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How to Demonstrate Cross-Cultural Competence on Your Team

If you’re in a leadership position, you may wonder, “How do I demonstrate that I understand my team? Displaying cross-cultural competence to your team is vital in inspiring confidence, trust, and feelings of psychological safety. Through cross-cultural competence may appear intimidating at first, if you maintain openness and mutual awareness, you’ll send a direct message to your team that they have strong, inclusive leadership. What does it mean to have cross-cultural competence? The original definition was first used by Terry Cross, founder of the National Indian Child Welfare Association. Cross-cultural competence is a set of congruent behaviors, attitudes, and policies that come together in a system, agency, or among professionals and enable that system, agency, or those professionals to work effectively in cross-cultural competence situations. Though cultural knowledge is an excellent skill to acquire and exercise, it’s better to first focus on internal non-tangible aspects of cross-cultural competence to have a concrete foundation that will ensure success. 3 Essential Components to Cross-cultural Competence Open-mindedness. The ability to think outside of your own culture, experience, and perspective is golden. Transcending ethnocentricity to exhibit cultural humility is the key that opens the doors to being approachable, receptive, and teachable. If you are sincere and earnest in your efforts and are open to ideas foreign to your worldview, and are willing to listen, you’ll be primed for success. Self-awareness. To best understand and connect with others, we must turn the mirror around and look at ourselves. The key in any DEI initiative will be a self-evaluation to reflect on any biases and blindspots because, to improve and build, we must understand what’s lacking and weak. Self-awareness is emotionally taxing at times because it requires self-reflection, introspection, and, above all, honesty, but doing so will not only make you a strong leader but a stronger person. Empathy about the World Around You. Recognizing the world is filled with people, cultures, and worldviews that may be completely different and opposite of yours, BUT understanding that these views and experiences are all valid and worthy of consideration. Then, when you recognize this and work towards understanding these different views, we begin to exhibit empathy. A quote attributed to Socrates, called the Socratic Paradox, “I know that I know nothing.” This humility creates an endless opportunity to learn more, understand more, and connect better. Cross-cultural competence doesn’t only apply to facts and knowledge but is a starting point of understanding. As challenging as it may appear, don’t try too hard. Learning, having new experiences, and being excited to connect with others is fantastic, but don’t fall into the trap of being the “overzealous ally” where you become too comfortable and end up operating under assumptions, stereotypes, and end up crossing lines and causing offense. Being open and mutually aware of yourself and others will not only demonstrate cross-cultural competence but will create an environment of respect and one where everyone knows they can be themselves and express themselves.

Understanding Employee Resource Groups and Which Structure is Right for Your Organization

Tackling the large concepts of diversity, equity, and inclusion is a team effort. Changing company culture and improving office environments is a holistic process best addressed by everyone within the organization. The topics of diversity and inclusion aren’t ideas and behaviors you can will into existence, nor can you dictate them; it’s a democratic process. So, for organizations working toward elevating their DEI efforts to the next level, the natural progression is to include and empower the employees through Employee Resource Groups – or ERGs. What is an ERG? Indeed.com defines Employee Resource Groups as employer-recognized workplace groups voluntarily led by employees. These groups allow employees with commonalities to meet, support each other and produce a particular outcome that helps improve your business and their job satisfaction. ERGs aren’t one-size-fits-all; they are dynamic and can be formed and used to address a multitude of topics. To successfully launch an ERG, it’s necessary to evaluate the organizational goals, the current workplace climate and personalize the groups to fit your specific needs. By exploring the four ERG categories, or subgroups, you’ll discover which groups fit best for your organization to guarantee your efforts are targeted, focused, and have a substantive impact. The four common categories of Employee Resource Groups: Diversity Resource Groups Diversity groups consist of employees who are underrepresented in the workplace. Underrepresentation can be based on race, gender, sexual expression, or any other characteristic which would make them an “other” within the office. These groups’ purpose is to foster an inclusive environment where employees feel safe to be themselves and express themselves. Volunteer Groups Volunteer groups focus community outreach efforts. They create awareness for social and community causes and participate in activities like fundraisers and interoffice education. These groups are great at building bridges between businesses and the surrounding communities. Affinity Groups Affinity groups are more “social” and centered in personal relationship-building around common hobbies or specific interests like fitness, books, pets, parents, hiking, etc. These groups are entertaining, inject a light-hearted spirit into the workday, and create bonds between employees from different backgrounds. Business Resource Groups Business resource groups (BRGs) are aligned with an organization’s business strategy and assist in achieving understanding the constantly changing dynamics of the global marketplace and the needs of consumers. Think of them as a structured, ongoing focus group.  Organizations that leverage the unique strengths, views, and experiences of their employees in this way can provide consumer segmentation, increase sales, cultural insights, and access to networks. Professional Development Groups Professional development groups allow employees to gain knowledge, resources and enhance their skillsets by connecting them with the different levels of the organization. This development may include leadership mentorship or learning new skills beneficial to professional growth. These groups are invaluable resources as they create an in-house incubator for new leadership and talent. To be beneficial and meaningful, you must evaluate the different types of ERGs to ensure they meet your organizational needs and goals. To be noted, ERGS are not boxes to be checked; they are extensions of the organization that better operate as a partnership between management and the team. With proper implementation, you will expand your organizational bandwidth to be successful and shatter new goals.

