people’s experiences. So to me, the term is active, it is positive and preventative.

What about leadership in 2021 and beyond make this especially timely?

In an increasingly smaller and smaller world, we are seeing more social movement. This means traditionally marginalized groups are increasingly moving into better jobs and careers and encroaching on the people who traditionally held those powerful positions. This is not just a race issue in the U.S. but also in India and China, with increasing open market systems, people from “lower” castes are given more prestigious jobs. There is significant immigration happening around the world. The soccer euros just finished, and the tournament was one of the most entertaining ones ever played. And if you look at the makeup of the teams of England, Germany, Italy, Belgium, France, etc. They were not a homogenous group of people except for their citizenship. And the game on display was very entertaining. Again, in our reading, it was consistently stated that multiple studies proved that diversity produces better outcomes. Anyone in a leadership position will need to embrace the changing demographics or they will probably fail.

Inclusifyers “don’t pretend that they don’t see race, gender, or sexual orientation as many people proudly proclaim.” What’s the downside of doing this?

I took this question to mean that the downside is not seeing color, gender, etc. Not recognizing the different makes it harder to empathize with those individuals. And to reiterate what I have said already a couple of times, ignoring an issue is not fixing the issue. Dismissing people’s differences (gender, race, color, etc. negates their life experiences good and bad. The loss of good ideas, or potential for personal growth. I have sat and met groups of people that have a singular belief, but when given more facts around a subject, they have a hard time changing their opinion because of their echo chamber. One person argued with me about vaccines, until I told her that it is a requirement to emigrate to the U.S. one must have their vaccinations. But living in a homogeneous society made it easy to narrow one’s worldview. The same will happen in a boardroom, people stay in their lanes, and stick with the tried and tested, missing out on innovation and efficiencies.

And what does an Inclusifyer do instead?

They will recognize and celebrates their uniqueness, by which they encourage diversity of thought and opinion. If you live amongst different people it will help to understand their perspective, their paradigm. This facilitates communication and problem-solving. If you know that an individual comes from a more reserved culture, then it is a good idea to be more

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tasteful in your humor. Or you know that you have to elicit the information from them as opposed to other individuals based on their background and not their intelligence.

What about your personality traits might help/hinder you as an "inclusifyer"?

I think that my heritage and background do help me naturally include people. My mother is from India, my dad was born in Malaysia, and I was born in the Philippines. I grew up In Canada, in various ethnic communities, and lived in England and Scotland for a period. Interestingly all my direct supervisors have all been women, and they have all been smarter than me. My downfall is that I don’t recognize all the others who feel marginalized. This past spring, I was asked to moderate some DEI discussions at UVA. I assumed they were going to be most prominently about the Indians and women who worked there, who are overwhelmingly the visible minorities. In minutes I realized there were so many other people who were not being heard, and I had completely missed their struggles. I have since changed y meeting styles to try and include more opinions, but it will be an ongoing struggle.

What are some new ways we should all think about and merit and culture?

Understand that diversity brings enhanced problem solving and solutions, it builds a better team. In soccer, we don’t find 11 perfect players we build a perfect team. That team consists of different skillsets. We need to look at complementary skills, not just the highest scores. My son is in his fourth year at UVA and will be looking for a career. He has been fortunate that many professional people have helped him build a well-rounded resume that is still strong, but not necessarily built to have the highest GPA, but makes him more attractive to employers in a new work environment. I am now giving the same advice to many young people I coach. Especially now in my department at UVA, the diversity in thought is so important. And to that point, simply being a different color is not indicative of the diversity of thought. We genuinely need people from different backgrounds and experiences, which develop different problem- solving skills to be the best team.

What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

I think the lowest hanging fruit here is to develop a matrix that has both empirical and nonempirical metrics. I have worked with the Anonymous resume process before, and it worked very well. I have found that openly discussing inclusion has been helpful in the workplace. I will be short here to cut the length of my response.

But on a different note, I read this and thought it was interesting but completely off-topic.

“individualism is essential to the American spirit” pg 7. I am not sure what individualism means in America or the people who say, it, But in my observations of the self-proclaimed freedom- loving, individuals, patriots, real Americans are not necessarily the most individual of people. I

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have never seen so many stickers, uniforms, emblems, symbols of a group in my life. I probably don’t understand what the connotation of the word individualism means in America, but if everyone every Sunday is wearing the same school colors, I think that makes you part of a group, or part of an HOA, or, or, or. Just a side note.

(http John Napotnik (https://hooslearning.instructure.com/courses/1731/users/1050) Friday

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Deesh,

In your response, I honed in on the power and value of inclusifying as being an active, positive, and preventative process. This was well said and poignant and I think you summed up Johnson's argument effectively. We have to actively seek out and acknowledge our implicit biases in order to understand ourselves and our perceptions. Then we need to change our behaviors and thought processes to ensure that people's personal/social identities (uniqueness) are positively celebrated and they feel like they belong and are engaged. The total process prevents people from feeling invisible, insular, or incomplete. Additionally, once we have identified and sorted out our biases, we need to redefine merit and culture to be moldable based on the people who come and go from our teams.

And your side note is indeed something to ponder, especially given your Canadian perspective (which I value and celebrate!) I think Johnson's use of the term reflects how one feels as a part of the collective, not necessarily who they associate with.

Great post!

John

(https:// Lindsay Lancaster (https://hooslearning.instructure.com/courses/1731/users/372) Thursday

To me, when I think of "inclusify", I am reminded of exclusion which can be detrimental in many settings (workplace, school). Being excluded in environments can be hurtful, depressing, and

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isolating. So "inclusify" means the opposite of that, have the empathy to include those that work around you despite their differences. The beauty in humans is that we don't all look or act the same, it gives everyone the freedom to be their most authentic, unique self. When people are different and unique, this can give a wide-range of perspectives, ideas, and innovations that can be ideal in a team.

There is a tremendous amount of power and value in inclusivity! Business, corporations, departments feel empowered when diversity is present and when minorities are included in meaningful discussions. Having a term like "Inclusify" can turn into a positive movement, for the betterment of the company as there are many pros to being inclusive.

The timing of Inclusify is pretty dang poignant. As mentioned by Johnson, the #MeToo movement was a major shift in inclusifying, recognizing that "rogues" might hold the key to successful outreach to demographics not previously reached, and opening the conversation to diversifying. In addition to that, the Black Lives Matter and the current news involving the Indigenous population, representation matters!

"Not seeing race, gender, or sexual orientation" doesn't embrace the uniqueness of individuals. It is essentially whitewashing different races, highlighting cis privilege, and dehumanizing other genders and orientations. When you "don't see color, etc." then you are not embracing the beauty of diversity. "It suggests that white is the norm and ideal" (Johnson, 2020, pg. 11).

Inclusifyers change their language, "if you start with the sense of curiosity about your team, you'll learn so much more than just the right words to use; you'll learn how to show your team members that they matter" (Johnson, 2020, pg. 82).

What about your personality traits might help/hinder you as an "inclusifyer"?

Growing up in metro-Atlanta, I feel like I have been exposed to diversity all of my life. With a large, Japanese distribution center in my town growing up, I interacted with many Japanese families at school, playgrounds, and extracurricular activities. Being 30 minutes outside of Atlanta, I was in the city most weekends where Black families shopped, gathered, etc. so seeing a different skin tone than my own was/is not a shock to me. My parents best friends were two gay men that regularly visited with us and their friendship brought so much joy to my family. So I would like to say that I am an Inclusifyer naturally because I was exposed at an early age, that not everyone is like me or looks like me, and accepting others will bring richness into your life.

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One personality trait that may hinder me as an Inclusifyer is that I try desperately to make people feel welcome and that their life (professionally and personally) will always be accepted. Sometimes, I try too hard making sure I use the most politically correct terms to address people, cultures, or situations. I never want to offend anyone if I use the incorrect pronoun, I don't want to call same-sex couples "partners" if that isn't what they prefer. In an effort to make others feel comfortable, I turn into an awkward person and I genuinely need to improve by off the bat, asking people what they prefer so that I don't make poor assumptions and mislabel someone.

What are some new ways we should all think about merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

Merit/meritocracy management can pigeon-hole a team/department/company into believing the "best" person for a job is the best performing. As Johnson mentions on page 47, some people can gain the experience or the credit without actually putting in the work, referring to the fraudulent college admittance scandals. Not only were the students given admission to an elite school that they likely didn't qualify for, they probably took away a spot for someone that was rightfully qualified but was denied admission.

