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This week I’m going to again invite you to be self-reflective on the traits of an inclusive leader, and invite you to consider assessing your individual competencies in this area:

To reiterate again, here are the six traits or behaviors that Deliotte research shows distinguishes inclusive leaders from others:

1. Visible commitment: They articulate authentic commitment to diversity, challenge the status quo, hold others accountable and make diversity and inclusion a personal priority.
2. Humility: They are modest about capabilities, admit mistakes, and create the space for others to contribute.
3. Awareness of bias: They show awareness of personal blind spots as well as flaws in the system and work hard to ensure meritocracy.
4. Curiosity about others: They demonstrate an open mindset and deep curiosity about others, listen without judgment, and seek with empathy to understand those around them.
5. Cultural intelligence: They are attentive to others’ cultures and adapt as required.
6. Effective collaboration: They empower others, pay attention to diversity of thinking and psychological safety, and focus on team cohesion.

However, the research also shows that most leaders in the study were unsure about whether others experienced them as inclusive or not. In addition to conducting some self-reflection, consider asking a trusted colleague, manger or direct report for feedback on your skill in the six areas above.

Then take some action. Here are four ways for leaders to get started (source: HBR 2019):

1. Know your inclusive-leadership shadow: Seek feedback on whether you are perceived as inclusive, especially from people who are different from you. This will help you to see your blind spots, strengths, and development areas. It will also signal that diversity and inclusion are important to you. Scheduling regular check-ins with members of your team to ask how you can make them feel more included also sends the message.
2. Be visible and vocal: Tell a compelling and explicit narrative about why being inclusive is important to you personally and the business more broadly. For example, share your personal stories at public forums and conferences.
3. Deliberately seek out difference: Give people on the periphery of your network the chance to speak up, invite different people to the table, and catch up with a broader network. For example, seek out opportunities to work with cross-functional or multi-disciplinary teams to leverage diverse strengths.
4. Check your impact: Look for signals that you are having a positive impact. Are people copying your role modeling? Is a more diverse group of people sharing ideas with you? Are people working together more collaboratively? Ask a trusted advisor to give you candid feedback on the areas you have been working on.

Unconscious Bias is a well researched and discussed topic in many Leadership, Human Resources, and I&D conversations. However, rarely have I seen it brought to life in the way the new P&G advertisement #TheLook does. I invite you to take less than 2 minutes to watch this video and reflect on your experiences and/or reactions that it uncovers.

As HR practitioners, we know that one place the bias can have a detrimental effect on the talent potential of an organization is during an interview. Here are a couple tips on how to uncover and address bias when it appears – and we all know it does.

RAPPORT Bias: This bias happens when the candidate shares some attributes with the interviewer, so the interviewer feels that “instant rapport”, and rates them more favourably. For example, if both are fans of the same hockey team, enjoy the same weekend activities such as skiing, listen to the same musician, etc. Just because you connect and share common interest, doesn’t mean the person will be the best candidate to do a specific job.

Tip: Ask yourself, “Does it matter whether you like the person you hire? And how important is it to you?” If you do care about it, an article from Harvard Business Review recommends rating candidates as you would on their other skills during the interview. By giving likability a score, you’re making it more controllable.

Halo/Horns Effect: The candidate has one very positive or negative answer or attribute that overshadows everything else they say or do. This happens because we tend to look for confirmation about our assumptions (known as confirmation bias), often without questioning where those assumptions came from. For example, they are so cheerful it outweighs the lack of experience in another area. Alternatively, you find their communication style abrupt, so you are skeptical of all their skills.

Overconfidence Bias: The interviewer believes that they “just have good judgement”, have a “gut feel”, and can “just tell” if someone is going to be good. While experience in interviewing and hiring can provide perspective, to address bias we need to quantify why one person is a good hire vs. another person.

Tip: Having a structured interview vs. an unstructured interview will help keep this in check – As we always do here at AC. This is because in a structured interview you ask all candidates the same questions based on competencies and prerequisites outlined in the job description.

If we can recognize when these biases occur, we can determine whether they are rooted valid or not, and if there is any relation to the job. Don’t rely on your memory for decision-making; always refer to your interview notes and the actual information you observed. Consider setting an agreement with other interview panel members to call out bias in one another when it is observed.

As this is the last Friday of Pride Month, and I’m sure you noticed the Pride Flag flying over our campuses, I’ll let you know why June 27^th is a significant day for the 2SLGBTQ+ community – It marks the date of the Stonewall Riots.

What Were the Stonewall Riots?

