Michele: 

Welcome, everybody, this is Michele Heyward. And today with us, we have our Arquella Hargrove, and she is the founder of epic, collaborative advisors. She is coming on to disk to really tell us more about leading inclusively during a crisis and beyond. Thank you so much for joining
us.

Arquella: 

Thank you, Michelle. I’m happy to be here. I’m excited. One of my favorite topics that I’m talking about. So definitely.

Michele: 

I love it when people are excited about what they do. And the people they help because we can all see that when when you’re excited about what you do on a regular basis. So can you tell us a bit about how did you end up in in HR?

Arquella: 

So my undergrad In human resources management, and I tell folks I kind of grew up in HR. I started when I was 12. So been doing it for a very long time. And I probably have heard and seen everything people can do in HR. And so from there, I’ve been in it for 25 plus years working in different corporate type environments. Now over the last 16 plus years have been doing consulting work. And so partnering with organizations to provide HR services and training, diversity and inclusion strategy work, and it’s just kind of evolved from there.

Michele: 

What is your favorite memory from being in HR and all this time?

 

Arquella: 

Mm hmm. How we have many.
But for me, one of my favorites I’ve been doing work for the last 1415 years for an organization that is a settlement facility. And probably Gosh, probably when I first started there, 1415 years ago, the claims administrator, the CEO was so embracing, and they got HR. And I was able to have that seat at the table, as well as to bring forth initiatives and ideas and they were embraced. And so for me, that was my favorite time of being in HR, on the side of being the leader, and coming up with the ideas and things that was going to make us an employer of choice and didn’t have any pushback. It was embraced. And so that’s a minute favorite time for me is having that seat at the table. And really, you know, HR makes sense. HR is needed.

 

Michele: 

Yeah, exactly. And, and I explained that to some people, um, a lot of employees have a negative view of HR, others have a more positive view of HR ns. Just from the experiences of course they’ve had they’ve had for employers when it comes to HR, what have you seen that they are doing really great at?

 

Arquella:

Yeah, definitely. There’s some employers out there businesses that really get it and they embraced and create that culture where employees are able to thrive and they have great benefits. And they are they listen to their employees, they make sure their employees have what they need in order to succeed. But I think it’s more it starts at the top, it starts with leadership. And so when you have leaders who understand the importance that the employees are valued, and here’s what they need to do in order to be successful and have a competitive advantage, then those are those businesses that are really just high on the level and you see them listed in fortune 100 Best Companies to Work for You see them on the diversity practices, you know list as being one of the best employers around diversity. You see them on the working in the working mother magazine as the best place for working mothers to work because of what they’re providing for their employees, again, as I said to thrive, and to be a difference within their communities.

 

Michele: 

Great, great to hear. So we now know where to go to find the best employers right for us. So now you we know what they’re doing right and talked about it starts from the top, it starts with leadership. So let’s talk about leadership. What does what is, you know, the best the leadership in these organizations that are really doing well in creating a culture of belonging look like?

 

Arquella: 

Yeah, that’s, that’s a great question. One of the things when I talk about and that’s around that inclusive leadership and so that’s another topic that I Now and do a more round because we are looking for leaders to be more inclusive. Now, when we say inclusive leadership, it is a partnership between individual employee leader in the organization. But what I’m seeing around leaders who are more inclusive is that they have empathy. And so they are able to empathize with their employees and their situations. They are great at communicating and being transparent and authentic. And if they don’t have the answers to whatever the question is that what’s going on, they’re open to say, you know what, I don’t I don’t know right now. However, I’m going to get the answer for you. Or, you know what, I’m in the same situation. I’m frustrated about what’s happening. It’s impacting me as well. I’m going to make sure that I’m gonna keep the lines of communication open, and then to there making sure that they’re checking the pulse of employees to ensure That they are engaged in. And if there are things that that are needed that they are in tune with listening in to that. So a lot of it is really just those practices that I’m finding leaders to be inclusive and effective with their employees

Michele: 

right now in the midst of COVID-19. And it’s definitely uncertain times. And leaders, some leaders, not all are saying, I don’t know what comes tomorrow. What do we need in organizations from leadership? Like what should those leaders be saying and doing for their employees and even for themselves?

 

Arquella: 

Yeah, this is unprecedented times for all of us. And definitely This is a time for, there’s a resource out there and I’ll definitely what provided to the audience but Deloitte has this the six traits of inclusive leadership So it talks about how a leader can be committed their commitment level, they’re being courageous, it’s being cognizant of their own biases. It’s being curious. It’s being culturally intelligent, and collaborative. And during these times, it’s high level stress, we tend to revert back to our gut instincts in and, and fearful and not able to communicate effectively. But this is a time where we need to embrace being more inclusive and communicative to our employees. And so a couple things to think about is that as humans, we we need that sense of belonging, that psychological safety and understand that there’s meaning behind what we’re doing, we have this support. And so at this time, I just asked leaders not to remain committed to building an inclusive culture that you may have already Ready, it’s also being able to communicate often now. So people just know what’s going on. I have some clients who communicate daily via email. They also do weekly zoom sessions or some type of session where they’re bringing all the employees together just to do check ins with them. And then they’re saying, You know what, I don’t know what’s gonna happen tomorrow. We’re taking this day by day. So they are being authentic. And I’ll keep you posted, but what is it that you need? What can we do for you? And so that’s what people need just to know that their their leader is there to support them.

