In our last post, we discussed why self-advocacy is important, as well as the factors that make it hard for employees to speak up for themselves at work.

Today, we'll discuss some actionable things you can try to promote self-advocacy for your team.

There are two primary ways to build a culture in which employees feel safe to advocate for their needs:

1) open dissent, and
2) query and people-focused meeting agendas

These two approaches provide clear directives to employees and show folks that you're committed to following up on feedback that is raised.

Let’s dive into open dissent and what it looks like in practice!

Tip #1: Be clear with your invitation for feedback

Say you've got an idea, and you want to get feedback from your team. At the next team meeting, you present your idea and ask what everyone thinks.

That's what you're supposed to do, right?

Now consider this: You present your idea, and then you tell your team that you're still in the ideation stage. You go deeper by explaining, "I'd like to hear what I haven't considered. What will the impacts of this approach be on your work? Where does my thinking align or not align with yours?"

You can see there's a big difference between the first and second scenarios. You're still looking for feedback, but in the second situation, you're being much more specific. It's pretty obvious that you want thoughtful feedback—even if it means people disagree with you.

Inviting dissenting opinions helps to form a culture of transparency and trust, showing team members that your workplace is a safe place to name what feels true for them without fear.

Tip #2: Follow up on feedback

Another key part of open dissent is letting people know what you did with their feedback.

Again, you can see how open dissent goes further than just saying, "I heard you." After you receive and evaluate feedback—and later take action—be open with your team about the feedback you implemented and why. You can explain what feedback you disagreed with and how (or if) you plan to further engage with those comments.

Tip #3: Ask for input when your ideas are still new

Open dissent requires that you bring ideas to people before they're fully formed. If you're already ready to take action on something, you're not going to be in a place to receive input on it.

Be sure that you're looking for more than just a yes or a no. Again, we recommend asking folks how your thinking does not align with theirs. This is such a specific, eye-opening question that can get you unexpected, valuable feedback every time.

Of course, there will still be instances when you need to execute on something without much input from others. When this happens, be sure to explain why afterward. Still, there are usually tons of other opportunities where you can create a culture of open dissent and equity, so bring these practices to the forefront as much as you can.

From abstract concepts to tangible change

During the presentation, many attendees responded strongly to the models you just saw above. Seeing how a typical question that we ask as leaders can be tweaked to encourage open dissent and employee advocacy gives you a real idea of how you can start to foster self-advocacy, even as soon as your next meeting.

If you'd like help evaluating your current culture and shifting to one that is safe, inclusive, and equitable, we're here for you. Reach out to us below and let us know what questions you have!

LET'S TALK!