Zithobile (Zitty) Nxumalo, Ph.D. is a certified leadership coach with Deftable LLC and Center for Creative Leadership®.
Mysterious aircraft, inflation rates, extreme weather patterns, lingering viruses… We’ve been on edge with reminders of all the things that are outside of our control. In times such as these, it’s refreshing to encounter business leaders who somehow manage to create and sustain practices that actually work and organizational cultures that make sense for our changing times.
I’ve been fortunate to work with several clients who employ and coach people with intellectual and developmental disabilities. Our conversations always yield valuable insights that could be beneficial to anyone leading teams of people whose approaches, worldviews or communication styles are divergent from the mainstream.
In addition to my educational background in communication studies, I’ve engaged individuals with intellectual and developmental disabilities through positions I’ve held in the nonprofit sector and in education. Interestingly, the diversity, equity and inclusion (DEI) trainings I’ve encountered barely touch on this aspect of diversity, so I’m grateful for the experiences I’ve had that have nurtured my insights. Through those experiences, I’ve had my own assumptions dismantled. The lessons I learned have shown me how much we, as coaches, can benefit from a deeper understanding of how our clients can also benefit from such lessons.
There’s a lot of data touting the benefits of diversity in the workplace. This aspect is, perhaps, less explored. Here are some tips:
1. Get training for your team.
The National Institutes of Health’s (NIH) Office of Equity, Diversity and Inclusion published strategies for working with people who have disabilities. Before bringing in diverse new hires, workforces need to be educated in (and prepared for) communicating effectively across differences. Failure to properly train team members can result in deep trauma for those who are brought in to contribute toward organizational goals. Communicating about difficult topics or in unfamiliar situations is a skill that few possess yet many can benefit from learning. Invest in training to increase the likelihood of long-term success.
2. Don’t underestimate anyone’s ability to handle stress.
Don’t make the mistake of assuming that someone who has an intellectual or developmental disability cannot utilize stress-management tools to cope. When communication is direct, expectations are clearly set and education is prioritized, people with disabilities can be enormous assets and phenomenal problem-solvers with the energy to joyfully endure stressful situations. Create mechanisms for team members to share their best practices for managing stress and decompressing from high-stimulation situations.
3. Encourage individualism in job duties.
As the saying goes, there’s more than one way to skin a cat. Different things work for different people, so work (within reason) to create an environment that encourages employees to do things their own way. If they get the job done, you may end up with processes and procedures that are even more efficient than what is currently in place. Allowing people to do things in different ways also helps boost confidence as they enjoy success through the self-management journey.
4. Use direct communication.
Individuals who may have never interacted with people who have disabilities might be intimidated. Encourage them to initiate conversation and simply acknowledge each other’s humanity. Direct communication is best. There’s so much subtle meaning in nuanced communication, so remaining direct can help eliminate misunderstandings that can result from language or phrases that aren’t universally understood.
5. Hire more than one employee with a disability.
If you only hire one person, it can put them in a significantly marginalized position. You may need to invest a little bit of time and effort in the beginning, but it’s worth it. It can build loyalty and a level of independence among team members. Recognize the skill sets and capabilities among a group of people who often get overlooked. It will be so much more meaningful than checking off your HR office’s “DEI box” through a lackluster workshop.
Like many things, a little effort can yield a lot of benefits. Communication and consistency are key. Consider how you can add enormous value to your workforce by taking steps to hire and retain individuals with intellectual and developmental disabilities. The result may be more authentic communication and deeply meaningful changes to your organization’s culture.
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