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 firstname.lastname@example.org.
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.
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.
Carol: Welcome. Arielle, Jessica and Jenny to the podcast. I'm very excited for today's conversation. I'm really curious just to get started and to give people some context. What brought each of you to this work? How did you guys come to start working together in the way that you are?
Arielle: I'd be happy to speak a little bit of our origin story, and then I'm going to invite Jenny and Jessica to kind of feed forward with me. I had started taking, U lab course through the presencing Institute MIT. And one of the questions that they ask is who are your partners in the work? A lot of theory, U is based in awareness based systems change, and thinking centering relationships in everything we do. And I had met Jessica synchronistically through an organization that I was employed for. And I had met Jenny, at a social justice event. And for some reason, in sitting with this question of what is my work aligned to life, who are my partners in this work, I kept on thinking of these two humans and it was kind of like the universe was asking me to pay attention. So I invited them to come together and start kind of sensing into what is our relationship and what is our shared work.
Jessica: And as Arielle mentioned, she was the connector for me to meet Jenny and vice versa. And, just one other piece I'll add is the synchronicity of, Arielle and I actually emailed each other at exactly the same moment about working together that Arielle initially thought her email had bounced back to her.
Jenny: That's awesome. I don't remember if I've heard that part of the story. That's great. And the one thing I would add is that I feel like when we first came together, I think one of the things I'm learning to do is to trust the intelligence in my body and everything in my body said, okay. These are people that I can learn from. These are people that I can deal with. These are people that are already bringing out like my most authentic self and like noticing that experience in myself and thinking like, absolutely, yes, this is what I want more of.
Carol: Awesome. Thank you. So you guys say that a part of your expertise includes navigating uncharted terrain in times of uncertainty. And the truth is of course we never know what the future will hold and we're always in the midst of uncertainty. Yet I think we often are kind of lulled into the idea that we kind of live in this illusion that we have control and we can plan and predict. And as a country and even the world, we certainly are in the midst of a time when uncertainty is just impossible to ignore. How are you seeing this particular moment and what do you see may be emerging in it?
Jessica: I can start with a few words on this moment. I think what you said about uncertainty being hard to ignore is very, very true, and it's even felt to me that we're almost living in a moment with no future in the sense that everything feels like it can change immediately. And so from this place, if it actually is forcing all of us to be living in this here and now, and one of the things that Otto Scharmer talks about is that, and this comes from the yogis, enlightened people talk about this, that the present moment is, actually a point that then it has both the past and the future in it and you can respond in two ways. You can respond by opening into the past and bringing the past into the present and the future. Or you can respond by, by integrating oneself and integrating into this present moment and opening into this future that is actually also here now and wanting to emerge.
Carol: And what do you see may be emerging?
Jenny: So the first thing I want to say is that the willingness to navigate this uncharted terrain is more of a commitment to practice than it is an area of expertise. None of us have been here before. And so I don't know that any of us can claim a traditional definition of expertise, meaning we sort of know what we need to do or how to do it. However, what I think that may be emerging in this moment and that we are embracing is an invitation to be in relationship with each other and ask ourselves different kinds of questions. So we've all heard that, you know, we move in the direction of our questions, energy follows attention and all that good stuff. And I think we really believe that. And so the moment, or what's emerging in this moment, this invitation to ask ourselves different kinds of questions for us, really centers a lot in drawing our attention to the source, the place from which we are doing our work and the place from which we are seeing the landscape around us. Right. So we can no longer rely on the map, but we can rely on what I think is our collective ability to see and sense. What is the landscape that we are in, in a given moment, then from that place of awareness together, to sense into how we can move, how we can collectively move and live within that landscape and within the reality of what it is.
