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
- Why organizations need to start with individuals when working on equity
- How to build the leadership capacity of people who haven’t traditionally been promoted to leadership roles
- Why it is important to not just teach people of color to be like “traditional” white leaders but encourage them develop their own leadership style
- How professionals focusing on diversity, equity, and inclusion experience profound fatigue in continually educating people about racism and other forms of oppression.
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.
This week we’re talking to Arielle Goodman, Jenny Hegland and Jessica Srikantia.
We talked about:
Otto Schwarmer and the MIT Presencing Institute
Arielle, Jenny and Jessica are a team of colleagues that has been working together for the past six months to discover how they might be of service as a collective. Their work exists in cultivating the spaces between, such as in-between people during times of transition and not knowing, spaces within our own selves, or the connective tissue of complex systems. Together, they explore what is possible in and from wholeness. They are committed to transforming themselves into alignment with life, so that they can support this work in the broader world inclusive of and beyond their individual selves. Their areas of expertise include navigating uncharted terrain in times of uncertainty, helping systems see and sense themselves, and practicing sacred relationships with team and stakeholder groups.
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 Tip mentioned at the end of the interview has launched. Learn more about All In Consulting here.
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.
My passion is helping nonprofit organizations and associations have a greater mission impact.
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