Sometimes people that have experienced setback after setback are the most motivated people to perform. They have a drive to prove something. These people should not be doubted, instead perhaps given the opportunity to help a team soar.

Previously, my understanding of culture was a cohesion of a group of people, and that's mostly what culture is. But culture can lack evolvement and development when new people come aboard. It might be difficult for new people to feel accepted when a department feels like a clique.

Meritocracy managers and culture crusaders have some qualities that can be used to Inclusify their teams. Meritocracy managers are looking for the best people to fill a position but by tweaking this philosophy slightly, they can broaden their aperture to be more inclusive. See Johnson's chart on page 52. Culture crusaders have a deep need to curate a workplace culture, which can often lead to homogenous groups. Johnson suggests crafting 'culture crews'- "groups of diverse people from across the organization" (Johnson, 2020, pg. 93). Playing into the strengths of these types of managers can help diversify and Inclusify.

Johnson, S. (2020). Inclusify. HarperCollins. New York, NY.

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(http Teresa Ryan (https://hooslearning.instructure.com/courses/1731/users/249) Friday

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Lindsay,

I would agree with your version of inclusifying. It automatically brought up the word "exclusive" in my mind. This is a reminder that for so long and still, there are many being excluded from something. Whether it is color, class or sex, it exists. Johnson puts it very blunt, it is hurtful and isolating to not be included, and this goes for the workplace as well. The creating a culture can be bad or good, depending on what you are trying to foster. If the culture is to set a standard for acceptance and sharing, then it will hopefully flourish and show in your success but if it is to only worry about money first and work your people to death, you are likely fostering the wrong culture.

I have the same problem with wanting everyone to feel welcomed and heard. Sometimes this can be too intrusive for some people. And I need to work on also having things done my way. As long as the end goal is reached, I need to allow others to manage themselves and their work in a way that makes them productive and successful.

And can I just add, I LOVED THIS and am so glad you quoted it!!! "Not seeing race, gender, or sexual orientation" doesn't embrace the uniqueness of individuals. It is essentially whitewashing different races, highlighting cis privilege, and dehumanizing other genders and orientations. When you "don't see color, etc." then you are not embracing the beauty of diversity. "It suggests that white is the norm and ideal" (Johnson, 2020, pg. 11).

Making everyone feel the same is NOT the same as making everyone feel included!

Great post.

Teresa

(https:// Teresa Ryan (https://hooslearning.instructure.com/courses/1731/users/249) Friday

Taken from Merriam-Webster, the term means: broad in orientation or scope; covering or intended to cover all items, costs, or services; including everyone especially : allowing and accommodating people who have historically been excluded (as because of their race, gender,

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sexuality, or ability). Right off the bat, the words spoke to me. “The need to belong is so innately human that no one can deny it’s importance. On some level we all want to be accepted by others. So much so that social exclusion causes the same areas of your brain to light up that physical pain does.” (Johnson) Both inclusion and exclusion hold such a physical and emotional power on and by so many. I think the power the new term holds in our society is uplifting and humbling. It is an admittance, by which the definition by Merriam-Webster acknowledges, that at one point there was an exclusion of others based on some factor or judgment held by a person or group.

Leadership in 2021 hyper focuses on inclusifying for all the right reasons. For so long there has been a feeling of voices not being heard, not having a seat at the table, and not having an advocate. It is imperative that everyone feel a part of this world and it’s future that it holds. Decisions being made impact each person and family differently, we are not all the same and to have a voice is imperative.

I think pretending not to see a person for their individualism is just as bad as excluding them because of it. Acknowledging one’s individualism; their culture, race, religious beliefs etc. says, ‘I see you, and I want to include the talents and specialty you bring to the table.’ Johnson says that diversity is needed to drive innovation and I believe this to be so true. Without having differences of backgrounds, educations, cultures and experiences, it is hard to break through many problems without the insight from certain groups. I believe what I read from these chapters that our uniqueness is valuable and should not be ignored, overlooked or excluded.

What about your personality traits might help/hinder you as an "inclusifyer"?

I strongly believe some of my strong personality traits that help me as an “inclusifyer” are that I love to learn from others and their backgrounds. I truly listen to people when they talk and really try to see to it that everyone feels important. I almost became a therapist, but I do get too emotionally attached and changed directions but still serve as a public servant. We all have things to work on and are not perfect, so a trait that may hinder me from being an “inclusifyer” is that I like to have things done at my own timeline and also go by first impressions that may unintentionally exclude someone from my team. While it is not exclusive to a certain individual based on race, religion, age, etc. I can sometimes exclude people who may not have given me the best first impression and comes down to trust more than anything else.

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What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

New ways to think about merit and culture are to ask and involve your staff from the bottom up. Going right to the leaders can be such a disconnect in what truly needs to be done, and to see where some of the problems lies with not only morale but in the startup. Leaders can sometimes rely heavily on their subordinates to take care of the managing day to day that they are left unaware of issues that even exist if they do not make it up to them. Including everyone and fostering an environment where everyone feels they have a voice is important. Sometime more than a small raise. To know your voice is heard and you are making a difference can be a merit in itself. Managing meritocracy can be difficult, as each person may be different. You will have some who expect more all the time and feel that they are worth more than what is given, and others are happy with small praise. Because there is a gap in expectations, it can be difficult to manage. I say, listening is a big solution to this problem. Knowing what and where your subordinates come from can sometimes resolve those who feel like money is the answer. Maybe they feel like it is a trade off for their work when really, they want to feel more part of the solutions and know their contributions matter. Some people put a dollar amount on that if they are not recognized publicly.

I have two views in my life. One as a partner in my husbands’ business, and one in government. With the latter, my hands are tied as to what I can offer anyone walking in the door or someone who has put in 10 years. In the business we have more freedom to evaluate and give merit based on talents and performance. But in both we can foster an environment where voices are heard, and input is requested. This is key to keeping good people with a lot of talents. Most everyone pays you to work, so the environment can mean the biggest difference.

(http Alexandra Howard (https://hooslearning.instructure.com/courses/1731/users/1059) Yesterday

Hi Teresa!

Great post! I appreciated what you wrote about really listening from the bottom up. So often decisions are made without including lower organizational levels who really carry out many of the necessary tasks. Then later its learned that those decisions weren't so great or weren't executed quite right but had staff at lower levels had input, it could have made a world of difference. At the same time those team members being included helps the team on many other levels.

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I really enjoyed what you wrote about people not always necessarily having the raise be their primary motivation. That everyone is different and essentially learning those differences can go a long way. I've worked for a company that had made some changes and across the board handed out raises to acknowledge the challenges that resulted from those choices, just blanket raises, without still any real input to adjust the course of those decisions. Staff were still upset despite the raises and many found other jobs.

(https:// Lauren Irvine (https://hooslearning.instructure.com/courses/1731/users/1058) Friday

Inclusify is a word to represent empowering diversity. It means to live and lead in a way that recognizes and celebrates unique and dissenting perspectives while creating a collaborative and open-minded environment where everyone feels they belong. In 2021, we want to both stand out and fit in. We wish to be ourselves, but also part of a collective. Today, it is especially timely in leadership because more and more people who do not check the boxes of male and Caucasian are able to become leaders.

I have never liked when people claim to not ‘see’ race, gender, or sexual orientation. “Never trust anyone who says they do not see color. This means to them, you are invisible.” -Nayyirah Waheed Some people proclaim they do not see color to indicate they are not prejudiced and embrace diversity. Saying things like this is problematic to diversity and inclusion efforts. While the idea of not seeing these things may seem nice, it is inaccurate. If we all said “oh, I don’t see color” then no one would be able to move past racial biases. The goal is not to be blind, but to see and recognize these differences and even celebrate them.

What about your personality traits might help/hinder you as an "inclusifyer"?

Commitment – One of my personality traits that might help me as an inclusifyer is commitment. Inclusive people are committed to diversity and inclusion because these objectives align with personal values.

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Curiosity – Curiosity is key because we are all aware of the fact that in today’s world different ideas and experiences are crucial to allow growth. Inclusive people have an open mindset, a desire to understand how others view and experience the world. I often find myself asking my coworkers from other countries questions about what life was like there and how they do things differently. Asking questions and getting other people’s points of views allows one to understand where they are coming from or how their opinions and beliefs are influenced.

What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

Meritocracy Managers want to hire the “best people for the job”, but does little to appreciate the unique qualities of their employees or help them feel that they belong to the same team. Culture Crusaders focus on creating a team of like-minded people and ends up forgoing the benefits of incorporating different thoughts, perspectives, and backgrounds. When belonging and uniqueness exist, inclusion is encouraged and honored. We want to hire people who have faced challenges rather than only those with high test scores. Kids who have to pay their own way through college might take longer to finish school, but that says nothing about their intelligence or performance. It means they have navigated through multiple challenges and barriers. Which person do you want to hire? Persistence and creativity have a lot of influence on success.

