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Worry-free. Upgrade your browser today! What is Browse Happy?Using an outdated browser makes your computer unsafe. Browse Happy is a way for you to find out what are the latest versions of the major browsers around. You can also learn about alternative browsers that may fit you even better than the one you are currently using.Share the HappinessTwitterFacebookBrought to you by WordPress", + "http://browsehappy.com/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}#logo-home {/* initially hide the whole svg, show in the timeline */opacity: 0;} --> Make the world fairerCreating a better future for organisationsand their people. Find out more Diversity & Inclusion Embrace the power of diversity and inclusionAfter working with our business psychologists, your organisation will become a fairer, meritocratic workplace, giving every employee the opportunity to reach their full potential. Diversity&Inclusion Find out more Free to Soar: Race & Wellbeing in Organisations £11.99 Racism at Work £14.99 The Invention of Difference £14.99 View more books WebinarsD&I HubPressResearch Unconscious Bias Training: A closer look at the evidence How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? How to: Spot, Tackle and Eliminate Unconscious Bias March8 January 17, 2023 Religion at Work: Experiences of Christian employees Binna Kandola December 14, 2022 How Inclusive Are Your Teams? The rise of ‘proximity bias’ and how you can tackle it How have the recent tech layoffs impacted workplace DEI? March 8 December 20, 2022 Religion at Work: Experiences of Hindu Employees Binna Kandola November 22, 2022 Keep in touch Meet the team × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}#logo-home {/* initially hide the whole svg, show in the timeline */opacity: 0;} --> Make the world fairerCreating a better future for organisationsand their people. Find out more Diversity & Inclusion Embrace the power of diversity and inclusionAfter working with our business psychologists, your organisation will become a fairer, meritocratic workplace, giving every employee the opportunity to reach their full potential. Diversity&Inclusion Find out more Free to Soar: Race & Wellbeing in Organisations £11.99 Racism at Work £14.99 The Invention of Difference £14.99 View more books WebinarsD&I HubPressResearch Unconscious Bias Training: A closer look at the evidence How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? How to: Spot, Tackle and Eliminate Unconscious Bias March8 January 17, 2023 Religion at Work: Experiences of Christian employees Binna Kandola December 14, 2022 How Inclusive Are Your Teams? The rise of ‘proximity bias’ and how you can tackle it How have the recent tech layoffs impacted workplace DEI? March 8 December 20, 2022 Religion at Work: Experiences of Hindu Employees Binna Kandola November 22, 2022 Keep in touch Meet the team × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/about-us/our-people/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeAbout UsOur PeopleOur People UK Alison Trott Psychologist Andrew Weston Psychologist Angela Goldberg Assessment, Development, & Diversity Specialist Annette Andrews Executive & Leadership Coach Ashley Williams Psychologist (Digital Solutions) Bailey Bell Managing Psychologist Becky Rydiard Research Psychologist Billie Long Project Manager Binna Kandola Senior Partner Ceri Roderick Psychologist Charlie Eckton Diversity Specialist Chris Dore Operations Director Claire Bevis Finance Manager Clare Reynolds Psychologist Diane Thomson Diversity Specialist Emilia Rickman Placement Student Emma Cusick Project Coordinator and HR Assistant Gigi Khonyongwa-Fernandez Leadership and Organisational Coach Inga Pioro Psychologist Jade Kernohan Project Coordinator James Hatcher Marketing Manager James Meachin Partner Janet Tarasofsky Psychologist Jas Kandola Principal Consultant Jasmine Stewart Digital Sales Manager Jess Arasilango Psychologist Jess Wasley Project Coordinator Jo Cammell Psychologist Jo Kandola Head of Digital Solutions Jon Atkins Psychologist Jonathan Taylor Managing Psychologist Juliet Daye Psychologist Justin Dunn Consultant Kate Averre Psychologist Lennie Egboma Executive and Leadership Coach Lesley Saxton Digital Operations Louise Weston Partner Maria Orihuela Coach Marianna Zajac Research Psychologist Marianne Ruccia Commercial Director Marie Middleton Finance Assistant Merilyn MacLeod Project Coordinator Natasha Broomfield-Reid Diversity, lnclusion & Equity consultant Niki Manning Resource Manager Norma Molla Research Psychologist Paul May Director of Digital Products & Development Polly Howard-De La Mare Psychologist Rafia Iqbal Placement Student Rob Barkworth Psychologist Ruth Hunt Practice Manager & PA to Professor Binna Kandola OBE Sam Long Project Manager Simi Rayat Psychologist & Leadership Coach Sina Schwache Psychologist Stephan Lucks Managing Psychologist Stevie Heath IT Assistant Stewart Beamont Consultant Stuart Duff Partner Tali Shlomo D&I specialist Tracey Moggeridge Mindfulness Practitioner & Programme Manager Trisha Cochraine Psychologist Yasir Mirza Diversity, Inclusion and Equality Leader APAC Ben Capell Organisational Development Consultant Clare Beumont Consultant Ian Till Consultant Katie Spearritt Diversity Specialist Sarah Kearney Consultant Skye Yeo Consultant Tracey Keene Consultant EMEA Joe MacAree Psychologist Maggie van den Heuvel Psychologist Padraig Neary Psychologist Americas Gregory Jenkins Diversity Specialist Liliana Cantu Trainer and Facilitator RegionsUKAPACEMEAAmericas ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/about-us/our-people/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/about-us/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeAbout UsAbout UsHello! We’re Pearn Kandola, a business-psychology consultancyEvery organisation has a moon-shot. Some organisations want to transport humans to Mars. Some want to connect the world using social media. Others just want to keep growing consistently. For over 35 years, Pearn Kandola has been driven by a desire to make the world fairer.We want to make the modern workplace fair for everyone by promoting Diversity & Inclusion and eradicating prejudice and unfairness. We are psychologists and, as such, know the importance of difference to the success of your business and your employees.Difference inspires change. It inspires scientists to break new ground. It inspires social media giants to disrupt this new age of communication. It inspires countries to vote for strong female or minority leaders. Most importantly for us, difference inspires business.We believe all businesses should embrace the power of difference. That’s why Diversity & Inclusion is at the heart of everything we do, and our expertise in this area covers the entire employee journey. We help businesses understand the value of difference – so that they can be more inclusive, more inspired and more successful. A diverse workforce can play a vital role in inspiring your business to achieve any objective. We help your organisation embrace difference – whether that be in ethnicity, gender or working style – and use it as a springboard to go out and do greater things.Difference requires fundamental change, from top to bottom and the rewards are clear. When your company is diverse, it benefits from sustained growth, your employees grow, learn, and value what they do. What we doOur MissionOur ValuesOur CommunityOur PeopleClients × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/about-us/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/careers/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeCareersCareersWorking at Pearn KandolaWe believe it is the quality and commitment of our people that gives us our leading edge. Consequently we are committed to the ongoing professional development of all our staff. Everyone has an individual development plan with special attention being paid to those working to achieve Chartered Occupational Psychologist status.As an organisation at the forefront of research and practice in diversity and inclusion, we value diversity in our team and welcome applications from all suitably qualified people. Our progressive personnel policies seek to accommodate individual circumstances and requirements. All partners and staff are expected to support and promote the principles of diversity and inclusivity to the full.Pearn Kandola implements a Quality System, certified by QAS according to Standard QAS ISO 27001:2013.Pearn Kandola is accredited under the HM Government’s Cyber Essentials scheme to help organisations protect themselves against common cyber attacks.Current Opportunities What do business psychologists do? × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/careers/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/about-us/what-we-do/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeAbout UsWhat we do What we do When your organisation embraces difference, it could benefit from sustained growth. Your employees grow, learn and value what they do. To help you make the most of the difference in your business, we’ve created the ‘Employee Life Cycle’. The Life Cycle has seven stages and it mirrors an employee’s time in an organisation, from start to finish. By introducing our wide range of Diversity & Inclusion, Assessment and Development services to the Life Cycle, we help you make your business more inclusive, inspired and successful. Diversity & Inclusion Diversity & Inclusion Embrace the power of diversity and inclusionAfter working with our business psychologists, your organisation will become a fairer, meritocratic workplace, giving every employee the opportunity to reach their full potential. × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/about-us/what-we-do/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & InclusionDiversity & InclusionEmbrace the power of differenceWhen it comes to Diversity & Inclusion, the world is changing for the better. But many organisations still see it as a way of ticking boxes. Some even see it as a way of being politically correct. We believe Diversity & Inclusion is far more important than that. It’s about your organisation’s relationships, leadership, and workplace culture. When you genuinely value and nurture Diversity & Inclusion, both your business and your people benefit immensely.Our approach to Diversity & InclusionBy combining thorough research with our extensive practical experience, we show you how to embrace diversity and create an inclusive working environment.We may look at things from an academic perspective, but the way we deliver solutions is engaging and practical.We work with you to understand your Diversity & Inclusion concerns, so that we can develop interventions that create a genuine impact.Independent evaluations of our work, together with our own assessments, mean that we know what will and what won’t help you achieve your objectives.We get results. As psychologists, we understand why organisations aren’t naturally diverse and inclusive. We also know how to address these barriers and bring effective change to your leadership, team, and workplace culture.We deliver end-to-end Diversity & Inclusion support – from initial reviews and measures of where our clients currently are to strategy and planning specific interventions regarding topics like Unconscious Bias, Inclusive Leadership, Harassment & Bullying or one-off talks. AttractionRecruitmentOnboardingDevelopmentMotivationTalent ManagementExitDiversity & Inclusion ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://insights.pearnkandola.com/pk-digital", + "": [ + " About Us People Mission About Us Careers Services Digital Solutions Resources Books Podcasts Webinars D&I Hub Research Lab Wellbeing Our Work Case studies Clients In the News Contact us Engage everyone, create change, measure the impact. Creating measurable, sustainable behavior change is hard and is probably why we see such little progress on creating diverse and inclusive places to work.People 'don't have time' to 'do D&I'Initiatives are costly and time consuming to roll-outSenior leaders don't take D&I seriously enoughIt's almost impossible to measure the impact of interventionsThat approach won't work here (insert reason!) - and there is always a reason! Sound familiar!         These barriers to change perpetuate the status quo and lead to organisations who: Have people who feel under-valued Have a people who are not engaged and 'quietly quit' Struggle to innovate Jeopardise their ability to generate profit Put their reputation at risk if they 'get it wrong' The Solution We can help you to create a diverse and inclusive business – to engage everyone, create change, AND measure the impact. We’ve been around for a long time – almost 40 years now! - helping businesses to implement measurable change in their business and become more inclusive.   We have decades of experience, but more than that, our approach is founded on research – we use the ingredients proven to make a difference, and we ignore the unfounded, ineffective methods sadly we see so many businesses using. We implement best practice NOT common practice. And now we’ve poured all that knowledge and experience into PK:DIGITAL, the game-changing way to create inclusion, belonging, and diversity in your business.   Unlike most approaches to digital learning, psychology is baked into our platform.  PK:DIGITAL goes beyond simple knowledge acquisition. It provides learners with personal insights into how inclusive they are and generates tailored action plans. So you don’t have to worry about minimal impact – learners know exactly what to do, and they do it!  With PK:DIGTIAL, you can forgo the trial and error of endless D&I initiatives and let our platform do the talking for you.   \"The insights element is a game-changer and something that we can come back to year upon year\" \"The personal insights PK DIGITAL provides are critical for moving people forwards in their inclusion journey\" \"It's music to my ears that there's now a digital option for D&I training - the scalable learning approach means we don't have to spend time organising workshops\" \r \r \r \r \r \r \r \r \r Bite sized learning\r \r \r \r \r Personalised feedback\r \r \r \r \r Tailored action plans\r \r \r \r \r \r \r \r \r \r \r \r Powered by psychology\r \r \r \r \r Engage everyone\r \r \r \r \r Access anytime anywhere\r \r \r Ready to take the next steps to inclusion?Do you want to......increase diversity and belonging at your companyengage employees on how to be inclusive at scaleshow measurable change over timehave a solution that is easy to implementbe satisfied that you work for an ogranisation that is fairIf so, book a demo with one of our specialists and let's explore together how PK:DIGITAL can help you achieve your objectives. Keep in touch Careers T&Cs Privacy Policy Cookie Policy Sitemap ", + "https://insights.pearnkandola.com/pk-digital" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/books/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: Available now!Free to Soar: Race & Wellbeing in Organisations HomeBooksBooks Free to Soar: Race & Wellbeing in Organisations Edited by Kandola, B. Pearn Kandola Publishing (2020) View more£11.99 Racism at Work Kandola, B. Pearn Kandola Publishing (2018) View more£14.99 The Invention of Difference Kandola, B & Kandola, J. Pearn Kandola Publishing (2013) View more£14.99 The Value of Difference Kandola, B. Pearn Kandola Publishing (2009) View more£9.99 How to Become an Occupational Psychologist Binna Kandola & Stephen Woods Taylor & Francis Ltd (2019) View more£13.99 iLEAD Thought Leadership Duff, S. Pearn Kandola Publishing (2015) View more£9.99 iLEAD Task Leadership Duff, S. Pearn Kandola Publishing (2015) View more£9.99 iLEAD People Leadership Duff, S. Pearn Kandola Publishing (2015) View more£9.99 iLEAD Book Set Duff, S. Pearn Kandola Publishing (2015) View more£29.00 The Graduate Recruitment Manual Rajvinder Kandola, Robert Wood, Bindi Dholakia and Carol Keane Gower Publishing Ltd (2001) View more£9.99 You’re hired! Psychometric tests: proven tactics to help you pass Roderick, C. & Meachin, J. Trotman Publishing (2010) View more£7.99 You’re hired! Interview answers: impressive answers to tough questions Roderick, C. & Lucks, S. Trotman Publishing (2010) View more£7.99 You’re hired! Assessment centres: essential advice for peak performance Roderick, C. Trotman Publishing (2011) View more£10.99 × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/books/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/podcasts/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomePodcasts Podcasts Filter by All categories Creating an Inclusive Organisation How to Manage your Wellbeing Race & Wellbeing in Organisations Race at Work Racism at Work The Psychology of Remote Working Racism at Work: What’s Changed in the Last 4 Years? View more Season 6, Episode 5: How to manage your energy levels View more Season 6, Episode 4: How to survive living and working at home View more Season 6, Episode 3: How to improve your resilience View more Season 6, Episode 2: Which type of meditation works best for you? View more Season 6, Episode 1: How to manage your anxiety View more Season 5, Episode 5: Why are the Topics of Race and Racism so Difficult to Talk About View more Season 5, Episode 4: Celebrating Our Diversity and Promoting Belonging View more Season 5, Episode 3: Managing Race-Based Micro-incivilities in the Workplace View more Season 5, Episode 2: Tackling the Race Pay Gap View more Season 5, Episode 1: Why do we Have to Keep Talking about The Slave Trade View more Season 4, Episode 5: The Psychology of Getting Positive Action Right View more Season 4, Episode 4: Inclusive Selection and Onboarding: Going Beyond Tackling Bias View more Season 4, Episode 3: How Inclusive is Your Team? View more Season 4, Episode 2: Walking the Talk: How Inclusive are your Leaders? View more Season 4, Episode 1: Creating an Inclusive Culture View more Season 3, Episode 5: What we can learn from capsule environments View more Season 3, Episode 4: Bias and Remote Working View more Season 3, Episode 3: Adapting to Remote Working View more Season 3, Episode 2: Managing Performance in a Remote World View more Season 3, Episode 1: The Psychology of Leading a Remote Team View more Season 2, Episode 5: How personal power and self-affirmation can buffer the effects of discrimination View more Season 2, Episode 4: Race, Wellbeing, and Performance – The Missing Link View more Season 2, Episode 3: Why our social environment at work matters View more Season 2, Episode 2: How a mindfulness practice can tackle unconscious bias View more Season 2, Episode 1: Free to soar: Race & wellbeing in organisations View more Season 1, Episode 5: Racism & wellbeing: The link and what organisations can do View more Season 1, Episode 4: Covid-19 & anti-Asian/Chinese prejudice: The virus of racism View more Season 1, Episode 3: How to manage micro-incivilities in the workplace View more Season 1, Episode 2: How to be an active bystander View more Season 1, Episode 1: Racism at work: In the light of Covid-19 View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/podcasts/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/webinars/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeResourcesWebinarsWebinarsPage 1 of 1 Order byDescendingAscending Unconscious Bias Training: A closer look at the evidence Over recent years there has been much talk about whether unconscious bias training really works. In this webinar,… Read more How Inclusive Are Your Teams? Inclusive teams perform better, are more innovative, and report greater wellbeing. But how do we build them? In… Read more Racism at Work: In the Light of Covid-19 Professor Binna Kandola OBE introduces the thinking behind his book, Racism at Work. Binna then looks at the… Read more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/webinars/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion Hub Diversity & Inclusion Hub Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more Tackling monotony and boredom On the early spaceflights and also in the capsule environments of Antarctic exploration centres, boredom and monotony have been found to be... View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more Why new fathers are too scared to take paternity leave The fact that men appear to be reluctant to take paternity leave is a significant, yet massively unrecognised issue. View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more “Making it Real” at all stages of selection with Situational Judgement Tests As Diversity and Inclusion has become a key priority, it is time to re-examine accepted assessment and selection practices. View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. 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Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeResourcesResearchResearch LabPage 1 of 3 Order byDescendingAscending Filter byAuthorBecky RydiardBinna KandolaNorma Molla Religion at Work: Experiences of Christian employees Binna Kandola December 14, 2022 An increasing number of employers are understanding the value of creating an inclusive work environment, where all employees… Read more Religion at Work: Experiences of Hindu Employees Binna Kandola November 22, 2022 An increasing number of employers are understanding the value of creating an inclusive work environment, where all employees… Read more Racism at Work in the UK (2021) Binna Kandola October 18, 2022 In 2018, Pearn Kandola conducted a survey of 1,500 participants to explore the experience of racism in the… Read more The Virus of Racism: Covid-19 & anti-Chinese prejudice in the UK & USA – One year on… Binna Kandola July 19, 2021 In 2020, we published research which identified an increase in anti-Chinese prejudice with the arrival of the coronavirus.… Read more “And the loser is…”: Diversity in Entertainment Awards Binna Kandola April 9, 2021 This report analyses the diversity of award nominees and award winners for the Oscars, BAFTA film and TV,… Read more COVID-19 & Anti-Chinese Prejudice: The Virus of Racism Binna Kandola May 7, 2020 This research began with a message that was sent to one of the authors via LinkedIn. 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If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/research/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://www.pearnkandolawellbeing.com/", + "": [ + "#comp-kzea1e5n{visibility:hidden !important;}top of page Home Mindfulness Subscribe Contact More Use tab to navigate through the menu items. Welcome to Pearn Kandola Wellbeing Wellbeing starts with you Our Mindfulness practitioner Tracey Moggeridge is posting thought pieces, meditations, and practical tools that we hope will help people with their mental wellbeing whatever the challenges they face personally.  Simply subscribe and you will be sent a notification as and when new blogs are published. Home: Welcome All PostsMindfulnessWellbeingReflectionGratitudeBreathAcceptanceNatureCompassionKindnessMeditationThoughtsRelaxationNegativity BiasBody-scanStillnessSilenceSelf-careR.A.I.NEmotionsLoving KindnessResilienceMindfully activeHabitMantraFamiliarFearGoal settingPoetrySlowSelf-care Search traceymJan 15, 2021 Mindfulness 2021 style Hi all It's been a while since you had one of my rambles. New Year resolution, learn to be more concise. So hello 2021, you are offering... 153 views0 comments 2 likes. Post not marked as liked2 traceymAug 24, 2020 Meeting people at their difficulties I was tuned into a podcast with the host interviewing Jon Kabat-Zinn, if you are new to the mindfulness field he's basically the pin-up,... 141 views0 comments 2 likes. Post not marked as liked2 traceymAug 18, 2020 What it is to offer someone hope, with real presence Someone got me pondering on how we often start off, or sign off on conversations, messages, emails etc with…hope Hope you are well Hope... 129 views1 comment 1 like. Post not marked as liked1 traceymAug 14, 2020 An attitude of gratitude for a mood-boost The practice of Gratitude might seem a ju ju style, hookie, hippy soft and fluffy practice, but on a physiological level it rewards us... 108 views0 comments 2 likes. Post not marked as liked2 traceymAug 10, 2020 When life changes how to roll with its punches Life can turn on a dime, but how many of us know how to roll with the punches, come out smiling, stronger, changed, and be a force for... 163 views0 comments 3 likes. Post not marked as liked3 traceymAug 6, 2020 67. What can tie you more deeply to your mindfulness practice? I was on Instagram the other day and a chap I follow set us a challenge. He is a keen runner, but lock-down had seen his motivation and... 47 views0 comments 1 like. Post not marked as liked1 traceymAug 3, 2020 66. Regular meditation practice preventing re-occurring depression So to keep you mindful kids on your toes I want you to think about the insights you glean from the time you spend in meditation and why... 96 views0 comments 1 like. Post not marked as liked1 traceymJul 31, 2020 65. Moving with the times As some of you will know I have been writing these blog posts for around four months now. Going forward the content may alter a little to... 43 views0 comments Post not marked as liked traceymJul 29, 2020 64. Why do we forget the things that matter most? Listening to a podcast the other morning on principles of Buddhist psychology, the podcast host Tara Brach talked to the value of... 69 views0 comments 1 like. Post not marked as liked1 traceymJul 27, 2020 63. Take a moment for calm Abraham Lincoln once said: “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” If our minds are... 71 views0 comments 4 likes. Post not marked as liked4 traceymJul 23, 2020 62.Take a different view We sometimes forget just how in charge we are, of our own destiny; of the way our relationships develop or unfold, actions, moments - we... 41 views0 comments Post not marked as liked traceymJul 20, 2020 61. Admit Something... A poem to start your week with, and as we slowly learn to reconnect more readily with loved ones - a call to tune into your heart spaces... 54 views0 comments 2 likes. Post not marked as liked2 traceymJul 17, 2020 60. Noticing thoughts It's a pithy one from me today, continuing the theme of observing habits of thoughts I have recorded a guided meditation to support your... 57 views0 comments 1 like. Post not marked as liked1 traceymJul 15, 2020 59. When your practice goes to the dogs So, this morning full of positive intention I settled into my meditation practice, a guided 25 minute practice. I was feeling settled,... 48 views0 comments 2 likes. Post not marked as liked2 traceymJul 13, 2020 58. The non-sexy practice of noticing How often do you observe the habits of your own mind? It is not something many of us even begin to consider. I mean it is not the most... 39 views0 comments Post not marked as liked traceymJul 9, 2020 57. Are you sitting comfortably? Posture – it's often subconscious, we slump when we feel tired, or defeated, upright when we are curious, interested…and did you know,... 35 views0 comments 2 likes. Post not marked as liked2 traceymJul 8, 2020 56. Finding peace in chaos I wanted to share a little insight into the meditation practice of another Breathworks teacher – he posted a video his wife took of him,... 29 views0 comments Post not marked as liked traceymJul 7, 2020 55. Connecting with nature The other morning I took a run as I often do, but I was listening to a podcast that was talking about the topic of loneliness. In... 57 views0 comments 1 like. Post not marked as liked1 traceymJul 6, 2020 54. Offering kindness to a stranger Loneliness is a big hard-hitting mother trucker, and many of us are still feeling a level of disconnect from our loved-ones. Loneliness... 52 views0 comments 2 likes. Post not marked as liked2 traceymJul 3, 2020 53. Finding peace in challenging times Is it just me or does it feel like an unbelievable rollercoaster? So much emotion, pain, rawness all around, it's hard to keep yourself... 33 views0 comments Post not marked as liked 1 Home: Blog2 Home: Subscribe Subscribe Form Submit Pearn Kandola www.pearnkandola.com  Latimer HouseLangford Business ParkKidlingtonOX5 1GGEngland info@pearnkandola.com +44 (0) 1865 399060 Home: Contact ©2020 Pearn Kandola bottom of page", + "https://www.pearnkandolawellbeing.com/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/about-us/case-studies/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeCase StudiesCase StudiesPage 1 of 5 Order byDescendingAscending Filter byCategoryAcademicCharity/ non-for-profitEmployee Life Cycle StagesEngineering/constructionFinancialGovernmentLawProfessional servicesRecruitmentSectorTechnologyTelecommsTransport Active Bystander Training with NHS England and Improvement Discover how we initiated allyship behaviours with NHS England and Improvement. NHS Case Study by Pearn Kandola Read more Flexible Active Bystander Training For England Rugby Discover how we rolled out flexible, practical and insightful active bystander training for England Rugby. England Rugby Case… Read more Understanding Inclusive Behaviour With Sopra Steria Understand our work with European tech leader Sopra Steria. Sopra Steria Case Study by Pearn Kandola Read more Leadership Development Across a National Business Network NFU Mutual are experts in insurance and financial services. Discover how we helped them to develop their network… Read more Recognising the importance of D&I with a UK Private Equity Firm As part of the wider ESG agenda, a UK Private Equity Firm wanted to recognise the importance of… Read more Creating an Inclusive Culture with London Borough of Enfield Council After facilitating initial conversations on the topic of Diversity and Inclusion, London Borough of Enfield Council wanted to… Read more Understanding Bias at NFU Mutual NFU Mutual wanted all their recruitment managers to be equipped with a full understanding of bias, how it… Read more Inclusive Recruitment with NATS NATS is the UK's leading provider of air traffic control services. Each year they handle over 2.5 million… Read more Reducing the impact of bias in an international private equity firm’s Performance Review Process Building on the progress already made on the D&I agenda, this PE firm wanted to continue its efforts… Read more Arm – engaging a global audience with unconscious bias Challenge: Arm’s global diversity and inclusion strategy, 'Project EveryOne’ has been running successfully for several years. We partnered… Read more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). 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If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/about-us/clients/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/press/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeResourcesPK in the News PK in the News For all media matters contact:James HatcherMob: 07957 197441Email: jhatcher@pearnkandola.com Page 1 of 28 Order byDescendingAscending How to: Spot, Tackle and Eliminate Unconscious Bias March8 January 17, 2023 It's no secret that some people face greater obstacles in both life and in the workplace. From sexism… Read more How have the recent tech layoffs impacted workplace DEI? March 8 December 20, 2022 The technology industry has seen an unprecedented number of layoffs throughout 2022 – but how has this impacted… Read more Christian employees feel ‘silenced’ in the workplace Faith Herald December 14, 2022 “Hostility” and “ridicule” are some of the experiences reported by Christian employees in the UK and US, according… Read more Many Christians feel unable to express religious identity at work Personnel Today December 14, 2022 Despite being the most common religion in the UK, many Christian employees feel unable to comfortably express their… Read more Palace race scandal: HR must assess work culture ‘from top to bottom’ to root out racism HR Grapevine December 5, 2022 Employers must critically assess their workplace culture “from top to bottom” to root out racism, an expert has… Read more Five steps to attract more staff with disabilities that every business can take Business Live December 3, 2022 Diverse workplaces that bring together experience from all areas of life tend to perform better. 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This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. 