This episode is part of the Culture Fit project that Carol recorded with her son-in-law Peter Cruz. In this episode, Carol, her cohost Peter Cruz, and their guest Ariel Salome discuss:
Ariel Salomé thrives on challenging assumptions and limiting beliefs, reframing challenges into opportunities. She possesses the uncanny ability to constructively disturb the status quo to the point where it opens the floodgates of possibilities, leading to transformation. For the past 18 years, Ariel has served as a training & curriculum designer, DE&I practitioner and group process facilitator. She just returned to California from Washington D.C. where she managed National Science Foundation grant-funded projects in STEM higher education reform, supporting the development of STEM faculty leaders across the nation. Ariel is now known as the “Corporate Healer” as she coaches and develops the next generation of leaders in tech as the PM for Leadership Development at Lyft. Ariel is also the founder and space holder for METANOIA, a spiritual community of practice. Ariel received her BA in Sociology and dialogue facilitation training at Occidental College. She completed ICF comprehensive coaching certification and doctoral-level training in human and organizational development at Fielding Graduate University. Her research and practice include transformative learning, ontological coaching, and the somatic release of intergenerational and racialized trauma. She believes that the world’s greatest problems can find solutions when we show up as fully human and fully divine.
Important Links and Resources:
Ariel Salomé thrives on challenging assumptions and limiting beliefs, reframing challenges into opportunities. She possesses the uncanny ability to constructively disturb the status quo to the point where it opens the floodgates of possibilities, leading to transformation. For the past 18 years, Ariel has served as a training & curriculum designer, DE&I practitioner and group process facilitator. She just returned to California from Washington D.C. where she managed National Science Foundation grant-funded projects in STEM higher education reform, supporting the development of STEM faculty leaders across the nation. Ariel is now known as the “Corporate Healer” as she coaches and develops the next generation of leaders in tech as the PM for Leadership Development at Lyft. Ariel is also the founder and space holder for METANOIA, a spiritual community of practice. Ariel received her BA in Sociology and dialogue facilitation training at Occidental College. She completed ICF comprehensive coaching certification and doctoral-level training in human and organizational development at Fielding Graduate University. Her research and practice include transformative learning, ontological coaching, and the somatic release of intergenerational and racialized trauma. She believes that the world’s greatest problems can find solutions when we show up as fully human and fully divine.
Important Links and Resources:
I am Peter Cruz and with all as always with me is
Carol Hamilton: Carol Hamilton, or you want to be here with you Peter and Ariel.
Ariel Salome: Great to have.
Peter: So just as an introduction, Carol has already mentioned our guests' names. So Ariel, tell us a little bit about.
Ariel: Hi, everyone. Thank you for having me. My name is Ariel Salome, and I always liked to lead with who I am, what I love, what lights me up and what I have to offer to the world. So I eliminate pathways for leaders to embrace their full humanity. Which in turn gives them the permission to give others around them to do the same thing. I craft experiences that turn on light bulbs and produce aha moments, but ultimately I'm a healer. So leaders are no longer called to be on blockers and closers, but the holders and the keepers of the mental, physical, and emotional wellbeing of their teams. And I believe that the world's greatest problems, including systemic oppression can find those healing solutions. When we show up for each other as fully human and fully divine.
Peter: Wonderful. How I guess to start us off is how it sounds like it's going to be a very lengthy answer and response, but how has 2020 impacted you.
Ariel: Well, 2020 has actually been good for me. Yeah. I, I, anytime I interact with my team, anyone that I have contact with is as you can tell from my introduction, fully human and fully divine, I advocate that we always show up in our full awareness of who we are as creators and as human beings. And so I just see this as an opportunity for consciousness and the expansion of consciousness. And what that means is that there are so many things that have been beneath the surface, just kind of bubbling, almost like a volcano. So 2020 was that push to get all of the lava to kind of pop out. Scary, right. Nobody wants to be overtaken by the hot magma coming from the center of the Earth's core. However, it's a natural process. It's a cleansing process and. The study, all climates are environments that have volcanoes such as Hawaii. there's a really, there's a beauty that really evolves after the cooling of the magma. There are particular plants, floral, and fauna that thrive in that environment. And I see this as a kind of evolution. So for me, I've landed in my career at a tech company. I worked for Lyft. I am the program manager for inclusive leadership. I also have my own coaching and consulting firm amid a NOAA experience. And I've had this kind of transformation of my own. So 2020 has been great. And I just see it as a healing opportunity for us as individuals and as a collective.
Peter: Yeah. It's certainly there, there certainly has been instilled, like, I think this is one of the first. Like I guess I've only been alive for like 31 years, but like in the mind, short time, just seeing how you're actually witnessing a lot of change and you're like in the action, you're actually being a part of it. Like, these are the things that people will read about, decades from now. So it's interesting, but also very foreign and unique and uncomfortable at times to be a part of it, like trying to question what you can do as an individual who may not be working in some of these professional spaces or, if you are a kind of a quote, unquote cog in a wheel at an organization. Like what can I do to try to steal the change? For those people, we will talk about like, I think leaders in those spaces. But for people who are kind of. Active members of the change, but may not have the power to instill it. What has been your experience with them? Like what are some words of wisdom for those people?
Ariel: Yeah. So let me clarify this. I actually think that everyone is a leader, so it's not just about where you sit in an organization, but you're the leader of yourself first. You're the leader of your family? You're the leader. Non-positional leadership is just as important as positional leadership. We all have a part to play in this kind of evolution. I love Benjamin Zander. He's an orchestra conductor, and he talks about leading. Any seat bets are in. So we know that in the symphony, those who are in the first chair I played the violin as a child. And so, being that first string is what you are in, in the first seat is what you aspire to.
But everyone in the orchestra has a part to play that is very critical and important. So it's really, I like to say, if you, if you bolster your own. Of self first, right? Where do I fit into this macrocosm of society and all of the societal ills and the structure that exists, where is my place? And I say that it just starts with education, educating yourself, enlightening yourself, and then. Spreading your own personal gospel after. Yeah.
Carol: And I loved how you described it. Kind of 2020 is the metaphor of the volcano and what's been bubbling underneath for a long time. And for some folks that. The question for 2020, why's why now? Why, why did it take y'all so long to have some awareness of what's been going on for a very long time. But there've been folks trying to do education and trying, building kind of a I don't know it's in some ways, like getting people ready to then this outside, I don't know. It's not really outside, but all these forces coming together in a particular moment, allowing company difference. Whoops. They want my pen allowing something different to happen. But yeah, it's been building for a long time.
Ariel: Yeah, there's a, there's a concept part, the law of diffusion of innovation.
And I believe Daniel Pink's book is the tipping point, or is that Malcolm Gladwell? I'm not sure it's one of them, but the whole point, the whole point is there's a scale by which people you have early adopters, and then you have the great majority. And I think we've just reached that majority. And so we're starting, we've seen the tipping point.
And now the rest is kind of like waiting for people's old ways to kind of die out. And with this, the oncoming generations to really carry these messages forward, because I think that the whole, the next generation of. And just like beings are gonna, Ooh, I do not feel like the amount of I guess I think because people who are, I guess, a little more resistant to the change will just feel like they're just overwhelmed with this wave and this rush.
Of change because I think the generation below me, like generation Z, like they are far more with it than I ever was at their age. And, they have the vocabulary, they have the quote unquote arsenal and, and I think, with millennials and gen X, so like as they're, I guess we're moving up in these organizations as well. So, and if we're trying to, I guess, More receptive to feedback. I think that's always something that I faced when I was an employee talking to someone much more senior. It's just that open door, that flexibility, that, that, that kind of desire to change and leave something better. Wow. I'm going to do my best to like, try to instill that change. Probably going to feel at a place because of what I've been used to in the professional landscape versus what everyone who's going to be coming up in their workforce. You mentioned how we all have different roles in this for people in regards to diversity equity inclusion, who may be part of the majority. And I think allyship and co-conspirator ship or terms that have been thrown out there. How, how can they act on their desire to be one of those people, but not knowing where to start?
Ariel: Yeah. Yeah. I like to say that it begins with cultivating courage. There's this level of like a zero F's that you have to give. And I like to consider myself to be a status quo disruptor. And I think if we take on that persona, if you will, to be a status quo disruptor, and just be like, you know what? This is. And it comes down to meetings. When you hear, interrupting emails, I've done that at previous employers, I've seen, I've been CC'd on emails and I've interrupted language that wasn't inclusive. I've been in meetings and I'm like, Hey, I haven't heard from so-and-so. Let's make sure everyone has. When I do leadership trainings for lifts and we do a word cloud in the beginning of our inclusive leaders training is where who's in the room and who's not in the room. So yes, of course, I'm going to keep referencing leadership because my personal philosophy is everyone is a leader and I do leadership development. However, Just for the everyday individual contributor. Who's not a people manager, just that, like I said, taken on that persona of like, if I see something I'm going to say something and, and it's, it's safer to do so now than it ever has been before. And learn. Go ahead.
Carol: What were you saying about stepping into courage and building those muscles for courage, because I think one of the I mean, one of the cultural values in, in white culture is being polite and, being conflict avoidant and skirting around the issue. And so you, you're having to step into something that's kind of counter cultural and, and. But I think it is in those small moments, right? I mean, there's so much culture. We talk about culture is kind of this big thing, but it's really made up in all of those small moments, interactions between people. How are you showing up? And so it goes back to that, each person can be a leader if they're thinking about how they're showing up and, and it may not be calling people out, it may be asking, asking that disruptive. It interrupts the kind of just status quo, normal, how we might go about.
Ariel: Yeah, absolutely. And we've witnessed that this week as a country, as a global community, when Meghan [Markle] and Prince Harry came forth to share their story, it took a lot of courage and it also showed like, this is real, you know? Yes. And everywhere. We have this culture of silence, because that's just the way it's been. I mean, if that wasn't one of the top themes of Megan's experience was this is how it is, everybody's gone through it, you know? And it's like, Does it really have to be that way, especially for those who like pledged awardees and fraternities I've always thought like, well, why do we have to keep doing it?
Carol: Just because it was done that you can't, we have the hazing and sororities and fraternities hazing in professions.
Ariel: Exactly. Yeah. Well, I had the, I had to do that. XYZ entry level person. So you got to do a hazing theory. Yeah. I just came from five years working in academia and higher education. The process of obtaining a PhD and becoming a tenure faculty member is just as fraught with hazing as ever. So with all of these, right. That's a theme that we're seeing. So why can we just ask ourselves why? And is there room for something else?
Peter: Yeah. And what's, it's like this history of modesty within like kind of like white supremacy culture, like. What do you, what are some, I guess, I guess maybe I'm asking for like a free lesson here, a pro bono lesson, but like for, for younger people of color who had to assimilate into these like institutions, how, like, what are some recommendations for them to like, kind of shake it off and, have, I guess the courage and build that stuff when they've kind of been beaten down.
Ariel: Yeah, I would say that. One tip, I would say, is find community and find your safe space. I have been fortunate to land in a place at Lyft that values people being their authentic selves and being able to bring their full selves encouraging, if you're in a position of leadership or an influencer in any culture, can you. Can you create a space or a safe for everyone to be themselves, to disagree on something and to move forward? I also, I also would suggest, imposter syndrome, I just came out of a lovely with Dr. Chayla white Ramsey taught. She taught imposter syndrome for the forum. Great, great group in a network of women who are teaching career development. And it's, it's a pastor syndrome is a really high experienced psychological experience for people of color. And then we also in whistling Vivaldi, the author talks about what it means to have a stereotype threat. They kind of all fit in the same category of what it means when this perception of who you are, because you're a member of this group that's underrepresented or that's melanated, or that's clear that, this. Somehow going to impact how you're able to show up, but how can you challenge even those internal narratives that because you don't quote unquote fit in one way that I did this for myself personally, because I am a spiritual mystic. And so I infuse that in everything that I do. So it's really hard to give an answer that does not have some type of spiritual undertone.
So I'm really big with affirmation. And one thing in my early twenties, when I was having a difficult time finding my place in my work style, and how to lead and how to build teams. I said, I bring value wherever I go. And I just kept saying that to myself because I was receiving these messages. Like you're not valuable, you're creating problems, there's chaos around you. And I was just like, you know what? That's not true. I'm not going to receive that near. I'm going to receive this narrative. I am going to create a narrative that I create value wherever I go. Another message that's pervasive. I don't know how this shows up in other ethnic groups, but from those particularly who are descendants of the enslaved Africans who were brought to America is this notion of you have to work 10 times harder to get half of what, the predominant group. I challenged that narrative. I was like, that's not true.
If I show up and do my best, I'm going to be rewarded. Now, a lot of people would be like, oh, you can't say that you're disregarding the experiences. Yes, they are very real experiences. But in our process of acknowledging that we are also divine beings and we have the power to create and shape our world, our world through our thoughts, actions and our. If I continue to tell myself, I don't have to have this pressure of doing 10 times the work of someone else to get half the recognition. I'm just going to be the best at being me and people are going to see it, the period. And that's, that's how I live.
Peter: Yeah. I mean, I remember like just some still, I guess, relatively new and relatively young and just like the workspace. Cause I'm probably going to work for another 50 years, but I mean, in words of affirmation are a big thing that I think we all struggle with, especially like when you are part of a minority because you're getting that culturally from your family, like you shouldn't, you need to do this and that and this and that. So you're like, okay, I need to confine that way. You get into the workforce and like, whoa, you're you only have so few doors open to you and your, your comments about your tone about like,
Ariel: Oh yeah. I had a conversation with someone and, and about tone. I was like, oh, I am an African indigenous woman. Yeah. Like that's the story of our life. They're like black women are sassy, they have a chip on their shoulder. I'm just like, that's your narrative. And I don't subscribe to that narrative. And I've had instances where I've been penalized because of someone's perception of being this tall five foot, 10, 200 plus. black women and I'm just like, this is just not the place for me.
Peter: Yeah, exactly. I definitely felt that as well. They're just by your appearance, just like how you, like, what role you'll play within the organization and whether or not you're serious. Like, I, there have been like, cause I'm like six, two was two 50 and like a Puerto Rican man. So, in the summer I get darker. So it was like, people would just, I think I'm a very intimidating presence or, maybe I'm authoritative or maybe like, people don't even want to ask me questions or do anything Slightly, but then it's like my whole professional career has been to dismantle that that's a burden that we have to live with. It's like, no, like all judgements that you may have are just like, no, no, that's not, that's not true.
Carol: I wanted to follow up on one thing you mentioned, you've mentioned stereo threat, a stereotype threat. And I'm wondering if you can talk a little bit more about what that is and how that shows up.
Ariel: Yeah. So stereotype third is a concept that was developed in, illuminated in the book whistling Vivaldi, and the author studied what occurs for underrepresented groups. I believe he was, excuse me. I believe the author was studying African Americans. I'm not a hundred percent sure. But what happens when they sit down to take a test? So if there's a stereotype, let's use the model minority myth. So Asian Americans are told like, oh, they're good at math. So if someone keeps telling you you're good at math, you're good at math, your brain will actually trick you into believing like, Hey, I'm good at math. So the converse of - and let's clarify, we know that that is a myth and that is not for everyone, but the way that our brains work psychologically, we tend to internalize those messages that have been fed to us from the time that we pop out of our mother's womb, and we enter into the world. These messages subconsciously fit with us. So if the message that women or other minority groups are not good at. That way, or if the, even if the teacher, if the student has perceived that the teacher doesn't even think that they have capability, that impacts testing scores. So that's a stereotype threat. So it has nothing to do with someone's actual innate capability, but those subconscious, the subconscious reception of those stereotypes can hinder academic performance.
Carol: Internalizing those oppressive messages. And I guess one, one kind of slight window of hope that I think about is that given that, that all of these cultures and all of these messages, all of these systems were made by people. Then they can be made into new things and that, so I think starting to uncover that, actually this isn't just, it isn't, it doesn't just exist kind of beyond us, where we're either helping to perpetuate or trying to dismantle any of these systems, any of these ways of thinking in everything we do.
Ariel: Absolutely. Absolutely.
Peter: I think I only have one more question. So the question we ask every guest is: as the workforce had to shift in response to COVID and that vaccinations are being rolled out, so they can only have one, it's only safe to assume that there will be a return to normalcy, so to speak. What are you most looking forward to and optimistic about the post lockdown world?
Ariel: Hmm. That's a loaded question. That's a lot. I actually want to add something to a question you said. When you talked about what can people who are allies and co-conspirators do take another step. So here we go. Another step that allies can take is to normalize, calling out social identity, because what Carol has illuminated earlier around, what is the culture of whiteness? And what are some of them? Old ways that have been passed down from generation to generation are the silence or the hushing because as Carol said, it's being polite. It's not polite to talk about racism, not polite to talk about identity. So if we, I am Irish American. My family has been in this country for X, Y, Z numbers of generations. Or my family comes from Russia. My family comes from Italy. Right. And to embrace that within yourself. So call out like, okay there's this thing called whiteness. And I am a part of it because I don't call white people, white people. Just philosophically, fundamentally, I like to tie people to a land into a nation because that's who we really are. Whiteness is a social construction and it just so happens that people who do not have melanated skin get swept up into this construct of what it means to be white.
But we, there are European Americans. There are people who have. Just as there are people who have origins here in the Americas, the indigenous people, the tribes of those who are also nameless. So if we normalize, I am and I am X, Y, Z, queer black differently. Et cetera, et cetera. I'm Muslim, I'm Jewish, I am, all of these things; because colorblindness is at the root of it is an eraser. You're just erasing people's identity to say, oh, I don't see you because you're just a human. I was like, well, our brains are not set up to work like that. So normalizing calling out an isolating social identity is one thing that you. Find comfort with, and then celebrate, celebrate the differences because diversity is an excellent thing. Diversity is a beautiful thing. And some studies show scientific studies, mathematical studies show that when there are people from different groups who are together, you're going to find different solutions.
Peter: So it's like step one, normalized difference, and then go on to the next.
Carol: All right. Well, and I think it's beyond that, because what I've observed is: it's very easy for someone who is not white, just to name their identity first and foremost, as whatever group they are. Part of that is not white. It is not typical for white people to say I'm a European American. First it says, I don't know something that you can't see. I'm someone who grew up in this place or I'm the sister of a person with a disability, I'm many things that I have to tell you about that. I do not name the first thing that you can say, which is that I'm white. Absolutely. And I think that is what would be different if white people, also people of European descent in America started saying that first.
Ariel: Absolutely. Absolutely. Because we tend to that and that's the function of whiteness is that you don't have to think about what's your right. So you start looking and searching for all these other things. Like when we do this activity people are like, I'm a hiker, I'm a cook. I'm like, yeah. Right. Well, that's not really a social identity, but. Cool. Hey, you know so yeah, you start searching for all these other identities because it's invisible and privileges are invisible. That's what is created to do,
Peter: I think that's it.
Ariel: What was your closing question?
Peter: Oh, I'm just looking forward to the graft or mystic about anything. If there's something to look forward to, if not, then that's also fine.
Ariel: Well, one what I'm looking forward to moving forward, moving on from this point. The evolution and expansion of our consciousness as a collective. So go back to the volcano metaphor, or actually to use a metaphor of the purification of gold. Gold has to be heated so that all of the impurities can rise to the top and to be swept up. And so we're seeing, the, the, what has been impure in our thinking has been impure in our culture, our ways of living, how we're treating one another based on socially constructed identifiers. Like it doesn't mean. So I'm looking forward to the next generation's innovation. I'm a part of a conference that's coming up and this conference, or, and I shouldn't even call it.
It should be called an unconference, but the organizers of this event, the innovation that's coming out. We're not going to be virtual. We're going to be virtual, but we're not just going to sit in a zoom meeting and listen to people talk all day. I mean, the innovation that's coming from these ladies shouting out facets is absolutely amazing. I am so excited just to see what Springs forth from the collective, life is not going to be the same. So it is the beautiful and perfect time for innovation and evolution. If you, anyone who studies any astrologers, are telling us in terms of where the heavens and the stars and the planets are aligned. We're in the same position as the world was when we came out of the dark ages and went into the Renaissance.
Carol: Well, let's hope that this brings around a sauce.
Ariel: Pretty good.
