Resources For Elevating Our Cultural Intelligence

When I conduct surveys involving global teams, there is always one common thread strung throughout: people want to learn more about the different cultures of their team members. While having direct dialogue is important, it is also crucial we seek information on our own so as not to overwhelm our team members. As such, I have compiled a few online resources to help us all become better familiarized with the cultures and practices of different countries around the world:

1. Culture Crossing Guide

The Cultural Crossing Guide is self-described as “an evolving database of cross-cultural information about every country in the world. This user-built guide allows people from all walks of life to share essential tips with each other about how to navigate our increasingly borderless world with savvy and sensitivity.” It currently contains information on over 200 countries, organizing facts into three categories: 1) “The Basics” (greetings, taboos, etc.); 2) “For Business” (dress, titles, etc.); and “For Students” (class rules, socializing, etc.). Because the guide is user-built, it is always evolving and being updated with new information. There is even the option to Ask an Expert a question!

(If anyone is concerned about accuracy, don’t fret: information on individual countries is submitted by natives, residents, or former residents, and all “information… is vetted by a Culture Crossing staff member and checked for credibility by cross referencing with at least two other sources.”)

2. Commisceo Global’s Cultural Awareness Resources

Commisceo Global has resources for every area of learning! There are Country Guides, allowing one to “learn about the culture, language, people, beliefs, etiquette, business practices and more” for over 80 countries. There are also Quizzes where a person can test themself on the information they’ve learned, with categories of Cultural Awareness, Business Culture, and Country Specific. And for people craving in-depth discussion, the organization also offers a plethora of Country Insight Reports. But now that we have all this information from Commisceo Global, what can we do with it?

Well, how about we use their Self-Study Guide to Cultural Awareness to help ensure we are using our new knowledge respectfully and in appropriate ways? (Sounds like a plan to me!)

Now, the above two resources are incredibly comprehensive and, consequently, a little overwhelming, so let’s dial it down for a moment:

3. World’s Worst Cultural Mistakes

This short slideshow goes over common gestures around the world, explaining how actions that are commonplace in one region might be offensive in another. For example, eye contact may be the norm in Germany, but in some parts of East Asia, extended eye contact is at best uncomfortable and at worst rude. Take note of the slideshow’s “What You Should Do Instead” advice at the bottom of each page!

While all of the previous resources are fantastic in their own right, one could argue that there’s a level of impersonality to them. Perhaps they lack the “human element.” Fortunately, there is still one item left on this list:

4. ViewChange (on LinkTV)

ViewChange is a series of videos from all around the world depicting the stories of real people, typically with a focus on lifestyles or global development. The episodes range in length, from some as short as five minutes to others longer than an hour. These videos offer an opportunity to engage with individual experiences beyond general information about their cultures; as such, they are an invaluable resource and the perfect one to close off this list.

And there we have it: a variety of online cultural resources are but a click away. Keep in mind, however, that culture is not static. As such, we shouldn’t consider these resources the be-all, end-all of information. Our knowledge of other cultures can and will evolve with time, so long as we allow it!

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

12 Tips For Communicating Effectively Across Cultures

When it comes to effective global teams, “communication” is often lauded as the key to success, and for good reason! Teams that communicate well are teams that understand each other and thus work well together. So, what can be done to increase effective communication among global teams?

1. Implement Global English in verbal interactions.

English may be the lingua franca of international business, but it is still a challenging language to learn and one that has innumerable regional variations and colloquialisms. Global English is a version of English that focuses on clarity above all else. Speaking Global English involves avoiding idioms that may not translate between different languages/cultures, avoiding slang and regional humor, explaining acronyms/abbreviations before using them, and speaking with literal and specific terms (such as using “write” rather than the business-speak of “draw up”). Using Global English can help decrease the risk of miscommunication and misunderstandings.

2. Make accommodations for non-native English speakers.

While Global English is excellent for verbal interactions when translators are unavailable, linguistic accommodations should be made for other forms of communication, such as emails or other written notifications. Employees should receive company-wide communications in their native language. Ideally, translators should be hired to ensure the nuance and specifics of the message are not lost in translation, but there are other options for organizations that may not have larger budgets. For example, there are intranet providers such as Powell that offer immediate translations for users in 60 different languages.