Biases and Microaggressions Are At the Root of All Inclusion Mishaps

Just like the second law of physics states, “two objects can’t occupy the same space at the same time” – the law of diversity, equity, and inclusion (DEI) states that you can’t progress with DEI initiatives without addressing biases and microaggressions within your organization. Biases and microaggressions are the most common forms of disparities and problematic occurrences in the workplace. The many forms of bias and microaggressions litter the floors and smog the air of unaware organizations, but even the most well-intended supporters and allies are susceptible to these eclipsing blindspots. Often dismissed by the uninterested or indifferent as “being too sensitive,” addressing bias and understanding microaggressions are all but attempts at being “politically correct.” On the contrary, combating bias and microaggressions head-on is one of the most vital and powerful attacks in the fight for inclusivity, equity, and fairness in the workplace. Whether you’ve had instances of bias within the workplace, are interested in understanding DEI concepts, or have already launched DEI initiatives, understanding how bias and microaggressions operate and manifest is critical to your success. Bias is a natural inclination towards or against a person, groups of people, or how a situation is interpreted. For example, in the recruiting process we sometimes see acts of affinity bias where an individual might favor a candidate that attended their alma mater but not based on qualifications of the open position. Everyone can be biased but unchecked and unawareness of how biases impact decision can be hurtful and harmful. Unconscious or implicit bias means that you are unaware of a particular bias. When these biases go unexamined, they have the potential to lead to prejudices leads to discrimination and inequality. Author of two books on microaggressions, Psychologist Derald W. Sue, defines microaggressions as, “The everyday slights, indignities, put-downs, and insults that people of color, women, LGBT populations or those who are marginalized experiences in their day-to-day interactions with people.” Microaggressions on the other hand, are more subtle in nature and range in expressions. Microaggressions can look like someone assuming you can’t do something because of your gender, insensitive or offensive jokes, backhanded compliments, and comments, or attempting to touch your hair. What may seem like minor innocent incidents are the very things that strike sensitive parts of someone’s identity that further the feelings and reality of “otherness” that those from marginalized groups experience daily. Many describe the psychological distress caused by microaggressions as a “death by one thousand cuts.” The “micro” in microaggression doesn’t mean small; it means personal. And in the fight against systemic (macro) inequality and injustice, we must remember that people make up those systems. Addressing bias and preventing microaggressions from occurring is an ongoing work and, given that we are all human, sometimes we make mistakes. That’s okay. This isn’t about perfection; it’s about the effort and desire to be better and create a better world for everyone. By being open to self-reflection, listening, and learning, we can do just that.

Creating Pay Equity for Black Women

Equal pay is not a topic that one would typically think is an urgent issue after all the past decades of fighting for civil rights – race rights, gender rights, and human rights. Yet, the pay gap has grown wider throughout the years. Over the last several years, there have been countless calls for justice, fairness, and equality, and an essential topic in the discussion of equality is pay. Black women in particular stand at a unique and disheartening intersection of the gender pay gap and the racial pay gap. And if the profound pay disparity that Black women face is not addressed, they may never catch up. The Pay Gap In accordance with Leanin, Black women are paid almost 40% less than their white male counterparts and a little over 20% less than white females. The pay inequality starts early; from age 16, girls are constantly paid less compared to boys, and the disparity follows them through their careers. The most shocking statistic is that the pay gap is the widest at the highest education levels for Black women. Yes, it does exist. A common misconception’s that the pay gap’s a myth. Many who’re believing this misinformation usually cite years of experience, child/family obligations, and industry to explain the pay gap. While those contribute to differences in salary, these arguments are often used as a gaslighting tactic to deflect from the harsh reality. It’d be a grave mistake to consider this “half information” to be the answer to the pay gap conversation. Why? Even on an even playing field, in the same industries, with similar experiences, Black women are still paid significantly less than their white male and female counterparts. A few things to keep in mind: Black women pursue promotions and raises at about the same rate as anyone else, yet they are the least considered for advancement. Black women have fewer interactions with upper leadership in terms of advancement, which affects their prospects for networking, mentorships, and general recognition. Although Black women have the highest college enrollment rates, the pay disparity increases with more advanced degrees. Diversity and inclusion are still huge issues, so the racial and gender bias that already exists affects Black women in more pronounced ways, ranging from being looked over to microaggressions to negative stereotypes. The disparity is only exasperated, with Black women occupying less than 2% of VP, CEO, and C-suite positions. Upper management hates to admit that promotions suffer from “hometown bias,” where individuals are promoted because they share similarities with the management. If an advantage to advancement is looking like those making decisions, and you do not look like the people making decisions, you’re trapped in professional purgatory. Five things inclusive leaders do Like the Paycheck Fairness Act, there have been many positive strides, but much more pay equality legislation is required to strengthen current efforts to eliminate discriminatory practices. Aside from legislative change, which can take years to see its benefits, organizations can take matters into their own hands by instituting a few fundamental policy changes, such as: Creating pay transparency where pay ranges, tiered salaries, merit and project-based bonuses, and raises are common knowledge. If needed, conduct a pay equity study across your organization to identify potential gaps and make salary adjustments as needed Educate your leaders and managers on the importance of pay equity not just for Black women, but for all employees. Pay inequities stem from biased, sometimes unconscious biased thinking, which leads to biased decision making Investing in policies that promote and support work-family balance. This can mean reconsidering paid time off, schedule flexibility, family leave, or childcare facility, which some companies have done to great success. Become an ally Supporting career sponsorship, development, and advancement opportunities for Black women. Black women are ready and waiting for the world to catch up. The knowledge is there, the skills are there, the aptitude is there, and the ambition is there; now, it is time for organizations to take a stand and become an ally to change. With dedication and courage, we can shift the current paradigm and construct the building blocks for a business culture led by integrity, dignity, and equity.