Three Summertime Steps For DEI

I hesitate to say it’s a “quiet time” at work. For a lot of organizations, especially under-resourced non-profits, there’s no room for downtime in a system already over capacity. If that’s you…maybe skip this post.

But many of us do work at places with seasonal cycles. Sometimes the dog days of summer are not as packed with client-led business. We may not exactly relax, but perhaps we delete a few old emails, sort a drawer or two, or schedule some self-guided trainings.

This time is also a great opportunity to invest in important DEI work. Here are some suggestions for managers and leaders to consider during the “quiet time” of summer—or whenever you may find yourself without urgent deadlines or back-to-back meetings.

1. Reflect and assess. Think about your team. What dynamics have you observed this past year? When have you functioned really well, and when were there tensions? Then consider each member of your team individually. Make a table and write each person’s name, and make notes on these questions:

2. Engagement - How are they feeling about work? Who seems connected with others at the organization, and who might be isolated? 

3. Opportunity - How have they been able to contribute? Who speaks up at meetings? What projects and assignments have they been assigned? Who has gotten stretch assignments? Who has mentors and who doesn’t?

Together, these answers may give you an idea of the different levels of inclusion among your employees. If you see disparities, it doesn’t mean you’ve failed as a manager. It means you have found an opportunity to improve a relationship.

1. Check in. With all the vacations people take over the summer, it may not be feasible to do a group team-builder or retreat. So schedule one-on-ones when each person is working and available. Ask how they’re doing, how they feel about the workplace. What do they need to do their best work? What professional development would they like to see? This is a chance to engage more holistically and more informally than in their annual reviews. You can even add a social aspect if you are both in the same location: end with lunch or coffee, or go for a walk in the park. Make a personal connection to build on in the year ahead.
   

2. Plan. Reread your reflections, and add in what you heard in the one-on-ones. Are there themes that more than one person mentioned? Where did people want different things—requiring differentiated support from you? List concrete actions you can take to provide more of what they told you they need. And don’t do it all on your own. When your team is back together, plan for a learning or social opportunity you’ll do together, and let them know what you are going to focus on as a manager (based on what you heard from them) and ask for their feedback. 

When the clients start calling and emailing hard and fast in the fall, you’ll be glad you took advantage of the quieter times to step back and look at your team’s inclusion needs. You’ll want everyone to feel supported, mentored, and appreciated when the work is at its hardest.