 

Michele: 

I’ve, I love when you said being authentic, and we are seeing some leaders do that and some have been doing it for a while I’ve been following. Now the outgoing CEO of T Mobile, john legree. And he I’m on Periscope or segment on Periscope for many years now. man when he would live stream, and he literally like it’s a snowstorm here in New York and my daughter needed this. So here I am walking in two feet of snow to take herself into her apartment. And we’re
like, dude, you’re crazy.
We stayed on engaging with him while he’s walking in the snow to his daughter’s apartment. Yeah. And, and having that dialogue and be able to talk to him people that have an issue with my T Mobile and him say, hey, go here or call or you know, and we’ll get that resolved for you. Yeah. And it really made not only necessarily for good livestream, but it made it part of a community you felt as though you were being heard. Yes. Are you seeing or which leaders and organizations are you seeing doing well right now in doing this doing COVID-19?

 

Arquella: 

Yeah. Also, I want to say Michelle is to is that leaders are human. And so it’s okay, let your employees know, you know, like, I don’t know I don’t have all the answers. And I love Dr. Bernie Brown. She talks about vulnerability and vulnerability. It’s just it’s showing that we’re courageous. And so, you know, definitely to think of it in that terms. But yeah, definitely I was on a webinar listening to the head of Ford Motor Company and talking about leadership during this time. You You have many other heads of organizations who you see in the news media, or putting on different webinars to share some of their experiences. But yeah, just kind of taking their lead on what does that look like? What does that feel like? What do you say? And it’s okay, if you don’t have all the answers is just let people know that you’re just right there with them. I think that’s important.

 

Michele:

I love it. Yeah, definitely. Just let them know. And communication like you said, they the people want to hear What’s going on, even if it’s I don’t know what’s going on?

Arquella: 

Exactly, exactly.
And we’re virtual. So now, if you have remote staff, it’s now even more critical that we’re staying in constant contact because we still need that connection. And so just finding ways to connect with people is going to be key. So whether it’s an email, whether it’s a zoom session, I have another group that they send out text messages, but just staying connected with people more often is really critical during these times.

 

Michele:

So let’s say let’s look forward. Let’s Let’s not look for it. But let’s say we’re looking at leaders. being inclusive so often too, oftentimes, when we talk about inclusion is because small numbers are often left out by a well the majority of the employees, but you’re forgetting the needs of, of the other employees who are not a majority. How are we? How are our leaders to address that in being inclusive? Because I know you’re saying communicate, but and we’re communicating back? How do they know then what to do? Or what should they be doing? Even though they’re communicating like how should they be listening to their employees?

 

Arquella: 

Yeah, so I’m definitely I hear a, I’ve heard this saying as we listen with the third year, and so it is, you know, definitely as as asking the questions listening, you know, intently in regards to what people are saying, are probably not saying, right, and so we’re just, if we can, if we’re having the conversation, we’re listening for the emotion, or we’re having a zoom session. We’re really kind of monitoring Body language but it goes down to is having a conversation with people and just asking the question is How are you doing? What is it that you need, that we can possibly do for you as an organization or I can do for you as a leader, and just really asking those questions people appreciate and want that time where the leader just is there and present with them. And so it’s just for me, I tell leaders just to ask and listen. And from there, you’ll you’ll get a lot from your people. And then from there you take action as you can.

Michele: 

Yes, I absolutely do the action part. The communication and action part truly, truly helps us figure out whether or not we’re being included. So, yes. Let’s look at leadership. Six months after COVID-19 and we’re mining migrating from remote back into the office? How should leaders be preparing now for, for that culture in their organizations.

 

Arquella: 

