organizational development & leadership

Navigating Workplace Sabotage: Advice for People of Color & Their Employers

/ Myron Pope / Leave a comment

Workplace sabotage can manifest in various forms, including gossip and rumors, undermining colleagues, passive-aggressive behavior, direct confrontations, and exclusion and cliques. Gossip and rumors involve spreading false or harmful information about colleagues, leading to mistrust and hostility. Undermining colleagues means deliberately sabotaging a colleague’s work or reputation by withholding important information or providing incorrect guidance. Passive-aggressive behavior includes using sarcasm, giving the silent treatment, or making backhanded compliments to create a toxic atmosphere. Direct confrontations involve engaging in open arguments or heated discussions that disrupt workflow and increase workplace tensions. Exclusion and cliques entail forming exclusive groups and excluding others, leading to feelings of isolation and resentment.

As a person of color, my professional journey has been marked by distinct experiences. At times, I noticed a difference in how I was treated compared to my peers. Reflecting on these experiences, I acknowledge that while not always the case, there were instances where peers made efforts to create a challenging workplace environment for me. This was unfortunate, and sometimes these actions may have been unintentional. However, in other situations, I perceived these challenges as deliberate acts of workplace sabotage.

I believe sharing my experiences could be valuable to other professionals of color facing similar workplace confrontations perceived as sabotage. It’s important to navigate these situations with awareness and resilience, seeking support and utilizing resources within the organization. Addressing such challenges requires a proactive approach, documenting incidents, seeking guidance from mentors or HR, and advocating for a supportive workplace culture that values diversity and inclusion.

The Unique Impact on People of Color

People of color often experience workplace sabotage differently and more intensely due to systemic biases and racial discrimination. The impact can include increased scrutiny, where people of color face higher levels of skepticism regarding their capabilities and contributions, making them more vulnerable to sabotage. Isolation is another issue, as exclusion from informal networks and social circles within the workplace can limit their access to critical information and opportunities. Stereotyping leads to biased evaluations and unfair treatment, further exacerbating feelings of inadequacy and frustration. Microaggressions, which are subtle, often unintentional comments or actions that reinforce negative racial stereotypes, can undermine confidence and create a hostile work environment.

Examples of Workplace Sabotage Against People of Color

Examples of workplace sabotage against people of color include questioning competence, withholding information, overloading with work, credit stealing, and negative performance reviews. Questioning competence involves doubting or questioning the qualifications and capabilities of people of color, often without basis, undermining their confidence and professional standing. Withholding information is the deliberate exclusion of people of color from important meetings or withholding crucial information that could aid their job performance. Overloading with work means assigning excessive workloads or menial tasks to people of color, making it difficult for them to succeed or advance. Credit stealing occurs when others take credit for the ideas and contributions of people of color, hindering their recognition and career progression. Negative performance reviews involve giving unfairly critical performance reviews based on biased assessments, which can impede career growth and job satisfaction.

I recall one situation where a peer noted that the functional area that I was supervising had encountered a few findings based upon a routine institutional audit.  I was shocked as the area always was meticulous in its operations.  I did my research and discovered that in this case, they had done everything that they were expected to do also.  They had asked for an exception to a policy through another department, and that department had granted the exception.  They had the information in writing.  I was relieved because the errors seemed to be out of character for the department.  When I followed up with the colleague who mentioned the findings to me regarding what I had discovered, they elected to ignore them.  They made it a point to report to my supervisor and other institutional leaders that these audit findings had been discovered in one of my areas.  The ability to triangulate my findings was not difficult as the individual supervised the department that made the exception.  After bringing it up on several occasions, I was literally told that there was nothing that could be done, as “that ship has sailed”. 

The Impact of Workplace Sabotage

The consequences of workplace sabotage are far-reaching and can affect both the individual and the organization. Decreased productivity is a significant impact, as the stress and distraction caused by sabotage can lead to decreased focus and efficiency. Lower morale is another consequence, as persistent sabotage can erode morale, leading to disengagement and dissatisfaction among employees. Increased turnover is a likely outcome in a hostile work environment, prompting valuable employees to leave and resulting in higher turnover rates and loss of talent. Health issues can also arise, with prolonged exposure to a toxic work environment causing physical and mental health problems, such as anxiety and depression.