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Find out more Diversity & Inclusion Embrace the power of diversity and inclusionAfter working with our business psychologists, your organisation will become a fairer, meritocratic workplace, giving every employee the opportunity to reach their full potential. Diversity&Inclusion Find out more Free to Soar: Race & Wellbeing in Organisations £11.99 Racism at Work £14.99 The Invention of Difference £14.99 View more books WebinarsD&I HubPressResearch Unconscious Bias Training: A closer look at the evidence How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? How to: Spot, Tackle and Eliminate Unconscious Bias March8 January 17, 2023 Religion at Work: Experiences of Christian employees Binna Kandola December 14, 2022 How Inclusive Are Your Teams? The rise of ‘proximity bias’ and how you can tackle it How have the recent tech layoffs impacted workplace DEI? March 8 December 20, 2022 Religion at Work: Experiences of Hindu Employees Binna Kandola November 22, 2022 Keep in touch Meet the team × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-did-liz-truss-and-kwasi-kwarteng-get-it-so-wrong-and-how-can-psychology-explain-their-downfall", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall?How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall?Clare Reynolds and Silvia Bogan Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her, market fundamentalist Kwasi Kwarteng. Both shared a strong background in finance and economic policy, which the public hoped would prime them well for the job ahead. Together, they promised to resolve the ongoing energy crisis, deliver economic growth through tax cuts, and devise a plan to save the NHS. And yet just 44 days later, a storm caught up with them.  What exactly went wrong? How do two prestigiously educated, ambitious leaders create a political mess that would force them to leave behind policies of their own making? Was it their shared ideology, or leadership style? Or can we attribute their decision-making to the pressured climate in which they were working?   How individual difference shapes leadership style To understand their failings as leaders, it’s crucial to examine who Truss and Kwarteng are as individuals first. Born into an incredibly left-wing family, Truss was, fascinatingly, the President of the Liberal Democrat Society at Oxford University. She shifted to Conservatism after identifying with those who shared “a commitment to personal freedom, and the ability to shape your own life and destiny”. It could be argued that with the Tories having been in power for so long, she was simply following a seat at the political table, proving that even in her younger years, she was able to make quick, discerning judgements about what would best enable her success.  Similarly, there was an element of mimicry at play within her leadership style, as she began to talk and dress like Margaret Thatcher – the only woman who has succeeded in British politics. And although it has now come to light that Kwarteng advised Truss to slow down her drastic measures, when it served her best, she shifted the blame and fired him to hold onto her position. As ever, a woman who was unafraid of making bold choices to chase, and remain in power. It has long been suggested that rigid Conservative self-identification is often reactionary against liberal politics, and if so, we are reminded of her identity as a true nonconformist, which she undoubtedly carried forward into her Prime Ministership. This is a trait Truss shared with Kwasi Kwarteng. Born to Ghanaian immigrants, Kwarteng was a minority who succeeded in an elitist school, which we could argue ‘empowered’ him to be different, and to feel different – maybe even superior. When we consider these two beginnings side by side, a pattern emerges of a desire to rebel, stand out, and go against the grain.   A lesson in groupthink Add to this mix the environment of ‘groupthink’, which is a feeling of invulnerability occurring when a group of like-minded thinkers reach a consensus without critical thinking, or evaluation of the consequences. Under these conditions, thinking becomes even more single-minded, and it is no coincidence that amongst the key decision makers here we have the authors of ‘Britannia Unchained’, Liz Truss, Kwasi Kwarteng, Priti Patel, Dominic Raab, and Chris Skidmore. The book has been described as a ‘Hunger Games Manifesto’, laying out some of the most right-wing ideas seen in decades.  When we consider that this clique was thinking and operating under a shared fiscal ideology, we begin to understand that there’s an element of group membership at play here. They felt driven to be utterly dynamic, a group of change-makers duty bound to break tradition. Kwarteng in particular hoped to challenge finance ministry groupthink, and combat the orthodoxy, and he and Truss earnestly believed their new measures would excite investors and unleash economic growth.  And yet, the creation of the mini-budget revealed that Kwarteng’s ‘bold new plan’ to boost spending, and make millions for the economy, included a tax cut for those who earn over £150,000 – the highest earners in our country. These policies revealed a complete disregard for the rest of society, which is unsurprising when we take into account the shared elitist, Oxford and Philosophy, Politics and Economics educated background of the core decision making group. The Labour party urged Truss and Kwarteng to reconsider, drawing attention to how many were making use of food banks during this time – and in the midst of this crisis the Conservatives wished to enhance the wealth of the few.  Failed cognitive decision-making Undoubtedly, one of the failings of both Truss and Kwarteng was their cognitive decision-making. Their dogmatism led them to be low on openness to experience, with a stubborn refusal to listen to outside views. The mini-budget was a financial statement published without the normal measures; usually it would come with an independent forecast from the Office of Budget and Responsibility, to allow for investors and journalists to check the numbers, and consider what is and isn’t possible. The Dunning-Kruger effect is a type of psychological bias that leads thinkers to overestimate their abilities compared to their counterparts, and we would do well to question whether this was at play for both Truss and Kwarteng. After the massive crash in the pound’s value, Kwarteng again vowed to reveal his plan to balance the books and pay for his tax cuts. There was a complete lack of communication; he never hinted that he was having second thoughts, and simply steamrolled ahead, expecting both public and market favour to follow. Arguably these were two leaders committing the sunk cost fallacy, in that they stubbornly continued down a path that was no longer serving them, refusing to cut their losses after investing time into their policies – and putting their reputations on the line. It could also be said that both Truss and Kwarteng show signs of having a high external locus of control, in that they consistently blamed the environment around them, or each other, for the failure of their own decision making. When Kwarteng finally revealed that he was doing a U-turn on his tax cut policy, he refused to explain himself, simply stating that there is ‘humility and contrition’ when asked if he owes the public an apology. Similarly, when Truss was challenged to take accountability by the BBC, she said that ‘We didn’t get it right, and I have fixed the problem’, notably taking ownership of any resolution, but not failure.  Rigid, inflexible leadership styles led Truss and Kwarteng to stay committed to policies that were failing them, and to refuse expert external guidance. The time-pressured environment that they were working in, combined with elements of groupthink and privilege that were at play, resulted in a chaotic timeline of continuously poor choices, as well as a notable lack of empathy for those who were not like them. Ultimately, these were two individuals that were strong in self-belief and in their vision, but had a complete disconnect on the ‘people’ side of their thinking.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How leaders can identify racial trauma ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-did-liz-truss-and-kwasi-kwarteng-get-it-so-wrong-and-how-can-psychology-explain-their-downfall" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-did-liz-truss-and-kwasi-kwarteng-get-it-so-wrong-and-how-can-psychology-explain-their-downfall", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall?How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall?Clare Reynolds and Silvia Bogan Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her, market fundamentalist Kwasi Kwarteng. Both shared a strong background in finance and economic policy, which the public hoped would prime them well for the job ahead. Together, they promised to resolve the ongoing energy crisis, deliver economic growth through tax cuts, and devise a plan to save the NHS. And yet just 44 days later, a storm caught up with them.  What exactly went wrong? How do two prestigiously educated, ambitious leaders create a political mess that would force them to leave behind policies of their own making? Was it their shared ideology, or leadership style? Or can we attribute their decision-making to the pressured climate in which they were working?   How individual difference shapes leadership style To understand their failings as leaders, it’s crucial to examine who Truss and Kwarteng are as individuals first. Born into an incredibly left-wing family, Truss was, fascinatingly, the President of the Liberal Democrat Society at Oxford University. She shifted to Conservatism after identifying with those who shared “a commitment to personal freedom, and the ability to shape your own life and destiny”. It could be argued that with the Tories having been in power for so long, she was simply following a seat at the political table, proving that even in her younger years, she was able to make quick, discerning judgements about what would best enable her success.  Similarly, there was an element of mimicry at play within her leadership style, as she began to talk and dress like Margaret Thatcher – the only woman who has succeeded in British politics. And although it has now come to light that Kwarteng advised Truss to slow down her drastic measures, when it served her best, she shifted the blame and fired him to hold onto her position. As ever, a woman who was unafraid of making bold choices to chase, and remain in power. It has long been suggested that rigid Conservative self-identification is often reactionary against liberal politics, and if so, we are reminded of her identity as a true nonconformist, which she undoubtedly carried forward into her Prime Ministership. This is a trait Truss shared with Kwasi Kwarteng. Born to Ghanaian immigrants, Kwarteng was a minority who succeeded in an elitist school, which we could argue ‘empowered’ him to be different, and to feel different – maybe even superior. When we consider these two beginnings side by side, a pattern emerges of a desire to rebel, stand out, and go against the grain.   A lesson in groupthink Add to this mix the environment of ‘groupthink’, which is a feeling of invulnerability occurring when a group of like-minded thinkers reach a consensus without critical thinking, or evaluation of the consequences. Under these conditions, thinking becomes even more single-minded, and it is no coincidence that amongst the key decision makers here we have the authors of ‘Britannia Unchained’, Liz Truss, Kwasi Kwarteng, Priti Patel, Dominic Raab, and Chris Skidmore. The book has been described as a ‘Hunger Games Manifesto’, laying out some of the most right-wing ideas seen in decades.  When we consider that this clique was thinking and operating under a shared fiscal ideology, we begin to understand that there’s an element of group membership at play here. They felt driven to be utterly dynamic, a group of change-makers duty bound to break tradition. Kwarteng in particular hoped to challenge finance ministry groupthink, and combat the orthodoxy, and he and Truss earnestly believed their new measures would excite investors and unleash economic growth.  And yet, the creation of the mini-budget revealed that Kwarteng’s ‘bold new plan’ to boost spending, and make millions for the economy, included a tax cut for those who earn over £150,000 – the highest earners in our country. These policies revealed a complete disregard for the rest of society, which is unsurprising when we take into account the shared elitist, Oxford and Philosophy, Politics and Economics educated background of the core decision making group. The Labour party urged Truss and Kwarteng to reconsider, drawing attention to how many were making use of food banks during this time – and in the midst of this crisis the Conservatives wished to enhance the wealth of the few.  Failed cognitive decision-making Undoubtedly, one of the failings of both Truss and Kwarteng was their cognitive decision-making. Their dogmatism led them to be low on openness to experience, with a stubborn refusal to listen to outside views. The mini-budget was a financial statement published without the normal measures; usually it would come with an independent forecast from the Office of Budget and Responsibility, to allow for investors and journalists to check the numbers, and consider what is and isn’t possible. The Dunning-Kruger effect is a type of psychological bias that leads thinkers to overestimate their abilities compared to their counterparts, and we would do well to question whether this was at play for both Truss and Kwarteng. After the massive crash in the pound’s value, Kwarteng again vowed to reveal his plan to balance the books and pay for his tax cuts. There was a complete lack of communication; he never hinted that he was having second thoughts, and simply steamrolled ahead, expecting both public and market favour to follow. Arguably these were two leaders committing the sunk cost fallacy, in that they stubbornly continued down a path that was no longer serving them, refusing to cut their losses after investing time into their policies – and putting their reputations on the line. It could also be said that both Truss and Kwarteng show signs of having a high external locus of control, in that they consistently blamed the environment around them, or each other, for the failure of their own decision making. When Kwarteng finally revealed that he was doing a U-turn on his tax cut policy, he refused to explain himself, simply stating that there is ‘humility and contrition’ when asked if he owes the public an apology. Similarly, when Truss was challenged to take accountability by the BBC, she said that ‘We didn’t get it right, and I have fixed the problem’, notably taking ownership of any resolution, but not failure.  Rigid, inflexible leadership styles led Truss and Kwarteng to stay committed to policies that were failing them, and to refuse expert external guidance. The time-pressured environment that they were working in, combined with elements of groupthink and privilege that were at play, resulted in a chaotic timeline of continuously poor choices, as well as a notable lack of empathy for those who were not like them. Ultimately, these were two individuals that were strong in self-belief and in their vision, but had a complete disconnect on the ‘people’ side of their thinking.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How leaders can identify racial trauma ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-did-liz-truss-and-kwasi-kwarteng-get-it-so-wrong-and-how-can-psychology-explain-their-downfall" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/out-of-sight-out-of-mind-the-rise-of-bias-in-hybrid-working", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasThe rise of ‘proximity bias’ and how you can tackle itThe rise of ‘proximity bias’ and how you can tackle itThe new normalBefore COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive distrust of working from home, with many managers questioning whether employees can truly remain engaged without constant supervision, or if they were really working the hours that they claimed. After the U.K. moved into lockdown, we witnessed a remote working transition from being a rare exemption to becoming the accepted ‘new normal’.Now, as many of us now transition back to the office, some of our colleagues will choose to remain remote, whilst others may prefer the hybrid model, offering increased flexibility and the potential for higher job satisfaction. However, a consequence of this mode of working is the risk of ‘proximity bias’ – the unconscious tendency for leaders to favour those who work ‘on-site’, over those who are hybrid or fully remote. In relation to our model of inclusion, we want to explore how proximity bias may affect the areas of culture, relationships and decision making. Read on to discover how these biases may manifest, and what leaders can do to tackle them.Does proximity correlate to productivity?One of the most tangible effects of proximity bias is the way in which it can impact company culture, which is largely due to the perception that working in-office results in higher levels of productivity. Research shows that one’s silent presence in the office directly influences employer’s perceptions of dedication and work ethic, even after the pandemic has proved that remote working can be just as impactful. This old-school ideology is perhaps best represented by figures such as Cabinet Minister Jacob Rees-Mogg, who recently insisted that all civil servants must cease working from home, and Lord Sugar, who incensed social media users with his derogatory comments regarding ‘lazy’ remote workers.As a result of these perceptions, proximity bias will create a less equitable company culture, where remote employees feel deprived of certain privileges as a consequence of being less visible. As remote working increases and we adjust to having less face-to-face contact, trust and communication will also begin to decline. We need to remain wary about this new level of separation; prioritising in-person meetings for important group projects may assist with this, as well as placing an importance on getting to know and onboarding all new hires face to face.The impact of technology on how we perceive each otherTo explore the effect of proximity bias on working relationships, we have to consider the impact of remote technology on how individuals are perceived. Studies show that delays in response when using platforms such as Zoom, Teams or even phone calls, can cause the remote-working individual to be thought of less positively. Technology cannot always be relied upon, and glitches in video or audio are often out of our control. which means that remote workers may suffer from harsher critique from their colleagues.Conflict resolution also naturally takes longer. There is more room for miscommunication when communicating long-distance, so we may miss key verbal or physical cues. Managers and leaders may be slower to pick up on problems or ‘feel out’ a situation, and naturally when it is harder to identify issues, it is harder to resolve them.Can remote working cause internal divisions?Hybrid and remote working will also tend to cause teams to fall more quickly and easily into silos and cliques, with those working in-office forming closer bonds than those working from home. Our research shows that remote workers form stronger bonds with those in the same mode of working, and yet by doing this they simultaneously disconnect from their office-based colleagues. A London law firm recently announced a lower rate of pay for their remote workers, an example of the type of divide that could lead to resentment between different groups.Managers must stay alert to whether cliques are forming amongst those who work in the office and try to minimise this by regular integrating all members of the team. This could be done by hosting daily or weekly group meetings and creating opportunities for both office and remote workers to socialise together. Leaders should also try to resolve conflict as quickly and calmly as possible; regularly checking in with remote employees enables managers to stay attuned to the needs of all team members.How managers can minimise proximity biasThe final consideration for leaders when it comes to managing proximity bias, is to explore its impact on key decisions, such as deciding on promotions. Research shows that when someone works remotely, they are often viewed as ‘absent’ from the workplace. Managers may be left feeling as though they don’t have enough evidence to properly evaluate the individual, and in the absence of evidence, we are prone to drawing false or biased conclusions. This poses the question of whether those who work ‘from the periphery’ may be excluded from receiving development opportunities.To avoid favouring those who work in-office, managers need to remain vigilant and collect performance-based evidence throughout the year, so that they’re not relying on superfluous information. They should also take care to track the output and progress of their employees, not simply time spent at screen.Remote working is clearly here to stay, and therefore it is important and necessary for managers to be aware of, and learn how to, limit proximity bias. They need the skills to cultivate trust within hybrid teams and support the growth and development of all employees – regardless of their mode of working.Discover how we can helpDo you have questions about how to manage hybrid teams and limit proximity bias in your organisation? Drop us an enquiry to info@pearnkandola.com, to start troubleshooting with our leadership experts today. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How leaders can identify racial trauma ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/out-of-sight-out-of-mind-the-rise-of-bias-in-hybrid-working" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/bias/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/out-of-sight-out-of-mind-the-rise-of-bias-in-hybrid-working", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasThe rise of ‘proximity bias’ and how you can tackle itThe rise of ‘proximity bias’ and how you can tackle itThe new normalBefore COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive distrust of working from home, with many managers questioning whether employees can truly remain engaged without constant supervision, or if they were really working the hours that they claimed. After the U.K. moved into lockdown, we witnessed a remote working transition from being a rare exemption to becoming the accepted ‘new normal’.Now, as many of us now transition back to the office, some of our colleagues will choose to remain remote, whilst others may prefer the hybrid model, offering increased flexibility and the potential for higher job satisfaction. However, a consequence of this mode of working is the risk of ‘proximity bias’ – the unconscious tendency for leaders to favour those who work ‘on-site’, over those who are hybrid or fully remote. In relation to our model of inclusion, we want to explore how proximity bias may affect the areas of culture, relationships and decision making. Read on to discover how these biases may manifest, and what leaders can do to tackle them.Does proximity correlate to productivity?One of the most tangible effects of proximity bias is the way in which it can impact company culture, which is largely due to the perception that working in-office results in higher levels of productivity. Research shows that one’s silent presence in the office directly influences employer’s perceptions of dedication and work ethic, even after the pandemic has proved that remote working can be just as impactful. This old-school ideology is perhaps best represented by figures such as Cabinet Minister Jacob Rees-Mogg, who recently insisted that all civil servants must cease working from home, and Lord Sugar, who incensed social media users with his derogatory comments regarding ‘lazy’ remote workers.As a result of these perceptions, proximity bias will create a less equitable company culture, where remote employees feel deprived of certain privileges as a consequence of being less visible. As remote working increases and we adjust to having less face-to-face contact, trust and communication will also begin to decline. We need to remain wary about this new level of separation; prioritising in-person meetings for important group projects may assist with this, as well as placing an importance on getting to know and onboarding all new hires face to face.The impact of technology on how we perceive each otherTo explore the effect of proximity bias on working relationships, we have to consider the impact of remote technology on how individuals are perceived. Studies show that delays in response when using platforms such as Zoom, Teams or even phone calls, can cause the remote-working individual to be thought of less positively. Technology cannot always be relied upon, and glitches in video or audio are often out of our control. which means that remote workers may suffer from harsher critique from their colleagues.Conflict resolution also naturally takes longer. There is more room for miscommunication when communicating long-distance, so we may miss key verbal or physical cues. Managers and leaders may be slower to pick up on problems or ‘feel out’ a situation, and naturally when it is harder to identify issues, it is harder to resolve them.Can remote working cause internal divisions?Hybrid and remote working will also tend to cause teams to fall more quickly and easily into silos and cliques, with those working in-office forming closer bonds than those working from home. Our research shows that remote workers form stronger bonds with those in the same mode of working, and yet by doing this they simultaneously disconnect from their office-based colleagues. A London law firm recently announced a lower rate of pay for their remote workers, an example of the type of divide that could lead to resentment between different groups.Managers must stay alert to whether cliques are forming amongst those who work in the office and try to minimise this by regular integrating all members of the team. This could be done by hosting daily or weekly group meetings and creating opportunities for both office and remote workers to socialise together. Leaders should also try to resolve conflict as quickly and calmly as possible; regularly checking in with remote employees enables managers to stay attuned to the needs of all team members.How managers can minimise proximity biasThe final consideration for leaders when it comes to managing proximity bias, is to explore its impact on key decisions, such as deciding on promotions. Research shows that when someone works remotely, they are often viewed as ‘absent’ from the workplace. Managers may be left feeling as though they don’t have enough evidence to properly evaluate the individual, and in the absence of evidence, we are prone to drawing false or biased conclusions. This poses the question of whether those who work ‘from the periphery’ may be excluded from receiving development opportunities.To avoid favouring those who work in-office, managers need to remain vigilant and collect performance-based evidence throughout the year, so that they’re not relying on superfluous information. They should also take care to track the output and progress of their employees, not simply time spent at screen.Remote working is clearly here to stay, and therefore it is important and necessary for managers to be aware of, and learn how to, limit proximity bias. They need the skills to cultivate trust within hybrid teams and support the growth and development of all employees – regardless of their mode of working.Discover how we can helpDo you have questions about how to manage hybrid teams and limit proximity bias in your organisation? Drop us an enquiry to info@pearnkandola.com, to start troubleshooting with our leadership experts today. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How leaders can identify racial trauma ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. 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Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow to be an active allyHow to be an active allyWhen was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a racial stereotype, or something as subtle as watching a colleague be ignored or talked over. Did you think it was acceptable? Did you challenge that inappropriate behaviour? Did you even identify it as racism?In a study carried out by my fellow psychologists at Pearn Kandola, it was found that over half (52%) of Brits have observed racist behaviour at work. Although we’ve recently seen an increase in reported levels of inappropriate behaviours, sadly, most people who do witness racist behaviour do nothing about it.All of us who witness inappropriate behaviour are bystanders. But it’s your choice as to whether you’re a passive bystander or an active bystander.A passive bystander is someone who witnesses a behaviour but does nothing about it. An active bystander is someone who chooses to act when they witness a behaviour, challenging it in an attempt to prevent it from happening again.So, to those of you who claim not to be racist or claim to be actively anti-racist, I ask: Are you an active bystander?When do we need to challenge inappropriate behaviour?The answer to this question is simple: always. Inappropriate racist behaviour happens often, and whether you’re in a work setting, public setting, or personal setting, it needs to be challenged.The most obvious examples that might spring to mind are more overt acts of racism. For example, making jokes about someone’s nationality or using racial stereotypes. But racism can also manifest itself in more subtle ways that are less blatantly inappropriate, but still have a corrosive impact.  In these situations, the behaviour is likely to go unchallenged.Saying that an organisation is meritocratic when there is diversity at one level but not another, for example, is an act of racism itself. This is because it suggests that the issue of a lack of diversity isn’t an issue caused by the organisation, but that the issue instead sits with the diverse group of individuals.Similarly, racial evasiveness – to deny that problems occurring are race related – is also an act of racism. For instance, when discussing the Black Lives Matter protests earlier this year, a friend of mine recently said: “I don’t think people are angry about race, I think they’re angry at not being able to go out because of the pandemic.”The power of social normsEvery time racist behaviour occurs and goes unchallenged, it is normalised to those around us.  The more normal or common place or acceptable a behaviour is seen, the more likely it is to happen again, and so the cycle continues. Your response to the actions of those around you strongly impacts whether or not a behaviour is normalised or not, and it’s your responsibility to either accept or challenge that behaviour.It’s easy enough to suggest that we all must be active bystanders, but at the same time there are a number of reasons why those who witness racist behaviour in the workplace don’t report it. Witnesses may find themselves asking:Did I really just see that?Is there an element to their relationship I don’t know about?Did the victim bring this on themselves?Do I have the authority to challenge here?What will happen to me if I intervene?These seeds of doubt prevent many from standing up to racist behaviour. In order to tackle racism in the workplace, witnesses need to understand exactly what it is to be an active bystander.How to be an active bystanderBeing an active bystander doesn’t necessarily require you to confront a perpetrator face to face, then and there, as in some scenarios that may not be the most logical next step. In fact, there are four different methods of challenging, known as the Four D’s:DistractionIndirectly intervening with the situation, distraction involves interrupting the conversation and changing its focus. Particularly useful in public places or where you are unsure of how a perpetrator may act, this method involves talking to the person on the receiving end of the behaviour to stop the behaviour.DelegationDelegation involves reporting racist or inappropriate behaviour to seniors or those who can make a difference, like HR. This can be useful in a workplace setting, as long as you aren’t a senior member of staff.DelayThis involves delaying intervention until after the situation has ended. It might involve speaking to both parties, and is particularly useful in front of bigger groups where you’d like to avoid causing a scene, or if you’re a more junior member of staff. The important thing to remember when delaying is that you can’t delay forever, and it’s still important to bring the issue to light.DirectThe most obvious and perhaps most satisfying method of intervention is to be direct and challenge the behaviour then and there using a clear statement.When challenging behaviour directly, following these steps, known as the continuum of intervention, can help you gauge how to approach the situation:Seed sowing – for example, setting expectation at start of a meeting that behaviour in the meeting should be respectful and inclusive.Hypothetical – helping the perpetrator to recognise the potential impact of what they have just said – “What would our boss say if they overheard this conversation?” or “What would the papers do if they got hold of this email chain?”