Modern workplaces face challenges in fostering employee well-being and achieving diversity, equity, and inclusion (DEI).Research in organizational psychology suggests a solution: cultivating four key freedoms for employees.
- Freedom to Be Authentic: This first freedom involves bringing your true self to work – your personality, perspectives, and experiences. Authenticity fosters well-being and benefits the organization through a wider range of ideas and approaches. Leaders can cultivate this freedom by creating welcoming environments that embrace diverse backgrounds and viewpoints. This might involve fostering subcultures or employee resource groups where people with shared identities can connect.
- Unequal Access to Authenticity: The current reality is that not everyone has equal access to authenticity at work. Many feel pressure to conform to norms or hide parts of themselves they believe aren’t valued. This is particularly true for marginalized groups who often face performance pressure and stereotyping. Leaders can address this by being mindful of how employees experience authenticity and actively creating a sense of belonging that celebrates diversity.
- Freedom to Become: This doesn’t mean cutthroat competition to be “the best.” It’s about identifying and developing your strengths. Leaders can help by providing data-driven feedback that focuses on strengths (rather than just weaknesses) and ensuring access to mentorship and development opportunities for everyone. Currently, there’s an unfair advantage for those considered “high-potential,” who receive more support.
- The Myth of Fixing Weaknesses: A common misconception about achieving your “best self” is needing to fix all your shortcomings. Our brains tend to focus on weaknesses, which can distract from our strengths. The freedom to become asks how we can grow in areas where we naturally excel.
- Normalizing Strengths-Based Conversations: To ensure everyone unlocks their potential, we need to normalize data-driven conversations around strengths. Sharing positive experiences and focusing on what works can help individuals identify areas for growth.
- Equitable Opportunities: Development opportunities like mentorship and sponsorship should be equally distributed across the organization, regardless of status, background, or stereotypes. Without this equity, many won’t reach their full potential.
- Freedom to Fade: This refers to being able to step back from constant pressure and recharge. Burnout is a major concern,especially for those with caregiving responsibilities. Leaders can offer flexible work arrangements that accommodate diverse needs.
- Unequal Access to Disengagement: There’s currently an imbalance in who can “fade” at work. Dominant groups often have more freedom to manage their workloads and set boundaries. This disadvantages marginalized groups who may feel they can’t afford to take breaks. This can exacerbate burnout and hinder advancement.
- The Myth of Constant Availability: The myth that “fading” leads to failure creates a culture of overwork. Leaders can address this by fostering healthy boundaries and encouraging employees to prioritize well-being.
- Freedom to Fail: This might seem counterintuitive, but a fear of failure can stifle innovation and growth. Leaders can create a culture where calculated risks are encouraged, and learning from mistakes is valued.
- Achieving True Inclusion: Unequal access to these freedoms undermines inclusion efforts. When everyone feels comfortable being authentic, developing their strengths, taking breaks, and learning from mistakes, workplaces become thriving environments where everyone feels valued and can contribute their best.
The Freedom Experiment
Imagine a workplace transformed. Employees bring their authentic selves, energized by the freedom to be. They pursue their passions, their strengths nurtured by the freedom to become. Flexible schedules and healthy boundaries allow them to fade when needed, returning refreshed and ready to contribute. A culture of psychological safety embraces calculated risks, where the freedom to fail becomes the freedom to learn and grow.
This isn’t just a utopian dream. The research is clear: fostering these freedoms benefits employees and organizations alike. It’s an experiment worth trying, a path that leads to a more engaged, innovative, and successful workplace for all.
The choice is ours. Will we continue with the status quo, or will we dare to cultivate a workplace where everyone can thrive?