We have seen the workplace evolve considerably year over year and attitudes to flexible work and remote work have shifted. The workplace is no longer defined as a physical maze of cubicles with the hope of one day getting a corner office. Workspaces are meant to be somewhere you can plug in for the day, whether it’s at your company’s offices, the comfort of your home or the nearest coffeehouse.
With multiple generations occupying this expansive cross-border and virtual workplace, more often than not, it’s easy for teams to become split between “insiders” and “outsiders.” So how can we as inclusive leaders get the best out of people if insider and outsider dynamics that have plagued working culture still persevere?
People can easily be alienated, be left out or feel that they don’t belong once they have no face time with their supervisors or begin operating on different working schedules. It’s part of being a transformative leader to support different working styles and schedules so insider and outsider dynamics don’t have an opportunity to develop.
Insiders in your organization feel supported, dictate the norms to their comfort and benefit tremendously from unconscious bias and the halo effect. On the other hand, outsiders can often feel that their contributions are not always valued, understand there is a group identity that they may not fit into and be negatively impacted by unconscious bias.
We have come a long way in recent years in the area of conscious inclusion, but we are very well aware that we still have a long way to go and there is not a one-size-fits-all solution. You can improve your recruitment practices, internal policies and communications; however, if people irrespective of diverse working styles, schedules, skills and backgrounds do not feel part of a team or feel left out, you are essentially hindering your team’s performance.
Part of having an inclusive culture that does not allow insider-outsider dynamics to persist is creating an environment where people feel involved and included. Here are some basic fundamental guidelines for achieving this.
Step 1: Assess the time you connect with your team and question whether it can be better leveraged.
If you are currently managing a team that works virtually part-time or full-time, question whether the number of calls or in-office meetings and their duration is designed to get the most or, better yet, the best out of people. Is there any pre-work included that highlights what people are working on to make sure that people are in the know of what is going on across all workstreams?
Step 2: How often do you conduct one-to-one meetings? Nurturing connections build a strong sense of belonging that leads teams to collaborate more successfully. Creating those moments of open dialogue and small talk fosters long-lasting retention.
Step 3: As basic as it sounds, keep a team calendar that you circulate monthly. This allows people to not only be transparent about when they will be out of pocket, but also highlights their authenticity and who they are and what they care about. If you are leading a team and say you do not wish to be disturbed on Thursday because you will leave early to see your child’s concert, do not underestimate how empowering it can be to your team by making them aware they can do the same. Also, consider putting everyone’s birthdays and anniversaries on the calendar to create a whole new sense of belonging.
Step 4: Prioritize recognition. When people on the team do something outstanding, make it a point to recognize their efforts privately and also on team calls and communications. Remote workers are often cut out of the public praise that makes people feel recognized and appreciated.
Step 5: Be a connector of people. Purposefully group team members together to complete tasks and workstreams in order for them to connect more often. If you have someone on the team who is new to the firm or early in their career, make sure they are not only connected to the team, but also aware of the key people in the organization. If they are experienced enough, ensure they have the opportunities to connect with leadership outside your department.
To be a truly transformative leader, be mindful of the insider-outsider dynamics that can leave people feeling like they don’t belong. By recognizing all working styles, schedules and team members as individuals, leaders can overcome challenging dynamics to create opportunities and a sense of belonging for all.