This event marks the birth of the gay rights movement. In the 1960s, gays and lesbians were effectively outlaws, living in secrecy and fear. They were labelled insane by doctors, immoral by religious leaders, unemployable by the government, predatory by TV broadcasts and criminal by police. At the time of the uprising, consensual sexual relations between men or between women were illegal in every US state except Illinois. Gay people could not work for the federal government or the military, and coming out would deny you a licence in many professions including law and medicine. Even what you wore was policed – fewer than three pieces of clothing deemed appropriate to your gender could put you in handcuffs.

There was no refuge for them in bars or nightclubs. The local liquor laws in New York City were interpreted in a way that meant serving alcohol to gays and lesbians could close down any licensed premises because that made the venue “disorderly”. Dancing with someone from the same sex could be interpreted as a “lewd” offence. Despite this, patrons of the Stonewall Inn regarded it as a sanctuary, a rare place for self-expression and affection. Uniquely, it had a dance floor.

According to reports, On June 27th, 1969, some of the lesbian customers were harassed and bullied by male police officers inside the Stonewall Inn bar. Then the mood outside changed when a lesbian who came out of the bar was handled roughly by police as they tried to put her in a car. And what began with cents and quarters being hurled at police, soon became stones and bottles. Riot police arrived to rescue their colleagues but the violence went on before it eventually subsided. At least one police officer was treated in hospital for a head wound and 13 demonstrators were arrested.

When Martha Shelley, 25, climbed on top of a water fountain in a park near Stonewall exactly one month after the riot, she feared for her life. But she had an important message to tell the crowd of a few hundred – come out of the shadows and “walk in the sunshine”. They all marched to Stonewall Inn, some wearing lavender-coloured sashes, holding hands and chanting “Gay Power!”. This was the first time gay people had openly marched in New York, demanding equality.

Toronto Bathhouse Raids – Canada’s Stonewall

On Feb. 4, 1981, police officers armed with crowbars and sledgehammers raided four city bathhouses and arrested more than 250 gay men in downtown Toronto. Law enforcement officials claimed the raids resulted from six months of undercover work into alleged sex work and other “indecent acts” at each establishment. Bathhouse patrons were subjected to excessive behaviour by police, including verbal taunts about their sexuality. When the night was over, 286 men were charged for being found in a common bawdy house (a brothel), while 20 were charged for operating a bawdy house. It was, up to that time, the largest single arrest in Toronto’s history. Most of those arrested were found innocent of the charges.

The raids marked a turning point for Toronto’s gay community, as the protests that followed indicated they would no longer endure derogatory treatment from the police, media and the public. The following evening, a midnight march protesting police brutality began at Yonge and Wellesley streets. Peaking at over 3,000 participants, the procession headed south to 52 Division police station on Dundas Street – protestors chanted messages such as “gay rights count”. On June 22, 2016, the gay community received an official apology from Toronto’s chief of police for that night. Sources: CBC news, the Canadian encyclopedia, BBC news.

Today, June 21, is National Indigenous Peoples Day. This is a day for all Canadians to recognize and celebrate the unique heritage, diverse cultures and outstanding contributions of First Nations, Inuit and Métis peoples. The Canadian Constitution recognizes these three groups as Aboriginal peoples, also known as Indigenous peoples. National Aboriginal Day was announced in 1996 by then Governor General of Canada, Roméo LeBlanc.

June 21 is also the summer solstice, the longest day of the year. Today is a day that Indigenous peoples around the world have celebrated for thousands of years. When Indigenous people celebrate the solstice, they celebrate the return of the warmth of the sun. It’s also an acknowledging that the season is short and is now slipping away day by day. The solstice reminds us how precious each day is; its a reminder not to take the gifts of summer for granted. Summer is associated with growth and maturation. In summer, we reap the crops we have sown. By celebrating the solstice, its an acknowledgement of the cycles of nature – birth, growth, death, and renewal – and a reminder that we are also part of creation, with our own cycles of growth and maturation. For Indigenous peoples in the Great Lakes area, June is known as Strawberry Moon, because strawberries are the first berry crop to mature. In Algonquin culture, strawberries are known as the “heart berry” and are also associated with forgiveness in various oral stories. Summer is, therefore, a time for the heart, when we clear out old energy and make room for new possibilities.

Former Assembly of First Nation’s Chief Perry Bellegard has written that “June 21st is an appropriate day to think about the path we are now on and the movement toward basing the Canadian-First Nation relationship on the true recognition of the inherent rights, title and jurisdiction of First Nation peoples and nations.”

The whole AC community is invited to attend the a picnic today in recognition of National Indigenous Peoples Day. This casual, social gathering, a picnic on the lawn of Ishkodewan, is meant to foster Indigenous storytelling and sharing time together in a unique way. Complimentary soup, salad and bread will be available (on a first-come, first served basis).