So a couple of things I’m going to refer to and I’m gonna just based on the document that I will send back is one we want to now and even after, the recommendation is to remain committed to building that inclusive culture. Right. And so that may, you know, provide any support resources around what the organization is doing now and then after, I’ve been seeing a number of organizations on their websites say that we are still committed to being a diverse and inclusive environment and having those resources posted. Also, it is leveraging any type of virtual town halls it’s doing the same when we’re When we’re beyond this period is kind of bringing folks together, it’s having a welcome back. It’s having conversations about how we go forward in the new normal. It’s also having those crucial conversations around what’s happened and what’s gonna happen, what is gonna look like in the future for the organization if there’s going to be changes made. Also, another thing is not only it’s committed to building an inclusive environment or sustaining it, it’s having the courage to not only hold yourselves as leaders accountable, but holding others accountable during this time, and so that’s a time to be transparent, it’s to speak up about anything that was not appropriate, because there are some people, unfortunately, who are being targeted as a result of their ethnicity or their race or their national origin. And so we want to make sure that we have leaders who are being courageous in this time, and then any policies And procedures, making sure that those are aligned with your diversity and inclusion processes and that you take action. Another area is being curious and learning throughout the process, this crisis process. So what is it that we can learn? And then how do we, you know, move forward to apply what we’ve learned within our new organization going forward? Because this is a time that all organizations and individuals it’s a reset. And so we’re resetting at this time. Okay, what does that look like? And so really taking the opportunity to to learn and then how do we balance that with the organization? And then the last one is, reimagining how the organization will look like, collaboratively. And so empowering. You know, the leaders, the employees and the culture of the organization overall, is how do we collaborate? collaborate better now that we’ve gone through this this crisis. And so there’s some work to be done now, that’s going to help organizations pivot once we’re past this crisis. And those are some of the things that start thinking about.

 

Michele: 

Well, I have one a couple more questions for you. We’re in the middle of crisis, what is a common myth about how to function as a leader during a crisis? That is, again, jumping up that that leaders and management teams really need to like, you know what, this isn’t the route you really want to go.

 

Arquella: 

Yeah, and sometimes in crisis, we,
again, we’re making decisions out of fear or just not having full knowledge of something. And what I see happens with leaders at times is that they will make decisions And they’re just not very good decisions because they’re making them out of fear or just not knowing the have all the details for the situation. And so for me is for leaders to step back and really take inventory of, you know what, what is the situation that’s before you, thinking about your people and how it’s going to impact the people. And then from there, what does it look like going forward? You have to bring in other resources you may have to consult with someone in order to make a good decision, but really just not to make it just out of fear but just really kind of step back and let’s take everything in before we make any decisions that’s going to come back and and not be good for the organization. There was a story out with someone a local business owners here in Houston area who laid off hundreds of people And just prematurely and say he did it as a favor so they could go and apply for unemployment. I was like, Okay, that makes a lot of sense. Because, you know, maybe there’s delays in that process. So if you don’t have to, I can’t it’s just count. Let’s take a step back and let’s let’s kind of walk through our steps and not be so hurry to. to, to, to do something where it’s impacting people negatively.

 

Michele: 

Yeah, don’t be reactive, but yes. As asked some questions, and then come up with a plan. Yeah, absolutely. Absolutely.

 

Arquella: 

Yeah. Today, let’s just let’s kind of let’s see what we’ll see how it’s gonna play out right. We might we may have to make some decisions and we may have to furlough we may have to cut pay. But let’s let’s look at all of our options first.

Michele: 

Exactly like what how can we save What can we do? There is a restaurant I want to say in New York and the owner of the restaurant like, okay, people can’t come in to eat, but we can deliver food. So he switches waitstaff to delivery staff. Yeah. And so how do you solve those problems? Is there a different way to still be able to provide a service or product? Even manufacturing facilities? Sam, we’re going to switch over build ventilators make base mass space shields, offer options opportunity. And we definitely everybody’s looking for toilet tissue.

 

Arquella: 

And mask and Exactly, yes, yeah. So maybe you need to be to toilet tissue tissue binder company, like we need to know where where it is. That’s great. Right? And so now it’s it’s an opportunity for people to reinvent their you know, there’s there’s services and products and because there’s there’s opportunities here For everyone, and so it’s just kind of rethinking it, but it’s going to take a moment to recalibrate your processes, and it’s okay to step back and take a look at what’s what’s working and how things need to change. So you can be more effective, but everyone’s having to pivot during this time.

 

Michele: 

Absolutely. And it’s the pivot. So that people talk positively of you now and afterwards that absolutely, absolutely.

Arquella: 

People will remember those little things or as you are, you know, like you’re doing a summit, right? It’s like, Oh, I can use that now and after. And yeah, people are going to remember that. Once were pastors right, go back and it’s a resource for them.

Michele: 

Exactly. So how can our listeners get in touch with you? Where do they where can they go online and find you.

Arquella: 

So the website is epic. collaborative advisors calm and then go to the website. There’s a Contact Us page and I will get those emails directly or my email is our qualla ar qu e Ll a at epic collaborative advisors calm, so happy to be a resource and to answer any questions that anyone may have as it relates to HR management, diversity, equity and inclusion.

Michele: 

All those areas, you are a small business, medium sized business and you are trying to make the best decisions right now in the short term and the long term impact of COVID-19 definitely reach out to our quail so she can help advise you. Virtually.

Arquella: 

Yes, I do zoom sessions by phone calls all day every day.

Michele: 

Exactly. Be sure you reach out to her. So you You can get the support you and your employees need because they’re looking for you to lead them in the right direction. Thank you so much for joining me. Thank you.