On the subject of written communications:

3. Be clear with wording and intent in written communications.

The fact of the matter is that every individual will likely interpret a written communication differently in some way, shape, or form. As a result, it is critical to emphasize and highlight the main ideas—literally. Highlight, underline, bold, italicize, etc.! Call attention to what needs attention in order to lessen the possibility of miscommunication.

Also, keep in mind the negatives of written communication: a) people often feel more comfortable being critical in writing and b) written communications are more likely to be perceived with a negative filter, i.e. turning a positive email into a neutral one. To address the former, we must always check ourselves for unneeded or overly harsh criticism. To address the latter, it means we shouldn’t be afraid to emphasize positivity in written communications! Use emojis, exclamation marks, whatever makes us smile.

But on that note:

4. Minimize organization-wide communications.

As important as it is to make linguistic accommodations and to be clear in written communications, it is equally important for leaders not to overwhelm employees with messages. Too many unimportant messages drowns out the critical ones, leading to greater risk of crucial messages being glanced over or ignored entirely, a scenario that will certainly breed misunderstandings.

5. Keep time zones in mind for written communications.

A global team means a variety of time zones, which can be difficult for people to juggle. Fortunately, there is a simple solution to this issue: create a database or list that compiles the location (and time zone) of every member on the global team. With such a resource, team members can determine when their work hours overlap and refrain from unnecessarily contacting each other outside of that period. If additional communication is required, employees can consider concluding their email with a phrase such as Our work hours may not be aligned, so don’t feel obligated to respond to this outside your normal work times.

6. Keep time zones in mind for meetings.

Time zones are also critical to consider when scheduling meetings. After all, a 2 PM meeting in New York City is 3 AM in Tokyo. To address conflicting time zones, teams can host multiple meetings in one day to ensure employees can attend the one that best suits their schedule. Alternatively, especially with smaller teams/organizations, meetings can be rotated. In other words, no time zone is prioritized. This strategy means a majority of meetings will occur at a decent time for most team members, and about once a month every member takes the short straw of attending a meeting at a more inconvenient time.

7. Match appropriate technology to the task at hand.

Global teams beget virtual communication, from emails to video calls. As aforementioned, it is important to facilitate clarity in verbal communications with Global English and to minimize the risk of misunderstandings in written communication through making linguistic accommodations, highlighting important details, and not sending an overwhelming amount of messages to the entire organization. However, another important aspect of effective communication among global teams is knowing what method of virtual communication is most appropriate for specific information being shared. A good rule of thumb is that written communication (e.g. emails and texts) is better for one-way information or information that is not immediate, while verbal communication (e.g. voice and video calls) is better for time-sensitive or personal information.

8. Increase cross-cultural awareness.

One of the most unique qualities of global teams is their inherent diversity. However, this diversity can only be appreciated if team members take the time to educate themselves on the cultures of their fellow employees. Cultural awareness ranges from learning what holidays coworkers celebrate (and perhaps wishing them the appropriate celebratory phrase when the time comes!) to recognizing how gestures common in one country may be rude in another.

9. Avoid stereotyping team members.

Cross-cultural awareness, however, is to some extent a double-edged sword. While team members should be encouraged to educate themselves on the cultures and traditions of other employees, they should never make assumptions based on what they’ve learned. If they are confused or curious about a subject, they should approach the appropriate team member to see if that person would be willing to have a conversation with them.

10. Be responsive, supportive, and open-minded.

“The paradox in dispersed teamwork is that trust is more critical for effective functioning—but also more difficult to build—than in more traditional teams.” Cross-cultural awareness and conscious efforts to avoid stereotyping help contribute to trust among global team members in the personal aspect, but the business aspect must be considered, too. Effective communication is impossible if it’s not a two-way street. In other words, team members must stay on top of responding to others—in accordance with their respective time zones—and should thoroughly process suggestions and ideas from their fellow employees before doing so.

11. Bring team members together.

In an ideal, post-pandemic world, this tip would involve in-person meetings on a regular basis (e.g. annually or semiannually). However, thanks to technology, bringing team members together can also be as simple as a Zoom call! Effective communications among global teams requires that team members be familiar with each other. While cross-cultural awareness is an excellent first step here, it’s also good for team members to know a little bit about one another’s interests, families, etc.! Events such as virtual luncheons, team-building activities, and more are great ways to establish social relationships between employees and heighten effective communication.