Arielle: I'll just add. I think that there's a level of intimacy around the experience of navigating the unknown right now that is intelligent. That the habituated responses and patterns that are fundamental to us being humans in what we do with uncertainty, bringing awareness and seeing what comes up in us and then from a place of consciousness and choice, choosing to move in a different direction. And what's wild is that intimate experience of something that's just so innate or so normal actually allows us as human beings to sense and see the systems that we exist in today. And ask questions. How do those systems serve us? How are they harming us? Are they aligned to all of life and how we are deeply interconnected? And I think that there is so much exceptional learning. That brings our personal intimate experience to, to something that can can't always be felt and experienced or sometimes invisible. So it feels like a very, very important time in this moment in history and the present really.
Carol: Can you give me an example to, to ground that and just a little more specificity and concreteness?
Arielle: So whether that's income employment, looking at the rates of unemployment right now, whether that's people having access to, okay. I want to challenge myself to bring in my personal experience, rather than talking about an experience that's outside of myself. So tomorrow morning, I'm about to drive 12 hours to pick up my mom and grandma who have lived in Chicago their whole lives. And they're about to relocate to Texas. To be closer to my sister. Who's about to have her first baby. My grandma's in her eighties. Look at what's happening with the pandemic right now. We are seeing a surge of COVID cases in Houston, where she's about to relocate. What do I notice in myself? What do I notice in my family? In navigating something that I don't have control over, wanting to know answers, wanting to know that I'm making the right decision, wanting to be able to control this journey that is about to happen. And then inviting myself to sit with the discomfort of not knowing and that I don't have control over these things. And what that experience is like. And the pain or fear or sadness, and also love and passion and like fight or resilience, all of those things, holding all of that complexity and sitting with that and not knowing and feeling that in my body.
Carol: You, you talked about the habituated patterns and so six months ago you would've packed up for that trip. It probably would have been about logistics, you know, do I have, did I remember my charger to make sure that I can access the GPS to get me to Chicago and you know, did I bring enough clothes? Where are we going to stay along the way? And then a simple, it seems like something relatively simple then in this time it amplifies in terms of all of the things that, you know, our concerns. And I was thinking just a simple thing, like watching a movie where a ton of people are walking down the street together suddenly is an uncommon thing. And, you know, all of those things that we took for granted, four months ago, and then, with the protest going on, I guess my hope is that there's a waking up and more people, more white people are stepping into educating themselves. And looking at how systems have been, benefiting them and hurting them also. And ways that how can, how can we live into something different? How can we start dismantling those systems?
Jenny: It is all there. And I just want to acknowledge that in this circle right now, the four of us are women who walk in the skin of white bodies. And so just to acknowledge that that is the voice from which I am speaking in this moment. But something you said is really the hope that we will continue to educate ourselves and acknowledge the ways in which we have benefited from the systems of oppression and I want to bring in here that one of my commitments and one of my invitations to all of us is that we would also be together in both individually and collectively actually, commit to healing ourselves and the work of healing because, systems of oppression have had the traumatizing impacts on all of us in very different ways. However, the ways in which we've all been born into a collectively traumatized culture, are being illuminated, in a deep way. And so I want to invite all of us for a moment, maybe to think what this might mean for us. because I'm, I'm really seeing also that what is emerging in this moment is an opportunity for us to start to integrate and work at the intersection of feeling individual collective healing and social justice and social change. Right. Because I am not sure that these things can actually be pulled apart. And that's a very different way of understanding the ecosystem than it was for me in the past. So I'm curious also to you, Carol, like what do you, what comes up for you when you hear this? Like, what is our, what are we learning about this? I think we're really just starting. To understand, especially this piece on collective trauma.
Arielle: Jenny mentioned earlier in the conversation that a lot of our work is talking about the source from which we operate from one of the phrases that comes that is used a lot by Otto Sharma and the presencing Institute team in theory you is the quality of an intervention is dependent on the interior condition of the intervener. So the notion that the blind spots are the shadows that I hold within myself. We then I will see in the work that I do externally out into the world in my relationships in organizations and the systems, so the question I'm holding you know, as if we are individually in collecting collectively birthing something new, where do we want that place to come from, what are those nutrients, what are those seeds but really I'm thinking about wholeness is aligned to light, and if there isn't an integration of these different pieces that we've lacked back in the past or harm that we've stuck in a corner we're going to see that reproducing itself in the future. So thinking about where do we want to operate from, what do we want to hold in ourselves to then birth and midwife, this new system that is in service to life.