Peter: But really the roaring twenties again. Well, thank you so much, Ariel. It was a pleasure having you. Thank you for having me hope to have you on sometime in the future. I think things are ever-changing so hopefully there'll be another new perspective that you could have, or a new thing that we could have your perspective on later.
Ariel: Yeah. Alright. Thank you so much. Thank you.
Peter: So again, thank you to Ariel. I think one of the things that I took away from that conversation was how, regardless of your position with an organization or company, you are a leader and you play an active role in. And installing change whether it's voicing up from, responding to an email, seeing some, it's kinda like that, that subway attitude, if you see something say something. So that was a very big takeaway from me. What about you?
Carol: And I think building on that, it's just thinking about for each person kind of what's their sphere of influence. So it could be with their coworkers, could be on their team. And write either you're kind of playing along with the system or you're, you're asking questions and, and helping people, perhaps he sees things a little bit differently questioning, the kind of commonly accepted norms that maybe aren't even that are so, so normalized that people don't even see them. So by asking some questions, you can help, help lift those things to the, to the surface from under the.
Peter: Yeah. It's like a, if, if you're naturally inquisitive, then the current work landscape is keen for like, it's just ideal for you though, because people get tired of people asking too many questions.
Peter: That's true, but that's not gonna just be like the old regime trying to instill its power, just like. Be quiet. Yeah. But yeah, for our audience and our listeners, if you have any questions that you'd like to send us for Carol and myself to answer and our guests of the week please feel free to send those to culture fit firstname.lastname@example.org.
And that's it, have a good rest of your day.
Carol: All right. Thank you so much. Thanks for listening.
In episode 35 of Mission: Impact, Carol, her cohost, Peter Cruz, and their guest, Nathaniel Benjamin discuss diversity, equity and inclusion and its intersection with human capital management. This episode is a release of a podcast Carol planned to start with her son-in-law and has many transferrable ideas and concepts to the nonprofit sector. We talk about:
Nathaniel Benjamin approaches the space of Diversity and Inclusion as not only a profession, but as a passion that’s taken hold of his life’s work. As a graduate of Johns Hopkins University, University of Baltimore and the University of Maryland Eastern Shore, his educational endeavors led him into a marketable career in Human Resources -- working in the C-suite level --managing workforce planning, strategy, policy and talent management. But to “really” understand how an organization works, he later found that you must understand its people… the diversity of those who make an organization thrive. He brings 17 years of experience as an organizational Change Agent and a D&I Strategist, ready to exceed your organizational needs.
Nathaniel Benjamin:Peter J. Cruz:
Carol Hamilton: Today’s episode of Mission Impact is a little different. As with episode 33 where I had on Stephen Graves and Peter Cruz – this is another of the series of interviews I did with Peter on diversity equity and inclusion. I worked on a short project with my son in law Peter Cruz and New family obligations in the form of his son, my grandson and new career directions meant that we just did 5 interviews and 5 episodes. I am going to feature those episodes on my podcast feed. While each of the people that we talk to in this series do not necessarily focus on the nonprofit sector, there is a lot to learn from each conversation. Today Peter and I talk to Nathaniel Benjamin. Nathaniel is a graduate of Johns Hopkins University, University of Baltimore and the University of Maryland Eastern Shore, His career has been in Human Resources -- working in the C-suite level --managing workforce planning, strategy, policy and talent management. With a special focus on diversity equity and inclusion
Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I’m Carol Hamilton, your podcast host and nonprofit strategic planning consultant.
Peter Cruz: So this week we have Nate Benjamin. How are you doing Nate? I am. Well, how are you, Peter?
Nathaniel Benjamin: I'm doing well. I'm doing really well. I'm halfway there halfway to feeling very well.
Peter: So for our audience, could you introduce yourself and your professional background?
Nathaniel: Absolutely. So I'm Nate Benjamin. I am, I have been in the industry for about 17 years. worked in the space of human capital as well as inclusion, equity, and diversity. I do small projects with my business Benjamin and associates consulting group. But from a full-time perspective, I am a senior executive for a federal agency.
Peter: The industry that you're talking about is diversity equity inclusion, right. And hence your presence here. I think one, the first question that we want to start off with is, So I've been recently unemployed, due to budgetary cuts as a result of COVID and have been trying to make the switch over to becoming a diversity equity, inclusion professional, and having that be like my main function. but in my search, I found that these roles exist in different departments, whether in the for-profit space, government space or nonprofit space, but mostly they require some human resource experience. So, from your perspective, do you think that DEI strategies and their rollout and that whole part of their infancy belongs or should be responsible for human resources are probably living in different departments.
Nathaniel: Yeah, that's a good question. So I think part of it is, I do think it depends on your organization, right? So, I do think that based on organization, there are times where it should be aligned with your human capital or human resources program, but then depending on the organization, maybe things that are going on, culture as well, there are times where I think that DEI should be aligned directly direct report to your, to your senior leaders, to your CEO or your, your team operating officer, if you will. So I do think that they belong somewhere together. We'll tell you where I don't think it belongs if I can go there. Against it being within the equal employment opportunity space because this organization that is focused, oftentimes in EEO is, is a needed function, but it's very compliance for, and I am very, this is a part of the organization its culture, it's what we're supposed to be doing. And so it impacts your human capital. So you have to be able to take it out of a compliance exercise and put it in a place where it can stand on. and if it's within human capital, it should still be a function that's supporting your overall human capital strategy because diversity is about your people. And it's about the experiences that these people leverage. So for me, if I were to create the perfect organization, your human capital in terms of your processes, then you look at culture, you look at engagement and belonging, and then you look at diversity. And all of those areas together to me is the, the, the strongest framework to create a human capital, centric culture.
Peter: That makes a lot of sense. I think from some of my personal experiences that the human resources staff at an organization is very minimal. and they are responsible for a multitude of different things and to add on diversity equity inclusion on top of that just doesn't seem to work at all. So in, in like, yeah, going backtracking, Is it more of a development and training type of function that they should live just so it promotes that internal exercises and then builds those internal muscles that we should have?
Nathaniel: So, I think there needs to be partnership with your learning and development group. It should live there at all. generally I always look at learning and development as a part still as a subset. I mean, And then if you diversity and inclusion under learning and development, you are devaluing the actual program because you're saying that it belongs under two layers under your human capital strategy. So me, I would want to see either diversity and inclusion equal to your human capital or infused into your human. But to put it lower in the organization, it sets a tone, even if that's not beaten. And then going back to something you said in terms of the human resources, generally being understaffed, which is a common theme across the industry. But if an organization is committed to diversity and inclusion, then they have to be able to. Find the resources, the best support, because DEI should not be an ad hoc responsibility. It should be of your organization. And so when you have your, whatever, your mission is, your human capital strategy is going to align to your overall organization. A DEI is missing from that. Then you're missing the opportunity to hit the mark when it comes to whatever your mission is focused it's as well. So we can't put it in like a backroom activity. It needs to be on the forefront and it needs to have the exposure.
Carol: Yeah. In terms of. To really have it infused throughout the organization, not just throughout the human capital strategy really is talking about, in, in most cases I would guess, some sort of culture change and, and that, that's a, that's a huge endeavor. I was listening to another podcast where the person talked about, I'm always listening to Brene Brown's podcasts. So it was probably one of hers. And, she was saying the, how, if, if they're going into an organization and working with an organization, if DEI is not infused, and if the HR folks are not on the leadership team, they're not working with the organization because that structure alone just shows how it's either valued or not.
Nathaniel: Correct. And, and even adding into the human capital stress. Diversity and inclusion needs to be a part of every segment that you have in human capital, bouncy your management. if you break out the layers of human capital, you have things that are dealing with your executive space, your culture, engagement and belonging. You have your performance management, your employee relations, or labor relations, all of these subsets of HR. And you have to use the DEI in that. So. You have supervisors who don't necessarily know how to manage a diverse workforce, right? So how are you holding them accountable, but then how are you also giving them the tools to be successful? So just that sentence alone, you talk, we've talked about diversity and inclusion, learning and development and performance management all in the same breath. So if you start with diversity and inclusion and separate from human capital things are disconnected.
Peter: Yeah. And I think speaking for myself and I probably Carol as well, like being, an entry level brown man and really experienced about when you have. People who don't share your perspective or from a different generation or from a different workforce generation, or you could say, just have a difficult time connecting and, and not really, I guess, being so open with feedback in general, which and I think we'll talk about this in a future episode, but forces you to assimilate in different ways that. Would be a detriment, not only to your career, but also to their progress and furthering themselves and trying to become a better leader or et cetera, et cetera, whatever they're looking for. the question, my next question, cause it seems like we're, we're leaning towards that now. For organizations or for-profits that may be starting this work and a response to 2020 in general. and the previous administration, they're starting to establish DEI, an entity at their organization where it's going to live. And I think that's, we touched on that already, but we're not to put it, whether where, what are some signs. that you would recommend or not signs that you would share that, they are on the right path, that the work that they're starting out to do seems to be working. and what are some things that they would probably want to avoid, when beginning this work?
Nathaniel: Yeah. So, good question. I think it still goes back to the culture of the organization and I think a way to be able to know where you're going and your progress is to incorporate your feedback mechanisms. Right? So what are ways that you are assessing your org? Because what works for organization A might not work for B, but you have to put, to truly do some type of feedback mechanisms and assessments. And so for instance, there are activities that people use that I've used such as stay interviews, right? Stay interviews are a great way to know what's going on in the pulse of your organization and ensure that questions that you have within your stay interview. Are aligned with the segments of, either areas that you want to see growth in or areas that you have concern. And so if you have a view that has 10 questions, how are those questions linked back within your organizational strategy, right? Looking back into your organization. So if you're looking to see, how, how competitive are we with pay? You want to ask questions that are compensation. If you're looking for clues and questions, then you want to make sure that you're asking questions that can best measure, the, the, the inclusion response of those within your org as well. So I think stay interviews are a great way. They're, they're super easy. And they also show that you as an organization have a commitment to your human cap. And you're not asking the questions when people are walking out the door, hear about you now, and I want to see your success. And so give us feedback to tell us what we can then do.
Carol: Go ahead. I think people are very familiar with the exit interview. Can you say a little bit more about what the stay interview is?
Nathaniel: So the stay interview, it's really a pulse check and you can decide at what point you want to have it. So for instance, if you want to do a stay interview at six months, you joined the organization in January and now it's June. I want to do a pulse check with you to see how things are going. And then I want to be able to assess this data based on this information. And that information is what you're seeking. Now what you also have to do, which is extremely important, is not just to do the state interviews, but what are you going to do with the data? Right? Because if people don't trust that anything will be done, then they're not going to be receptive in providing the feedback. So it's going to be able to say, this is the information that we've captured over X amount of time. And so from this amount of time, this is information that you've told them. We've heard you, these are actions that we put into place as a result of what you said and what that does is it fosters, it fosters buy-in and more people will be prone to be responsive because people know that their words help result in changing or at least shifting organizational [culture]. But human capital space if you lose someone, right? If you're losing your employees the amount of time to be able to backfill the position with a fuse, then with the amount of time that it takes to train someone up to the proficiency level of the person that was in the organization before that's. Right. So you can look at what those dollars and what those costs are, and that can range from anywhere from 30 to 60%. And so if an organization wants to be able to best keep their knowledge management within the organization and to be a talent, then the best way to be able to do this is to be able to, leverage your people, keep your retention low and be able to foster an organization that is inclusive. And here's the needs of the organization.
Peter: And this is different from a three month probationary period where your supervisor just brings you in just to see how, whether or not you're sufficiently getting used to everything. It's really getting a deeper knowledge and understanding of that. It's like a, it's like a reverse evaluation of the 360 evaluation at that point. Right. It's like how they are looking back at you if I'm not mistaken, right?
Nathaniel: Yeah. That's a little bit of. looking at it from, from the organization. So it's more macro than mine. And so from a 360, you're looking at it where, what is the feedback from my peers? What's the feedback from, my, my boss and maybe what's the feedback of someone that's one level below. This is looking at the organization in March. And so if this is Peter Cruz enterprises, how does Peter Cruz enterprises? Because there might be 10 different offices or sub organizations, but how does the organization work? And so you're not just doing this bay interview just for your boss and for your staff. You're doing it in, you're trying to measure this across the organization. What also happens with. Is that you're able to then get the data so that you can do comparison breakouts as well. And so for instance, if you have 10 organizations and nine of those organizations have, let's say, let's stay interviews because the attrition is low and then you have one office where the state interviews, we're doing more of them because there's a revolving door. And then we're getting data that shows that these are some of the same issues that we are reporting. Every time someone comes in the door, we now may be able to use the data. Well, we will be able to use the identity, the data to identify things in particular problems that may exist. There may be, it may not be the result of a supervisor. It may be. It may be, we're not really using the smart use of technology. There may be different reasons why people are staying or going, but you're taking the time out on the front end to diagnose what issues you have so that you're treating the disease. And not this.
Peter: So well, first I want to say like, now I need to get a Squarespace or something for Peter Cruz enterprise and before someone else takes that. How regularly should these types of stay interviews?
Nathaniel: So I'm going to go back to the, it depends because you really want to look at organization, right? If you have a turnover of, the average FTE stays within the organization for 18 months and you probably want to do it sooner. Yeah. If you have an organization where the normal turn is five years, maybe you don't want to do it in the first three months. But I would say that that's where human capital and diversity inclusion have to come together because you have to look at the data from the human capital systems perspective to understand like, okay, attrition is telling me this, right? So that's the human capital folks. Now as a diversity expert, what is this data system? And so now that I have this data and it's suggesting perhaps. When we look at our state interviews that this demographic is unhappy in XYZ and the third, well, why are they unhappy with XYZ third? So at that point, the next step may be okay. I'm seeing that this demographic is experiencing these challenges and is likely to look for a new job within the next six to 12 months. So maybe I then do a deeper dive and focus. And that focus group comprises everyone because we're inclusive. But in that focus group, let's kinda like to hear a little bit more and maybe it's bringing in that third party or that outside facilitator where people will be more candid and open and not have the feelings of, there's any type of retribution should they say? And then that information is then taken and synthesized and then leaders can now say, okay, I have, it's not just anecdotal. I have this information that shares that this is what's going on within my organization. So as your diversity leader, how are you now championing your senior leaders to invoke change? And then that helps you drive your strategy. So that's why going back to what I said before, human capital and diversity have to be. Because there's so much overlap. Can't do it by itself. We can't use diversity as a way where, okay, we're coming up with programs that we're coming up with ideas, but what is your strategy? Because if you don't have the connection to your human capital programs, then you're doing activities for the sake of doing activities without ensuring that there is a clear strategy for your organization.
Peter: And this probably echoes why this type of work should not exist within the compliance driven role, because it requires so much flexibility.
Nathaniel: Correct. And I will tell you, I have lots of friends that have it in their compliance role and, and, and I appreciate it, but if you're asking me for my opinion. I think that that's the wrong place I think is wrong. Is the graveyard for organizations.
Peter: I think we have just one more question. Carol, do you have anything to add?
Carol: No. I mean, I think it's, my experience has been with much smaller organizations, so HR, if there's even an HR person, unfortunately they've been, up to their eyeballs with just the compliance stuff. So, any looking at culture has had to be in a whole organization thing, just because the numbers are so much smaller than I think what you're talking about. but really moving over time it could be that the wording changes around calling it human capital or calling it human resources. Since that in many ways, objectifies people, it makes them objects just like machines and software and all the other things, rather than who they are people and what we want as a healthy culture in an organization. So it'll be interesting to see how those things shift over the next couple of [years].
Nathaniel: Yeah, I agree. If I've seen titles now shifting to more like chief people, officers, and I just think that. I mean, it's snazzy, a little cool if you will, but it's really encompassing what we do in this space. Like everything is about the people and if we don't have the people, you don't have your mission and you're not going to get your bottom line. So, I agree with you. I think that, and, and in an ideal world, I love titles. When I see chief people, engagement, inclusion, belonging. Those are the things that we really are assigned to do. Not necessarily look at, transactional, just resources and capital, because again, you objectify people to just being, a bottom line.
Carol: Yeah. And it probably feels maybe, I don't know, hip or whatever right now, but I'm, I'm my, my hope is that, over time it will just become.
Peter: speaking of overtime and becoming normal. The last question I have is ingrained with educational non-profits and educational institutions. what have, being that we've seen. And have become more and more increasingly aware of how COVID specifically has impacted disproportionally neighborhoods of color, public schools of color or predominantly. And what do you see from your experience and from your expertise may be long lasting effects from COVID in regards to facilitation and, and delivery of, lessons, et cetera. we'll start there.
Nathaniel: Yeah, it's scary. It's scary. my concern and I see it and, I have, I have children as well, and they're going through the pandemic and, interestingly enough, my, my wife was able to start working and she became a full term, homeschooling, parents last year. And so I sit in education, I sit in a seat of privilege, right? We were educated, we could give up one income and be fine, and our children are thriving, but that's one story out of probably a hundred where we're watching particularly, particularly black and brown people who have to not only still work during the pandemic, but are working with. And so when they're working on site, many of their kids are sitting home and they're left to their own devices. It doesn't matter how good their kids are, they're left to their own devices. And so when you look at the one, the lack of resources within black and brown, And then two, when you look at the absenteeism that's occurring, because parents are at work and children have to stay at home. The long-term effects of this is going to be crucial because one who's going to fail children during a pandemic. No one. So you're going to have children that are past the long, and that are going through the system that are inadequately equipped. And so what then happens. You create a pipeline of children that are missing the functional and technical skills that they need in order to succeed. And so then what happens when we get to the 11th and 12th grade SATs COVID is behind us, but the educational gaps are not. And so then you have people. Are ill prepared to go to college might, may not go to college. families are disproportionately impacted. They may not be able to afford college. and then when they get in college, you're systematically taking on some of those challenges. And so what ends up happening is you create a gap really between the haves and have nots. But those that are mostly impacted are those that are on the lower end of the financial total. And unfortunately we see that black and brown people are more represented in that space. So it's not whether or not they can. A pandemic has completely stretched the uneven playing field that already existed. And so what then happened? 10 years from now, 15 years from now, we look at the workforce and do we see people who are more diverse in equal playing fields? Or do we see that there are less people who had less opportunities during this time? So, I say that, all that, to say that I'm nervous. I am, I've seen it before the pandemic. I worked for an organization where we had, and I'll give you this quick example. We had an unpaid internship. And it was a very reputable organization, but most people that were black and brown did not come into the organization. Not because they weren't qualified. Well, it was because who is going to be able to give up for four months of their summer, not making any money only for an experience in Washington, DC where rent and everything else is, above the national average. So there was this ration of who got the opportunities at that point, who got the connections, who could be able to bridge into opportunities once they graduate versus those that couldn't. So now you couple COVID on top of that. You couple that, black and brown people will be disproportionately impacted by that. And you see a system that is not. If you see a system that's so there are organizations that are trying to mitigate that. Of course people are coming up with businesses, of course, where there's more, educational, tutoring and things like that. But like, when we go back to that, who's going to then be able to pay for it?
Carol: Yeah, the ripple effects as you lay them out. I mean, it's just, it could be, and obviously those gaps and impacts were happening before the pandemic. And of course it's just, it just made it so much worse. and yeah, we'll be, we'll be seeing the ripple effects and, and unfortunately, The U S is not very good at history. We're very good at forgetting real quickly, what happened.
Peter: Yeah, because the second part of that question was like, if there are any positive things that have come from it, like, what do you think will like, we'll. moving forward, like, well, being, accessibility is important. Like maybe remote learning, like blended models still exist in 2024, like who? but being that, like what Carol just said, we don't tend to forget about the immediate CMI go back to normal. Cause that's always like what we're seeking. but normal, as you mentioned, wasn't great to begin with.
Nathaniel: Even with the hybrid learning and the different forms of doing that. there may be educational advances that occur, but there's still the, it's the ripple effect. So with the future of work and the future of education, things may be more digital, but then what happens to the businesses that thrive on those, either schools or anything else that is close to that location. I mean, we look at DC right now, DC is half of DC's. And why is it boarded up? Because small businesses especially can't make any money because everyone is in the future of work, if you will. And so then what happens to school? The same exact thing, and who's impacted if you have less schools because you have a virtual model, you have those, the cafeteria workers and the janitors and all of those different people who now they don't have a job or a place to clean because you shut down buildings and impacts your real estate as well. So, I could go on and on and on about it, but it impacts everyone, but we've got to look at the data to see who. Even the greatest impact, and we know what the data is going to show.