12. Last but not least, create a team charter.

A team charter is, simply put, an outline of the basic communication strategies a team will have (and ideally, it should be provided in multiple languages). This charter may include information about how and what technology will be used in the team, standard format for emails, time range for expected responses, and anything else that will make the communication experience easier for everyone involved.

Communication is only as complicated as we let it be. I hope these tips will help all of us thrive and better understand one another as we navigate an increasingly-global world!

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization. Reach Dima at DimaGhawi.com and BreakingVases.com.

Engage Global Teams With Empathy

The physical distance that separates global teams presents a challenge enough, and yet too often we compound this literal distance with emotional distance. For every hundred miles a team is apart, an emotional disconnect accompanies their separation. The fact of the matter is that combating this emotional distance is a crucial component of maintaining an effective, productive global team. In other words, establishing empathy between members of a global team is critical.

Empathy can sometimes be an overwhelming word, just as the idea of developing a positive relationship with a person on the opposite side of the globe can feel overwhelming, too. Fortunately, empathy can be broken down into three connected components:

• Cognitive empathy is typically summarized as “putting ourselves in someone else’s shoes”; it is when we imagine ourselves in the situation of another person. 

• Emotional empathy is the most common understanding of empathy. We can consider it the “next step” after cognitive empathy, as emotional empathy is feeling or connecting with the emotions of another person, particularly to better understand what they are going through at a given point in time.

• Behavioral empathy is, as the name suggests, a component of our behavior. It is where we demonstrate our established cognitive and emotional empathy by treating others with kindness, respect, and care. Behavioral empathy is how we show we understand another’s position.

In a global environment, the physical distance between team members presents a large barrier to establishing empathy. This physical distance also generates three specific subcategories of difference that, if not handled appropriately, will compound the empathic struggle: temporal differences, cultural differences, and social differences.

Temporality is best summarized as the way an individual interprets, values, and manages time. Because temporality tends to vary in regions across the world, global teams are often composed of numerous members who do not share temporality, which can lead to disagreements both big and small. For example, in western countries like the US and the UK, the clock interpretation of time dominates, where time is viewed “as a scarce commodity.”  Specifically, this leads to time being treated as a resource that can be measured and broken down; there is emphasis on a person being productive within a short period. In India, on the other hand, a harmonic interpretation of time is more common, where time is viewed as “an aspect of dynamic, living systems that needs to be explored qualitatively”; every second is seen as having natural value. Immediately we notice a difference from the US and UK’s quantitative and India’s qualitative interpretation of time. As a result, without temporal empathy, conflicts may arise between team members from different regions if they do not discuss personal temporality from the get-go.

A common trait of most global teams is, of course, that they are composed of people from different cultures. Because of this inherent diversity, it is crucial that team members make an effort to educate themselves on the different cultures represented in their team. This process is the establishment of cultural empathy, and it will ultimately increase awareness surrounding what potential “conflicts” may arise throughout a working relationship and how these conflicts can be mediated. Not only that, but cultural empathy often leads to cultural appreciation, where a person sees the inherent value and beauty in cultures different than their own. There are simple ways to build cultural empathy: for example, a team leader might host an “international day,” where employees can present information about their culture if they feel comfortable doing so. Another simple technique is to incorporate multiple holiday greetings throughout the year (i.e. more than just “Merry Christmas”), such as wishing a Jewish coworker “Shana tovah!” on Rosh Hashanah.

The aforementioned “social differences” might also be called “lifestyle differences,” and in some ways the establishment of social empathy falls in the intersection of temporal and cultural empathy. Different communities, different cities, different countries all have different expectations in regard to the work vs home division. For some societies, it is expected that family commitments be sacrificed for work. In others, it is more likely that work commitments will be sacrificed for family. Social empathy thus involves understanding how emphasis is placed differently on work vs home depending on region and not penalizing global team members for how they prioritize. It is also important to understand social empathy on the individual level. For example, a man caring for his sick, eldery mother will likely have to put home commitments first; other members of his team should be aware of his situation—as much information as he feels comfortable sharing—and be respectful of it.

