{"id":10604,"date":"2022-11-18T19:18:52","date_gmt":"2022-11-18T19:18:52","guid":{"rendered":"https:\/\/managementcen1.wpengine.com\/?page_id=10604"},"modified":"2024-08-16T21:37:44","modified_gmt":"2024-08-16T21:37:44","slug":"equity-inclusion","status":"publish","type":"page","link":"https:\/\/www.managementcenter.org\/equity-inclusion\/","title":{"rendered":"Equity & Inclusion"},"content":{"rendered":"\n
Want to make sure your management practices reflect your organization\u2019s commitment to social justice? In this section, you\u2019ll find tools on how to center equity and inclusion as you manage people and projects.<\/h6>\n\n\n
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Where to Start<\/h2>\n \n \n
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The Three Dimensions of Effective Management<\/a><\/h4>\n\n
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In this article, we offer a new definition for effective management\u2014one rooted in equity, sustainability, and results.<\/p>\n <\/div>\n <\/i>6 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n

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Use Choice Points to Advance Racial Equity and Inclusion<\/a><\/h4>\n\n
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Choice points are forks in the road where some paths replicate the status quo and other paths open opportunities for racial equity, inclusion, and belonging. This article shares five steps for using choice points to interrupt bias and advance equity.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n

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SMARTIE Goals: How to Drive Equity, Inclusion, Results<\/a><\/h4>\n\n
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When you\u2019re moving from equity-neutral goals to goals with equity and inclusion considerations baked in, practice these tips to stay on track.<\/p>\n <\/div>\n <\/i>2.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n <\/div>\n<\/div>\n\n\n\n

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Additional Resources<\/h3>\n\n\n
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Conspire and Align: A New Approach to Management<\/a><\/h4>\n\n
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A clear and defined approach will help you navigate both the routine and unexpected parts of management. Read about our conspire-and-align approach to management. <\/p>\n <\/div>\n <\/i>8.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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The Four Elements of Strong Relationships<\/a><\/h4>\n\n
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We believe that relationship-building is a core competency for effective management (equitable, sustainable, and results-driven). This guide is for managers looking to build (more) supportive and functional relationships with their staff. <\/p>\n <\/div>\n <\/i>14 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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How to Manage When Things Are Not Okay<\/a><\/h4>\n\n
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While we\u2014The Management Center\u2014can\u2019t undo the harms of nearly half a millennium of the degradation and dehumanization of Black people in the United States, we can help envision a path forward for managers and leaders. In this article, we share our best thinking on supporting your staff at a time when things are not okay (and haven’t been for a long time).<\/p>\n <\/div>\n <\/i>9.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Mitigate Bias in Hiring With a Simple Rubric<\/a><\/h4>\n\n
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Use hiring rubrics to mitigate bias in your assessments of candidates. This article shares tips for how to create and use rubrics.<\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Four Ways to Mitigate Bias in Performance Evaluations<\/a><\/h4>\n\n
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Without rigor and care, performance evaluations can create confusion, lead to inequitable outcomes, and lower staff morale. Here are four tips for mitigating bias when evaluating performance.<\/p>\n <\/div>\n <\/i>3.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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How to Receive Feedback (Part 2)<\/a><\/h4>\n\n
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Receiving feedback about power, difference, and inequity can be challenging. Learn how you can make it easier for staff to share feedback with you, and resolve issues sooner.<\/p>\n <\/div>\n <\/i>7 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Receiving Feedback: Case Study<\/a><\/h4>\n\n
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A case study that illustrates the steps outlined in Part 2 of our series on receiving feedback: Listen, Engage, Learn.<\/p>\n <\/div>\n <\/i>3.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Use Choice Points to Advance Racial Equity and Inclusion<\/a><\/h4>\n\n
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Choice points are forks in the road where some paths replicate the status quo and other paths open opportunities for racial equity, inclusion, and belonging. This article shares five steps for using choice points to interrupt bias and advance equity.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Identifying Choice Points: The \u201cBias Check\u201d<\/a><\/h4>\n\n
