Microinequities: “The Small things are the BIG things!”
Introduction
In both our personal and professional lives, we often underestimate the power of small actions and behaviours. The impact of these seemingly insignificant gestures can be profound, and the more senior you are in your organisation, the greater the impact of your actions and behaviours, both positive and negative. In this blog post, we’ll explore the concept of ’micro inequities’ and how they can have a substantial influence on workplace dynamics, motivation, and productivity.
The Power of Gratitude
A simple “thank you” is a perfect example of the significant impact of a seemingly small gesture. Whether it’s in your personal relationships or the workplace, expressing gratitude has far-reaching benefits. People respond very well to being appreciated, and the higher your position in an organisation, the more pronounced the impact of such gestures becomes.
I’ve seen the effect on workers on several occasions when the top person in their organisation has stopped and said ‘thank you’ for doing something, whether that be cleaning the office meticulously, or booking a flight for them at short notice. The resulting surge of positive energy and motivation may seem disproportionate, but its effect is palpable. Those two little words, “thank you,” can have a deeply positive impact on the recipient, and when it becomes the norm and is genuine, its effect can have a transformational effect throughout the organisation.
Productivity increases when people feel genuinely appreciated, and employee loyalty and trust grow. This may seem somewhat naïve, but the power of a genuine ‘thank you’ should not be underestimated. And the best thing about it? It’s completely free and takes minimal time to action.
Micro Inequities and their Profound Effects
Conversely, we must also acknowledge the detrimental impact of small negative gestures in professional settings, often referred to as ‘micro inequities’. These subtle behaviours, whether intentional or not, can undermine individuals and negatively affect their performance and morale. They tend to fly under the radar, thus making them particularly difficult to call out without seeming petty. It usually means that these small ‘quiet aggressions’ are particularly toxic and harmful.
Example:
I was working with a major organisation in the energy sector and was regularly required to facilitate meetings. A young engineer had been tasked with making a presentation to a group of senior managers on a specialist piece of new technical equipment. He was very nervous but well prepared and, in my opinion, presenting very well. Early in the presentation, I noticed the most senior person in the room almost imperceptibly shake his head and sigh. Shortly after that, another manager took a call and walked out whilst answering, despite the fact we’d agreed that phones would be silent and away.
The subtle undermining of the presenter in the form of these small, wordless gestures was clear. Despite the time, effort, and anxiety that went into preparing for the presentation, this young engineer, with great potential left the room clearly doubting himself. The negative effect of these micro behaviours, coupled with zero recognition of his efforts cannot be underestimated. This is an example of a major lost opportunity to help someone near the start of their career tap into their potential and grow – not just for his own benefit, but that of the entire company.
The Role of Feedback
In such situations, formative feedback is essential. In the case of this young engineer, I was able to provide robust feedback to these senior managers during the meeting debrief to help them address the impact of the micro inequities in this instance and prevent similar things happening again. Thankfully, the leaders took the feedback on board and followed up with the engineer to give him positive feedback on his presentation, thus restoring his morale somewhat.
Well delivered feedback, both motivational and formative, not only helps individuals understand where they can improve but also signals that their contributions are valued and that they are part of a growth-oriented work culture.
Preventing the Damaging Effects of Micro Inequities
Leaders at the highest levels must take proactive steps to prevent micro inequities from happening and festering within their workplaces. Key strategies include:
- Lead from the Top! As in my above case study, the impact of these small gestures can be profound. Awareness of this is the first step towards addressing it.
- Training and Workshops: It is essential that everyone, and especially those that lead people receive training that focuses on communication, diversity, inclusion, and equity in the workplace. This can help employees to become aware of what prompts micro inequities and how they manifest in their day-to-day behaviours.
- Clear Communication: Set clear communication guidelines and expectations for behaviour during meetings and presentations, emphasising respect and inclusivity. Elect a skilled person to provide feedback on meeting behaviours at the end of all meetings and presentations and brief the group to graciously accept and reflect on the feedback.
- Ongoing dialogue: Ensure that the entire organisation embraces a feedback culture as the norm so that people can demonstrate appreciation for positive small gestures, as well as call out destructive micro-inequities in a timely manner and without too much angst. Training will be required on how to effectively give and receive feedback, but the open and equitable culture that it results in is more than worth it.
- Values-led: Most organisations have a set of publicised values statements. These should form the blueprint for accountability and self-reflection. Leaders should regularly check in with their values and reflect on how they are upholding them. For example, if there is a statement about treating employees with respect, but you have just rolled your eyes at a comment, you have negated that values statement in one small action, and your leadership credibility along with it – in the eyes of that employee.
The Broader Impact
It is important to realise that the impact of micro inequities extends beyond individual experiences. When employees feel undervalued or undermined due to these small gestures, it can lead to decreased job satisfaction, lower morale, and reduced productivity. Over time, this can erode employees’ respect for their leaders, affect their loyalty and ultimately harm the organisation’s reputation and success.
Conclusion
In both our personal lives and professional careers, the small things are the BIG things! The impact of seemingly insignificant gestures, whether positive or negative, cannot be underestimated. The story of the young engineer serves as a powerful reminder of how micro inequities can affect individuals and, in turn, impact the overall success of an organisation.
Gallup’s 2023 global survey of two million employees found that 55% of people are disengaged at work. That is, they are physically there, but treating it is ‘just a job’. They are not fully productive or loyal and are ripe for better opportunities. This level of disengagement costs the global economy USD 8.8 trillion, which is 9% of global GDP. (Gross domestic product).
It is therefore crucial for organisations to be proactive in addressing these micro issues, promoting a culture of inclusivity and equity, and providing feedback that helps individuals grow and thrive in the workplace.
We must whole-heartedly recognise the power of ongoing small incremental encouraging actions and behaviours to create an enthusiastic and productive work environment, where employees are appreciated, fully engaged and contributing to the overall success of the organisation. The small gestures can be make or break when it comes to employee engagement and retention, and we ignore this at our peril!