(https:// Molly Fanney (https://hooslearning.instructure.com/courses/1731/users/2752) Friday

Stephanie K. Johnson’s term inclusify refers a leadership and management strategy in which a leader balances each team member’s unique perspectives and a team’s overall diversity with a collaborative experience of inclusivity and belonging. This term is powerful because it addresses the shortcomings and obstacles so many businesses face but do not fully grasp. Johnson presents a strategy that breaks down barriers and longstanding misconceptions about what makes an organization successful. She does so by encouraging diversity in the work place so that it more accurately portrays the makeup of our country while utilizing attention grabbing research to drive the validity of her argument home. Johnson is spelling out to any and all leaders that “inclusifying” is necessary to manage a successful team and gain a competitive edge. The United States will continue to become less white and it is doubtful that women will become a minority of the population. Groups that have been historically mistreated and have faced more barriers in their lives and careers for reasons outside of their control are finally able to present their authentic selves to society. Those who perpetuate a society in

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which people have to assimilate to cultural norms to survive are being pushed more and more to change their behavior. At the same time, while we have made a lot of progress as a society, Johnson’s outline of implicit biases, discrimination in the workplace and the incredibly difficult obstacles standing in the way of eliminating these toxic issues is truly timely. We still have such a long way to go.

The problem with pretending that race, gender or any other characteristic of a person that they cannot control is that it reinforces the idea that those characteristics set an individual outside of what is considered normal or accepted. It is one of the many behaviors that can make someone feel like they need to downplay their differences to fit in with the team. Instead, a leader can acknowledge and validate a person’s diverse perspective and uniqueness. Johnson believes that this is what makes each team member more valuable.

I believe that my communication style can be discouraging in a team setting. I am often the first one to speak and I voice my opinion frequently, often without considering that others have things to say that are as just as valuable or perhaps even more valuable than what I am saying. On the flip side, I love hearing other people’s ideas and tend to like them a lot more than my own. My assertive energy does come from a tenacity for solving problems and coming up with solutions. This unfortunately does not negate the potential impact. My attention to detail would be helpful in finding inequalities in the workplace and addressing them in a methodical and calculated manner.

I think as a society we need to change our thinking about what can be considered “merit.” What is listed on a job candidate’s resume does not ensure that they will be the best person for the job. Diversity and perseverance in life experience outside of education and the work place should be given much more weight. Lack of difficulty in life or unequal advantage and privilege need to be measured for what they are. We cannot keep pretending that privilege does not exist. Privilege plays a significant part in who is successful and instead should be viewed as a lack of experience, especially considering what we now know are the numerous benefits of diverse hiring. Anonymous hiring is truly a solid tactic to address “managing meritocracy” and “culture crusaders” as it eliminates the potential for bias and helps to ensure a diverse team. It is also important to create a list of criteria for hiring before the interview to prevent the influence of bias. Work place culture is so important, not only for the mental and physical well being of the individuals working there but is also determinate of that company's future.

(https:// Paul Roberts (https://hooslearning.instructure.com/courses/1731/users/1051) Friday

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I believe that this term reflects the social and cultural changes that we are experiencing. That we as a society are looking to be better at recognizing the value of being different and that uniqueness is better for all involved. Which helps create diverse work environments and perspectives that have traditionally been one sided. I think that having a term like this can be a great tool for the success of a business and society but it does come with potential pitfalls where some could go to the extreme – I have worked at an organization that refrained from addressing performance issues due to this – I think that if you want to have an inclusive organization you have to hold all to the same standard and not let bias swing freely. This term in 2021 comes at a point that is a tense point in history. Race, sex, and political issues across the globe have shown that we, now more than ever, need to have a better community and cultural connections.

You have to see this in a person – this is what makes them unique as human beings. Saying that you don’t see these things could not be more incorrect in society. These traits are what make us human. By saying that you don’t see this then what are you seeing them as? As the reading said – if you don’t see these traits then it is like saying they are white. While I don’t agree with that default meaning I understand what the intent was – removing the traits of a person, the color of their skin, sex, religion, and saying you don’t see those things then what do you see? As an inclusifyer you welcome these traits that make up this person and you look at their experience, the culture they are potentially coming into, and you make a decision based on the uniqueness and qualifications of the individual.

What about your personality traits might help/hinder you as an "inclusifyer"?

I think that me being a preserver and negotiator are ones that would help me. I tend to try and fully understand the goals and desired outcome to then build my team and process around that – pulling the team that I feel has the best chance for success. Tied with a negotiator, which is about the team success it does play into my devil's advocate trait that many have said that I have.

Ambivert is where it would hinder – when issues come up I tend to fix them myself and do not approach or include others.

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What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

Well best fit for the job and best fit with the culture – these seem so far apart but in reality; they go hand in hand. Knowing what culture, you want within your friend group or workspace should be clear. Do you want independent workers, well then hiring an extrovert that loves working in teams or group projects might not be the best fit but does fit in the company culture? So, for me defining what is key and needed for the role and then looking how they fit culturally within the group or org. I have always tried to balance these and fill one part pretty completely – good culture fit with baseline qualifications would be paired with someone that had the qualifications but not the best culture fit and then compare best overall growth potential and trainability.

(https:// Svetla Jacques (https://hooslearning.instructure.com/courses/1731/users/1052) Friday

I was pleasantly surprised by the term. It is appropriate, and effective combination of diversifying and including, particularly in the modern business world. It “implies a continuous, sustained effort toward helping diverse teams feel engaged, empowered, accepted, and valued” (pp. xiii). It empowers team members with the sense of belonging, allowing them to participate, be innovative; it gives them a voice. It is that compassion that we talked about in Level 5 leaders that is present, which also creates trust. This is especially important today, when we hear from many marginalized communities, asking to be heard. We have progressed (although not quite there yet), I am not sure we can ever go back. What I liked reading the most are the various case studies Johnson relies on, especially when data shows the successes of the inclusifyers.

I think this is the point Johnson is trying to make – we should not pretend that people who are different than we are do not exist, nor should we make them “be like us”, rather acknowledge and appreciate their identity, heritage, background or race. I agree that when we try to

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overcompensate for our lack of understanding, perhaps, we end up sounding worse, rather than simply asking questions respectfully about the person’s background. Inclusifyer keeps an open mind, but also knows he/she does not know everything and is willing to learn from others. “Inclusifyers know that their words matter, and they work to learn to communicate more effectively” (pp.82).

What about your personality traits might help/hinder you as an "inclusifyer"?

It really has taken me a long time to blend into a different culture – the American culture. I say this only to point out that I grew up in a very homogeneous culture and race. I did not have the exposure to “different” not to mention that I also grew up in the tail-end of communism. When Johnson talks about “unconscious bias” I know exactly what she is referring to, although, I only see it now looking back. I am very grateful that I have lived in a very diverse area for most of my adult life, which has widened my outlook, mainly due to the great diversity around me. I actually see how different my kids are wired from an early age, and they correct me sometimes, when I say things that they think are bias even though, I think at the time, I am not being bias. The best trait I have is that I listen to people, at work and outside of the office. I found this to have made me more understanding, open-minded, less judgmental and accepting. My favorite part of the book thus far is the examples she gave about jets vs. airlines and the Windstream. I have often given my kids my own analogy of the same example, but I use runners – I often ask who would have performed better, the kid who started 10 yards behind, or the kid who had an advantage starting 10 yards ahead, but they all ended at the finish line at the same time? We also don’t know what life obstacles people have had to deal with to get to where they are, and we, the students at the BIS program are a perfect example.

What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

Johnson provides some really great examples other people already implemented, and those are the anonymous interviews. The point to be made, though, is that we should include people on our team that come from various backgrounds, diversify our team, which inevitably allows for different ideas, rather than groupthink. As for culture crusaders, that probably follows more in teams where people are less diverse, and allow for "fun to become dysfunctional."

