Engaging Leaders
Foster Development of Others
Contribute to the Creation of Healthy Organizations
Recognize micro incivilities to micro aggressions
Communicate Effectively
Build Teams
Engage Others from an EDI-Informed Position
Ivy Lynn Bourgeault, University of Ottawa & Canadian Health Workforce Network
Engage Others, the E in the LEADS Framework, is a key area for EDI-informed leadership. When engaging leaders build teams and foster the development of others, they strive to recognize who they are and are not engaging. Upon that explicit reflection they develop strategies to reach out to under-represented voices. Developing mentoring and sponsorship relationships with emerging leaders from diverse backgrounds, and attending to ongoing succession planning are critical issues. Indeed, these activities must be built into an engaged leaders work day and not off the side of one’s desk. This should not only include horizontal connectivity but also vertical connectivity both within and between disciplines. Effective communication skills must include attention to micro inequities, bias and incivilities, and how they are disproportionately experienced by members of EDI groups, which adds to the emotional labour and burden of certain team members creating an unhealthy work environment for all. By explicitly and actively building psychologically healthy and safe environments, free of violence, harassment and bullying, leaders would build on the Mental Health Commission of Canada’s psychological health and safety standard. Making workplaces more amenable to diverse personal and family circumstances adds to a sense of belonging, and thus to the experience of inclusion. Effective, transparent communication via social media also helps to enable access to those who might otherwise be excluded because of distance, cost, or timing.
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Photoquote "Women’s visibility in academic seminars: Women ask fewer questions than men"
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In the quote by Sophie Soklardis, Interim Director of Education at the Centre for Addiction and Mental Health states that in a study 74% of male senior business managers cited fear as a barrier to men's support for gender equity.
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