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By using choice points to focus on equity and inclusion, this template provides you the opportunity to reflect on interactions with team members (direct reports and colleagues). Doing this with an eye towards your whole team\u2014rather than on a case-by-case basis\u2014can help you spot disparities and check for bias.<\/p>\n <\/div>\n <\/i>4.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Use Choice Points: Case Studies<\/a><\/h4>\n\n
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Check out these examples of how key decision-making opportunities, known as “choice points,” can be used to advance racial equity and inclusion.<\/p>\n <\/div>\n <\/i>7.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Common Choice Points<\/a><\/h4>\n\n
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Here is a list of some of the most common choice points, or key decision-making opportunities,\u00a0managers face that may have equity and inclusion impacts.<\/p>\n <\/div>\n <\/i>3.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Making Compensation More Equitable<\/a><\/h4>\n\n
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How you approach compensation tells current and potential employees who you are and what you value. Here are six anchors you can use as you develop a more equitable, transparent approach to salary and benefits.<\/p>\n <\/div>\n <\/i>5.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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The Three Dimensions of Effective Management<\/a><\/h4>\n\n
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In this article, we offer a new definition for effective management\u2014one rooted in equity, sustainability, and results.<\/p>\n <\/div>\n <\/i>6 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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3 Ways to Test for Racial Equity & Inclusion Competency<\/a><\/h4>\n\n
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The ability to understand and navigate issues of identity, power, and privilege is a crucial skill. This article shares three simple ways to test for racial equity and inclusion competency.<\/p>\n <\/div>\n <\/i>3.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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SMARTIE Goals: How to Drive Equity, Inclusion, Results<\/a><\/h4>\n\n
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When you\u2019re moving from equity-neutral goals to goals with equity and inclusion considerations baked in, practice these tips to stay on track.<\/p>\n <\/div>\n <\/i>2.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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SMARTIE Goals Worksheet<\/a><\/h4>\n\n
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Goals are a concrete way to drive results, but without an explicit equity and inclusion component, goals won\u2019t produce better outcomes for marginalized communities, address disparities, or create belonging. Introducing SMARTIE goals! <\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Goals Bank<\/a><\/h4>\n\n
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Need inspiration for goal-setting? Check out our goals bank of sample SMARTIE goals for common areas in the progressive and education equity sectors.<\/p>\n <\/div>\n <\/i>6 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Check Your Bias and Improve Results with PTR<\/a><\/h4>\n\n
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Learn about PTR, a tool that can help you focus on what really matters so that you can mitigate bias and get to better outcomes. <\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Examples of PTR in Action<\/a><\/h4>\n\n
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Check out some examples of PTR in action, and how to manage towards your requirements with your preferences and traditions in mind.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Using Fair Process to Make Better Decisions<\/a><\/h4>\n\n
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The purpose of fair process is to create space for authentic, equitable, and inclusive engagement and build clarity about decisions, resulting in stronger relationships, engagement, outcomes, and implementation.<\/p>\n <\/div>\n <\/i>9.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Fair Process Examples<\/a><\/h4>\n\n
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Check out these examples of fair process, a decision-making approach that gives those most impacted by a decision the opportunity to help shape it.<\/p>\n <\/div>\n <\/i>8.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Modes of Decision-Making<\/a><\/h4>\n\n
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Being transparent about how decisions will get made often gets better outcomes with more engaged participants. Here’s one potential decision-making framework to share within teams.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Managing Uncertainty with Purpose, Agency, Connection<\/a><\/h4>\n\n