Carol: Well, that, that is all true. And we try to, we try to end on a positive note. So I'm curious what, what, you're, what you're looking forward to, what you're, what you're hopeful about, as we move forward in this next year.
Nathaniel: Yeah. So I'm going to flip it because I do actually like to be half-full. I am excited about the future. I am excited about the smart use of technology. I think technology is going to do something for this, for this world in, in, in something that we have never seen. the fact that we can have this podcast and we're doing an interview at 11 o'clock and I have a briefing at 12 o'clock and I have a meeting with clients at one o'clock and I'm able to do all of this, literally from my home. I mean, before. We're literally driving from or flying from or going all of these places and really extending and burning ourselves out. Right. So I think that organizations have the opportunity to, if you seize the smart use of technology in the correct way, and you also are focusing on the culture and the health of your organization. I do think that there are going to be extremely positive, ramifications and impacts from. I'm excited. I'm absolutely excited.
Peter: That's what I mean. I am as well. I mean, if it seems like it's a great time to progress and the cause there's like, I think with a lot of change, that's been instilled over the past couple of months and there's sort of like a whole, like everyone's optimistic at this point, right? We've just been so severely impacted from last year that it's hard to be a pessimist at this point. you just got it just to motivate you. You have to be optimistic. I think that's it for today. So thank you so much, Nate, for joining us. like you mentioned being in a couple of minutes, we are not as important, but thank you so much for taking the time out of your schedule, to speak with us and share your perspective and your insight.
Nathaniel: Thank you. This was a pleasure. I appreciate you so much.
Carol: Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find out how to connect with our guest Nathaniel Benjamin as well as my co-host for this episode Peter Cruz as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Nora Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. We want to hear from you! Take a minute to give us feedback or ask a question at missionimpactpodcast.com/feedback.
In episode 33 of Mission: Impact, Carol, her cohost, Peter Cruz, and their guest, Stephen Graves discuss diversity equity and inclusion in the health care sector. This episode is a release of a podcast Carol planned to start with her son-in-law and has many transferrable ideas and concepts to the nonprofit sector. We talk about:
Guest bio: Stephen Graves
Born in South Carolina and raised in the black Baptist church, Stephen had an insatiable curiosity to understand the South’s nuanced history related to race, his place in that story as a black man, and how the Christian faith could be used as a tool to heal or a weapon to hurt. This curiosity set him on a personal exploration, which turned into a professional journey as he pursued and earned a Master in Health Administration from the Medical University of South Carolina. Throughout his career in healthcare and in diversity, equity and inclusion, he has led initiatives centered on addressing health disparities, improving language access, and increasing cultural humility among teams. He has been fortunate to collaborate with healthcare providers, faith leaders, high school and college students, and business leaders in helping them to create welcoming and inclusive cultures where all can thrive.
Cultural humility: https://www.youtube.com/watch?v=SaSHLbS1V4w
Tuskegee Study: https://www.socialworker.com/feature-articles/ethics-articles/The_Tuskegee_Syphilis_Study_and_Its_Implications_for_the_21st_Century/
Racial biases about Black people and pain: https://www.aamc.org/news-insights/how-we-fail-black-patients-pain
Stephen Graves: https://www.linkedin.com/in/sggraves/
All In Consulting: https://www.allinconsulting.co/
Peter Cruz: https://www.linkedin.com/in/peterjcruz/
Peter Cruz: Hey, everyone. Welcome to culture. Fit the podcast where we do our best to answer your equity inclusion questions. That'll help you navigate the professional landscape, especially when you are not a culture fit. Peter Cruz
Carol Hamilton: and I'm Carol Hamilton. And today on the podcast, we're going to be talking to Steven Graves and looking at diversity equity inclusion in the healthcare practice.
Peter: It's a great conversation and I hope you enjoyed the episode.
Stephen Graves: Hey Carol,
Peter: How are you doing Carol?
Carol: How are you doing Peter?
Peter: I'm doing all right. I had a good night's sleep because it's like 16 degrees over here. And when it's really cold, you just sleep real hard. So I didn't move. Not one time. So I'm well rested and well-prepared for today.
Carol: Today we do have a guest. Our guest is Steven Graves. How are you doing Steven?
Stephen: Good. Glad to be here.
Peter: Could you provide some background information on yourself?
Stephen: Yeah. I'm Stephen Graves. I'm a native of a small town in South Carolina, upstate South Carolina called Greenville. In between Greenville and Columbia I started in the healthcare profession dating back to when I was in college interning at a disabilities and special needs facility. Also pursue my master's at the medical university of South Carolina down in Charleston, South Carolina. So I had to have about a decade of experience in the medical field. And just really glad to be here today and have a conversation with you all
Peter: glad to have you for sure. I mean, you're our inaugural guests, so without you, the show actually wouldn't be possible.
Stephen: Oh, wow. That is a privilege and an honor pressure too.
Carol: No, no pressure at all. And Steven, I think, as you've been in that field, you've also stepped into specializing more closely in diversity, equity and inclusion. Is that correct? Is that right?
Stephen: Yes. Yeah. I've been doing the diversity equity and inclusion work. Like I said for the last 10 years, I really opened my eyes during my time at the medical university of South Carolina working with a limited English professor. In communities trying to make sure that they have access to translators interpreters, and really just making sure that those services meet and exceed their expectations to improve the patient experience. I was really blessed and honored to be around some great folks, great mentors at the MUFC community. And it just really opened my eyes to the disparities that are in healthcare, in the medical community and understanding how we can. Address those to have a more equitable society and make sure that everybody's living to their full potential as far as their physical and mental health is concerned.
Peter: Hmm. Great. And this is coming this first, like my question, like it's coming from a place of ignorance because I don't know anyone else who works in the medical field. Especially in diversity equity inclusion. Is there, what are, where are things that are similar? From the medical field in DEI that are, that exist in nonprofit or corporate spaces. And then if there's anything that's unique to there, can you like to shine some light on those?
Stephen: Yeah, that's a good question. I think the similarities are that in order for shifts to be made in order for real change, transformational change to happen. You've got to have senior leadership commitment. Whoever is at the top of the organization has the most power. They have the most influence. Oftentimes they can control where energy is being in place, where resources are being placed. So the one similarity, the main similarity is really around that senior leadership commitment piece. I think another similarity is also around being. Data and evidence-based driven, right? So a lot of times the mistake that people make in this particular aspect of diversity equity inclusion is because there's such an emotional tie and pull to it with feelings and it can trigger a lot of people. People don't take a logical, maybe rational and evidence-based approach. And I think whether you're in the nonprofit space, whether you're in the corporate America space, whether you're healthcare like myself, You still need to be driven by data, right? Collecting what we call real data, race, ethnicity, and language, data, collecting sexual orientation and gender identity data. So that's another similarity. And in terms of collecting that data, and then a third similarity would be around using that data. To sit and drive real goals in terms of what are going to be some realistic goals that we can measure and they can help us chart our path forward. I would say the main difference in healthcare is that you are literally talking about life and death, right? Yeah. A lot of people in other spaces can say, okay, well, this is nice to have. But if you don't have the right type of language, access programming in place, or an effective language access program, it can literally be a life or death situation. There can be some dire consequences if you're not focusing on equitable outcomes, I would say that would be the biggest difference when it comes to working in this space in healthcare lands versus any other field.
Peter: Thank you. I think that last bit does stand out for me, it being about life or death. I think that probably because my professional experience is all in nonprofit, like youth focused, youth empowerment and because it doesn't have to do with life or death, it provides that opportunity to. Second guests like to prolong and like to require more patients because the senior leaders have the option to just like, maybe test it a little bit, but then if it doesn't feel like it will succeed. And, but does that mean that things, decisions come quicker in, in, in, in the middle of the profession?
Carol: The huge organizations that you're dealing with as well. I mean, huge systems with so many people and that, that, that makes the complexity even, even more so.
Stephen: Exactly right. When you're talking about a large health system, I've worked in health systems ranging from 8,000 employees to 25,000 employees. So it takes a long time to normalize this across the landscape. If you will, when it comes to that large healthcare. There is a higher sense of urgency, I would say right now, based on the events that happened last year, I think America's having a reawakening and that's happening in the medical field as well. Thinking about the COVID disparities related to the pandemic black and brown communities being hit harder than other communities of color and white communities. When you're thinking about that, the sense of urgency has elevated recently, those same barriers when it comes to that bureaucratic nature of the hierarchy is still there. And that's unfortunate, but I think, again, I'm hopeful and optimistic that right now there's going to be a shift that happens as a result of occurrence.
Carol: And I can imagine that that sense of crisis, actually, it could be helpful and it could also be a hindrance of, oh, we've just got to focus on COVID right now. We can't focus on those, those other things going unquote. And I imagine that plays out as well.
Stephen: It does, it does. And, me being able to prioritize the advice that I would give to leaders when it comes to that resistance, right. In terms of saying, okay, we got to put this off because there's other priorities saying, Hey, these are priorities within priorities. Right? So wherever the conversation is, whether it's around COVID, whether it's around your EHR, electronic health care, right. There's going to be a lens of diversity, equity and inclusion within all of those priorities. Maybe you're building and expanding your practices, expanding a wing, getting your hospital. You've got to have some consideration for, okay, how are we going to make this accessible, right, for a person with disability? How are we going to make sure that language signage is translated in a way that folks who don't speak English as a first language can understand? So these things are going to be embedded, right? Any initiative, any project that hospital organizations are going to be working on. And that's the case that I always try to make when it comes to prioritizing this work.
Carol: And you mentioned data and evidence driven. Can you give us an example of how that's been helpful and bringing that perspective or bringing that evidence to the team.
Stephen: Yeah. So a lot of the organizations that I've had the pleasure to work inside of and consult with survey, right? So doing engagement surveys and really asking some core questions around inclusivity and inclusion saying, do you feel respected? In the walls, these hospitals, do you feel there are patients who are racial, racially, diverse, ethnically diverse, linguistically diverse. Do you feel like they're being respected, being treated the same, that data can provide a baseline and it can really be useful and valuable to getting you some really great information that you can build off of. So that's one part of the data collection that I'm referring to. Another aspect is looking at patient experience scores, right? So this is something we all can relate to, whether you're. Inside of the healthcare system, or you are receiving services as a patient, everybody can either deliver, how their experience was, or we're going to hear how the experience was on our end as healthcare providers. That data can be stratified sorted by race, by ethnicity, by language, by age or all of these different demographic factors. And you can realize contrast, and you can see those contrasts and that data. If again, if the organization's willing to make that commitment, to look at their data differently, to see, okay, there's a difference because different, yeah, this exists and that takes a little bit of commitment and it takes a little bit of discomfort to look at that and say, White patients are having a much better experience when they're interacting with their nurse at bedside than a black patient is. So those that, that type of data will really help tell a story and validate for the, the nonbelievers, if you will, this work is so important.
Peter: Speaking of non-believers. One, one question that we were going to ask you is the anti-vaxxer community. How has that, especially over the past year during COVID, how has that impacted I guess the increase of people coming into the hospital. And is there a community that exists within the staff? The medical professionals that are also anti-vaxxers.
Stephen: Yeah. I would say that when it comes to anti-vaxxers and those who may be a little bit reluctant to take the backseat, it depends on the communities that you're talking about. Right. So we're talking about black and brown communities. There is an understandable and rightful way of having a district. Yeah, the medical community, right, because of history and because of what we've seen, not only in the healthcare space, but in all of our institutions across America. So the medical community as providers and professionals who have done significant harm over the last, however, a hundred, many years to validate those concerns and those anti-vaxxers, if you will. Yes, whether it's a staff member of color, whether it's a patient of color, I've seen it on both ends. And what part of the work that the medical community has to do is to regain trust of those communities by engaging more effectively and more creatively to make sure that, Hey, we are here for your best interests at hand and alleviating those concerns. But yes, there's definitely. That reluctance piece when it comes to the backs of nations, whether it's, staff members, black staff members of color, or folks, out in the community. Yeah.
Carol: And can you say more, a little bit more about that history of the, that really drove that distrust?
Stephen: Yeah. So I would say, dating back, you can Google the Tuskegee experiments, right? You can think about how women of color are right. Who were pregnant or how they've been treated. So there's a deep history and examples in terms of that level of distrust. And I would say going back to that language access piece, there are some, really Keystone cases in terms of capstones that this suggests okay. One word was mistranslated, right? One word was misinterpreted and it led to a misdiagnosis. It led to the wrong arm being amputated, the wrong leg being amputated. So there's several and numerous examples of that distrust that has been building over time.
Peter: Yeah. And I would also wonder with being that, I guess the white community is more of an individualistic community and people of color tend to be. You know more of a collective so to speak. And if one, one patient has a negative experience, it will already create the whole narrative for their entire community about whether or not they will even, if I'm not feeling well, whether or not I even go to the hospital because they mistreated my friend, they mistreated my mother, they mistreated whomever. Right. So that's that, yeah, that, that, that data that you mentioned earlier is so much more signal, like as equally as significant as it. About the historical context, I would say as well, right?
Stephen: Yeah. That data is current too. Right. So if you think about as recent as five years ago, I won't say the school, but there was a medical school and the students, the white medical residents actually thought that blue, black people's blood coagulated. And they literally thought that black people's skin was thicker and that led to a misdiagnosis and mismanagement of pain and, and under-valuing pain management and prescribing for pain. So the data most currently, and most recently it provides more than enough evidence to focus on communities of color and ensure they have equitable care. Yeah, that data piece is huge.
Peter: I'm looking, you mentioned this, but looking at the past year what we were, we've spoken a little bit about the experience for the patients or potential patients or the community for the medical professionals. How has that last year been? In regards to DEI being that there was like an increased sense of it.
Stephen: Yeah, depending on the communities, right. That you're speaking of within the medical community. Right? So the black and brown professionals in the medical field who I've had the opportunity and privilege to work around, they're saying, okay, well it's about time, right? It's about time, that we're having these conversations, right. It's long overdue. So that's by and large, the sentiment that I've heard from communities of color, when it comes to the white profession. There are some who they're on board, right? How can I be an ally? How can I do better as a provider to better serve my patient? But then of course you have those who are saying, okay, we're just one race. We're the human race, right. Or I'm colorblind. I don't see color, right. And you're thinking to yourself, okay, that's well intentioned. There's some blind spots there. Right. And then, Very far end of the spectrum. you have those folks who have been in the medical field for years, right? Maybe 30, 40 years. They just were not trained this way. Right. They didn't, they weren't trained to have any sort of cultural humility when thinking about the patients, the diverse patients that they're serving. So they have a mindset in place that they develop over time and then, develop a sense of their training that they really have to think through and say, okay, what, what do I need to uncover? What can I start getting curious about to be a better provider? Yes, definitely a range across the spectrum in terms of the response to the DEI efforts and the need for DEI efforts.
Peter: Hmm. I have just one more question. Really Carol, do you have any other questions right now? Okay, with all you've experienced the past four years, right. With administration, do court like that, connected with the pandemic and how people have interacted with Medicare and the medical systems. Are there things that you are optimistic about with the change of administration in regards to the medical profession? Cause I know that people think it's a very, it's a clean slate. A new president. We're all good. Now we got the right guy in office. It's no worries. Like we're all good. Right? We're all family. I'm colorblind and we love each other now again is that, is there any optimism moving forward? Any like short-term goals or long-term goals?
Stephen: I’m optimistic about, from what I've heard from the new administration that has entered is that they are reliable. They are going back to that data-driven evidence-based piece, or they're not saying things that may not be true or may not be validated with data. So I'm looking forward to hearing facts from scientists. Medical experts. And if they don't know the answer to something, I don't know the answer rather than making something up or forecasting something that's not true. Right. And not to get too much into my learning series, but I'm looking forward to not being told to inject our stills with Clorox or other, you know substances that may not, that would probably be harmful to us. So I'm looking forward to that. I'm also optimistic about the focus on disparities. Right? So I think one of the things that I saw coming out of this new administration is a task force. That's going to be developed for health disparities, health equity, especially, during the as we continue to navigate COVID right. So I'm optimistic that there's going to be a renewed focus on communities of color, of being a black man myself. I think that that's critically important. So there's a lot to be optimistic about and, just on a general level, I mean, I'm just looking forward to not being as exhausted. Right. So, and I think that goes for everybody, right? No matter what party you support, I think, everybody can attest to the last four years that it was just a level of exhaustion, whether you were defending the former administration or whether you were radically opposed to the former administration. Well, we can all agree to his bit. It will just be a lower temperature if you will, when it comes to what's happening in DC and how it's affecting our world.
Peter: Yeah, it is, it is, it is wild to think that facts were political.
Carol: We don't have to defend facts as a partisan issue. Oh my goodness. Yeah. Yeah. But I think, as you said, it's a long overdue this, this reckoning that we're having. And as. as groups come together and start really digging into the data that's there. And many people have already researched these things, but bringing it all together into light and to light to the general public through the press, I think it should hopefully move things along.
Stephen: Yeah, that's that, that, that is, I'm definitely hopeful. again, with the information, I think that, the. No, not having so much misinformation floating around. I think that'll definitely go a long way.
Carol: All right. Well, yeah. Thank you so much.
Stephen: All right. Yeah, thank y'all for having me. And I was glad to chat with you all today.
Peter: Thank you, Stevie. Hopefully we'll have you back at some other point, looking forward
Stephen: to that. Thank you. Yeah, that'd be fun.
Carol: So I was particularly struck by his CA our conversation about the mistrust of the medical profession and, and you named folks anti-vaxxers, which I often think of as, as white people who are afraid of vaccinations for their children, because of conspiracy theories around autism and, and lots of misinformation there. I think that history is something that I think a lot of white people are not aware of. And yeah, it's steep and it's going to take a long time to correct.
Peter: Yeah. And hopefully we're on being that, as we mentioned, that facts are now political. Like, I hope that that starts to deteriorate at some point soon so that this will, less of them are no longer political facts and are no longer political and the appropriate people are vaccinated appropriately, appropriately. I think a part that stood out to me was the idea of, and it's something that's open-ended is how do we regain the trust of those communities that have been negatively impacted? I feel like that exists everywhere in every single organization, nonprofit or corporate. How, how do you make sure that people are open and are receptive. That, that seems to be like an ongoing conversation and ongoing dilemma because of how deeply rooted and systematic our racism is or sexism or homophobia is and how ingrained that is and in our culture. So I feel like we'll, we'll probably touch on that in every single episode.
Carol: Yeah. And I don't think it's even real. Right. It's it's it starts to. Yeah. Trust.
Peter: Yeah. Yeah, absolutely. Well I think that's it for this week's episode. So if you'd like us to attempt to answer one of your diversity equity, inclusion, questions, or scenarios for us and our guests, please feel free to send those to email@example.com.
Carol: Look forward to seeing those emails. So culturefitpod.gmail.com.
Peter: Yeah. One of those, try them. Try both of them. Somebody. All right, we'll see you next time. All right.
Carol: Thank you so much. See, talk to you soon.
In episode 27 of Mission: Impact, some of the topics that Carol and her guest, Carlyn Madden discussed include:
Carlyn Madden helps nonprofits find new leaders. She is the CEO of Good Insight, a national executive search firm and governance consultancy that focuses on small nonprofits. Good Insight is committed to becoming an anti-racist search firm and she is a sought-after speaker and adviser on the nonprofit workforce’s generational and demographic shifts. She comes to this work through philanthropy, beginning her career at The Morris and Gwendolyn Cafritz Foundation, where she managed a portfolio of grants that spanned education, the arts, human services, and the environment.
Important Guest Links:
Carol Hamilton: My guest today on Mission Impact is Carlyn Madden. She is the CEO of Good Insight, a national executive search firm and governance consultancy that focuses on small nonprofits. Welcome to Mission Impact, the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I am Carol Hamilton, your podcast host and nonprofit strategic planning consultant. Carlyn and I talk about why smaller organizations can benefit from the support of a search firm for their leadership searches. She describes some of the newer good practices to ensure that a search is equitable. We talk about how to avoid being an accidental interim executive director and what aspiring executive directors can do to start now to get ready for a future leadership role
Welcome, Carlyn. And it's great to have you on the podcast.