Jessica: And this connection of our own interconnectedness that we are actually, we're not separate, is I think also becoming ever more apparent in this moment. And on the one hand, than the need to do our own healing to get to the place where we can engage in ways that are, that are actually contributing positively, and at the same time, they need to. From that place, to hear all the different voices, especially the voices that have been marginalized because this racism and white supremacy are fueled by attentional blindness. And so this is a moment where the system is actually through video and all kinds of other means that we are all, we are, we are the realities of marginalized peoples in this society are being brought in to the reality of everyone's everyday life, and that is an incredible opportunity and those, and the people who are experiencing the structural violence of the system are the experts on it and they're the ones who really carry wisdom of alternatives in my family and genealogy, through so much, the totality of the colonization in identifying with the system that I have, I have lost in need and have been in a process of rebuilding, so the alternatives, and the possibilities, we need to really hear, and transform the relationships of power from power over to power with and transform the attentional blind spots into truly inclusive honoring and listening and the dignity and sacredness of all, all life and using those opportunities to rebuild the relationships in how we exist so our food systems the sanitation systems all these systems that materially support our existence on the planet that those need to be re woven, on the basis of sacred relationship, not exploitative relationship.
Carol: I want to give you an amen. Something that you said Jenny struck me that the notion of bringing together, working towards justice and healing. One of the things that I've appreciated from the inception of the Black Lives Matter movement and the movement for black lives, and even before the hashtag that folks, organizing within that movement, we're prioritizing healing, we're prioritizing self care, in a way that I don't think was at the forefront in past activists movements probably a part of that's kept me away from the notion of activism, is that in some ways it has felt dehumanizing, because it has an incorporated any space for person to be a person, and to end the hill, and so much that that folks are learning about all the things you're talking about the structural violence generational trauma, and and yes, as you said, Jessica, for white people, those things are some are coming into awareness that have been there for forever. Well for a long time, and get hidden.
Jenny: And just to speak into that as well. That, one of the things, one of the dimensions of this connecting back to organizations is that our normal quote unquote, normal organizational culture is actually set up on this colonial domination logic and so everything from, the power over, to the emphasis on, people like using people as, Yeah.
Carol: all the things, the ways that we name these things.
Jessica: And so this, this, what we born into a culture and a society that is actually on a domination logic, already in trauma as Thomas who will talks about. And, and so, so, so much of the work is also in waking up to these things that we have just assumed and imbibed and embodied and finding the ways to heal and transform collectively,
Jenny: I think that related to our the illusion of there being a separate self. There is a dominant cultural narrative around what individual healing is and looks like and we tend to think of it as we tend to think of trauma in an individual context and related to situational things. So for example, attachment trauma shock trauma, but what is starting to reinforce the intuitive I think feminine wisdom perhaps that has maybe known this for a bit longer but that we cannot parcel apart, the trauma from the society and the culture and the relational structures, which created. And in fact, to inflict that narrative upon an individual isn't in itself a form of violence. And so we have been perpetuating in those medical model. In some ways, in the ways that we conduct therapy etc so I, I just want to name that the thing that differentiates healing individual trauma versus healing collective trauma is that we understand it, relationally, and contextually and there is never a separation so it's the relationship between us as, as people is the relationship of us who are our ancestors and everything that we carry with us, from, from that actually in our physical bodies, the relationship, the logic and the ways of being and seeing that we're taught are right and wrong in the binary and the choices we're forced to make like, so if we understand that relationally, which means that in order to work in that healing space, we have to go into something much different than an individual, just going off to do self care. And so what, what is communal care, and how does that get done in relationship because it's the relationships in the first place that created the harm and the relationships that fell out of alignment with life.
Jessica: One thing that the narrative that individualizes racism to racist individuals is actually a narrative that faces the structural realities of how power is articulated into institutions and laws and societies and economic systems etc etc, and we need to change systems and power relationships, and the structural dimensions of all of that as major part of the work and so I was just, that's what I was resonating to as I was listening to you.
