Learning at work has become an increasingly social experience. We deepen our knowledge and relationships at work through trust-building moments, putting context around our experiences and connecting with colleagues about a variety of issues inside and outside of work. Sometimes, this shared learning can bond team members closer together. At other times, it divides. Learning and development executives are in the unique position to help curate these experiences to engender loyalty and engagement around the larger organizational purpose.
In fall 2020, Coinbase CEO and co-founder Brian Armstrong published a blog about the company’s desire to be decidedly apolitical. It was met with mixed reaction across the business community, including some critical responses from Coinbase’s partners. Sixty of its employees chose to leave. While most companies likely include people at different points on the political spectrum, choosing neutrality is also making a statement. Not all employees will be on board with the optics of playing it safe.
Social issues have long been part of the fabric of our workforce, but perhaps now more than ever. Many surveys reveal Generation Z and Millennials are actively choosing where to work based on the company’s purpose and demonstrated values. L&D leaders are now primed to consider:
- Does our organization have an opportunity or responsibility to support specific causes that are important to our stakeholders?
- Is employee activism expected to grow, and if so, how might we enable it in a positive and constructive way?
- What is the cost-benefit analysis to taking a public stand on issues?
- How might we integrate learning about social issues to support our broader business objectives?
With information now flowing across the globe with the touch of a button, employees can readily share their perspectives about the injustices that affect our global community. Investors are placing greater importance on companies’ commitment to environmental, social and governance initiatives, and employees are quick to publicly share when their employers aren’t up to the task.
The challenge many organizations face involves the reliability and trustworthiness of the information sources their employees are tapping. Perhaps that’s why many companies now engage their L&D teams to help navigate these complex issues.
Employees look to their companies for guidance
Workplace analyst Josh Bersin reports that the most trusted institutions nowadays are our employers. With trust, of course, comes great responsibility. Many employees are craving social change. They want to see greater equity across the workforce. They want their companies to be mindful of their business’s environmental impact. They want greater awareness of systemic issues that impact and potentially limit opportunity for specific groups of people. And they’re looking to their leaders to help make sense of these issues in the following ways:
- Historic context on social issues that impact employees.
- Communication about the company’s position on relevant social issues.
- Invitation and guidance on how employees can get involved to make meaningful positive change.
L&D executives are ideally positioned to provide access to this kind of information. They can help shape the learning experience through curriculum design, discussion groups and employee resource groups. By offering safe spaces for employees to wrestle with complex issues, team members can feel heard, gain new perspectives and feel supported on matters about which they’re not only passionate, but that often directly impact their ability to do their best work.
There are benefits and risks in taking a stand
The thought of weighing in on political issues makes some company leaders downright squeamish. However, there’s an opportunity to inspire greater trust and loyalty among all stakeholders when putting a stake in the ground, particularly on issues directly related to the company’s product or service. By way of example, Netflix joined many companies in issuing statements in support of Black Lives Matter, but also deposited one hundred million dollars in Black-owned banks. Bumble and Match Group, both headquartered in Texas, created relief funds for people affected by the Texas abortion ban. Actions can speak louder than words.
I recently spoke about growing employee activism to a group of board directors at the National Association of Corporate Directors’ Chicago Chapter. Most agreed this is an increasing area of importance and concern for board governance. However, they also agreed that knowing how to appropriately manage the risks and benefits of engaging on social issues at work is rarely clear-cut.
Directors, much like L&D executives, can examine these questions:
- What are the larger societal shifts that impact the values of our employees and customers?
- How does our leadership behavior impact the world around us?
- How are we listening to employees? How are we listening to customers?
It’s also nearly impossible to support all causes that are important to the employee base, and not all employees will be aligned to the company’s position. Building a strategy on how your organization will promote awareness and advocacy on specific issues helps create clarity and a proactive approach. Getting ahead of these decisions can also help prevent reactive corporate speak, which could backfire or come across as inauthentic.
L&D executives can integrate real-time reflection across the business
Perhaps most important is considering how to integrate learning about social issues across the business and into the flow of work. We know from years of research that a “check-the-box” training is rarely effective. For example, if discussions about race relations, microaggressions and microinequities are strictly prohibited or limited to one training, they risk escalating to a boiling point when they’re finally addressed. Worse, team members may feel silenced entirely. Instead, leaders can demonstrate empathy and inclusion by pausing for reflection when social issues arise in the moment.
Another important part of engaging in meaningful change at work can be dropping our assumptions. One of my executive clients reflected on her organization’s desire to be more inclusive, particularly among different genders at work. She shared a moment she experienced as the sole woman in an executive team meeting. In an effort to be inclusive, her male colleague immediately stopped talking about fishing when she joined the call. She chimed in, “What made you think I wouldn’t like to talk about fishing? I’ve gone fishing since I was a little girl. I love to fish!” By creating safe environments to test out new ways to engage, we can build greater self-awareness and belonging.
Healthy discussion about social issues can strengthen skills that apply across the business, including:
- Listening.
- Addressing potential conflict.
- Examining unconscious bias.
- Rethinking long-held beliefs.
- Engaging curiosity.
- Activating a growth mindset.
These power skills can enable shared learning with moments of vulnerability. If, and when, potential discomfort is met with respect, leaders can demonstrate an aptitude for creating shared, authentic human experiences at work. They can deepen trust and psychological safety among teams.
Another client of mine is embarking on transformational change to evolve its culture. Through a mix of listening circles and programmatic learning experiences combined with grassroots initiatives, they are humbly admitting past missteps, investing in the right resources and processes to enable change, and committing to not only learning, but transparently sharing how that learning leads to business outcomes. The result will be a mix of authentic story sharing, continuous learning moments, and data-informed metrics to keep a finger on the pulse of activating community values.
As quality learning experiences become central to the strategy for attracting, retaining and developing talent to ultimately grow the business, executives have an opportunity to make learning experiences about social issues that support company objectives part of their program. Those values then become activated for everyone. They inform behavior and anchor employees to a bigger shared purpose. When employees are supported to learn and step up to support their community of colleagues and customers, they become empowered as brand ambassadors.
From awareness to action
Learning at work usually centers around inspiring action or change. Whether it be a leadership course or a new technology tool, the goal is to apply new skills to achieve the desired business outcome. Learning around social issues is no different. When colleagues have a better understanding of the factors contributing to the wellbeing of their colleagues and clients, mindsets can shift. Behavior can change. Relationships can transform, and businesses can thrive. And at the heart of it all, learning executives may indeed be the best catalysts for this positive change.