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As managers, we can\u2019t end the pandemic or undo racial and intergenerational trauma, but we can influence how our staff experience this moment. This article offers three ways to build a greater sense of purpose, agency, and connection during times of crisis or uncertainty.<\/p>\n <\/div>\n <\/i>5.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Managing When Things Are (Still) Not Okay<\/a><\/h4>\n\n
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This article shares guidance for managing through crises, including ways to ground yourself, support your team, and learn from your experiences. It is an updated version of \u201cHow to Manage When Things Are Not Okay (And Haven\u2019t Been For Centuries).\u201d <\/p>\n <\/div>\n <\/i>10 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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So you\u2019ve declared that Black Lives Matter. Now what?<\/a><\/h4>\n\n
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Making a statement is not enough. Our public displays of anti-racism are only as authentic as our private actions, mindset shifts, and interventions. In this article, we share five things for leaders to consider doing to live by their Black Lives Matter solidarity statements. <\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Hiring Rubric Starter Kit<\/a><\/h4>\n\n
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Use this starter kit to help you create and use your own hiring rubrics\u2014template and samples included. By using a rubric to mitigate bias, you can lay the groundwork for equitable hiring.<\/p>\n <\/div>\n <\/i>8.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Transgender Inclusion Policy Sample<\/a><\/h4>\n\n
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Create a more inclusive workplace for your transgender, agender, gender non-conforming, genderqueer, and gender non-binary team members with a regularly updated, comprehensive Transgender Inclusion Policy. Use this sample as a reference for your own policy.<\/p>\n <\/div>\n <\/i>9 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Where should I post my open jobs?<\/a><\/h4>\n\n
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In this article, we share tips for publicizing your job openings.<\/p>\n <\/div>\n <\/i>4.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Conspirar y Alinear: Un Nuevo Enfoque para la Gesti\u00f3n<\/a><\/h4>\n\n
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Un enfoque claro y definido te ayudar\u00e1 a navegar tanto lo rutinario y las partes de gerencia que son inesperadas. Lee sobre nuestro enfoque de conspirar y alinear para la gesti\u00f3n. <\/p>\n <\/div>\n <\/i>8.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Las tres dimensiones de la gesti\u00f3n eficaz<\/a><\/h4>\n\n
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En este art\u00edculo, ofrecemos una nueva definici\u00f3n de gesti\u00f3n eficaz\u2013centrada en la equidad, sostenibilidad, y los resultados.<\/p>\n <\/div>\n <\/i>7 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Los cuatro elementos de relaciones s\u00f3lidas<\/a><\/h4>\n\n
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Creemos que la creaci\u00f3n de relaciones es una competencia fundamental para una gesti\u00f3n eficaz (equitativa, sostenible y orientada a los resultados). Esta gu\u00eda est\u00e1 dirigida a los gerentes que desean establecer relaciones (m\u00e1s) de apoyo y funcionales con su personal.<\/p>\n <\/div>\n <\/i>15 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Metas SMARTIE: como avanzar la equidad, inclusi\u00f3n y resultados<\/a><\/h4>\n\n
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Cuando pase de los objetivos neutrales a los objetivos con consideraciones de equidad e inclusi\u00f3n, ponga en pr\u00e1ctica estos consejos para no perder el rumbo.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Hoja de trabajo de los objetivos SMARTIE<\/a><\/h4>\n\n
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Los objetivos son una forma concreta de impulsar los resultados, pero sin un componente expl\u00edcito de equidad e inclusi\u00f3n, los objetivos no producir\u00e1n mejores resultados para las comunidades marginadas, ni abordar\u00e1n las disparidades, ni crear\u00e1n pertenencia.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Revisa tus prejuicios y mejora tus resultados con PTR<\/a><\/h4>\n\n
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Si alguna vez ha tomado una decisi\u00f3n\u2014desde la forma de comunicar anuncios importantes al personal hasta lo que ha comido en el desayuno\u2014ha utilizado el PTR. PTR, que significa preferencias, tradiciones y requisitos, es una herramienta que puede ayudarle a centrarse en lo que realmente importa para que pueda mitigar el sesgo y llegar a mejores resultados.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Utiliza puntos de elecci\u00f3n para avanzar equidad racial e inclusi\u00f3n<\/a><\/h4>\n\n
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Los puntos de elecci\u00f3n son bifurcaciones en el camino donde algunos caminos reproducen el estatus quo y otros caminos abren oportunidades para la equidad racial, la inclusi\u00f3n y la pertenencia. Con los puntos de elecci\u00f3n, los l\u00edderes toman una pausa consciente para reflexionar, generar opciones y promulgar cambios que promuevan la equidad y la inclusi\u00f3n.<\/p>\n <\/div>\n <\/i>6.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n <\/div>\n