Short posts about the Humanist philosophy designed to encourage people to live ethical lives of personal fulfillment that aspire to the greater good of humanity.
Leading with Empathy and Understanding: The Power of Applied Humanistic Leadership
Basic Interpersonal Relationship Soft Skills 101
Compassionate rational people meet upset and traumatized people where they are to help them. They don't go on about how this other person's trauma isn't valid or not important or that your intent is more important than their trauma. Whatever happened, is important - to them. And that is what matters to them in the moment.
Now, let's apply these same skills to discussions about racism and sexism and whatever else -ism.
I recently responded to a post by Heterodox Academy. Heterodox Academy is a group of 5,000+ professors, administrators, K-12 educators, staff & students who believe diverse viewpoints & open inquiry are critical to research & learning. https://heterodoxacademy.org/
They posted this essay in newsweek from one of their members. https://www.newsweek.com/when-it-comes-fighting-racism-intentions-context-matter-opinion-1582459
It's a good essay and nuanced. I responded to the pull out quote out of context which was, ""A major tenet of anti-racist activism is that intentions don't matter. When an individual speaks a word or asks a question, whether he or she meant to hurt listeners' feelings or to enact a racial microaggression—or to engage in good-faith dialogue—is irrelevant. The impact on listeners is all that should be addressed..."
I disagree as I don't think that intentions don't matter to anti-racist activists. I think the statement itself is a flawed assumption. Intentions do matter, but may be irrelevant as what is being said may be a factual matter.
Here is my response.
I'm not sure the first sentence is true. It may be how people who are told - something they said or did is racist - experience it. But that's not necessarily the intent of the person pointing it out. I think it's a communication problem and it stems from being too defensive to listen and understand. What if we reframe this into - this is constructive criticism and not an attack?
I know from my own personal experience that the first time I experienced this, I was a complete idiot. At the time, some really nice people tried to explain to me why the way I understood what was being said wasn't what they were actually saying at all. And I still didn't get it and couldn't hear it properly. The problem was I was translating what they were saying into an attack on me and that wasn't what they were saying at all. At the time, I didn't get it though I appreciated their obvious intent to help me understand. The problem was that I was too busy defending myself to listen to what they were actually saying. And my defensiveness was TOTALLY unnecessary and counter productive.
What I understand now is that they were assuming was that I was a good person and that I wanted to be an ally to them and that I would want to know that I was accidentally saying something racist that I had no idea was racist because I didn't know the history of whatever it was. They were providing me constructive feedback. I experienced it as - they don't care that I'm a good person and my intent wasn't' racist at all. What I didn't understand is that they already knew about my context and intent. This wasn't the first time they experienced this sort of thing. It was my first time experience it. Not theirs.
Now for some loving truth. You simply don't give constructive feedback to people who have bad intentions. I think the overwhelming majority of anti-racist activists understand intentions matter and are assuming the people they are talking to would want to know they are saying something - racist and would want to know more. The problem is, keeping the person you are giving constructive feedback to, from getting defensive. If you have an image of yourself as a good person and someone says, whoa, that wasn't good, it's natural to get defensive. And when it comes to matters of racism, we should all acknowledge that there is simply no good way to tell a family member or friend that they are sharing Lost Cause propaganda without them feeling attacked. And yet, it wouldn't be kind to let them continue without correction.
You know they are not racist. You know them to be a good loving person. Someone who would never knowingly share KKK originated propaganda that's been used by white supremacists for over a century. And yet, they just did. Their intent is totally irrelevant at this point because they did just shared well known and historically documented racist KKK propaganda. Good intentions don't mean racist propaganda isn't racist propaganda. That's just a statement of fact. But ... people respond to being told that what they just shared was KKK propaganda as if they are being attacked. That is how they experience receiving this factual information.
The reality is, they aren't being attacked. They are being treated as well intentioned allies who made a mistake and are being given constructive factual and historical feedback.
So - to answer the question - why doesn't intent matter when we are talking about racism, sexism or other forms of oppression? Because it's irrelevant when we are talking about a factual historical matter. To deny the historical facts, is to deny history and reality.
The correct way to respond to being told you made a mistake in this area, is to apologize and correct it. This goes for all sides. It's about listening and not centering your anxiety or dignity violations in the conversation, but instead, learning about the dignity violations the other person experienced as a way to understand where they are coming from.
