Management By Inclusion

6238872

Is anyone familiar with any training regarding "Management by Inclusion".  I was trained on this topic a few years ago and it was a great training regarding making your team feel included and a part of the team.  Any resource would be appreciated.

Melanie

HRDir1

I am not familiar with the specific program you are referring to, but it sounds a lot like the general principles we learn for diversity training. Even if diversity training is not your goal, the principles of inclusion may help you anyway. The principles we use are:

• Set mutual expectations.
• Provide frequent feedback.
  
• Avoid generalities or stereotypes in communicating.
  
• Share personal experiences and cultural knowledge of the organization.
  
• Act as an advocate and provided visibility and exposure for employees.
  
• Were managers accessible and encouraged "straight talk about the bad news as well as the good news."
  
• Know and appreciate the employee's work.
  
• Coach and develop knowledge and skills.
  
• Recognize and reward superior performance. :

• Effective introduction to the organization, such as introductions to co-workers and other managers with whom they would come in contact, as well as information on the organization's culture and "unwritten rules."
  
• Recognition and support for career aspirations and contributions.
  
• Facilitation of acceptance and inclusion in the organization and in professional groups and informal networks.
  
• Advancement of their ideas and proposals to benefit the organizations.
  
• Support in difficult situations and going to bat on their behalf in battles they cannot win on their own.

To improve the quality of your relationships with your subordinates, take some—or all—of the following steps:

Learn more about your employees. Compare viewpoints on such matters as job expectations, what they believe they do best, their overall sense of inclusion and the resources, tools and materials needed for them to be effective.
Find out what it takes to make them happy at work. Ask each of your direct reports what it will take to keep them with your organization, and use this information to create action plans to retain valuable talent.
Set mutual expectations about the supervisory relationship. Discuss the behaviors that help and hinder a quality reporting relationship, and identify specific actions necessary to achieve the relationship you both want. Then, set a schedule to discuss progress on the relationship. This sets the tone for open communication and eliminates misguided assumptions about what is important in a quality relationship.
Schedule regular discussions about career and/or personal development goals. Encourage your employees to discuss their goals with you, and establish realistic development plans to support them. Cover topics such as assignments, visibility, mentors, line management support, timing and scheduled follow-up dates.
Give regular feedback. Use discussions about mistakes, errors or failures as a learning opportunity, and coach your employees on how to handle similar situations in the future. This builds trust in two ways: Employees are realistic about how their managers view their performance, and you eliminate "surprises" during formal performance reviews.
Encourage dialogue about diversity. Let your employees know that your workplace values differences and that they can discuss different perspectives and cultural viewpoints with you. Share some experiences in which you demonstrate the value of diversity and provide examples of how diversity helps build the organization.
Look for opportunities to support relationship building among others. Seeks situations in which your employees can meet others who support their goals. This can be as simple as including them in conference calls, meetings and lunches or having them sit in on one of your meetings.