Carlyn Madden: Yeah. Thanks so much for having me. I appreciate it.
Carol: So I love, I like to get started just by asking a question about what drew you to the work that you do, what motivates you and how would you describe your why?
Carlyn: Yeah, great question. So, I started my nonprofit career in philanthropy, which means that I have a bird's eye perspective on what happens in the nonprofit sector, particularly with community-based organizations. And so after being in philanthropy for almost a decade, I started consulting and did a little bit of everything for a while and saw a number of my former grantees and clients go through adverse executive transitions. So some of the organizations, unfortunately had founders pass away, unexpectedly. Others had hired the wrong person and really the organization took a nosedive. And so as I was building my own consulting practice, I kept being a sounding board for the boards of these nonprofits and thought. Gosh, I think I have a different vision for how organizations can tackle this and started designing a executive server executive search services that embedded a more racial equity approach to the work and started rolling that out in 2018 and have been really fully focused on that in the last few years.
Carol: So, Yeah, it seems like there's, there's been a body of work around leadership transitions that probably started, I don't know, maybe 20 years ago. And it's been the standard of how you do things. So I'm really curious to hear more about, what, how, how you were seeing and how you are approaching those transitions differently.
Carlyn: Great question. there was an interesting article a couple years ago, maybe, and Carol, I'll send this to you so you can include it in the notes, from Jeanne Bell who talks about, I think it's called hire by hire and talks about, some of the survey data on executive leadership in the nonprofit sector has not changed in the last 20 years, right. The demographics have not actually changed. And so what is required is are the conditions of executive search have to change. And so while the model that you're talking about, the last 20 years, it's called executive transition management and they talk about, How does it prepare pivot and thrive or something of that nature, that Don Tevye and Tom Adams and Annie E Casey foundation and Compass Point, all of these organizations came together to design this model, which is an effective model at the base of it. But the conditions around the model have changed. And so things that we do that are a little bit different or, or, a lot of my colleagues are starting to do the same, but we're, we're very firm in this. Salary transparency for all of our clients. I'm really thinking about building, not thinking actually building out networks multi-racial networks, leveraging affinity groups, having open exchange with clients, recognizing that often leaders of color don't have those sponsors or, when we are reaching out to folks saying who do you know in this space, that would be a good executive director. Because there are so many white people in the sector in top leadership roles, our networks are very homogenous. We know that I'm a white lady, you know where this is it podcast, but I'm a white lady. We're two white ladies talking to each other. but our networks are very diverse.
And so we have an open door policy that anybody that has questions about a search can call us, can talk to one of our associates about their interest in the role so that they can really prepare their materials to be successful in front of that transition committee. We're also coaching transition committees on what are some best practices. So if a transition committee is hiring an executive director and says only executive directors can apply for this. Well, what we know to be true about the field is that there are fewer executive directors of color than white executive directors. And so we're already starting to limit the pool.
Some like even subtle things, right? How are we, how are we gender coding? Job descriptions. We know the studies say not just in the nonprofit sector, but HR writ large say women are less likely to apply to a job that is masculine coded. So if your job description says things like. Aggressive goal achievement. Yeah. women, or, women read that as like, well, can I aggressively achieve goals? So we use words like collaborate, not compete, thinking really about gender coding there. So it's a really cool tool. And again, I'll send this to you. You can include in the notes that will read your job descriptions for gender coding and tell you if it's a feminized or masculinized job description, which is really neat. We also avoid militarized language, like execute. We don't say execute, we say implement. And we don't say targets. We say focus, all of these sorts of things that are really subtle, but affect how people are receiving a job description and think about themselves in that position.
Carol: And it seems like, you, you are, are really focused in, on the search phase of that transition.And what misconceptions do you think, you've seen that people have about working with someone on S H working with an outside party to support that search process?
Carlyn: Gosh, I think they think it's really expensive. Right. Like most of my clients are under 5 million. That was the area that, so while I was at, I was at a regional foundation called the Cambridge foundation. I had a portfolio that covered indications with domestic violence survivors, homelessness, and the environment just like a broad generalist. But the thing that they all had in common is that they were relatively small, right. There are under 3 million and we say our ideal clients are under five. And we say that because they don't have, HR apparatus, right? There's not a strong internal system, multiple people they're really helping develop out job descriptions and search services internally. There's no internal strategy around it. So yeah. Our clients are best served. When they're small, we provide good services to small clients, but small clients also lack fewer resources. There's a reason that they're small. And so boards often think that they can do it themselves. But again, what do we know about boards? Many of them are predominantly white led. So we look again at these imaginative networks. they don't have the time to, to do the search themselves. So they're not communicating back to the candidates. And so people don't know where they stand that affects the organization's reputation, all sorts of things like that. So I think a common misconception is that it's really expensive and it's not worth the cost that they can find the executive director themselves. That might be absolutely true. However, the ability, particularly with long tenured and founder transitions, long-tenured executive and founder transitions, is the ability to have a partner that understands where the organization's capacity is.
Can explain that clearly both to the board and to candidates and finding a candidate that doesn't just check all the boxes, but really can meet the organization in this exact moment in time is really crucial. So one of the things that we also know is implicit bias is a big thing. We all carry implicit bias. And so you'll receive a resume from somebody and they'll be like, well, they worked at all the right organizations to successfully lead this nonprofit. But maybe they didn't hold the right roles in those organizations. If you are preparing to launch a capital campaign and somebody has come from a competitor organization, but only worked on the program side, they're not going to have necessarily the skill sets necessary to. Be able to launch that capital campaign that's not going to be their area of expertise. So what we help our clients do is really hone in on the key skills and hire for skills and capacity for that organization's next chapter and boards just don't, aren't going to necessarily understand where the organization is in its life cycle and what's next. And because we are experts in the nonprofit sector, we have a clear vision for that.
Carol: And you talked about, I think, one of those really hard transitions, from a founder and, and how you witnessed, a number of specific examples where that, where that didn't go well, what, what have you seen a transition from, from the founder? Go better or go more smoothly?
Carlyn: Well once they’ve decided that they're going to transition, they do need to identify what the date is of that transition. So, whether that person is leaving in a year, six months, three months, all sorts of, it doesn't, it doesn't matter. But having a firm date in mind and working backwards from that with some succession planning, Carol, I know succession planning is also an area of topic that you care a lot about too. And then the organization can make a decision. Is that executive director going to be the person that hands over the keys, or is that person going to need to use an interim executive director in order to facilitate that transition? And we're dealing with people. So every person is different. Every organization is different because of that person. I can't say there's one right way to do it, but often an interim executive director after the founder is a good idea because. This person can help steward and steer the organization's operations and help clean up. it's not like there's a mess necessarily, but, but be able to implement some new systems, be able to identify if there are staff members that need to be promoted. If there are staff members that have outgrown their positions, they can do some of that quote unquote dirty work before the next executive director comes in. We commonly say there's this accidental interim that often follows a founder, somebody that is in that role for about 18 months. And you don't want that. You want the next person to follow the founder to be there much longer term, maybe not another 30 years, but five, 10 years be able to take the organization through its next cycle of, of opportunity. And so you need somebody in there for six months to a year, maybe even 18 months in order to make sure that all the systems are go and the fundraising relationships are strong and, All of the things that, that next executive director would otherwise work on and take up a lot of time, rather than being able to implement a bigger vision for the organization.
Carol: And I could imagine, as, or as organizations are becoming more aware and centering, equity and racial equity that. an unfortunate offshoot of that might be that, they rushed to hire a person of color where they've, where there's been a white founder. And then just because of all the founders and plus many other things, that person becomes that accidental, inner, accidental interim. And I'm, I'm just it. I can imagine that it could have an even greater detrimental effect on that person's career than it might be. For a white accidental interim.
Carlyn: Yeah, it's a good point, Carol. And again, we're dealing with individuals so individual by individual basis. Certainly. but I have seen some very specific scenarios where. That has really torpedoed somebody's career, women of color's career. and then she had a successive accidental interim tenure. And then, as people are reviewing a resume, well, why was so-and-so there for just nine months? Well, so-and-so walked into a really terrible situation, but it's hard to communicate that to, a set of board members that are thinking about, gosh, are we going to take quote unquote, a risk? It's like, you're not taking a risk, but. A resume does not show a holistic vision of who a person is. And that's really unfortunate. So it's a good point. It can be very detrimental, particularly for women of color who are already up against it. A lot of implicit bias that comes up during the hiring process.
Carol: It almost reminds me of that. I don't know. What did they call it? The glass cliff? Not just the glass ceiling, but the glass cliff of being offered, women, women of color, especially being offered the impossible job. Yeah. And then people wondered why they couldn't complete it.
Carlyn: There's a really interesting, I can send this to you so you can share, really interesting podcasts and possibly a company article. And I think it's from Forbes or possibly a fast company that talks about this in the for-profit sector. but this exact same thing where women are called in to clean up a mess and then have an impossible job ahead of them. And then their performance is managed in a way that. Is not commensurate with the, with the opportunity ahead, right. Or the challenge ahead. So I think it's a very good thing to be thinking about that glass clip. And what does it mean to take over, particularly from a founder who is doing more than an executive director, would traditionally, do you have to reshape that role?
Carol: Yeah. And I think for any role, an executive director or any role when an organization is looking at a job description, especially if someone's been in the role for a long time. and of course a founder has, has its own particular set of circumstances or, or impact on the organization. But, anytime someone's been in a role for awhile, though, if the organization has done a good job of maximizing that person's strengths, the role starts to morph into what works for that person. And then you have to separate it from that person and think, well, what do we need from an organizational point of view? And what is realistic? What, what can really one person take on, how do you help boards walk through that process? So it isn't, and, and identify what those really key competencies are. It's not necessarily something that most people think about on a day-to-day basis. Yeah.
Carlyn: That's a great question as well. So it goes back to the, again, to the common misconceptions about why use a search firm. Versus being able to self administer a search. One of the things that we do for all of our clients is stakeholder engagement. So on the front end, we are not just reviewing key documents to get a sense of the lay of the land, or what does the last audit say and all of those sorts of things. But also we are surveying board members, key staff members from membership associations, the actual members of the association, key volunteers. Possibly even program participants, we're talking to funders, we're doing surveys. We're doing one-on-one phone calls. We're doing listening sessions. It’s just going to depend on what the organization's needs are, how recently they've done similar things. And we're trying to learn what was. What was really stellar about the last person in this position? What were some of the key achievements? What do you think is next? What's on the horizon? What hasn't been paid attention to that needs to, often staff culture is a big piece. I think we're really going through a. Tumultuous time. Rightly so.
In my opinion, where staff are much more vocal about what they're going to need from their next leader and what hasn't been happening, particularly in the equity piece, the racial equity or gender justice, or whatever, these different, different elements that affect images, visual organizations. And this is their time to be able to lift and surface that. And for the board to be able to hear that in an objective way, that's not the, The theses banged on the front door that says, we're demanding change or we are unionizing because our rights are being infringed upon. but enables the search firm to play this intermediary buffer zone and then communicate between the two parties about what are the needs of the organization. What's surfacing? We'll also hear from funders or other key stakeholders. What role does this organization play in the community and what, what gaps exist? So are there things that the organization could be doing that it's not, are there needs of the community that aren't being fulfilled? So it's the chance to do a, I even hate to say it like mini strategic plan, to really understand what are the opportunities ahead, what are the challenges that exist at this organization? And then we can effectively communicate reality to the potential candidates so that the board is choosing a candidate that can deal with the circumstances ahead.
Carol: No. I mean, the way you described it, it really is, essentially a mini strategic plan because all those stakeholder engagement is, is key to, any, any strategic process. And the, the, the timeframe may not be quite as long. To really help the board identify, what is this moment in time? Where are we in our life cycle? and then, what do we need from the person immediately? And then in the, in the short to long-term.
Carlyn: Yeah. And it also has helped them actually in conversation with a client that I've had over the number of years and their founders transitioning. And, we were talking about like, What's his pet project, right? The organization has been shaped around his identity and in many ways it's been really successful. His vision has helped propel this organization to really incredible Heights in a very small period of time for a period of time. But there are also things that are pet projects and the board. Recognizes it to some extent, but not necessarily the full extent. So that was the focus of our conversation yesterday, but it was really helpful just to identify, like there are some things that only he can do and only he wants to do. And so the next executive director might even bring their own pet projects and that's okay. But what is essential to the mission of the organization and what would be nice to have, but it's not urgent.
Carol: Yeah. I feel like so many of my conversations come down to that. What's truly essential and what's nice to have.
Carlyn: I think the pandemic has helped us get clarity around that. Hopefully as well, maybe not complete clarity, but.
Carol: At least realizing that that would be a good thing. If we can, if we can identify with the essential items, what mistakes do you see organizations making when they, when they're managing these later leadership transitions?
Carlyn: It’s all about timing. It's all about timing. So I'll often talk to people. That'll say. We're looking for the next person to be here by our gala, which is about two and a half months. And, yeah, I'm going to announce them there. Well, that's going to be tough if, if we work together, that's going to be tough. I'm not saying another search firm couldn't do it, but you're not going to have that stakeholder engagement. You're not going to have that reality check. You're not going to have that candidate care that comes through the process so often. Particularly for executive search at executive director or CEO searches boards are unaware of how long the process is actually going to take, which is usually about four to six months and most often six months. and that's from initiation to. Nope start date. So it's not necessarily from like, I, starting the search, the actual recruitment process to the offer, but that's from the stakeholder engagement to the person, actually walking in the front door. When you're dealing with executive directors, they need at least a month to be able to exit their organization and particularly, it's such a. It's going to sound funny to even say this, but it's a really tight job market right now. Like there are people who are very eager to depart their job and there are people that are very eager to hire new people.
I think I've never seen so many calls that we're getting that are going through executive transitions. I think it's a little bit of the baby boomer retirement. People are excited for new opportunities or maybe executive directors are exiting to take care of elder parents or child care. They scale back. They're so burnt out. And so it's just, there's a lot of things that are going to be floating around the market. So if you're an aspiring ed, this is your time to shine. But, if you're a board member, know that that is going to be very competitive to get the right person. And so you might walk away with the perfect person, but you might be offering it to a couple of different people. We've had a couple scenarios just in the last few months where someone's accepted a job offer, been in the situation where they're. They're negotiating parallel job offers, and you have to be willing to make some, some adjustments to your timeline, to the amount of money that you have on the table. All sorts of things. People aren't just thankful for a new job. They are careerists that are really thinking about how this fits into their personal and professional trajectories.
Carol: And what would you say to those aspiring executive directors? What are some things that they might start doing now to prepare themselves and help them be well positioned to apply for a leadership role?
Carlyn: Yeah. As much as somebody can do to shadow. The development function of an organization. So if somebody is looking to ascend into an exhibit creative director role, the board is paying close attention to how much fundraising experience they have, or what is their external facing experience? I think, unfortunately, and I say this as an introvert, extroverts are rewarded in a search, right. Somebody that can come in and really wow. Somebody, but research shows that introverts are actually better suited for executive director positions or leadership positions. So don't take that. But even introverted people enjoy connecting with others and, Thinking about the fundraising functions of an organization are going to be really key to aspiring executive directors. So even if you are not a development director, looking to move up, if you're a program person, we'll have you start shadowing, start having conversations with fundraising colleagues so that you understand the soup to nuts fundraising process, join a board so that you get hands-on experience of soliciting donations. Those are going to be key for you to be successful in an executive director interview. I tease, I have a colleague that works in a fundraising space and I was like, whenever you're ready to do something like an Institute for fundraising, like a three-day long weekend seminar to help fundraisers understand fundraising too. Do executive director positions. I was like, I will invest in that idea. So anybody has an idea you can call me. I will invest in that idea because it is so important. And it's, it, it really is lacking, unfortunately, in a lot of, a lot of potential, really awesome executive directors. And it's hard to change the board's mind around that because fundraising is so essential to an executive director position.
Carol: And then, once the search process is over, the person has accepted the role, what are some things to help set them up for success?
Carlyn: Yeah. So one of the things we do, bi-fold our onboarding plan with the transition committee and some staff members, so that there's 90 days worth of activities that are happening for that person. Now we can all remember an occasion where we've walked into an office and so much just like. Glad to have you, you sit here. Well, we don't want that to happen. We want everything to start off on a good foot, particularly for those executive directors. So, what are the technology needs that they're going to have? What are the key people that they need to meet in the first few weeks? How are they? Let's go ahead and set up meetings with the board members. That's all done for them. They like to walk in, they open their calendar and they're like, great. I’ll meet Jim for lunch next Tuesday. And Jill and Joanie are going to have a happy hour, blah, blah, blah, have all of that. Go ahead and set that up for them. So that it's really clear what they're supposed to be working on. how they're going to communicate what the organization's communication is to the community about the arrival, blah, blah, blah. And then what we also do is 30, 60, 90 day check-ins with both the incoming executive director and the board chair. And we do that for two reasons. One helps us transfer all of this great knowledge that we've received about the organization, through the stakeholder surveys, through people's individual perceptions of the organization, as we're going through the candidate process, tricky board relationships that you might need to navigate, all the things that we've, we've learned. As well as for the board chair, it helps us understand if there are hiccups along the way with that executive director so that we can bring in resources to course-correct if we need to, or if at the end of 90 days, things look like they're going to go sideways, it allows the, the board chair to understand what their options are. And if we need to replace that person, we can always go back to the candidate pool before starting a search. Good search firms are going to give a guarantee of their work that they'll replace the NEC the executive director within a year. we have not had to do that, but it's inevitable it's going to happen. And so, our guarantee is after a year, if within a year, somebody either resigns or is fired, we would start a search for free and. That 90 days helps us do that on the earlier side than like 360 days into that person's tenure.
Carol: Well, at the end of each episode, I like to play a game where I ask a somewhat random, icebreaker question. And so, if you were right, if you were to write a book, what would it be about,
Carlyn: Oh gosh, I mean work is such a big part of my life. I'd like to think I would write like a non-work book. Right. But so if, if I had to write a work-related book, I think we would really feature some of the great nonprofits that we're, that we're working with and use that as case studies. I think there's so many lessons to learn about. The executive search process, but the process happens in a vacuright? We don't get a lot of information about what's happening behind the scenes. Other than an email to say so-and-so is leaving and look so-and-so has arrived. And so what are some of the dynamics that are happening in nonprofits today and what are the different things that are needed that are different than 20 years ago? So what's the contemporary viewpoint on executive search might be my next book. We'll see if I can find time.
Carol: All right. Well, we'll look for that in bookstores.
Carlyn: Coming to a bookstore near you, coming to a bookstore and meeting you.
Carol: And, what are you excited about? What's coming up next for you. What's emerging in the work that you're doing?
Carlyn: It’s been, it's been a really interesting spring into summer. I mean, we're getting so many requests for searches, which is great. so we're building the team, so we'll have two new hires coming on this summer. and so thinking about how we build a team that represents the type of placements that we want to make. So no differentiating, and the nonprofit will only work in the nonprofit sector, but who are people in housing who are people in community development and all of those sorts of things that we're building those skills into the team are looking at racial diversity of our own team. we're looking at gender diversity, age diversity, all of these different elements for us so that we can serve our clients. Well, And I think we're really in just the beginning of a big way for executive transition. So we're trying to wax a surfboard and swim on out and get ready for the wave.
Carol: Sounds great. Well, thank you so much.
Carlyn: Thanks so much, Carol. I appreciate it.
Carol: I appreciated how our conversation about how too often people of color, especially women get handed a “glass cliff” assignment in leadership. This could be succeeding a founder or being hired to turn around an organization. These glass cliff assignments not only serves to hurt the individual’s career, they really do a to the sector more broadly. As organizations prioritize racial equity in their hiring, they need to do the work that ensures that their focus on equity is beyond just the hiring process. That they are doing the work internally to ensure new leaders of color have the resources they need to succeed in their roles and they are not being expected to do all the work of anti-racism for the organization on their own. Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find out how to connect with Carlyn as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Nora Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. We want to hear from you! Take a minute to give us feedback or ask a question at missionimpactpodcast.com/feedback. Until next time!
There is a brief discussion of police brutality in this episode around 16 minutes in.