Carol: And I think it's easy to see that in for profit systems, it's easy to see how those are set up for dominance for a particular end and it's I think a little perhaps for some a little more hidden in the nonprofit sector, but it seems to me that it's all of those logics are kind of are definitely embedded in how sector has been built, and you know the assumptions that even go into, you know, what's taught, that is good governance, or you know how a board should work. And I'm just curious what you might see within that. It looks like Arielle was trying to jump in.
Arielle: I kind of want to bring this back to the initial question that you were asking around navigating uncertainty and kind of the personal example that I gave you know, around this move, like, what comes up in me. In embarking in something that potentially elicits a fear response that I can't control that I want to control how does that impact the way I relate to my mother, or to my grandmother, what am I able to hear or not hear. What am I, how am I able to feel my whole body and connect from my heart place to their heart place what happens to empathy or creativity or higher level of brain functioning. So, these things that are really intimate and real and just part of everyday life as being a human being in a really complex world, like, these are some of the elements that build up these systems that aren't serving us, and a part of that is our story around collective trauma and a way of eating that's not serving. And it's also learning like, how can we step into and figure out new ways, from a place of choice, to relate to these things. And there's a conditioning, and a curiosity that comes in that experience a lot of our work is mentioned in the bio and also what Tony was talking about communal healing is the practice of being in relationship, and it's hard. It is hard. It's hard. It's not easy, we are not conditioned or socialized, it's not a need, so it's a seeing a learning to sitting with and discovering Okay, what does it mean for me to pause sense into my body, bringing awareness and notice to whoa I'm feeling really escalated right now start to settle. Sit with, and start to feel like, what is my mother sensing into right now she's about to go on this journey, And that takes time. That takes patience, that takes training and it's not just me doing it in my own mind it's bringing it out into reality. So what does it look like for organizations to organize themselves in a practice such as this.
Jessica: And I also want to pick up the thread of this dynamic on with the nonprofit sector. One of the things that we, we see is that the, the, the resources, again the set, you know, the same replication of who controls the resources is disproportionately white and, and yet the populations being served, are often times minority and, and so there's also so there's a couple dimensions, there's the there's power there's resources and then there's also sort of a channeling into the same kind of bureaucratic organizational structures that are the same as the way you know that those were originally created as colonial structures, the bureaucracy, and so when that intersects with real communities and real needs and real, you know, human creativity and human potential, there's, there can, There can be a gap a disconnect, even, even a taking of space from other possibilities. Other, other ways of creating as just as human beings in community, and sometimes service can mask actually looking at the root cause of what created the need in the first place, what's the structural violence that created the need, if that gets removed, then people are actually their energy and their creativity and all of that their resources are freed up to create beauty themselves and so I think that's, that's part of the dynamic I see.
Arielle: I mean a question that I'm holding is in the social sector specifically the nonprofit terrain, what are the blind spots, what are the attachments, what is being held on to so tightly and in service to what, What are people afraid of and where did where were these systems born from, again, how the interior condition and the intervention. So, so those are some of the questions that I'm holding.
Jenny: and related to those, some of the questions I'm holding is, what is it for us to create the kinds of holding spaces and containers so that we can even start to go there, from a place of openness, how do we actually help each other, how bring that out of each other because if we need each other to do that work, Because we're so conditioned and this is this going back to this habitual ways of protection, you know, putting up the armor, going back to fear to the kinds of narratives that justify, like for example I need to look out for my own interest in this because I need to take care of my family, yada yada yada. And so, what is the invitation. What is the access point, what are the what are the doorways to invite people into these kinds of spaces, even once we call them, you know, because even calling them feeling spaces, or even calling them even, you know, even inviting people in this circle practice feels like, somehow, it's not supposed to be in organizations in these traditional kinds of spaces right and like why, because we have hold apart, the professional and the human, the natural human ways you know these ways of organizing ourselves and being together and circle that has existed for so many generations before us. So, what are the access points, what are the relationships that make those access points possible,
Jessica: And what are the conversations? Are you saying? What are the conversations?
