Page 126 - Appreciative Leadership

The Genius of Inclusion 99

they talked, he listened. He quickly learned that there were a
significant number of single parents and new parents on the

team, all with a deep wish for flextime. Mark was stunned and
questioned out loud, “In this day and age, how can this highly
profitable, professional organization not have flextime?” It was

true. And furthermore, when Mark suggested that the group

design a flextime policy, he was told, “They won’t accept it.”

“Who,” asked Mark, “are they?”
Mark uncovered a deep practice of exclusion and oppres-
sion. Smart professionals were not included in discussions

about performance and productivity. They had never been
asked what they needed to be their best. He quickly turned
that around. The discussions became a regular monthly

event focused on: “What do we need to talk about to sup-
port our performance and productivity?” As people saw that
they would not get in trouble for talking and that their ideas
would be implemented, more and more people began joining
in. Attendance grew to encompass everyone in the division,
including whoever they were and Mark’s boss the CEO.

As an appreciative leader, it’s your job to set the expectation and
make it safe for open and honest communication. When people realize
they won’t get into trouble by speaking up, they begin to talk. When
they experience their ideas being listened to and validated, even if not
acted on, they begin to share. When they see leadership’s commitment
to open and honest communication, they follow.

Leveling the Playing Field

There are status and authority dynamics present in every situation

and every conversation. By virtue of their status, resources, presence,
style, gender, race, or culture, some people are granted conversational