In episode 14 of Mission: Impact, some of the topics that Carol and her guest, Keisha Sitney, discussed include:
- Why leaders need to be role models for their staff and lead by example
Keisha Sitney is the Chief People Officer for The Y in Central Maryland and the founder of Golden Key Coaching. She works to ensure the people strategies and resources support and match the strategic priorities of the organization. Keisha is an executive leader who has been with the Y for 30 years, both at the national and regional levels. With in-depth experience in coaching, talent management, strategic visioning and planning, and facilitation, Keisha has served in operational roles at the YMCA of Metropolitan Washington, led the national multicultural leadership development movement as well as served as an internal consultant for C-Suite leaders from Ys across the United States. She holds a Master's Degree in Organization Development from American University and a Bachelor's Degree in Psychology from Howard University.
Carol Hamilton: Welcome Keisha, great to have you on the podcast.
Keisha Sitney: Thank you. Thanks for having me, I’m really honored to be here.
Carol: I want to start out by asking, just to give people some context, what drew you to the work that you do? What would you say motivates you and how would you describe your work?
Keisha: Well, I have worked for Y the organization for [30 years and I’m] celebrating my 30th year there. And being only 35, it's hard to fathom that I've been in that place 30 years. But in all seriousness, I really enjoy helping people to reach their potential. I think that I started off working with young people, and directing childcare centers, and doing team programs and things, and after decades of operations, I really found that my passion is for the people, the associates, the leaders that are doing the work and helping them make sure that they feel equipped, that they feel energized, that they have all the tools and resources, that they have the confidence to do the work that they're supposed to do. Nonprofit work can be grueling, and sometimes we may give and forget that we have to also pour in to ourselves. So that's a part of my why is making sure that people are able to pour into themselves?
Carol: Yeah. What are some ways that you help people do that?
Keisha: Well, I think that a lot of it is in coaching and reflecting and going through and finding ways to reflect on situations: ‘how did I respond to this, how am I going to do this differently in the future?’ I think that that emotional intelligence and self-awareness is really key. We can get so caught up in the doing of the work, and I find myself telling leaders all the time through our organization: the work is not just the work, it's not just the tactics and the processes. It's how we get things done. It's who we work with in order to move things forward. I think that a part of that is how we are aware of our own selves and how we impact that. So it's important, that critical part of leadership, in my opinion.
Carol: I don't know if leaders are always aware that the folks around them, their staff, are paying very close attention to everything that they're doing. And oftentimes, leaders are relying on what they're saying or what they're communicating in an email, but what they're doing, that is always more powerful, for people to watch behavior and, start to unpack, and doing that reflection so that you can think about, ‘okay, well, these are the things that happened.’ someone's telling me what they saw and that they made some interpretation and it maybe wasn’t what I intended, but that was the impact it had. So it's really key to always remember that, as a leader, you're in the spotlight
Keisha: Yeah, you're accountable, regardless of your intent. Maybe the impact is still being impacted. When you're mentioning leaders and people looking up to you or watching, how do we take off? How do we use it, how do we sharpen the saw? How do we develop ourselves? We tend to say, ‘Oh, we're going to send them to training or we're going to make sure you use your leave,’ but then, ‘Oh, well, no, I'm so important, I've got to work. I've got to be here’ or, ‘call me, I know I'm on vacation, but I'll still be a participant in that meeting.’ And it's risky to, to be the person that says ‘I'm scheduled for leave during that time. Can we reschedule that? I really want to be a part of the conversation, but I've scheduled this time and it's really important to my family.’ Not to say that as a leader, sometimes you don't need to just be there. If it's something that's come up, that's an emergency, but every emergency isn't an emergency. So I think that leading by example and taking care of ourselves and our families is really critical. And it's something that I constantly work on. I can't say I've got it down pat, but it's something that I strive to improve every year.
Carol: Yeah, those are hard boundaries to keep, even when we know that's in our belief, I know that's certainly what I believe and I try to do for myself and then to demonstrate to others. And I have the luxury of being an independent consultant. I used to give the explanation of why I'm on leave. Now I simply say that I'm not available. It's a little easier for me to do that without someone having access to my calendar, et cetera, but it's still hard to maintain those boundaries, and even if you're working, just keep some time for thinking and for analysis, for stepping back and not being in meeting after meeting after meeting as leaders are so often in. Especially now, in COVID, the day can never end sometimes. But I think being aware of what really is an emergency, when is it really critical, and when is it not so that you have those reserves when those emergencies come up.
Keisha: And one thing that I try to remember is, as women, and leaders, and moms, sometimes there's a thought you're supposed to be super-woman or super-mom, and I don't try to ascribe to that. I try to remember that, I'm juggling a lot of balls, but. Every ball is not a glass wall. So, there might be some things that I can let drop and they're going to bounce back and I'll just pick them up wherever they are. Or maybe I can pass it to someone on my team or something like that. But things like my children, or my husband, or my health, those are glass balls that I can't get back. If I drop them, they're shattered. That's been helpful for me to prioritize those things that'll be fine until next week, but this is the priority and takes precedent, so I need to calm myself.
Carol: I love that image because we so often hear ‘I'm juggling a lot of things,’ but remembering that all of those balls that you're juggling don't have the same impact and are not all precious in the same way. You don’t have to be the one juggling all of those things, and you can pull other people in, help them grow by giving them a stretch assignment that you may be in charge of, and maybe it can really help their development.
Keisha: Exactly and people want to help. They want to come through for you. So I think it isn't for us to share those opportunities with others and prioritize for ourselves.
Carol: So, part of your work has been working on building a more multicultural increasing equity within the Y. What would you say has been missing in past efforts to address equity in the nonprofit sector? I mean, there are a lot of organizations that are trying to address that in the outside of their organizations, but I'm talking about inside organizations.
Keisha: We have to start with ourselves internally. If it can't be just a process or a policy, or procedures, we have to start as individuals. We come to work with our own beliefs, the way that we are raised and how we see things. And we are all born with biases and it impacts how we show up and impact how we treat others at work. What we value, who we value. Knowing where people's ideals come from and why they make the decisions they make, or the way they behave. It's helpful in us being more empathetic to one another. I feel like the conversations that are being had nowadays, with the pandemic of coronavirus and COVID-19, and the epidemic of racism, people aren't able to ignore it. I think having these uncomfortable conversations, leaning into the discomfort, and committing to doing it again and again, is what's going to make the difference.
I've led multicultural leadership-development efforts at a national level for our organization. And there were some times where I felt like we were just teaching the diverse leader how to be within this larger structure that is not necessarily welcome. So, teach you - as a person of color - to straighten your hair, to get in, get the interview, say the right things, and do all those things. But how do we change the system so that it doesn't expect me to conform in order to be successful, that I can be valued for. However, if I choose to wear my hair this way, and I know that sometimes it seems like a small thing, but those small things, they just add up and there seem to be many ways where, as a woman of color, I felt like I haven't always been able to bring my whole self to work. So I do think that it's important that we allow folks to bring themselves, and their culture, and their beliefs, to work and not have to hide who they are.
Those conversations are key. And in that leadership development that you're talking about, it's essentially like we're refining code switching or refining, basically teaching whiteness. I feel like that's probably replicated across not only programs within organizations, but many, many programs that are offered as not capacity-building, but just different levels. So that's essentially what the program is about. How is that really helping us get to equity. We need to teach white people to be okay with people who are different. I know that there's a lot of books and things talking about being anti-racist. But we have to continue to just work on dismantling the systems. It's not just teaching one group how to be, or how to respond. It's educating ourselves on how things got to be the way they are. And they didn't just start with us here. Here's the impact of those things, here's how this group might've benefited from these laws and these systems. And then here's how this group may not have benefited or how they might've been kept back as a result of those. And then getting people to make change, how do we bring it to the forefront and then start to dismantle it. But it's in the long haul. It was built over time and it won't be dismantled overnight either.
Carol: Yeah. And it's interesting. I was listening to one of Brené Brown's podcasts, she now has two, and I'm not remembering who the person that she was talking to was, but the person she was interviewing was talking about how, when organizations try to start working on diversity, equity, and inclusion. They'll often go to the policies, the practices, and she described that, as the transactional part of the work. And that was interesting to me - because so often it ends up being posed as somewhat of an either/or of either you're doing transactional, or you're doing transformational and what she was saying, which I found so interesting was you have to have both. So you have to deal with all those practices and systems and how that's all embedded in the code of how we work. That's not enough, it's not sufficient. You also have to work at the relational level and then other work. We're trying to come at this from a conscious part of the brain that actually is not triggering a lot of this. That so much is about the unconscious bias that we've been taught over years. And how that's embedded in our limbic system.
Keisha: It is. We have to do something to consciously stop it and be aware that, ‘okay, this is what I'm thinking.’ This is what I'm hearing. This is what I'm saying, what I'm replicated. I found that one-on-one conversations have also been very, very helpful with - and I can't speak for every person who's like me - but I can tell you how this impacts me. I can tell you how this impacts my children. I can tell you how this impacts my family, and it's exhausting to share. There have been times when I'm like, ‘I'm tired of educating everyone else. I'm just going to do me.’ I've got to preserve myself.
Diversity fatigue is a real thing. I’ve found relationships that are important to me and I've really tried to develop those, whether it's professionally or personally, but by sharing, this is the impact of this. When I hear of another police killing a black person, I think about how that could be my son who is 17 now, who's 6’ 4” and it could be my daughter, who's 17 and just a black, young woman. It could be me, it could be my husband. And sharing conversations with folks. One of my colleagues said, that really hit me when you talked about your kids and my kids, because it's always, that's that family over there, but it's like, we have these things in common, but yet our kids can be doing the same exact thing and mine will be killed and Rose’s will not. So I think that that's one way that I've tried to personally make connections with folks and help them to see things in a different light.
Carol: Yeah. I appreciate that. And I appreciate what you're saying, that there are just sometimes when I'm not going to engage. I need to preserve myself.
Keisha: Yeah. I can't always engage in conversations, and it's not always fruitful. There are some folks who, it doesn't matter what you say, and I'm not willing to sacrifice myself for those types of conversations.
Carol: Yeah. And sometimes I find it can be helpful to identify some bright spots, or people who are operating under those same circumstances or constraints, within the same context, but somehow are having better results. In your work, have you encountered some of those bright spots because I think that that's a place to start working from.
Keisha: Yeah. I mean, I've encountered quite a few bright spots. We have a movement of leaders of color throughout the national Y and we call it our multicultural leadership development. It's mentors, coaches, and supports. And we've created safe spaces, similar to the employee resource group models where you have groups of people who may be able to come together and work on policies. You've got the affinity groups, those types of things, but ours is more of a mixture. Not just African-Americans with African-Americans. So you might see African-Americans, Hispanic, Latinos, and Asian Pacific Islanders. There you might have indigenous folks of which we need to improve our numbers versus nationally as an organization with regards to leadership, reflecting the communities we serve. But for those of us who are members of those communities, finding the commonalities and being able to support one another, educate one another, and to be with one another, and developing our own cultural competence, just because you're a person of color doesn't mean that you're going to be culturally competent as well.
The things that we're asking from other groups that we should be able to model those things as well. So it's definitely been a great support system. And we've seen a lot of folks who've been able to engage and advance their careers within our organization. In connecting the dots where they're not just at one small organization, that they can be connected to our larger network of organization. So really a lot of success there. We have seen some increases in our numbers nationally of leaders that are at the top level, in the C-suite CEO position that are of color. But then we've also had some challenges that go on the other side of it. We've done a lot more work on bias and undoing institutional racism. Anti-racism work, a lot more equity work and looking at the systems. And I don't think that that's something that, as national non-profits, a lot of us do. Recognizing that we are a part of those systems that we talk about, a part of this country. We have the same kind of history as we've evolved in these 175 years that our country has evolved. So, I think we're doing a lot and there are a lot of folks who are committed to it. There's much more to be done.
Carol: Sure. Sure. And for the Y particularly, you're a federated system and that can - I'm guessing - make it particularly challenging, but there are many other national organizations that are set up that same way. Can you just briefly say what a federated system is, and then maybe talk about how some of this work has either been able to move forward or, or been challenging.
Keisha: Sure. We're federated meaning each organization, each Y, is its own independent 501 c3. You're all members of the national YMCA, and there are some guidelines that we need to adhere to in order to be a member. But we each have our own boards of directors, our own financial leaders, those kinds of things. And we can make our own decisions. There are a lot of benefits to that because the work that's happening in each community is different. So we don't have to be bound by some national perspective or priorities that are not appropriate for our community. The benefits of being a larger, federated organization, our brand is something that's recognizable that we work hard to have some things that we say are in common and that when you go to a Y, no matter where you are, that there should be these types of things. For us, that healthy, living youth development and social responsibility are three of our big core areas that we do our work.
Carol: So there was a second part to that question. I'm just also wondering, with that federated system, there's also the autonomy of each organization. So, trying to move forward, something at the national level may take longer because you essentially have to persuade or pull in every organization within the system.
Keisha: We're a very diverse country. We have, in some ways, a lot of division and something that we all believe in. And then there are some areas where we're not all on the same side and our organization is not any different from that. so for us to all rally around the same thing, it is not always very easy. It can be painstaking, but I know that there are some things we do believe in equity and inclusion as a national organization. We believe in the safety of children and young people. And there's just certain things that are no-brainers for us. But how that gets implemented in each area is sometimes very different and can be difficult. I'm not speaking on behalf of our organization nationally. It is an area that I've seen that, when we’ve pulled together, it's very impactful.
Carol: You've actually developed your own leadership model. Can you tell us a little bit more about that and what you've found wanting and other models that spurred you to create your own?
Keisha: Sure! Thank you for asking about it. It's interesting because I've coached leaders for many, many years, and also had a lot of focus on learning and development. I feel like we tend to highlight leaders who seem as if they arrived; as if they just showed up and they were perfect, these flawless leaders and I've done presentations, and I've done a little riff on Beyonce’s flawless music. We don't really highlight leaders who mess things up or who are learning. When I see someone who's in a position that's at a high level I think, ‘man, how do I get there?’ I don't hear about the times that they failed four times, that they were rejected for six other positions that they've gone for, you just get to see where they've shown up. So I really try to encourage my colleagues to share some of their failures, some of their flaws so to speak. The model is that leaders are flawed and they are not perfect, but we do learn from things. So the [idea is that] we're failing forward. Everyone makes mistakes. And how do we utilize those to propel ourselves and our learning, or whatever it is that we learned from those failures. Then maybe we prevent some of the failures in the future, or maybe they'll be a little smaller. But recognizing that all of us will fail at some point and how we fail forward? the lesson for lifelong learners that we constantly have to sharpen that saw, we have to learn more. Part of it is reflecting and getting better, learning about what we do and how we can improve, learning about our field, our craft, just continuing to [learn]. There's no point where you've just arrived so we need to always be lifelong learners. The A is for authentic! I think authenticity in leadership is very important for us. If you want people to follow you, you want them to trust you. People don't want to follow someone who doesn't seem genuine. And a part of that authenticity is [admitting] that, you’re not always right. I may not be perfect, but sharing more of our why, our story, why we do things or what's motivating our decisions and things like that. Sharing a little bit of a vulnerability. So if we were to talk about Brenè Brown, vulnerability is just super important. So I think that that's all tied to authenticity. And then the W is for work. You can't be a leader without doing the work. You’ve gotta roll your sleeves up and get your hands dirty. I do believe in working smarter, not harder. I'm not going to try and take the hard way, but in leadership, you definitely have to put in the work wherever it's needed. That's my model: leaders of LAW.
Carol: I love it. I think it was one thing - I don't think much goes viral on LinkedIn - but this one probably did where someone actually wrote their failure resume. Yeah, so when you write your bio for when you're speaking or whatnot, you rarely include: “and right before I got that job, I was the runner-up for four of them.” [You don’t include] where you were laid off here, or where you got restructured out of that job at that. We're resilient. Those are the things that we need to reiterate that, especially with this generation coming up and I hate to sound like the old person in the room, but you want folks to know it's okay, you gotta be resilient. We don't know what's going to happen next, then COVID, and what this next iteration will be, but we will band together. We will be resilient. We'll make it through and figure it out.
Keisha: Yeah. And I think folks have a lot more resilience than they realize, and it's part of it. It's looking back and seeing, ‘that kind of sucked at that time, but I picked myself back up and got back on the horse’ or whatever and [you need to] try it again. And I think just the way our brains are wired, we learn so much more from those failures than we do from all those successes. So, we have such a negativity bias that those are definitely more memorable. But then not only keep it as our own private learning, but I think what you're saying is, for leaders to actually share those with the folks that they're working with so that folks really know that it is okay. We don't want to make a lot of mistakes. Nobody wants to make mistakes. But on the other hand, if there's a culture where making mistakes is punished, then it just has so much impact on folks willing to take risks. That has to be there for innovation [so it] can really have a chilling effect. So yeah, pretending that you're perfect, it's exhausting for the person who wants to work with that anyway. It's not realistic. It doesn't have to be perfect. We're not expecting it to be our final product, but you're going to put this bad boy out, see how it works, and we'll fix it. We'll continue to hone in on it.
Carol: So, you allow people to be okay with, like you said, innovating and we don't want to make huge mistakes, but we know that's a part of the process. Then we can build our confidence in knowing that it's a part of the process that I may stumble.
Keisha: Yeah. And I think, also for organizations to look at who's allowed to make those mistakes within the organization and who it has higher consequences for. And I'm sure in most cases there's probably already research that shows this, but the more male and white you are, probably the more you can get away with. Yup. Very much so. And I didn't necessarily see it myself. Being in HR, coming from operations in so many places that I'm really drawn to making sure that we're consistent with how we handle those situations. Like you said, are we doing the same thing if the person is white and male that we would have done if they were young and female, or a person of color, or something like that. It’s super important that we have that consistency.
Carol: Yeah, well I want to shift focus a little bit. At the end of every episode, I do a little game where I ask a random icebreaker question. So, what is one family tradition that you'd like to carry on in the future?
Keisha: I created a family tradition of cookie baking for the holidays, and I'm not a person who cooks nor bakes. So it was interesting for me to come up with that, but I just love the idea of my children coming together, and having other cousins over, and us getting flour all over the place and making cookies from scratch. It's just a great way to set the holiday season off. It's a big mess, and every year I say, ‘why am I doing this?’ but I'm really trying to figure out how to do it during COVID. I'm like, ‘okay, pass out flour and it could be making an idea, or you do something via zoom. It's definitely one of the traditions that I hope my children pass on and that they continue to do it.
Carol: All right. Well, thank you so much. I hope I get a box of cookies.
Keisha: You may not want them! They've gotten better over the years. Like I said, I'm not a baker but, fail forward! I've gotten much better, but I've been failing forward for some years.
Carol: All right. Well, thank you so much.
Keisha: Thank you. Appreciate you, Carol. Good to talk to you.
In episode 11 of Mission: Impact, some of the topics that Carol and her guest, Nyacko Perry, discussed include:
Boardsource 2017 research on the demographics of nonprofit boards. Leading with Intent.
Nyacko Perry utilizes a systems-thinking approach to assist individuals, community groups, and organizations, in creating more inclusive cultures. Her decade long career as a transformational change agent includes national and international facilitation with non-profit, corporate, and government agencies. Nyacko is the founder of Yin Consulting, a collaborative focused on personal, organizational and systemic healing.
She is the Organization Development Partner at the much-anticipated Comfort Kitchen, a restaurant, community meeting space, and a food incubator dedicated to fostering collaboration, cross-cultural understanding, and community engagement. Nyacko also serves as a member of the Advisory Board for the Action Boston Community Development, Inc. Roxbury/N. Dorchester Opportunity Center. Nyacko holds an M.S. in Organization Development, with distinction, from American University. She is also a 500-hour professional level yoga teacher, an Afro Flow Yoga® certified teacher, and weaves her mindfulness expertise into her consulting work.
Carol Hamilton: Welcome Nyacko, it’s great to have you on the podcast.
Nyacko Perry: Thank you, Carol. I'm excited to be here.
Carol: So, give people some context, what drew you to the work that you do? What would you say is the journey or the path that got you to where you are now?