.Framework – using the strength of an organisation to back up your perspective, for example, “that’s not the way we do things here” or “that’s not in line with our values”.Direct Statement – calling behaviour out for what it is, for example, “I feel uncomfortable when you… and I would prefer you didn’t do that at work”. This is most impactful when personal pronouns are used to express your feelings towards the comments.Punitive – using formal procedures to raise a grievance or complaint.Of course, each of these methods of delivering a direct challenge are suited best to certain individuals or scenarios. The most effective challengers move up and down the continuum depending on the seriousness and longevity of the issue, as well as their relationship with the person concerned.It’s also important not to overplay direct challenges, as it could work against you. Many of my clients, for example, may tell you that I’m an extremely direct person, but that could work to my disadvantage in situations where a challenge I make could be ignored and shrugged off – “Don’t worry about her, she’s just a bit politically correct”.So, now, think back again to the last time you saw or heard someone say or do something racist at work. How would you now go about challenging that behaviour?Make sure that you are comfortable and confident in challenging behaviour, perhaps practicing what you might say if you find yourself in that very situation again. Being an active bystander takes conscious effort, and it may feel unnatural at first. But, with a little conscious effort, we can all start to help mould more positive social norms. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How leaders can identify racial trauma ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. 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Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubRacism at Work Racism at Work Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/be-an-active-bystander", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow to be an active allyHow to be an active allyWhen was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a racial stereotype, or something as subtle as watching a colleague be ignored or talked over. Did you think it was acceptable? Did you challenge that inappropriate behaviour? Did you even identify it as racism?In a study carried out by my fellow psychologists at Pearn Kandola, it was found that over half (52%) of Brits have observed racist behaviour at work. Although we’ve recently seen an increase in reported levels of inappropriate behaviours, sadly, most people who do witness racist behaviour do nothing about it.All of us who witness inappropriate behaviour are bystanders. But it’s your choice as to whether you’re a passive bystander or an active bystander.A passive bystander is someone who witnesses a behaviour but does nothing about it. An active bystander is someone who chooses to act when they witness a behaviour, challenging it in an attempt to prevent it from happening again.So, to those of you who claim not to be racist or claim to be actively anti-racist, I ask: Are you an active bystander?When do we need to challenge inappropriate behaviour?The answer to this question is simple: always. Inappropriate racist behaviour happens often, and whether you’re in a work setting, public setting, or personal setting, it needs to be challenged.The most obvious examples that might spring to mind are more overt acts of racism. For example, making jokes about someone’s nationality or using racial stereotypes. But racism can also manifest itself in more subtle ways that are less blatantly inappropriate, but still have a corrosive impact.  In these situations, the behaviour is likely to go unchallenged.Saying that an organisation is meritocratic when there is diversity at one level but not another, for example, is an act of racism itself. This is because it suggests that the issue of a lack of diversity isn’t an issue caused by the organisation, but that the issue instead sits with the diverse group of individuals.Similarly, racial evasiveness – to deny that problems occurring are race related – is also an act of racism. For instance, when discussing the Black Lives Matter protests earlier this year, a friend of mine recently said: “I don’t think people are angry about race, I think they’re angry at not being able to go out because of the pandemic.”The power of social normsEvery time racist behaviour occurs and goes unchallenged, it is normalised to those around us.  The more normal or common place or acceptable a behaviour is seen, the more likely it is to happen again, and so the cycle continues. Your response to the actions of those around you strongly impacts whether or not a behaviour is normalised or not, and it’s your responsibility to either accept or challenge that behaviour.It’s easy enough to suggest that we all must be active bystanders, but at the same time there are a number of reasons why those who witness racist behaviour in the workplace don’t report it. Witnesses may find themselves asking:Did I really just see that?Is there an element to their relationship I don’t know about?Did the victim bring this on themselves?Do I have the authority to challenge here?What will happen to me if I intervene?These seeds of doubt prevent many from standing up to racist behaviour. In order to tackle racism in the workplace, witnesses need to understand exactly what it is to be an active bystander.How to be an active bystanderBeing an active bystander doesn’t necessarily require you to confront a perpetrator face to face, then and there, as in some scenarios that may not be the most logical next step. In fact, there are four different methods of challenging, known as the Four D’s:DistractionIndirectly intervening with the situation, distraction involves interrupting the conversation and changing its focus. Particularly useful in public places or where you are unsure of how a perpetrator may act, this method involves talking to the person on the receiving end of the behaviour to stop the behaviour.DelegationDelegation involves reporting racist or inappropriate behaviour to seniors or those who can make a difference, like HR. This can be useful in a workplace setting, as long as you aren’t a senior member of staff.DelayThis involves delaying intervention until after the situation has ended. It might involve speaking to both parties, and is particularly useful in front of bigger groups where you’d like to avoid causing a scene, or if you’re a more junior member of staff. The important thing to remember when delaying is that you can’t delay forever, and it’s still important to bring the issue to light.DirectThe most obvious and perhaps most satisfying method of intervention is to be direct and challenge the behaviour then and there using a clear statement.When challenging behaviour directly, following these steps, known as the continuum of intervention, can help you gauge how to approach the situation:Seed sowing – for example, setting expectation at start of a meeting that behaviour in the meeting should be respectful and inclusive.Hypothetical – helping the perpetrator to recognise the potential impact of what they have just said – “What would our boss say if they overheard this conversation?” or “What would the papers do if they got hold of this email chain?”.Framework – using the strength of an organisation to back up your perspective, for example, “that’s not the way we do things here” or “that’s not in line with our values”.Direct Statement – calling behaviour out for what it is, for example, “I feel uncomfortable when you… and I would prefer you didn’t do that at work”. This is most impactful when personal pronouns are used to express your feelings towards the comments.Punitive – using formal procedures to raise a grievance or complaint.Of course, each of these methods of delivering a direct challenge are suited best to certain individuals or scenarios. The most effective challengers move up and down the continuum depending on the seriousness and longevity of the issue, as well as their relationship with the person concerned.It’s also important not to overplay direct challenges, as it could work against you. Many of my clients, for example, may tell you that I’m an extremely direct person, but that could work to my disadvantage in situations where a challenge I make could be ignored and shrugged off – “Don’t worry about her, she’s just a bit politically correct”.So, now, think back again to the last time you saw or heard someone say or do something racist at work. How would you now go about challenging that behaviour?Make sure that you are comfortable and confident in challenging behaviour, perhaps practicing what you might say if you find yourself in that very situation again. Being an active bystander takes conscious effort, and it may feel unnatural at first. But, with a little conscious effort, we can all start to help mould more positive social norms. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How leaders can identify racial trauma ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). 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Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow leaders can identify racial traumaHow leaders can identify racial traumaProfessor Binna Kandola, co-founder and senior partner, Pearn KandolaThe evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of BAME (Black, Asian & Minority Ethnic) representation at senior levels are gathering momentum – both in the media and in corporate culture itself – and some organisations are beginning to put measures in place to ensure greater fairness and transparency in their processes.However, while it’s right to act on these problems, we are missing a key component in truly overcoming them. Namely, the psychological element. Tackling the issues at their root is important, and strong and decisive leadership is required in order to do so. But we also need to address the impact that they may already have had.Specifically, we need leaders to develop their understanding of racial trauma.What is racial trauma?Just as we are becoming more aware of the presence of modern racism in the workplace, so too are we developing our understanding of the importance of taking care of our mental health. A large part of this discussion is the impact that work can have. After all, many of us spend a large chunk of our waking day at work. It should come as no surprise that it can have a significant impact on our wellbeing.It is encouraging to see so many leaders developing their understanding of modern racism and of mental health, however they are failing to recognise how these two issues intersect.This is where the discussion of racial trauma comes into play. It is a term used to describe the very specific ways in which racism impacts the psychological health of people of colour. Racial trauma describes the emotional impact that racism has on individuals and in turn how this affects the person’s physical and psychological wellbeing.Racial trauma is a vital concept for leaders to be aware of, as it can help them better understand BAME employees’ vulnerability to psychological injury in the workplace.Whilst there is an understandable focus on direct, obvious and blatant acts, this does not describe the whole picture at all. The majority of racist events are subtle in nature, with examples including not being greeted, being excluded from social events, being assumed to work in a lower role or being spoken to in a hostile manner. To someone who may be present when these acts occur, they may not seem like much. However, for those on the receiving end of such behaviour, they cause significant distress. They also can lead to issues such as low self-esteem, self-doubt and loss of self-confidence.And yet, there is little discussion of racial trauma in a workplace setting.What impact does racial trauma have?Both overt and covert forms of racism have been linked to various manifestations of psychological distress, including depression and low mood, anxiety and post-traumatic stress disorder. This distress can manifest in a multitude of ways though; emotionally, cognitively, behaviourally or even physiologically.Cognitive responses often include flashbacks, negatively appraising neutral events or developing low self-esteem.Behavioural responses include avoiding situations that remind the person of a racist experience.Emotional response, or race-based stress, may manifest itself through anger, anxiety, low mood, shame and guilt.Finally, many targets of racism report physical effects, such as gastrological complaints, high blood pressure, headaches or migraines.It is important that leaders are able to recognise all of these manifestations, as part of their education on racial trauma. They must also recognise the need for proper support to overcome these issues.What can leaders do?The fear of retaliation, exclusion or ‘being seen as a troublemaker’ means that BAME employees are often reluctant to discuss their experience, seek support internally or report racist incidents. Indeed, our own previous research at Pearn Kandola found that a third of black (34%) and Asian (36%) employees would take no action after witnessing an act of racism in the workplace. Of all respondents who said that they would take no action, two-fifths (39%) said it was due to fear of the consequences of doing so.Therefore, we need leaders who are not only aware of these issues, but are also genuinely open to hearing about them.This will require a significant change from the current mentality. Organisations tend to respond defensively when confronted with allegations of racism, partly because key individuals in HR and leadership positions are intimidated by the legal ramifications of racist abuse within their organisations. However, they also respond defensively because these allegations clash with the dominant, liberal view of the world. Many will even claim to be ‘colour-blind’, a mindset which will only make them more unhappy when faced with the prospect of racism within their ranks.This kind of response is extremely unhelpful, and in reality, will only serve to exacerbate the problem of modern racism – and by extension, racial trauma. What we need is to develop cultures of psychological safety, in which BAME team members feel they can come forward and speak openly about their experiences. Only then will we be in a position to truly address the risk that racial trauma poses. In the new book, Free to Soar: Race and Wellbeing in Organisations, racial trauma is one of a range of issues relating to the relationship between race and wellbeing in the workplace, explored in depth by a team of business psychologists and edited by Professor Binna Kandola. Please see here for more information. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). 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Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. 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If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubRacism at Work Racism at Work Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. 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If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/how-leaders-can-identify-racial-trauma", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow leaders can identify racial traumaHow leaders can identify racial traumaProfessor Binna Kandola, co-founder and senior partner, Pearn KandolaThe evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of BAME (Black, Asian & Minority Ethnic) representation at senior levels are gathering momentum – both in the media and in corporate culture itself – and some organisations are beginning to put measures in place to ensure greater fairness and transparency in their processes.However, while it’s right to act on these problems, we are missing a key component in truly overcoming them. Namely, the psychological element. Tackling the issues at their root is important, and strong and decisive leadership is required in order to do so. But we also need to address the impact that they may already have had.Specifically, we need leaders to develop their understanding of racial trauma.What is racial trauma?Just as we are becoming more aware of the presence of modern racism in the workplace, so too are we developing our understanding of the importance of taking care of our mental health. A large part of this discussion is the impact that work can have. After all, many of us spend a large chunk of our waking day at work. It should come as no surprise that it can have a significant impact on our wellbeing.It is encouraging to see so many leaders developing their understanding of modern racism and of mental health, however they are failing to recognise how these two issues intersect.This is where the discussion of racial trauma comes into play. It is a term used to describe the very specific ways in which racism impacts the psychological health of people of colour. Racial trauma describes the emotional impact that racism has on individuals and in turn how this affects the person’s physical and psychological wellbeing.Racial trauma is a vital concept for leaders to be aware of, as it can help them better understand BAME employees’ vulnerability to psychological injury in the workplace.Whilst there is an understandable focus on direct, obvious and blatant acts, this does not describe the whole picture at all. The majority of racist events are subtle in nature, with examples including not being greeted, being excluded from social events, being assumed to work in a lower role or being spoken to in a hostile manner. To someone who may be present when these acts occur, they may not seem like much. However, for those on the receiving end of such behaviour, they cause significant distress. They also can lead to issues such as low self-esteem, self-doubt and loss of self-confidence.And yet, there is little discussion of racial trauma in a workplace setting.What impact does racial trauma have?Both overt and covert forms of racism have been linked to various manifestations of psychological distress, including depression and low mood, anxiety and post-traumatic stress disorder. This distress can manifest in a multitude of ways though; emotionally, cognitively, behaviourally or even physiologically.Cognitive responses often include flashbacks, negatively appraising neutral events or developing low self-esteem.Behavioural responses include avoiding situations that remind the person of a racist experience.Emotional response, or race-based stress, may manifest itself through anger, anxiety, low mood, shame and guilt.Finally, many targets of racism report physical effects, such as gastrological complaints, high blood pressure, headaches or migraines.It is important that leaders are able to recognise all of these manifestations, as part of their education on racial trauma. They must also recognise the need for proper support to overcome these issues.What can leaders do?The fear of retaliation, exclusion or ‘being seen as a troublemaker’ means that BAME employees are often reluctant to discuss their experience, seek support internally or report racist incidents. Indeed, our own previous research at Pearn Kandola found that a third of black (34%) and Asian (36%) employees would take no action after witnessing an act of racism in the workplace. Of all respondents who said that they would take no action, two-fifths (39%) said it was due to fear of the consequences of doing so.Therefore, we need leaders who are not only aware of these issues, but are also genuinely open to hearing about them.This will require a significant change from the current mentality. Organisations tend to respond defensively when confronted with allegations of racism, partly because key individuals in HR and leadership positions are intimidated by the legal ramifications of racist abuse within their organisations. However, they also respond defensively because these allegations clash with the dominant, liberal view of the world. Many will even claim to be ‘colour-blind’, a mindset which will only make them more unhappy when faced with the prospect of racism within their ranks.This kind of response is extremely unhelpful, and in reality, will only serve to exacerbate the problem of modern racism – and by extension, racial trauma. What we need is to develop cultures of psychological safety, in which BAME team members feel they can come forward and speak openly about their experiences. Only then will we be in a position to truly address the risk that racial trauma poses. In the new book, Free to Soar: Race and Wellbeing in Organisations, racial trauma is one of a range of issues relating to the relationship between race and wellbeing in the workplace, explored in depth by a team of business psychologists and edited by Professor Binna Kandola. Please see here for more information. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/how-leaders-can-identify-racial-trauma" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/how-social-identity-and-stereotypes-play-out-in-the-workplace", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow social identity and stereotypes play out in the workplaceHow social identity and stereotypes play out in the workplaceby Elizabeth Yardley, PsychologistThroughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted – a smile, a nod, a “good morning” – failing to appreciate the psychological ‘boost’ they provide our self-esteem and wellbeing. But the truth is that even the smallest interaction serves an important role, reinforcing that we belong and are valued as part of a group.Those who are accepted as part of an environment’s majority group may assume that everyone regularly receives these social cues. However, research shows that the experience of minorities can be very different.What is social identity?We naturally categorise people into different social groups, based on their characteristics. It’s how our brains have evolved; to simplify and make sense of the world around us. These categories can be based on surface-level differences, such as gender, ethnicity and age, or deeper-level differences, such as personality or sexuality. We identify more easily with those we share characteristics with, sharing a ‘social’ identity and seeing ourselves as part of that ‘in-group’.The fact that our brains work in this way means that we spend a significant proportion of our waking hours in artificial ‘tribes’. The dominant tribe in Western society has historically been white and male. If you’ve never known anything different, you probably don’t give this much thought. If you’re a white male in particular, you’re likely to be constantly reminded of your membership of the dominant group whenever you look around your organisation.But the experience of a minority, particularly in terms of ethnicity, is likely to be very different. We are much more likely to define someone by a single shared characteristic when our understanding of them as an individual is lacking or flawed. So, a lack of meaningful contact with the majority group puts minorities at risk of stereotyping, bias and micro-incivilities.The cumulative impact of these behaviours on our people decisions is that minorities will often see fewer people who are similar to them in senior positions. They will have fewer opportunities to excel and develop, and may even find that they’re overlooked for certain roles or responsibilities. But when managers make an effort to ensure that minorities feel fully integrated into their team, they are more likely to feel that their performance is comparable with that of the majority group.It’s clear, therefore, that having surface-level differences pointed out can make members of minority groups feel like outsiders. It goes deeper than that, though. It can also be predictive of job performance and whether someone will even remain in an organisation.Why ‘we’ is important for a sense of ‘me’It’s important that neither a shared social identity nor the inclusion of minority members in the majority group are seen as “nice to have.”In the workplace, a shared social identity conveys several benefits, both to the individual and to the wider group. We may, for instance, feel a greater sense of purpose and be more motivated to contribute to the success of our team. After all, their success is our success; just think about how good you feel when your favourite sports team wins a match.We also feel stronger than we do alone. We perceive that we have more support available to us and are more likely to stretch ourselves, take on demanding tasks and persist when faced with challenges. We know that we’re more likely to receive discretionary help from our ‘in-group’ if things become too much.How can we foster stronger social identities?It’s clear that an inclusive culture isn’t simply a perk or an added bonus. It addresses a fundamental human need, and one which directly correlates with our ability to perform at our best.Many organisations have adopted a “we’re all the same” approach to inclusion, emphasising shared characteristics. Such approaches are often well-intentioned, aiming to create a shared identity. But in reality, they suppress minorities. They encourage people to adapt their thoughts, behaviour and sense of self to fit the environment around them. In some organisations, this environment has inadvertently been created by having an unwritten rule that, to progress, you need to act more like the dominant group.A genuinely inclusive culture celebrates different group identities. Of course, this doesn’t happen by accident; it requires conscious effort and needs to be continuously reinforced. While there is much an organisation can do to encourage this – such as celebrating the religious festivals of various different faiths – line managers clearly play a key role. The extent to which they encourage diversity of thought and expression of difference will either reinforce the central messages of the organisation or contradict them.To sum up…Our social environment is essential to our self-esteem, confidence and wellbeing. But many organisations favour individuals who have an affinity with the majority group. In Western organisations, able-bodied white individuals are likely to receive a psychological boost every time they look around them. As a result, minorities are at a distinct disadvantage, and research suggests that this could have a profoundly negative effect on both their health and performance.Until the link between having a shared group identity and good mental and physical health becomes more widely recognised, we must make sure that our leaders don’t lose sight of the importance of social identity within our organisations.This is one of a range of issues relating to the relationship between race and wellbeing in the workplace, explored in depth In the new book, Free to Soar: Race and Wellbeing in Organisations, by a team of business psychologists, edited by Professor Binna Kandola.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/how-social-identity-and-stereotypes-play-out-in-the-workplace" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/bias/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubRacism at Work Racism at Work Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/how-social-identity-and-stereotypes-play-out-in-the-workplace", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasHow social identity and stereotypes play out in the workplaceHow social identity and stereotypes play out in the workplaceby Elizabeth Yardley, PsychologistThroughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted – a smile, a nod, a “good morning” – failing to appreciate the psychological ‘boost’ they provide our self-esteem and wellbeing. But the truth is that even the smallest interaction serves an important role, reinforcing that we belong and are valued as part of a group.Those who are accepted as part of an environment’s majority group may assume that everyone regularly receives these social cues. However, research shows that the experience of minorities can be very different.What is social identity?We naturally categorise people into different social groups, based on their characteristics. It’s how our brains have evolved; to simplify and make sense of the world around us. These categories can be based on surface-level differences, such as gender, ethnicity and age, or deeper-level differences, such as personality or sexuality. We identify more easily with those we share characteristics with, sharing a ‘social’ identity and seeing ourselves as part of that ‘in-group’.The fact that our brains work in this way means that we spend a significant proportion of our waking hours in artificial ‘tribes’. The dominant tribe in Western society has historically been white and male. If you’ve never known anything different, you probably don’t give this much thought. If you’re a white male in particular, you’re likely to be constantly reminded of your membership of the dominant group whenever you look around your organisation.But the experience of a minority, particularly in terms of ethnicity, is likely to be very different. We are much more likely to define someone by a single shared characteristic when our understanding of them as an individual is lacking or flawed. So, a lack of meaningful contact with the majority group puts minorities at risk of stereotyping, bias and micro-incivilities.The cumulative impact of these behaviours on our people decisions is that minorities will often see fewer people who are similar to them in senior positions. They will have fewer opportunities to excel and develop, and may even find that they’re overlooked for certain roles or responsibilities. But when managers make an effort to ensure that minorities feel fully integrated into their team, they are more likely to feel that their performance is comparable with that of the majority group.It’s clear, therefore, that having surface-level differences pointed out can make members of minority groups feel like outsiders. It goes deeper than that, though. It can also be predictive of job performance and whether someone will even remain in an organisation.Why ‘we’ is important for a sense of ‘me’It’s important that neither a shared social identity nor the inclusion of minority members in the majority group are seen as “nice to have.”In the workplace, a shared social identity conveys several benefits, both to the individual and to the wider group. We may, for instance, feel a greater sense of purpose and be more motivated to contribute to the success of our team. After all, their success is our success; just think about how good you feel when your favourite sports team wins a match.We also feel stronger than we do alone. We perceive that we have more support available to us and are more likely to stretch ourselves, take on demanding tasks and persist when faced with challenges. We know that we’re more likely to receive discretionary help from our ‘in-group’ if things become too much.How can we foster stronger social identities?It’s clear that an inclusive culture isn’t simply a perk or an added bonus. It addresses a fundamental human need, and one which directly correlates with our ability to perform at our best.Many organisations have adopted a “we’re all the same” approach to inclusion, emphasising shared characteristics. Such approaches are often well-intentioned, aiming to create a shared identity. But in reality, they suppress minorities. They encourage people to adapt their thoughts, behaviour and sense of self to fit the environment around them. In some organisations, this environment has inadvertently been created by having an unwritten rule that, to progress, you need to act more like the dominant group.A genuinely inclusive culture celebrates different group identities. Of course, this doesn’t happen by accident; it requires conscious effort and needs to be continuously reinforced. While there is much an organisation can do to encourage this – such as celebrating the religious festivals of various different faiths – line managers clearly play a key role. The extent to which they encourage diversity of thought and expression of difference will either reinforce the central messages of the organisation or contradict them.To sum up…Our social environment is essential to our self-esteem, confidence and wellbeing. But many organisations favour individuals who have an affinity with the majority group. In Western organisations, able-bodied white individuals are likely to receive a psychological boost every time they look around them. As a result, minorities are at a distinct disadvantage, and research suggests that this could have a profoundly negative effect on both their health and performance.Until the link between having a shared group identity and good mental and physical health becomes more widely recognised, we must make sure that our leaders don’t lose sight of the importance of social identity within our organisations.This is one of a range of issues relating to the relationship between race and wellbeing in the workplace, explored in depth In the new book, Free to Soar: Race and Wellbeing in Organisations, by a team of business psychologists, edited by Professor Binna Kandola.