You can begin “Seizing It” by being inclusive.
“Hey, I stopped by your desk to tell you that next Friday will be my last day,” my coworker and friend stated.
“Oh no,” I cried. “You’re not leaving the corporation, are you? Where are you going?”
“Well, you know I adopted my nephew, and he now has some issues with learning disabilities and a seizure disorder. I need to be able to work from home and supervise his afterschool activities, even though he is in middle school. This group doesn’t support a “work from home” model, so I’m moving on to another group.”
How often have you encountered the situation outlined above as a leader? You have goals to retain top talent, but unusual things come up and you just can’t find a way to hold on to a valuable resource. We are all familiar with the concept of Diversity and Inclusion as it relates to ethnicity, religious affiliation, gender, sexual orientation, and persons with disabilities, that is, with permanent needs for inclusion. Most of our corporations have programs in place to help support these broad groups of associates. But what about what I am calling “situational special needs inclusion”?
Some examples of temporary situations that require special inclusion are bereavement, unexpected accidents or illness, paternity/maternity leave, and others. Most large corporations do a relatively good job of offering paid time off for funerals, for some sick time in the hospital for us or family members, for adoption or maternity leave. But usually these are very short-lived paid breaks that eat up a certain quota of accrued sick and vacation days.
Most corporations also have a policy allowing for a 6-month leave, where your job will be held for you if you qualify under certain conditions. But so very often persons in these challenging situations cannot really afford an unpaid leave; they need the dignity of a paycheck and work to do. But above all other things they require flexibility.
For persons experiencing “situational special needs inclusion”, flexibility can take many forms:
- Work location flexibility
- Work day flexibility
- Work assigned flexibilty
There has been a lot of buzz the last few years about working remotely. Many corporations have allowed resources to give up their permanent work location and work from home. Some even provide remuneration for internet and phone connectivity, and office supplies, for their remote workers. But this is just location flexibility – it doesn’t usually address the workday and the actual work being performed.
Workday flexibility is the ability to do the work in pieces, inside or outside of the normal business hours. Perhaps someone experiencing a complex family situation needs to work 3 hours in the morning, 2 hours mid-day, and 3 hours late evening. They want to work, they want to earn a pay check, but they have responsibilities that require them to come in and out of the work day.
Work task flexibility supports the on-again, off-again nature of the broken work day. There has to be an ability to assign them work that can be done in pieces. Project deliverables, tracking statistics, dashboards, data collection . . . some examples of the type of work that could be assigned this way.
How creative are you, as a leader, when faced with these temporary situations? Are you willing to think outside of the box? Are you able to overcome your fear about managing a resource in such a situaiton – about trusting them to really put in the hours you are paying them for?
I have had two situations where I have experienced “situational special needs inclusion” myself. I worked and supported my husband’s care when he had cancer 4 years ago. I was able to pair up with another project manager who took most of the actual phone meetings during the “normal” work day. I was able to work on resource plans, financials, project deliverables, that could be done via email communications and that could be slotted into the pieces and parts of the day that I could manage. I greatly appreciated the support of the other project manager, and of my leadership, and I remained productive during that period.
Recently I had (and am still experiencing) a situation with my high-school age daughter. What was to be a simple surgery, and one week of time off for me, ended up being an on again, off again 6 weeks of repeated hosptilization. The recovery continues as I write this. The ability to fade in and out, to work remotely, and to level tasks by assigning to others has made a real difference to me!
I have found that the outcome of this type of flexibility and inclusion is Associate Satisfaction and Loyalty, and the retention of top talent. Become Inclusive, and you, too, can begin Seizing “It”.
Copyright © May 2010 Pamela Geer, SeizingIt.com – All Rights Reserved
Filed under: Leaders with "It" are . . . | Tagged: Diversity & Inclusion, Executive Presence, Leadership Presence, Leadership Skills, Pamela Geer | 2 Comments »