Yeah, Carol. I'm, I'm curious. you've been, cause you've been working in this space so long and you've seen so much and I'm wondering, what are, what is it that you see that you'd like to share in.
Carol: Well, I think, one, one thing that you said where you know it's like service can come sometimes hide the root cause I think that's true. And I think people get caught up in an argument about which is more important. And I think the people who are being served to have needs at that very moment, need that, and people need to be working on the system to, you know, to change it. And I think what's even more exciting in this time, I think there's been a lot of work on tinkering with the system, what I feel like there's, there could be, there's like an opening to is imagining something new and different, I don't know what that's going to be, but it feels like that's more possible now than it was even six months ago.
Jessica: Beautiful. Absolutely. The freeing of our imaginations as a really important invitation and act in this time. Yeah. Thank you, Carol.
Carol: And at the same time to say you know to talk about what Aereo was talking about of how when you're gripped by fear, and so much, you know people most people's first reaction to uncertainty is fear, you know, lots of talk about anxiety and how all of that's raised and how we know you know in our brain that just kind of shuts down our creative processes so it's, you know, both are there. So in, in working within organizations and within the sector, as much as we know that it needs to shift and change, you know, one of the things that that has been kind of a driver for me is looking at, if we give, if we give organizations the benefit of the doubt we say okay, they were they were built to, to, you know, move some mission forward that's going to have a positive impact in the world, and yet, why is it so hard for those organizations to have that mission have that great aspirational thing that they want to see out there. And yet, aren't really living that internally and certainly this is really coming home. And, you know, Getting stuck and kind of doing the same thing over and over again and you know I think that's very much being brought home right now with the, with the Black Lives Matter protests where, you know, many organizations have made statements about support of the movement, report after report has come out about the leadership of the nonprofit sector being so decidedly white, and those organizations also making statements and yet being dominated by by white people and certainly, you know, the larger the budget, the larger the salaries, more, more likely to be white men at the top, so I'm curious, any thoughts about kind of that stuckness that seems to be, not just at the organizational level but at the at the sector level and then of course at the societal level.
Arielle: Noticing that I keep in bringing it back to the personal today which I think is really fascinating. I think it is easy and safe to be able to point the finger to the world outside of myself. It is easier. It is safer. I get to preserve a degree of separation, reinforcing the same systems we are swimming in, I get to make something an object, and not feel connected to it to separate myself from it. And then there's this sense of righteousness or like reinforcing, like, what is right, what is wrong, again all the ingredients that we've been talking about in these systems that are not serving us and so like, look one inside oneself, to reflect, to see wholly and fully takes courage. It takes an openness and awareness and a vulnerability, and there's real reasons why I've seen in myself or organizations, resist doing that and it to me it always starts with home, right, it starts with my home, my body my home and then the relationships, what does it take to do that. And then, and then aligning ideology or what I'm saying into practice and behavior. What does it take.
