It’s time to be the zebricorn.
The beautiful (and sometimes maddening) thing about humans is that each of us is unique. We move through the world in different ways, bring personalized cultural backgrounds and lived experiences, and have individual communication styles and preferences.
But being a zebricorn means sometimes feeling left out. Most of us have experienced some form of exclusion in our lives. Whether we weren’t invited to the popular kid’s birthday party, were picked last in kickball, or noticed all of our work colleagues in a closed-door meeting without us, the feeling of exclusion hurts.
Nowadays when we talk about inclusion at work, it usually has a “D” and an “E” attached to it. We’ve lumped it together with building more diverse teams and equitable opportunities at work — both highly worthwhile goals.
However, building inclusion at work is a leadership skill to stand on its own. It demands us to be socially aware, sensitive and adaptable. Inclusive leaders:
· Practice humility. They acknowledge they may not always be the ones with best ideas among the group. We can practice saying, “I’m still learning here… would you be willing to share your perspective on it?”
· Set a tone of curiosity in meetings, where dissent is accepted and even encouraged. When leading team meetings, try leaving 15 minutes at the end for people to poke holes in your ideas or play devil’s advocate. Give people permission (and responsibility) to anticipate what might go off track, but also demand creative thinking to solve for those issues. By the end, gain commitment among the group to the idea to run with first, not because it’s perfect, but because it’ll give you the chance to gather feedback and make it even better.
· Build psychologically safe workplaces, where people can be themselves and take risks. The watch-out here is an overly “nice” workplace. (Unfortunately that can foster passive aggressiveness.) Instead, encourage respectful debate to reach better business outcomes for all. Take time to teach, model and role-play giving validation and affirmation responses, so that becomes the norm in discussions. Practice asking clarifying questions and sum up important points to check for understanding and agreement. Encourage unconventional thinking, but assure participants that not all ideas can or will be acted on immediately.
· Inspire a culture of belonging through non-hierarchical relational structures. Pass the ball and continuously ask for feedback to improve. In other words, the most senior person isn’t always leading. The catch is that this needs to be coupled with accountability for results across all levels.
As a zebricorn, I’ve operated in several different environments throughout my life and career. From groups of artists to business leaders to lawyers and parent communities, each space has provided the potential to create a sense of belonging, but also cultivate exclusion. I try to seek out places where not everyone is just like me. Sometimes that exercise feels richly rewarding, and at other times it’s been hard to connect. But any discomfort I may feel usually helps me grow. If nothing else, feeling on the outside helps me empathize with those who may feel excluded — and do my part to change the dynamic.
Brands and company cultures should feel unique. It doesn’t mean everyone within them is the same — in fact, the opposite is true. The values that bind us together can also inspire the celebration of our uniqueness. Instead of thinking, I have no way of relating to these people it becomes, I can’t wait to share how my perspective is different… because you feel safe, respected and valued for doing so. That’s the kind of inclusive environment I strive to enable.
As my new brand rolls out, I’d love your take on it. It may feel different, fresh and unexpected. My hope is it’ll inspire your creativity. But please know that you are a part of it. Be the zebricorn. Own it. I celebrate your unique creative path.
And I’m grateful you’re here.