Nyacko: That is quite the question. Just for background, I do mostly organizational healings. I'm interested in the wellbeing of people at work, and ultimately doing a process of healing. So addressing and having accountability around some of the past experiences, and making a path forward so that people can feel safe and be the most productive people they can be at work. What brought me to that is quite a journey. I come from a yoga background to start. I was very invested in healing in that regard. Healing for myself, and first for taking care of myself, taking care of my body and my mind, and that quickly grew into ‘how do I facilitate this for other people?’ So I've been a yoga teacher for several years, and after being a yoga teacher for several years, I left and became a Peace Corps Volunteer in Botswana for two years. That experience was the most eye-opening, incredible experience of my life, both exciting and awesome, but also painful and different. Through that experience, I was working with a lot of Government Agencies. I was based in a local village and there were three local schools that I was supporting with what we would consider life skills, which were mostly around the spread of HIV and making sure that the curriculum invested in that and making sure that the students understood what HIV was and how it was transmitted and so forth.
Through that experience, I found that one, I fell in love with my community. I also got rather disillusioned from some of the institutions that were located there, both the nonprofits, as well as some of the government agencies I was working with. Unfortunately, their approach was ultimately, numbers, very numbers based, very centric towards, ‘you know, what are we doing and how is this making us look good?’ and it really didn't resonate with me. So I had a big internal process going on because I felt like there's so much potential to do our full work if you are in collaboration with the community, if you are really acknowledging how they want to go about their own process of doing this powerful change within their system. I became very interested in that, both during my Peace Corps service, but then afterwards, of course. so after that time of being with them, I thought, ‘okay, more so than actually doing direct service, I'm very interested in the systems that hold this direct service. So, that's where I started and looked into the American program that I believe we both did Carol. Then, going through the master's program became very interested in how to bring back this healing component and this idea around people's wellbeing at work. So all of these different parts of my identity and my experience came together through the master's program. I actually had the pleasure of thinking about a theory around organizational healing from the lens of the chakra system. The chakra system is basically energy centers that live within the body.
They're known in yogic philosophy, they're also known in African practices and traditions as well. I was very interested in considering organizations to be human systems, then how do we apply all of these theories we have about the human experience in the context of work? So that's how I got into all of the things that I got into.
Carol: That's awesome. Say more about your organizational theory of healing and, how do you define that, and can you dig into a little bit more about how the theory shows up when you're doing work with groups.
Nyacko: Absolutely. For me, I'm a very feeling person, so the first thing that I do when I go into an organizational system is I'm like, what do I feel inside? Do I feel tension? Do I feel joy? Do I feel like apprehension? and so I very much come from an emotional place and healing. What I consider healing is being in touch [with] emotions, but healing takes many, many shapes and forms. So from my perspective, it's really about accountability. I think that's where healing can truly come through. So if an organization gets data that says ‘actually you have been unfair or you have done some things that have caused harm,’ acknowledging that, and really making that be part of the next strategy. [Saying,] we've heard you, we're going to make shifts. We're going to acknowledge what we've done that has caused harm. We're going to actually make some shifts and involve you in that change process. That's what I consider to be healing, but what I've noticed through the work is that every organization will bring about healing in their own way. For some people, healing can be messy, it can be tough. It's where the leader, for example, has to really take in all of the feedback, and sometimes that within itself is like, ‘ah, that hurts.’ or, I had no intention of doing that. I think this is something that happens all the time where the leader has a very different experience from those that are on the lower levels of the system. I didn't realize that making this pay cut and making this particular shift had an actual emotional effect on your life and your ability to come to work and to thrive. I didn't realize that.
So there's a lot of acknowledging what's gone wrong, but it can honestly be a messy process I've found, but I think for me, it's really about how we create a safe container where people can be honest, and that is usually the first step in a system. A lot of times when I go in, it's very clear to me that nobody's going to really say how they feel, because there's such tension, there's such a tightness and so I open the floodgates, but then the floodgates are open and who knows what could happen. Usually it ends up pretty well.
Carol: Can you say a little bit more about what you mean by creating a container?
Nyacko: Yeah, even in how I practice. So if I'm leading a group, the first thing I do is a check-in. For some systems, that's very normal behavior, checking in [with] ‘how is everybody?’ and when we're checking in, we're not just checking in on ‘how was work today,’ but [also,] ‘how are you?’ and from a facilitator perspective, I want to understand if somebody is coming in with stress, with some tension, with something that's going to influence how they're showing up here. So that gives me more of a background of what's going on.
So, one thing is check-ins, which for some systems is radical transforming where people are like, ‘wait, you're asking me how I am versus how productive I was today?!’ It can be a jarring shift. So I think that that's the first step for me in terms of setting a container. Starting with, of course, the check-in, but also in how I'm holding the space.
I'm not intending to be an authority when I hold space, which for some people is difficult. Because they're like, just tell me what to do and also, this is what I consider to be presence, you know, you're a boss and you come in and you tell us how to do things. So I come in with a radical, different way, which is: ‘hi, I'm here. I'm interested in how you feel.’ I want to support you in this process, I'm not an authority, I hope you feel safe here. So that's how I show up and that really opens where people are like, ‘oh, whoa. I can talk to her,’ especially when it comes down to the data collection process, I tend to do very well in that area because people feel more comfortable with how I show up and how I hold space.
Like I was saying, there is this other extreme where for some people they're like, ‘I don't get it. Why isn't she doing it how I'm used to seeing,’ not to mention, I also don't always look like what people consider a consultant. They're like, ‘Oh, wow, you're young and black and have all these other parts of your identity that I’m not sure about. How do I make sense of you?’ I think that's also a strength that I have. I look different, I represent something different, I show up differently intentionally, and that helps to set a container for people to feel safe.
Carol: You talked about the messiness of the process. I think too often, people are lulled into the idea that if they do this seven-step process, we're gonna manage change, it's going to happen exactly the way we want it to. I often cringe when I hear the word change management, because to me it creates this illusion that it’s all manageable. Certainly you create processes to help people move through it, but it doesn't mean that it's going to be easy. There might be uncomfortable parts, but those are necessary if you're really going to dig into the real issues that organizations face.
Nyacko: Absolutely, it makes me think a lot about Bridges theory. Just that in between when you're trying to mitigate the change process, you actually have to consider that there's this in-between from what you were, to what you're going to be. That middle space is going to determine whether or not you're actually successful and you need to use it, work on that, and think about how your employees are actually talking and feeling throughout this change process, especially for those that are like, ‘oh, we just let go half of our staff and we're merging with a totally different company and we have to completely change our culture.’ There are two cultures that are somehow supposed to merge together. There's going to be so much messiness, and even just acknowledging that and holding space for that in-between, is so necessary.
Carol: Yeah. That theory that you mentioned, William Bridges does a lot of work on transitions. When I'm trying to explain that to people, I often say that in our American, White-dominated culture we always want to be onto the next thing. So we want to go from point A to point C and forget this in-between space where we're not quite there, not quite here, not where we were, but not quite there yet. I think everyone's feeling that right now in the midst of the pandemic or in this massive in-between space and the discomfort that that creates with folks.
Nyacko: Yeah, it's quite eye-opening for all of us and even organizations, how they respond to the pandemic, and it seems like there has to be more attention to the employee experience outside of just how they are in terms of productivity, but how are they?
Carol: You talk about how radical that can be, to ask folks how they're doing. I was talking to a colleague at the beginning of the pandemic and she said, ‘my boss is suddenly incredibly vulnerable, and I don't know if I like it.’ This is very not normal! Many believe - if they're not in the sector - they have this idealistic notion of the nonprofit sector that it's shielded from dysfunctional culture and dynamics because of the mission focus and because of that good intention and trying to create change or good work in the world, but in my experience, too many organizations have very admirable missions for change that they want to see. Yet the values that undergird those missions just don't show up inside the organization and how they're treating people. What have you observed within nonprofits that you've worked with?
Nyacko: A lot of what I'm seeing is the people that are doing direct service are having a really challenging time - especially around their income, more often than not, they're the least paid person, but they're the people that are dealing with the direct work. Then there's a whole disconnect between the direct service people, and the people that are really high up. The other disconnect in that area is race. Race is something I see very quickly, it's like direct service. That's where all the people of color work, and then as you go up, it's just all white. I find that disturbing, what is that about? Then also in terms of who they serve, more often than not, it's people of color, people that represent a disenfranchised identity, and that's not reflected in the leadership of nonprofits. So, there's just this huge disparity and disconnect that I don't understand and I feel troubled by.
Carol: Yeah and it certainly mirrors our wider society, so it's not like the sector at all is separate. It's all within those systems. So can you say more about how you see that culture of white supremacy showing up within the sector?
Nyacko: Yeah, it's this idea of helping. This idea of who we think needs help, and more often than not the people who need help are people that represent disenfranchised identities. Why is it that we don't have those [identities] represented in leadership? I see a huge problem in that, but honestly, my friends that are in nonprofit, when I've worked in nonprofit, it's almost like it's normalized where the whole board is white, the whole leadership is white, [so] they don't know what's happening. They're not connected to the actual experience of the people that they're serving, but they get to make the most important, most drastic decisions.
The people that are closest to the pain should be closest to the access and closest to helping to make decisions - and I'm pulling from my congresswoman, Ayanna Presley - that's the thing [that] people who are representing the identities should be a part of the solution and should be a part of making those major decisions. I rarely see that, and I think we know statistically, it's not there. I think it's like 0.05%.
Carol: Yeah, I don't know the exact stats, but I definitely know I can look them up. BoardSource has done a lot of work on this and [on] measuring and calling for more diversity, and the needle not shifting since they've been measuring it for the last 15-20 years or so. Do you see places where that isn't the case though, where those dynamics have flipped?
Nyacko: I mean, probably occasionally but it's also in our structures. Like our structures in general, our businesses are based on white supremacy. All the way from our educational systems, our business structures. I was listening to the 1619 project, I don't know if you've listened to that, it's an amazing piece by the New York Times that really looks into the history of slavery, and also the legacy of slavery. One major piece is that a lot of our business structures are based on how the plantations were run. They had very complex systems. They had middle management and ideas about productivity, and reports about productivity, how to best feed a slave and have them be as efficient as possible. They were extremely successful in that. So much of our wealth in America is based on that piece of our history. So when I think about structures in general, it [makes it] difficult to live in society and to work in any system. The rationale that I tell myself is that I'm here to dismantle and to support the transition and the change. I think it's very important to acknowledge where our structures come from, where our nonprofit structures come from. If these parts of our communities weren’t disenfranchised, we wouldn't have a use for nonprofits. So how is this an industrial complex? How is it that we're dependent on people being in need and perpetuating that?
Carol: Then [there’s] the sector being dependent on the little bit of wealth that is put into foundations and then the little bit that they give out each year. Where did all that money originate from? Here we are in a field in terms of organization development that wants to be of service and wants to help. where do you see, you know, how do you see, doing that in a way that does heal rather than doing harm?
Nyacko: Step one is acknowledgement, but that's the trickiest part. That's the part where, for example, when George Floyd was murdered, so many people, so many organizations, wrote these very blanketed responses, and there was no accountability in the statement. There was nowhere where we wanted to acknowledge what role we have played in perpetuating this system, and the steps that we want to make to dismantle it, to make some shifts within our organization. It's rare that we see that.
We have seen it in some circumstances, but more often than not, there's a resistance that you've been acknowledging it. It's almost like “la-la-la-la, we're good.” When really, just name it. Name it and start there. I think that's step one, and then once that's open, involving everyone in your organization in the process. Knowing that more often than not, the leadership is not fully aware of all of that goes on in the organization, [and] is not fully connected to the people that are being served, lifting up the voices from the rest of the organization, as well as lifting up the voices of people that are being served by the organization and bringing those voices to the forefront and allowing them to help direct
whatever change process you're planning to make, I think that that's the first step in healing.
Carol: So you also work in the food industry as a partner with a Comfort Kitchen. What type of type of change are you trying to make in that space?
Nyacko: First of all, background. Background on Comfort Kitchen - and I know they're going to read a little bit - my husband has been in the food industry for - I should say my spouse - has been in the industry for the last 15 years. He’s also an immigrant from Nepal and he had a terrible time of being someone that has an MBA who’s fully prepared to bring all of his skills to whatever business he was working for, and just being constantly demoralized and disrespected throughout the process. This is not a different story - this is the story. The industry is interested in exploiting people and chooses to target the most vulnerable individuals. So, 70% of restaurant workers are immigrants. and then a large portion of those are undocumented. So it's really vulnerable people that ended up working there. There's a lot of systems that will choose to exploit that. The whole design of the restaurant industry makes no sense. It's not actually a sustainable model, and that's why, when we saw the pandemic hit, most restaurants cannot go two weeks, let alone months, without generating any revenue. It just doesn't work. That's because the margins are small because it's almost impossible to get healthy food that comes from a sustainable source, and to pay your employees well, and actually sell your food at a fair price to your consumer. That's rare to see.
So, we would like to try and see if we can build something that is a little bit more sustainable on many levels. [Obviously,] the financial element, but also in how we engage with each other and how we engage with the community. So we're going into a community that I love called Upham’s Corner. It's right up the street from where I live and have lived for many years, and it's a community that has a lot of life. It has a lot of diversity. It's actually one of the most diverse neighborhoods in America.
So there's such a need to bring some love and be like, hey, we're here, we want to engage with you. Also with that comes the incredible cultures that are represented. So within my team: my partner is from Nepal, our head chef is from Ghana, his partner is from Portugal, and then we have a teammate from Ethiopia, and then second-generation Nigerian. So we're bringing a lot of different cultures to share within a neighborhood that's incredibly diverse as well. So a big focus for us is cross-cultural understanding. How do we start to see that actually all of these experiences are valuable, important, and also have similarities. One big similarity that we're finding is spices. Because of colonization and the spice trade, but you will find a lot of similar spice profiles across the world. So that feels unifying to us and really what is the forefront for us in terms of our menu and in terms of what we talk about. So what we're trying to do is we're trying to shift it off. Ultimately, because of the pandemic, huge shifts had to be made, and one major part of that is that we are developing a much smaller team, and that's so that we can be sustainable and do things differently.
Carol: Well, that sounds awesome. So, in each episode, I play a little game where I just ask one random icebreaker question. So I've got one for you here. What's the best compliment you've ever received?
Nyacko: Last night I had a friend over, and she said that I'm very smart and smart in a way that most people don't understand, but she gets it and she sees it. I have really struggled with my intelligence just because I have a learning difference. and so I've gotten messages throughout my life that [I’m] not as smart as other people are. Which are all stories, but when you're young, that can be very much embedded in the way that you think. I love to receive compliments around my intelligence, that feels really good. Thanks for asking.
Carol: Yes, absolutely! Without a doubt, you are incredibly insightful, smart, intelligent, and delightful.
Nyacko: Thank you very much!
Carol: So what are you excited about? What's coming up next? What's emerging in your work?
Nyacko: I mean, my consulting work is going well, especially because I think people are aware they need to tap into their emotions and address some of these past harms and make some transitions. So [I’m] definitely feeling busy in that regard, which feels really good.
Also we have a project coming up called All-In Consulting. I know you've probably mentioned it in other episodes and the other times that you've had people on, but I'm very excited about that. This idea of having a collaboration of people that are committed to doing specifically DEI differently - diversity, equity and inclusion - differently.
That to me feels like home. I feel like I'm at home in our network and our communities. So that is very, very exciting to me. Then Comfort Kitchen is coming, we have a ways to go, but 2021, probably around March-April is when we're thinking. So just plugging away on that as well and excited because I'm going to take my first vacation next week.
Carol: Awesome. That is part of personal organizational wellbeing that people take time off, prioritize that and really unplug. I'm a big believer - maybe ‘cause I grew up in Europe, I'm used to longer vacations and I think that's a way to go. Thi American idea that you can get away with as little time off as possible, it's just not living. It doesn't work. So how can people know more about you and get in touch?
Nyacko: Sure thing. You can check out my website at yinconsulting.com. That's Y-I-N consulting dot com. You can also learn about Comfort Kitchen, we’re firstname.lastname@example.org. Then if you are an Instagram person, comfortkitchenBOS is our name on Insta. So you can check us out there as well.
Carol: Alright, well, thank you so much. It was great having you on.
Nyacko: Of course. Thank you, it was awesome.
Episode 07: This week we’re talking to Cinthia Manuel.
We talked about:
• the challenges nonprofits face in trying to make their services more accessible.
• What to think about before getting started with community engagement.
• Why Cinthia thinks traditional mentoring is backwards.
Cinthia Manuel is the CEO and Founder of Autentica Consulting, LLC. She specializes in Equity, Diversity and Inclusion; Mentoring; and Multicultural Marketing. She is the proud daughter of immigrants and a first-generation Latina. She was named one of the 23 Business People to Watch in 2019 by the Portland Business Journal for her work contributing to communities of color through professional development, mentorship, and entrepreneurship. She is passionate about education and has worked with the Gates Millennium Scholarship Alumni Association, Hispanic Scholarship Fund, and the United Negro College Fund. She is a TEDx speaker. She deeply believes that building strong communities is key to creating a powerful voice that drives change.
Carol: So welcome Cinthia to the podcast. I'm really excited to have you. Thanks for being on.
Cinthia: Thank you so much for having me, Carol.
Carol: And just to get us started, can you tell listeners kind of how you came to the work that you're doing? Kind of what was your path? What was your journey?
Cinthia: Yeah, so I'll give you this super brief version.
But I actually started with a background in coding when I was like super young. And then I quickly, when I started doing internships in school, and in college, I realized that my other passion was marketing. And then I went on to do that for almost 10 years. And slowly, I ended up working for a health insurance company, a startup company that was in need of just, you know, people to come and get it going. And I had been working in the healthcare system and marketing for a few years at that point. And I said, absolutely, so I jumped on board and I got embedded into the startup world, I guess you can call it. And I was doing operations marketing and customer service sales outreach. And it was a really great way for me to explore what was out there and how my skills could be transferable in different areas. And so after that, what I really decided to enjoy in that job was how much I was connecting with the community and really transferring that information to develop the products and services we wanted to do. And so then later on, I ended up in another nonprofit organization. That was I had to set up a program for students at we were placing students of color in companies across the Portland metro area in Oregon, and I really was utilizing my negotiation skills or my strategy skills in that area and again, trying to bring onboard, what we were hearing in the community, what we're hearing from the business side as well as the students. A when I was having those conversations, a lot of the things that kept coming up was a lot and diversity, equity inclusion. And I was meeting with CEOs, VP, C's, etc. like managers in all different areas, all different industries. And they were asking us, well, how do we continue to have this conversation? How do we attract talent? How do we retain talent? How do we develop the talent? And I was like this is a little out of my range. And so then I decided to go back to school and get a certificate and a strategic diversity management from Georgetown University. Because I think I just wanted to have the lingo and be able to have those more effective conversations. And that's when I realized that that was truly probably one of the passions that brought together everything that I had learned in the past. And so now I am a consultant, I have my own company, I am Equity and Inclusion consultant and I love it so much because I have not only the freedom to be able to design what services I want to provide to the community that I care about, but also I'm able to continue to learn and be part of this bigger conversation that has happened in in the US.
Carol: And my listeners are generally nonprofit staff, board members, and association staff. And, you know, across our entire culture, folks are grappling with diversity, equity and inclusion issues and and we're recording this in the midst of the Coronavirus pandemic and it's only highlighting the huge inequities that are throughout our system, but for those organizations that are serving and wanting to I think people have been talking about this for a long time, but the progress forward hasn't been what we've, wanted, what would you say are the key kind of things that folks need to start thinking about and conversations that staff and board members need to start having?
Cinthia: Yeah, great question. Definitely think like you mentioned, this pandemic is kind of highlighting a lot of the areas where we still need to do a lot of work. I will say one of the key things you know, I mentioned a lot earlier, that going out to the community, and really talking to individuals. I think that one of the things when we implement policy, so great services that serve those in need. We often forget that there are inequities within those communities themselves. What I feel like I've seen a lot lately is policies that are like, they want to be equal, right? They want to be accessible. Yeah, that is one of the biggest things where they are failing, and accessibility. So I'll give you an example. Super quick. And this is more like a general example. But when we're talking about providing meals to students in schools they are saying, okay, you know, we'll give you the meals, we'll just come and get them at the school, but there are a lot of kids that don't have transportation to get to those sites. And then there might be only one. So a lot of the schools were saying, okay, we'll be open for breakfast, and we'll be open for lunch. So that means that they have to take two trips to figuring out if their parents are still working. What does that look like accessibility? The students that are special needs, what does that look like for them so I think one of the things when it comes to building policies or programs is really understanding the mix. Behind every single thing that could potentially affect somebody not being able to access some of the services.
