Tuesday 14 April 2020

Leading in a crisis


‘Focus on what you can control’ is a mantra that seems much more applicable to the current situation than ever before. As the Covid-19 pandemic grinds the world to a halt, thanks to the invisible virus, there is understandably a sense of anxiety and panic, not just about the immediate threat (e.g. on health, relationships, jobs, economy) but also on the absolute fear of the unknown (how long will it last, how deep will its impact be, what will the new normal be, how will it change the world etc.).

As leaders, we also have the responsibility of bringing in a sense of calm to our respective teams and think beyond our immediate lives, to even attempt to bring about a semblance of normalcy. So here are some of my thoughts :

1.    Stay mission focussed : Our organisational mission is akin to a lighthouse that serves as a navigational aid. When there are waves of uncertainty that swirl around us, it is the mission that provides a sense of direction and reminds us what the purpose of our organisation is, and what we are here to achieve. At ActionAid UK, we constantly remind us that our mission is to work with women and girls living in the global south living in poverty and enable them to realise their rights. That is what always inspires us and should do, going forward.

2.    Be true to your culture : Every organisation has its own organisational culture. There is no better way to bring that culture to life than during a crisis. Let the culture enable those values and behaviours to be demonstrated clearly in how we manage the crisis, some of those values being - empathy, self-care, inclusion, kindness, trust and respect, which are quite common in the not-for-profit sector. At ActionAid, this is expressed through our feminist principles and behaviours, and there is no better time to embrace it fully than now.

3.    Understand resilience through an inter-sectional lens : Resilience is key in managing the crisis, but it is different for each individual, given their background, their beliefs, the socio-economic group they represent, and it is important to understand how each individual could be supported in being more resilient in view of the unpredictable future. We have had some discussions internally on issues of mental health for instance, and we are fortunate to have a dedicated team of mental health firstaiders who offer a fantastic resource. Equally, we keep reminding our colleagues of the confidential helpline we have, to support colleagues through these difficult times.

4.    Connect and communicate : With home working becoming the norm for an indefinite period, it is more important than ever to reach out, check-in, communicate, reassure and make people feel part of a wider team and organisation. I am so impressed to see how many of our teams have immediately put in some creative forms of catch-ups virtually, to keep in touch and check-in, which has been hugely welcome, especially by those who live on their own and feel very isolated. I participated in a Friday afternoon virtual drinks session, and it was great to also meet some of the family members and pets over this virtual catch-ups !
  
5.    Self awareness and vulnerability : We all have our own lives, and hence, an entire hinterland of anxieties and concerns. Leaders must look inwards to introspect what their deep concerns are, acknowledge them in the spirit of self-awareness and be comfortable in expressing their own vulnerabilities. I have realised that the current crisis is having an impact on my sleep pattern, and every time I wake up at night, which is a few times, my mind immediately diverts to whether I am doing the right thing in managing the crisis. And I have found immense comfort in being able to share that with colleagues.

We all have been through various crises in our respective roles and organisations, and I am sure there is a lot we can learn from and be proud of how we managed that. But this one is at a scale hitherto unseen in modern times. And it is global, affecting every single organisation across sectors. It therefore calls for deeper solidarity irrespective of who we are, where we come from, what our beliefs and ideologies are or where we live in the world. It may just be that moment to come together as one world, one community, to appreciate our diversity, to be more inclusive, tolerant, understanding and unified. It may just be the moment that will help redefine global relationships, bring us all together to continue to fight some of the other huge challenges like poverty, gender inequality, exclusion and social injustice.

(Originally published in the Third Sector, March 2020) 


Identifying exclusionary factors



There has been a lot of discussion on diversity and inclusion – and hence, it is only natural that we look at why this is such a big issue. One answer is that diversity is lacking in the sector, especially at senior levels. The other answer is that there are exclusionary factors, which need to be tackled to ensure inclusion. I would like to focus on the latter.
In my experience as someone who has sometimes been at the receiving end and speaking to others, there are different types of exclusionary factors. Some are personal (as felt by the individual), some are contextual (where some specific settings can be exclusionary), some are structural (caused by how organisations are configured, and their own processes & systems) and some are systemic (that has roots in behaviours and culture). In the real world though, it is not as neat and clear categories. There are all inter-linked. So instead of going into each type of exclusion (i.e. those caused due to gender, race, religion etc.), let me take you through what some of the exclusionary factors may look like – and I would like to highlight four of them.

1.    Recruitment : People face different types of entry barriers. Some of them could be because of gender, race, religion, class, education, i.e. factors that are more identifiable when someone applies for a role and provides a full CV. In case one passes through that if one is fortunate, there may be exclusions on the basis of some physical or cognitive disabilities, introversion or linguistic grasp, which may not be very significant or relevant to the role the person has applied for.

2.    Hierarchy : Hierarchy can be often about power and authority. While some form of hierarchy exists in all organisations, these structures sometimes result in some voices not being heard, some views being marginalised because it is expressed by a person who are relatively more ‘junior’ in the hierarchy of the organisation. There could be a power struggle between different departments and teams (e.g. based on who has more staff and finances) that could result in some teams feeling more marginalised and hence excluded.

3.    Behaviours : We all relate very differently in different situations based on several factors including our own temperament, attitude and resilience. And while that may be quite legitimate in many situations, what we often do not realise is the impact it has on others. We may come across as being passive aggressive, intimidating or even bullying. People draw their experiences of us from the verbal and non-verbal expressions that form part of our behaviours.

4.    Culture : The culture of the organisation is something that a person experiences when they step in to the organisation. It is broadly described as ‘how things are done here’. Even if organisations seek to build an open, vibrant culture, some people in some situations experience the organisation very differently, and they feel that the culture results in them being excluded and discriminated against.

In discussions on diversity and inclusion, we often talk about intersectionality which is about factoring in the overlapping identities of an individual to understand the impact of the disadvantages or prejudices they experience, which could be, but not limited to, gender, race, religion, class, disability, sexuality etc. Equally, the various factors mentioned above can further aggravate exclusion that individuals face or further perpetuate these when organisational processes collude with individual identities to create a web of powerful exclusionary factors. And it is really important to understand this because while individual identities very often cannot be changed, organisations can certainly change systems, processes and culture that are within its sphere of influence and control.

The purpose of laying some of these factors out is because addressing diversity and inclusion is extremely complex and it is very hard to get it right for all people across all contexts. I do believe that it can be quite a utopian quest. However, that should not stop us from understanding factors that cause exclusion and exploring various options to mitigate or eliminate these factors completely, because it is the right thing to do – especially for the not-for-profit sector that prides ourselves in being mission oriented, working around some core human values that are liberal and progressive, and for our collective commitment to a world that is safer, more just, more equal and more tolerant.

In my subsequent blogs, I will aim to explore each of the factors above with some examples that I have seen or experienced. And I will try to explore these through different forms of diversity in trying to follow a more intersectional understanding.

(Originally publised in the Third Sector, February 2020)