I have discussed the primary components of empathy as well as the three areas of empathy most important for global teams to concentrate on. But how can global teams increase their empathy? Are there certain actions they should take or attitudes they can pursue? Fortunately, the answer to that question is an enthusiastic, “Yes!”

1. We must view cultural differences as opportunities.

In some ways, this tip can be interpreted as a mental shift. Sometimes we focus too intensely on conflicts that arise out of cultural differences instead of perceiving these differences in a more accurate and more optimistic way: they are an opportunity to broaden our horizons! People from different cultures bring new perspectives to the table, which allows for increased flow of new ideas and potentially even improvement of the status quo.

2. We must avoid assumptions and stereotypes.

At first glance, this tip seems obvious. “Of course we shouldn’t stereotype people! Of course we shouldn’t make assumptions about their personality or culture!” And indeed, we shouldn’t do any of those things. But the process of avoiding assumptions, particularly amongst global teams where cultural diversity is heightened, runs even deeper. Not only must we avoid assumptions at face value, but we must avoid assumptions—for example—during a meeting. If a particular team member doesn’t speak often, rather than assuming they don’t have much to contribute, we might instead consider that they wait for specific points in conversation to offer input. Always give others the benefit of the doubt!

3. We must develop more and stronger opportunities for employee connection.

It is one thing to preach about the importance of empathy; it is another for there to be opportunities presented to help employees establish this empathy! The most common method for this tip tends to be virtual meetings, be it an official meeting where everyone together discusses company goals or a more casual event where team members simply chat about their interests and backgrounds. There are plenty of fun icebreakers out there that provide an effective and entertaining way for global employees to connect with one another.

I hope this breakdown has helped us all better understand what empathy is, what elements of empathy are most crucial to global teams, and what we can do to improve our empathy. Now go forth and build empathy!

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

5 Tips For Leading During a Difficult Economy

Over the course of my career, whether working with individuals, small businesses, or global companies, I’ve experienced my fair share of challenges and have had to also help others through difficult times. Out of everything I’ve learned, when it comes to leading effectively during uncertain times, I keep coming back to these five principles:

1. Put people first

Putting people above the bottom line is crucial for establishing healthy relationships with employees and building trust. We are all busy, but meeting with team members individually to check in and provide support is well worth the time. I know a manager who once had the difficult job of laying someone off. He didn’t want to do it, of course, but he had to. When he delivered the news, the employee began crying. Instead of acting uncomfortably, the manger paused and asked her if the job she had was one she truly loved. As it turns out, it wasn’t. They had a long conversation about what she was passionate about and discussed possibilities for how she could pursue a job she really enjoyed. He used his experience to help her reflect on what she wanted to do. He spoke with her years later, and she was filled with excitement as she shared how his guidance helped her. She was happy and had a job she loved. I think this shows that as leaders, we can put people first and strive to be a partner in our team members’ success, not just at our organization but as part of their overall career growth.

2. Communicate honestly and often

Some managers tend to avoid communicating when times are bad, but that’s exactly when the team needs to hear from their leaders most. When communicating with employees, be direct and transparent and share information as it is becomes available. Lack of communication, especially when an organization is undergoing change, will only lead to frustrations and gossip. I once worked with a client who decided to change their performance review policy without notifying employees. People were unaware of the new criteria, so they didn’t know that their performance score could be negatively affected. When they had their meeting and received a lower score, they were understandably upset. Leadership knew the team would disagree with the changes, and instead of communicating clearly and offering an opportunity to provide feedback, they handled the situation in a way that damaged trust and morale. This demonstrates that not only is honest communication best from the start, but continued and frequent communication is needed to keep everyone aligned. Importantly, providing a way for the team to share feedback shows employees that we are listening and that we care about how small and big decisions affect people on an individual level.

