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#Leadership : #WorkPlace -We Need to Change the Conversation Around Motherhood and Work.

Motherhood, by definition, is all-encompassing. But that doesn’t mean it’s the only thing that defines you. I’m an entrepreneur, and I’m always pushing boundaries. I’m also a mother.

While I love my sons fiercely, motherhood is not my only defining trait. Like many mothers, I am so much more. We’re badass career women, dreamers, creators, partners, homemakers, business builders, mentors, and leaders. The role of “mother” is one I’ll never outgrow, but I’ll always remember that there was a point when all of us were something else. It’s something that society often forgets when we become a mom.

THE CHALLENGES OF BEING A MOTHER TODAY

Some things will never change about motherhood. But many things make 2019 a different time to be a parent than previous generations. For starters, we have more tools and information at our disposal. In the U.S., we have more laws in place to protect our time while pregnant, take leave from work, and breastfeed than in previous generations. But we still lag behind the rest of the developed world, and those rights don’t speak to the core of the challenges inherent for mothers, especially those that choose to work.

The isolation and identity shift that come each time a mother has a baby has a profound impact on her life.  As an entrepreneur in the parent-tech space, I am fortunate to hear from moms and dads alike about their experiences navigating newborn and infant feeding. I’ve listened to moms whisper about why their job wouldn’t accommodate pumping milk, which forced them to stop breastfeeding before they were ready. I’ve spoken to moms who are on mute during work conference calls so that their coworkers wouldn’t hear the whir of the pump on the background. I’ve also heard dads talk about cleaning pumping parts or hearing the noise emanating from offices at work.

For others–the “lucky” ones who’ve cobbled together an arrangement that works– it’s an ongoing series of hacks. The challenges are universal and affect women at all income levels, though there is undoubtedly a considerable disparity between women in blue collar and white collar jobs. Even stay-at-home moms often choose to isolate themselves during pumping time, and we shouldn’t minimize or ignore the effort and strain involved in this forced isolation.

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What Skill Sets do You have to be ‘Sharpened’ ?

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WE’VE MADE PROGRESS, BUT WE STILL HAVE A LOT OF WORK TO DO

Despite the progress in paid parental leave law and offices adding lactation rooms, moms who breastfeed still face a stark gender pay gap. Moms give up breastfeeding because they can’t find time to pump on the job. Some moms speak up about breastfeeding rights and face retaliation, or even lose their jobs.

We need to make the motherhood experience better for moms. For too long, we’ve overlooked the fact that moms are people too–with unique needs–and a fully formed person from well before they had children. Here are three ways we can do that.

1. WE NEED TO SHIFT THE CONVERSATION

What’s working for moms and what isn’t? What support do moms need to make the choices they want? If moms want to breastfeed and keep working, what is holding them back? Do the right tools even exist yet? Are we doing all we can to ensure advances in technology are reaching every woman?

The challenges around breast pumps weren’t even really part of the conversation before 2014. We’ve made plenty of progress since then, but there is still a massive opportunity to do better. Statistics help and uplifting stories do wonders for the soul, but we need to continue to raise our voices on these topics. More importantly, we can’t leave this work and conversation to mothers alone. There are real-world impacts here, in terms of societal benefits, economic improvements, and something that has the potential to impact an entire generation. There is plenty of evidence that shows how offering paid parental leave helps companies retain and attract the best people. Creating a culture that is inclusive to all employees–including working mothers–makes companies more innovative.

2. WE NEED TO FOCUS ON MEETING THE NEEDS OF MOMS

I know I’m biased because I run a company that is building new parent-tech products, but we need to stop making outdated assumptions about mothers. Companies also need to ask moms what they actually want before designing products for them.

Let’s take the breast pump as an example of a piece of technology that isn’t getting the job done. No one wants to hear the whir of the pump through cubicle walls or over the phone, and not everyone wants to strip down in their workplace. A quiet pump, controllable by an app, with a small enough breast shield to fit in a nursing bra, goes a long way toward easing that experience.

3. WE NEED TO STOP SEEING PARENTING AS A MOTHER’S ISSUE

Parenting should concern dads, partners, grandparents, workplaces, healthcare experts, and legislators. There are many issues surrounding parenting that transcend party lines: returning to work, childcare, feeding, and work-life balance. We can’t isolate mothers as the ones to be the primary beneficiaries and victims here. Too often, we minimize the experience of dads and partners. Creating better products for mothers helps the entire family–as does closing the pay gap between working mothers and working fathers. If we want more parents to feel supported in their choices during the early childhood years, then we have to deepen the pool of people who feel invited to sit at the decision-making table.

We’re living in an age of unprecedented flow of information and adaptation of technology. More people feel empowered to come up with creative solutions to the obstacles of parenting. But we can’t do it alone. To make significant progress, we have to work together and change the conversation. That means seeing mothers as more than just mothers, and acknowledging that their identity outside of being a parent is just as important.