When I have encountered these situations, it has caused a tremendous amount of stress and anger.  I tried to navigate through them, but there are some who are very well-equipped in strategizing to create difficult situations for their “colleagues”.  Many people of color like me have not been taught this game.  They are not ready for these situations.  They have not had mentors who have provided them with the reality that these types of games are played.  I was naïve enough to believe that if I showed up and tried to do the right things professionally that others would support me.  Over time, I realized that these types of things did occur, and it diminished my appreciation of the workplace and those around me who engaged in these situations.  The toxicity caused me to have many reservations about trying to collaborate as trust had been deteriorated because of the environment that was created.  I spent more time trying to figure out ways to get work done around these individuals rather than being able to be strategic.  When employees of color experience these situations, it creates undue stress, second guessing, and overall a lack of desire to exist in the environment.

What to Do If Workplace Sabotage Impacts You

If you are experiencing workplace sabotage, it’s important to take proactive steps to address the situation. Start by documenting incidents of sabotage with specific details, including dates, times, and individuals involved. Keep a record of any emails, messages, or documentation that can support your case.  I didn’t do a good job in this area.  I wrote things off and continued to try to move forward.  No one wants to be the “snitch” as some may perceive it as weakness or that you are not a team player.  However, at the end of the day, your ability to be effective in your work is diminished anyway, so why not be proactive in addressing the issue head on.

Consider discussing your concerns with a trusted colleague, mentor, or supervisor who can offer guidance and support. Raising awareness of the issue within the organization can sometimes prompt action to address the sabotage. Talking to mentors and colleagues for support is crucial, even if some may not have the authority to intervene—they can still provide a listening ear. Personally, I struggled in this area because I didn’t share my experiences widely. It’s important to note that those who engage in such behavior are often adept at preemptively shaping a narrative. When you approach your supervisor, they may already have framed the situation in a way that undermines your credibility. It’s unfortunate, but it’s a tactic used by some individuals.

Seeking professional advice or assistance from HR or an employee assistance program (EAP) can also be beneficial. These resources can provide confidential support and guidance on how to navigate the situation effectively. I am delighted to see that there has been more openness by people of color to discuss mental health, but I grew up in an environment where you were perceived as weak if you requested assistance.  It was a societal perception, and it was a part of black masculinity.  I have since been engaged in much counseling and support, but I left a lot of money/benefits on the table because I did not take advantage of EAP back then.  Don’t allow that to happen in your case.

Additionally, prioritize your well-being by practicing self-care and maintaining a healthy work-life balance. Dealing with workplace sabotage can be emotionally draining, so it’s essential to take care of yourself physically and mentally.  I always joked that as a black man, my life expectancy is much shorter than other groups.  As people of color overall, that tends to be the case.  Don’t allow these jobs to kill you.  Take care of yourself and establish boundaries.  Create physical and mental well-being structures in your life to overcome these challenges.

Lastly, consider exploring your options for recourse within the organization, such as filing a formal complaint or grievance if the sabotage persists and impacts your ability to work effectively.  It is not always an easy situation, and it is not the preferred solution, but if you plan to remain at the organization, you have got to put an end to this harassment.  Speak up and act to save yourself and your career.

Addressing Workplace Sabotage

You should not be alone in experiencing this type of harassment in the workplace.  Your leadership should be proactive in making sure that they are not complicit in allowing this to happen.  To combat workplace sabotage, organizations must implement proactive measures. Preventing conflicts in the workplace is as crucial as resolving them. Organizations can achieve this by creating a positive workplace culture that encourages teamwork, trust, and inclusivity, helping employees feel valued and reducing misunderstandings and disputes. Recognizing achievements and fostering camaraderie through team-building activities can further enhance this positive environment. Additionally, providing conflict management training equips employees with skills in communication, negotiation, and emotional intelligence, enabling them to address and resolve conflicts constructively. Such training promotes active listening and empathy, helping employees engage in productive conversations and prevent conflicts from escalating.

Open communication is crucial, encouraging open and honest dialogue about workplace dynamics and conflicts to identify and address sabotage early. Diversity and inclusion initiatives are essential to foster a culture of diversity and inclusion, reducing biases and creating a supportive environment for people of color. Clear policies on acceptable behavior and conflict resolution procedures should be established and enforced. Support systems, such as mentorship programs, should be created to help people of color navigate workplace challenges and build strong professional networks.

Conclusion

Workplace sabotage can significantly hinder the productivity and well-being of employees, particularly people of color who may already face systemic biases and discrimination. By understanding the unique challenges they face and implementing effective strategies to address and prevent sabotage, organizations can create a more inclusive and productive work environment. Open communication, supportive management, and a commitment to diversity and inclusion are key to fostering a harmonious workplace where all employees can thrive.  I learned much through my many years of professional experience, but there are many things that as I continue to reflect on this career that I now realize that I still have opportunities to grow.  Experiences in the context of workplace sabotage is just one of them.