Carol: Yeah. And I appreciate what you say, what you're saying about how easy it is to get into that kind of systemic analysis and have it be an other out there that has nothing to do with me,
Jenny: and what's coming up for me also is. This is why tending to growing different kinds of skill sets in ourselves together is so important, because we can't just say these things and expect ourselves and others to step into this work together. Practice takes a lot of practice and we don't have the practice grounds. You know I'm a golfer and you don't just go out on the course and play you go to the driving range and you go to the putting green and you hit, hundreds and 1000s of shots, you know, and then you get on the course and every single shot is different because you have a different line you have a different angle of attack and you have different you know a different plane, you're trying to hit the ball from and a different piece of grass and I believe we need to and this is part of the work that we're doing together is create the practice fields that are safe enough not comfortable if this work is not comfortable but safe enough, like the reality of safety is there for us to challenge each other in these ways and really like start to use embodied practices that we can access the wisdom in ourselves and the wisdom of the collective social anxiety because it is there but it is frozen, and that's what that's what trauma does is it keeps it keeps intelligence, frozen in our system. And so, you know, that's part of why the healing is so important, but I think that's also part of why the practice, the focus on practice and what we practice. So some of the things we practice you know a lot of it has to do with practices that allow us to be in structures of sharing power, even just in one room for one hour, even to practice that is hard, right, because we're so used to somebody facilitating the meeting, and somebody just deciding the agenda and somebody's telling us what's important to talk about and these are all conditioned ways of thinking that systems of oppression rely on in order to feed themselves in order to sustain themselves. So, what are the practice Spaces, we're building together where we practice being encouraged where we practice, accessing the courage on community building power accessing it and building it. Where are the communities and the spaces or the Sacred Spaces, we're creating, even within our own organizations, even if they're even if it's more a momentary right where we can practice doing that and what we practice we become, eventually, but it takes a long time but we have to start with the practice, and it feels like that's something that, because of our because we were so conditioned to focus on the outcome. It's hard to prioritize being in the practice for practice sake,
Jessica: so I also very much resonate with what both Arielle and Jenny shared and that, and the integration through practice of individual and collective work and I have noticed also how, in many groups that I have been in, I teach some in the classroom, especially I've noticed this, that we have collectively lost the ability to shift from hierarchical to these these participatory, collaborative relationships that Jenny was talking about and so the practicing those in those little component parts is, is where the big, you do that, the little pieces and the big change happens, and also noticing the ways in which, like Arielle was saying about the individual, we are part of these systems and so these systems are in us and we are in the systems and so we can then that, that provides an access point also for doing the work, because as we do the work inside it's also doing the work on these, on these ways of being and seeing and doing and creating, and especially as we open that up to doing that collectively.
Carol: I would love to ask 16 follow up questions but I'm going to shift gears for a minute, and there's one thing I like to do at the end of each episode and just ask a couple fun questions. I've got one for each of you, Jessica. What is a mistake that people often make about you.
Jessica: I think, sometimes people think I'm sweet and I'm not so sweet. There's a lot in there.
Carol: And Jenny, what are you most looking forward to in the next 10 years,
Jenny: So noticing my resistance to the question let me just give myself a second and see what might come up here. I think what I'm looking forward to is seeing and being in what unfolds in my life and in my relationships and in the life all around me, the more I choose to let go of trying to control it. Like I'm very looking for, I'm looking forward to that process as uncomfortable as it is to being what life has in store.
Carol: and Arielle, what chance encounter changed your life forever?
Arielle: You're looking at it right here. That was an easy one. Truly meeting these special humans and sensing into what we are co creating together.
Carol: So what is next for you guys? What are you stepping into, what's emerging?
Jessica: I think that that opens up this fascinating question of this interplay of emergence shading into planning and like so far we have been way more on the emergent end, and things have shown up in our field, as the work we're meant to do and we've responded to that, we are also starting to craft intentions around how we invite collaboration and connection, and the serendipity of the emergence is really how life shows up knocking on our door as you know, telling us where we're meant to step in.
Carol: So if someone did want to invite you into something, how would they get in touch with you? How could they find you?
Jenny: You can find all of us on LinkedIn, and in addition to that, we're in the process of building a website that we are envisioning as an invitation to discover our shared work with other others wherever they may be and so we are putting our hearts into sort of the process of how can that website, you know, not just be really a reflection of the very things that we're trying not to reproduce, but instead a real invitation, a real invitation to be in relationship to blur the lines between partners and clients and to words and how we, how we are in relationship with one another in traditional business context, we're in a lot of inquiry around this together and so we're, we're using our website as a way to challenge ourselves to find language is not perfect but at least a starting point for how we can offer that invitation sort of a channel through which we can engage with others in more broad ways.
Carol: All right. Well, thank you so much. I really appreciate all your wisdom that you bring and the work that you guys are doing. And, we'll be excited to see how this practice continues to emerge and, good luck with everything as you move forward.
Arielle: Thank you, Carol. It's been a pleasure. Thank you so much.
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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