3. Create a sense of togetherness

We can only be successful as a team if we work together and if everyone takes ownership of their roles. It’s natural that motivation might waver during uncertain times, but we can inspire our team by focusing on the importance of everyone’s position and coming up with group goals that encourage teamwork and instill a sense of togetherness. When we look to the future as a team, everyone is more likely to feel empowered to take responsibility for their part. This reminds me of a story my friend told me recently. She’s a small business owner, and during the pandemic, she lost a lot of clients and many of her contracts were put on hold. The business was suffering, but she didn’t want to lay off any employees. She brought the whole team together and had an honest talk with them to share the reality of the situation and to present two options of how they could move forward: She would either have to let some team members go, or everyone, including herself, could agree to take a 20 percent pay cut with the commitment that everyone would keep their jobs and would receive their normal salary after the pandemic was over and the business recovered. The team agreed to the second option, and everyone kept their jobs. It’s a really great example that demonstrates how a team will come together and take ownership of their role when they see that their company treats them as more than a number. Their leader came to them with an alternative and showed that she truly valued them and didn’t want to make any cuts. As a result, the team was motivated to come together to not only keep their jobs but to support their co-workers and help the business survive. 

4. Follow up on promises

In good times and bad, we need to show our employees, our suppliers, and our customers that we are committed to following up on our promises. How we react when things are difficult will reveal our priorities and impact our business relationships. The COVID-19 pandemic challenged many companies to deliver on their promises and remain consistent with their brand values. Airlines in particular were forced to adapt to new procedures and protocols, and some did more than others. Airline companies always say that safety is a priority, and during the pandemic, that commitment took on a new meaning – to protect passengers’ health. There were some circumstances where I had to travel and was incredibly nervous to do so. When I browsed different airlines, it became obvious to me that some were remaining true to their brand promise of safety and others were not. Some companies went above and beyond from extra cleaning to keeping the middle seat open. Others couldn’t wait to pack the plane full of people. That really affected my brand loyalty because when things go wrong, I want to support the company that keeps their promises and puts me, as a customer, first. If we want our customers to come to us and not our competitors, we have to deliver on our commitments, even in turbulent times.

5. Take care of yourself

Self-care has been a really popular topic recently and for good reason. We cannot help others if we are not taking care of ourselves, and we cannot be effective leaders if we don’t prioritize balance. If we neglect sleep, eating well, exercise, mindfulness, and all of those things that support our emotional and physical health, we will easily run out of energy to handle challenges and lead our teams effectively. There was a time in my career where I put work above everything, including my health. I was working on a high visibility project that was extremely stressful; it was particularly challenging because I didn’t agree with some of the higher-level decisions, so I was being tested in many ways – personally and professionally. I neglected my personal health so much that I actually ended up in the hospital for three days, and guess what? I didn’t even get to complete the project. My priority was work, but ignoring my needs as a person meant that I wasn’t able to be a good leader. As leaders, we set an example for our team. If we are able to put our best foot forward and remain motivated, our employees will take inspiration from that. If we are drained and have a negative outlook, the team will pick up on this, and it will affect morale and the tone of the organization.

What about you? What tips have helped you to continue to forge ahead?

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

3 Common Mistakes Businesses Make During Difficult Times

During turbulent times, many businesses operate with fear and put the bottom line first. This causes companies to make common mistakes that lead to even bigger consequences.

1. Cutting headcount – When times are tough and the budget is tight, cutting headcount may seem like a solution to reducing spending, but in reality, it creates fear across employees and stunts creativity. Resorting to layoffs indirectly communicates to the team that the organization will put itself above the people who support it.

2. Stopping payments to suppliers – Similarly, when organizations stop paying suppliers, this ends up not only hurting long-term relationships but also hurting the suppliers, potentially causing them to go out of business. When a company puts itself above others, they end up damaging connections they might need later. This short-sighted approach will lead to long-term problems.

3. Not adapting to market demands – Many companies want to lay low during difficult times, but I think there’s an opportunity to evaluate how we can continually evolve our business models to adapt to what the market needs, whether that is a new product, new service, or identifying a new target audience. We can always do better and keep growing. This allows us to find areas of new revenue that we may have missed out on in the past. With a fixed mindset, an organization won’t be able to survive. 

Even difficult times, like the COVID-19 pandemic, bring an opportunity to build trust, strengthen partnerships, and examine our business model. Most importantly, sticking by our team and partners is the best way to relay the unspoken commitment that we are all in this together for the long term.

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

# 1 Princile For Guiding Companies Through Turbulent Times

We should focus on people first, and I don’t just mean employees.

Companies should focus on their business partners and suppliers, too. Challenging times provide an opportunity to build trust and show we are dedicated to their success. For example, when the stock market crashed in 2008, there was a Fortune 100 company that brought things within their business to a halt. They stopped paying their suppliers and cancelled orders even when they knew their suppliers had already begun work. Then, there was another Fortune 100 company that made it a priority to move forward with their orders and to pay suppliers in full without asking for discounts or exceptions. They may not have needed all of the inventory anymore, but they believed helping their suppliers stay in business was more important than suffering a short-term loss of their own. Relationships come first and people come first. If companies can’t show commitment to employees, partners, and suppliers when things are tough, how can those people believe that the company will be there for them when things are going well? Turbulent times allow us to demonstrate dedication to our whole team’s success and to continue building trust. 

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

Tips for communicating difficult news to the team

How we handle communication with employees and customers during difficult times, especially when delivering bad news, reveals a company’s priorities and can make or break trust between managers and their teams. Even if the news is unfavorable, there is still a way to approach it with empathy. When it’s time to be the bearer of bad news, I recommend thinking about it in three phases – before, during, and after.

Before reaching out to the team

Prepare both emotionally and logistically. What kind of questions will you be asked? How much information can you share? What are your team’s options? These are important things to consider, and I often prepare a list of questions to practice and help navigate even the most difficult questions with confidence. Also think about options or opportunities that may assist the team in moving forward. During all of this preparation, it’s essential to also take care of ourselves. When we are delivering bad news, especially when we don’t agree with the decision, we need to manage our stress, take deep breaths, and be mindful of our emotions so we can approach the conversation feeling balanced.

During the conversation

Be clear and avoid mixed messages both verbally and non-verbally. Pay attention to body language; crossing our arms might make us seem aggressive and fidgeting our fingers can make us come across as nervous. These cues will conflict with the calm and composed environment we’re trying to create. Make sure to also explain how the decision was made to demonstrate that the process was thoughtful. Then, focus on the future. When possible, share options that might help the team to keep perspective, but don’t make empty promises. Throughout the whole conversation, be empathetic and pause and listen to the team as they provide their feedback. Reflect on how they’re feeling and make an effort to connect with them. 

After communicating difficult news

Following up is critical. If you promised something – do it. Also take the opportunity to reflect on how the conversation went to determine areas of improvement.

Of course we hope we won’t have to continually deliver bad news, but it’s better to prepare and learn from past conversations to make the process easier in the future.

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

4 Important Ways to Accommodate Nursing Mothers in the Workplace

A nursing working mother once shared with me that whenever the time came for her to pump milk, she would go to the bathroom to do so. Yes, the bathroom, a space full of germs. Not only was there no lactation room available for her, but when she asked for a chair to make the pumping process easier, she was met with questioning of her intent. Another woman I know also had no lactation room available in her workplace, and she informed me that while she didn’t have to pump in the bathroom, she did have to pump in a small, unclean break room. There were french fries on the floor, lettuce on the table, and a dozen other signs of coworkers who didn’t know how to clean up after themselves. Scenarios like these are widespread. More and more organizations are touting the need for inclusivity in their workplace, but one area that is too often overlooked is the inclusion of nursing mothers.

Breastfeeding discrimination is widespread, with many new mothers like the ones I discussed above being forced to pump milk in bathrooms because there are no lactation rooms available. Situations like these occur despite the fact that in 2010, Congress passed the Break Time for Nursing Mothers law (an amendment to the Fair Labor Standards Act [FLSA]) that requires an appropriate amount of time be provided for breastfeeding parents to pump milk in a private place. Moreover, the law specifies that said private place cannot be a bathroom. It is illegal. How many organizations have violated this law? How many mothers have not even aware their rights?

As aforementioned, many organizations have started making efforts toward greater inclusivity in the workplace, because they truly do want to create a healthier, more welcoming work environment. However for many executives unless they were recently involved with breastfeeding, the idea of accommodating nursing mothers through a lactation room or other means doesn’t even occur to them. Heartbreakingly, too, many women don’t speak up about the inconveniences that they face. The first woman I mentioned gave me her explanation: “I just did it. I didn’t even think about bringing it up to my management.”

A mid-size company recently constructed an amazing big new building, receiving praise from local media for the beauty of the architectural design. The executive team is proud of their new workplace, and perhaps understandably so. But they forgot one crucial component: a lactation room. And it’s not only smaller organizations like this one that struggle to properly accommodate nursing mothers; national ones do, too. Consider the Bank of America.