Navigating the DEI Landscape: Embracing Complexity, Overcoming Division

/ Myron Pope / Leave a comment

In recent years, the acronym “DEI” – Diversity, Equity, and Inclusion – has become a staple in conversations across various domains, from corporate boardrooms to academic circles and beyond. It represents an aspirational vision of a society where every individual, irrespective of their background, identity, or circumstances, is afforded equitable opportunities and esteemed for their unique perspectives. Yet, within the fervor surrounding DEI, a divide has emerged, marked by misunderstanding, polarization, and controversy.

At its essence, DEI is a celebration of human diversity. It encompasses visible dimensions like race, ethnicity, gender, age, and physical abilities, as well as invisible aspects such as sexual orientation, socioeconomic status, and cognitive diversity. However, a significant challenge arises when DEI initiatives focus solely on race and ethnicity, neglecting other vital facets of diversity.

Personal anecdotes can shed light on the multifaceted nature of diversity. For instance, as a black male who also wears hearing aids due to a hereditary hearing loss, I embody characteristics falling into both the racial and physical abilities diversity categories. While many may recognize my race, my hearing impairment often goes unnoticed. This illustrates the need for a comprehensive understanding of diversity that extends beyond superficial attributes. 

In practical terms, equity ensures that individuals receive tailored support to achieve fairness. It involves identifying and addressing systemic barriers that perpetuate disparities in access, opportunity, and outcomes. Achieving equity requires dismantling structures of oppression and ensuring that everyone has what they need to thrive.  For example, in my workplace, awareness of my hearing loss is essential for equitable engagement. Colleagues who understand my limitations can facilitate effective communication and mitigate potential safety risks. However, creating equitable opportunities requires not only awareness but also a willingness to accommodate diverse needs.

Inclusion completes the DEI triad, fostering environments where all individuals feel valued and respected.  It involves fostering a sense of belonging and empowerment among diverse groups, promoting collaboration, and amplifying marginalized voices. Inclusive spaces not only tolerate diversity but actively leverage it to drive innovation, creativity, and productivity. Despite my hearing loss, I experience a sense of belonging in my workplace, thanks to colleagues who prioritize inclusive practices. Their efforts to accommodate my needs without marginalizing me reinforce the importance of genuine inclusion.

The DEI Outcry

Despite its transformative potential, DEI has become mired in controversy and division. Misinformation and misconceptions abound, perpetuated by fear, resistance to change, and political agendas. Additionally, some view DEI as a threat to their status or comfort, fearing that prioritizing diversity may come at their expense.

Furthermore, the weaponization of DEI rhetoric exacerbates tensions, alienating potential allies and hindering constructive dialogue. Accusations of creating hierarchies of oppressor and oppressed only serve to deepen divisions and stifle progress.

In today’s polarized climate, discussions about DEI often descend into echo chambers, where opposing viewpoints are demonized, and constructive dialogue is stifled. Overcoming this polarization requires a commitment to fostering understanding, empathy, and collaboration.

Through constructive dialogue and education, we can dispel misconceptions and foster a more nuanced understanding of DEI. By recognizing the complexity of diversity, equity, and inclusion, we can transcend divisive narratives and work towards a more equitable and inclusive society.

Navigating the DEI landscape requires embracing complexity and overcoming division. By acknowledging the multifaceted nature of diversity, promoting equitable opportunities, and fostering genuine inclusion, we can realize the transformative potential of DEI and create a more just and inclusive world for all.

Returning to the True Purpose

Expanding on the complexities of DEI, it’s crucial to delve deeper into each component and explore their interconnections. Diversity, as mentioned earlier, encompasses a broad spectrum of attributes, both visible and invisible. While race and ethnicity often dominate discussions on diversity, other dimensions such as gender identity, sexual orientation, disability status, and socioeconomic background are equally important.

Recognizing and celebrating this diversity requires a shift from tokenistic representation to genuine inclusion. In workplaces, for instance, diversity should not be reduced to mere demographics on a spreadsheet.  My race, my gender, my physical abilities all contribute to my reality – the essence of who I am. True diversity involves creating environments where individuals feel empowered to bring their authentic selves to work, knowing that their unique perspectives are valued and respected.