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/racism-at-work/how-social-identity-and-stereotypes-play-out-in-the-workplace" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/the-role-leaders-have-in-promoting-wellbeing-and-addressing-micro-incivilities", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipThe role leaders have in promoting wellbeing and addressing micro-incivilitiesThe role leaders have in promoting wellbeing and addressing micro-incivilitiesLouise Weston, Managing Psychologist, Pearn KandolaThere’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced and varied job. In recent times though, wellbeing has become an important consideration for employers, and the notion of wellbeing reaches every aspect of work life – including diversity.We know that diverse teams are successful teams, and we know that the benefits of diversity are unparalleled. But as a leader, your role needs to go beyond building diverse teams, to proactively creating an inclusive and safe environment in which all can thrive. This means tackling subjects like racism, head on.We see racism in many forms. It can be overt, expressed through hostile language or blatant discrimination. Or it can be more subtle, going unnoticed and often unchallenged. Micro-incivilities are one such example of this kind of subtle racism.What are micro-incivilities and what is their impact on our mental health? Boiling them down to their basics, micro-incivilities (MIs) refer to the kind of daily, commonplace behaviours or aspects of an environment that signal to members of minority groups that they do not belong or that that they are not welcome.The intent to harm can be ambiguous in these instances, and discomfort about being around minorities can be displayed in any number of ways; some blatant, others more subtle.MIs have a significant impact on wellbeing, and some believe that they can even have a greater impact on the victims than overt forms of discrimination.Research has found that there are four ways in which the stress caused by micro behaviours impacts health and wellbeing:Biological impact: direct physiological reactions, such as changes in blood pressure or heart rate, or changes in the immune system. Studies have reported that these changes then go on to impact physical health, possible even leading to increased hypotension, a decrease in the immune system’s efficiency and increased susceptibility to disease.Cognitive impact: thoughts and beliefs about the meaning of the stressor. The small, ambiguous element of MIs can create a very specific type of stress as the recipient tries to make sense of what has happened. ‘Am I imagining this? Did they just say what I thought they said? Am I being over-sensitive?’ Of course, making sense of such ambiguity takes attention and focus, which, in turn, has the potential to create more problems, such as perceived inattention at work.Emotional impact: MIs can cause feelings of anger, anxiety and depression or feelings of hopelessness.Behavioural impact: coping strategies or behavioural adjustments, which may make the situation better or worse.Why leaders should be empowered to become workplace wellbeing paragons As a person in a position of power, leaders should set the tone by challenging any MIs they may have witnessed. This sends a powerful message about the seriousness of this type of behaviour – that it is not small and insignificant and that it does have consequences, whether intended or not.It’s important that a leader is mindful to not ‘speak for’ those who have experienced the MI though, but instead, focuses specifically on the behaviour and its impact. Highlighting the ongoing nature of such behaviour can be especially powerful: for example, ‘In the meeting I noticed you talked over Amit three times. You didn’t talk over anyone else.’While leaders can play an especially important role in highlighting and naming MIs though, anyone who is a witness can play a part in ‘making the invisible visible’.How can leaders reduce the impact of micro-incivilities?We know that social support can be a powerful buffer against the stress caused by MIs. Such reassurance reduces feelings of isolation and lets someone know they are not alone. At a practical level, supporters can share and explore potential responses to MIs. While, at the cognitive level  support reduces ambiguity, and therefore rumination, by providing additional validation of an experience. Such support from majority group members who identify MIs can be powerful in validating these experiences.The role of mentors Building and using a strong support network is one key way in which individuals can mitigate some of the stress caused by a MI. One mechanism for developing our networks is through mentoring. Research suggests that mentees benefit from mentoring through greater productivity, while they also gain networking skills and become better equipped to handle stress.These latter two benefits could be critical in navigating MIs within organisations and minimising their impact. Mentors are also likely to be relatively senior, so, as well as being able to provide emotional support, they also have the potential to give more instrumental support (support relating to tangible help or assistance) to mentees experiencing MIs. They can be powerful allies and challengers of such behaviours, as well as providing advice on how best to deal with it.Leaders have, and must accept, a considerable role in promoting wellbeing and addressing MIs. Though successful change has to start at the top, its ripples must reach every member of the organisation: making everyone accountable.In the new book, Free to Soar: Race and Wellbeing in Organisations, this is one of a range of issues relating to the relationship between race and wellbeing in the workplace, explored in depth by a team of business psychologists and edited by Professor Kandola. Please see here for more information.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/the-role-leaders-have-in-promoting-wellbeing-and-addressing-micro-incivilities" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/the-role-leaders-have-in-promoting-wellbeing-and-addressing-micro-incivilities", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipThe role leaders have in promoting wellbeing and addressing micro-incivilitiesThe role leaders have in promoting wellbeing and addressing micro-incivilitiesLouise Weston, Managing Psychologist, Pearn KandolaThere’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced and varied job. In recent times though, wellbeing has become an important consideration for employers, and the notion of wellbeing reaches every aspect of work life – including diversity.We know that diverse teams are successful teams, and we know that the benefits of diversity are unparalleled. But as a leader, your role needs to go beyond building diverse teams, to proactively creating an inclusive and safe environment in which all can thrive. This means tackling subjects like racism, head on.We see racism in many forms. It can be overt, expressed through hostile language or blatant discrimination. Or it can be more subtle, going unnoticed and often unchallenged. Micro-incivilities are one such example of this kind of subtle racism.What are micro-incivilities and what is their impact on our mental health? Boiling them down to their basics, micro-incivilities (MIs) refer to the kind of daily, commonplace behaviours or aspects of an environment that signal to members of minority groups that they do not belong or that that they are not welcome.The intent to harm can be ambiguous in these instances, and discomfort about being around minorities can be displayed in any number of ways; some blatant, others more subtle.MIs have a significant impact on wellbeing, and some believe that they can even have a greater impact on the victims than overt forms of discrimination.Research has found that there are four ways in which the stress caused by micro behaviours impacts health and wellbeing:Biological impact: direct physiological reactions, such as changes in blood pressure or heart rate, or changes in the immune system. Studies have reported that these changes then go on to impact physical health, possible even leading to increased hypotension, a decrease in the immune system’s efficiency and increased susceptibility to disease.Cognitive impact: thoughts and beliefs about the meaning of the stressor. The small, ambiguous element of MIs can create a very specific type of stress as the recipient tries to make sense of what has happened. ‘Am I imagining this? Did they just say what I thought they said? Am I being over-sensitive?’ Of course, making sense of such ambiguity takes attention and focus, which, in turn, has the potential to create more problems, such as perceived inattention at work.Emotional impact: MIs can cause feelings of anger, anxiety and depression or feelings of hopelessness.Behavioural impact: coping strategies or behavioural adjustments, which may make the situation better or worse.Why leaders should be empowered to become workplace wellbeing paragons As a person in a position of power, leaders should set the tone by challenging any MIs they may have witnessed. This sends a powerful message about the seriousness of this type of behaviour – that it is not small and insignificant and that it does have consequences, whether intended or not.It’s important that a leader is mindful to not ‘speak for’ those who have experienced the MI though, but instead, focuses specifically on the behaviour and its impact. Highlighting the ongoing nature of such behaviour can be especially powerful: for example, ‘In the meeting I noticed you talked over Amit three times. You didn’t talk over anyone else.’While leaders can play an especially important role in highlighting and naming MIs though, anyone who is a witness can play a part in ‘making the invisible visible’.How can leaders reduce the impact of micro-incivilities?We know that social support can be a powerful buffer against the stress caused by MIs. Such reassurance reduces feelings of isolation and lets someone know they are not alone. At a practical level, supporters can share and explore potential responses to MIs. While, at the cognitive level  support reduces ambiguity, and therefore rumination, by providing additional validation of an experience. Such support from majority group members who identify MIs can be powerful in validating these experiences.The role of mentors Building and using a strong support network is one key way in which individuals can mitigate some of the stress caused by a MI. One mechanism for developing our networks is through mentoring. Research suggests that mentees benefit from mentoring through greater productivity, while they also gain networking skills and become better equipped to handle stress.These latter two benefits could be critical in navigating MIs within organisations and minimising their impact. Mentors are also likely to be relatively senior, so, as well as being able to provide emotional support, they also have the potential to give more instrumental support (support relating to tangible help or assistance) to mentees experiencing MIs. They can be powerful allies and challengers of such behaviours, as well as providing advice on how best to deal with it.Leaders have, and must accept, a considerable role in promoting wellbeing and addressing MIs. Though successful change has to start at the top, its ripples must reach every member of the organisation: making everyone accountable.In the new book, Free to Soar: Race and Wellbeing in Organisations, this is one of a range of issues relating to the relationship between race and wellbeing in the workplace, explored in depth by a team of business psychologists and edited by Professor Kandola. Please see here for more information.  Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/the-role-leaders-have-in-promoting-wellbeing-and-addressing-micro-incivilities" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/pearn-kandola-wellbeing-website", + "": [ + "#comp-kzea1e5n{visibility:hidden !important;}top of page Home Mindfulness Subscribe Contact More Use tab to navigate through the menu items. Welcome to Pearn Kandola Wellbeing Wellbeing starts with you Our Mindfulness practitioner Tracey Moggeridge is posting thought pieces, meditations, and practical tools that we hope will help people with their mental wellbeing whatever the challenges they face personally.  Simply subscribe and you will be sent a notification as and when new blogs are published. Home: Welcome All PostsMindfulnessWellbeingReflectionGratitudeBreathAcceptanceNatureCompassionKindnessMeditationThoughtsRelaxationNegativity BiasBody-scanStillnessSilenceSelf-careR.A.I.NEmotionsLoving KindnessResilienceMindfully activeHabitMantraFamiliarFearGoal settingPoetrySlowSelf-care Search traceymJan 15, 2021 Mindfulness 2021 style Hi all It's been a while since you had one of my rambles. New Year resolution, learn to be more concise. So hello 2021, you are offering... 153 views0 comments 2 likes. Post not marked as liked2 traceymAug 24, 2020 Meeting people at their difficulties I was tuned into a podcast with the host interviewing Jon Kabat-Zinn, if you are new to the mindfulness field he's basically the pin-up,... 141 views0 comments 2 likes. Post not marked as liked2 traceymAug 18, 2020 What it is to offer someone hope, with real presence Someone got me pondering on how we often start off, or sign off on conversations, messages, emails etc with…hope Hope you are well Hope... 129 views1 comment 1 like. Post not marked as liked1 traceymAug 14, 2020 An attitude of gratitude for a mood-boost The practice of Gratitude might seem a ju ju style, hookie, hippy soft and fluffy practice, but on a physiological level it rewards us... 108 views0 comments 2 likes. Post not marked as liked2 traceymAug 10, 2020 When life changes how to roll with its punches Life can turn on a dime, but how many of us know how to roll with the punches, come out smiling, stronger, changed, and be a force for... 163 views0 comments 3 likes. Post not marked as liked3 traceymAug 6, 2020 67. What can tie you more deeply to your mindfulness practice? I was on Instagram the other day and a chap I follow set us a challenge. He is a keen runner, but lock-down had seen his motivation and... 47 views0 comments 1 like. Post not marked as liked1 traceymAug 3, 2020 66. Regular meditation practice preventing re-occurring depression So to keep you mindful kids on your toes I want you to think about the insights you glean from the time you spend in meditation and why... 96 views0 comments 1 like. Post not marked as liked1 traceymJul 31, 2020 65. Moving with the times As some of you will know I have been writing these blog posts for around four months now. Going forward the content may alter a little to... 43 views0 comments Post not marked as liked traceymJul 29, 2020 64. Why do we forget the things that matter most? Listening to a podcast the other morning on principles of Buddhist psychology, the podcast host Tara Brach talked to the value of... 69 views0 comments 1 like. Post not marked as liked1 traceymJul 27, 2020 63. Take a moment for calm Abraham Lincoln once said: “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” If our minds are... 71 views0 comments 4 likes. Post not marked as liked4 traceymJul 23, 2020 62.Take a different view We sometimes forget just how in charge we are, of our own destiny; of the way our relationships develop or unfold, actions, moments - we... 41 views0 comments Post not marked as liked traceymJul 20, 2020 61. Admit Something... A poem to start your week with, and as we slowly learn to reconnect more readily with loved ones - a call to tune into your heart spaces... 54 views0 comments 2 likes. Post not marked as liked2 traceymJul 17, 2020 60. Noticing thoughts It's a pithy one from me today, continuing the theme of observing habits of thoughts I have recorded a guided meditation to support your... 57 views0 comments 1 like. Post not marked as liked1 traceymJul 15, 2020 59. When your practice goes to the dogs So, this morning full of positive intention I settled into my meditation practice, a guided 25 minute practice. I was feeling settled,... 48 views0 comments 2 likes. Post not marked as liked2 traceymJul 13, 2020 58. The non-sexy practice of noticing How often do you observe the habits of your own mind? It is not something many of us even begin to consider. I mean it is not the most... 39 views0 comments Post not marked as liked traceymJul 9, 2020 57. Are you sitting comfortably? Posture – it's often subconscious, we slump when we feel tired, or defeated, upright when we are curious, interested…and did you know,... 35 views0 comments 2 likes. Post not marked as liked2 traceymJul 8, 2020 56. Finding peace in chaos I wanted to share a little insight into the meditation practice of another Breathworks teacher – he posted a video his wife took of him,... 29 views0 comments Post not marked as liked traceymJul 7, 2020 55. Connecting with nature The other morning I took a run as I often do, but I was listening to a podcast that was talking about the topic of loneliness. In... 57 views0 comments 1 like. Post not marked as liked1 traceymJul 6, 2020 54. Offering kindness to a stranger Loneliness is a big hard-hitting mother trucker, and many of us are still feeling a level of disconnect from our loved-ones. Loneliness... 52 views0 comments 2 likes. Post not marked as liked2 traceymJul 3, 2020 53. Finding peace in challenging times Is it just me or does it feel like an unbelievable rollercoaster? So much emotion, pain, rawness all around, it's hard to keep yourself... 33 views0 comments Post not marked as liked 1 Home: Blog2 Home: Subscribe Subscribe Form Submit Pearn Kandola www.pearnkandola.com  Latimer HouseLangford Business ParkKidlingtonOX5 1GGEngland info@pearnkandola.com +44 (0) 1865 399060 Home: Contact ©2020 Pearn Kandola bottom of page", + "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/pearn-kandola-wellbeing-website" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and tools Guides and tools Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/pearn-kandola-wellbeing-website", + "": [ + "#comp-kzea1e5n{visibility:hidden !important;}top of page Home Mindfulness Subscribe Contact More Use tab to navigate through the menu items. Welcome to Pearn Kandola Wellbeing Wellbeing starts with you Our Mindfulness practitioner Tracey Moggeridge is posting thought pieces, meditations, and practical tools that we hope will help people with their mental wellbeing whatever the challenges they face personally.  Simply subscribe and you will be sent a notification as and when new blogs are published. Home: Welcome All PostsMindfulnessWellbeingReflectionGratitudeBreathAcceptanceNatureCompassionKindnessMeditationThoughtsRelaxationNegativity BiasBody-scanStillnessSilenceSelf-careR.A.I.NEmotionsLoving KindnessResilienceMindfully activeHabitMantraFamiliarFearGoal settingPoetrySlowSelf-care Search traceymJan 15, 2021 Mindfulness 2021 style Hi all It's been a while since you had one of my rambles. New Year resolution, learn to be more concise. So hello 2021, you are offering... 153 views0 comments 2 likes. Post not marked as liked2 traceymAug 24, 2020 Meeting people at their difficulties I was tuned into a podcast with the host interviewing Jon Kabat-Zinn, if you are new to the mindfulness field he's basically the pin-up,... 141 views0 comments 2 likes. Post not marked as liked2 traceymAug 18, 2020 What it is to offer someone hope, with real presence Someone got me pondering on how we often start off, or sign off on conversations, messages, emails etc with…hope Hope you are well Hope... 129 views1 comment 1 like. Post not marked as liked1 traceymAug 14, 2020 An attitude of gratitude for a mood-boost The practice of Gratitude might seem a ju ju style, hookie, hippy soft and fluffy practice, but on a physiological level it rewards us... 108 views0 comments 2 likes. Post not marked as liked2 traceymAug 10, 2020 When life changes how to roll with its punches Life can turn on a dime, but how many of us know how to roll with the punches, come out smiling, stronger, changed, and be a force for... 163 views0 comments 3 likes. Post not marked as liked3 traceymAug 6, 2020 67. What can tie you more deeply to your mindfulness practice? I was on Instagram the other day and a chap I follow set us a challenge. He is a keen runner, but lock-down had seen his motivation and... 47 views0 comments 1 like. Post not marked as liked1 traceymAug 3, 2020 66. Regular meditation practice preventing re-occurring depression So to keep you mindful kids on your toes I want you to think about the insights you glean from the time you spend in meditation and why... 96 views0 comments 1 like. Post not marked as liked1 traceymJul 31, 2020 65. Moving with the times As some of you will know I have been writing these blog posts for around four months now. Going forward the content may alter a little to... 43 views0 comments Post not marked as liked traceymJul 29, 2020 64. Why do we forget the things that matter most? Listening to a podcast the other morning on principles of Buddhist psychology, the podcast host Tara Brach talked to the value of... 69 views0 comments 1 like. Post not marked as liked1 traceymJul 27, 2020 63. Take a moment for calm Abraham Lincoln once said: “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” If our minds are... 71 views0 comments 4 likes. Post not marked as liked4 traceymJul 23, 2020 62.Take a different view We sometimes forget just how in charge we are, of our own destiny; of the way our relationships develop or unfold, actions, moments - we... 41 views0 comments Post not marked as liked traceymJul 20, 2020 61. Admit Something... A poem to start your week with, and as we slowly learn to reconnect more readily with loved ones - a call to tune into your heart spaces... 54 views0 comments 2 likes. Post not marked as liked2 traceymJul 17, 2020 60. Noticing thoughts It's a pithy one from me today, continuing the theme of observing habits of thoughts I have recorded a guided meditation to support your... 57 views0 comments 1 like. Post not marked as liked1 traceymJul 15, 2020 59. When your practice goes to the dogs So, this morning full of positive intention I settled into my meditation practice, a guided 25 minute practice. I was feeling settled,... 48 views0 comments 2 likes. Post not marked as liked2 traceymJul 13, 2020 58. The non-sexy practice of noticing How often do you observe the habits of your own mind? It is not something many of us even begin to consider. I mean it is not the most... 39 views0 comments Post not marked as liked traceymJul 9, 2020 57. Are you sitting comfortably? Posture – it's often subconscious, we slump when we feel tired, or defeated, upright when we are curious, interested…and did you know,... 35 views0 comments 2 likes. Post not marked as liked2 traceymJul 8, 2020 56. Finding peace in chaos I wanted to share a little insight into the meditation practice of another Breathworks teacher – he posted a video his wife took of him,... 29 views0 comments Post not marked as liked traceymJul 7, 2020 55. Connecting with nature The other morning I took a run as I often do, but I was listening to a podcast that was talking about the topic of loneliness. In... 57 views0 comments 1 like. Post not marked as liked1 traceymJul 6, 2020 54. Offering kindness to a stranger Loneliness is a big hard-hitting mother trucker, and many of us are still feeling a level of disconnect from our loved-ones. Loneliness... 52 views0 comments 2 likes. Post not marked as liked2 traceymJul 3, 2020 53. Finding peace in challenging times Is it just me or does it feel like an unbelievable rollercoaster? So much emotion, pain, rawness all around, it's hard to keep yourself... 33 views0 comments Post not marked as liked 1 Home: Blog2 Home: Subscribe Subscribe Form Submit Pearn Kandola www.pearnkandola.com  Latimer HouseLangford Business ParkKidlingtonOX5 1GGEngland info@pearnkandola.com +44 (0) 1865 399060 Home: Contact ©2020 Pearn Kandola bottom of page", + "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/pearn-kandola-wellbeing-website" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-covid-19-is-undoing-the-diversity-agenda", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow COVID-19 is undoing the diversity agendaHow COVID-19 is undoing the diversity agendaNic Hammarling, Head of Diversity, Pearn KandolaThe beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual deadline for organisations with over 250 employees to report their respective gender pay gaps.As in previous years, I’m sure there would have been a frantic rush for a great many organisations to submit their reports in time. A fair few would even have been late. There would have been a torrent of national media coverage, politicians and business leaders would have renewed promises to balance the scales of gender inequality, and during the week, we would have picked apart the data to see what progress had really been made.None of that has happened, though. In a joint statement in March, the Minister for Women & Equalities and EHRC Chair said that in light of the pressure that COVID-19 is putting on businesses, “it is only right to suspend enforcement of gender pay gap reporting this year.”While, of course, it’s right that we are sympathetic to the vast number of organisations currently facing unprecedented challenges, I can’t help but worry about the message that this decision sends. Namely, that diversity is not business critical in the modern workplace. Rather, it’s a “nice to have”. I’m also sure that it won’t end here. Allowing organisations to take their foot off the gas in this way will be the first of many backward steps for diversity over the coming weeks and months, causing a loss in progress that will take years to recover.Because it’s always been the way that, in times of crisis or pressure, diversity suffers. During the financial crash of 2008/09, for example, women and BAME workers were, by far, the worst affected. I have no doubt that COVID-19 will tell a similar story. Already, a new piece of analysis by the Institute for Fiscal Studies has reported that women are about one-third more likely than men to work in a sector that has been shut down, largely as a result of overrepresentation in industries such as retail and hospitality.We can even map this regression. If it’s anything like that which we’ve seen in previous crises, it will unfold in three distinct stages.Those on part-time or zero-hours contracts will be the first to take a hit. Many of the industries in which these kinds of contracts are common, such as hospitality, tourism and services, are facing significant difficulty in the current climate. As times become tougher, those on part-time or zero-hours contracts will be the first to be cut loose. The inevitable impact that this will have on diversity hinges on the fact that people from BAME backgrounds are over-represented in the zero-hours workforce.Second, regrettably, there will inevitably be redundancies. The government has unveiled a generous support package, but furloughing staff is not a long-term strategy. And that means leaders will have to make those critical decisions about who stays and who goes. They’ll say – and believe – that their decisions have been made in the interest of the wider organisation, but when these decisions are made hastily, bias seeps into the process. We know from many previous cases that in circumstances such as these, women and people from BAME backgrounds are disproportionately affected by redundancy processes.Finally, when Coronavirus is behind us and organisations finally start to recover, research suggests that we’re likely to see an increase in minority leaders experiencing pressure to take on riskier, less stable opportunities. Many will have seen the impact of the first two stages on other minority workers and, feeling a pressure to prove themselves, may see these more tumultuous positions as their only opportunities to progress.The critical question, of course, is whether we can stop any of this from happening. Is it possible to protect diversity, instead of letting it fall by the wayside like in previous moments of crisis?The actions of senior leaders are key to this. We need them to consider what they are prioritising right now. The areas of focus during tumultuous times tell everyone – employees and external parties alike – what is really important to an organisation. If we don’t prioritise diversity and inclusion now, but try to tell everyone when things have settled down that it is important to our organisation, then people will see that line for exactly what it is – lip service.We also need our leaders to recognise how feeling threatened impacts the decisions that we make. In times of survival, we look for reassurance and familiarity. As a result, many will place the most trust in those who they can visibly see – and therefore feel – are like them, rather than opting for what are perceived as “riskier” options.This kind of bias means minorities are less likely to be seen as important or reliable team members. But it’s by embracing other opinions that we are often able to come up with the most innovative solutions to problems. This, in itself, is why diversity is of such value to businesses. What we really need from our leaders is to be mindful of this fact, and to not close themselves off.In years to come, we will look back and remember how the organisations that we represent responded to Coronavirus. We will remember which of our colleagues and friends were treated fairly, and which drew the short straw. For those who are willing to recognise it as such, this moment is a real opportunity for leaders to make a sincere commitment to diversity. Now is not the time to put diversity on hold. Now is the time for them to embrace it, to champion it and to make some conscious decisions about the kinds of organisations that they want to represent. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-covid-19-is-undoing-the-diversity-agenda" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-covid-19-is-undoing-the-diversity-agenda", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow COVID-19 is undoing the diversity agendaHow COVID-19 is undoing the diversity agendaNic Hammarling, Head of Diversity, Pearn KandolaThe beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual deadline for organisations with over 250 employees to report their respective gender pay gaps.As in previous years, I’m sure there would have been a frantic rush for a great many organisations to submit their reports in time. A fair few would even have been late. There would have been a torrent of national media coverage, politicians and business leaders would have renewed promises to balance the scales of gender inequality, and during the week, we would have picked apart the data to see what progress had really been made.None of that has happened, though. In a joint statement in March, the Minister for Women & Equalities and EHRC Chair said that in light of the pressure that COVID-19 is putting on businesses, “it is only right to suspend enforcement of gender pay gap reporting this year.”While, of course, it’s right that we are sympathetic to the vast number of organisations currently facing unprecedented challenges, I can’t help but worry about the message that this decision sends. Namely, that diversity is not business critical in the modern workplace. Rather, it’s a “nice to have”. I’m also sure that it won’t end here. Allowing organisations to take their foot off the gas in this way will be the first of many backward steps for diversity over the coming weeks and months, causing a loss in progress that will take years to recover.Because it’s always been the way that, in times of crisis or pressure, diversity suffers. During the financial crash of 2008/09, for example, women and BAME workers were, by far, the worst affected. I have no doubt that COVID-19 will tell a similar story. Already, a new piece of analysis by the Institute for Fiscal Studies has reported that women are about one-third more likely than men to work in a sector that has been shut down, largely as a result of overrepresentation in industries such as retail and hospitality.We can even map this regression. If it’s anything like that which we’ve seen in previous crises, it will unfold in three distinct stages.Those on part-time or zero-hours contracts will be the first to take a hit. Many of the industries in which these kinds of contracts are common, such as hospitality, tourism and services, are facing significant difficulty in the current climate. As times become tougher, those on part-time or zero-hours contracts will be the first to be cut loose. The inevitable impact that this will have on diversity hinges on the fact that people from BAME backgrounds are over-represented in the zero-hours workforce.Second, regrettably, there will inevitably be redundancies. The government has unveiled a generous support package, but furloughing staff is not a long-term strategy. And that means leaders will have to make those critical decisions about who stays and who goes. They’ll say – and believe – that their decisions have been made in the interest of the wider organisation, but when these decisions are made hastily, bias seeps into the process. We know from many previous cases that in circumstances such as these, women and people from BAME backgrounds are disproportionately affected by redundancy processes.Finally, when Coronavirus is behind us and organisations finally start to recover, research suggests that we’re likely to see an increase in minority leaders experiencing pressure to take on riskier, less stable opportunities. Many will have seen the impact of the first two stages on other minority workers and, feeling a pressure to prove themselves, may see these more tumultuous positions as their only opportunities to progress.The critical question, of course, is whether we can stop any of this from happening. Is it possible to protect diversity, instead of letting it fall by the wayside like in previous moments of crisis?The actions of senior leaders are key to this. We need them to consider what they are prioritising right now. The areas of focus during tumultuous times tell everyone – employees and external parties alike – what is really important to an organisation. If we don’t prioritise diversity and inclusion now, but try to tell everyone when things have settled down that it is important to our organisation, then people will see that line for exactly what it is – lip service.We also need our leaders to recognise how feeling threatened impacts the decisions that we make. In times of survival, we look for reassurance and familiarity. As a result, many will place the most trust in those who they can visibly see – and therefore feel – are like them, rather than opting for what are perceived as “riskier” options.This kind of bias means minorities are less likely to be seen as important or reliable team members. But it’s by embracing other opinions that we are often able to come up with the most innovative solutions to problems. This, in itself, is why diversity is of such value to businesses. What we really need from our leaders is to be mindful of this fact, and to not close themselves off.In years to come, we will look back and remember how the organisations that we represent responded to Coronavirus. We will remember which of our colleagues and friends were treated fairly, and which drew the short straw. For those who are willing to recognise it as such, this moment is a real opportunity for leaders to make a sincere commitment to diversity. Now is not the time to put diversity on hold. Now is the time for them to embrace it, to champion it and to make some conscious decisions about the kinds of organisations that they want to represent. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-covid-19-is-undoing-the-diversity-agenda" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/the-psychology-of-remote-working-will-you-thrive-or-survive-in-a-remote-world", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipThe psychology of remote working: will you thrive or survive in a remote world?The psychology of remote working: will you thrive or survive in a remote world?Prof. Binna Kandola OBE and Stuart Duff, Partners at Pearn Kandola LLPWe are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt our home into a practical working environment. Bedrooms, broom cupboards and attics across the UK are now active places of work. Once upon a time, working from home was considered a treat and a ‘perk’ (equivalent in some eyes to a pay rise), allowed if you were lucky and had an open-minded manager.While there has been a considerable focus on the practical elements on remote working – setting up an office, eating sensibly and getting to grips with video conferencing – there is another facet; specifically the question of why some people seem to thrive very quickly in a ‘remote’ role while others struggle.This is actually a trend that we have investigated, observing remote teams, interviewing team leaders and asking remote workers to complete a ‘big five’ personality questionnaire. We then looked at the profiles of those who adapted well in comparison to those who struggled with remote working, and we found some striking differences.Based on this research, we defined a number of broad personality types that could shape the way that we adapt to remote working. These are outlined below, along with likely strengths and points to consider, should these characteristics resonate with you and your style of working. It’s interesting to note though, that the motivation to work remotely is not necessarily a predictor of success. For instance, those individuals who actively sought remote roles were often more introverted but, as we discovered and highlight below, the same individuals were not always suited to the demands of remote working.1. Stimulation SeekersOne of the most noticeable differences that we found was that extraverted and outgoing workers tended to adapt to remote working more quickly and effectively than their more reserved colleagues. This surprised us: we had previously anticipated that introversion may be a more suitable characteristic for remote working, particularly as so many of the individuals we interviewed talked about relishing the ‘solitude’ and space brought by remote working.The reason, as we now understand, is that extraverts are more motivated to maintain contact with colleagues when working remotely and to reach out to socialise with others, either informally or more formally through regular meetings. This promotes communication and the exchange of valuable information between team members, something that we would all agree is essential to the effective running of any team. Those who tend to be more reserved are perhaps less likely to keep in touch with their team members or will wait until they are approached before sharing their thoughts and feelings.2. Tough SurvivorsIn a number of interviews, remote workers talked about the need for personal resilience under pressure. In contrast to the busy office environment, where there are often chances to catch up and seek reassuring feedback from colleagues, remote workers can feel isolated and are less likely to experience regular support and reassurance. The unpredictable working environment also contributes to feelings of stress, as there can be unexpected events in the course of the working day and a lower sense of personal control.3. Curious ExplorersAnother theme in the interview data illustrated that, for remote workers, the ability to be open to new ideas and new ways of working is an important pre-cursor of success in the role. Openness and experimentation were seen as being much more important than in office-based roles, where significant changes are often introduced and managed on a wider scale.The remote working environment is an unpredictable one: remote workers talked about needing to be open to new challenges and cope with the reduced levels of routine and security associated with centralised roles. They also need to be open to using new technology and to be creative in terms of solving problems. Indeed, many of our interviewees talked about the attraction of remote working because it allowed more frequent opportunities to ‘work differently’, to experiment with new technologies and to experience greater variety on a daily basis.4. Independent Decision MakersWhile the most adaptable remote workers may be energised by contact and communication with their colleagues, they also tend to maintain a strong independent mindset. One of the golden rules of effective remote working is to invest trust in colleagues and avoid micro-managing. The most effective remote workers that we met needed to feel that they were trusted to work independently and enjoyed the freedom and flexibility that comes with the territory.We did find some tensions between the outgoing, sociable elements of extraversion and the attributes associated with independent decision making and action. One of the challenges of a very independent mindset is, not surprisingly, how to build co-operation with colleagues. We found that particularly independent individuals were good at reaching out for information and support, but without necessarily offering it in return or building mutual cooperation, as this conflicted with a drive to maintain independence.5. Disciplined AchieverThe interviews and analysis revealed that conscientiousness and self-discipline are particularly important attributes to the success of remote workers. Again, this surprised us. When we embarked on the research, we predicted that being flexible, working around rules and taking expedient approaches would be a better fit with remote working. Instead, the opposite plays out: the ability to plan, to organise, to create and adhere to rules were all indicative of more effective remote working.Working in a remote environment loses many of the structures, rituals and routines that exist within a central office. We probably undervalue the importance of someone asking if we want a tea or coffee, or whether we are breaking for lunch. We may also undervalue being able to see others leave their desk and head for a meeting. But these are all important and useful visual cues that many of us rely on to structure time and organise our work. Effective remote working relies on imposing structure, routine and discipline where it may not have previously been required. Segregating time, using diaries with greater detail or setting more reminders will come naturally to some, less naturally to others.One last point on personal attributes: Linked to an independent desire to be in control, to organise themselves and to reach out and regularly communicate with colleagues, remote workers also need to be self-motivated and self-confident. In fact, the remote workers we interviewed reported that their second most significant challenge, after striking a balance between work and home life, is self-motivation.This clearly underlines that more directive and controlling management styles are not only less successful with remote workers, but at times detrimental. And yet, in many of the workshops that we have delivered for our clients who are moving to remote working, the single biggest challenge for leaders is trusting team members and leaving them to deliver without interfering. These leaders recognise that their concerns are not rational or logical but are based on irrational judgements and biases, a topic that we will explore when we move on to the next article in the series. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/the-psychology-of-remote-working-will-you-thrive-or-survive-in-a-remote-world" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/the-psychology-of-remote-working-will-you-thrive-or-survive-in-a-remote-world", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipThe psychology of remote working: will you thrive or survive in a remote world?The psychology of remote working: will you thrive or survive in a remote world?Prof. Binna Kandola OBE and Stuart Duff, Partners at Pearn Kandola LLPWe are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt our home into a practical working environment. Bedrooms, broom cupboards and attics across the UK are now active places of work. Once upon a time, working from home was considered a treat and a ‘perk’ (equivalent in some eyes to a pay rise), allowed if you were lucky and had an open-minded manager.While there has been a considerable focus on the practical elements on remote working – setting up an office, eating sensibly and getting to grips with video conferencing – there is another facet; specifically the question of why some people seem to thrive very quickly in a ‘remote’ role while others struggle.This is actually a trend that we have investigated, observing remote teams, interviewing team leaders and asking remote workers to complete a ‘big five’ personality questionnaire. We then looked at the profiles of those who adapted well in comparison to those who struggled with remote working, and we found some striking differences.Based on this research, we defined a number of broad personality types that could shape the way that we adapt to remote working. These are outlined below, along with likely strengths and points to consider, should these characteristics resonate with you and your style of working. It’s interesting to note though, that the motivation to work remotely is not necessarily a predictor of success. For instance, those individuals who actively sought remote roles were often more introverted but, as we discovered and highlight below, the same individuals were not always suited to the demands of remote working.1. Stimulation SeekersOne of the most noticeable differences that we found was that extraverted and outgoing workers tended to adapt to remote working more quickly and effectively than their more reserved colleagues. This surprised us: we had previously anticipated that introversion may be a more suitable characteristic for remote working, particularly as so many of the individuals we interviewed talked about relishing the ‘solitude’ and space brought by remote working.The reason, as we now understand, is that extraverts are more motivated to maintain contact with colleagues when working remotely and to reach out to socialise with others, either informally or more formally through regular meetings. This promotes communication and the exchange of valuable information between team members, something that we would all agree is essential to the effective running of any team. Those who tend to be more reserved are perhaps less likely to keep in touch with their team members or will wait until they are approached before sharing their thoughts and feelings.2. Tough SurvivorsIn a number of interviews, remote workers talked about the need for personal resilience under pressure. In contrast to the busy office environment, where there are often chances to catch up and seek reassuring feedback from colleagues, remote workers can feel isolated and are less likely to experience regular support and reassurance. The unpredictable working environment also contributes to feelings of stress, as there can be unexpected events in the course of the working day and a lower sense of personal control.3. Curious ExplorersAnother theme in the interview data illustrated that, for remote workers, the ability to be open to new ideas and new ways of working is an important pre-cursor of success in the role. Openness and experimentation were seen as being much more important than in office-based roles, where significant changes are often introduced and managed on a wider scale.The remote working environment is an unpredictable one: remote workers talked about needing to be open to new challenges and cope with the reduced levels of routine and security associated with centralised roles. They also need to be open to using new technology and to be creative in terms of solving problems. Indeed, many of our interviewees talked about the attraction of remote working because it allowed more frequent opportunities to ‘work differently’, to experiment with new technologies and to experience greater variety on a daily basis.4. Independent Decision MakersWhile the most adaptable remote workers may be energised by contact and communication with their colleagues, they also tend to maintain a strong independent mindset. One of the golden rules of effective remote working is to invest trust in colleagues and avoid micro-managing. The most effective remote workers that we met needed to feel that they were trusted to work independently and enjoyed the freedom and flexibility that comes with the territory.We did find some tensions between the outgoing, sociable elements of extraversion and the attributes associated with independent decision making and action. One of the challenges of a very independent mindset is, not surprisingly, how to build co-operation with colleagues. We found that particularly independent individuals were good at reaching out for information and support, but without necessarily offering it in return or building mutual cooperation, as this conflicted with a drive to maintain independence.5. Disciplined AchieverThe interviews and analysis revealed that conscientiousness and self-discipline are particularly important attributes to the success of remote workers. Again, this surprised us. When we embarked on the research, we predicted that being flexible, working around rules and taking expedient approaches would be a better fit with remote working. Instead, the opposite plays out: the ability to plan, to organise, to create and adhere to rules were all indicative of more effective remote working.Working in a remote environment loses many of the structures, rituals and routines that exist within a central office. We probably undervalue the importance of someone asking if we want a tea or coffee, or whether we are breaking for lunch. We may also undervalue being able to see others leave their desk and head for a meeting. But these are all important and useful visual cues that many of us rely on to structure time and organise our work. Effective remote working relies on imposing structure, routine and discipline where it may not have previously been required. Segregating time, using diaries with greater detail or setting more reminders will come naturally to some, less naturally to others.One last point on personal attributes: Linked to an independent desire to be in control, to organise themselves and to reach out and regularly communicate with colleagues, remote workers also need to be self-motivated and self-confident. In fact, the remote workers we interviewed reported that their second most significant challenge, after striking a balance between work and home life, is self-motivation.This clearly underlines that more directive and controlling management styles are not only less successful with remote workers, but at times detrimental. And yet, in many of the workshops that we have delivered for our clients who are moving to remote working, the single biggest challenge for leaders is trusting team members and leaving them to deliver without interfering. These leaders recognise that their concerns are not rational or logical but are based on irrational judgements and biases, a topic that we will explore when we move on to the next article in the series. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/the-psychology-of-remote-working-will-you-thrive-or-survive-in-a-remote-world" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/tackling-monotony-and-boredom", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubEmployee EngagementTackling monotony and boredomTackling monotony and boredomProfessor Binna Kandola, senior partner and co-founder, Pearn KandolaOn the early spaceflights and also in the capsule environments of Antarctic exploration centres, boredom and monotony have been found to be key factors in some of the conflicts that arose between individuals.These are challenges that many of us who are now working from home are likely to face, and that we need to overcome, if we are to remain both healthy and productive. But before we can do so, it’s important that we fully understand them.Monotony describes the state in which many of us now find ourselves; one that sees us in the same environment day-in, day-out, and interacting with the same people. Routines become established and are expected to be followed systematically and conscientiously. After a while though, the lack of sensory stimulation actually starts to become problematic, and boredom is what develops as a result.People who are bored lose a sense of time, they become aware of the minor faults and flaws in others and grow increasingly annoyed by them. They also find less than helpful ways of alleviating the boredom, leading to a lack of cooperation and productivity, and poor decision-making. They may have difficulty concentrating and experience negative emotions, such as frustration and irritability. A sense of boredom can be heightened even further when people begin to feel stuck in their environments and unable to demonstrate a degree of control over their lives.Boredom can even prompt us to act directly against our own self-interest. In a couple of different studies, it was found that where participants had between 6 to 15 minutes purely alone, approximately half chose to give themselves an electric shock before the time elapsed. This was presumably because they were under-stimulated and chose to inflict a small amount of pain on themselves to relieve the boredom.It is often the case that many people associate boredom with a lack of stimulation, perhaps as a result of carrying out repetitive and mundane tasks. In fact, boredom can also arise when people are overstimulated, when the task is too challenging and unlikely to be achieved.There are practical steps that we can take to reduce these feelings, though. Sometimes, simply changing one’s perception can help.At one major international airport, managers would regularly receive complaints from passengers about the length of time they had to wait for their bags having arrived off a flight. So, when redesigning the airport, the baggage claim area was moved further away from the arrival gates. The time it took the passengers to get their luggage was the same as it had been before, but fewer complaints were subsequently received. The reason for this is that they were spending more time walking and so felt they were engaging in a purposeful activity. Furthermore, they were spending less time in the confined space of the baggage claim area. The combination of the two factors meant that people didn’t feel so frustrated, even though the amount of time it took them to get their baggage had not changed at all.On the positive side, boredom can indicate recognition that something needs to change, whether it be the attitude towards the job being undertaken or the job itself. One of the more significant ways of alleviating boredom is to give tasks a sense of meaning. For example, in one study, psychologists had a group of people carry out a very repetitive task for a long period in return for a small amount of money. Another group carrying out the same task was told that the same amount of money would be given to a worthy cause. Participants in the latter group not only performed at a higher level, but said that they actually enjoyed the task more than those in the former group.But how can we conquer boredom during this period of lockdown? We might not have the opportunity to donate the fruits of our work to charity – or the desire to give ourselves electric shocks – but there are still a number of other practical steps we can take in the current situation to make life a little more stimulating.First of all, we need to prevent tasks from becoming monotonous. If one item on your to-do list is weighing you down in particular, try to work on it for a shorter period of time and find opportunities to work on other tasks. Adding some variety will provide additional stimulation, helping to stave off feelings of boredom.The second point, conversely, addresses the issue of overstimulation. If a task is proving to genuinely be too challenging, ask for additional resources to reduce some of the load, or for training and development that will enable you to carry it out more efficiently. Plugging away at something that you don’t have the tools to see through will only exacerbate any feelings of boredom.Third – and possibly most importantly – is the role of leaders. Research into capsule environments has found that where leaders give tasks meaning, it reduces the sense of boredom and increases not only the quality of relationships, but also that of the work carried out.Lockdown is challenging, are we all likely to struggle with feelings of boredom over the coming weeks and months. With practical steps such as these though, we needn’t be worn down by monotony. We will be able to return to work healthy, happy and productive. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/tackling-monotony-and-boredom" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubEmployee Engagement Employee Engagement Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work “Making it Real” at all stages of selection with Situational Judgement Tests As Diversity and Inclusion has become a key priority, it is time to re-examine accepted assessment and selection practices. View more Tackling monotony and boredom On the early spaceflights and also in the capsule environments of Antarctic exploration centres, boredom and monotony have been found to be... View more Why new fathers are too scared to take paternity leave The fact that men appear to be reluctant to take paternity leave is a significant, yet massively unrecognised issue. View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/tackling-monotony-and-boredom", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubEmployee EngagementTackling monotony and boredomTackling monotony and boredomProfessor Binna Kandola, senior partner and co-founder, Pearn KandolaOn the early spaceflights and also in the capsule environments of Antarctic exploration centres, boredom and monotony have been found to be key factors in some of the conflicts that arose between individuals.These are challenges that many of us who are now working from home are likely to face, and that we need to overcome, if we are to remain both healthy and productive. But before we can do so, it’s important that we fully understand them.Monotony describes the state in which many of us now find ourselves; one that sees us in the same environment day-in, day-out, and interacting with the same people. Routines become established and are expected to be followed systematically and conscientiously. After a while though, the lack of sensory stimulation actually starts to become problematic, and boredom is what develops as a result.People who are bored lose a sense of time, they become aware of the minor faults and flaws in others and grow increasingly annoyed by them. They also find less than helpful ways of alleviating the boredom, leading to a lack of cooperation and productivity, and poor decision-making. They may have difficulty concentrating and experience negative emotions, such as frustration and irritability. A sense of boredom can be heightened even further when people begin to feel stuck in their environments and unable to demonstrate a degree of control over their lives.Boredom can even prompt us to act directly against our own self-interest. In a couple of different studies, it was found that where participants had between 6 to 15 minutes purely alone, approximately half chose to give themselves an electric shock before the time elapsed. This was presumably because they were under-stimulated and chose to inflict a small amount of pain on themselves to relieve the boredom.It is often the case that many people associate boredom with a lack of stimulation, perhaps as a result of carrying out repetitive and mundane tasks. In fact, boredom can also arise when people are overstimulated, when the task is too challenging and unlikely to be achieved.There are practical steps that we can take to reduce these feelings, though. Sometimes, simply changing one’s perception can help.At one major international airport, managers would regularly receive complaints from passengers about the length of time they had to wait for their bags having arrived off a flight. So, when redesigning the airport, the baggage claim area was moved further away from the arrival gates. The time it took the passengers to get their luggage was the same as it had been before, but fewer complaints were subsequently received. The reason for this is that they were spending more time walking and so felt they were engaging in a purposeful activity. Furthermore, they were spending less time in the confined space of the baggage claim area. The combination of the two factors meant that people didn’t feel so frustrated, even though the amount of time it took them to get their baggage had not changed at all.On the positive side, boredom can indicate recognition that something needs to change, whether it be the attitude towards the job being undertaken or the job itself. One of the more significant ways of alleviating boredom is to give tasks a sense of meaning. For example, in one study, psychologists had a group of people carry out a very repetitive task for a long period in return for a small amount of money. Another group carrying out the same task was told that the same amount of money would be given to a worthy cause. Participants in the latter group not only performed at a higher level, but said that they actually enjoyed the task more than those in the former group.But how can we conquer boredom during this period of lockdown? We might not have the opportunity to donate the fruits of our work to charity – or the desire to give ourselves electric shocks – but there are still a number of other practical steps we can take in the current situation to make life a little more stimulating.First of all, we need to prevent tasks from becoming monotonous. If one item on your to-do list is weighing you down in particular, try to work on it for a shorter period of time and find opportunities to work on other tasks. Adding some variety will provide additional stimulation, helping to stave off feelings of boredom.The second point, conversely, addresses the issue of overstimulation. If a task is proving to genuinely be too challenging, ask for additional resources to reduce some of the load, or for training and development that will enable you to carry it out more efficiently. Plugging away at something that you don’t have the tools to see through will only exacerbate any feelings of boredom.Third – and possibly most importantly – is the role of leaders. Research into capsule environments has found that where leaders give tasks meaning, it reduces the sense of boredom and increases not only the quality of relationships, but also that of the work carried out.Lockdown is challenging, are we all likely to struggle with feelings of boredom over the coming weeks and months. With practical steps such as these though, we needn’t be worn down by monotony. We will be able to return to work healthy, happy and productive. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/employee-engagement/tackling-monotony-and-boredom" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/the-psychology-of-remote-working-adapting-to-the-change", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsThe psychology of remote working: adapting to the changeThe psychology of remote working: adapting to the changeProfessor Binna Kandola and Stuart Duff, PartnersThe first few weeks of working in ‘lock down’ were incredible – and at times bewildering. In a short space of time, we lost long-established routines and ways of living and replaced them with unfamiliar and – for many – uncomfortable new ways of working.In this article, we take a moment to step back and reflect on what we are experiencing. In particular, we look at the psychological demands of remote working and how to manage these. A colleague described himself a short while ago as ‘grieving’ the loss of simple routines and familiar ways of doing things, while another described herself as being ‘frazzled’; not only by the rate of change imposed on us, but also the rate of experimentation required, every day, with new apps and video conferencing software.It’s rarely been more appropriate to use the ‘change curve’ to illustrate the reactions that you will have experienced these past weeks. The change curve can sound like a cliché, yet, it usefully describes the emotional reactions associated with going through any kind of personal change. Every human being responds (on an emotional level) to changes to routines. Some might do so more strongly than others, but we all respond. And our responses can dictate how quickly we adapt to new circumstances and conditions. The change curve can help to make sense of these reactions: to normalise them and help us to move on from them. So, here we highlight five big phases of change that you will experience whenever you move towards remote working.1. DenialAlternatively known as the “Hey, this isn’t so bad. In fact, it’s sort of fun doing things differently” phase, denial is a purpose-built response to protect ourselves from the actual threat of change. Why is change a threat? Well, it tests us. It forces us to develop new skills, new attitudes and new behaviours. As a result, not accepting that things will change preserves our sense of self-worth and competence, rather than accepting that we may not be able to cope with what’s ahead. It’s not the best coping strategy, but it works for some and it delays the inevitable.If you’ve moved to remote working, denial may come in the form of a sense of novelty as you test new ways of working. It may be a sense of “this will only be for a few weeks,” or it may be “I can still go out and do what I used to do”.2. AngerAlternatively known as the “Okay, this is starting to really irritate me now…” phase, anger reflects our desire to fight our current situation and push back on the changes imposed on us. It will be reflected in increasing frustration at the endless video conferencing meetings and telephone calls that can be associated with remote working. Or it can be anger with colleagues or bosses who aren’t responding quickly enough. For anger, you can read irritation, frustration and being pissed off at the smallest of problems.But the positive thing about anger? It shows that you are up for the fight. You are no longer denying where you are, but instead, starting to gear up psychologically to tackle what lies ahead. So, it may not be the best feeling in the world, but it’s at least a sign that you’re engaging with change.3. GriefEveryone who experiences change will encounter feelings that are associated with grief and loss. Even positive changes, such as winning large sums of money, are accompanied with often unexplainable sadness. This feeling of grief signifies that you are no longer who you used to be. In the extreme, you can feel down and depressed by what is happening, although, on the outside, may project a more upbeat image. How often, for instance, have we said “I’m fine” when asked how things are going these past few weeks?In the current situation, many things will be missed – and grieved for – that were once just a part of your routine. The ease of popping out for coffee or lunch, the freedom of talking face-to-face with colleagues, even the dreaded commute to work, will all feel like a loss.With remote working, it’s also easy to feel isolated, adding to these feelings of loss. One of the biggest factors that will enhance your ability to work in a remote way is your ability to stay in touch with people. If you consider yourself to be an ‘introvert’ and therefore better suited to remote working, think again. It’s essential to reach out to others regularly and to use video conferencing as often as possible to maintain human contact. Emails just don’t cut it in these circumstances.4. ExperimentingThe point at which you know you’re committed to change is the moment when you start to test out new ways of doing things. This means that you’ve accepted your resentment of the change (or at least grown used to living with the thought of change) and you now want to make life easier for yourself. The most common feelings are positive ones, connected with excitement at being able to do things differently and better than before.Some of you may be here already (you early adopters, you…) while some will be a way off. But it’s important to recognise that you will all, at some point in the coming days, weeks or even months, start to feel good about trying new ways of working. The abnormal will become the “new normal”, to quote yet another colleague.5. FlourishingThe final phase of change leads to flourishing. If, today, it feels like you are fighting hard to survive the change being imposed on you, in the future you will feel that you are thriving. While change threatens self-esteem and reduces feelings of competence, adapting to change and experimenting with new ways of working grows confidence. Anyone who has been through significant change will agree, whether reluctantly or enthusiastically: the end point of any change curve is higher than the start point.Making the most of the situationSo, what will be of most help to you during these unsteady and unpredictable times? Here are five suggestions to make the shift towards remote working a success for you:Be aware of your own reactions to change: Recognise when you are feeling anxious or angry about a change and remind yourself that – while these are natural reactions – they are not going to help you in any way. Channel feelings of excitement and enthusiasm. This will leave you feeling more positive and will help to accept the change.Embrace change rather than resist it: Resisting change that is going to happen regardless will cause you to feel stuck and isolated, rather than motivated and engaged. Embrace what is happening and try to be as involved as possible. By doing this, you’ll feel part of the team and able to contribute to the direction of the change.Find role models: Look at others who are further ahead in accepting the change. Seeing others who have successfully adopted new ways of working can provide useful reassurance that the change isn’t to be feared.One step at a time: It’s easy to see change as an overwhelming force. And yet, change is often much more successful and beneficial when small steps are taken. Take actions that will increase your sense of personal control. Try to make this phase of change feel more manageable by changing smaller, routine, everyday habits within work processes.Look to the end: While it’s difficult to forecast an end to the current situation, bear in mind that 99 times out of 100, the process of change leaves us feeling more experienced and more able to adapt in the future. It may not happen straight away, but with time and patience, these feelings may well develop. In essence, change enables change. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/the-psychology-of-remote-working-adapting-to-the-change" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and tools Guides and tools Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Racism at Work Podcast Episode 1: Micro-incivilities – their impact on individuals and their wellbeing Micro-incivilities by their name are small but have a cumulative effect on the individual. Is the workplace ready to even have this conversation yet? View more Racism at Work Podcast Episode 2: Leadership – diversity and the tone at the top We all have a picture in our heads of what a leader should look like. Trouble is - these pictures are loaded with bias View more Racism at Work Podcast Episode 3: Education – trusting children with the truth When should we start teaching children about racism, is it ever too early? Karen Murphy and I discussed how racism shaped history. View more Racism at Work Podcast Episode 4: Universities – are they still failing BAME staff and students? Racism is still shockingly prevalent on university campuses and is keenly felt by both students and staff. View more Racism at Work Podcast Episode 5: AI – is it bias, and what does that mean for the workplace? The role AI has to play in the future of our workplaces and how our bias (conscious or unconscious) can be directly transferred into its algorithms. View more Racism at Work Podcast Episode 6: Racism in sport – does football hold a mirror up to society? Is football just another workplace where modern racism is prevalent? How can we make sure that this discussion translates into action? View more The psychology of remote working: adapting to the change The first few weeks of working in 'lock down' were incredible – and at times bewildering. In a short space of time, we lost long-established... View more Wellbeing Resources A free resource with a mix of mindfulness practices, reflections, questions, and guided meditations. View more What is mindfulness and how is it practiced? You’ve probably heard the term “mindfulness” crop up in everyday conversation or scrolled past a tweet about. But what does it really mean? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/the-psychology-of-remote-working-adapting-to-the-change", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubGuides and toolsThe psychology of remote working: adapting to the changeThe psychology of remote working: adapting to the changeProfessor Binna Kandola and Stuart Duff, PartnersThe first few weeks of working in ‘lock down’ were incredible – and at times bewildering. In a short space of time, we lost long-established routines and ways of living and replaced them with unfamiliar and – for many – uncomfortable new ways of working.In this article, we take a moment to step back and reflect on what we are experiencing. In particular, we look at the psychological demands of remote working and how to manage these. A colleague described himself a short while ago as ‘grieving’ the loss of simple routines and familiar ways of doing things, while another described herself as being ‘frazzled’; not only by the rate of change imposed on us, but also the rate of experimentation required, every day, with new apps and video conferencing software.It’s rarely been more appropriate to use the ‘change curve’ to illustrate the reactions that you will have experienced these past weeks. The change curve can sound like a cliché, yet, it usefully describes the emotional reactions associated with going through any kind of personal change. Every human being responds (on an emotional level) to changes to routines. Some might do so more strongly than others, but we all respond. And our responses can dictate how quickly we adapt to new circumstances and conditions. The change curve can help to make sense of these reactions: to normalise them and help us to move on from them. So, here we highlight five big phases of change that you will experience whenever you move towards remote working.1. DenialAlternatively known as the “Hey, this isn’t so bad. In fact, it’s sort of fun doing things differently” phase, denial is a purpose-built response to protect ourselves from the actual threat of change. Why is change a threat? Well, it tests us. It forces us to develop new skills, new attitudes and new behaviours. As a result, not accepting that things will change preserves our sense of self-worth and competence, rather than accepting that we may not be able to cope with what’s ahead. It’s not the best coping strategy, but it works for some and it delays the inevitable.If you’ve moved to remote working, denial may come in the form of a sense of novelty as you test new ways of working. It may be a sense of “this will only be for a few weeks,” or it may be “I can still go out and do what I used to do”.2. AngerAlternatively known as the “Okay, this is starting to really irritate me now…” phase, anger reflects our desire to fight our current situation and push back on the changes imposed on us. It will be reflected in increasing frustration at the endless video conferencing meetings and telephone calls that can be associated with remote working. Or it can be anger with colleagues or bosses who aren’t responding quickly enough. For anger, you can read irritation, frustration and being pissed off at the smallest of problems.But the positive thing about anger? It shows that you are up for the fight. You are no longer denying where you are, but instead, starting to gear up psychologically to tackle what lies ahead. So, it may not be the best feeling in the world, but it’s at least a sign that you’re engaging with change.3. GriefEveryone who experiences change will encounter feelings that are associated with grief and loss. Even positive changes, such as winning large sums of money, are accompanied with often unexplainable sadness. This feeling of grief signifies that you are no longer who you used to be. In the extreme, you can feel down and depressed by what is happening, although, on the outside, may project a more upbeat image. How often, for instance, have we said “I’m fine” when asked how things are going these past few weeks?In the current situation, many things will be missed – and grieved for – that were once just a part of your routine. The ease of popping out for coffee or lunch, the freedom of talking face-to-face with colleagues, even the dreaded commute to work, will all feel like a loss.With remote working, it’s also easy to feel isolated, adding to these feelings of loss. One of the biggest factors that will enhance your ability to work in a remote way is your ability to stay in touch with people. If you consider yourself to be an ‘introvert’ and therefore better suited to remote working, think again. It’s essential to reach out to others regularly and to use video conferencing as often as possible to maintain human contact. Emails just don’t cut it in these circumstances.4. ExperimentingThe point at which you know you’re committed to change is the moment when you start to test out new ways of doing things. This means that you’ve accepted your resentment of the change (or at least grown used to living with the thought of change) and you now want to make life easier for yourself. The most common feelings are positive ones, connected with excitement at being able to do things differently and better than before.Some of you may be here already (you early adopters, you…) while some will be a way off. But it’s important to recognise that you will all, at some point in the coming days, weeks or even months, start to feel good about trying new ways of working. The abnormal will become the “new normal”, to quote yet another colleague.5. FlourishingThe final phase of change leads to flourishing. If, today, it feels like you are fighting hard to survive the change being imposed on you, in the future you will feel that you are thriving. While change threatens self-esteem and reduces feelings of competence, adapting to change and experimenting with new ways of working grows confidence. Anyone who has been through significant change will agree, whether reluctantly or enthusiastically: the end point of any change curve is higher than the start point.Making the most of the situationSo, what will be of most help to you during these unsteady and unpredictable times? Here are five suggestions to make the shift towards remote working a success for you:Be aware of your own reactions to change: Recognise when you are feeling anxious or angry about a change and remind yourself that – while these are natural reactions – they are not going to help you in any way. Channel feelings of excitement and enthusiasm. This will leave you feeling more positive and will help to accept the change.Embrace change rather than resist it: Resisting change that is going to happen regardless will cause you to feel stuck and isolated, rather than motivated and engaged. Embrace what is happening and try to be as involved as possible. By doing this, you’ll feel part of the team and able to contribute to the direction of the change.Find role models: Look at others who are further ahead in accepting the change. Seeing others who have successfully adopted new ways of working can provide useful reassurance that the change isn’t to be feared.One step at a time: It’s easy to see change as an overwhelming force. And yet, change is often much more successful and beneficial when small steps are taken. Take actions that will increase your sense of personal control. Try to make this phase of change feel more manageable by changing smaller, routine, everyday habits within work processes.Look to the end: While it’s difficult to forecast an end to the current situation, bear in mind that 99 times out of 100, the process of change leaves us feeling more experienced and more able to adapt in the future. It may not happen straight away, but with time and patience, these feelings may well develop. In essence, change enables change. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/guides-and-tools/the-psychology-of-remote-working-adapting-to-the-change" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/bias/five-ways-to-reduce-bias-in-decision-making", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasFive ways to reduce bias in decision-makingFive ways to reduce bias in decision-makingProfessor Binna Kandola, co-founder and senior partner“Don’t talk to me about diversity now: it’s not even in my top five priorities!”So said a senior leader to his Director of Diversity and Inclusion. He might think that given the current crisis, this is an understandable point of view. His energies are naturally directed elsewhere and being asked to consider the diversity implications of the decisions that he and his team are making can seem a totally misplaced and misjudged request.For too many leaders, diversity means nothing more than the representation of different groups of people at all levels in the organisation. Targets, particularly for gender, will be established (although rarely met). It’s seen as a numbers game.As for other actions, there is a list of well-established initiatives that organisations will undertake and that leaders are prepared to endorse. For example, there will be a calendar of celebratory events, such as International Women’s Day or Black History Month, but in reality, it’s a checklist exercise. For these limited efforts, some organisations will seek to win awards which they will then publicise heavily on their websites. It’s a form of organisational virtue signalling.If that is what diversity means to those who run our organisations, then, of course, it will be irrelevant at this particular moment in time. If, however, diversity was genuinely about ensuring that organisations make the most of the talent that they have, then it will always be a central issue of concern. In the particular case above, the Director of Diversity and Inclusion was asking her boss to look at the way that they were about to consider redundancy decisions. Her concern was that, because of the pressure that people were under, their decisions would not be the right ones and could be unfair.The research is quite clear on this and supports her concerns. When we are under pressure, when we feel the need to make decisions quickly, and when we are tired and mentally overloaded, the likelihood of making biased decisions increases. There is every reason to think that that this will be the case in the current climate.There are some simple steps, which take little time to put into action but which will help leaders to increase the effectiveness of the decisions that are taken.Follow your processes. Many large organisations have well-established processes for making important decisions, such as managing performance and making redundancies. Although some people may wish it to be so, this is not the time to throw the rulebook overboard so that we can act more quickly. It doesn’t take long to listen to the advice of people who know about the processes and can guide us in implementing them effectively.Set fairness as a goal. When making tough decisions in these most testing of times, people will be told the purpose of what they are doing. At that moment of clarifying aims, make clear to everyone involved that it is equally imperative that the decisions are taken fairly. A simple instruction like this, reminding people of the importance of fairness, is often an effective way of reducing potential bias.Ask people to be accurate in their decision-making. Research has again shown that an instruction like this helps to guide the decision-making process for everyone involved. When asked to make their decisions in this way, people operate more objectively and are less likely to be influenced by stereotypes and prejudgements.Instruct yourself to be fair. Tell yourself out loud that, “If I am making these decisions, then I will be fair.” It’s a simple instruction, takes little time and yet it has been found to be very useful in helping people to make fairer decisions. The ‘If this, then that…” formulation has successfully changed behaviour for many people in a range of different contexts, such as in health and safety, as well as in the area of reducing bias.Challenge those who are not being fair. If a colleague is dismissive of the need for diversity, don’t just leave it to the Diversity Manager to reconsider; challenge them yourself. Many organisations have created diversity allies and diversity champions, and this is the time that they can make the greatest impact.These five actions demonstrate that with a little forethought, care and professionalism, we can indeed make fairer and better decisions. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/bias/five-ways-to-reduce-bias-in-decision-making" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/bias/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBias Bias Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work Are appointments doomed to bias? When organisations are consciously trying to establish and hit diversity targets, they may implement an ‘identity-conscious’ approach to recruitment. View more Are gender roles learned or innate? The evidence of our inherent biases can be seen at all levels of the workplace. View more Closing the HE attainment gap in psychology An open letter to: Sarb Bajwa, Chief Executive, British Psychological Society and David Murphy, Current President, British Psychological Society View more Diversity, inclusion and unconscious bias – are you making the progress you need to? If you are reading our newsletter, there is a good chance you are interested in all things diversity, inclusion and bias related. View more Does a racial hierarchy exist in your company? We’re all aware that there are structural, explicit hierarchies in the workplace. These might be as simple as layers of authority to determine a... View more Five ways to reduce bias in decision-making “Don’t talk to me about diversity now: it’s not even in my top five priorities!” View more Has anything changed? #BritsSoWhite The music industry is often thought of as extremely progressive. When we think of iconic artists such as David Bowie, Prince or Michael Jackson... View more How imposter syndrome and racism overlap – and what can be done to tackle it ‘Imposter syndrome’ is the belief that you are less capable than those around you, that your success is the result of luck or other external factors. View more How micro-incivilities can impact wellbeing Micro-incivilities, are commonplace behaviours or aspects of an environment which signal that someone doesn’t belong, or they’re not welcome. View more How Raheem Sterling is shining a spotlight on modern racism Racism in football is a controversial topic, but it’s one that has recently been brought to the fore by Manchester City player, Raheem Sterling. View more How social identity and stereotypes play out in the workplace Throughout any given day, we constantly interact with other people. Many of us take the simplest social cues for granted... View more How to be an active ally When was the last time you heard someone say or do something racist at work? Perhaps it was a derogatory comment made based on a... View more Intersectionality: What is it and how does it affect the workplace?   While society has made progress in recognising gender and BAME  groups in their own respective rights, recognition of intersectionality is still... View more Micro-incivilities – Do the little things matter? I’m fascinated by micro-incivilities and with the launch of Binna Kandola’s book ‘Racism at Work: The Danger of Indifference’, it feels like a good... View more Racism through exclusion 70% of employees involved in a recent study reported feeling excluded at work in the last six months. Given that our need to fit in is such a... View more Reducing bias in recruitment: Why the phrase ‘good fit’ should always be challenged The idea of a ‘good fit’ can have a significant impact on which candidates are successful during a recruitment process. We need to understand how... View more Should we let boys be boys and girls be girls? There’s been a lot in the UK news in recent weeks about gender stereotyping, and the impact it is having on children. View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more What exactly is unconscious bias? Most of us would never describe ourselves as racist. Yet, while we see ourselves as liberal, egalitarian and open-minded, both as individuals and... View more What is ‘ageism’ and how can we tackle it? What’s the first thing that comes into your mind when we talk about ‘discrimination’? Race? Gender? Sexuality? Of all forms of discrimination... View more What is considered racism at work and how do I make a complaint? The idea that racism is alive and well in our workplaces is an uncomfortable one. However, research we have conducted at Pearn Kandola has found... View more What is modern racism? How and why racism has mutated Racism has been likened to a virus that mutates, taking on different forms as it adapts to a changing environment. View more Why the race pay gap deserves the same attention as the gender pay gap In 2018, the gender pay gap took up a lot of column inches. Whether it be large businesses having to publicly declare their pay discrepancies... View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/bias/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/bias/five-ways-to-reduce-bias-in-decision-making", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubBiasFive ways to reduce bias in decision-makingFive ways to reduce bias in decision-makingProfessor Binna Kandola, co-founder and senior partner“Don’t talk to me about diversity now: it’s not even in my top five priorities!”So said a senior leader to his Director of Diversity and Inclusion. He might think that given the current crisis, this is an understandable point of view. His energies are naturally directed elsewhere and being asked to consider the diversity implications of the decisions that he and his team are making can seem a totally misplaced and misjudged request.For too many leaders, diversity means nothing more than the representation of different groups of people at all levels in the organisation. Targets, particularly for gender, will be established (although rarely met). It’s seen as a numbers game.As for other actions, there is a list of well-established initiatives that organisations will undertake and that leaders are prepared to endorse. For example, there will be a calendar of celebratory events, such as International Women’s Day or Black History Month, but in reality, it’s a checklist exercise. For these limited efforts, some organisations will seek to win awards which they will then publicise heavily on their websites. It’s a form of organisational virtue signalling.If that is what diversity means to those who run our organisations, then, of course, it will be irrelevant at this particular moment in time. If, however, diversity was genuinely about ensuring that organisations make the most of the talent that they have, then it will always be a central issue of concern. In the particular case above, the Director of Diversity and Inclusion was asking her boss to look at the way that they were about to consider redundancy decisions. Her concern was that, because of the pressure that people were under, their decisions would not be the right ones and could be unfair.The research is quite clear on this and supports her concerns. When we are under pressure, when we feel the need to make decisions quickly, and when we are tired and mentally overloaded, the likelihood of making biased decisions increases. There is every reason to think that that this will be the case in the current climate.There are some simple steps, which take little time to put into action but which will help leaders to increase the effectiveness of the decisions that are taken.Follow your processes. Many large organisations have well-established processes for making important decisions, such as managing performance and making redundancies. Although some people may wish it to be so, this is not the time to throw the rulebook overboard so that we can act more quickly. It doesn’t take long to listen to the advice of people who know about the processes and can guide us in implementing them effectively.Set fairness as a goal. When making tough decisions in these most testing of times, people will be told the purpose of what they are doing. At that moment of clarifying aims, make clear to everyone involved that it is equally imperative that the decisions are taken fairly. A simple instruction like this, reminding people of the importance of fairness, is often an effective way of reducing potential bias.Ask people to be accurate in their decision-making. Research has again shown that an instruction like this helps to guide the decision-making process for everyone involved. When asked to make their decisions in this way, people operate more objectively and are less likely to be influenced by stereotypes and prejudgements.Instruct yourself to be fair. Tell yourself out loud that, “If I am making these decisions, then I will be fair.” It’s a simple instruction, takes little time and yet it has been found to be very useful in helping people to make fairer decisions. The ‘If this, then that…” formulation has successfully changed behaviour for many people in a range of different contexts, such as in health and safety, as well as in the area of reducing bias.Challenge those who are not being fair. If a colleague is dismissive of the need for diversity, don’t just leave it to the Diversity Manager to reconsider; challenge them yourself. Many organisations have created diversity allies and diversity champions, and this is the time that they can make the greatest impact.These five actions demonstrate that with a little forethought, care and professionalism, we can indeed make fairer and better decisions. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/bias/five-ways-to-reduce-bias-in-decision-making" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/five-ways-to-build-trust-in-remote-teams", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipFive ways to build trust in remote teamsFive ways to build trust in remote teamsProfessor Binna Kandola and Stuart Duff, Pearn KandolaTrust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do the role that has been assigned to them, but also to provide practical and emotional support when you require it. Naturally, your team members will have the same expectation of you, as a leader. They will expect you to provide direction, motivation and to act with fairness.When your team is working in the same location, you can see and hear your colleagues in action. These behavioural cues give a lot of information about whether they’re pulling their weight. The insights that we gain from being physically around other people are therefore a critical component in determining whether we consider a colleague to be trustworthy.In virtual teams, these visual and auditory cues are not so readily available to us. This can lead to issues of trust within the team, which, in turn, will lead to a decrease in performance and innovation. When team members lack trust in one another, they will spend more time monitoring the communications they receive from other team members – including you, the team leader – and trying to decipher exactly what was meant.It’s easy to also find yourself expending additional time trying to see how much effort your team members are putting into a task, or even duplicating their work. This lack of trust can lead to excessive defensive behaviours, which involve covering one’s back and criticising teammates on their performance. Again, this can go both ways, with teammates mistrusting and even criticising leaders. Such behaviour will often lead to a withdrawal from interactions with the team, because of a concern of being criticised and seeing little value in interacting with them.So, what can you, as a leader, do to counteract such issues within virtual teams and build trust?Here are five tips:Use the most appropriate medium for communicating with the team. The more complex the information, the richer the medium that should be used. Task-based information, such as allocating roles or communicating the outcomes of a meeting, could best be done by email. For more complex tasks, such as planning projects, video conference would be more appropriate.Establish early on the purpose and goals of the team. Furthermore, establish working principles; the ways in which you expect your team to work together. Communicate these at the start of each meeting and, at its conclusion, review the extent to which the principles and ways of working were followed.Trust can be built within a team by sharing information about each member’s experience, expertise and interests. This can help create what is known as ‘cognitive’ or ‘rapid’ trust, which is an understanding of each team member’s capabilities and contribution that they can make to the team.A deeper level of trust, which goes beyond those discussed above, is known as ‘affective trust’. This is much more about how we feel about one another and the extent to which we are prepared to offer support and help. A simple way of beginning to develop this deeper trust is to look at the way the team socialises, and the opportunities they have to get to know one another beyond the actual details of the project they are involved in. These opportunities can be generated, for example, by starting meetings 10 or 15 minutes before the stated time. This time should be used to enable people to chat to one another, discuss what’s been going on in their day, how they are handling the new ways of working and the impact it’s having on their family. When you think about it, this is the way that many meetings occur when we are physically together – people will have a coffee and socialise before the meeting actually begins. So, you may want to build in time for your team to have an online coffee together.Managers also need to be trained in conflict resolution strategies. There is extra strain on the team when they are not located next to one another, so it’s vital to know how to deal with the stresses of working in a virtual team and to recognise the signs that the team is encountering some conflict. Conflict is always better dealt with sooner rather than later. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/five-ways-to-build-trust-in-remote-teams" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/five-ways-to-build-trust-in-remote-teams", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipFive ways to build trust in remote teamsFive ways to build trust in remote teamsProfessor Binna Kandola and Stuart Duff, Pearn KandolaTrust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do the role that has been assigned to them, but also to provide practical and emotional support when you require it. Naturally, your team members will have the same expectation of you, as a leader. They will expect you to provide direction, motivation and to act with fairness.When your team is working in the same location, you can see and hear your colleagues in action. These behavioural cues give a lot of information about whether they’re pulling their weight. The insights that we gain from being physically around other people are therefore a critical component in determining whether we consider a colleague to be trustworthy.In virtual teams, these visual and auditory cues are not so readily available to us. This can lead to issues of trust within the team, which, in turn, will lead to a decrease in performance and innovation. When team members lack trust in one another, they will spend more time monitoring the communications they receive from other team members – including you, the team leader – and trying to decipher exactly what was meant.It’s easy to also find yourself expending additional time trying to see how much effort your team members are putting into a task, or even duplicating their work. This lack of trust can lead to excessive defensive behaviours, which involve covering one’s back and criticising teammates on their performance. Again, this can go both ways, with teammates mistrusting and even criticising leaders. Such behaviour will often lead to a withdrawal from interactions with the team, because of a concern of being criticised and seeing little value in interacting with them.So, what can you, as a leader, do to counteract such issues within virtual teams and build trust?Here are five tips:Use the most appropriate medium for communicating with the team. The more complex the information, the richer the medium that should be used. Task-based information, such as allocating roles or communicating the outcomes of a meeting, could best be done by email. For more complex tasks, such as planning projects, video conference would be more appropriate.Establish early on the purpose and goals of the team. Furthermore, establish working principles; the ways in which you expect your team to work together. Communicate these at the start of each meeting and, at its conclusion, review the extent to which the principles and ways of working were followed.Trust can be built within a team by sharing information about each member’s experience, expertise and interests. This can help create what is known as ‘cognitive’ or ‘rapid’ trust, which is an understanding of each team member’s capabilities and contribution that they can make to the team.A deeper level of trust, which goes beyond those discussed above, is known as ‘affective trust’. This is much more about how we feel about one another and the extent to which we are prepared to offer support and help. A simple way of beginning to develop this deeper trust is to look at the way the team socialises, and the opportunities they have to get to know one another beyond the actual details of the project they are involved in. These opportunities can be generated, for example, by starting meetings 10 or 15 minutes before the stated time. This time should be used to enable people to chat to one another, discuss what’s been going on in their day, how they are handling the new ways of working and the impact it’s having on their family. When you think about it, this is the way that many meetings occur when we are physically together – people will have a coffee and socialise before the meeting actually begins. So, you may want to build in time for your team to have an online coffee together.Managers also need to be trained in conflict resolution strategies. There is extra strain on the team when they are not located next to one another, so it’s vital to know how to deal with the stresses of working in a virtual team and to recognise the signs that the team is encountering some conflict. Conflict is always better dealt with sooner rather than later. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/five-ways-to-build-trust-in-remote-teams" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/household-we-have-a-problem-environments-we-can-live-and-work-in", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHousehold, we have a problem: Environments we can live and work inHousehold, we have a problem: Environments we can live and work inProfessor Binna Kandola, co-founder and senior partner“Can you keep that racket down? I’m trying to work here.”“Do you have to do that here? I’m trying to have my dinner.”“Who left that there? Can you tidy your stuff away after you finished please?”Just a sample of the daily irritations that I’m sure are occurring in many households around the country at this very moment. Mundane as they sound, these are the very same issues faced by astronauts living and working in the International Space Station. The situation in which many of us now find ourselves in whilst working from home, has many similarities with the capsule environments extensively researched by NASA.The physical environment in which people are living and working is recognised as an important determinant factor in performance. These include levels of noise, co-location of facilities, movement through different areas, storage and light.Noise levelsLevels of noise are a particular distraction to people in capsule environments. A certain level of background noise is almost expected by us; it feels appropriate and comfortable. Too much noise, of course, is both distracting and annoying, but total silence is unnerving also. It is possible to work in situations where there is considerable background noise – you only have to look at the number of people who are working in busy coffee shops. But here, the noises can be shut out as we have anonymity and little interest in the conversations and activity around us. Working at home though, we are not anonymous, and so we can’t help but pay attention to what other family members are doing. Putting in headphones and playing music is one way of shutting out the distractions but this will hinder communication with the family members. Another method to adopt is to identify those tasks which particularly require background noise to be much lower and to request others to respect the fact that you will require intense concentration for a short period of time. Alternatively, pick a time where there are fewer people around so you can concentrate on that particular task.Co-location of facilitiesAs in the space station, different activities will be going on right next to one another. You may be working in an area where someone else is trying to cook; someone is trying to study while another one is playing with their Xbox; one person may be doing a Joe Wicks workout whilst another is on a video conference. The same space will have a variety of different functions, for example, a table will be an office desk, a recreational space and a dining area at different points during the day. This is very similar to capsule environments. At least in our homes, we are not expected to also carry out scientific experiments whilst other people are having a meal next to us. This can obviously be a source of conflict as people feel their activities are not being respected by others in the household. However, one solution to this is to mark distinctions between different activities at different times of the day. So if the kitchen table is being used as a work place for the majority of the day, all of the equipment should be moved off the table when it returns to its use as a dining area.MovementMovements from one space and area to another is also important. The key passageways should be kept clear of obstacles so that people can move as freely as possible and it also keeps the area safe.StorageStorage in capsule environments is another important issue. Each astronaut going to the International Space Station is allowed to bring a certain amount of personal items with them, however on leaving, unused items tended to be left behind. Over a period of time, this meant there was a surprisingly high amount of clutter and this started to fill the place up. Sound familiar? This will be an important time to have a good clear out and discard those items which have little use for us.LightOne of the key issues which contributed to the mental health of people working in these extreme environments is access to windows and natural light. It isn’t just about sitting next to a window, but actually being able to see natural light. This also has a considerable impact on the judgment of the habitability of a particular environment. Sitting next to a window, or just spending time looking out of the window during the course of the day, is something that will be extremely beneficial to us.Noise, ease of movement, colocation of activities, clutter and light are some of the key factors which have an impact on performance and relationships in capsule environments.  With a degree of forethought and planning, we can make our living and working environments just that little bit more comfortable and habitable. The highly influential architect Le Corbusier famously said that a house is a machine for living. Nearly 100 years after he made this statement, it is something that it still very relevant. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/household-we-have-a-problem-environments-we-can-live-and-work-in" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/household-we-have-a-problem-environments-we-can-live-and-work-in", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHousehold, we have a problem: Environments we can live and work inHousehold, we have a problem: Environments we can live and work inProfessor Binna Kandola, co-founder and senior partner“Can you keep that racket down? I’m trying to work here.”“Do you have to do that here? I’m trying to have my dinner.”“Who left that there? Can you tidy your stuff away after you finished please?”Just a sample of the daily irritations that I’m sure are occurring in many households around the country at this very moment. Mundane as they sound, these are the very same issues faced by astronauts living and working in the International Space Station. The situation in which many of us now find ourselves in whilst working from home, has many similarities with the capsule environments extensively researched by NASA.The physical environment in which people are living and working is recognised as an important determinant factor in performance. These include levels of noise, co-location of facilities, movement through different areas, storage and light.Noise levelsLevels of noise are a particular distraction to people in capsule environments. A certain level of background noise is almost expected by us; it feels appropriate and comfortable. Too much noise, of course, is both distracting and annoying, but total silence is unnerving also. It is possible to work in situations where there is considerable background noise – you only have to look at the number of people who are working in busy coffee shops. But here, the noises can be shut out as we have anonymity and little interest in the conversations and activity around us. Working at home though, we are not anonymous, and so we can’t help but pay attention to what other family members are doing. Putting in headphones and playing music is one way of shutting out the distractions but this will hinder communication with the family members. Another method to adopt is to identify those tasks which particularly require background noise to be much lower and to request others to respect the fact that you will require intense concentration for a short period of time. Alternatively, pick a time where there are fewer people around so you can concentrate on that particular task.Co-location of facilitiesAs in the space station, different activities will be going on right next to one another. You may be working in an area where someone else is trying to cook; someone is trying to study while another one is playing with their Xbox; one person may be doing a Joe Wicks workout whilst another is on a video conference. The same space will have a variety of different functions, for example, a table will be an office desk, a recreational space and a dining area at different points during the day. This is very similar to capsule environments. At least in our homes, we are not expected to also carry out scientific experiments whilst other people are having a meal next to us. This can obviously be a source of conflict as people feel their activities are not being respected by others in the household. However, one solution to this is to mark distinctions between different activities at different times of the day. So if the kitchen table is being used as a work place for the majority of the day, all of the equipment should be moved off the table when it returns to its use as a dining area.MovementMovements from one space and area to another is also important. The key passageways should be kept clear of obstacles so that people can move as freely as possible and it also keeps the area safe.StorageStorage in capsule environments is another important issue. Each astronaut going to the International Space Station is allowed to bring a certain amount of personal items with them, however on leaving, unused items tended to be left behind. Over a period of time, this meant there was a surprisingly high amount of clutter and this started to fill the place up. Sound familiar? This will be an important time to have a good clear out and discard those items which have little use for us.LightOne of the key issues which contributed to the mental health of people working in these extreme environments is access to windows and natural light. It isn’t just about sitting next to a window, but actually being able to see natural light. This also has a considerable impact on the judgment of the habitability of a particular environment. Sitting next to a window, or just spending time looking out of the window during the course of the day, is something that will be extremely beneficial to us.Noise, ease of movement, colocation of activities, clutter and light are some of the key factors which have an impact on performance and relationships in capsule environments.  With a degree of forethought and planning, we can make our living and working environments just that little bit more comfortable and habitable. The highly influential architect Le Corbusier famously said that a house is a machine for living. Nearly 100 years after he made this statement, it is something that it still very relevant. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/household-we-have-a-problem-environments-we-can-live-and-work-in" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/ever-wanted-to-be-an-astronaut-nows-your-chance-partially-anyway", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipEver wanted to be an astronaut? Now’s your chance (partially anyway)Ever wanted to be an astronaut? Now’s your chance (partially anyway)Professor Binna Kandola, co-founder and senior partner** This post was first published in 2020 during lockdown in the UK **When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require unique skills, and it’s unlikely that many of us will have actually ended up in such careers. However, there is, in the current situation that we now find ourselves, much that we have in common with the people who are engaged in such work.Our daily lives are typically dominated by routines which have developed over many years. The time at which we get up, the things we listen to on the radio, the journey we take to work and even the people we encounter will all be familiar to us. Within that recognisable framework, however, there will be a degree of variety as we move from one environment to another: from the place we live to the place we work, from friends and family to work colleagues, from one set of expectations to another. We are exposed to different stimuli and have to adapt our thinking and behaviour as we navigate our way through our daily lives. Indeed, we are so used to these routines that we don’t have to expend too much conscious effort as we move across the boundaries.Now, however, with the vast majority of us being confined to our houses for a large proportion of the day, this variety of daily stimulation that we ordinarily experience will be denied to us. Not only will we be living in a much more enclosed and confined space, but we will also be with the same small group of people – if we are lucky – for large periods of time and that will be a very different challenge.For many of us, our homes are now places in which we both live and work. For some of us, it won’t be such a huge change to use the same environment as a place for recreation, socialisation and communication. However, it’s undeniable that many of the features of a ‘capsule environment’ – something psychologists have studied for many years – are being replicated in our homes.The capsule environment is one in which people are isolated and confined. They include transatlantic ships, remote mining sites, and space stations. In these situations, people are confined in remote locations, separated from social networks and unable to leave.See how PK:INDYNAMICS Teams can help your teams thriveThough capsule environments are often more dangerous than the situation many of us now find ourselves in – locations such as a spaceship or mountain peak, for example, are referred to as EUEs (extreme and unusual environments) – there is much in the research which is relevant to the situation that people in many countries are now presented with. This is not just about working from home, because the restrictions placed on us in terms of both the amount of time that we can spend outside of the environment and the lack of interaction that we have with others, mean we are all now working in capsule environments.There are some notable differences, of course. The environments in which we place ourselves, even though we may only be able to look at them through our windows, will be familiar. Likewise, people working in isolated locations and environments have typically chosen to be there and will, in some instances, have been trained to deal with the challenges that they will face.Despite these differences though, the research on people living and working in capsule environments often bears one very striking similarity: that for the majority, this experience is a very positive one. Even with the privations, lack of contact with their social network and the stresses and strains that they had to deal with, typically, the event is looked back on with pride and as something that was special and to be valued.It may not feel like that at this very moment in time, as we try for example  to juggle work with children, and deal with the anxieties about the future. But it is important to recognise that for many people, this will be a very positive experience in which we will find reserves of resilience, energy and creativity that will help us in our growth and development as human beings. Even in the most dangerous and life-threatening situations that people have found themselves in, the reports in books and autobiographies invariably make reference to the sense of accomplishment, adaptability and even enjoyment.And so, I find it a strangely comforting thought that, looking back on it in the future, this will most likely be an experience that I feel has challenged and changed me.This is the first in a series of posts about living and working at home, in which I will be dealing with the stresses and strains, the challenges and conflicts that can occur and how we can deal with them. It is well worth reflecting that this is not only a difficult and unprecedented situation that we find ourselves in, but it is also one in which we will learn a lot more about ourselves and which we may well ultimately feel positive about. Albeit at some later point. Related content Watch the webinar Book a demo of PK:INDYNAMICS TEAMS Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/ever-wanted-to-be-an-astronaut-nows-your-chance-partially-anyway" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/ever-wanted-to-be-an-astronaut-nows-your-chance-partially-anyway", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipEver wanted to be an astronaut? Now’s your chance (partially anyway)Ever wanted to be an astronaut? Now’s your chance (partially anyway)Professor Binna Kandola, co-founder and senior partner** This post was first published in 2020 during lockdown in the UK **When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require unique skills, and it’s unlikely that many of us will have actually ended up in such careers. However, there is, in the current situation that we now find ourselves, much that we have in common with the people who are engaged in such work.Our daily lives are typically dominated by routines which have developed over many years. The time at which we get up, the things we listen to on the radio, the journey we take to work and even the people we encounter will all be familiar to us. Within that recognisable framework, however, there will be a degree of variety as we move from one environment to another: from the place we live to the place we work, from friends and family to work colleagues, from one set of expectations to another. We are exposed to different stimuli and have to adapt our thinking and behaviour as we navigate our way through our daily lives. Indeed, we are so used to these routines that we don’t have to expend too much conscious effort as we move across the boundaries.Now, however, with the vast majority of us being confined to our houses for a large proportion of the day, this variety of daily stimulation that we ordinarily experience will be denied to us. Not only will we be living in a much more enclosed and confined space, but we will also be with the same small group of people – if we are lucky – for large periods of time and that will be a very different challenge.For many of us, our homes are now places in which we both live and work. For some of us, it won’t be such a huge change to use the same environment as a place for recreation, socialisation and communication. However, it’s undeniable that many of the features of a ‘capsule environment’ – something psychologists have studied for many years – are being replicated in our homes.The capsule environment is one in which people are isolated and confined. They include transatlantic ships, remote mining sites, and space stations. In these situations, people are confined in remote locations, separated from social networks and unable to leave.See how PK:INDYNAMICS Teams can help your teams thriveThough capsule environments are often more dangerous than the situation many of us now find ourselves in – locations such as a spaceship or mountain peak, for example, are referred to as EUEs (extreme and unusual environments) – there is much in the research which is relevant to the situation that people in many countries are now presented with. This is not just about working from home, because the restrictions placed on us in terms of both the amount of time that we can spend outside of the environment and the lack of interaction that we have with others, mean we are all now working in capsule environments.There are some notable differences, of course. The environments in which we place ourselves, even though we may only be able to look at them through our windows, will be familiar. Likewise, people working in isolated locations and environments have typically chosen to be there and will, in some instances, have been trained to deal with the challenges that they will face.Despite these differences though, the research on people living and working in capsule environments often bears one very striking similarity: that for the majority, this experience is a very positive one. Even with the privations, lack of contact with their social network and the stresses and strains that they had to deal with, typically, the event is looked back on with pride and as something that was special and to be valued.It may not feel like that at this very moment in time, as we try for example  to juggle work with children, and deal with the anxieties about the future. But it is important to recognise that for many people, this will be a very positive experience in which we will find reserves of resilience, energy and creativity that will help us in our growth and development as human beings. Even in the most dangerous and life-threatening situations that people have found themselves in, the reports in books and autobiographies invariably make reference to the sense of accomplishment, adaptability and even enjoyment.And so, I find it a strangely comforting thought that, looking back on it in the future, this will most likely be an experience that I feel has challenged and changed me.This is the first in a series of posts about living and working at home, in which I will be dealing with the stresses and strains, the challenges and conflicts that can occur and how we can deal with them. It is well worth reflecting that this is not only a difficult and unprecedented situation that we find ourselves in, but it is also one in which we will learn a lot more about ourselves and which we may well ultimately feel positive about. Albeit at some later point. Related content Watch the webinar Book a demo of PK:INDYNAMICS TEAMS Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/ever-wanted-to-be-an-astronaut-nows-your-chance-partially-anyway" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-to-be-a-role-model", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow to be an effective role modelHow to be an effective role modelby Stuart Duff, Partner and Head of DevelopmentEveryone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression on the people around us. But being a role model means something different to everyone.Think about some of the most popular role models of modern – and indeed previous – times. Nelson Mandela, Oprah Winfrey, Richard Branson and more recently, Malala Yousafzai spring to mind. They have very different qualities, but they’re all seen as role models by one person or another. So, what really makes a role model?Well, they’re the activists that we all look up to. Whether they stand up for a moral argument that they believe in or have built something from scratch, they’re all inspirational. Most likely, your role models will have achieved something that you dream of achieving yourself. They might be averagely intelligent, talkative, considerate and task focused – all that social psychology research suggests they should be as a role model.Why are role models important?From an early age, humans learn through observation. We watch others and copy their behaviour, whether that produces a positive or negative outcome. Role models can influence the way in which their observers think and act in either a personal or working environment. More often than not, they inspire those who watch them to take on challenges and achieve great things.It’s vital that a role model’s behaviour exemplifies the values that they hold, as their observer will build goals in their mind that they then refer to when faced with making a decision. This is known as a ‘cognitive representation’.The