Break the silence around infertility Nearly 1 in 6 couples experience

infertility, and many people — especially women — choose not to share their struggles out of concern that doing so will negatively impact their career. If you want to create a truly inclusive culture, this is an issue you must address. First, don’t hold back from using terms such as “infertility,” “IVF,” or “miscarriage” with your team. Normalising the conversation can help create a more supportive environment. Next, develop infertility-informed policies. Because most employer benefit plans

don’t cover its treatment, employees may not be able to use sick leave or other available support mechanisms. Consider changing your policies to include benefits for employees going through treatment, such as time off, reduced hours and duties, counseling, and financial support. Finally, educate your managers. Provide them with resources to understand the complexity of the situation, and encourage them to remember that juggling treatment appointments and work can be difficult and stressful. If you’re serious about inclusion, you must be willing to make the extra effort to support employees in this phase of their family-planning journeys.

(This tip is adapted from “Employers, It’s Time to Talk About Infertility,” by Serena G. Sohrab and Nada Basir.)

How men can be active allies on a virtual team

The Covid-19 pandemic has disproportionately affected women’s careers: one in four are considering downshifting or leaving the workforce entirely due to the strain of the crisis. So how can men be an ally to their female colleagues right now — especially when working remotely? First, be an active sponsor and advocate for women, and particularly women of color. Talk about the great work they’re doing and the specific results of their efforts. Next, ensure women’s voices are heard in virtual meetings, passing the mic when you can. And take a gender-equal approach to distributing mundane chores and administrative duties, which are disproportionately assigned to women and detract from more career-enhancing responsibilities. You can create a simple rotational schedule so that everyone takes turns doing things like creating the agenda, taking notes and keeping a meeting on time. And crucially, encourage the women you work with to say no if they’re being targeted with these kinds of assignments. We need to retain and advance talented women in the workforce — anything short of this commitment will undermine gains in gender equity.

(This tip is adapted from “4 Ways Men Can Support Their Female Colleagues — Remotely,” by David G. Smith and W. Brad Johnson.)

Be kind to yourself today

When you’re a leader facing decisions that have a major impact on people’s lives and livelihoods, it’s easy to feel fear and self-doubt and to start beating yourself up. But self-compassion will serve you much better, and if it doesn’t come naturally, it’s a skill you can practice. Try a brief mindfulness exercise — it could be as short as 20 seconds. (In fact, you can even try it as soon as you finish reading this newsletter.) Take three deep breaths. On the first breath, notice how you’re feeling. On the second breath, remember that you aren’t alone, that other leaders are going through similar challenges. And on the third breath, ask yourself, “What would it look like to be kind to myself right now?” Try to answer that last question the same way as a friend or mentor would. Then take your answer and put it into practice. As a leader, part of your job is uplifting others — so why not start with yourself?

(This tip is adapted from “Self-Compassion Will Make You a Better Leader,” by Rich Fernandez and Steph Stern.)

Briefing the big boss There’s no shortage of advice on how to brief a senior leader: keep it short,

front-load the message, and so on. But you can’t undervalue the interpersonal dynamics in the room when you’re presenting crucial information to the big boss. So before the meeting, identify the senior leader’s most trusted adviser. Consult with that person ahead of time so he’ll be able to vouch for you and back up the information you’re presenting. His support will help you earn the senior leader’s trust. Next, familiarise yourself with your boss’s instructions. For example, what are his nonverbal cues that indicate that he wants you to either say more or hurry up. You need to adapt your style in real time based on his reaction — so make sure you know what those signals are. Finally, find out how your boss engages with material. Is he someone who pushes back on points? Is he a quiet listener? Or does he ask a lot of questions? Being aware of these things ahead of time will make you more effective in communicating the right message under pressure.

(This tip is adapted from “How to Brief a Senior Executive,” by Grant T. Harris.)

Published in Dawn, The Business and Finance Weekly, November 30th, 2020