Some of the biggest challenges organizations face today are the disconnect between their stated culture and the culture experienced by their people. This disconnect can exist between diversity, equity and inclusion (DEI) goals, and measurable DEI actions; and between environment, social and governance (ESG) ambitions and trackable ESG achievements, among other things. Imagine if one of the ways those gaps could be acknowledged and closed beyond employee surveys is if every organization designated a person or team whose role was simply to be a confidential, off the record, neutral resource to brainstorm solutions to work related conflict and concerns, informally facilitate resolution for individuals and share trends and upward feedback with leaders within the organization. As it turns out, some organizations have done exactly that. The role is known as an ombuds, sometimes referred to as an ombudsman.

Sana Manjeshwar, Global Ombuds Manager at Chevron, joined Lean In Network | Energy’s president, Denise Mannix, for a virtual coffee chat recently. They talked through the ombuds role, its function and impact, and Sana’s experiences in navigating individuals’ and organizational needs with neutrality while inspiring trust from both.

The formal definition of an ombuds is one that is appointed or employed to assist individuals and groups in the informal resolution of work-related conflicts and empower a speak up culture if they have concerns regarding the organization. The concerns could be raised by employees or managers—even external clients. According to the International Ombuds Association, the two primary responsibilities of an ombuds are to explore and assist individuals and groups in determining options to help resolve conflicts, problematic issues or concerns; and to bring systemic issues to the attention of the organization for resolution.

Sana—whose background includes psychology, employment law and HR—made her move to ombuds management when a colleague reached out to her regarding an opportunity. At the time, Sana was exploring moving from her law firm to an in-house role. She was excited about the opportunity to make an impact on the organization she would join.

“What we provide is a safe space for no consequence conversations at work,” said Sana. “What I love about this job—which I really took a chance on 11 years ago and I had no idea what I was falling into—is that we provide a safe space that helps empower our colleagues to bring their best selves to work –every single day. If we’re going to bring ourselves to work, we should all feel as if we can have all we need to have dignity and respect in the workplace.”

Where organizations do not have safe spaces for confidential, off the record discussions like an Ombuds program, there are challenges around soliciting upward feedback creating anonymity in the process and protecting confidential conversations, Denise pointed out, especially when people—particularly women—feel insecure in their role. This is particularly true in times of economic, social or market instability, much like the world has experienced over the last few years. “People are used to putting their heads down and not making noise,” she said, “Because they’re so scared of being put on ‘that list.’”

Trust and psychological safety are the foundations of any successful organization and team, Sana responded. To reinforce this for those who seek support from the Ombuds office, Sana assures people that all conversations are off the record and the ombuds must adhere to the code of confidentiality as stated in the International Ombuds Association Standards of Practice. To reinforce her position of neutrality, Sana is careful to discuss options for actions rather than making recommendations. She stressed the importance of staying true to the purpose of her role. Even when she feels there are clear actions that should be taken, her responsibility for helping the individuals or groups make their own decisions must override her instincts to act except in cases where someone may be in danger.

When asked why some organizations have ombuds programs, Sana said that about five percent of Fortune 500 companies have one. For some companies, creating an ombuds program came about following a U.S. Securities and Exchange Commission (SEC) violation or a similar situation in which employees indicated they did not feel safe reporting concerns or violations internally. Once implemented, some companies recognize the value to their organizational culture and choose to keep the function even after the requirement expires. In fact, an ombuds program may even reduce the number of reports to the Hotline that are better suited for a conflict resolution coach like an ombuds. Examples of these concerns include seeking more diversity in celebration of holidays, challenges with a colleague who comes into work sick regularly but does not wear a mask, or a personality conflict or a challenging feedback discussion. Ombuds are empowered to help individuals and groups creatively and productively solve issues outside of traditional HR or legal channels.

Specifically related to DEI or HR issues, Sana and her team help to mitigate the polarization of opposing views and discussions around them in the workplace. DEI objectives are not necessarily about creating a single stance on an issue but rather about creating empowerment through a culture of psychological safety so that everyone can bring their best self to work. It’s about fostering honest and courageous discussions on the issues—which is at the heart of inclusion.

“It’s an absolute joy to do this role, I love my job”, said Sana. “And I’m so happy that 11 years later genuinely I’m skipping to work every single day because of the impact that we see with employees—and especially with women. We’ve really seen them thriving after coming to us and they’re in a much better place than they were in before.”

You’re invited to watch the full Lean In Network, Energy Coffee Connection with Sana Manjeshwar to learn more about the role of ombuds and its potential for strengthening organizational culture, furthering

DEI objectives and empowering individuals to bring their best selves to their roles.