Equity, the second pillar of DEI, serves as a corrective lens to address historical and systemic injustices. While equality aims to treat everyone the same, equity acknowledges that fairness may require different levels of support for individuals facing unequal starting points. This could manifest in targeted interventions such as proactive diverse recruitment programs focused on qualified candidates, mentorship initiatives, or accommodations for individuals with disabilities.  We can be advocates for one another by acknowledging that there are not equal opportunities to be successful considering our backgrounds. 

However, equity efforts often face resistance from those who perceive them as preferential treatment or reverse discrimination. This resistance highlights the need for education and dialogue to debunk myths and foster understanding. Equity is not about taking away from one group to give to another but rather about leveling the playing field and addressing systemic barriers that perpetuate inequality.

Inclusion is the glue that binds diversity and equity together. Inclusive environments go beyond mere tolerance of differences to actively embracing and leveraging them for collective growth. Inclusion involves creating spaces where everyone feels welcomed, valued, and empowered to contribute to their full potential. This requires deliberate efforts to dismantle exclusionary practices and foster a culture of belonging. 

One key aspect of inclusion is psychological safety, where individuals feel comfortable taking risks, expressing dissenting opinions, and being vulnerable without fear of judgment or reprisal. Psychological safety fosters creativity, innovation, and collaboration, essential ingredients for organizational success in today’s complex and rapidly changing world.

Concluding Thoughts

Despite the transformative potential of DEI, its implementation is often met with resistance and backlash. Some critics argue that DEI initiatives prioritize diversity quotas over meritocracy or undermine individual agency by categorizing people based on immutable characteristics. Others fear that DEI efforts may inadvertently perpetuate stereotypes or create divisions within communities.

Addressing these concerns requires a nuanced approach that balances the principles of DEI with broader societal values such as meritocracy, individuality, and unity. DEI is not about replacing one form of discrimination with another but about creating environments where everyone has equal opportunities to succeed based on their merits and contributions.

Moreover, DEI is not a zero-sum game where one group’s gain comes at the expense of another’s loss. On the contrary, research has shown that diverse and inclusive organizations outperform their homogeneous counterparts in terms of innovation, decision-making, and financial performance. By embracing DEI, organizations can tap into the full spectrum of human potential and drive sustainable growth and prosperity.

In conclusion, DEI represents a paradigm shift in how we approach diversity, equity, and inclusion in society. By acknowledging the complexities of human identity, addressing systemic barriers to equality, and fostering inclusive environments where everyone feels valued and respected, we can unlock the full potential of DEI and create a more just, equitable, and inclusive world for all.

Leading change in difficult environments

/ Myron Pope / Leave a comment

“You appear dangerous to people when you question their values, beliefs, or habits of a lifetime. You place yourself on the line when you tell people what they need to hear rather than what they want to hear. Although you may see with clarity and passion a promising future of progress and gain, people will see with equal passion the losses you are asking them to sustain.”
― Ronald Heifetz & Martin Linsky, Leadership on the Line: Staying Alive Through the Dangers of Leading

It’s been almost 15 years since I first read this book.  It is one of the handful of books that I continually go back to when I think about leadership situations and leadership dilemmas.  I hope that you will be able to read it at some point.

Now more than ever, I believe that this quote stands out to me in so many ways.  It symbolizes experiences that I have had through the years, and I was too naïve to realize it.  I wanted to change the world.  I wanted to leave the proverbial woodpile higher than I found it.  I was asleep to the games that were being played behind the scenes that were completely counter to my desire to “make the world a better place”.  It was sometimes just simple malice and desire for me to fail.  On the other hand, it was simply that I was not seeing the reality of the values, beliefs, mores, habits, etc. of those around me that were so engrained in “traditions” that complicated my ability to lead change.  Regardless of the intent, the result is the same, people will dig their heels in and adamantly oppose your “great idea” unless you are able to help them understand that they are not losing anything in the process.  It’s not personal, or it should not be.  It is a difficult waltz, but I have been able to be successful in doing it.  Also, I have failed miserably at it.  I want to share some strategies for navigating these struggles regardless of the outcome.

First, understand why you are doing what you are doing and walk back from there.  During a recent job search, I came across the values of one company.  One of their principles focused on the desire to focus on the customer at all times.  This one should be the intent of every organization that seeks to serve or offer products to customers.  However, we sometimes miss the mark.  Are we truly obsessed with how those we serve are doing?  Are we focused on numbers, the competition, the bottom line, or are we truly committed to earning the trust of those that we should be serving?  You need to ask yourself this one each day.  You must understand why you do what you do and demonstrate the passion that you had the first day of work each day thereafter.  That mindset should always be your True North (a topic for another day, if you have not heard of it).  If you have this down, all other things will fall into place.  Now that you have your internal bearings in place, let’s focus on the external, specifically the topic at hand – opposing constituents.  