In 2020, the US Department of Labor’s Wage and Hour Division “investigated and alleged [that the Bank of America] failed to provide reasonable break time and a space free from intrusion for a nursing mother to express breast milk at a Tucson, Arizona, location” in accordance with the FLSA. As a result of this investigation, the Bank of America intends to implement changes in all of their locations to properly accommodate nursing mothers, beginning with the bank in Tucson. These changes include alterations to buildings and training for managers.

Providing a lactation room demonstrates care for staff, emphasizes the importance of family, and supports a woman’s desire to both have a job and be a mother.

Here are four things all organizations should consider when accommodating nursing mothers in their workplace:

1. Provide adequate private space.

Federal law dictates that having new mothers pump in the bathroom at work is illegal. Locations such as a lunchroom are technically legal, but are highly discouraged. Doctors all assert that pumping breast milk is most successful when the mother is relaxed. Lunchrooms sometimes do not lock, and even when they do, constant interruptions by people knocking on the door and asking, “Are you almost done?” or “How much longer do you need?” do not contribute to a relaxing environment. As such, if organizations do not have a lactation room and cannot at the present time build one, they should consider any of the below possibilities:

• Converting a space, such as an unused office, into a temporary lactation room. Ideally, this space will be close to the nursing mother’s work station.

• Creating an arrangement with a neighboring business to share their lactation facility.

• Creating an arrangement with individual owners of a building (such as a shopping center) to provide a lactation room.

• Sending a breastfeeding mother to another of the organization’s locations that does have a lactation room. The organization should preferably provide the mother transport to and from this location or compensate her for any money she spends travelling there.

• Having a mobile, outdoor breastfeeding station (so long as it is appropriately shielded and free from possible intrusion).

• Offering paid time off for the mother to go home or travel to an alternate facility of her choosing.

2. Provide appropriate amenities.

This includes providing reasonable accommodations to make the pumping process pass convenient for the mother:

• A comfortable seat in the lactation room.

• A small, movable table for the pump machine to rest on.

• A lock on the room’s door to ensure privacy.

• Access to an electrical outlet for the pump.

• Access to a sink for the mother to wash her hands and rinse her equipment.

• Incandescent lightning (ideally on a dimmer) rather than harsh fluorescent lighting.

• A small fridge for the mother to store breast milk in.

Storing the breast milk in the break room fridge is not ideal. It has been mistaken for coffee cream in the past. If there is no way to provide the mother with a small fridge of her own, organizations should consider designating a specific shelf in the main fridge for her breast milk to avoid any potential confusion.

3. Provide reasonable break time.

Again, federal law dictates that reasonable break time be given for women to pump milk, with the important acknowledgement that the amount of time and the number of breaks will vary with each individual. The following excerpt from the Harvard Business Review outlines basic information for organizations to consider when designating break time for breastfeeding:

“Most nursing parents need 2-3 breaks during an 8-hour workday, depending on their baby’s feeding schedule and their bodies’ needs. Expressing breast milk typically takes 15-20 minutes per session, but sometimes longer. Some additional time is needed to travel to and from the lactation space, set up the pump, disassemble and clean up, and store the milk, which is why providing amenities and a pumping location that allow those to be done efficiently is worthwhile.”

Not only must an organization provide this time for pumping milk, but it is crucial that they do not reduce an employee’s compensation for time spent pumping, either. There should be no shame or negative consequences associated with it.

4. Develop and enforce a written lactation policy.

By having a written lactation policy that includes information about the process for requesting accommodations, an organization can ensure that all individuals higher up on the chain can respond to these accommodations in a timely manner, in a fair manner, and within compliance of the law. This policy both protects organizations from fates such as the one that befell the Bank of America and reassures nursing mothers that they can and should make their needs known. A lactation policy demonstrates that an organization is committed to true workplace inclusion. A sample policy can be found here.

The organization should offer training to staff, especially managers, supervisors, and HR, about their specific policy. For example, how they can respond to lactation requests, and who they might contact if they’re uncertain. These professionals should also receive training about the health and working needs of nursing mothers in general.

At the end of the day, a working mother should never have to choose between her work and her family. Nursing mothers have a right to accommodations in the workplace and it’s about time we started providing them.

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization.

Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.