check in emotionally at next meeting

 Why not use this technique at the beginning of your professional learning community or grade-level or department meetings? It's not self-indulgent to take time to pose these questions to one another:

• What's on your mind?
• What's a recent challenge or success?
• What are you thankful for?
• What are you looking forward to?3 

In our experience, taking time to check in emotionally with one another for a few minutes actually increases the efficiency of a meeting. We get more accomplished—and prevent some of the "decision fatigue" that can set in as a meeting goes on.

from ed leadership article - Regaining Compassion Satisfaction - link

Design Your Meeting Agenda Around Questions

 

A good agenda is the first step to any successful meeting. If you want to make the best use of everyone’s time, turn your bullet points into questions that drive to the outcomes you’re looking for. For example, instead of a general topic like “Budget Problems,” try a specific question like, “How will we reduce our spending by $100,000 by the end of the fiscal year”? Or replace an item like “Strategic Planning” with a challenge like, “What is the key market threat we need to be aware of, how could it affect us, and what can we do to anticipate?” Preparing these questions before the meeting will make it easier to determine who should be there and how much time you’ll really need. Ultimately, a questions-based approach to your agenda can bring focus, engagement, and better performance to your meetings. And if you can’t think of questions to ask, maybe you don’t need that meeting after all!

This tip is adapted from “How to Create the Perfect Meeting Agenda,” by Steven G. Rogelberg

Talk to your team after traumatic events

 HBR article about talking to your team after the Wednesday mayhem: 

So many Americans are infuriated and heartbroken by the events that occurred in Washington, DC, on January 6, 2021. As lawmakers convened in a joint session in the House of Representatives chamber to count Electoral College votes and certify the election of the 46th President of the United States, rioters violently stormed the U.S. Capitol to disrupt the process of democracy at work. It was a horrifying display of domestic terrorism.

When major events like this happen, with millions of people watching, the workplace spillover is inevitable. And, particularly over the past year, many organizations have committed to stepping up in such situations to support their workers’ needs. Consider the clear and strong stances many companies took in the wake of George Floyd’s murder by police, including work with internal and external partners to develop their DEI competencies and address social justice issues. This is yet another opportunity for managers to put those corporate ideals into practice on the ground.

Many leaders are unsure about how to discuss current events that elicit strong opinions and emotions from their team members and so their default is to say nothing or make only a passing comment. Resist that tendency. You need to instead lean into this moment of disbelief, frustration, anger, fear, and anything else people might be feeling — not only today but from here on out. When something unspeakable occurs, you won’t find the perfect words to calm your people and restore their focus. No one does. But it is important that you acknowledge pain when it is felt. It is top of mind for your employees, and they are waiting to hear from you.

As you approach these crucial conversations, two things should be clear in your mind:

• Political views may vary but there is no tolerance for the spreading of disinformation, racism, violence, or attacks on democracy in a civil society or a respectable organization.
• Each team member’s context is unique. For example, as women of color, we are hurt and angered by the contrast between law enforcement’s docile response to yesterday’s rioters and the undue force shown to peaceful Black Lives Matter protesters last summer. Others might be triggered by seeing a Confederate flag paraded through the Capitol or a “Camp Auschwitz” sweatshirt proudly worn by a trespasser because it harkens back to horrific acts of past violence. And employees born outside the United States who have histories in countries with government uprisings leading to civil wars might be reminded of those experiences.

Now you can focus on encouraging an inclusive dialogue that shows you to be a supportive leader who cares about your employees both at work and in life. Here’s a template you might follow:

Create space. Let your team know that the crisis has been on your mind and you want to give them time and a venue (even if it’s virtual) to express their feelings about what’s happened. Clarify that it’s also okay to not discuss it if they prefer.

• “I want you to know that part of being able to bring your whole self to work is not ignoring the things that impact us outside of it.”
• “What’s on your mind today?”
• “How did yesterday’s events affect you?”
• “How did that situation make you feel about the work you do here?”

Acknowledge. Show that you understand how difficult it can be to process traumatic events.