Happy Pride Month!

You may have noticed that instead of LGBTQ+ we are now using 2SLGBTQ+. Why the change? It’s to bring to the fore the importance of the Two-spirit community who are marginalized even within the queer community.

What is two-spirit? Here’s a great explanation from the University of Toronto: https://lgbtqhealth.ca/community/two-spirit.php

“Two-spirit” refers to a person who identifies as having both a masculine and a feminine spirit, and is used by some Indigenous people to describe their sexual, gender and/or spiritual identity. As an umbrella term it may encompass same-sex attraction and a wide variety of gender variance, including people who might be described in Western culture as gay, lesbian, bisexual, transsexual, transgender, gender queer or who have multiple gender identities. Two-spirit can also include relationships that could be considered poly. The creation of the term “two-spirit” was proposed during the Third Annual Inter-tribal Native American, First Nations, Gay and Lesbian American Conference, held in Winnipeg in 1990. The term is a translation of the Anishinaabemowin term niizh manidoowag, two spirits.

Two-spirit people may also reclaim traditions related to same-sex attraction or gender variance within Indigenous communities. These can include terms such as the Lakota’s winkt or the Dinéh’s nàdleehé, both of which refer to men who fill social roles associated with women, or terms which refer only to sexuality, such as the Mi’kmaq phrase Geenumu Gessalagee, which means “he loves men.” Because the term two-spirit was developed by Indigenous people to describe experiences of their communities, the use of this term by people who are not Indigenous is considered cultural appropriation. For some, two-spiritedness is more than just an identity; it is a traditional role that some Indigenous people now embody in their modern lives.

Pronouns are used in every day speech and writing to take the place of people’s names. We frequently use them without thinking about it. Often, when speaking of someone in the third person, these pronouns have a gender implied.

Below is a list of some commonly used pronouns and how they are used:

This is not an exhaustive list.

This is your invitation to start using respectful pronouns for all! It is important to give people the opportunity to state the pronoun that is correct to use when referring to them. To set the tone for respecting people’s identifications, consider asking any of these questions:

• “What pronouns do you use?”
• “How would you like me to refer to you?”
• “How would you like to be addressed?”
• “Can you remind me which pronouns you like for yourself?”
• “My name is Sarah and my pronouns are she, her and hers. “
• Wear a button or badge with your pronouns listed
• Add your pronouns to your email signature

If you are communicating with someone who is transgender, non binary or gender nonconforming, starting with introducing your pronouns and/or asking their preferred pronouns is a great way to help everyone communicate inclusively as well as a chance for you to signal your support and allyship.

If you are looking for a more detailed resource for pronoun use, do’s and don’ts, and a few really helpful tips for LGBTQ2+ inclusive language, we highly recommend visiting the 519 Media Guide found here: https://the519mediaguide.org/topics-in-focus/pronouns/

Inspired by this week’s kaleidoscope keynote by Dr. Bill Howatt, I took a few minutes to look up his research on the link between mental health and physical exercise. His recent article in the global and mail indicated that: Evidence suggested that people who exercised had fewer days when they experienced poor mental health compared those who didn’t exercise. This study suggested that three to five sessions of 45 minutes of exercise a week improved mental health. This mind-body connection suggests that if we want to have good mental health it’s beneficial to exercise.

Here are some great employee activities that happen here at AC to get you up and moving:

• Lunchtime Yoga Start your week with free yoga in the Spiritual Centre, every Monday from 12:05pm to 12:55pm These relaxing drop-in sessions are open to students and employees. Mats, blocks, and straps will be provided, or you can bring your own. No experience necessary.
• Algonquin’s Fitness Zoneis a state-of-the-art facility dedicated to improving the quality of life for the Algonquin College community through physical fitness. They have a summer special right now with a membership at only $35/month!

As we are currently in the process of interviewing and onboarding a many new employees across the College, I though it might be timely to invite you to watch this funny video from Pixar.

Purl, directed by Kristen Lester and produced by Gillian Libbert-Duncan, features an earnest ball of yarn named Purl who gets a job in a fast-paced, high energy, bro-tastic start-up. Yarny hijinks ensue as she tries to fit in, but how far is she willing to go to get the acceptance she yearns for, and in the end, is it worth it? https://www.youtube.com/watch?v=B6uuIHpFkuo

Take some time to reflect on the important themes highlighted in this short, including:

1. Representation:is about allowing people to see themselves in the a workplace, including its leadership, the stories and artifacts.
2. Inclusion: is a sense of belonging: feeling respected, valued for who you are; feeling a level of supportive energy and commitment from others so than you can do your best work.
3. Authenticity: is about being fully yourself while developing and growing beyond your comfort zone.