(http John Napotnik (https://hooslearning.instructure.com/courses/1731/users/1050) Friday

Hi Svetla,

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I also enjoyed Johnson's example of the jets vs. airlines. I am sure many of our peers have felt similar, but I have always felt that because I don't have a degree, I have had to work extra hard to advance in my career, personal life, etc., much like your runner starting ten yards back. Johnson's personal reflection about her own tailwinds is how I have felt my whole life. Divorced parents, grew up damn near impoverished, had to work through high school and my first go round in college, etc. The last couple years in the BIS program, I have had a chip on my shoulder, thinking to myself I am earning my degree despite all these unfortunate events. However, after reading Johnson's, I had to reflect on my own tailwinds; and probably the most impactful of all is that I am a white male in America. I have not had to face the challenges that women, women of color, and people of color have had to face, nor will I likely ever have to. I am very interested to read the rest of the book to see how I can further change my perspective, behaviors, etc. to fully embrace and celebrate others who are different from me.

Thanks,

John

(http Alex Morrison (https://hooslearning.instructure.com/courses/1731/users/142) Yesterday

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Hi Svetla,

100% agree "inclusify" is a good term, but boy is that asking a lot. I work in finance where my company of 150, I'd estimate 120 are white males between 30 and 50. I'm dead center in the middle of the majority, yet even I walk into so many situations struggling to feel unique and included. It takes a significant amount of confidence to be able to stand out as unique without been outcast, but from your perspective, I'm sure you see that in just about every aspect of your job. I've come to grips that I can't change the environment in total, but I "inclusify" my team in hopes that others see our firm as a place where women or people of color can flourish. Just the simple fact that I have a woman strong enough to take a job where she is the only woman in the group will hopefully bring other women who apply to want to actually take the job. I'm lucky to have a woman willing to take that chance, as so many feel excluded from a group like this, but because of her confidence, I think others have been able to feel comfortable in our group as well. I know you work in a legal firm which has the same extreme example of diversity exclusion, would you be more willing to take a job at a firm that has a diverse group than others? I know the easy answer is yes, but I'm asking because some see that as competition.

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(http Svetla Jacques (https://hooslearning.instructure.com/courses/1731/users/1052) 4:12pm

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Alex,

Are you hiring? :)

Jokes aside -- I understand what you mean -- just because we look alike does not make us all the same, we all have different backgrounds, upbringings, and beliefs. It is true, certain fields of business tend to hire similar employees (I think Johnson mentions that in the book as well) and those norms are hard to break. I actually had to think about your question for a bit, whether or not I will take a job at a more diverse office than other. Yes, competition perhaps is a factor, but I think, personally, it comes down to my own having to prove something to myself, so it may be seen as competition. As I get older, though, I tend to have a much broader outlook, such as what will this mean for me and for my long-term goals? Undeniably financial compensation is important, but I also find that job satisfaction is a big factor in my decision making process. I recently saw a quote from Adam Grant, "Everyone you meet knows something you don't -- and has wisdom from experiences you haven't lived. Every conversation is a chance to learn something new." So, considering a more diverse team is not a bad idea.

Svetla

(http Alexandra Howard (https://hooslearning.instructure.com/courses/1731/users/1059) Yesterday

Hi Svetla!

I liked what you wrote about where you're from compared to where you've lived in your adult life!! Plus mentioning the Windstream analogy!! I thought about that too. I'm from Fairfax County Virginia and I felt that was a big plus for me having grown up in a highly diverse area as well as being exposed to so much culture in DC and in a good school system.

I found myself reading the Windstream section looking back on my life at struggles but also what propelled me forward that may not have helped others. Honestly at times I felt being a woman was in my favor and at times a hindrance. I felt very judged as being friendly and nice when I was interviewing for management positions and I felt it had a lot to do with my gender and I had to extra prove that I could handle not always being nice. At

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the same time, when I did get promoted there was a lot of conversation about having more women in leadership roles. It has made me continue to feel the need to prove myself though. So good and bad!!

(https:// John Napotnik (https://hooslearning.instructure.com/courses/1731/users/1050) Friday

According to Stephanie K. Johnson, “Inclusify” is the process of “living and leading in a way that recognizes and celebrates unique and dissenting perspectives while creating a collaborative and open-minded environment where everyone feels they truly belong” (Stephanie K. Johnson, Inclusify, p. xiii). The power of inclusifying can transform a company’s culture, in that all perspectives are intentionally sought after and heard, allowing the most innovative and creative solutions to emerge in an environment that engages all employees. The value is that this heightened level of engagement, in turn, drives performance, causing companies that have highly engaged workforces to outperform competitors by 147 percent (Johnson, p. xiv).

Clearly there is an economical benefit to inclusifying, however, the social benefit is even greater. Johnson discusses the recent impact of the #metoo movement on business and how it has forced leaders across all industries to regroup, rethink, and realign their priorities. Throw in a global pandemic and a new Civil Rights Movement of sorts, and the result is an American (and global) consumer base and workforce that is more “woke” to the cries of marginalized communities demanding inclusion and equity. Additionally, social media fuels the national dialogue on particular issues faster than it ever has before, often forcing the hand of companies to adopt more inclusive policies, or suffer the consequences of socially conscious shoppers and investors.

The downside of ignoring the traits that define our personal or social identities is that it actually can be hurtful to people of color, women of color, and women. As Johnson argues, not seeing race means, “I don’t view you as less than; I see you as white” (Johnson, p. 10). For

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many people, these traits add to their uniqueness and distinctly diverse perspectives. Johnson’s ultimate point is that a person’s identifying traits can add value to a business for the reasons listed in the previous question.

Instead, inclusifiers celebrate uniqueness and foster a culture of belonging. The graph on page 13 of Inclusify is simple, yet pertinent for leaders to understand. If an employee’s work environment does not celebrate belonging or uniqueness, they will feel invisible. Too high a focus on belonging but not high enough on uniqueness and the employee will feel incomplete, where they might be able to fit in, but not as their true self. Too high a focus on uniqueness but not high enough on belonging, and the employee will feel insular, where they do not fit in, but people know the real them. It is only the combination of high and equal focus of both in which the employee feels included, valued, and accepted (Johnson, p. 13).

What about your personality traits might help/hinder you as an "inclusifyer"?

From the Workplace Big 5 report, I had a very high 62 under the Accommodation trait. I believe this helps me as an inclusifier it explains that adapters are accepting and as team players. This is reinforced under the subtrait A1 – Other’s Needs, where my behavior towars others comes from a place of genuine care.

However, under the Need for Stability trait, I scored high on the Worry subtrait. I believe that this could hinder my ability to be an inclusifier due to being afraid to engage in fearless conversation surrounding tough issues. Johnson’s argument is that an inclusifier fearlessly engages in these dialogues and does not pretend to not see color, gender, etc. (Johnson, p. 10).

What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

I will admit that the chapters on meritocracy and culture hit close to home. I have been the leader who says I want to the best candidate based on merit and for that reason I pretended not to see personal/social identity traits. The reality is that as Johnson states, Meritocracy Managers justify a lack of diversity (usually unintentionally) on their teams as an unfortunate part of the process (Johnson, p.47). I have also been the leader who has fought to preserve “our culture” and have had team members who did not fit within the cultural mold. The justification was because everyone got along well and we accomplished objectives together.

That’s not to say merit and culture are not important, but I think Johnson is calling us to redefine and rethink the terms. Can someone earn merit through life experiences rather than college degrees? Or can someone add to the culture of a workplace by bringing diverse perspectives not similar to our own? The answer to both questions is yes and inclusifiers think and act this way.

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Going back to the personality traits from the previous question, I think Johnson is spot on when she discusses the importance of language. Leaders need to know when their language is off. I tend to be very careful with what I say and do with my teams (Big 5 confirmed it), yet I have moments of candor when I feel comfortable enough with certain individuals. In these moments, I naturally gravitate toward my male team members to talk about sports, weekend activities, and more. I can see how this behavior can be counter-inclusive and I will work to show more moments of candor to all members of my team.

(https:// Pamela Witt (https://hooslearning.instructure.com/courses/1731/users/147) Friday

In.clu.si.fy - verb: "To live and lead in a way that recognizes and celebrates unique and dissenting perspective while creating a collaborative and open-minded environment where everyone feels they truly belong. (Stefanie K. Johnson, p. xiii)" Corporate culture tends to be exclusive and bias towards heterosexual white males according to Johnson, a bias that has left many people feeling that do not belong like women and minorities. Good leaders are inclusifyers and they tend to make everyone feel welcome creating a environment where everyone feels they belong to and where they uniqueness is appreciated and sometimes seen and as an asset.