• “I recognize you might not be able to articulate all your feelings, and that’s okay.”
• “I know it might be hard for any of us to get our heads around what happened.”
• “I understand that you might be distracted today.”

Affirm. Demonstrate that you are taking in individual perspectives.

• “I appreciate you sharing how this looks and feels from your point of view.”
• “Thank you for opening up and speaking so honestly and vulnerably about this.”

Personalize. Share your own authentic reactions but don’t make assumptions or generalizations about how others feel.

• “I felt ________ when watching the news.”
• “Today _________ is really on my mind.”
• Do not say: “I can imagine as a person of color you may feel upset/angry.”

Offer support. Let your team know you stand ready to help them today and going forward.

• “How can I offer you support?”
• “I’m here for you if you want to discuss any of this in the future.”

Reinforce values. Remind people of your personal and your organization’s commitment to employee wellbeing, democratic values, and diversity, equity, and inclusion.

• “Our leadership team remains committed to __________.”
• “I’m always going to stand up for this team and our values.”

Highlight resources. Point people to your organization’s DEI and mental health support groups and programs, as well as online guides to external help.

The events of the past several years — culminating in yesterday’s attempted coup — have left a great many of us reeling. Managers need to check in with their teams now more than ever, engage in open and honest conversations, help people process their evolving emotions, share their perspectives and opinions, and offer ongoing support. Done right, this sets the stage for the kind of strong manager-employee relationship that can also weather turbulent times in the future.

LT principal after chaos in Washington

 Well said... after january 6, 2021 chaos in Washington.... LT principal sends this out:

The events that occurred during Wednesday’s election certification in Washington D.C. were historic, tragic, and not reflective of the democratic society most Americans strive for. On Thursday, our remote classrooms included questions from students and discussion, which undoubtedly included varying opinions, thoughts, and feelings regarding Wednesday’s events. Please know as educators, while we do not have all the answers to student questions, our obligation is to focus on acknowledging the history of the moment and the reality of what occurred, to demonstrate empathy to those who were injured or lost their lives, and to provide an opportunity for all students to share their thoughts, feelings, and opinions in a respectful manner.

Lead with Gratitude

 

When people are stressed out, they’re more likely to treat those around them poorly. But research shows that creating a culture of gratitude on your team can not only lift people up and boost morale, it may also prevent workplace mistreatment. So be a role model. For example, take time to give each employee a sincere and personalized thank you for their effort this year. Or create time and space (physical or virtual) for gratitude. Some employees may feel uncomfortable expressing appreciation verbally, so you might start an appreciation wall to recognize each other. Alternatively, you could begin meetings with gratitude “check-ins,” during which team members can express one thing that they’re thankful for. Or consider creating opportunities where customers, clients, patients, or other beneficiaries can explain how they’re positively impacted by the work of your employees. There's no better time to introduce these practices than the holiday season, as we're all reflecting on what's been a trying year. So go ahead and start now.

This tip is adapted from “Building a Better Workplace Starts with Saying 'Thanks,',” by Lauren R. Locklear et al.

Make gratitude part of every day

 This tip is adapted from “Be Grateful More Often,” by Francesca Gino (from HBR 11/26/2020) 

Say Thank You Today — and Every Day

Even though many of us have numerous occasions to feel grateful in both our personal and professional lives, we often miss out on opportunities to say thank you — especially at work. Failing to express gratitude is a missed opportunity. Research finds that it allows you to savor positive experiences, cope with stressful circumstances, and strengthen your relationships with colleagues. And sending a message of gratitude can also have powerful and long-lasting effects on the recipient, who will feel valued and motivated to help others. So send some thanks today — to colleagues, mentors, mentees, family, friends, or anyone who's helped you along the way. But don't wait another year to do it again! Whether you're a CEO or someone looking for your first job, think about incorporating gratitude into your daily, weekly, and monthly routines. It may make your journey, wherever you’re going, a little brighter.

What inclusive leadership "sounds like"

 Check out this article from HBR- 

https://hbr.org/2020/11/what-inclusive-leaders-sounds-like?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM107768