I thought you might be interested in these Ramadan best practices as it begins next week – or would want to share it with any managers who are exploring accommodations.

When is Ramadan?

The dates of Ramadan change each year. In 2019, Ramadan begins on Sunday May 5. Ramadan lasts for 29-30 days and ends with the celebration of Eid-Ul-Fitr, June 5, 2019. Eid is traditionally a three-day holiday of celebration, visiting family and friends, and a gift exchange.

Supporting colleagues, clients and students who are observing Ramadan

Out of respect for colleagues who may be observing Ramadan, the following best practices are recommended for an inclusive work environment. If you notice that a colleague or a client may be observing the fast, please be sensitive to what it entails and how it could impact them.

1. In general, throughout the year, it is an inclusive practice to allocate a space for people to pray. This might not always be possible as space is a premium in here at AC, but something for us all to try to accommodate.
2. Fasting around 17 hours a day – especially on a hot day which we will hopefully have soon – is not easy. The long day of fasting might be more challenging for staff/students attending evening or afternoon classes. Please try to be especially supportive and understanding, as we always are, of the energy levels of our colleagues & clients later in the day.
3. You could try, if possible, to schedule meetings in the morning while fasting colleagues and/or clients are relatively fresh; those who are fasting may find it tougher toward the end of the day.
4. In general, try to avoid asking a colleague who is fasting to go out for lunch or attend a meeting during lunch where others will be eating. Your colleagues may not mind – as they may be used to other people not observing the fast – but try to be discreet when you are eating nearby a colleague who is fasting.
5. This is a time to be mindful with regards to potlucks or the offering of snack foods. If there is food at a meeting/class, you may wish to offer to set some aside to take home to eat later when the sun goes down.
6. Try to avoid asking fasting colleagues to commit to evening hours or events whenever possible, as their evenings may be dedicated to prayer, gatherings and eating.
7. Ramadan-observing staff may request vacation time toward the end of Ramadan if they are observing intense worship practices. Please try to accommodate them as much as possible – we have days available for religious observance under policy HR 16.
8. For those who celebrate Eid, staff may request time off to celebrate as per policy HR 16. Try to accommodate staff if it does not clash with staff contract vacation entitlement. Instructors and facilitators could speak with participants who celebrate Eid, June 5, 2019, to find a way to ensure that they feel supported.
9. Please encourage colleagues who wish to talk openly about their practices around Ramadan to do so and to feel comfortable with questions from non-fasting colleagues on how to make them feel supported. If colleagues do not wish to talk about their practices, please respect their wishes as well.
10. Please note that just because a colleague may speak Arabic or Farsi, it does not mean that they are Muslim and specifically follow this particular practice or faith.

Happy Friday – We made it to another fiscal year end!

Everywhere in my career I’ve experienced March Madness – this pressured focus on ending projects, reporting, and budgeting; and Algonquin College is no different. Although you have made many great achievements in the past 12 months, and are now wrapping up for another year of deliverables, it’s perhaps time to take a moment and reflect on how to help yourselves and others who may be facing burnout. Here’s some key points from a new article from the Harvard Business Review on “How to Help Your Team with Burnout When You’re Burned Out Yourself”.

1. Make your own health a priority: Eat healthy, wholesome food; exercise regularly; get plenty of sleep at night; try meditating, and find someone to vent to. Once you have found your technique, make sure you share it with your team to normalize self-care.
2. Tackle the problem as a group: demonstrate that you take the issue of managing stress seriously, ask your team, ‘Even in the context of this change, how do we come together?
3. Exhibit compassion: Be compassionate. Recognize, both inwardly and publicly, that all of us are doing the best we can with the resources we have been given. This doesn’t mean that you’re “lazy or letting yourself off the hook.”
4. Set a good example: Set a good example by making downtime a priority. Show your team that you don’t always operate in full-throttle mode at the office, set limits on how much work encroaches on evenings and weekends.
5. Focus on the why: Remind the team of the objective and why it’s important to the organization and your customers. When people have shared values and connection they are more likely to feel positively about their work.
6. Advocate for your team: It is manager’s responsibility to advocate for the team within the context of your organization’s goals, convey the consequences of burnout and describe how it is in your boss’s best interest to take action.
7. Be a source of optimism: This is hard to do when you are stressed out but: Look for the good. Smile at people. And be kind. Make sure you regularly acknowledge, recognize, and thank people for their efforts.

These actions will support development a psychologically healthy workplace, in particular with Factor 11, Balance: Balance is present in a work environment when there is recognition of the need for balance between the demand of work, family, and personal life.