In chapter 2, Johnson provides an example of interviewing someone with a big scar on their face, as we attempt to avoid looking at the scar at all cost, our brains tricks us into actually looking at the scar even more. The same goes with race, gender and sexual orientation, everyone can see it and it needs to be acknowledge in a positive way so everyone can organically incorporate into an inclusisying environment. Saying: "I don't see color" for example, can give the impression that some skin colors are wrong and actually create a sense of inadequacy. An inclusifyer would acknowledge everyone based on their merits, innovative ideas and unique capabilities in a positive, respectful and motivating manner while embracing diversity as well.

What about your personality traits might help/hinder you as an "inclusifyer"?

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I tend to be very chatty and enjoy asking open/ended questions to get to know people, whether it's a professional or casual environment and I also respond with insightful answers. This has helped me to build a foundation of trust and know people strengths and weaknesses as well as revealing my own strengths and weaknesses to others. I try my best to make sure everyone is heard and gets a chance to pitch in their ideas and opinions. There is definitely room for improvement and I have never been in a leadership position at work but I have every intention of being and inclusifyer if the opportunity arises. As for now, I would consider myself to have some inclusifyer traits that I try to exercise at school and my current position.

What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

"Meritocracy Managers hold the ideal of merit above all else and therefore try to hire, promote, and reward based on performance alone. (Johnson, p. 45)" and a merit focus manager "Wants to hire the “best people for the job” but does little to appreciate the unique qualities of his employees or help them feel that they belong to the same team. (Johnson, p. xvii)" Merit alone is great but some managers can miss out on the innovation and the power of diversity, new ideas from different people drive innovation and push companies forward towards the future and stay a vanguard. Johnson states that "Diversity improves decision-making by removing dead zones in your organization. (Johnson, 47)" Embracing different cultures is embracing new points of view and new ideas.

"Culture Crusader: Focuses on creating a team of like-minded people and ends up forgoing the benefits of incorporating different thoughts, perspectives, and backgrounds. (Johnson, p. xvii)" potentially missing out on fresh ideas and innovation that different cultures/diversity brings to the table.

Johnson, Stefanie K.. Inclusify. Harper Business. Kindle Edition.

(https:// Daniel Lepore (https://hooslearning.instructure.com/courses/1731/users/1683) Friday

Week 6 - Inclusify - Dan Lepore

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Inclusify represents the process of taking including deeper than race and gender. It means to move unconscious biases into conscious thoughts so behaviors can be examined and changed. Inclusify means to dig deep and understand people, where they come from, their culture and customs, and how diverse experiences bring unique perspectives and talents. Inclusify means to take all this information and set a course of action that builds a culture of belonging where people feel safe and willing to express their thoughts and share their talents.

The new term, Inclusify, moves people away from using inclusion, which people often define as equity based on race, gender, and disability. Inclusion is a noun meaning something is accessible, that all can participate. Inclusify is a verb, meaning a deliberate and ongoing action to empower people, not just to show up and have a spot to participate but to contribute using their unique talents and perspectives. The action of Inclusifying is to shape an organization that continually learns about each other, and precipitates belonging through embracing difference and uniqueness.

Today, the world seems divided on almost every front. While "every" might be an exaggeration, there does seem to be an intolerance of differences. People seem more interested in promoting their beliefs, their actions as correct and worthy, but if people embraced differences, they might find their lives enriched, not diminished. In 2021, to perform well as a society, we need to shift towards a culture of belonging.

The downside of ignoring race, gender, or sexual orientation is it strips away people’s uniqueness, it takes away the essence of the individual. By ignoring race, gender, or sexual orientation, we give the impression that we see everyone as generic, as simply a sheep in a flock. People long for acceptance. They want to be valued for who they are. Ignoring a person’s fundamental characteristics sends the message that we see them exactly as ourselves. Stephanie K. Johnson, Ph.D. writes inclusifyers celebrate differences in race, gender, or sexual orientation. They build belonging around those differences by valuing input, pulling out the strength in uniqueness, and fosters the use of perspective and talent in active contribution. The inclusifyer moves away from assimilation, and values uniqueness.

What about your personality traits might help/hinder you as an "inclusifyer"?

I am a social person, and my personality test revealed a high affinity for extraversion. This trait helps me as an inclusifyer because I get people talking and I am comfortable being open and vulnerable. People will talk openly to me and share stories about themselves in return. I am empathetic by nature and often think about how others feel. This comes out frequently when I interview candidates and manifests as kind words which make the candidate feel welcomed,

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comfortable, and valued. While empathy helps me as an inclusifyer, my snap judgments and assumptions for how people “must” be feeling, hinder me. For example, it sometimes stops me from asking if the candidate is comfortable, I simply assume they are not. I could be perceived as condescending, which is not an inclusifying action. My personality test scored me very low when caring about others' needs. This means I need to be careful that I don’t gloss over differences, and I need to take the time to draw them out. While I might be good at engaging people to express their differences, I could fail to take action to build belonging since I might not personally need it.

What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

Merit, if defined as being worthy, capable, or qualified, often falls under a clouded lens. Value is placed on traditional accomplishments such as education and experience. Today, we need to examine what Stephanie K. Johnson, Ph.D. terms as head and tailwinds, meaning how hard someone worked to get where they are today. We need to see the other merit “badges” people carry based on their experiences, the ancillary events that made them more resilient, more capable, more qualified than someone who appears equal on paper. Culture should be shared by diversity, by celebrating differences, not as the mold, the one right answer, to shape an organization. Culture should grow organically through diverse perspectives. Core values can serve as guardrails, but a diverse implementation of those values can shape culture. For example, if the organization values honesty, the diverse culture may implement that by both speaking truth and calling out lies. While the culture crusader looks to mold one thought, the inclusifyer embraces both.

(https:// Dennis Wilson (https://hooslearning.instructure.com/courses/1731/users/2706) Friday

In Stephanie K. Johnson’s book, “Inclusify,” she introduces us to a new leadership concept with a catchy phrase: Inclusify. For Johnson, the word “Inclusify” is not as simple as settling for diversity in the workplace. The word is meant to drive leaders and peers to recognize and accept individuality and uniqueness in the workplace to build and innovate teams. Not just include a person and not accept them for themselves. However, as Johnson says, to do this, one must turn their unconscious biases into conscious biases. And this would require leaders to accept that everyone is unique in their own way and can bring their different cultural perspectives and beliefs to the team to enhance the team. Though, it is important to note,

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abandoning your unconscious biases may not be as easy as one may think because there are several leadership traits associated with leaders that keep them from simply accepting individuality in its pure form. For instance, the Meritocracy Manager, Culture Crusader, Team Player, White Knight, and Optimist to name just a few personality traits mentioned by Johnson.

First, it is important to note that Johnson’s word, inclusify, is catchy, but powerful. This is of value because it directly appeals to a person’s strongest decision-making drivers. What I mean by this is, when you hear or read the word, inclusify, you think of the word inclusiveness. This is genius in that the word automatically gets leaders thinking about being inclusive, but since the word is not simply inclusive, they can deduce there is more to the word. Through natural curiosity a leader is driven to define Inclusify through Johnson’s works.

Second, Johnson’s concept is timely for leaders in that society is presently dealing with racism, gender inequalities, and a slew of other Civil Rights issues. For instance, the reasons there are Black Lives Matter protests, LGBTQ marches, women rights protests, and other Civil Rights events happening almost daily in the United States. And because of these issues, leadership must recognize some of their employees may be impacted by these very events. This is where Johnson points out that leaders need to address their own unconscious biases and implore empathy amongst the ranks.

However, although inclusifyers do not pretend to not see race, gender, or sexual orientation, this could be a hinderance to them if they do not actively facilitate an atmosphere where everyone’s uniqueness is accepted. In fact, an inclusifyer could have well intentions in this instance, but inadvertently undermine the people they are trying to promote uniqueness and belonging in. Moreover, inclusifyers can posses the traits mentioned in the beginning of this post. They could be a Meritocracy Manager, Culture Crusader, Team Player, White Knight, and Optimist, which comes with its own set of problems if not checked. But this is where an inclusifyer can find success. They can be successful by recognizing their traits and asking their employees for direct feedback. Feedback does not have to be one on one; it can be one on fifty so that nobody feels singled out in anyway. The purpose of this is for self-reflection and to let the employees know you care about them and their individual needs.

