HOW TO LEAD A DIVERSE SECURITY WORKFORCE
We live in a time of increasing conflict and tension into workplaces. Security and public safety organizations are tasked with keeping the peace in our tumultuous societies. And these organizations are becoming as diverse as the communities they represent. As a result, many of these organizations' leaders find themselves in the challenging situation of motivating and leading teams comprising individuals from an array of different racial, cultural, and ideological backgrounds. Nearly half of all most of Millennials come from ethnic minority groups than may have differing views on sensitive workplace issues. compared to their older and more traditional Baby Boomer colleagues, or even members of Generation X.
Some experts suggested best practices to help security managers lead a diverse workforce in today's chaotic environment. Of course, when sensitive issues arise in the workplace, there are no magic solutions or actions that guarantee successful resolution.. They will also help managers to be mindful of c
ommon human biases that can creep into actions and how to steer clear of them through honest self-examination.
RESPECT DIFFERENCES
The viewpoint of your employees is as real to them as yours is to you; ignoring or demeaning their perspective can lead to deteriorating relationships. Security leaders should be careful in the situations when potentially sensitive cultural or political matters arise, managers should be mindful not to express opinions in a way that implies that those with differing opinions are stupid or lazy. Conversely, managers who find ways to express that they respect differing views, and find them legitimate, are often rewarded with stronger and more respectful relationships with staff.
FOCUS ON ACTIONS
Being different is neither good nor bad, it just is. Managers should not prejudge their employees based on how they look or dress, where they came from, or what they seem to value in life. All that is important is their performance in the workplace and whether they are a productive member of the team. Focus on their actions and whether the actions are productive or disruptive to the organization. Keep evaluating these actions fairly, and do not allow yourself to fall back on lazy stereotyping.
FOIL FAVORITISM
Allowing emotions to cloud your judgment is a dangerous trap for any manager. This can be especially troubling when the manager shares demographic characteristics with the favored team member—whether that be religion, race, or cultural background—or shows favoritism to an employee who is of the opposite sex. Even if there is no tangible preferential treatment, the perception of special treatment may be damaging to a manager's credibility. The recent spike in media attention to matters of race and gender relations has made this an even more sensitive, and potentially fraught, issue. And any actual discrimination based on a protected class could violate company policies and federal Title IX laws in the United States.
Equal access. Everyone wants to be "cool with their boss," and it is almost a status symbol when someone can say that they get regular time with the boss to pitch their ideas. It takes patience and an open mind to maintain an open-door policy, but the benefits can be tremendous.
Opinion sharing. With generational and cultural diversity comes a greater diversity of opinion. Members of your team may have varying views on prominent issues in the news, be it immigration, gun rights, gay marriage, and performance evaluations of political leaders. In general, the security workplace should not be a venue for discussing, arguing, or advocating these opinions.
The broader lesson from that experience was the need for clear HR policies that discourage employees from engaging in potentially volatile nonwork-related conversations. Such policies should not focus on topics of conversation as much as on the potential for disruption, reduced performance, or discriminatory behavior.
TOGGLE THE FUN SWITCH
Security can be a stressful and emotionally draining profession. Officers in the field may deal with hours of boredom interrupted by moments of potentially life-threatening terror. In any workplace, there must be an opportunity for people to blow off stress, recharge, and to get back to work. Managers should be able to flip that switch in a way that is recognizable and comfortable for employees. That also means that managers can allow lighter discussions and playful arguments, as long as it is clear they are respectful and that sensitivities are not being trampled. Security managers must also know when to stop such interactions if they become inappropriate or contested.
Consider Gender Issues
Consider what would happen if a manager, who routinely referred to their employees by Mr. and Ms., or sir and ma'am, was assigned an employee who identified as gender neutral, or was undergoing gender reassignment at the time of employment. Would that employee feel discriminated against if they were the only one who was referred to by their name only? How would the team feel if the manager started referring to everyone by their first name, due to the arrival of that one new employee?
The solution to scenarios like these often lies in cutting through any miscommunications and going directly to the source. In the workplace, as part of the onboarding process, the manager should consult the employee on how they would like to be addressed. The employee's validation of the manager's approach will be visible to the other employees in the office, and miscommunication may be avoided.
Catch Up to the Future
Societal norms are being reevaluated and changed so rapidly that some people have not had time to realize that their actions or words in the workplace might not be appropriate. Moreover, the widespread availability of video-capable technology and the speed with which video can be spread have created an environment where management's actions or inactions can be immediately evaluated and judged by their own employees and the media, leading to more serious consequences for those who cannot find a way to work together with their diverse team.
Diversity, while challenging, is the source of a great team's strength, because it provides multiple unique perspectives, skill sets, and strengths to the organization at large. Those managers who can accept and encourage diversity, and are willing to make the effort to maintain an environment in which all team members can comfortably thrive, will find their units to be stronger and more successful than their competition.
01 May 2018 by Yan Byalik, CPP
Appears In May 2018 Print Issue of Security Management Magazine
Yan Byalik, CPP, is the security administrator for the City of Newport News, Virginia, and has been working in the security industry in both public and private sectors since 2001.