Carol: Yeah, there's just so many assumptions built into, you know, the sudden move to okay students, all students are going to be learning online. Well, you know, what access do they have to a device that can access the internet? You know, what Wi Fi to folks have on the other end. I mean, it's just there's so many. I mean, we're having to make a really quick pivot, but at the same time, yeah, there's so many ripple effects.
Cinthia: Yeah. And I think especially when it comes to nonprofit because nonprofits are there to serve the community, especially right now in moments of crises and anxiety and stress. And also, I feel like we are uncovering a series of things that came along with what we're providing services for in those areas. And I think mental health is a big issue. Well, when it comes to how do you even process that you need some services? How do you know where to find information? I think a lot of the times, we also forget, what language do we want our communities to receive information from, like, my parents are mostly Spanish speakers. And right now, if honestly, if it wasn't for me and my sister who are home or English speakers, we wouldn't be there and wouldn't be able to get a lot of the information that they need. So I think that's another key thing. If you're an organization that is providing a service, you know, try to be able to help other communities even though they might not be your target market. And if you can bring language on board it, that’ll be a huge help for the communities too.
Carol: Right. So hopefully, organizations have a lot of those things set up already, but because it's hard to create all of that in a crisis, but it's so important. One of the things that you focus on Is his community engagement? What would you say is really key to effective community engagement?
Cinthia: Yeah. So when I think that, you know, I try a lot of different things, because I think one of the key components that I found when I was doing community engagement was gaining the trust of the individuals that I was actually trying to help or trying to reach out to. And that can make or break a lot of the programs that you implement. Because again, you know, I think nonprofit organizations, often we get an idea of like, you know, we see any, we want to fill it and we want to do everything we possibly can. And there are other organizations who are backing that up financially. But then we come to those communities and we're saying, Hey, you know, here we are, we're providing the service to you. And they might be like, I don't know who you are. Why should I trust you? And I think that sometimes organizations may spend a lot more time trying to gain that trust in services that have been kind of halted in some ways, when it should be all the way around, you should have gained the trust of the community you're trying to serve. And really be genuine. I think one of the things that I always talk about is authenticity. And people can read through your emotions and can read through your body language and your intentions. So I will say, be authentic, be honest, be caring and empathetic, but really gain that trust of that community to be able to really gain and extract their real needs that the community has and for them to be able to, to know that they can feel comfortable utilizing the services you're providing.
Carol: And almost being in partnership rather than being you know, a one down or that power dynamic of the organization. I think too many organizations, their first step towards you know, trying to center equity more is to start doing, if I haven't been doing engagement, taking that step. And just as you said without putting the people in the center and really starting to build that trust, it's going to feel, you know, it's not going to feel helpful to folks in the community. So what are some things? What are some practical things that folks can do to actually start building that trust?
Cinthia: Yeah, so one of the things I will say is that, so it might be, it may feel a little awkward, but, you know, so let's say that your nonprofit may provide meals, let's just stick with that. But I think that one of the ways to do that is to really engage in your community is to try to see if you can get engaged in other activities that our community cares about, other festivals where you need to be at, and not necessarily as a provider, not necessarily as the organization, building community. I think it's so important for them to see you for them to get to know other families for you to get to know people in the school district because a lot of times we don't realize, but healthcare organizations like hospitals or clinics, local clinics, especially, or schools are the ones who are sending individuals to specific organizations to receive the services. And so they are, they already have a build system, trust system with their community. So kind of going to them and saying, hey, we want to be part of this community. So how can we join you in this effort, right? And literally, you can even do events in the community for free but just information or like not not even selling their services at all. It's more about just saying, can I you know, can I join this organization and planting trees, can I go to an after school program and get to meet the families because once I've seen you people quickly understand and feel the connection. And like I said, I think a lot of the time we need to go to the source or what people are getting there, they already built it, they have a trust source from to, to just say, teach me about your community, right. Like, let me be part of this community. And I think the other thing, too, that I will say is when you're coming on, be yourself, don't, it’s not about the organization at a point, it's about the individual. And people see the individuals are part of the organization, which means that if they can trust individuals, they can trust organization,
Carol: Yeah, I think as you were talking that's definitely key what I was thinking about in terms of, you know, just remembering like to put away your organization hat and just remembering that it's person to person, communication and you're building relationship and
you know, just taking the time to have done your homework in terms of who else is already in the community where you can find allies where as you're saying people already have relationships and trust built, that you can build on. And then of course, you're going to have to build trust with those potential allies. But too often, I think, you know, we have so many small organizations trying to do great work. But they're doing it a little bit in a vacuum, and they're not seeing what else is, you know, what else is in their vicinity? Who else is doing work similar to them or maybe complimentary to them? And it seems like, I don't know we have such big systemic issues to work on that my hope for nonprofit organizations is to kind of get out of the idea of competition and really get into more of the idea of partnership and how can we complement each other. How can we, you know, work together, which is hard work. It's not easy to do collaboration. There's a lot of things that get in the way. But you know that that's my hope overall so that we can all have a greater impact. Where do you think organizations kind of make mistakes when they try to do that community engagement work?
Cinthia: What do they make ain't gonna really go along with what you mentioned earlier? That competition, right, I think is trying to say, trying to be driven by what they feel. They think the community needs, because a lot of the times I have had plenty of conversations in the nonprofit world with other nonprofits, especially healthcare, that was where I came from. And you know, people were saying, Hey, you know, we see this need, we see that people should get this in order for them to accomplish why, for example, in this number of organizations getting built and like you said there's already so much duplication of services. And also there are people then I think, to me, what it looks like is the more and more nonprofit organizations come up to try to serve the same community for the specific need, then you have people who are knowledgeable in that area is splitting it up into this nonprofit organizations, trying to help them come up, come up to speed or, you know, kind of build some momentum. And what happened, what happens is, yeah, you have this organizations that they're feeling in their heart, and sometimes based on the grants, that these are the services that they need to provide for our community that they might not really know very well or if they know very well, there may be their services that they're trying to provide are already a duplicate of other services that are already out there. I know in Portland a long time ago, when I was helping build, I was part of this organization that had nothing to do with nonprofits. But we were trying to provide data to them about homelessness, and how many people in Portland were homeless. And this is like four or five years ago. And so we started talking to all these nonprofits, about their services, because we wanted to compile them in one. We wanted to have a web interface where you can go in there and say, like, do you need access to showers who can provide access to showers, you need access to meals, like breakfast, lunch, and whatever. And what we started finding is what you mentioned earlier that there was a lot of application. And then the worst thing was nobody could keep track of an individual. So we were like, we were triple counting. Sometimes a person and one day, because one person will go to one place to get a shower. And then a few hours later, they will go somewhere else to get a breakfast meal. And then some morning on the afternoon we'll look at dinner and then the evening and then they’ll go there for shelter. And these are organizations who are saying, Oh, we have four people that utilize the service. Right. And in essence, it was the same person, but they couldn't tell it was the same person. So when they were applying to grants, a lot of the grants, were saying, well, we're seeing a huge intake on shelters. You know, because we have X amount of people asking for shelters, when in reality, it could have been the same person, but they just went to different shelters at different nights. So again, I think one of the things too, that I see a lot is when we're applying for grants. And like I mentioned earlier, sometimes the grants come with requirements or the saying, you know, we'll give you the money to do X. But you also have to make sure that you're collecting this other data. I think it's important to ask, when you're applying for grants, why are they? Why do they feel the need of that data is important or why do they feel the need to provide that additional service is important? Because I think a lot of times too, what happens is it distracts you from your reading your purpose and your real goal, because you're trying to meet the needs of the grant, the organization that is providing the grant, therefore, people feel are feeling overwhelmed, because they're like I gotta do what I feel is a need in my community, but I also have to meet the requirements for this grant, that, you know, is going to help us provide those services. So just, I think be really honest with organizations because as organizations that are providing the grants might not be in the front line a lot of the times and they're also going by what they, what data they're getting, what information they're being getting, as well, and it might not be the right. the right opportunity for a nonprofit that really wants to serve our community in a certain way.
Carol: Yeah, and of course, as you're talking about those data issues, and you know, there's been such a shift to try to shift from, you know, just counting output, so who showed up at what place of course, you know, there's huge privacy issues with with the scenario you just talked about. In terms of data, and, but also trying to as grant makers are trying to move towards helping organizations be able to measure their impact, that's a complicated thing. And it's hard, especially community based organizations for them to have the bandwidth. You know, literally and not literally, to take that on and really have a useful kind of data collection system that goes back to, and can feel like, right can feel like, kind of bureaucracy or, you know, why are we, why do we have to do this? Yeah. So, uh, you are a TEDx speaker, and your focus was on mentorship and you say that, that mentoring is backward. So I'm, I'm wondering if you'd like to talk a little bit about kind of, what do you think is baffling about the traditional approach and some thoughts in the mentoring area.
Cinthia: Yeah, no, thank you. Yes. So I did add TEDx on mentoring is backwards. So basically what I was coming from on that is that a lot of the times when we think about mentoring, we think, you know, we train the mentors, we're training the mentors for them to actually be helped them to be able to get to the next step. And what happens a lot is that, as a mentee, we feel like there's a couple things that are happening, right. So one, we're like when we asked for some support from a mentor, we respect them a lot. And we're also already grateful that they're giving us their time to engage with us. And so that investment is great but the mentor is trying to move an agenda based on what they think we need because we have come for the support. And so what happens is that a mentee is not being trained to actually manage their own mentoring relationship themselves. So we should be the ones, mentees coming to the mentor and saying, hey, Person A, I really need some support in this area. And this other skills are the time commitment that I'm asking for the support for me. And then the mentor should be the individual that we're asking for help from, she'll decide okay, so do I have the skills or the experience that this mentee is trying to go after, the mentor saying oh, I want to mentor you or companies saying so and so is going to mentor you Cynthia today when there might not be a connection in terms of understanding what my real needs are. So when I was saying the mentoring is backwards is because for the longest time, you know, we have invested so much money in companies and organizations and the community spend so much money meant like training their mentors to be mentored. But there's very little investment and actually helping individuals learn how to become mentees. Like, you know, for us, a lot of the one of the big questions I get is how can you really make the most of this? resource? Yeah. And you know what? Totally, and, like, a lot of us don't get training in high school or college about how to, you know, how do you plan your career? How do you understand all the skill sets that you have? How do you, you know, transferable skills. And I think it came to like, to me when I was working at the last nonprofit organization, helping students get placed into internships, I mean, they couldn't even sell them. And then when I said that they sell themselves as like, you know, they do the elevator speech, to really showcase their skill sets. And, you know, I was just like, we have not been taught to do that at all, like we kind of, we aren't on our own. And one of the big questions that I get asked all the time is, how do I, how do I ask someone to be my mentor and there was some way that the question keeps coming up all the time is because we are literally not trained to know and understand why we should be looking for a mentor that will work for us.
Carol: And I see parallels between, you know, our previous conversation where this is at the one to one level, right? It's about a mentor and a mentee. But if it's all about the mentor, and what can they provide, if you think of that, as the organization in the community, if you know that the traditional approach has been, it's all about the organization and what it can provide the community, let's flip that around and say, well, you know, helping and, you know, creating ways for the community say, no, these are the things that we need. And these are the things that the resources that we're looking for, in the same way that you want to help a mentee, you know, take ownership of that relationship and take ownership of you know, what they're trying to get out of it. Yes, it was interesting parallel.
Cinthia: Yeah, totally. I think a lot of people don't realize that right? Because for the longest time, I was one of those people that I can skip going to two individuals that were not only in a higher level position than I was, because I thought this is how you do mentoring, this is what we've been trained to do. We've been trained to look for those people that have the jobs that we dream of or have the profession that we want to go after. But in reality, like mentoring can be peer mentoring, it can be, you know, I took on my TED Talk, finding you're unlikely. So sometimes we get into relationships and relationships where there's not engagement because we feel like oh, well, the mentor doesn't really match with my style, or my expertise, and then the mentor thinks exactly the same thing. So that relationship doesn't really flourish as much. And then mentors are saying, you know, think immediately like, oh, that person wasn't into it, the person didn't when I get whenever we engage, when it should really be, they should really look at the other way, right? Then they can say, you know what, like, I'm gonna actually see why we're so on like in, and why can I actually learn from this relationship? Is there something that they know how to do really well that I don't? Is there information that they have that I haven't been exposed to? And so I'm trying to find, again, learning opportunities and those situations. And that's what happens. A lot of times, you have corporate programs, and they kind of match you based on the needs of the mentor, right? Like, when can the mentor meet where, you know, how much availability Do they have, you know, who's gonna leave that relationship? And that's why I think a lot of times mentors shy away from wanting to be mentors because they feel that our suitability is false within them. And the mentor mentee is suspected to kind of follow their lead, when again, it should really be all the way around.
Carol: Yeah, and I worked for an organization where we started out, the program started out as a one to one mentorship for emerging professionals in the particular field that that organization serves. And what we found over time is that it worked way better if we moved it to a group mentoring model. So we had a solid mentor, we ended up calling them coaches, you know, who had been in the field for a little bit longer, but then had a way of leading and facilitating a group of people. And so, you know, it gives you that many more chances to connect. Because when we did the first instance, where it was one to one, about a third of the people ended up having a great relationship, and they're probably still connecting with each other, you know, some maybe met one or two times but it didn't really work, and then it dropped off. And then, you know, maybe the other third never ended up getting in touch with each other. That just wasn't enough structure and kind of support for them all those tools that you're talking about. And it was so interesting to see that. Then we move to that group model, you know, you have that person who is a little further ahead, but then you also have the peer relationships being built as well. And so you know, they just have that many more chances to connect with somebody that many more perspectives. And the other thing that was really interesting, that we learned, we found worked better, which was surprising, was the assumption that at first when the when the program was built that, you know, we should be recruiting people who are super senior in the field, you know, they've been doing it for 35 years, you know, whatnot. And what we actually found was that people, maybe five to 10 years ahead of where those professionals were in there just that far ahead was a much better connection because they could still remember having to learn, you know, they could still remember, for the folks who have been in the field for so long they had long forgotten the experience of being new and having to go through that learning curve. So it was really interesting. All those assumptions that we had that we had to rethink.
Yeah, so, so I want to, at the end of each episode, I'm doing a little game with folks. I have a box of icebreaker questions. I'm really glad that other people have created lots of things like this, because even though I am a facilitator, it's not it's not my strongest strength. So I've got a couple questions here. And I'm just going to pick one. And so my question for you is, if you could solve one world problem, what would it be? Excellent question.
Cinthia: Exactly. So one world problem. I think it would be, oh, gosh, I will I think I'll be our. accessibility to opportunities when you graduate college. I think a lot of the times, like I mentioned earlier, that we don't prepare students enough, and what the real world looks like. And we expect them to act like they know automatically how they should survive. So for me, what I think is a world problem is because it does affect a lot of individuals and affects a lot of communities and I've been in that area for so many years and seen it repeatedly and even with myself as a first generation woman of color what that looks like. So I will say that will be the one problem I will want to fix is providing more real life experiences as you're going through college and high school. So then you know what to really spec and really know how to navigate the environment once you graduate in this and are able to be an adult.
Carol: I think that would be awesome. You know, I felt clueless when I was graduating about all of that. And you know, not a parallel experience in terms of being first generation. But you know, my mom was mostly a stay at home mom. So she hadn't gone through that. And I don't know, somehow we never got the memo of how to navigate so it took a lot of stumbling and a lot of meandering to figure it out. At the same time, I do feel like young people feel like they have to have it all figured out. And I think that part of that, part of your life is a little bit of that stumbling and meandering that where you learn, and you try different and I guess hope just hoping for folks that they're willing to try different things and know that, you know, over time, I mean, I feel like I'm, you know, I might have finally figured out what I'm supposed to do when I grow up. But yeah, it takes a while. It takes a wow, yeah, that would be a good one. So what are you excited about in terms of things that are emerging for you right now?
Cinthia: Oh, I guess what I'm excited about is, you know, really trying to figure out how to continue to find passion in what I do. Think you know, is it in the times that we're on right now with a pandemic, trying to really be creative and really dive into maybe, skills that I didn't really utilize as much in and connect reconnecting with people. I think that has been one of the things that I really have enjoyed the most is for some reason, you know, I always tell people like, oh, we'll come back we'll have coffee, we'll have learned. And you know, that happens very slowly. Because all the things that are on the way and with, you know, in this situation that we are right now, is like I'm automatically sending messages to people in the cyclists jump on zoom. And I think I'm learning so much more about individuals, how they're trying to cope with this situation. And it's helping me really understand a little more about who I am and, and really try to bring up a different perspective on how to look at things, opportunities, innovation, accessibility. And I think right now that just one is, is definitely a moment where I kind of feel that there's a lot of opportunity for growth. And it's also an opportunity for risk.
Carol: Definitely. So how can people find and get in touch with you? How can they find out about your work?
Cinthia: Yeah, thank you. So you can go to www.autenticaconsulting.com/ and that's authentic in Spanish and it's authentica. And yes, my website, you can find the things that I do there, you can definitely go to my LinkedIn is Cynthia Manel. And my Twitter is also Cynthia Manuel. So yeah, follow me as well. And, you know, hopefully we can connect and I'm happy to just have conversations about nonprofits equity, diversity and inclusion. I’m always happy to talk to new folks.
Carol: All right, well, thank you so much.
Cinthia: Thank you so much, Carol.
Episode 01: This week we’re talking to Tip Fallon.
We talked about:
• the masks many people feel forced to wear or personas they assume in the workplace.
• Why we need to do some preventative work to make things easier for people with targeted identities.
• How we are the product of the history that has created systems of oppression, as well as creating history ourselves
Tip Fallon is a coach and consultant who is passionate about working with people to reach their potential. He integrates both a strategic and analytical approach to solving problems with a human-centered focus, tending to people's motivations, group dynamics, and organizational culture. He brings over 15 years of change leadership experience and a background in business and engineering, nonprofit management, and a decade of coaching and consulting to clients in US-based and global organizations. He has served projects with organizations such as Annie E. Casey Foundation, American Institutes for Research, and the Nature Conservancy.
The project that Tip was talking about at the end of the episode is now launched. Learn more about All In Consulting here.
Mission: Impact is sponsored by Grace Social Sector Consulting
Carol Hamilton: I’m very excited to welcome our guest today, Tip Fallon! Tip is a coach and consultant who is passionate about working with people to reach their potential. He integrates both a strategic, and an analytical approach to solving problems with a human centered focus, tending to people's motivations, group dynamics and organizational culture. He brings over 15 years of change leadership experience and a background in business and engineering, nonprofit management, and a decade of coaching and consulting clients in the US and abroad. Tip is also a passionate advocate for improving the organization development (OD) and Diversity, Equity and Inclusion (DEI) fields. He teaches in OD and DEI programs at American University and Georgetown University. He convenes nationwide groups of practitioners in both fields to collaborate and advance their practitioner skills. He also serves as an executive committee member on the board of the NTL Institute, a global network of organization development consultants and coaches committed to social justice. He holds a bachelor's in mechanical engineering and a master's in organization development and is also a certified professional diversity coach.
Welcome Tip, thank you for being a guest on the Mission: Impact podcast. We're excited to have a conversation today. Just so people have a little more sense of how you're coming to this work, what drew you to do the work that you do?
Tip Fallon: Oh, that's a great question. I'd say a few threads that come to mind. But one is just my personal experience of growing up in a community in a neighborhood where we observed those with more privilege and access and resources in the community versus those with less, both at the very local level but also at a global level. My mom and family on her side, the family lives in a more rural part of Thailand, so just at that global level, from a very early age I was really noticing the inequality that exists and how communities and people are really impacted by that. Not only that individual lack of access, but the loss to the greater society when such great talent and passion, those people don't have access to bring their fullest gifts to the rest of the world. So I'd say that's probably the underlying driving draw for me to be doing this work.