At this point, someone responded and asked a question that was centered on their own sense that their dignity had been violated by someone telling them, they had caused harm.
Here is what they wrote to me:
Granted, racist propaganda is racist propaganda regardless of the speaker's intent. But are all alleged "microaggressions" necessarily racist/sexist...etc. regardless of the speaker's intent? I don't think so. Usually, those sorts of speech acts admit of perfectly innocuous interpretations, which activists are dismissing out of hand.
ex. One time at trivia night, I noticed that one of my female teammates was reading, comprehending, and answering the trivia questions faster than I could even read them. Which struck me as pretty damned impressive (for anybody), so I asked "Wow, how do you read so fast?" She interpreted my question as "Wow how do you [a mere woman] read so fast?" and got pretty indignant.
Do I owe her an apology for my sexism regardless of the fact that that was not what I was asking?
Seriously, this is basic interpersonal relationship soft skills 101.
On the topic of micro-aggressions
Using Leadership Skills with Family Members
YES!!!!!
Pride, Optimism and Recognition in the Workplace
The first question you need to ask is – what people really want? The answer: to be treated as a respected and valued human being. No one is a robot. No one wants to be ignored or worse, put down. All humans have a need to belong and that includes belonging in the workplace.
It is very easy for managers to not pay attention to the real humans who are their employees. Managers have their own bosses with deadlines and stresses and more. They need the staff they manage to get the work that needs to be done done.
The managers who have happy staff, are the ones who take the time to recognize and respect the people who work for them as truly unique individuals who are valued members of the team. This isn’t something that can be dictated, it has to be modelled and taught.
The problem is most managers don’t get training on what the role of a manager is and how to do it properly. So, they act how they think they should act and sometimes, their insecurities get in the way of them making human connections.
Now, I admit, I am NOT the greatest at making human connections because I’m a bit of an introvert. But a big part of my practice as a Humanist is to actually make eye contact when I meet someone. I try to get and remember their name. I try to be human with them. Meaning, I try to be my real self and not act as if I am someone I’m not. I’m a flawed geeky human. I share that with others. The managers I have had that I respected the most, were not only the most real, they were also the most genuinely respectful people I’ve ever worked for. That is what we all should be aiming for.
Soft Management Skills.
The “soft skills required to do this right, like actively listening take time. That’s why people don’t do them. To treat your employees as fully human, you have to give them your time as a manager. Listen to them. Talk to them. Learn about what their struggles are and what their dreams are and who they want to be and who they admire and what tv shows and movies and music they like. This takes time. And it’s not optional. It’s necessary to learn what motivates your employees so you can provide them with what they need and want.Trust
Often what people want is to be trusted. This can be demonstrated by asking for their opinion on decision making and respecting the input they are providing. Don’t just give lip service to team work. Actually treat the members of your team as equally valued.Respect
The next thing people want is to be treated with respect. This is why bullying, harassment and discrimination should never be tolerated. Unless you are a sadist, most people don’t enjoy working in an environment with a bully. So don’t just write off interpersonal problems as normal. They aren’t and they negatively effect the work being done and the decisions being made. Address them professionally and get rid of any employee who is not respectful of their co-workers.Clear directions:
Part of communication is being clear about what needs to be done. I offer a course on the 7 sins of staff management. They are all communication sins. One of the sins is to not tell someone WHY a particular job needs to be done. This is so important because if an employee doesn’t know why something has to be done, then if something happens that makes doing that job hard or impossible, they won’t necessarily know how to prioritize the fixing of it and they won’t necessarily understand how important it is to find a work around to get it done. In other words, the why jobs need to get done, helps employees be creative when a problem arises in the course of doing the job.Individualize Recognition
Finally, when it comes to recognition, different people need different things. And unless you get to know who they are, really, you won’t know what they really need. Some people need and want public acknowledgement of their contributions to the team. Others would cringe if you made a public spectacle of them. What I learned from my time as a volunteer manager is that most people are looking for friendship and while managers can’t really be friends with their staff, they can still instill a sense of camaraderie and respect in the team.To learn more consider taking these courses or offer them to your new managers are part of their orientation program.


