Microaggressions are subtle acts of exclusion that harm the learning, problem-solving and emotional well-being of a particular under-represented group of people which could be due to race, origin, gender or sexual orientation etc., For managers, identifying micro-aggressions and preventing it is not enough. They should carry out micro-validations, actions or gestures that encourage or support.
Need for microvalidations.
Individuals from under-privileged or marginalised groups suffer from a lack of positive encouragement compared to the majority of people. Right from their early childhood, they receive very little compliments and far more disciplinary actions than the majority group. Even in schools, teachers have lower expectations from these marginalised children and are less likely to provide constructive feedback on their assignments to help them do better.
These behaviours spill over to the workplace too. Employees from these marginalised groups are likely to face more scrutiny, less recognition of demonstrated success and often less helpful performance feedback. Thus those belonging to marginalised groups have to wait longer for their promotions into the higher echelons, have a lower quality of interactions with managers and thus experience higher work-related stress as a result of such discrimination.
Small positive acts make a big difference.
To overcome this imbalance managers need to encourage positive interactions. Microaggressions and micro validations are the exact opposites of each other but the distinction is often very subtle.
Microaggressions are often ignored by the doer and the bystanders but it makes the receiver alienated. Nicri=ovalidations demonstrate encouragement and trust in the person’s potential.
Highlighting or showcasing an employee helps them grow stronger, perform better and be more happy and connected. Also, periodic positive feedback on their work and actions helps them course correct and further improve their performance.
Microvalidations are helpful for new or junior employees too. Sharing their concerns regarding the job with their team leader helps them identify if they are on the right path and any validations from the leader would encourage them and boost their confidence.
Five micro validations that anyone can use.
- Acknowledge: People from marginalised communities are not given the full attention they deserve whenever they enter a room or start speaking. They are often met with silence. Instead showing them respect and acknowledging their presence would go a long way in building up their confidence. Give them your full attention, greet them by name and make eye contact. This makes them feel valued.
- Validate identity: Refer to the people in line with how they think of themselves. Call them by their preferred names and respect their identities. Be open to learning about them, and acknowledge their experiences. These gestures help people feel understood.
- Appreciate: Share with everyone their contributions to the work and decision-making irrespective of their backgrounds. Do this especially when a member expresses dissent. Highlight these achievements to other members of the organisation. Ensure that marginalised groups of people’s contributions are not ignored or bypassed.
- Hole everyone to high standards: People in marginalised groups are often held to lower standards and given lower-level tasks. Their work is often micromanaged. These can fuel their doubts about their potential and skills. Also complimenting someone based on lower expectations leads to self-doubts. Instead, hold every member of your team to high standards and make it clear that you expect them to deliver on their potential. Praise employees on their achievements. Don’t hesitate to give challenging assignments and provide the necessary resources and feedback to enable success.
- Affirm potential: Many times these marginalised groups of employees are often overlooked when it comes to promotions and higher leadership responsibilities. As a team leader, you must take the lead in highlighting the potential of your team member and their ability to rise to leadership challenges.
These efforts can help counteract the current biases that marginalised communities people face at the workplace.
Micro validation is a powerful tool especially when it is wielded by team leaders and others in the leadership team. By using this leaders can lead the charge in dismantling the established biases and provide positive affirmations within the organisation.
An Antidote to Microaggressions? Microvalidations
by Laura Morgan Roberts, Megan Grayson, and Brook Dennard Rosser
HBR 2023/05
R2G 