Microaggressions are a covert form of discrimination that, whether intentional or not, can be particularly harmful to diverse populations, including those of color, with disabilities, women, LGBTQ+, and other communities. Microaggressions are a piece of a much larger, systemic problem — thus, one way for employers to approach and confront microaggressions is to take a holistic approach to racism, sexism, and other forms of discrimination as a whole in the workplace.
This month, as we take a glimpse into a few types of microaggressions, leaders at Tierney, a full-service advertising and public relations firm based in Philadelphia, offer insight into their Actions for Change, a series of intentional steps the agency is taking to silence racism experienced specifically by Black professionals in the workplace and communities at-large.
First, it’s important to understand that a microaggression differs from a simply rude or insensitive comment or action.
Generally, what separates a microaggression from an insensitive comment or action is the suggestion or implication that the presence, or lack thereof, of a particular trait or an individual’s circumstance has to do with their membership to a specific group. Often thought to be unintentional or innocuous, studies have shown that microaggressions can actually be linked to unconscious bias.
Microaggressions can occur in any setting, from doctors’ offices and health systems to academia and college campuses, and can present as both verbal and nonverbal. In a professional setting, microaggressions can look like repeatedly misgendering a trans coworker; commenting on a Black colleague being “well-spoken” or “articulate,” with the implication being that you expected them to be less so; constantly stepping in to assist a colleague with a disability that has not asked for help; or simply failing to acknowledge or give credit to the contributions of marginalized professionals.
One approach to combatting microaggressions is to view them as a piece of a macro-level issue: forms of systemic discrimination.
Tierney’s Actions for Change takes a holistic approach to discrimination as a way to address covert forms (like microaggressions) and outright racism. In order to inclusively lay a path towards antidiscrimination, Tierney leveraged their dedicated, employee-led DEI team focused on building a culture of inclusion across the agency to help set the groundwork for Actions for Change.
Team members regularly engage in open, honest dialogue during monthly “community corner” events; interactive workshops on DEI topics selected by the team that encourage learning through practice; resources dedicated to special initiatives, like establishing a diverse vendor database; and updates to outdated processes that make signaling microaggressions or discrimination in work and language more accessible. Tierney’s Actions for Change team has prioritized an approach that is both holistic and surgical where needed, placing keen emphasis on building understanding and guiding behavioral change.
Building an effective DEI practice starts from within, with internal leaders and teams proactively identifying the shortcomings of their current strategies.
Like with most DEI strategies, seeking out the perspectives of all employees, leaders, and teams is key. When this internal social listening is combined with an external assessment, employers can begin to build a complete picture of where they are in their DEI practice, and how combatting covert discrimination can get them to where they want to be.
As evidenced in Tierney’s Actions for Change, an employer’s greatest resource is its employees when it comes to organizational change and growth, as well as the organization’s impact on the communities in which it does business. Confronting discrimination in the workplace will also influence how your employees support, engage, and interact with your clients, partners, and other stakeholders.
As employers look to build their own DEI action plans, particularly focusing on identifying and combatting microaggressions, it’s crucial that employees have opportunities to speak directly from their day-to-day experiences at work. This provides the qualitative data needed for employers to make informed plans and progress and can also lead to shared learning through resources like Tierney’s internal Content for Education & Reflection document, a living resource updated by Tierney staff to sustain conversation on relevant topics.
Finally, seeking guidance or mediation from an external consultant can help leaders at your organization see what is not represented in your DEI plans, whether that be people or ideas. Per Tierney, seeking an outside person or team can be useful in fielding feedback from employees or illuminating a gap in a nonconfrontational way that only a relatively impartial outsider can often do.
As the Chamber continues our longstanding commitment to the fight for equality, we’re highlighting ways our business community can meaningfully increase diversity, equity, and inclusion to bring about lasting change in the workplace.
Through our Diversity, Equity, and Inclusion (DEI) initiative, we work to drive economic competitiveness, highlight diverse employee populations, and promote inclusive growth throughout our region.
