The short answer is No. Intersectionality would only make metrics and measurements more representative, inclusive, interesting, creative, and fun.
by Zhou Fang, Intersectional Group
I was recently asked this question: "Would it be more difficult to measure the ROI of intersectionality work in corporate?"
My response: "I wouldn't say it's more difficult. In my opinion, it is more interesting, stimulating, energizing, and fun. It allows organizations to be more creative creating their own metrics and measurements."
I will elaborate.
1. Intersectionality celebrates multi-dimensionality. It is reflected in metrics and measurements, too. Because Intersectionality allows us to look at things from different perspectives, it invites us to be creative and think-outside-of-the-box while creating metrics and measurements. For example, to measure the quality of job applications, we need to look at the demographics. Are women and people of color applying? If not, how do we attract them? One way to improve the quality of job applications is to use inclusive language and disclose salary information to attract talents from all backgrounds. And then, see what is the correlation between the language and the quality of job applications. Think: 15% of the applications got an interview vs. 35% got an interview.
2. Intersectionality emphasizes interconnectedness. The metrics and measurements are interconnected, too. For example, what is the turnover rate in the sales department? How do we lower the turnover rate? On the surface, it may look like a money issue. Maybe it is. We can also look at other factors. Are the sales representatives always working on tight due dates? Are folks traveling too much and resting too little in order to meet sales goals? Are people burned out but having no time to take care of themselves? If the answers are yes, look into ways to improve the collective physical and mental wellbeing of the sales department. And then, see what is the correlation between the wellness of employees and turnover rate. Think: 5 employees resigned in a 15-person department in the last quarter vs. 1 or 2.
3. Intersectionality encourages empathy and compassion. The metrics and measurements are more human-centered, too. For example, organizations expect employees to stay and deliver. Productivity and profits are usually top of mind. How do we make sure of that? One way to improve productivity is to encourage your team to take time off. Counterintuitive, right? Why don't we keep them working? Remember, exhausted and burned out employees don't deliver. By taking a human-centered approach, folks are empowered to take care of themselves, or use their sabbatical to learn something new and recharge. So when folks return, they will show up fully and ready to contribute. And then, see what is the correlation between employee time-off and productivity. Think: the majority of employees took time off this year vs. only a few. And when people return, how do they show up at work?
4. Intersectionality advocates for trauma-informed leadership. The metrics and measurements are trauma-informed, too. For example, a middle manager is seen as an aggressor and a micromanager. After meetings with leadership, there was little change. Before terminating this manager, pay attention to their patterns in behavior and language. Are their aggression and micromanagement a reflection of their own trauma? Let them receive the help they need in order to heal, or start to heal. Allow them space to reflect and process their own trauma. Encourage them to take responsibility and hold them accountable. And then, in 6 to 9 months, see what is the correlation between this manager's behavior change and team performance. Some may question: "6 to 9 months is a long time, is it worth it?" My response is: humans are almost always worth it. Additionally, firing-hiring/replacing-onboarding-settling is almost an equally long process. Why not invest in current employees? Think: Is the manager getting less complaints after 6 to 9 months? Is their team showing signs of working together?
5. Intersectionality encourages play and fun! The metrics and measurements are fun and energizing, too. For example, for this year's company retreat, instead of going to Las Vegas, how about finding a coastal town and going Whale-Watch? And building a bonfire together? You may find the shy, animal loving person getting excited for the first time; you may find the amateur photographer taking fun photos; you may find the old boy scout teaching everyone how to safely make a fire; you may find people opening up and laughing together... And then, see what are the changes in team dynamics after these activities. After all, an environment where people get along and feel safe around each other is better for everyone. Think: Are there more "hey what's up?" and "how are you doing?" in the office? Are people talking about things that are non-work related?
6. Intersectionality advocates for thoughtful communications. The metrics and measurements are reflective of that, too. Intersectionality looks at things from different perspective. Instead of "either, or" "no" "but" "however", it teaches the "yes, and" communication style. For example, instead of saying "I don't agree with you", try "I see where you are coming from, here are my thoughts". After a while, see if the team dynamics shift toward a more friendly and civil tone. Think: Are people more relaxed? Are people more willing to share their opinions?
In conclusion, Intersectionality is versatile and fitting for many kinds of organizations. Through intersectional leadership, metrics, and measurements, businesses and employees can thrive together without sacrificing one or another. It brings wins across the board.
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Zhou Fang (方舟)
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