Unfortunately, one of the worse traits mentioned by Johnson is the Meritocracy Manager. A Meritocracy Manager selects individuals based on their abilities. The main problem with this is, cultural biases may hinder a leader’s ability to fairly asses a person’s ability. For example, inherent biases like believing certain races are less valuable, lazy, or not worthy of merit in general may come in to play. Moreover, a leader does not have to be racist or sexist to inadvertently assume certain types of people in the workplace have greater ability than others (e.g., white male compared to other races and genders). In this instance, the leader may reward a person for their abilities but not recognize other’s values and strengths. Just because a person did not produce the greatest number of sprockets does not mean they are limited in their abilities and should not be rewarded. For this reason, Johnson believes leaders

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must be open minded to see past rewarding certain individuals based on their perceived abilities or value they bring to the team. Because if they do so, they could cause further divide and exclusion amongst their workforces. Similarly, a Culture Crusader may have a similar impact. Sure, some individuals may thrive off a Meritocracy Manager’s recognition and this may be valued by some, but you may inadvertently forget to recognize people on the team who are putting in similar efforts day to day but not producing similar results. With the Crusader, these individuals tend to seek out certain cultures which could have the similar benefits mentioned with the Meritocracy Manger’s effort, but again, they could cause further division amongst teams as they forget about other cultures on the team. For both a Meritocracy Manager and Culture Crusader, the best thing these types of leaders could do is to choose other methods to create a sense of belonging and uniqueness amongst all team members instead on focusing only on a person's abilities or culture, which by no means, are the characteristics of a true Inclusifyer.

(http Jagdeesh Bhattal (https://hooslearning.instructure.com/courses/1731/users/1090) Yesterday

Hi Dennis,

Though I agree with your sentiment generally, I find it hard to broad-stroke everything and agree. Heck, I disagree with myself on the limited amount I can write down. The nuance of this conversation is so varied and interesting. For example, if the position required a black and white sales position to a certain demographic, let's just say suburban Richmond. I think in this case meritocracy would be the best choice. But then we can argue what is the best choice. :) for example, a Muslim woman would probably not be well received in that community, in terms of buying a sprocket. Anecdotally, my father passed away when I was 18. When we moved to Ottawa, My mother and I and went house shopping with a couple of Aunts. The real estate agent kept talking to me, even though my mom was buying the house. Of course, we found a different agent ASAP. So was he right, he didn't understand the audience. which is a roundabout way of me saying that I think we need to look at the desired outcome and then determine what is the best approach. Ugh, I hope that was somewhat articulate in the least. Anyway, this is just for discussion's sake.

Very insightful, good post.

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deesh

(http Dennis Wilson (https://hooslearning.instructure.com/courses/1731/users/2706) Yesterday

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Good afternoon Jadeesh,

Thank you for your response and honesty. I think where meritocracy fails in your scenario is for the same reason Dr. Johnson ends up pointing out about herself and the neighborhood, she chose to live in. Interesting enough, I believe what she ends up concluding about the situation kind of applies here. Though you are ABSOLUTELY right in that there are challenges in society right now. I think Johnson makes a great point about society when she scolds herself for not practicing what she preaches by not helping to break barriers by promoting “Inclusify” in society. So, if you apply what she is saying at that point whether we think it is realistic or not, at some point, if we are going to be an “Imagined Community,” then it should not matter who is selling me anything from a business if we all become “Inclusyfyers.” I hope this makes sense. I am basically saying that by making our leaders “Inclusify,” this should overtime extend to the community. It might not be in our lifetime after events over the last four years have proven, but we can hope, right? Of course, this has been proven to be easier said than done.

(https:// Tiffany Richardson (https://hooslearning.instructure.com/courses/1731/users/283) Friday

Inclusify is defined in the book as, “to live and lead in a way that recognizes and celebrates unique and dissenting perspectives while creating a collaborative and openminded environment where everyone feels they truly belong.” This is a great term for 2021 because there are so many diverse perspectives. It is a time where everyone is encouraged to own their reality and personal perspectives. Others are encouraged to respect the diverse differences that exist among others. Workplaces are focusing on increasing diversity among

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their employees and creating cultural awareness as to include everyone in an inclusive way. The power of this term is in the inclusive nature that encourages one to “live and lead” in a way that acknowledges and respects alternate perspectives all while working toward the common goals within the organization. It is term that encourages fair treatment, no matter what background or experiences might have molded you.

An inclusifyer sees the differences and respects the uniqueness that person may provide. Typically, an inclusifyer is interested in other’s perspectives and ideas that are unique to their culture, upbringing, or experiences. Diverse perspectives are encouraged as they provide different points of view for the same subject that may not have been thought of. The downside of pretending you don’t see race, gender, or sexual orientation allows you to overlook the good and unique qualities that each of those different areas brings forth.

What about your personality traits might help/hinder you as an "inclusifyer"?

My personality allows me to be fairly good at inclusifying and welcoming others, but I can’t become uncomfortable when things stray too far from what I am accustom to seeing and working with. In the book, examples were offered as to how I might respond if confronted with something unique that isn’t well understood by asking to learn more about a person and their perspective, or background. This is a great way for me to learn enough background to become more comfortable. Knowledge is always helpful when navigating uncharted territory.

What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

Merit, as shown in the college scandal, isn’t always as it seems. There are many people who have gone to the most prestigious schools, graduating with honors and awards, only to not have a single clue what they are doing. Many times, if a company is hyper-focused on merit, they miss some really good candidates. On the other hand, it is important to have someone who fits your company. It helps with team building, morale, and overall employee satisfaction to have people who mesh well together.

In my leadership, it is important to have a little of both merit and culture. Within radiology, we work as a team and at time elbow to elbow, or even closer. When working in such an environment it is important for your teammate to understand your needs and expectations as well as have the knowledge to complete the task. When hiring into our department, I always give the applicant a chance to shadow. This allows an opportunity for the applicant and the other technologists to get an idea of the new personality that may be joining their team. I

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receive feedback from all parties and watch interactions for good connections, comfort, skills, and knowledge. Both, merit and culture, are important when deciding who is fit for our team.

Johnson, S. K. (2020). Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams. HarperCollins Publishers.

(https:// Chanthang Ney Oliver (https://hooslearning.instructure.com/courses/1731/users/1010) Friday

Prior to this week, I hadn’t heard the term inclusify. Inclusify means that people “don’t pretend that they don’t see race, gender, or sexual orientations” but it’s also the process of “reinforcing uniqueness and belonging”. It’s really difficult to simplify the meaning of inclusify but that difficulty in trying to simply the definition is part of why it’s a powerful new word. This word was able to encapsulate the current issues and desires of society. The current wave of awareness is the use of proper pronouns. The uniquesness is that people can chose how they want to be addressed and as inclusifyers, we acknowledge that need and create a sense of belonging for the individual. Thinking of my own experience in leadership, this word couldn’t come soon enough. Leaders not only faced challenges like race, gender, and sexual orientation, but there was the addition of politics in the workplace. I used to caution against discussing politics in the workplace, but given the right environment, this can increase diversity amongst team members. It also provides insight into each individual and can help build trust amongst the team. To me, inclusify means acknowledging and integrating all of these topics into a workplace that fosters acceptance and belonging.

It’s hard for me to find a downside to inclusifying, but perhaps not pretending to see race, gender, or sexual orientation can create an unconscious bias. The example of screening resumes with male versus female sounding names indicated that we immediately form an image or a bias towards a candidate. One could think that a female sounding name might mean that the candidate could have children and she might miss more time from work than a

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candidate with a male sounding name. To avoid this, an inclusifyer would need to acknowledge the uniqueness of each candidate but base the decision on appropriate metrics like experience. This process requires you to be conscience of your bias and can take some time to become a habit.

What about your personality traits might help/hinder you as an "inclusifyer"?

I believe my eagerness to want to learn about people helps me as an inclusifyer. I like to hear about their background and what makes them tick. But, the downside to my curiosity is that it may appear as being too invasive. Its certainty not intentional and I can get carried away with some many questions. I wasn’t aware of this trait until I become part of the leadership team. For starters, there are certain questions a manager can ask employees so that was helpful in learning how to change me approach to learning more about people. I’ve also learned to be mindful of my tone and to watch for body language.

What are some new ways we should all think about merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

The book describes a majority of people using meritocracy and I was one of those people who believed that if you work hard, you earn more. But I understand where this thought process can prevent you from being an inclusifyer. The bias that meritocracy managers tend to use creates homogenous teams. A tactic that can be used to prevent meritocracy is to “change our language to subvert mental barriers”. This allows managers to not just find the best people but to see how a candidate might add diversity to the team even though they might not have met all the other requirements.

