Will Schultz, noted consultant, facilitator, author and founder of the encounter group movement tells us there are three phases to establishing effective relationships with others: inclusion, control, and openness. Each one of these words has other terms that help us understand its essence or importance. The word “inclusion” has as its underlying meaning “significance”. That is, in order to become included, you must first feel significant. If you don’t feel included, Schultz would contend, you might feel insignificant. Webster defines “significant” as having or expressing meaning, often hidden meaning; to be important or weighty.
A few months ago I was sitting in a seminar conducted by Bruce Tulgan, the guru on generational differences.
He was talking about the group known as Generation Y (those persons who were born between 1980 and 2000) and why they feel they need the corner office right now instead of working their way up the ladder. Driven by a sense of guilt over the effects of divorce, etc, the parents of Gen Y (the Baby Boomers) sent their children to counseling. Here Gen Y learned they were significant and of value so when they show up on the job they expect to be treated accordingly.
Further examination of this topic reveals that it isn’t just Gen Y that is concerned about significance. Zig Zigler, noted author and public speaker and Bob Buford, author of the book Half Time: Changing Your Game Plan from Success to Significance talk about the distinction between success and significance. Both say that as we age, the emphasis switches from thinking about being successful to being significant. That is, we must be involved with what is important. Success doesn’t necessarily breed significance say these men. Employees in general want to know their work is viewed as being important to peers and management.
Diversity and inclusion are words that are often used to promote workplace harmony and productivity. I would invite us to add the word significance as a part of the conversation. Significance is about how things feel, inclusion is taking action and diversity is a process and an outcome. The following illustration is a recent example.
One week prior to the writing of this newsletter our firm hosted a meeting with my colleagues from the Diversity Collegium. We get together twice a year to discuss the current trends and needs of our profession. As a set up to the meeting each person was asked to do some pre-work and then to bring hard copies to the meeting so we could review things more quickly. I wrote and asked if we could do the review of each others work by e-mail prior the meeting. The real reason for this request was so I would be able to read it in advance instead of trying to play catch up during the meeting. Much to my surprise and pleasure, every single person responded by submitting their comments before the meeting and I was able to truly be present in the room.
During the course of the meeting, the colleagues were able to visit my office to see how I do my work on the computer. They learned about the voice software I use (Jaws), how I use the Braille display to help move the cursor on the computer, and also gained some insight to the challenges I face when trying to find my way through web sites. They started asking questions about how I feel, what I need to do and then commented on the need to make sure they get things to me in advance.
So here is the continuum as I listened to their responses. First, they were beginning to understand the difference between being sighted and my being blind (diversity awareness). Though they’ve known me for years and have been helpful in matters such as reading the menu to me or helping me get from one place to another, on this occasion their level of awareness dramatically increased.
Secondly, they acknowledged the importance of submitting their thoughts/comments by e-mail prior to the meeting (inclusion). I was able to be an equal player in the room.
And third, the questions and comments as they were viewing the computer demonstration gave me the feeling that what was important to me was now important to them (significance). I was blown away because very rarely are people attentive to my unique needs as a blind person. The key here was they were doing it out of respect for me and not out of compliance, tolerance or politics.
So now let’s look at where does significance come from and how does one get it if they don’t experience it. First significance comes from encouraging comments by family, friends, peers and managers/supervisors. Secondly, the individual needs to feel that what they do has value and is a contribution to the business.
Group identity may also be very influential in determining whether or not someone feels significant or of value. In some cases there is a differentiation of how people from different groups are treated. Based on this treatment the individual may experience difficulty in figuring out their significance as an individual and as a member of a group in relationship to how they are viewed, or even how they view themselves.
For many years, my membership into the group known as people with disabilities seriously impacted my feeling good about who I am and the group I was a part of. Through the help of colleagues and friends, I am now able to make the distinction between individual worth, its relationship to a series of groups I belong too, and the tasks that are being performed. It becomes necessary for people of color, women, people with disabilities and anyone who is in a “lower level” position in the organization to constantly examine their filters of how people feel about them in relationship to how they feel about themselves.
As individuals it is necessary to develop a plan for self improvement and self enhancement. For example, you may need to acquire new tools to do the job better, participate in a self care program where you pay attention to all aspects of your life (physical, emotional, mental and spiritual) and/or build and maintain appropriate support mechanisms.
If you are the manager or leader it is important that you clear pathways and create openings for others to be successful as well as add value. Remember that in some cases, it is the little things and not the big things that contribute to the process of creating significance for workers at all levels.
Steve Hanamura, president of Hanamura Consulting, Inc., and author of I Can See Clearly: A Different Look at Leadership, has 30 years of experience working with organizations ranging from Fortune 500 companies to regional not-for-profit institutions. He is widely sought after in the areas of leadership development, building effective teams, leading diversity initiatives and managing generational differences.
He can be reached by phone at 503-297-8658 or by e-mail at sh@hanamuraconsulting.com