core features of a role modelWhilst role models might mean something different to every individual, there are a few shared qualities that should be associated with the term. These are success, integrity, quality, visibility and positive behaviour. But what do each of these qualities really mean?Success is something that allows us to gauge how effective a role model is. When you think of people that you admire, most of them have either achieved something you value or have a capability you desire. Their ownership of these qualities makes them successful in your eyes. So, it’s important to understand what success means to you, and identify an achievable aim. Whatever your end goal though, make sure that you consider the impact your goals will have on others.Having integrity as a role model, or ensuring that you live out certain values, is vital. This might mean adhering to company values in a work setting, or even just behaving in line with your own personal values. Hard work, for example, is a value that both organisations and individuals will hold. For a role model to be effective, they must demonstrate that they’re putting in the effort in order to reap the rewards of success.Being able to focus on and produce high quality outcomes is a valuable skill, and that’s why it’s such an important trait for a role model to have. We all admire high quality things, whether that is a top-of-the-range car, or a piece of art. Say, for example, that you’re leading on a new project at work. To make sure that the work the team produces is of a really high quality, you’d need to ensure that everyone clearly understands your expectations. Pointing out previous examples, or showing the team how you personally will work to achieve these results, might help others achieve those high standards.Maintaining a visible profile as a role model is important, as it allows others to see how you work and enables them to learn from your actions. Being transparent isn’t all about status and maintaining a profile, but is a way of helping others understand what good behaviour is and how they should conduct themselves. It allows people to better understand how they can achieve their concept of success.Finally, role models aren’t all positive, but they are all highly likely to display some sort of positive behaviour. That’s because their behaviours are linked with some kind of success or value. Observers make an association between the behaviour and the role model’s success, regardless of its outcome.Common misconceptions about role modelsThere are a huge number of misconceptions about what role models are and how they function. One common misconception is that all role models need to be charismatic. Whilst it’s certainly true that a charismatic person could inspire others with their energy, mood and confidence, charisma isn’t the be all and end all of a role model. The most important thing is focusing on what you’re trying to embody. So, you really don’t need to be charismatic to be an effective role model.Another misconception is that role models have to be the most successful people in society. Granted, success is important, but everyone’s idea of success is different. Your view of success depends completely on your goals and personal situation. Often, it is not the outcome of someone’s actions that makes them a role model, but the steps that they take to get there.Many people don’t believe that they’re capable of becoming a role model. They might not consider themselves as ‘role model material’. However, there’s no reason why you shouldn’t be considered one. Why not take a step back and think about what you’re doing, how you’re doing it and what you’ve achieved?When you start to look at yourself from afar, it becomes easier to find positive aspects and work out what you embody. These are the qualities that someone else would look up to.How to become a more effective role modelIf you think that you can be a positive role model for others, but aren’t quite sure where to start, it’s worth thinking about areas in which you can improve and focusing on personal development.First, try to gather feedback on your current performance. Others around you will be able to offer insight that you’re unable to see yourself, so don’t be afraid to ask for feedback from them. You may even find it useful to have a record of your current performance as a benchmark.Second, to become an effective role model, you need to have your own positive role models to look up to. Consider who the role models are in your life and identify the attributes they possess that you admire or would like to emulate. This may seem daunting if you feel there’s a big difference between yourself and your role models, but this is just the start of your development.Finally, once you’ve established your goals and preferences, put together a personal, focused development plan that will help you improve your effectiveness over time. Then, look for opportunities to practise. Whether you’re at work or at home, try to practise the behaviour you want to exhibit as a role model or improve your profile.Becoming an effective role model isn’t easy, but it is certainly achievable. Many of us don’t think we have the qualities we need to become a role model, but the most important thing to remember is that success means something different to everyone. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-to-be-a-role-model" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #FF7C00; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-to-be-a-role-model", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow to be an effective role modelHow to be an effective role modelby Stuart Duff, Partner and Head of DevelopmentEveryone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression on the people around us. But being a role model means something different to everyone.Think about some of the most popular role models of modern – and indeed previous – times. Nelson Mandela, Oprah Winfrey, Richard Branson and more recently, Malala Yousafzai spring to mind. They have very different qualities, but they’re all seen as role models by one person or another. So, what really makes a role model?Well, they’re the activists that we all look up to. Whether they stand up for a moral argument that they believe in or have built something from scratch, they’re all inspirational. Most likely, your role models will have achieved something that you dream of achieving yourself. They might be averagely intelligent, talkative, considerate and task focused – all that social psychology research suggests they should be as a role model.Why are role models important?From an early age, humans learn through observation. We watch others and copy their behaviour, whether that produces a positive or negative outcome. Role models can influence the way in which their observers think and act in either a personal or working environment. More often than not, they inspire those who watch them to take on challenges and achieve great things.It’s vital that a role model’s behaviour exemplifies the values that they hold, as their observer will build goals in their mind that they then refer to when faced with making a decision. This is known as a ‘cognitive representation’.The core features of a role modelWhilst role models might mean something different to every individual, there are a few shared qualities that should be associated with the term. These are success, integrity, quality, visibility and positive behaviour. But what do each of these qualities really mean?Success is something that allows us to gauge how effective a role model is. When you think of people that you admire, most of them have either achieved something you value or have a capability you desire. Their ownership of these qualities makes them successful in your eyes. So, it’s important to understand what success means to you, and identify an achievable aim. Whatever your end goal though, make sure that you consider the impact your goals will have on others.Having integrity as a role model, or ensuring that you live out certain values, is vital. This might mean adhering to company values in a work setting, or even just behaving in line with your own personal values. Hard work, for example, is a value that both organisations and individuals will hold. For a role model to be effective, they must demonstrate that they’re putting in the effort in order to reap the rewards of success.Being able to focus on and produce high quality outcomes is a valuable skill, and that’s why it’s such an important trait for a role model to have. We all admire high quality things, whether that is a top-of-the-range car, or a piece of art. Say, for example, that you’re leading on a new project at work. To make sure that the work the team produces is of a really high quality, you’d need to ensure that everyone clearly understands your expectations. Pointing out previous examples, or showing the team how you personally will work to achieve these results, might help others achieve those high standards.Maintaining a visible profile as a role model is important, as it allows others to see how you work and enables them to learn from your actions. Being transparent isn’t all about status and maintaining a profile, but is a way of helping others understand what good behaviour is and how they should conduct themselves. It allows people to better understand how they can achieve their concept of success.Finally, role models aren’t all positive, but they are all highly likely to display some sort of positive behaviour. That’s because their behaviours are linked with some kind of success or value. Observers make an association between the behaviour and the role model’s success, regardless of its outcome.Common misconceptions about role modelsThere are a huge number of misconceptions about what role models are and how they function. One common misconception is that all role models need to be charismatic. Whilst it’s certainly true that a charismatic person could inspire others with their energy, mood and confidence, charisma isn’t the be all and end all of a role model. The most important thing is focusing on what you’re trying to embody. So, you really don’t need to be charismatic to be an effective role model.Another misconception is that role models have to be the most successful people in society. Granted, success is important, but everyone’s idea of success is different. Your view of success depends completely on your goals and personal situation. Often, it is not the outcome of someone’s actions that makes them a role model, but the steps that they take to get there.Many people don’t believe that they’re capable of becoming a role model. They might not consider themselves as ‘role model material’. However, there’s no reason why you shouldn’t be considered one. Why not take a step back and think about what you’re doing, how you’re doing it and what you’ve achieved?When you start to look at yourself from afar, it becomes easier to find positive aspects and work out what you embody. These are the qualities that someone else would look up to.How to become a more effective role modelIf you think that you can be a positive role model for others, but aren’t quite sure where to start, it’s worth thinking about areas in which you can improve and focusing on personal development.First, try to gather feedback on your current performance. Others around you will be able to offer insight that you’re unable to see yourself, so don’t be afraid to ask for feedback from them. You may even find it useful to have a record of your current performance as a benchmark.Second, to become an effective role model, you need to have your own positive role models to look up to. Consider who the role models are in your life and identify the attributes they possess that you admire or would like to emulate. This may seem daunting if you feel there’s a big difference between yourself and your role models, but this is just the start of your development.Finally, once you’ve established your goals and preferences, put together a personal, focused development plan that will help you improve your effectiveness over time. Then, look for opportunities to practise. Whether you’re at work or at home, try to practise the behaviour you want to exhibit as a role model or improve your profile.Becoming an effective role model isn’t easy, but it is certainly achievable. Many of us don’t think we have the qualities we need to become a role model, but the most important thing to remember is that success means something different to everyone. Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/how-to-be-a-role-model" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/leading-through-change", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow to lead through times of changeHow to lead through times of changeby Stuart Duff, Partner and Head of DevelopmentThere are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect how challenging change can be within teams and organisations. We often talk about the ‘change curve’ and how individuals respond and react in different ways to the introduction of change. Here, we focus on how leaders can improve the way that they set goals to enable change.Setting clear, long-term goals for your organisation is never simple, and when you’re on the front line of these changes, it’s your job as a leader to make internal transitions as smooth as possible for your team. Preparation is key, and there are steps that every leader can take to ensure that they are providing greater clarity and stability for employees during turbulent times, starting with outlining a clear strategy.Set goals strategicallyAs a leader, the best way that you can prepare for the changes you’re making is to make sure your vision is clear. And making a strategic, specific set of goals can help you do that. One goal setting tool that might help is the V-SPORT model, which outlines the core elements of planning as:Vision – Determine the focus of the strategy. Ideally, this will line up with the organisation’s ethos and complement overall goals and objectives.Stakeholders – Identify key customers, stakeholders and other appropriate parties to ensure their support. Keep them informed at each stage of the process to maintain interest and commitment.Priorities – Prioritise what’s essential to the strategy’s eventual success. This is incredibly important once the plan is underway, as time and resources might be pressured.Opportunities – Keep everyone involved aware of the benefits that you are working towards to help maintain momentum. Raising awareness of smaller benefits that arise from the process is also sensible, like learning new skills and increased awareness of competitor activity.Risks – Take time to explore potential difficulties, repairing ways of avoiding or managing them effectively.Timelines – Create a strategy that’s flexible and allows for changes within or outside of the organisation. Make sure that you consider the current situation, and how this might change in the future.Despite now having a clear plan, there’s still much more to do to enable you to succeed through times of change, whilst providing stability for the wider team too.Find out how PK:INDYNAMICS Leader can help you lead through times of changeMake sure your plan is realisticWhen making any plan, it’s important to think about the timescale in which you want to achieve your end goal. You should consider your plan in a broader context, keeping an eye on what’s going on in the marketplace and always factoring in economic or societal trends. It’s also worth considering what your competitors are up to, and making sure you’re aware of new developments in the industry.Don’t take your eyes off the prize though, and remember to focus on what the strategy will look like from an internal point of view. What’s your timescale? What resources might you need? And how does all of that affect finances?Make sure that your goal is as definitive as possible. Using the S.M.A.R.T technique will allow you to make your goals specific, realistic and measurable, explaining why they’re worthwhile, and allowing you to celebrate smaller achievements on the way to hitting your big targets.Keep everyone in the loopOnce your goals are strategically set out, the next step is to make sure that everyone on your team is aware of what’s going on.Making sure that there’s a shared sense of trust within the team is vital. Sudden changes within an organisation might leave staff feeling disheartened and confused, but it’s important to remind team members that they’re not the only ones feeling this way. A great leader will always keep their team up to date, no matter whether the news is good or bad, and recognise that the more your employees don’t know, the more anxious and speculative they’ll be.Fill your team in on the important details, deadlines and objectives, and let them know that they can come to you for support. Open the floor to questions regularly, as concerns are more than likely to arise along the way. Make sure that everyone knows they have your trust and full attention in times of change and ask if there’s anything you can do to address unanswered questions along the way. This will also demonstrate that you’re present and understanding, facilitating trust and showing that you value the team in its entirety.Stay positiveKeeping a level head can be difficult through a period of change, and it’s easy to complain when something isn’t working. It’s vital to remember to stay positive during times of adversity, though. The changes that your organisation is going through are likely to be unavoidable and spreading negativity throughout your team won’t help to accelerate progress.It’ll likely benefit you personally, but positivity can have a huge impact on your team, too. Always remember to celebrate achievements, whether they’re big or small, and make sure you take the time to thank staff for their hard work and effort. Setting time aside to focus on every employee, if necessary, helps to show your team how valuable they are to you.And, while your team is trying to cope with change, it’s likely that not everyone will be happy. Some team members might be unsure about what’s going on, leading to frustration and possible conflict. Try to offer constructive solutions and keep the peace within the business. Your end goal is to help employees to feel comfortable and content, whilst being able to get on with their workload as smoothly as possible.Being in a position of authority has its perks, but it also has its challenges. And through times of change, it can be even more of a complex task. What’s important is that you can address your team with confidence, clarity and positivity. Make sure that every employee is aware of what’s going on, help them to feel valued and trusted, and keep the peace whilst offering consistent support.Your role in overseeing this period of change is essential in making the process run as smoothly as possible. It might sound difficult, but this transition won’t last forever. Related content Watch the webinar Book a demo Related postssvg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} The rise of ‘proximity bias’ and how you can tackle it svg .arrow-right-circled-white-circle,svg .arrow-right-circled-white-path{stroke:#fff;stroke-width:5px;fill:transparent} How to be an active ally ShareFacebook Twitter Linkedin email × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/leading-through-change" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #00e0ff; }.kandola { fill: #94ff00; }.kandola-line-stubs { stroke: #94ff00; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #00e0ff; }.kandola { fill: #FF7C00; }.kandola-line-stubs { stroke: #FF7C00; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadership Leadership Filter by All categories Bias Employee Engagement Guides and tools Leadership Racism at Work 4 ways leaders can build an inclusive culture For several years now, highly regarded research institutions have investigated the impact of diversity on innovation. The evidence is clear... View more Agile leadership Leading agile and dispersed teams requires many of the qualities that you would associate with leaders of centralised teams. View more Agile working: Key characteristics of an agile worker Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom... View more Does the Old Boys’ Network still exist? It certainly seems archaic that an individual’s family contacts, where they went to school or even their gender could give them access to a network. View more Ever wanted to be an astronaut? Now’s your chance (partially anyway) When you were a child, did you ever want to be an astronaut, an archaeologist or an arctic explorer? These are rare jobs which require... View more Five ways to build trust in remote teams Trust plays an important part in the effectiveness of any team. You need to be confident that your colleagues can be relied upon, not only to do... View more Household, we have a problem: Environments we can live and work in The physical environment in which people are living and working is recognised as an important determinant factor in performance. View more How COVID-19 is undoing the diversity agenda The beginning of April was meant to mark a big week for diversity. Specifically, gender diversity, because Saturday 4th April was the third annual... View more How Did Liz Truss and Kwasi Kwarteng Get It So Wrong – And How Can Psychology Explain Their Downfall? Oxford-born, former Liberal-Democrat Liz Truss emerged as the bold new leader of the Conservative party. Her ideological partner stood beside her... View more How leaders can identify racial trauma The evidence that racism exists in workplaces is incontestable. Discussion of issues such as the race pay gap and the lack of... View more How to be an effective role model Everyone wants to be a good role model. Whether it’s to your children, employees or even strangers, we all want to make a good impression. View more How to lead through times of change There are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect... View more Stereotypes, Prototypes and Superheroes The story of the Black Panther seems to illustrate well some of the significant, yet often overlooked challenges that organisations face when.... View more The psychology of remote working: will you thrive or survive in a remote world? We are now a few weeks into the dramatic and enforced changes to our work routines. The most significant change for many of us has been to adapt... View more The rise of ‘proximity bias’ and how you can tackle it Before COVID-19 altered the world of work irreversibly, remote working was seen as a privilege for only a trusted few to enjoy. There was a pervasive View more The role leaders have in promoting wellbeing and addressing micro-incivilities There’s no two ways about it; the role of a leader is a varied one. From strategic planning, to recruitment to motivating a team, it’s a fast-paced... View more The skill of leading through uncertainty Following Theresa May's decision to step down as Prime Minister and her potential successor to be decided shortly, I wanted to share a number of... View more What is inclusive leadership and how can you foster it? Leaders have a crucial part to play in ensuring its presence. But what is inclusive leadership? View more × Keep in touch to receive relevant news, views and event information from us I agree to Pearn Kandola’s Data Policy Subscribe × Message us Send hbspt.forms.create({region: \"eu1\",portalId: \"25066064\", css: \" \", cssRequired: \" \",formId: \"6a2653b3-5951-4181-bbd3-ab13e2e412b4\"}); This website uses cookies to collect certain anonymous information when you visit our website (such as to measure and analyse information with respect to visits to our website, and use of our social media sharing tool). By pursuing your navigation on the website, you accept the use and installation of these cookies. Privacy PreferencesAccept use of cookies and mask this message Privacy Preference Center Options Consent ManagementCookie SettingsNecessaryFunctionalPrivacy Policy Consent ManagementWhen you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences or your device and is mostly used to make the site work as you expect it to. The information does not usually directly identify you, but it can give you a more personalised web experience.\r\rBecause we respect your right to privacy, you can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, blocking some types of cookies may impact your experience of the site and the services we are able to offer.Privacy PolicyRequired More information on cookies and how to change your settings NecessaryThese cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms.\r\rYou can set your browser to block or alert you about these cookies, but some parts of the site will not then work. These cookies do not store any personally identifiable information.Cookies UsedRequired PHPSESSID,gdpr FunctionalThese cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site.\r\rAll information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we will not know when you have visited our site, and will not be able to monitor its performance.Cookies UsedONOFF _ga,_gid,DSID,id,aka_debug,_utma,_utmb,_utmc,_utmt,_utmz,wirewax-player-impressions,wirewax-user", + "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/" + ] + }, + { + "https://pearnkandola.com/diversity-and-inclusion-hub/": "https://pearnkandola.com/diversity-and-inclusion-hub/leadership/leading-through-change", + "": [ + "You are using an outdated browser. Please upgrade your browser to improve your experience. .pearn { fill: #94ff00; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}-->.pearn { fill: #E83577; }.kandola { fill: #00e0ff; }.kandola-line-stubs { stroke: #00e0ff; stroke-width: 5.5;stroke-linecap: round;}About Us PeopleAbout UsCareersServices ConsultancyPK:DIGITALResources BooksPodcastsWebinarsD&I HubResearch LabWellbeingOur Work Case studiesClientsIn the NewsContact usSearch for: HomeDiversity & Inclusion HubLeadershipHow to lead through times of changeHow to lead through times of changeby Stuart Duff, Partner and Head of DevelopmentThere are many ways to strengthen and improve the way that leaders lead through times of change, most of which reflect how challenging change can be within teams and organisations. We often talk about the ‘change curve’ and how individuals respond and react in different ways to the introduction of change. Here, we focus on how leaders can improve the way that they set goals to enable change.Setting clear, long-term goals for your organisation is never simple, and when you’re on the front line of these changes, it’s your job as a leader to make internal transitions as smooth as possible for your team. Preparation is key, and there are steps that every leader can take to ensure that they are providing greater clarity and stability for employees during turbulent times, starting with outlining a clear strategy.Set goals strategicallyAs a leader, the best way that you can prepare for the changes you’re making is to make sure your vision is clear. And making a strategic, specific set of goals can help you do that. One goal setting tool that might help is the V-SPORT model, which outlines the core elements of planning as:Vision – Determine the focus of the strategy. Ideally, this will line up with the organisation’s ethos and complement overall goals and objectives.Stakeholders – Identify key customers, stakeholders and other appropriate parties to ensure their support. Keep them informed at each stage of the process to maintain interest and commitment.Priorities – Prioritise what’s essential to the strategy’s eventual success. This is incredibly important once the plan is underway, as time and resources might be pressured.Opportunities – Keep everyone involved aware of the benefits that you are working towards to help maintain momentum. Raising awareness of smaller benefits that arise from the process is also sensible, like learning new skills and increased awareness of competitor activity.Risks – Take time to explore potential difficulties, repairing ways of avoiding or managing them effectively.Timelines – Create a strategy that’s flexible and allows for changes within or outside of the organisation. Make sure that you consider the current situation, and how this might change in the future.Despite now having a clear plan, there’s still much more to do to enable you to succeed through times of change, whilst providing stability for the wider team too.Find out how PK:INDYNAMICS Leader can help you lead through times of changeMake sure your plan is realisticWhen making any plan, it’s important to think about the timescale in which you want to achieve your end goal. You should consider your plan in a broader context, keeping an eye on what’s going on in the marketplace and always factoring in economic or societal trends. It’s also worth considering what your competitors are up to, and making sure you’re aware of new developments in the industry.Don’t take your eyes off the prize though, and remember to focus on what the strategy will look like from an internal point of view. What’s your timescale? What resources might you need? And how does all of that affect finances?Make sure that your goal is as definitive as possible. Using the S.M.A.R.T technique will allow you to make your goals specific, realistic and measurable, explaining why they’re worthwhile, and allowing you to celebrate smaller achievements on the way to hitting your big targets.Keep everyone in the loopOnce your goals are strategically set out, the next step is to make sure that everyone on your team is aware of what’s going on.Making sure that there’s a shared sense of trust within the team is vital. Sudden changes within an organisation might leave staff feeling disheartened and confused, but it’s important to remind team members that they’re not the only ones feeling this way. A great leader will always keep their team up to date, no matter whether the news is good or bad, and recognise that the more your employees don’t know, the more anxious and speculative they’ll be.Fill your team in on the important details, deadlines and objectives, and let them know that they can come to you for support. Open the floor to questions regularly, as concerns are more than likely to arise along the way. Make sure that everyone knows they have your trust and full attention in times of change and ask if there’s anything you can do to address unanswered questions along the way. This will also demonstrate that you’re present and understanding, facilitating trust and showing that you value the team in its entirety.Stay positiveKeeping a level head can be difficult through a period of change, and it’s easy to complain when something isn’t working. It’s vital to remember to stay positive during times of adversity, though. The changes that your organisation is going through are likely to be unavoidable and spreading negativity throughout your team won’t help to accelerate progress.It’ll likely benefit you personally, but positivity can have a huge impact on your team, too. Always remember to celebrate achievements, whether they’re big or small, and make sure you take the time to thank staff for their hard work and effort. Setting time aside to focus on every employee, if necessary, helps to show your team how valuable they are to you.And, while your team is trying to cope with change, it’s likely that not everyone will be happy. Some team members might be unsure about what’s going on, leading to frustration and possible conflict. Try to offer constructive solutions and keep the peace within the business. Your end goal is to help employees to feel comfortable and content, whilst being able to get on with their workload as smoothly as possible.Being in a position of authority has its perks, but it also has its challenges. And through times of change, it can be even more of a complex task. What’s important is that you can address your team with confidence, clarity and positivity. Make sure that every employee is aware of what’s going on, help them to feel valued and trusted, and keep the peace whilst offering consistent support.Your role in overseeing this period of change is essential in making the process run as smoothly as possible. It might sound difficult, but this transition won’t last forever. 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