(http Dennis Wilson (https://hooslearning.instructure.com/courses/1731/users/2706) Yesterday

Good afternoon Chanthang,

Great points about Inclusify. Reading your post made me think of a couple things when you mentioned there being no downfalls to the concept. When you read Dr. Johnson’s story, it is true that is sounds magnificent. However, I think where things become complicated is, first getting someone to recognize their unconscious biases. I think it is easy to say you will, but people are people. What I mean by this is, we live in a democracy where people are free to be who they are. And certainly, this is what Inclusify is all about. Being accepted and being able to present your true self. But let us be honest here. Yes, Dr. Johnson uses an example of a racist, but, if a racist were being his/her true self, what would that translate to? What if everybody in the office were racists except two

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people? So, for me, I think this is one issue I have with the concept in that Inclusify means allowing everyone to be themselves no matter if you are detrimental to society. It is funny because some of my friends who happen to black have said, they would prefer racists to open. However, I am not sure they really want that mess in the workplace. Do not get me wrong, I understand and believe in what Dr. Johnson is saying. I think it is wonderful, but I hesitate to think all people would truly open and recognize their true biases. And, if they did, what would this look like for some of the most extreme people (e.g., racists, sexists)? What if a mass majority of them in one workplace accept their biases but do not change? I know this is long winded, sorry. But the other thing I wanted to say is, Inclusify also relies on a person to first recognize their conscious biases, but then also change their leadership traits. For example, they are being a Meritocracy Manager, Culture Crusader, White Knight, and/or optimist. For some, this is easy. For others, I think this will require a new soul.

Anyway, take care!

v/r

DJ Wilson

(http Svetla Jacques (https://hooslearning.instructure.com/courses/1731/users/1052) 1:25pm

DJ,

I see the point you are trying to make, but without becoming too philosophical, I think this is exactly the argument Dr. Johnson is trying to make when she talks about these unconscious biases, which by the way, are very conscious, especially racism -- no human being is born racist, or hates another person automatically -- they have learned it somewhere or somehow along the way. So it comes down to opening our minds a bit more, as we grow and become more accepting of other people. My understanding of Johnson's theory is that we come with traits that are given, like our race, our background, our gender, etc. The way we feel about people are things we have learned as we grow, but the point is, we can "unlearn it" if we are a bit more open- minded. When she talks about people being themselves at the office, I think she is referring to a person of color not having to act like a white person, and a woman not having to act like a man in order to fit in, or succeed. If there are openly racist people at the office, they may (eventually) change their minds, if they are exposed to more of "the different" or other races. Sometimes, being raciest is simply due to lack of knowledge and exposure, or lack of understanding and/or fear. Also, as Johnson mentioned in her book, it will get harder and harder for businesses who are

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homogeneous to succeed, as more awareness is spread and as more businesses are becoming diverse and inclusive (well, in North America and Europe anyway).

Great discussion point!

Svetla

(http Dennis Wilson (https://hooslearning.instructure.com/courses/1731/users/2706) 4:20pm

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Hello Svetla,

Yes, that is exactly what Dr. Johnson is saying. In fact, she goes into this even further when she points out her own living current living conditions. My question here is, sure, you can hope someone opens up about their biases and suddenly becomes conducive to an environment where "Inclusify" thrives. However, what happens when you recognize your unconscious biases but nothing changes. I guess what I am trying to say here is, you can lead a horse to water, but it does mean they will drink. Just because someone knows they are racist does not mean they want to change.

Do not get me wrong, I believe everything Dr. Johnson is saying, but I am also just trying to be the Devil’s Advocate and say, I am not convinced this is easy for everyone to do. For some people, it would take an extraction of their entire soul. And yes, they may not be able to get away with not conforming at some fortune 500 company, but what about some company in rural West Virginia (just random location) where a group of people do not care about being racist. Not sure you are just handing these people a paperback copy of Inclusify, and they have an epiphany.

Great concept like I said. I think this is possible in a lot of workplaces. And I hope it adopted in society in general.

Anyway, great discussion here!

Thank you for your response!

v/r

DJ Wilson

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(http Svetla Jacques (https://hooslearning.instructure.com/courses/1731/users/1052) 1:03pm

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Hi Jen,

I can attest that you are definitely and inclusifyer; I have worked with you and have been your teammate for the past two years in all of our business courses, plus some others. In retrospect, the fact you asked questions and wanted to know more about each of us, made you compassionate, rather than intrusive. I have to agree with you on the current wave of awareness bringing to light much of what we used to leave behind the door, or avoid talking about thinking this is just "too political". However, because of this awareness, I have learned more about other people that are not like me; I find myself being less judgmental, more inclusive and open-minded as I learn more about challenges other people have faced, and are still struggling with. I am still learning though.

Great post!

Svetla

(https:// Alex Morrison (https://hooslearning.instructure.com/courses/1731/users/142) Friday

“Inclusify” means promoting the power of diversity. There is a delicate balance between wanting to be included as part of a team, but also standing out as a unique individual within the team. For a white man such as myself, I try to stand out as unique in some situations, but fall into the “boys club” in others. I have not had balance both all the time like so many people of color or women do in everyday life in the corporate world. As a leader, I have found that the term “Inclusify” is about helping others allow their diversity to be an opportunity to engage in a different perspective, not something to be ashamed of or hide from others. In 2021, it has become even more important to allow everyone to feel comfortable in what they believe. Having different perspectives on a subject can cause conflict, but open conflict that leads to discussion and ultimately a collaborative decision on how to move forward.

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When we pretend we don’t see race, gender, or sexual orientation, we are doing a disservice for two reasons. First, if we treat everyone as if we’re all the same, then we are treating everyone as if they’re white males, implying that being a white male is the standard. Second, all things being equal, you….well, that’s the point. All things aren’t equal. If we ignore the diversity of others, especially in hiring, we may miss out on some significantly underrated talent. A white man who graduated top of his class at UVA and a WOC who did the same will not be looked at as equals. What is insane is that the hurdles a WOC would have overcome just to get to the same point, they almost assuredly worked harder to get where they are, all things being equal. As a team lead and supervisor, I was most definitely guilty of treating everyone the same, and thinking I was doing them a favor. It wasn’t until I had the responsibility of direct reports, who’s success or failure was entrusted to me, did I begin to have what I thought were very hard and uncomfortable conversations. What I learned is that most moments at the office for most of my team are uncomfortable, and showing myself as vulnerable, embarrassed that I didn’t know what to say or how to go about it, actually helped relax them going forward. I have since gotten better at these conversations, and I have made it a point to ensure that every member of the team feels comfortable at the table for who they are, and for what their own experiences can assist in accomplishing the task at hand.

What about your personality traits might help/hinder you as an "inclusifyer"?

I have what I like to call “projected empathy” (trademarked, patent pending). What I mean by this is that I want everyone everywhere to feel comfortable, confident, and happy all the time, and the office is no exception. For example, if someone said something wrong, or were accidentally unprepared for a meeting, or hell, in the wrong meeting all together, I can’t handle the level of embarrassment they are feeling. They aren’t showing it, but they are obviously dying on the inside. It’s the only thing I can focus on at that moment. Reality is, they’re likely fine, or even better, had no idea anything happened worth being embarrassed about in the first place. It’s in my head because that’s the way I would feel if it happened to me, but I’m projecting it onto them. So I guess you could say that situationally this is a hindrance, as I am emotionally prototyping others, but that same level of empathy helps me build trust within the team. I have been able to create an environment within my team built on honesty and trust. I look at every individual on my team as a peer, where all have as much input into any project as myself. I expect the same out of each of them. Now that it has been established with six people, I feel like it has become our “culture”, meaning if someone leaves, their replacement will step into an environment where they can give input on day one. They had to come from

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somewhere, meaning they have experience in something. They are able to feel included as contributors out the gate, and they train faster and add more value because of it.

What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership

Being that I am the only one at my firm (of 150 employees) without at least an undergrad degree, I understand the importance of looking beyond what the piece of paper says. Johnson alludes to the idea that people of color and women are likely more valuable at the same level due to the amount of effort it took them to get there, and I see that time and time again with my hires. I personally feel like because I don’t have a degree, I have to work twice as hard to prove I deserve to be there. For that reason, I look mainly for soft skills when interviewing. Technical skills speak for themselves, and accolades don’t mean much when I decide on a new hire. Meritocracy has never been on my radar. That’s not to say I’m free of bias. In some ways I’m likely biased against the high-achievers.