Carol: One of the things that you've written about is the sense that when you're working in a system - I have to stop myself and qualify some organization development jargon along the way - systems are, any human system when you're working in an organization, a network, a group of people coming together. You see effects, and one of the things that we've talked about before and you've talked about is the sense of people not being able to show up as their whole selves and what gets lost in organizations when people have to put on masks and and that's at so many different levels, but certainly when folks have targeted identities, identities that aren't accepted in the in the dominant culture, and I'm curious, how have you seen that show up?
Tip: One way it shows up in a pretty pervasive way - and by that I mean that so much of it is internalized in us - so just for example, even in nonprofit organizations who may be providing social services or direct support in the community in in one sense, but they sit within a larger society right? So in this larger society, if we talk about whether it's patriarchy, or racism, or xenophobia, or any of those things, but even sometimes just the capitalist mindset and the individualistic mindset that promotes a belief of scarcity, that there's only so many grants, only so many dollars, only so many resources to go around. Then when you layer that to the structural beliefs that there is one ‘white and right’ way to be successful, or smart, or have the best ideas, or whatever it is; it just gets very competitive. So I think a lot of times we default to 'let me wear the mask because, as I know, at least I may be able to survive in this space, and maybe be able to foster some relationships with that and get my agenda across,' and what I find is sometimes, that mask, there's a permeable boundary between the mask and us, sometimes it seeps into us at an unconscious level, and we end up - myself and others - sometimes perpetuating some of the mask wearing in our organizations. So for me, a big piece of work is in some of our training, we use the term use-of-self but just [asking], how am I showing up? Not just what are my intentions, but what are the impacts that I'm having on my peers, my colleagues, those who might come to my nonprofit for services, on funders, on the community at large?
Carol: Can you give me an example of when - you talked about how we internalize all of those beliefs, the cultural assumptions in how we're supposed to show up, you know, what the word professional means, all of those things. Can you give me an example of that?
Tip: I'll try to think of a very concise yet relatable example. so this one organization that I worked for, there was a black woman, and she just felt like she wanted more out of her role. She said, ‘I started in this position, but I've got these ideas about programming, about strategy,’ and she was in more of an admin or executive assistant role, and through some of the team development work there was, just a sense of, ‘well, she doesn't have the degrees,’ or just culturally and visually, how she showed up wearing her hair, with more natural styles. Even using age, there was still a little bit of othering that happened. So even in that culture - and this is just my assessment and analysis, some of the people in positions of decision-making power were people of color, or black women there as well - but there's a generational divide as well. So even there, there's a little bit of tension, just generationally.
This is a big generalization but sometimes those who are younger coming into the workforce now, have a little bit more latitude and say, ‘hey, I want to wear my hair or keep my skin, or even my clothing and appearance, or even my language in a style that seems authentic and natural to me.’ and it's 2020, like, we shouldn't be afraid to talk about this. So, ‘hey, supervisor, can you call some of this stuff out? Because I don't really feel included.’ Then in this example, but also I see this broadly, a supervisor - and sometimes they are the older generation - might say, ‘hey, I've gotta negotiate my boundaries with these funders or these community partners are XYZ and I'm trying to toe that line. And, we're going to get more bees with honey, if you will, so let's not rock the boat’ or whatever the addages are. So in that example there was some of that language of saying, ‘hey, that's that a little bit much for the appetite and the culture of that organization.’ so what we see in that situation is, is someone who says, ‘hey, this is what being authentic means to me, and because I don't feel I can be authentic, you the organization are not getting my best thinking, you're not getting my ideas about what's happening within this organization that I only have a purview about.’ and the system is losing out, the clients and beneficiaries are losing out as well.
Then you have others in the organization who are essentially, trying to survive in a way, are like, ‘these masks are also a survival tool.’ We need them to survive. So my sense is that if I were to go to the next question, my mind is: ‘what do we do with that?’ So another thing that draws me to the work is finding space of connection, of asking ‘what are our shared goals?’ and helping us to get out of either-or thinking. So for me, it's how do we soften for a second and talk about: what would an ideal look like with some of the best of both worlds in there?
Carol: I think one of the things that we bring as consultants - which is so hard for organizations to do in our ‘always urgent, hurry up, gotta be busy. Never enough time.’ culture is just that sense of slowing down and taking a step back and thinking about ‘where's that common ground,’ or ‘where's that middle ground?’ between, ‘you've got to totally code switch, and blend in with the white dominant culture’ or you're completely showing up in that authentic way. Is there a middle ground, or is it one or the other we need to do? Even having a chance to have that conversation and think about it differently can be so challenging, that time factor. How have you seen that show up in your work?
Tip: One thing that I'll share for the listeners - and I want to caveat that these are thoughts that sometimes I practice when I'm being my best self - but the inquiry that I offer to leaders, and to myself, is that we say we don't have time to to find a middle ground, we don't have time to do some deeper coaching, I don't have time to do one-on-ones, I don't have time to think about ‘how am I perpetuating a high quantity but low quality culture,’ we don't have time for all those things; but we have time to spend about 30, 40, 50, 60% of our week solving the problems that were created by our lack of thinking about those things. So, if that's how we're spending a lot of our time, then at least to me, I think the logical solution is to muster up some of that internal discipline and say, ‘I'm tired of this cycle,’ because it's not like this is a cycle. This is a process, or a pattern at this point. These are often not isolated incidents.
So I'd offer a couple things: first and foremost is compassion, and understanding the system, and I think admitting to ourselves that we live in a very oppressive hierarchical system where we have to do a lot of things to survive and keep some of our basic needs met. So A is just offering compassion to ourselves that we don't have an ideal choice set in front of us. Holding that compassion, but then also just thinking: where can we make a little bit of time to deepen the inquiry into what you and I sometimes call the double-loop learning. So not just solving the thing in front of us but trying to get to the root. Let's solve the pattern right after the fourth, I don't know, 20-something black woman leaves this position after 17, 18 months in a row. I'm like, ‘Okay, now it's clearly a pattern.’ Let's not just throw this position description back out there on the web, but let's look at the system. How did this happen, how did we get here? Then try to work upstream. How do we do the preventative work so we can actually reduce turnover, reduce burnout a little bit, and do better work and feel - like you said - more whole in the work.
Carol: The nonprofit sector certainly mirrors the rest of the culture in terms of who shows up in what levels of leadership and on boards and there have been calls from major institutions in the sector for years to work on the issue, and yet the needle hasn't really moved much in terms of diversifying and I think a lot of it has to do with this notion, especially in predominantly white organizations [that] it's just about diversity, it's about numbers, [the attitude is] let's get at least one person, one person of color, one person with some diversity factor beyond white and men and women, but then that underlying factor of how is the culture supporting that person to be able to be successful and really contribute in a meaningful way? Have you seen how organizations, any places where organizations have taken steps and been able to do some meaningful work in changing that dynamic?
Tip: Short answer, yes. So some pockets of that and, in short, they seem more like the exception than the norm when I think about the nonprofit sector in aggregate, so much of it is is down to the individual level, right, so much a bit of what I see is frontline managers, mid level managers, or EDIs/CEOs who, it's just in their blood, if you will, they just have a drive and they show up to work and say ‘I'm going to look out for my people, especially those with marginalized identities no matter what, and often that means a lot more labor for them, But that's where I see a lot of it. One of the trends, for example, of trying to challenge even the underlying ideologies of our current nonprofit sector is when we see foundations, they may have different terms for it, but doing the spin down strategies, so if we have a cycle where the very rich set up our endowments, foundations and give whatever it is 4% or something that a year out, where we're still perpetuating a very highly dependent relationship. So when we say, ‘hey, let's interrupt this entire cycle, and take ourselves out of that.’ What would that look like to me? That's a great model or symbol of just starting where you are, if you're adding a foundation, what structures and ideologies are you perpetuating? I think the bottom line question is just: what are you willing to give? What are you willing to commit to with respect to how you use your privilege in the system to interrupt the system?
Carol: Trying to do those things, any either organizational culture change, or - and we're talking organizations embedded in systems that have been built, not for millennia, just for the last couple hundred years - in terms of the nonprofit sector - certainly in terms of race, structural racism, etc. it goes way further back than that, but one thing that you wrote recently that I thought was such an interesting perspective is, ‘if you've ever thought an organization or culture is dysfunctional, I invite you to consider that it is functioning perfectly as it's designed.’ Can you talk a little bit more about what you mean by that and how you’ve seen that show up?
Tip: My sense is when most folks hear that, even if they're hearing it for the first time - and I don't credit myself for that, I've heard that from a few different angles, from our OD training and so forth - but I think a lot of people, especially marginalized identities, just see more of a nod of acknowledgement, like ‘yes, that's good verbiage to describe what we're living in and existing in,’ and for people who can see the systems yet, I don't know what to say to elaborate on that, except I think for me, what's helpful is just a framing - not only of responsibility, but of opportunity, and in one of the posts I wrote a little bit later, [I said] that organizations and cultures are not things that fell from the sky, so we need to remember that people - maybe not us, but to your point, people maybe generations ago, made some decisions, and many of them very oppressive decisions towards entire groups of races of people that created a lot of these structures and organizations and hierarchies that we're living in. So then for today, what are our decisions? What are the ramifications, not just today, but to borrow from indigenous, mindsets and ideology, multiple generations down the line? Because we're creating cultures today that will last well beyond the 5, 6, 10pm that a lot of people work. So it's both I think, a comeback to compassion for ourselves that we didn't make a lot of choices like we are products of history in a way of what we're living in, but we are also the creators of history. We're creating the history that those people will live in in the future if that makes sense. So it's an invitation to be intentional about the cultures we're creating both actively, but also passively, when we show up. So where were those choice points, and I think at the end of the day, we’re just hoping to find peace, [at least] for me and I know for others who have to make a lot of compromises in terms of their values and how they'd like to show up. It's just what's in our locus of control that we can change, [and] sometimes we talk about culture or systems, and it's big, it's complex. [You think] ‘how could we ever change this stuff?’ For me, the micro stuff matters a lot to write those moments where we feel seen and heard and validated by a colleague, by a partner. I think those things really fill the tank. I think they give people hope in humanity, that no matter what happens during the day, if you've got a really good connection with someone, that can keep our tank full as well. So just being intentional from the very micro, how are we listening to one another, to the macro ‘what policies are we putting in place,’ ‘what are we not challenging,’ and what are the ramifications of those decisions?
Carol: What's one of those micro moments for you recently?
Tip: Good question. One micro moment for me that I try to practice when I'm being more intentional is this concept of ‘to whom do we give our time’ and as a consultant, and as somebody who - basically just go down the column of privileged identities - I hear sometimes from clients like, ‘oh, you must be so busy, I know your time is very valuable,’ all these things, and after I get my ego tickled, then there's this question of, ‘hey, so I don't want to take up a lot of your time.’ and I hear a lot of that, and not so many words. So for me, I was just chatting with a client and an ED about just being a thought partner and how to go about something on a piece of work that I may not even be bidding on or even be providing for them. So for me systematically, I know [that] as a woman of color, trying to navigate that space - how time is just such a luxury for me having a lot of privilege, like I know, that's one small thing. [I know that] I can give whatever it is two, three hours to to just make space for her really just to air out her thoughts and be heard and get some clarity. The feedback that I got was just like, ‘hey, I really appreciated that.’
Then working with her, I see that that’s a behavior that she manifests with her team - and just in a work-life balance or, for example, really holding to 40 hours. I know I’m elaborating a little bit on this, but as in how do I practice it, I think about ‘who do I give my time to?’ and trying to be more intentional with that, but then at the organizational level, how do we treat people's time as well. So this ED, who I'm thinking of, has a younger staff working for her and I think some of the mindset there is when you work for an organization like this doing a lot of direct support with their clientele. It can be really, really long, strenuous hours and sometimes there's an unspoken expectation that work is almost non-stop, and so for this ED having the courage and insight to say ‘Hey, no, if you're not being paid these times, I do not expect you to work. I expect you to have work life balance.’ They even structure things that are just team-building things. I forget how they bill or codify those hours, but they're structured as “non-productive” tasks to just tend to the human needs that we have. So I think that's also a great micro-way to show people that, hey, you can show up and yes, we have a lot of work to do. It's very, very important, and its deeply impacting people's lives and your life. Right, how are we treating each other in this journey? Like, can we slow down, listen, connect with one another, at least some of the time if we're going to be this busy and this hyper productive?
Carol: I think there's so much in the sector that you talked about, the scarcity mentality earlier, and that time scarcity, or it's such a huge cause. We have to martyr ourselves to the cause, or just give all and, the folks who were serving have it so much harder than us. But that sense of I think it's, as self care as a real thing, not self care, as going get a pedicure where people can, can start to put in those boundaries.
And what's so important is, as you said, is to make it explicit, and not have it be implied, and then, of course - [and this part] is even harder for many executive directors - to not only say it, but do it themselves and model it so that their staff knows that's really allowed. Those micro-moments, it just made me think about a conversation I had earlier today where I was doing, what in our work as a pretty simple thing of talking to a number of people getting ready to do a facilitation around a leadership transition; and the woman at the end of the call said, ‘oh, I feel better after talking to you.’ It wasn't like I did anything special, I asked her a couple questions that probably were out of her day-to-day and made her think about things in a different way. Just having the time to talk through them having the time, that full attention just makes a difference. It was interesting to hear her say that.
So, making changes in any of these things, and when you talked about where you've seen it being done well, it's embodied in an enlightened leader, which unfortunately isn't very replicable. It can be really overwhelming to think, how do we even start to make our cultures or organizational cultures healthier? You know, does it have to start at the top? Are there things that individual staff, and volunteer board members can do to start walking the organization towards a healthier, more inclusive culture?
Tip: I just see so many many examples of that. One of the caveats, if you will, is that even when I talk about nonprofits, that’s no monolith, right? There are so many sizes, types, cultures within nonprofits, large, small, based on the geographic region, and the demographics within the organization. So yeah, I've seen so many things. What excites me about the work is, to use some of your example, sometimes there's so much power in just asking different questions. Whether that comes from an external, or somebody who's internal. What if we did explore this? I think so much of why cultures feel stuck, like there's so much inertia in them, and sometimes it's just a function of time. Like, ‘well, it's always been this way, this is the way it is.’ all it takes is just a small thing like, ‘well, what if we tried this?’ some of my questions are, when someone has an idea like that, what's the best case scenario? What's the worst case scenario? What's a more likely middle ground that may emerge, and taking that small risk? So yeah, whether it's a small staff-level implementation of a leader who says, ‘hey, I want to spend an hour every other week just connecting,’ or [if it’s] more organic, if you will.
I've seen a lot of groups - organically or more fluidly - connect with one another based on shared interests. Sometimes those things get formalized, sometimes they don't. I think just talking about policy, for example, if you're on a board, if you're an ED, I really recommend a policy audit once in a while and looking - starting with your bylaws - to HR and employee manuals, and just looking at it from that lens of equity, like, who gets privileged in these processes? How do we make all of our decision-making processes more accessible?
So one example on a board I was working with around pay and they said, we want to hire this position. It's not going to be full time, but we wanted to negotiate the pay in this range. So we think about well, who are we excluding from that by default? I mean, even for volunteer-type boards and organizations, right? It's You know, we're usually talking about people who have some disposable or discretionary time or financial stability to step into these roles and different organizations, so if we have the assets, how can we use that to pay people for their labor, whether it's on a board or leading an internal initiative or an ERG (employee resource group) like that. So how do we make those structures and policies as equitable and accessible as possible? Look at those policies, look at who gets a privileged look at who gets implicitly excluded when you're searching for positions and things like that.
Carol: I think it can be challenging when you're in that dominant privileged position to even see how those things are impacting others because it works for you. Right, the system was built for you. And so then, that comment you made at the beginning or through that, that the cultures are all created by human decisions. When you're someone who benefits from that, and the culture is built for your person, it's hard to see that it’s just the way it is. So I think sometimes that's where the value of bringing an external person to help you walk through and point out how some of those policies might impact folks where you might have a blind spot.
Tip: it's a great example. One thing I see organizations doing, especially those that are working around racial justice or community organizing, if it's a white led organization, they'll find a black, indigenous, and POC-led organization as a source for accountability. So getting that feedback, seeing more of that in organizations, that puts a litmus test on some of our areas where we don't have that awareness. We're just not seeing the water that we're in. I heard a quote at a conference the other day that was, ‘organizations often talk about adding color to the water, [about] diversifying, but few people want to talk about the water itself.’ So well, why don't we actually talk about this toxic water that we're already in.
Carol: That we are all in and is toxic to all of us. I think it's what's important with that accountability and I think too often has been taken for granted as ‘let's have a partnership and let's do community engagement.’ and to not acknowledge that sometimes if folks aren't intentional or careful about it, those can really become extractive relationships. So how is that organization community-based, Organizations led by people of color indigenous people being adequately compensated for the labor, the emotional labor that they're doing to help that predominantly white organization be mindful of those blind spots. So I think that’s a huge growing edge for the field.
Tip: There's the saying that racism is white people's problem right? Like that's where it should be solved, sexism is actually a men's issue that men actually need to work on, so yeah, it's the privileged groups’ [problem].
Carol: I'm sure people have been saying that for years, but I feel like it's only beginning to become acknowledged. Just barely breaking through, people realizing that.
Tip: That's a very, very complex piece of work, it's like - and I've met black people who say, ‘I choose to work with white people because they need it.’ [I’ve met] a black person that says ‘I don't trust white people to do their own work.’ ‘I want to be in there,’ and vice versa. Some people of color, black people, indigenous [people] are like, ‘nope, no way.’ There is no adequate compensation that can be provided for that level of labor. Even equity seems like a word that we can toss around, but what would it take for real equity and justice? Yeah, I think just a much bigger question. I think those are really great points of ‘yeah, how do we really be mindful, really be intentional?’ and what are the external structures and what's the internal work we need to do when our egos get in our way, when we get defensive, when we get fragile in those times, that's where the hard work is.
Carol: We've been talking about some heavy topics but I want to change up the pace of things a little bit. I have a box of icebreaker questions, and I've got one for you. I'm gonna play this at the end of each episode, just to ask one of these questions somewhat randomly and not necessarily related to everything we've been talking about, but maybe it is, we'll see. So if you could create one holiday, what would you create?
Tip: Hmm, wow, if I could create one holiday off the top of my head, I'd say mindfulness day.
Carol: How would we celebrate mindfulness day?
Tip: It'd be a day to not be “productive,” spending a little bit of time and self reflection and connecting with others. Just surfacing what's inside of us, all the stuff we carry around and giving that some space to breathe. People's practices will be different of course, but for me, some of the hope is ‘how can we dream the type of life and communities and systems we want to live in.’ Whether that's in a group or individually. I think just a day to be mindful, not only embracing the current moment, but really envisioning the best type of future that we could live in.
Carol: With that in mind, what are you excited about what's coming up for you that you're working?
Tip: One of one of the big, bigger things I'm working on is A collective is what we're calling it now of practitioners, consultants, I guess generally people who are passionate about creating more inclusive cultures and organizations. So right now there's a group of about 10 folks from across the country soon to be international and we are exploring, like, why aren't cultures actually changing? Why isn't a representative token DEI enough? What does it really take to generate buy-in and to provide effective strategies and interventions across those levels of organizations to shift not only numbers, but also the tenor, the deeper culture in an organization. I'm very excited about bringing together people who are passionate about this, who see the issue and who recognize that we need a deeper approach to doing this work. So I'm excited about moving forward.
Carol: All right, awesome. How can people get in touch with you or find out about the work that you do?
Tip: Sure, [my] Linkedin is Tip Fallon, that’s one place to find and follow me. [My] Twitter is @TipFallon, and my website where you can contact me is fallonconsulting.net.
Carol: Thank you so much. I appreciate having you on and I really enjoyed our conversation.
Tip: Likewise. Thank you.
I am Carol Hamilton, nonprofit consultant and podcast host. My passion is helping organizations cultivate healthy, inclusive cultures that live their values, fostering learning, creativity and results. Find me at Grace Social Sector Consulting and download free resources.
Grace Social Sector Consulting, LLC, owns the copyright in and to all content in and transcripts of the Mission: Impact podcast, with all rights reserved, including right of publicity.