One of the more difficult things that I was challenged with through my career was confronting difficult situations, especially when it came to people in roles of authority.  Due to my upbringing, you did not question authority…for any reason.  That is unfortunate that my worldview was framed in that way because there are ways to do it in a respectful manner which was the underlying reason why I was not allowed to question authority.  It was just a little extreme.  This strategy applies to working with peers and other constituents.  Here are four strategies for making that happen.

  1. You must engage in “courageous conversations” that have the potential to change things.  As a young professional, I missed so many opportunities to communicate with my colleagues as I attempted to commit to the notion of improving outcomes for those that we were serving.  No matter how great your idea may be, collaboration is almost always needed to achieve the change that you desire to achieve.  I avoided it like the plague early in my career because I didn’t want to create problems or conflict.  Also, there was the fear of questioning those who were in authority.  These fears caused me to operate unilaterally too often, and sometimes we arrived at the goal (and sometimes we didn’t), but it took a while because hypothetically speaking, rather than going from Sweet Water, AL, to Tuscaloosa directly (a mere 96 mile drive), I ended up having to go to Tampa, San Francisco, San Antonio, and so many other destinations rather than just making the direct path to the goal. That analogy gives you a sense of what happens when you don’t deal with situations directly.  You don’t get the right people engaged to move the situation forward. A good friend used to refer to these as courageous conversations because it took courage to confront the elephant in the room.  You are not being disrespectful.  You are engaging in collaboration and the early stages of planning and implementation.  This is not about you, but it is about us and those that we serve.
  2. “You can catch more flies with honey than you do with vinegar.”  Once you have gotten yourself together and you are ready to have that conversation with the other individual/group, it is important that you approach it in such a manner that is respectful and amenable.  There is a reason that in terms of diplomacy, diplomats start off with talks, in most cases, before just sending in the tanks and the military.  Start off with the why which should always begin with that passion for serving and making the experience of those that you serve as positive as possible.  In most cases, all can agree to that foundational goal.  From there, provide your perspective on what you are seeing and present the proposed new direction/idea.  Allowing the other party to share their perspective on where things are, where they think that things should go, and their perspectives on your thoughts and plans are a necessary and important part of this. I would even offer that you allow them to lead with their thoughts on the two former topics just to get the conversation started.  That form of respect goes along way, but it must be sincere.
  3. One thing that irritates me more than anything is when I am speaking to someone, and they are not listening to me.  Either they are busy doing other things while you are talking, or they are thinking about how to respond to the things that you are attempting to articulate before you even finish.  These mindsets severely inhibit communication and collaboration, right?!?  It demonstrates a lack of sincerity and genuineness.  Well, don’t be that guy/gal.  Don’t be so focused on knowing all the answers or digging in your heels on your position that you are unable to listen to new ideas and concepts. Obviously, you can’t control others, but you can control yourself.  Listen intently, be respectful of what is being said, and more than anything, gain a sense of the sensitive topics.  Understand what the other party is feeling like they are “losing” in this scenario because that is the potential deal breaker.  Even ask them what they would need to be able to move forward considering their perception of losing something in this process.  You probably should not use the term “lose”, but you should focus on acknowledging their feelings and concerns in a sincere manner. Note that this negotiation is something that is not instantaneous in most cases.  It takes time.  Stay at the table, continue to be respectful, and more than anything, keep the lines of communication open.
  4. Remember that this is bigger than you, which takes you back to the customer obsession mindset.  Make sure that you remember why you do what you do and that you remind yourself and others of that goal throughout the conversation.  In most cases, most can agree to this common goal.  This keeps you all on the same page as you maneuver through difficult conversations, planning, and the implementation of change.  

Many of you have engaged in this and have been successful in doing so.  Some of you are new/young professionals, where you have not had an opportunity to engage in situations like this. Regardless of your situation or the context, the principles are the same.  You all are in this space to make a difference.  You must embrace the variables as a team to successfully move the needle in a positive direction.  These thoughts are not the end all be all, but I hope that they offer some healthy guidelines for moving forward.  Finally, I wish you well as you engage in these courageous conversations in “dangerous situations” where people may feel threatened because you are challenging their ideas, beliefs, values, and mores.  Leadership is dangerous, and as Heifetz and Linsky state in their book, there are ways to navigate these difficult waters and be successful.