hought diversity o f thought What’s Important
What Works (and What Doesn’t)
diversity What’s Going On
thoughtleaders
thoughtleaders
thoughtleaders
thoughtleaders
thoughtleaders
It’s Not What You Say, It’s How You Say It That Really Matters By Sharon Barnes
W
Principal and Head of Corporate Diversity Vanguard
We all were raised with the understanding that “it’s not what you say, it’s how you say it” or “it’s not what you do, it’s how you do it.” Never has this concept been more important than it is now as we all strive to hire and retain the best and the brightest. The little things we say and do—and how we say and do them—will make all the difference. Microinequities—the subtle messages we send to people that can make them feel valued or devalued—were a new concept for me when I learned about them just a few years ago. I have experienced microinequities in my personal and professional life, but I never had a name for them or words for how they made me feel. Microinequities reveal themselves in gestures, headshakes, facial expressions, and body language. They also manifest themselves in the tone of voice or patterns of speech we use in conversation, possibly leaving others questioning themselves. Microinequities occur when the speaker’s countenance does not match the words he or she is speaking. In today’s business environment, it is more critical than ever to be “in relationship” with the people we manage or interact with. We know the data shows that people don’t leave companies; they leave managers. Having this knowledge requires that we accept greater personal accountability as leaders in our interactions with staff to ensure they feel valued, respected, and motivated. We must be sure that what we say and do matches the way we say and do things.
The times in which we live will no longer allow us to be oblivious to our impact on others. Leadership in the 21st century requires new competencies. Along with our basic requirements to implement strategy, bring projects to conclusion, and get the job done, we must now be concerned with how we make the people working with and for us feel. We must engage in new ways, be authentic, find common ground with those who are often very different from ourselves, and use engagement as a tool to influence and motivate. In his book Micromessaging, author Stephen Young tells us that “unaddressed microinequities accumulate, wear down, and infect an otherwise healthy self-esteem.” The use of supportive micromessaging “positively improves work performance and morale and fosters organizational success.” Let’s all commit to becoming aware of who we are, what we do, and how we communicate to ensure that each employee maximizes his or her gifts and talents for the common good and for company success. PDJ
Prof iles in Div er s it y Jou r na l
March/April 2009
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