Creating Safe Spaces for Tough Conversations at Work

Creating Safe Spaces for Tough Conversations at Work

55mBeginner2021-12-06

Authors

Madecraft

Madecraft

Full-Service Learning Content Company

Sterling De Sutter Summerville

Sterling De Sutter Summerville

Inclusion Strategy Consultant

Course details

Tough conversations are exactly that: tough. They might involve topics that include heated opinions, arguments, or biases. But having these conversations doesn't have to be negative, and can be a great way to improve your company culture. Join diversity, equity, and inclusion expert Sterling De Sutter Summerville as he discusses how you can allow space to have challenging conversations within your team or organization. Sterling first shares tips for creating an environment with built-in safety for all employees, then builds on this to review the elements of environments that strive for inclusion. He then dives into why conversations like this can get so heated, and what you can do to maintain a safe space for all parties to express themselves. Finally, Sterling covers concepts that support safe spaces, including company culture, a sense of trust, and collective buy-in. If you’re looking to engage more meaningfully with those around you and help others do the same, check out this course.

Skills covered

Workplace EquityInclusive LeadershipDiversity, Equity, and Inclusion (DEI)Well-Being and Self-CarePersonal DevelopmentProfessional DevelopmentLeadership and ManagementOne-Off

Concepts

Introduction

  • Encountering tough conversations

Safe Environments

  • Tough conversations
  • Defining safe spaces
  • Unlocking workspace potential
  • Creating a safe space

Inclusive Environments

  • The impact of identity
  • Inclusive environments
  • Building a foundation for safe spaces

Accountable Environments

  • Systems of injustice
  • Blockers of safe space
  • Protecting safe spaces

Developing Culture

  • Cultural norms
  • Team building and communication
  • Psychological safety

Trust-Building Policies

  • Leveraging trainings
  • Organizational expectations
  • Codes of conduct
  • Ongoing reinforcement

Leadership and Collective Buy-In

  • Leadership's presence
  • HR and managerial support
  • It'll take a village

Conclusion

  • Moving forward
40,000 Toman