Author: Samantha Rudolph is the cofounder and CEO of Babyation

 

FastCompany.com | May 29, 2019

#Leadership : #WorkPlace Evolution- Your #TeamMembers Need To Disagree More. Here’s How To Help Them…You Do Want Everyone to Get on Board with Whatever Decision they Ultimately Reach Together. You just Don’t Want that to Happen Right Away.

The most effective teams have regular, intense debates. The ability to disagree without causing offense is a crucial precondition for good communication and problem-solving. Yet whenever we ask the managers we speak with what they’d prefer–a team that’s almost always harmonious or one that has conflicts and arguments–the vast majority vote for the latter.

Not only is harmony overrated, but it undermines innovative thinking, particularly the kind that diverse work cultures are supposed to generate. Rather than encourage your team members to come to agreements quickly, effective managers do the reverse: They help their teams disagree–productively.

GROUND RULES FOR HEALTHY DEBATE

Teammates want the opportunity to challenge each other. As long as discussions are respectful and everyone gets a chance to contribute equally, most people thrive on this kind of debate, finding it not only intellectually stimulating but also helpful for unearthing the best solutions.

What’s more, teams typically feel more bonded and more effective when they have challenging discussions regularly, trading a wide range of ideas and perspectives. That’s even true when those debates get a little heated. After all, this is the whole point of diversity and inclusion–it’s about bringing in people whose points of view differ in order to spark new ideas and ways of looking at things. But facilitating these conversations takes some ground rules, like these:

  • Treat each other with respect, and challenge the position, not the person.
  • Listen to one another carefully before responding, and ask for clarification if needed. Gather facts; don’t jump to conclusions.
  • Come to the debate ready to present facts and data, not suppositions.
  • Do not compete to “win.” Debates are a chance to find and test the best ideas and to learn, not to score points.
  • After the team makes a decision collaboratively, everyone needs to respect and support it, even if they have their own reservations.

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SIX QUESTIONS FOR FACILITATING SMART DEBATES

Mark Beck is the CEO of JELD-WEN, a global window and door manufacturer with 20,000 employees. He believes it’s leaders’ jobs to step in and protect people when things get heated–which they sometimes still do, even after laying down solid guidelines.

In some cases, Beck says, he might take the side of a person whose view is under assault, even if he personally doesn’t necessarily agree with it. This isn’t gamesmanship, it’s to show that the person is offering up a reasonable way of thinking that should be respected. “The attacker usually steps back a little and softens their tone when a leader does that,” he told us.

And, Beck adds, managers must take the lead in getting everyone to participate by posing the right questions. Here are six great questions we’ve heard effective team leaders like Beck throw out in debates:

  1. That’s a good thought. Could you walk us through the process you went through to reach that conclusion?
  2. What rules should we be breaking here?
  3. What’s our biggest risk in this, and what’s our fallback position?’
  4. What if we did nothing at all–what would happen then?
  5. Are we missing or forgetting anything?
  6. Aside from earning us a profit, how would this decision change lives and make the world a better place?

Beck said that smart questions can encourage active debate when a team has plateaued or is stuck in a safe zone. At times of such inertia, he’ll tell his direct reports, “The only way you can get your topic on the management-team agenda is to frame it out as a question, and collectively we have to come up with an answer.”

CHANGING THE QUESTION

These six questions aren’t the end-all-be-all, though. Sometimes you need to reframe a question you’ve already asked and revisit it from a new angle.

The Best Team Wins: The New Science Of High Performance by Adrian Gostick and Chester Elton

When Beck arrived at JELD-WEN, the company’s focus was on getting ready to issue an initial public offering (IPO). He changed the question to, “How do we get ready to become a Fortune 500 company?” JELD-WEN did wind up issuing a very successful IPO in 2017, “but,” says Beck, “that’s been because we were focused on building a Fortune 500 company,” he said. “If we had just focused on the IPO and seen that as the finish line, I don’t think our story would have resonated with investors in the same way.”

And ironically enough, because his teams stick to respectful ground rules while they disagree, Beck estimates that they’re able to come to a consensus about 99% of the time. “If it’s done right, there’s usually no need for a leader to have to make a decision–it’s become obvious to everyone.”

And from there, Beck says, his job is actually pretty easy: “I might just say, ‘Let me summarize what I think we are all saying’.”


This article is adapted from The Best Team Wins: The New Science of High Performance by Adrian Gostick and Chester Elton. Copyright © 2018 by Gostick & Elton, IP, LLC. Reprinted by permission of Simon & Schuster, Inc.

 

FastCompany.com | March 5, 2018 | BY ADRIAN GOSTICK AND CHESTER ELTON 4 MINUTE READ