'A good leader will not assume that their marginalized employees have superhuman resilience simply because of their identities.'
After an unusually difficult week at work, I shared with a friend the impact on my team and me.
For instance, when leaders encourage resilience without being attentive to the unique hardships of marginalized groups, they might be creating conditions in which individuals don’t feel comfortable speaking up or taking action about what they’re enduring. This is compounded by the fact that, for many who come from the margins, it’s common to normalize unnecessary hardship.
Rather than throwing the baby out with the bath water here are three steps leaders can take to adapt how we think about resilience to account for these biases and the resulting inequities.In the opening conversation with my friend, he equated the racism I experienced with the hardship I was facing at work. He also assumed that the challenges at work must have been comparatively minor to the challenges I overcame daily. In a way, he was correct.
One way to clarify your understanding of resilience is through the frame of surviving and thriving. Survival speaks to endurance. Can we withstand the hardship before us and live to tell the tale? In a corporate setting, the answer is most likely yes. Most of us face few physical threats at our places of work.
A good leader will be attentive to these various demands and dynamics at three different levels: personal, organizational, and systemic. A good leader will also ask what they expect from various groups while keeping in mind what is already on their plates. A good leader will not assume that people from marginalized background will have higher levels of resilience.
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