(http Adam Black (https://hooslearning.instructure.com/courses/1731/users/1101) 4:25pm

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Alex,

I like your term “projected empathy” for the sharing of emotions of another. I, too, get this feeling from time to time at my workplace. Usually, for me, it happens when we have our weekly Medicare meetings and the individual of the week is explaining the up-to-date information for each patient. Also, it happens when we have care plan meetings with the patient’s family or legal power of attorney. This can be and positive but also a hindrance. As you say, it builds trust with others but also reduces the focus on our tasks. I think to have the perfect balance of “projected empathy,” you need to be able to have psychological safety. As we have discussed this semester, psychological safety helps provide a collaborative environment where people are not afraid to share their genuine opinions. With psychological safety, “projected empathy” can display trust without hindering our own tasks. I enjoyed your discussion, great post!

(https:// Robert Brown (https://hooslearning.instructure.com/courses/1731/users/1085) M

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Friday

Offering a recalibration of the commonly perceived tenets and underlying (but often, poorly executed) purposes of corporate diversity efforts, Johnson’s creatively-minted term “inclusify” provides an instructional new perspective on how (and why) organizations can (and should) honor diversity within their ranks, while also holding strong to a shared and cohesive sense of organizational identity. Melding the seemingly divergent ideals of heterogeneity and solidarity, Johnson makes clear that groups can be united in their cause, while also broadly diverse in their makeup.

In the readings thus far, I have been impressed by the skill and candor with which Johnson tackles the subject and cause of diversity, which in less capable or astute hands can often be given to esoteric and somewhat nebulous musings about the general “good” of diversity (which I obviously, wholeheartedly and nonetheless support). Not to turn this discussion response into a book review, but I think that her efforts go beyond simply extolling the “virtues” of diversity—and advance into an examination of its true and measurable advantages—is imperative to the extent this book hopes to challenge the thinking or conventions that often inhibit, or outright thwart, the need for diversity within various organizational enterprises.

As a minority who has experienced many circumstances or encounters similar to those described in the book, I also appreciate Johnson’s anecdotes about diversity challenges she has endured in the workplace, or that can be otherwise be imagined for others. For 2021, and in the post-script of a year spent under a pandemic and highlighted by social justice campaigns, we perhaps find ourselves at a place in history where corporate organizations are ready, like at no other time before, to give true heed to the necessity of diversity. However, ffforts to “inclusify” cannot start -- or end -- simply with the rote implementation and reluctant adherence to enterprise policies that are, ostensibly, meant to encourage diversity—but rather, must be founded upon a genuine empathy for the struggle, and strength, of diversity.

As Johnson points out and reiterates within the book, the intent of an Inclusifyer should not to ignore the diversities among the individuals that make up an organized body or enterprise community, but rather give proper recognition and respect to such individuals—and grant them latitude and agency within the organization whereby their experiences, talents or perspectives can be best utilized as the group proceeds towards its specific goals or seeks to uphold its mission statement or aspirational ideals. As a matter of both practicality (and perhaps cynicism), the notion that leaders are or should be blissfully incognizant of the diversity of

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those persons who comprise an organization is quite passe and outdated. Failing to recognize, respect--and ultimately utilize—the full array of skills or perspectives that a diverse team can bring to a goal, cause or campaign is, in fact, a waste of resources. Additionally, as Johnson points out, the explicit recognition of those differences between yourself and others is imperative for any form of empathy to exist between such parties. Empathy is predicated upon mutual understanding, and to overlook the distinct characteristics, experiences or challenges that others, unlike ourselves, bring to an organization, will also inhibit the true “inclusification” of such persons.

What about your personality traits might help/hinder you as an "inclusifyer"?

Again, as a minority, I think my own personal experiences involving encounters with bias, or feelings of being excluded, make me highly cognizant (and indeed, painfully aware) of how such practices or circumstances can deeply harm not only those subjected to such actions or situation—but also, the damage that can be suffered by an organization whose leaders, or majorities, engage or allow such practices.

What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

Johnson raises some interesting points about “merit” and does well to question the commonly accepted, but frequently deceptive, foundational premise of this concept. At first blush, the notion of a meritocracy seems both quick fair and noble. So often, we picture a vetting process based on “merit” as a fair and appropriate counter-response and safeguard against prejudice within the workplace. However, and as with so many things, we must stop to consider how, even with the best of intentions, our ideals and unconscious biases might unfairly influence our own calculus for merit.

(http Dennis Wilson (https://hooslearning.instructure.com/courses/1731/users/2706) Yesterday

Good afternoon Robert,

I like how you have laid this post out and included your own hurdles. Also, I too really enjoy reading Dr. Johnson’s, “Inclusify.” What I specifically like about the Inclusify concept is that the result is for people to feel comfortable in presenting their whole selves to everyone in the workplace. And to do this, you must create an atmosphere where you are promoting belonging and uniqueness. I truly dig this, and I hope it’s something that society in a whole would adopt. However, I know that is better said than done. Another thing I find fascinating about, “Inclusify,” is that it not only pushes people to recognize their

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unconscious biases, but also lays out, there is still work to do. Now that you have recognized your unconscious biases, now work on your leadership trait/style. Whether you are a Meritocracy Manager, Culture Crusader, White Knight, Optimist, etc. Just a few leadership styles/traits Dr. Johnson goes into. You must mentally apply yourself to understand as an individual how you are impacting your team with these traits. I loved this in the book.

Anyway, take care!

v/r

DJ Wilson

(https:// Alexandra Howard (https://hooslearning.instructure.com/courses/1731/users/1059) Yesterday

Inclusify is a term that explains what some leaders are able to accomplish. They’re able to make their team members feel included in the group, feel that they’re an important part of the team, able to acknowledge differences while making those differences something that can be celebrated. I think having a term like this gives leaders a goal to aspire to. Leadership in 2021 makes this term especially timely because we’ve had an emphasis and shift toward inclusion. We no longer want to separate based on differences but acknowledge and promote our differences as key factors that make us better teams.

Those who don’t claim to see race, gender or sexual orientation are ignoring often parts of people that they identify as. In addition not seeing facets of people ignores the good that can come from being a particular race, gender or sexual orientation. The good from experiences and different perspectives that can bring insight to the team. An inclusifyer understands that people are all different and those differences create a stronger team. Acknowledging, accepting and celebrating our differences

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creates understanding, builds strong relationships, promotes team building and sharing.

What about your personality traits might help/hinder you as an "inclusifyer"?

I think my generally calm and patient nature help make people comfortable and able to open up. I tend to hear everyone’s thoughts and opinions and frequently point out differences and give examples of how those differences help our team because we all have strengths and weaknesses I do think that my personality being more understanding than other managers our staff has access to creates a situation where I’m often overwhelmed with communication. Instead of the state being split I have lots of staff that migrate into my hemisphere where they don’t belong. That could be seen as good and bad.

My traits I had were extroverted and social. I also was high in tact. I think these three are inclusifying traits. I always think of how I’m going to craft my response in many situations because everyone is different. I’m very outgoing and social, in the middle of all the staff keeping up with everything going on.

What are some new ways we should all think about and merit and culture? What tactics for “managing meritocracy” and for “culture crusaders” might be most impactful in your leadership?

I thought the section on merit was very interesting. It really made me think about my life and the pros and cons that I’ve experienced. I think merit is very relative to the person and the advantages they’ve had in life. It’s not as simple as everyone having a level playing field. It’s very hard to judge. I also thought at first that I was a culture crusader but as I read I wasn’t sure that was a good thing!! I don’t want everyone to be the same but I do want people to generally get along. I read these chapters the week before last and this week that we’ve just had has been very challenging for me at work. I’m not sure this applies but I think it does. I had a staff member who has had an issue that others have picked apart and criticized. The couple staff members who were relentless – I spoke with them this week about all the pros that the other team member brings to the table and how helpful those pros have been for them in particular. Essentially bringing to the forefront their differences and how together we work well as a team. It’s been night and day since we spoke. Essentially I think keeping these themes in my mind has been very helpful.

(http Tiffany Richardson (https://hooslearning.instructure.com/courses/1731/users/283) M

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Alexandra-

Great insight on the material this week. I was unfamiliar with the term inclusifyer, but after reading it in the chapter, you summed it up well. I agree, the shift right now is for inclusion and focuses on promoting the different perspectives that each person is able to share with the team. Together this creates a stronger team that if it were bias to just one perspective without seeing all possibilities. It is important to be an inclusifyer so the team is strengthened by the different ideas, perspectives, and experiences.

I, too, am often sought out by the team to talk and work through difficult situations. As you point out, this is a good and bad trait. I find that sometimes I am behind in my work because of helping others work through the situations. I like that they are comfortable enough to come to me, but also feel like I'm the problem solver instead of them critically thinking through situations. Thank you for sharing the example from work, it is completely relatable. Luckily, once you help the staff appreciate and see the positivity in the differences things usually change for the better.

-Tiffany