Self-Monitoring: A Diversity Behaviour You Need To Understand

Are you the kind of person who changes their behaviour based on who’s around you?

Turns out that there’s a name for that and it’s not what you think

In today’s show we discuss several things including:

  • The difference between acquisitive and protective self-monitoring
  • The type of people who may engage in self-monitoring
  • My own experience with self-monitoring and much more

Here’s some of what we discuss on the show:

Self-monitoring reflects the extent individuals differ in their responses to social cues.

“Self-monitoring involves the degree of concern individuals have for behaving appropriately in a social setting”

Self monitoring is a personality trait

if it’s not part of your personality.. it becomes tiring. You could even think about it as a form of emotional labour or identity work”

Some people engage in self monitoring because they feel they need to

People who are underrepresented, marginalised or disadvantaged at work may engage in self monitoring behaviour”

SHOWNOTES

Mark Snyder (psychologist) – Wikipedia

Interactive Self Monitoring Scale.

The Performance of Self In Everyday Life  [Book Review]

What’s good for the goose may not be as good for the gander: the benefits of self-monitoring for men and women in task groups and dyadic conflicts

How Façades of Conformity Reveal An Inclusion Issue

Why Having a Babyface Helps Black Leaders in the Workplace [Research Breakdown]

The Emotional Labour of Diversity & Inclusion

A Beginner’s Guide To Identity Work And Why You Need To Understand It To Promote Diversity & Inclusion

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences