This episode is the final part of the Culture Fit project that Carol recorded with her son-in-law Peter Cruz. In this episode, Carol, her cohost Peter Cruz, and their guest Dr. Gia Grier McGinnis discuss:
Dr. Gia Grier McGinnis is a senior leader with over 17 years of broad-ranging experience in program management, advocacy, and community outreach. She has a passion for public engagement in STEM, and currently serves as the Executive Director of the UMB CURE Scholars Program, a groundbreaking healthcare and STEM pipeline program for West Baltimore youth. Dr. Grier McGinnis is a Baltimore, Maryland native where she still resides with her family. She enjoys exploring urban green spaces and volunteering to promote mental health awareness.
Important Links and Resources:
Carol Hamilton: My guest today on Mission Impact is Dr. Gia Grier McGinnis. This is the last of the series of interviews I did in collaboration with my son-in-law Peter Cruz as part of our culture fit podcast project.
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. On this podcast we explore how to make your organization more effective and innovative. We dig into how to build organizational cultures where your work in the world is aligned with how you work together as staff, board members and volunteers. All for this is for the purpose of creating greater mission impact.
Gia, Peter and I talk about the challenges young people of color face in seeing themselves in STEM fields given how historically – and currently – white male dominated the fields tend to be, how she found role models and mentors and has played that role for other, and how she sees the impacts of health disparities play out front and center in the work she does and how the news of police brutality impacts her students.
It has taken me a little while to get all these interviews for the culture fit project out so our conversation is from last year so some of the events we reference in terms of where we were in the pandemic reflect that.
Before we jump into the conversation I want to let you know about a new thing that I am doing. I am hosting the Nonprofit Leadership Roundtable every couple months. During the Roundtable, you get to talk with your peers, share an opportunity or challenge you are having at work and get some peer coaching on the topic. The Roundtable is free and I host it on Zoom. The next one will be Thursday April 28, 2022. You can register on the Eventbrite site. We will post a link from the mission impact website. It would be great to see you there.
Peter Cruz: Welcome to Culture Fit, the podcast where we do our best to answer your diversity, equity, and inclusion questions that will help you navigate the professional landscape, especially when you are not a culture fit. I am Peter Cruz.
Carol: And I’m Carol Hamilton.
Peter: How are you doing?
Carol: I am doing well, managed to run and grab a little bite for lunch. So that was good.
Peter: Yeah. It's needed. I think the only thing that I've been snacking on are these foods that are good for health. White cheddar puffs. They're like healthy healthy Cheetos Cheeto puffs. Those are the only things like since the heart attack and stroke that I can snack on.
Carol: My favorite has been dried mango. We are now buying in bulk from Costco.
Peter: So now that we've got the snack plugs out of the way, this week we have Gia Grier McGinnis. How are you doing here?
Gia Grier McGinnis: Great.
Peter: Great. For our listeners, can you provide us some context on your professional background, who you are, where you from?
Gia: So from Baltimore city originally, I've had two overarching themes to my career. One is that like public and community engagement, the other is always with health science or the environment. And sometimes those two things have play together and sometimes I've done them separately on the. Right now, I'm the executive director of a program called CURE Scholars at the university of Maryland Baltimore system and healthcare pipeline program for west Baltimore, middle and high school youth. I'm also really into mental health advocacy right now. I'm on the board of NAMI, Maryland. And I know Carol, from my days on the Baltimore GreenMap board, which is about giving access to young people in the community to green spaces around Baltimore.
Peter: Could you speak a little bit about this? The fellowship program that you work with. Could you elaborate a little more on that?
Gia: So CURE scholars started back in 2015 and really the idea is we're trying to generate the next generation of STEM and healthcare leaders for the society to work on health disputes. We actually recruit youth at sixth grade level and we stay with those youth all the way through high school. It's a multi-year program. They're all recruited from the same three west Baltimore middle schools. Very close to the University Maryland at Baltimore's campus which is intended to be good neighbors to the west Baltimore community. And we both provide them with STEM activities year round, but we also have a social work team that helps them with social emotional support and with any barriers that the families might have anything from food insecurity to unemployment. We consider ourselves a wraparound program.
Peter: Great. And, and this is more for, I guess, exposure or would this lead into like, I guess, internships in the future?
Gia: Certainly. At the early grades, a lot of it's about exposure. They do like STEM labs and three science areas. But as they get older we partner with Youth Works, which is Baltimore city summer jobs program. We actually serve as an employment site. For their summer, they do get paid to do their STEM work with us. Once they hit high school level we also have a team that works on college career readiness. The goal is to actually walk them into competitive STEM majors on college campuses, or for those that maybe don't feel like college is for them to explore careers that may require maybe two year degrees with something more technical.
Peter: And, and for that being that STEM is, and I think we've all experienced this like as, as women or people of color. But STEM is a very white male dominated space. What are, what do you feel like are some key areas that you yourself or the program and the fellowship Tried to address and I'm like holding on for, I guess, the code switching, the amount of code switching that might, may need to be done or, or simulation at a fairly young age.
Gia: Yeah. I mean, so really what we're trying to do is, get them to see themselves as scientists. Like you are a person of color. You can be a scientist and it's amazing how many scholars will expose them to say a dentist or expose them to say a psychiatrist. I didn't know, black people could be like, like it's tough. It's like, of course, but to them, it's like, oh, okay. Right. That's a career I could have too. And it, it really actually works as a spark, like. A role model that looks like them, which is what we try to do in the program, is exposed to career professionals and they go, okay, like maybe I'll be a genius or maybe I'll be a nurse. Because I see that the other thing we started doing this year is we did a whole week last week on mental health. Trying to get them to learn about self care, trying to get them to learn about, breaking the stigmas on. Like, you can take care of yourself. You can understand that as a person of color, you're carrying a lot of stress. we had yoga sessions. We had a speaker come and talk about black male wellness. We then had a separate session for ladies. really trying to get them to understand. Yeah, stem fields will be stressful. And how do you prepare yourself? You can't change others a lot of the time, but how do you help yourself cope and how do you navigate life in general against stresses that come at you?
Peter: Yeah. Cause those are things that we're all kind of, and it'd be like don't escape those things, right. Like what have you learned from working in this, in this field and doing, like, even facilitating or coordinating these types of things, whatever you learned insofar as your own professional experience. And I mean, I could only assume having to assimilate or coats, which are under like, cause. discovering new things and new perspectives as we become more of a progressive society. Yeah. what are some like new things that are tricks of the trade, but you have even. Oh, like, I have a hot moment, like, oh, wow. I've been doing this my whole life where I probably shouldn't have.
Gia: Yeah. it was interesting. like I said, I grew up in Baltimore city and I always just had a natural interest in the environment and nature before I had a label for those things. And eventually I go off to college and it's Predominantly White Institution and in the environmental studies major, I am the only black woman in all of my classes. And I don't say it was like a bro culture. It wasn't, I mean, it wasn't, it was just, it was a small liberal arts college. it was very, everyone's very chill and Hey, white, white, white very small. And it was a huge culture shock right. Coming from Baltimore city, going to what was on the Eastern shore, Maryland. A small way. But it was like, the black community on that campus did the whole, well, white kids sitting together at the cafeteria, we sat together and stayed together socially and so very early, you learn like, all right, you need support systems. like, every once in a while you see a person of color. Be by themselves. And it's like, eventually they drift to the car. It's like, yes. Right, right. You need, you need us, we need each other. we, that was something very early. It's like, find, find your people both intellectually, but also culturally if you need to. And then as I move through life, I think the environmental fields become a little bit more diverse than they used to be. Well, all that tiny bit, like ma'am, there are more campuses that have the major and things like that. And people talk more about climate change and things like that. But yeah, I mean, when I graduated from that university, I was the only black graduate in that major. But what I noticed was right behind me was another black female. Like she declared like right, right in the class behind me and. That was great to see. Right. So if one person does it right. Okay. It's cool. If one person does it, like, okay, maybe I can do it now. And so in subsequent years, they're a little bit more people going through that program.
Peter: Do you feel like, as you reflect on that time being that you were the first and only. Is it a burden to be that type of a role model? Like, did you feel like you were a role model, even though you were in your mid, late, early?
Gia: Actually I didn’t. And I think that's, you don't really, you're not thinking about it. You're thinking about your own experience. You're not thinking about like younger classmates or and I just moved in spaces that I wanted to, like, I was very active on that campus. I was in student government. Again, like one of the few ran people and that, I just, I did whatever I wanted to. I studied abroad. I did all these things and other students were like, oh, don't, you just want to be black student union. It's like, I want to do everything like I do all the things. But no, I never really saw myself as like chili then or anything like that.
Peter: And when you shifted from guess university to then the professional landscape, like did your college experience in like defaulting and trying to find and establish support systems being that you go into the professional landscape and that it may not necessarily be the case, especially if you look a certain way.
Gia: it's interesting. , I graduated from undergrad and then I went to Washington DC for an AmeriCorps year. it did, they now call it, they call it a gap year now I don't know what to do. I'm going to do it. AmeriCorps is what I called it. And I did, I was working for an environmental health children's mental health network and there was a black female. She's now the ED, but a black female in that office. Again, a role model for me. I call her every once in a while when I'm stuck. But what happened was that the program was really keyed into environmental justice. I actually found by the environmental justice community in DC there is a great community organizer named Diamond Smith. He was really active in South African divestment,but had started this black peace and justice group in DC. So I was doing it. And by miracle work with the children's grandmother, not that work doing environmental justice work, but al doing this peace and justice work with this really incredible leader. I found it. My community of organizers and people that were really committed to inclusion and really loved it. That was a year where I was just like soaking in all sorts of social justice, overwhelmed with it. And it was that time. And I remember it was like the occupation they're all these, like, this is kinda like early two thousands and like DCU is exploding with all the anti occupation stuff. I was like, knee-deep in that. And then over here, I was knee-deep in environmental justice and health stuff. We're kids. And it was like an overload of social justice. And it was a wonderful, wonderful year. But then I was like, I want to go back to school. then I went back and That's a university culture for a couple more years.
Peter: And in that time, did you feel like the university culture had changed at all?
Gia: this time I went off to a totally different campus. University of Michigan. Big huge school. But within that, I was in the natural, natural resources school, which again, had a very small community of people of color in the environmental justice program they had there. And again, like, Here's community again, right this time, our environmental justice group that we're doing like work in Detroit and Dearborn and our mentors kind of, teaching their classes. And so again like predominantly white culture, but finding this group of people that really cared about environmental justice and, and really, thinking in and, and finding a home.
Peter: from your having a lot of experience of being one of few, what are some things that you tried to instill in the CURE fellowship or scholarship fellowship?
Gia: The scholars. And out of school time program, it's also considered a, what they call pipeline program. it's walking the youth progressively into a career field. But yeah, I mean, it's all about raising confidence, giving them platforms to lead, giving them platforms to present to others. one of the activities they do at the end of the year, say. Then called the SIM expo, where they get to present to their family and their community about a science topic they've picked and worked on in spring semester. this is like their time to like, stand up and introduce themselves like when you go to poster sessions at conferences and you could just see like the ones that maybe start out in the beginning of the year, super shy by the time they hit the expert or like, saying their names, shaking hands, eye contact. They stand up a little taller, which, again, like you need to develop that confidence to be able to navigate what's going to come next. a lot of it's about wrapping around them and saying, okay, you can do this. And you're just as smart as any other kid out here.
Carol: Yeah. And I was talking to someone this morning who described those public speaking skills and all the things you're talking about, this. It's really leadership skills.
Peter: And also for, because so far we've been talking about like from the leadership, if you have control over a certain environment, which more often than not, we do not, but if you do. Establishing an environment where these young people, cause yes, they are building up these like hard skills throughout this process, but the soft skills that they're also and needs that they're being that are being addressed are acknowledgement and recognition, which are like the most vital things to not feel excluded.
Carol: Yeah. I heard you just continue to come back to the notion of finding, finding community. As a, as a safe space and a place to, I dunno, hang out, be yourself, not worried that not, be on as a place to rejuvenate that whole importance of wellness. And how do you build those skills and practices that you can keep, keep on keeping on.
Peter: For those young people as that warm handoff like they transition and progressed through the full, through the program is what is alumni engagement? Cause I think like, being a part, when you're a college student being a part of a fraternity sorority, or a club, like you like to go back to those people when you need to do that type of thing exist or, or is in the process of being.
Gia: what's interesting with this is because the program's only five years old, our oldest scholars are juniors and we were literally building the program as we go. And we'll have our first graduates next year, which is super exciting. And we're already thinking ahead, like, okay, they're going to be first year students on college campuses. What can we be doing? How can we get some of them, the thread back and maybe do near peer mentoring with the ones coming behind them because they would be the best mentors the program has eventually as they get older. And so we're definitely starting to think about that. As we look to our first graduates,
Peter: That's exciting to make it. Like, I can't wait. Like I'm sure they are as equally as excited about the prospect of the world opening back up so that they could stop mething very large-scale
Gia: like that it's been hard, you, like the, the scholars you don't want line learning has been tough. I definitely think, yeah, next year. Looking forward to seeing them in person.
Peter: we've been talking for a minute. I only have another one question. Carol, do you happen to have any additional questions or can I ask the classic Peter question?
Carol: I guess I was just thinking that, that this year, even though I obviously, for the program for everyone, it's been a bit of a tough year. And at the same time, it puts all of those issues that you've been working on front and center in terms of disparities, in terms of health equity, or lack of equity. Even right now, as we're looking at the vaccine, roll out how that's not happening in, in an equitable way in Maryland. I was wondering how you're using what's going on right now to work with students and have conversations about it?
Gia: Absolutely. We both provide them a little bit of clear information about COVID as it's a science program. Of course let's learn about neurology. But also, some of them have had COVID. Some of the families have had COVID. I had COVID so just also sometimes, we'll get family calls that say, We have COVID and okay, well here's here resources that the university has. Like, here's how I'm, here are things you can do. And so we've definitely had it hit home for people, but also trying to use it as a teachable moment for science and stem. it is a great time for public health right now. But yeah we've also had, Things with the pandemic just affect families, economically, just unemployment. our social work team helped develop an emergency fund. we have this fun that parents can tap if they need emergency electrical assistance or help someone buy an oven the other a couple months ago. whatever we can do, and of course it was all a very quick pivot, right? we're, everything was a pivot, The pandemic hit and just all of a sudden we had all these new issues and al exacerbated issues amongst our network. And we really had to think about, okay, how do we continue to Pratt support virtually safely? getting people resources. yeah, it's been a really challenging year and then I'm looking forward to the herd immunity or the vaccine distribution pushing out.
Peter: Well, I'm about what we're first firstly, glad that you're doing well. I think the last question that we have is having experienced what you've had in the entire tidy of 2020. Also actually let me ask this question first. We, we address the pandemic, but In regards to the social unrest resurgence of black lives matter that impacted the young people that you serve and also you as a person.
Gia: Yeah. first of all, say this community was deeply impacted by. 2015, it's the protests in Baltimore that went through west Baltimore, it's almost like Freddie Gray all over again for these communities. And our scholars, they read the news. They're very up to speed on what's happening. Some of them express concerns for their own safety of traveling out in space as a person of color because they saw what was happening on the news and they're just like, should I even be going outside now? We brought in a speaker for them, so we could talk through after George , we did a social justice town hall around that, just to get them to talk about that and unpack that. But absolutely these young people are very aware about what's happening around them and their place in the world. And what does that mean for them and trying to figure that out.
Peter: Yeah. Cause it's like, it's one of those things where of course they can see the positive and then you get like, oh, I could potentially replicate that. But that's through my own, I guess, effort and like sticktoitiveness, but things like Freddie Gray, George Floyd, Breonna Taylor, like those things can just happen without my knowledge. But also I could see myself with them as well. now then that transitioned, like, because you're building, we are building these habits as a society. Also your program, your. What are some things that you are looking forward to in the near future or, 2021 and beyond in regards to the program, societally, how the mental health of these young people.
Gia: Definitely looking forward to the end of the pandemic, but also through all the struggles of the pandemic, we've actually done some things that are a little innovative, like things that we never would have normally done had it not been for the pandemic. certain types of programming that we've never done before. All the things we're doing online are pretty neat. And so there's also this sense of, Do we go right back to the way we were or do we hybridize and go, actually that was pretty cool. What we did there, there and there. I also look forward to thinking more about, okay, what does crew styles look like with our curriculum post pandemic? Like, we used to have monsters. Huge events like with hundreds of people. are we still doing that? do we, do we figure out a different way to solve it or maybe we can do that, you know? I think it's actually exciting like this whole year of like, do you ever think differently? I think it has opened the door to be like, okay, maybe moving forward, we do do some things differently. it's actually pretty exciting.
Peter: Yeah. I mean, yeah, there's, we're at this intersection of like potential and like having been through so much. it's like, it's very exciting to actually like, be in the midst of history, if that makes sense. But yeah You don't want to hold up more of your time, I think. thank you so much for joining us. We truly appreciate it. And maybe we'll have you on after the graduation and see how that
Gia: oh, absolutely.
Carol: Well, thank you so much and thank you for all the work you've done.
Peter: Again, thank you to Gia. That was a great conversation and a lot of great insight on her work and her as a person and the journey that she's been on. I think some of the things that really stood out to me is the importance, like you mentioned, of community Wherever you go. It's important to have that support system and knowing that there are people who are going through the same journey as you who have the same concerns is always comforting in a very real way. When you go into professional spaces that you are truly the minority, she's another person who is one and only that it is very intimidating and scary. Kind of, for me at a younger age, I would probably avoid those spaces. Yeah, so, the importance of community and being recognized and acknowledged as a person, as a being, as, as someone who is different, because I think most spaces want to be like, oh, we're all family here. It's like, nah, we're all different. And that's okay.
Carol: Yeah. And I think when we pulled together our tagline. Podcasts and, and name. And when I was listening to that again, I'm thinking, oh God, I hope people don't think that we're kind of, advocating that people have to, be a culture fit or have to assimilate or have to take on these attributes. It's more a recognition that that's the reality. And a lot of people are navigating and Yeah. just that, that just acknowledging that reality. And how people have to manage those to survive and thrive.
Peter: It’s really like a spotlight on the struggle that we all go through. The mental gymnastics that we all have to play as someone who. Isn't part of the majority. And I think as we go and have more conversations, different people will have a couple of episodes where it's just us and talking about our experience and juggling all that. Yeah, the importance to, for stem exposure. And we're doing the importance for, I guess, The emotional and, and mental baggage that we have. Like we're exposing everyone to that. These are all very real things. And what you're going through is also just as real.
Carol: Yeah, absolutely. In that support of a, of a group of folks going through it together to make it just a little bit easier.
Peter: Sure. All right. So. For us please send those over to email@example.com. And we will see you at, yeah, we'll see you when we see you.
Carol: Thanks for listening. Bye bye.
Peter and Carol: Bye.
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 Gia, her full bio, the transcript of our conversation, as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Isabelle Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. If you enjoyed this episode, please share it on your favorite social media platform and tag us. We appreciate you helping us get the word out. Until next time!
This episode is part of the Culture Fit project that Carol recorded with her son-in-law Peter Cruz. In this episode, Carol, her cohost Peter Cruz, and their guest Damary Bonilla discuss:
Dr. Damary M. Bonilla-Rodriguez is a national leading authority on leadership development, especially as it pertains to diversity and inclusion. She delivers keynote addresses and presentations drawing upon her experience from roles in the non-profit, private, and government sectors, as well as her doctoral research. Her research about Latina leadership in the United States has served as the foundation for events, conference sessions, publications, and content development - to address the urgency of leadership development for a fast-growing population and create a pipeline of diverse leaders.
Dr. Bonilla-Rodriguez holds a Bachelor of Arts degree in Spanish and Social Work from the College of New Rochelle where she received the College President’s Medal, graduated with Departmental Honors, and was awarded the Sigma Delta Pi Spanish Award. She also holds a Master of Science degree in Organizational Communications and a Specialized Certification in Corporate Communications, both from the College of New Rochelle. Personal endeavors of overcoming statistics and accessing higher education, led her to earn a Doctorate in Education focusing on Executive Leadership from St. John Fisher College.
To change the political and leadership landscape for Latinos, Dr. Bonilla-Rodriguez ran for State Representative in the 189th District of Pennsylvania in the 2016 election cycle where she became the 1st Hispanic to make a State ballot in Pike and Monroe Counties. In November 2019, she became the 1st Hispanic elected as School Board Director in the East Stroudsburg Area School District where she Chairs the Education and Negotiation committees. Passionate about supporting professional organizations, she is a Board Member of the Brodhead Watershed Association where she Chairs the Membership committee, Colonial IU 20 where she serves as Vice President, Prospanica NY where she serves as Vice President of Professional Development, Latina VIDA, Latinas on the Plaza and an Advisory Board member for several organizations including: The Board of Hispanic Caucus Chairs, Monroe County Children and Youth where she leads the Education committee, SciGirls, and the Alliance for Positive Youth Development. In addition, she was appointed by Governor Tom Wolf to represent the Poconos Region on statewide commissions on Redistricting Reform and Latino affairs (GACLA) where she Chairs the Education committee.
Dr. Bonilla-Rodriguez was recognized as a 2014 Coors Light Lideres finalist and the recipient of numerous awards including a proclamation from the NYS Assembly, the Proud to Be Latina Soy Poderosa award, and the SISGI Beyond Good Ideas Excellence in Nonprofit Leadership award. Her published written accomplishments include the books Ethics, Gender, and Leadership in the Workplace and Today’s Inspired Latina (Volume II), as well as contributing to the Huffington Post and being featured by several media outlets including NBC Latino, Chief Writing Wolf, and the Empowered Latinas series.
While, she is proud of her many accomplishments, she highlights her greatest as being the mother of eleven-year-old twin boys, Caleb and Joshua. She resides in Pennsylvania with her boys and husband Robert. Her favorite quote is: “If I have seen further, it is by standing on the shoulders of giants” (Newton).
Important Links and Resources:
Carol Hamilton: My guest today on Mission Impact is Dr. Damary Bonilla-Rodriguez. This is one more in the Culture Fit series I did with Peter Cruz. Damary, Peter and I talk about the interconnections between having to code switch and imposter syndrome, the pressure of being “the only,” and her hopes for the upcoming generations. Welcome to Mission Impact, the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I am Carol Hamilton, your podcast host and nonprofit strategic planning consultant.
Peter Cruz: This week we have Damary. Hey Damary. How are you?
Damary Bonilla-Rodriguez: Hey, Peter. I'm good. How are you?
Peter: I’m doing well. For our listeners, could you just share with us some tidbits about your professional background and who you are?
Damary: Sure. So my background is I am a Hispanic woman born and raised in Spanish Harlem, New York. I've lived in the Poconos for the past 14 years. I'm the director of the leaders of color New York program, which is focused on building a bench of black and brown leaders in New York. I serve on Pennsylvania Governor Tom Wolf's commission on Latino affairs representing the Poconos region as well as served on his redistricting reform commission. And I say that my most important job is being the mother of 11 year old twin boys.
Peter: That's incredible. As an expecting parent myself, that seems challenging.
Damary: Congratulations. It is challenging.
Peter: But in regards to your professional side of it when you were working with. Leaders of color who are trying to enter or establish their positions in, in, in mostly white dominated spaces. Just to jump us off, like what pressures do you see that exist to either code switch or similar, remove aspects of themselves just to like, I guess be taken seriously.
Damary: Your, so a topic related to leadership that is emerging for women and for leaders of color more now than, since it had been coined in the 1970s as the imposter syndrome. And this week, I've talked about it several times because women and leaders of color struggled to. I have the opportunity sometimes to achieve a formal title and position in society to climb the ladder of success, to penetrate the political sector. And once they do get there to really be able to maintain the status, if you will, because there are expectations that. You should speak a certain way or behave a certain way. Sometimes even dress a certain way. Right? For the women, we talk about things like, is it okay to wear hoops in the workplace and be still considered professional? For those of us that are bilingual, is it okay to use a little bit of Spanish or Spanglish? I was raised in New York City and we speak Spanglish. That's another language. And so just being able to understand where. And if you have to shut off some aspects of yourself, which then does not allow you to be your authentic self is a challenge in itself. Right. And then when you do get a seat at the table, how are you able to gain and maintain the respect of your colleagues, particularly individuals that may not be as qualified as you, but based on privilege, are at the table and absolutely feel like they belong. So the conversation around the imposter syndrome is you, you internalize those concepts and those notions that are just throughout society and or not, when you're able to leave those aside and push through what. Like you don't belong at this table or there's no room for you, then you're able to really show up as your authentic self and challenge the status quo. But that's a day-to-day struggle.
Carol: So often I feel like I mean sometimes, and certainly more nowadays they're, they're direct messages that are very clear and explicit about you don't belong, but I feel like a lot of times it's, it's much, it's more subtle, and oftentimes for the four people who are in the dominant culture who are white, who are white men, unfortunately, men that may not even realize that they're taking up as much space as they are taking up, or, assuming competence on the part of other colleagues that look like them or themselves in this.
Damary: Absolutely. The implicit bias in the professional setting is probably the greatest influencer of the environment of whether or not somebody feels like they fit in based on their gender, their sexual orientation, their their age, their race or ethnicity. And you're right. Sometimes people don't even realize because they have biases where everybody looks like them and talks like them. And here comes this individual that doesn't fit what they are used to. And sometimes they just don't know how to react. And I've heard comments from older white males at the same tables, as I am saying, things like you speak out of turn or your tone will not be tolerable. Sometimes I am seen as - and this goes for women leaders and then also people of color sometimes, and often, mostly women of color who are leaders, where you hear things like you're aggressive, or, you are abrasive or, you're, I've been called unprofessional. You're unprofessional because you speak up and you speak. But for me, it's conviction and leadership. You asked me about working with leaders of color and as a leader for leaders of color, I feel like it's my responsibility and I have to speak up and speak out. Otherwise what's the point of being at any given table?
Carol: You say you've been labeled aggressive and, studies have shown that, that same behavior, whatever people were perceiving of, how you were showing. That same behavior on the part of, of a white man would be labeled as assertive or leader, so the exact same way of being the way of showing up, it's just perceived and so different a way, depending on what your social identity.
Damary: Right. And that brings me back to the conversation about code switching, that we were starting to have around leaders of color, particularly when you're trying to fit in, you see yourself in a position to either compromise your identity in terms of not speaking about certain aspects of your life. We see that I'm not when it comes to the LGBTQ plus population, but then also in terms of shifting, if you're in certain places and spaces, You might try to adapt the way you speak, use words that you think will be more acceptable in that space versus when you are with family and friends and individuals that you feel comfortable with. Myself being in academia. Oftentimes I use layman's terms because that's how I best communicate with everyone at every level. But when I'm in the academic spaces, individuals are using big words. I know the big word. I know the meaning of the big words, but I choose not to use them because I'm a communicator and it's more important for me to be able to connect with all individuals at any level, whether they have access to formal education or not. So code switching and fitting in is really about making choices around how much of yourself are you willing to compromise in any given space or, or moment?
Peter: Yeah, and the thing that I wanted to just touch on briefly was just that. This is a thing that is universal regardless, because there are a number of people who are shifting careers or moving to different cities where, maybe if I move to a more progressive city, this probably won't be an issue. Or like, trying to escape it because it's, but the thing is that it's unavoidable in, in your experience, moving from a bigger city to the Poconos, being there for an extended period of time, like. What is that labor-intensive and trying to, I guess, use this for an Eichler, was it, I mean, cause that's the assumption.
Damary: It is labor-intensive Peter. It wasn't, it is. And, and it will be because these are the systemic issues that we talk about. So you're right. Regardless of where you are. There are geographic perceptions. So have you moved from the north to the south? There are certain expectations that individuals in the south have that somebody from the north may not be able to, to live up to. Right. So regardless of where you go, you have to realize that there are cultures within communities. There are people who have lived in certain areas for many years. So some of the issues that I have had to grapple within our community and I've been here 14 years are. Everything from speaking with an accent, which people don't realize, right. It's my New Yorker’s accent. And so I've been asked about, you know the way that I speak, where my from et cetera being labeled a transplant and, and not fully being. The white individuals who have been here for generations, who to me have a lot of wisdom to share in terms of the economy of the community in terms of the educational system and other systems that I want to be part of. And I want to help, and I've traveled the country. So I have a wealth of knowledge and expertise that now is starting to support our community. As I'm leading the diversity, equity and inclusion. For our school district. And so on, in December of 2019, I was sworn in as the first Hispanic elected to the east Stroudsburg area school district school board. And as the first, thank you as the first and as the only, you often have to educate people along the way about what it's like to be you about, what are the issues that are unique to people like you, in this case, students, educators, community partners, through. I also represent us on the board of the colonial intermediate unit 20, which is 13 school districts from Delaware valley out to north Hampton county and focusing on special education. And there I'm also the only Hispanic as well as the youngest and several others first and only. And there is pressure that comes with that. But for me, there is also a reward that I have the opportunity to help create a space that is more inclusive for individuals who are different. They don't have to be like me, but they just have to be different than who's been at that table before me.
Peter: And for people who are numbers like a first and only because I think that's like what's happening now. Right? Many organizations, many companies are having. First ever diversity equity, inclusion person, most commonly it's a woman of color because of the glass. What is it? The glass cliff taking over it. For those people who are trying to establish that type of environment, what are some key things that you have, like tried to implement that were unsuccessful or things that were successful right off the bat, that they should either try to replicate and make their own. But things that helped you get off the ground and establishing
Damary: that because of the individual, whether you're the person that is pushing for change or the person on the other side of the change certainly has. A personal lens on the diversity equity and inclusion conversation and thinking about what is my perception of diversity, how do I promote a more inclusive environment? How do I move the needle forward in my organization? My community and society broadly becoming more equitable and, and being able to serve everyone who wants to be served by this institution or deserved by, to be served by the institution. If we're thinking. School district or a nonprofit organization or a company with a target audience in terms of the organization, it's really about evaluating the policies and practices that are in place. Are those conducive to being an inclusive environment, are those conducive to moving the organization, the institution. Equitable practices or not. And then there's a level of buy-in that has to be gained from every individual at the organization at any given time. You're not going to get that buy-in all at once, but you do have to work with individuals in the respective. So that it becomes institutionalized. And then if you're the person that's pushing for the change or driving the change, you have to be patient, you have to be mindful and you have to be sensitive to meeting people where they are. And knowing that just because you want people to buy into DEI does not mean they will. And just because you want an organization. To take on this effort doesn't mean they will, or they can, they may not have the capacity, the expertise, right? The individuals on the team to be able to do this work comprehensively at least.
Peter: Yeah. I would just speak on, on my own experience that this also it's prevalent in. Corporations or organizations that are actually not white dominant as far as the people involved, because racism is so systematic that we, and white supremacy culture is just prevalent everywhere that we're just perpetuating it without really recognizing it. I remember being in a diversity equity inclusion meeting, and having someone say, well, we are all brown and black people, so where we don't have the same types of struggles, but that's furthest from the truth.
Damary: Absolutely. So you touched on a couple of things. One there's, there is racism and prejudice amongst like individuals, right? So within the Hispanic community, there are over 20 countries represented under that umbrella of Hispanic, Latino Latinex. Right. And there is racism and sometimes division. Even those countries, Dominicans and Puerto Ricans or Ecuadorians and, and, and the mannequins, et cetera. So we can not assume that just because it is a black or brown institution, these things are not happening, but also in terms of the tenants of white supremacy culture, when we think about perfectionism and that pressure, right, talking back to the imposter syndrome that we touched on a little bit ago, that pressure to be good at things, or to have to work harder, to be at certain tables because. I don't see a way in or nobody that looks like you has been there, or nobody in your family has achieved a level of higher education. I mean, I'm one of less than 4% of Latinas in the United States with a doctorate. I was raised by my grandparents who went to the first and third grade. They didn't speak, read, or write English fluently and what they did know, they self taught. Where would I have ended up if I didn't have the opportunity for mentorship for nonprofit organizations given. The space to know that these opportunities existed. And then at the college level, having advisors that supported me and Latinas that looked like me, where I learned that a doctorate was a possibility that wasn't anything I had ever thought about before, but I was open to the possibilities when I got to college, I was the first in my family to graduate college. So then my responsibility is to pass that along to others in my family and my community and society.
Peter: Yeah. I mean, it's because so much of what you're saying and just like I had experienced, I'm also Puerto Rican first in my family. I think when I graduated, I read this study that said like about. Three to 4% of Hispanics just like to go to college. And then of that three to 4%, about 8% complete. And it was just like very, very, it's just an immense pressure and burden to be the representative of everyone. So the simulation just has to come naturally because. shifted and navigated through these spaces. Do you feel like you could answer this? How can we, as you want, but do you feel that that is more existing in education or in politics?
Damary: Oh, this is a whole nother session, I think in both. So in, in education, in terms of access to education and being in this. The student, you do experience the need to assimilate frequently, because if you look around, you're often by yourself, right? And as you stated in terms of what the data shows, but the higher you climb in terms of formal education, higher education, the more likely you are to be the only one. So to finish the journey. So you, you find yourself having to adapt and shift along the way you find yourself having to identify with individuals that may not speak the same language or eat the same foods, but that you can still learn from and have some peer to peer mentorship with, to just make it through the journey and then using the opportunity to help others. In terms of politics, though, we talked about geography a little bit. So if you're in a place like New York city, you're going to find more. People of color in positions of elected leadership, right? However, if you're in places like the post. You're not going to see that. And though we did have an influx of people of color and particularly Hispanic people who moved to the Poconos in the last 20 years, they still have not fully penetrated those spaces. I ran for state representative in 2016 and became the first Hispanic to make a state ballot in Monroe and Pike county. That was just five years ago. That's the reality of what the data shows. Right. And then when I did get on the ballot and I was knocking on doors, I heard things like, you speak with an accent. You're not a NoCal. You should be home with your children because my five-year-old twins were on the campaign trail, handing out flyers and they really loved it. They love people. They love the energy. They say that they're going to run for office. So. That is where we're able to shift the dynamics. When we help our children see the possibilities that we didn't see, right? Because we didn't have the role models because we didn't have the opportunities or the experiences. Then we shift the dynamics because their generation, for my kids, they expect to go to college. They expect to run for public office. They expect to be elected to public office. That's a very different mentality than those of us that have had to really fight. And the fight for social justice is every. It's everything from the boardroom and the school district to, the, the boardroom in any of the organizations that I serve across the country. But even here locally, I was the first Hispanic to be elected to the board of the Broadhead watershed association and Hispanics care about the environment. However, There's a difference between individuals that come from the city who don't really understand, how do I help maintain the waters? How do I help contribute to protecting our environment? Right? So there's a level of education and support and connection that our organization knows is very important. And we've had informational events and have been deliberate about inviting diverse individuals to join. So when you talk about politics, sometimes issues like the environment may not be front and center when people of color do get to the table, because if you've grown up in an urban community versus the suburbs versus another geographic area, The priorities are different to that. I would say it's across the board.
Peter: Yeah. I mean, yeah, like we've been talking about it's all universal everywhere. I have one question that ties into it, but in regards to politics as the world kind of, becomes more progressive in a way. Right. I think the starting off point and the foundation is different based on geography, but The near future when your children maybe run for office or my child runs for office, who knows when in some near distant future, we hope you foresee it? Cause you were just interacting with the two people trying to tell you that you're not from here X, Y, and Z that the need in politics per se. Cause I think it lives out in the public. To Western than need to assimilate.
Damary: I hope so. And for the record, please plant the seed for your child, that they can and should run for office. I hope so. I'm the type of person who is very comfortable standing out, so I don't feel the need to assimilate personally. Just because I'm also patient enough with others to teach them what it's like to be me. And sometimes it does take more push than others, depending on the individual, depending on how receptive they are, depending on how much they actually want to learn about me. But I hope that we are making strides so that our children are able to show up as they're often. So because we use the word authentic leadership often, and, we want people to be authentic. We want people to bring their full selves. And yet when people attempt to do that, we center them. We don't want people to be their full selves. It just sounds like the right thing to say, especially when it comes to the diversity conversation. And, and so, right now the social unrest and the issues that we're seeing and, and in the media and that we're seeing play out in our communities, It's putting a sense of pressure and urgency for institutions and organizations to move some of those that you talked about, that yourself they're creating the diversity officer positions. I mean, across the board every day we see lots of posts. Some of those, even if not intended that way, are just to check off the box. That's what they're doing. Right. Because if the organization does not have an environment conducive as these individuals and we're forcing individuals to assimilate, then you're really just checking off the box. So I'm hoping, but I'm also an optimist. I still believe in a government for the people and by the people because who better to tell us what are the issues that they need to prioritize than the people going through those issues, who better to inform the social justice movements that we are promoting right now than the people who have lived marginalized for generations. Public incidents have happened over the past year or so. And global prices for these issues to emerge to the place where they are right now. So I'm hopeful, but I can't say for sure.
Peter: And that's usually, that seems to be the last question I asked, like, what are you optimistic about and what are you hopeful for? So I'm glad you addressed that stuff. Carol, do you have anything else?
Carol: I just want to say, I appreciate your persistence, you keep showing up, you keep being the one and only, which is that's a huge amount of emotional labor that you're taking on.
Damary: Thank you. Yes, it is. It's exhausting. I've been saying that a lot more lately. And so I'll, I'll share this with you in terms of, in terms of optimism, what I'm optimistic about is people being inspired by injustice to the point that they will step up to the. And take on leadership roles. And I've been talking a lot over the past year about how crises bring about leaders. And so you're either going to sit back and complain and just be bogged down by the crisis, or you're going to step up to the plate and ask what can I do and contribute. And that can mean getting engaged in your child's PTO, or that can mean running for office, or that can be. Anything in between, but it means that if you really feel compelled to see difference, you're going to be part of the difference. So what I'm optimistic about is that more people will be inspired by social injustice, by prejudices that they experienced or that they see others experience. And that, that will bring about more allyship in terms of diversity of racial and ethnic communities. Right. Because we can't sit around and just talk about white privilege and white supremacy, if we don't talk about all the privilege. I was born and raised in the projects in New York City. I'm a homeowner. My kids do not have the same experience that I had. And so understanding that I have privilege in a heterosexual family versus not understanding that my kids have privilege because of the socioeconomic status of their parents versus their parents growing up is important as well. So there’s just a lot of DEI dynamics that that we can talk about. So hopefully we'll continue the dialogue.
Peter: Yeah. Maybe we'll have you on when we talk about intersections.
Damary: Yeah, I'm leading a committee at work on intersectionality and coalition building.
Carol: All right. So perfect.
Peter: So that will be part two of our conversation. Thank you so much to Damary. Thank you for doing that. You don't want to take too much more of your time.
Damary: Oh, great. Thank you. And it's an opportunity to reflect, but yes, Carol, sometimes I'm exhausted. I woke up this morning thinking like maybe I need to throw in the towel on this, on the school board piece. And then I got a message on Instagram that one of my quotes was printed on a greeting card in this new company for. But for highlighting women of color and it, and, and it was exactly about how we remember your blessing, no matter what life circumstances you're facing. And I'm like, okay, I get it. I remember what I said.
Carol: It's terrible. When your own words come back to you. Right? My favorite is when your kids say it back to you.
Damary: That one's great. Especially when they're sassy about it. That's what awaits you, Peter, what mommy, you said? I know I said it. I know what I said.
Carol: Thank you so much. It was great talking with you.
Damary: Great talking with you both. We could've gone on for a while, so anytime I can hang out with you, let me know.
Carol: Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can learn more about Damary and her background, as well as how to connect with her in the show notes at missionimpactpodcast.com/shownotes. We also post the full transcript of our conversation, as well as any links and resources mentioned during the show in the show notes. I want to thank Isabelle Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. Please take a minute to rate and review Mission Impact on Apple podcasts or wherever you listen to podcasts. It helps other people find the podcast. We appreciate it!
In episode 39, Carol Hamilton looks back at the last year and a half of Mission Impact. Using clips from interviews with Tip Fallon, Nyacko Perry, Carlyn Madden, Kristin Bradley-Bull, Keisha Sitney, Rosalind Spigel, Stephen Graves and Nathaniel Benjamin, she examines:
Learn more about my featured guests:
Carol Hamilton: For this first episode of 2022, I am looking back. Over the past year and a half I have released 38 episodes. And I started interviewing for the podcast just as the pandemic started in March 2020. I also started another brief project that was going to be the podcast Culture Fit which I am fitting into Mission: Impact instead. Over those interviews issues of equity – diversity, equity and inclusion – and how these issues show up in organizations – especially nonprofit organizations have emerged frequently in our conversations. For this episode I am featuring some of the highlights from those conversations. I loved the chance to look back and listen to those episodes and look for some gems. While there was a lot more great stuff I could have included, I try to focus on a few themes that went across interviews. These themes included:
Tip Fallon: That's my belief in an underpinning, even in nonprofit organizations who may be providing social services or direct support in the community, in one sense, like those are still a, maybe not a microcosm, but they sit within a larger society in this larger society. If we talk about whether it's patriarchy or the racism or xenophobia or any of those things, but even sometimes just the, the capitalist mindset when the individualistic mindset that promotes a belief of scarcity, organizations and cultures are not things that fell from the sky. So we need to remember that people, maybe not us people, maybe generations ago made some decisions. 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 then for today, what are our decisions and 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 5:00 PM or 6:00 PM or 10:00 PM that a lot of people work
Carol: Nyacko Perry comments. On how the ways we work and measure productivity and accomplishment. Spring from roots. That would most likely surprise most of us
Nyacko Perry: Our structures in general in terms of business are based on white supremacy. All the way from our educational systems, our business structures, I was listening to the 1619 project. An amazing piece by the New York Times, that really looks into our history of slavery and also just the legacy of slavery. And one major piece is that a lot of our business structures are based on how the plantations were run. They had very complex systems, they had middle management and ideas about productivity and reports about productivity, of how. Feed a slave and have them be as efficient as possible. And we're extremely successful in that. So much of our. And America is based on that piece of our history in our life. So when I think about just structures in general, I'm like, yeah, like the whole thing, everything, which does make it difficult, I guess, to just live in society and to work in any system. I guess the rationale that I give myself is that I'm here to dismantle and to support in the transition and the change. But I think it's very important to just acknowledge where our structures come from.
Carol: The nonprofit sector certainly mirrors the rest of the culture in terms of who shows up in what levels of leaders. And on boards, 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. I think a lot of it has to do with this notion, especially in predominantly white organizations of what's just about diversity and it's about numbers. Let's get at least one person, one person of color, one person with some diversity factor beyond a 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. Carlyn Madden sites. The study that I was referring to.
Carlyn Madden: Jean Bell, who talks about, I think it's called hire by higher and talks about some of the survey data on executive leadership in the nonprofit sector has not changed in the last 20 years. The demographics do not actually change.
Carol: Given the context that we live in and the stubbornness of the challenge. What can people do to move the needle? Kristin Bradley-Bull offers one possibility
Kristin Bradley-Bull: History is written by the so-called winner. Think that's all wrapped up in what you're talking about and one, certainly, of the primary opportunities for so many nonprofits is too. And especially ones that are white led is to really. Start listening a lot more to listen more deeply to stories from the communities that they are a part of, or not as much a part of it as they wish that they were because that's where so much wisdom rests. And it is in storytelling that many learnings, many examples of resilience and creativity and perseverance. Live and live actively, certainly in the nonprofit sector, how are we, how are we supporting? How are we supporting a system that, how are we supporting the larger system that isn't serving a lot of our community members? So I think there are lots and lots of questions and all of that. And some of what I take hope from is that piece around. We have activists and movements who are pushing. And so when the more traditional nonprofit sector is in good dialogue with movement folks, there's lots of zest. There, there are lots of aha moments. And so I think we just have to continue again. It's that porousness, it's that sharing of stories that. That helps others in the non-profits sphere or grassroots activists and people in the non-profit and the formal nonprofit sphere, as well as grassroots groups that are not , there's a lot of possibility and bringing all those folks into conversation, storytelling, deep, deep consideration of comments. Common interests, which is not necessarily the first thing that people recognize, but we have common interests in what I would call collective liberation.
Carol: Nyacko Perry speaks to this as well and goes beyond storytelling. To how it shows up with frontline staff. As well as leadership. And the connection. Or rather the frequent lack of connection to the community that is being served
Nyacko: People that are doing the really direct service are having. A real challenging time, especially around their income, more often than not, they're the least paid person, but they're the people that are really dealing with the direct work. And then there's a whole disconnect between the direct service people and the people that are really high up. And the other disconnect in that area is. Race. It's like direct service. That's where all the people of color work. And then as you go up, it's just all white. And that, to me, like, I think symbolically, I find disturbing I'm like, what is that about? And then also in terms of who they serve more often than not, it's people of color, people that we've represented with disenfranchised identities, and that's not reflected in the leadership of non-pro. And so for me, there's just this huge disparity and disconnect that I don't understand. And I feel troubled by more often than not the people who need help are people that represent disenfranchised identities. And why is it that we don't have those that represent those identities in leadership? I mean, that's where I see there's just a huge problem in that, but I mean, honestly, my friends that are a nonprofit when I've worked in non-profit, it's just, it's almost like it's normalized where yeah. The whole board is white. The whole leadership is white. They don't know what's happening. Like they're not connected to the actual experience of the people that they're serving, but they get to make the most important, most drastic. And, fundamentally for me, it's the people that are closest to the pain should be closest to the access and closest to helping to make decisions, and I'm pulling from my Congressmember, Ayanna Presley, but that's the thing we need to people who are representing that identities should be part of. The solution should be part of making those major decisions. And I don't see that. I rarely see that. And I think we know statistically, it's not there. It's like at all, we think it's like 0.05%.
Carol: Another theme I heard in our conversations was about assimilation. One of the challenges that I think few white people realize is the extent to which black indigenous and people of color BIPOC may feel pressured to assimilate. Into the white dominant culture to succeed. And the emotional toll that that assimilation takes every day. Tip describes this phenomenon.
Tip: It is internalized in us. We default to let me wear the mask because 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 sometimes is sometimes that math. There is a permeable boundary between the mask and us. Sometimes it seeps into us, I think at an unconscious level. I mean, we end up with ourselves and others unintentionally sometimes perpetuating some of the mask wearing in our organizations, but there's a generational divide as well. So even there, there is a little bit of tension just generationally. I mean, this is again a big generalization, but sometimes younger people are coming into the workforce. Now that I have a little bit more latitude and say, Hey, I want to wear my hair or even my clothing and appearance, or even my language in a style that seems authentic and natural to me. And we shouldn't be afraid to talk about this. So, Hey supervisor, like, can you call some of this stuff out? Because I don't really feel included. Supervisors might say, Hey, I've got to negotiate my boundaries with these funders or these community partners or X, Y, Z. And I'm trying to sort of toe that line and we're going to get more, what is it? Get more bees with. If you will. So like let's sort of not rock the boat or whatever the averages are. That's a little bit, a little bit much for the appetite and the culture of that organization. And 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. And then you have others in the organization who are essentially, I think, trying to survive in a way that looks like these masks are also a survival tool.
Carol: Keisha Sitney also comments on her experience, including how this approach is too often actually embedded. In leadership development programs designed for people of color. To help them succeed
Keisha Sitney: I led multicultural leadership development efforts at a national level for our organization. And there's sometimes where I felt like we were just teaching the diverse leader, how to be within this larger structure that is not necessarily welcomed. 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, I look, 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 just seems 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 is, is a key part of it,
Carol: That leadership development that you're talking about, it's essentially what, like refining, refining code switching, or basically teaching. With these realities, many organizations are trying to take steps to address the current situation. And there are many pitfalls and mistakes and traps that white led organizations fall into. I'm trying to take steps to diversify as well as become more inclusive and equitable. One of those mistakes is recruiting for diversity first, instead of attending to the culture that you're asking people of color to step into. Rosalind Spiegel speaks to this.
Rosalind Spiegel: They're white-led boards. And they want to have BIPOC folks as part of their leadership, which is great. And the. Depth that they skip is how do we prepare ourselves to welcome others into our board? And so you don't just start doing equity when you've got a BiPAP person sitting on your board, because then they leave in a year. And you wonder why Robert Gass, who does the art of transformational consulting. He's got a lot of great resources on the website, the social transformation project website it's called and educate. And it's basically a feedback loop. It's basically when you said X, I felt why, because. So this out and education is a way that organizations and boards serving staff can begin to practice what they preach. So let's say you, Carol and I are at our board meeting with a bunch of other white people and, or mostly white men say, and you say something and nobody pays much attention to it. And then like three minutes later, Charles says the same thing and people go, Hmm, that's good. Now I might, I'm sure you've never experienced that. Right. Never, never, never happened. So I might not catch it. Right. Cause I'm just as, as sort of susceptible to sexism as everybody else. Right. And white. Can tend to be a little competitive. So I may or may not. I may even notice it and not know what to say. Right. But if you've got something like a, a commitment in place for collaboration, engagement, respect, equity, whatever, and a mechanism like out and educating them, you could say, Hey Charles, when I said that three minutes ago, nobody paid any attention to it. And, and now when you said something, I noticed that people thought it was a great idea. And because of that, I'm feeling invisible or at that made me feel invisible and, or I might have the wherewithal to say, Hey, Charles I noticed Carol said that a few minutes ago, and I'm really glad you amplified it, but I'd kinda like to hear Carol's original thinking around that. The trick here is that, and here's sort of the thing about this ouch and education process is like the trick is for Charles to get. Oh, wow. Thanks for pointing that out to me. Right. I'm sorry. I missed that. I know we have a commitment to this and I'm going to try and do better next time. That's the right answer. The wrong answer is for Charles to go, oh, I didn't mean to you're misinterpreting me that wasn't my intention because that's a showstopper. So if the commitment is, let's practice these values. Then there's also commitment to learning from. I said, this thing, thank you for telling me this thing felt off to you and I'm going to try and do better next time, because we're all part of this team and we all want to make sure that whoever's part of the team feels heard.
Carol: The example that you were starting to talk about in terms of the social justice organization that you mentioned. And, then the black board member said, yeah, and we have all these values. We have this mission. We do this work and I'm still experiencing this. So I'm curious then what came out of that conversation? I don't want to guess what might've happened. So how does that become an education? Yeah. Yeah. And that gap, I'm sure people would just work. I could imagine how chagrin they felt. Wow.
Rosalind: I mean, it was a real gift. I mean, and that's the thing, for someone to say, Hey, like when you said X, I felt why it is such a gift that that person has given you. I mean, really it's just such, I mean, how else are we doing? I mean, we've all got our work to do. And so we're not going to be able to get any better unless someone is generous enough to point out where we're sticking our foot in it.
Carol: At the same time, taking the risk to point out the ouch and educate those around, around you takes a toll. Keisha Sitney describes the exhaustion of constantly being expected to speak up. And how she decides when and when not to take on that emotional labor
Keisha: It's exhausting to share. And there've been times when I'm like, I'm not, I'm tired of educating everyone else. I'm just going to do it. I've got to preserve myself. Diversity. Fatigue is a real thing, but I found relationships that are important to me. And I've found, I've really tried to develop those. Professionally personally, but by sharing, this is the impact of this. When I hear of another police killing of a black person, I think: that could be my son who's six foot four, and it could be my daughter who's 17 and just a black, young woman. It could be me. It could be my husband. 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 family over there, but it's like, no, And you know that we have these things in common, but yet our kids can be doing the same exact thing and mine will be killed and yours will not. I can't speak for every person who I met 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 impacted my family. I think that that's one way that I've tried to personally just make connections with folks and help them just see things in a different light.
Carol: Yeah. I appreciate that. And I appreciate also you're saying there just sometimes when I'm not, I'm not going to engage. I need to, I need to preserve myself.
Keisha: Yeah. Can't always, I can't always engage in conversations. It's not always fruitful. And there are some folks who it doesn't matter what you think, and I'm not willing to sacrifice myself for those types of conversations, we need to teach white people to be okay with people who are different. And, I know that there's a lot of, there are a lot of books and things talking about being anti-racist, but we have to continue to just work. 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 we, 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 we systems. And then here's how this group may not have benefited
Carol: Another theme I heard was moving beyond the interpersonal. Looking at how things are done in particular, how hiring is done. How searches, especially executive searches are done. Impacts what the sector looks like. Carolyn Madden talks about how they are approaching. Executive search differently to address some of these issues.
Carlyn: What is required or that the conditions of executive search have to change. And so while the model that you're talking about, sort of the last 20 years, it's called executive transition management and they talk about. Prepare pivot and thrive. Don Tevye and Tom Adams and any Casey foundation. And all of these organizations came together to design this model, which is an effective model at the base of it. But the conditions around the model haven't changed. And so things that we do that are a little bit different, or a lot of my colleagues are starting to do the same, but we're very firm in that color transparency for all of our client, actually building out networks, multi-racial network, leveraging affinity group. Open exchange with clients, recognizing that often leaders of color don't have those sponsors, or we are reaching out to folks saying, who do in this space, that would be a good executive director, because there are so many white people in the sector in top leadership roles. Our networks are very homogenous. We know that I'm a white lady, you know where this is. But I'm a white lady, two white ladies talking to each other. but our networks are very homogenous. And so we have an open door policy that anybody that has questions about a search can call and talk to one of our associates about their interest in the role so that they can really prepare their. To be successful in front of that transition committee, also coaching transition committees on what are some best practices. So if a transition committee is hiring an executive director and says only executive directors can apply for this. Well, what we know to be true about the field is that there are fewer executive directors of color than white executive directors. And so we're already starting to limit the pool, like even just subtle things, right? How are we, how are we gender coding, job description? The studies say, not just in the nonprofit sector, but at large, Women are less likely to apply to a job that is masculine coded. So if your job description says things like aggressive goal achievements, women or women read that as like, well, can I aggressively achieve goals? So we use words like collaborate, not compete, thinking really about gender coding there. So boards often think that they can do it themselves. But again, what do we know about board? Many of them are predominantly white. So we look again at the some-odd network,
Carol: So given all these challenges internally in our mindsets. Implicit bias in her personally, culturally. Working organizations start to make changes. Tip offers thoughts about how we can manage and use ourselves in the situations that we find ourselves in.
Tip: I'd offer a couple of things first and foremost is compassion and understanding the system. And I think offering compassion to ourselves shows that we live in a very oppressive hierarchical system where we have to do a lot of things to survive and keep some of the basic needs met. So AEs is offering compassion to ourselves that, yet we don't have. I have ideal choice sets in front of us.
Carol: As we give ourselves and others, grace and compassion. Steven Graves talks about the importance of commitment. From the top of the organizations. The leaders of the organizations need to be committed to the work for change to happen
Stephen Graves: For shifts to be made in order for real change, transformational change to happen, you've got to have senior leadership commitment. Weber is at the top of the organization and has the most power. They have the most impact. Oftentimes they can control where energy is being in place, where resources are being placed.
Carol: Well, so much of anti-racism work focuses on the individual and interpersonal level. Stephen also talks about the importance of having good data to support your efforts.
Stephen: 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, I can trigger a lot of. 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 in healthcare, like I said, You still need to be driven by data, collecting what we call real data, race, ethnicity, and language, data, collecting sexual orientation and gender identity data. Using that data to sit and drive real goals in terms of what are going to be some realistic goals that we can manage. And they can help us chart our path forward.
Carol: Focusing on equity. We'll most likely create some resistance. Stephen talks to this resistance and why it is an illusion to think of dei as somethings as separate and apart
Stephen: The advice that I would give to leaders when it comes to that resistance in terms of saying, okay, we've got to put this off because there's other priorities. It's saying, Hey, they, these are priorities within priorities. So wherever the conversation is, whether it's around COVID, whether it's around your EHR, electronic health care. 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 wind, 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 at signage is translated in a way that folks can understand who don't speak English as a first language. So these D and D pains are going to be embedded.
Carol: To that point, Nathaniel Benjamin addresses the question of where responsibility for DEI should live within your organization.
Nathaniel Benjamin: DNI should be aligned directly to your senior leader, CEO or operator diversity is about your people. And it's about the experiences that these people leverage. So for me, if I were to create like the perfect organization, I always figure human capital in terms of your process. And you look at culture, you look at engagement and belonging, and then you look at diverse and all of those areas together. Is the strongest framework to create a human centric culture.
Carol: Keisha Sitney describes the brain spot. She sees in her organization. And what is giving her hope for the future?
Keisha: Might've encountered quite a few bright spots. I know we have a movement of leaders of color. Throughout the National Y we call it our multicultural leadership development group. And we have mentors and coaches and support, and we've created a safe space, similar to the employee resource group models, where you have groups of people that may be able to come together, work on policies, and you've got the affinity groups, those types of. But ours is more of a mixture of not just African-Americans with African-Americans. So you might see African-Americans Hispanic, Latinos, Asian, Pacific Islanders. You might have indigenous folks of which we need to improve our numbers nationally as an organization with regards to leadership or flooded communities. But for those of us who are members of those communities, finding the commonalities and being able to support one another and educate one another and develop 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. And the things that we're asking from other groups that we should be able to model those things as well. So it's definitely a great support system. And we've seen a lot of folks who've been able to engage and advance their careers within our organism.
Carol: And with a final thought Tip Fallon reminds us that while we live in a culture. And with the history that we didn't necessarily make. And we are also making today's history. In small and large ways we can impact. And have ripple effects. That might mean a lot to the person across from you or in that zoom call you attend today.
Tip: 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. That, that makes sense. So it's an invitation as well, to be intentional about. What are the cultures that we're creating both actively, but also passively, , when, when we show up and just where, where those choice points. And I think at the end of the day, the day to just hoping to find peace for me in a so for me media, a big piece of work is in some of our training, we use the term self, but just inquiring. How am I showing up? Not just what are my intentions, but what are my, 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, 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. Sometimes we talk. About culture and it's our systems and it's big, it's complex. Like how could ever change this stuff. And for me, like the micro stuff matters a lot to those moments where we feel seen and heard and validated by a colleague. And I think those things really fill the tank. I think they give people hope and 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.
This episode is part of the Culture Fit project that Carol recorded with her son-in-law Peter Cruz. In this episode, Carol, her cohost Peter Cruz, and their guest Ariel Salome discuss:
Ariel Salomé thrives on challenging assumptions and limiting beliefs, reframing challenges into opportunities. She possesses the uncanny ability to constructively disturb the status quo to the point where it opens the floodgates of possibilities, leading to transformation. For the past 18 years, Ariel has served as a training & curriculum designer, DE&I practitioner and group process facilitator. She just returned to California from Washington D.C. where she managed National Science Foundation grant-funded projects in STEM higher education reform, supporting the development of STEM faculty leaders across the nation. Ariel is now known as the “Corporate Healer” as she coaches and develops the next generation of leaders in tech as the PM for Leadership Development at Lyft. Ariel is also the founder and space holder for METANOIA, a spiritual community of practice. Ariel received her BA in Sociology and dialogue facilitation training at Occidental College. She completed ICF comprehensive coaching certification and doctoral-level training in human and organizational development at Fielding Graduate University. Her research and practice include transformative learning, ontological coaching, and the somatic release of intergenerational and racialized trauma. She believes that the world’s greatest problems can find solutions when we show up as fully human and fully divine.
Important Links and Resources:
I am Peter Cruz and with all as always with me is
Carol Hamilton: Carol Hamilton, or you want to be here with you Peter and Ariel.
Ariel Salome: Great to have.
Peter: So just as an introduction, Carol has already mentioned our guests' names. So Ariel, tell us a little bit about.
Ariel: Hi, everyone. Thank you for having me. My name is Ariel Salome, and I always liked to lead with who I am, what I love, what lights me up and what I have to offer to the world. So I eliminate pathways for leaders to embrace their full humanity. Which in turn gives them the permission to give others around them to do the same thing. I craft experiences that turn on light bulbs and produce aha moments, but ultimately I'm a healer. So leaders are no longer called to be on blockers and closers, but the holders and the keepers of the mental, physical, and emotional wellbeing of their teams. And I believe that the world's greatest problems, including systemic oppression can find those healing solutions. When we show up for each other as fully human and fully divine.
Peter: Wonderful. How I guess to start us off is how it sounds like it's going to be a very lengthy answer and response, but how has 2020 impacted you.
Ariel: Well, 2020 has actually been good for me. Yeah. I, I, anytime I interact with my team, anyone that I have contact with is as you can tell from my introduction, fully human and fully divine, I advocate that we always show up in our full awareness of who we are as creators and as human beings. And so I just see this as an opportunity for consciousness and the expansion of consciousness. And what that means is that there are so many things that have been beneath the surface, just kind of bubbling, almost like a volcano. So 2020 was that push to get all of the lava to kind of pop out. Scary, right. Nobody wants to be overtaken by the hot magma coming from the center of the Earth's core. However, it's a natural process. It's a cleansing process and. The study, all climates are environments that have volcanoes such as Hawaii. there's a really, there's a beauty that really evolves after the cooling of the magma. There are particular plants, floral, and fauna that thrive in that environment. And I see this as a kind of evolution. So for me, I've landed in my career at a tech company. I worked for Lyft. I am the program manager for inclusive leadership. I also have my own coaching and consulting firm amid a NOAA experience. And I've had this kind of transformation of my own. So 2020 has been great. And I just see it as a healing opportunity for us as individuals and as a collective.
Peter: Yeah. It's certainly there, there certainly has been instilled, like, I think this is one of the first. Like I guess I've only been alive for like 31 years, but like in the mind, short time, just seeing how you're actually witnessing a lot of change and you're like in the action, you're actually being a part of it. Like, these are the things that people will read about, decades from now. So it's interesting, but also very foreign and unique and uncomfortable at times to be a part of it, like trying to question what you can do as an individual who may not be working in some of these professional spaces or, if you are a kind of a quote, unquote cog in a wheel at an organization. Like what can I do to try to steal the change? For those people, we will talk about like, I think leaders in those spaces. But for people who are kind of. Active members of the change, but may not have the power to instill it. What has been your experience with them? Like what are some words of wisdom for those people?
Ariel: Yeah. So let me clarify this. I actually think that everyone is a leader, so it's not just about where you sit in an organization, but you're the leader of yourself first. You're the leader of your family? You're the leader. Non-positional leadership is just as important as positional leadership. We all have a part to play in this kind of evolution. I love Benjamin Zander. He's an orchestra conductor, and he talks about leading. Any seat bets are in. So we know that in the symphony, those who are in the first chair I played the violin as a child. And so, being that first string is what you are in, in the first seat is what you aspire to.
But everyone in the orchestra has a part to play that is very critical and important. So it's really, I like to say, if you, if you bolster your own. Of self first, right? Where do I fit into this macrocosm of society and all of the societal ills and the structure that exists, where is my place? And I say that it just starts with education, educating yourself, enlightening yourself, and then. Spreading your own personal gospel after. Yeah.
Carol: And I loved how you described it. Kind of 2020 is the metaphor of the volcano and what's been bubbling underneath for a long time. And for some folks that. The question for 2020, why's why now? Why, why did it take y'all so long to have some awareness of what's been going on for a very long time. But there've been folks trying to do education and trying, building kind of a I don't know it's in some ways, like getting people ready to then this outside, I don't know. It's not really outside, but all these forces coming together in a particular moment, allowing company difference. Whoops. They want my pen allowing something different to happen. But yeah, it's been building for a long time.
Ariel: Yeah, there's a, there's a concept part, the law of diffusion of innovation.
And I believe Daniel Pink's book is the tipping point, or is that Malcolm Gladwell? I'm not sure it's one of them, but the whole point, the whole point is there's a scale by which people you have early adopters, and then you have the great majority. And I think we've just reached that majority. And so we're starting, we've seen the tipping point.
And now the rest is kind of like waiting for people's old ways to kind of die out. And with this, the oncoming generations to really carry these messages forward, because I think that the whole, the next generation of. And just like beings are gonna, Ooh, I do not feel like the amount of I guess I think because people who are, I guess, a little more resistant to the change will just feel like they're just overwhelmed with this wave and this rush.
Of change because I think the generation below me, like generation Z, like they are far more with it than I ever was at their age. And, they have the vocabulary, they have the quote unquote arsenal and, and I think, with millennials and gen X, so like as they're, I guess we're moving up in these organizations as well. So, and if we're trying to, I guess, More receptive to feedback. I think that's always something that I faced when I was an employee talking to someone much more senior. It's just that open door, that flexibility, that, that, that kind of desire to change and leave something better. Wow. I'm going to do my best to like, try to instill that change. Probably going to feel at a place because of what I've been used to in the professional landscape versus what everyone who's going to be coming up in their workforce. You mentioned how we all have different roles in this for people in regards to diversity equity inclusion, who may be part of the majority. And I think allyship and co-conspirator ship or terms that have been thrown out there. How, how can they act on their desire to be one of those people, but not knowing where to start?
Ariel: Yeah. Yeah. I like to say that it begins with cultivating courage. There's this level of like a zero F's that you have to give. And I like to consider myself to be a status quo disruptor. And I think if we take on that persona, if you will, to be a status quo disruptor, and just be like, you know what? This is. And it comes down to meetings. When you hear, interrupting emails, I've done that at previous employers, I've seen, I've been CC'd on emails and I've interrupted language that wasn't inclusive. I've been in meetings and I'm like, Hey, I haven't heard from so-and-so. Let's make sure everyone has. When I do leadership trainings for lifts and we do a word cloud in the beginning of our inclusive leaders training is where who's in the room and who's not in the room. So yes, of course, I'm going to keep referencing leadership because my personal philosophy is everyone is a leader and I do leadership development. However, Just for the everyday individual contributor. Who's not a people manager, just that, like I said, taken on that persona of like, if I see something I'm going to say something and, and it's, it's safer to do so now than it ever has been before. And learn. Go ahead.
Carol: What were you saying about stepping into courage and building those muscles for courage, because I think one of the I mean, one of the cultural values in, in white culture is being polite and, being conflict avoidant and skirting around the issue. And so you, you're having to step into something that's kind of counter cultural and, and. But I think it is in those small moments, right? I mean, there's so much culture. We talk about culture is kind of this big thing, but it's really made up in all of those small moments, interactions between people. How are you showing up? And so it goes back to that, each person can be a leader if they're thinking about how they're showing up and, and it may not be calling people out, it may be asking, asking that disruptive. It interrupts the kind of just status quo, normal, how we might go about.
Ariel: Yeah, absolutely. And we've witnessed that this week as a country, as a global community, when Meghan [Markle] and Prince Harry came forth to share their story, it took a lot of courage and it also showed like, this is real, you know? Yes. And everywhere. We have this culture of silence, because that's just the way it's been. I mean, if that wasn't one of the top themes of Megan's experience was this is how it is, everybody's gone through it, you know? And it's like, Does it really have to be that way, especially for those who like pledged awardees and fraternities I've always thought like, well, why do we have to keep doing it?
Carol: Just because it was done that you can't, we have the hazing and sororities and fraternities hazing in professions.
Ariel: Exactly. Yeah. Well, I had the, I had to do that. XYZ entry level person. So you got to do a hazing theory. Yeah. I just came from five years working in academia and higher education. The process of obtaining a PhD and becoming a tenure faculty member is just as fraught with hazing as ever. So with all of these, right. That's a theme that we're seeing. So why can we just ask ourselves why? And is there room for something else?
Peter: Yeah. And what's, it's like this history of modesty within like kind of like white supremacy culture, like. What do you, what are some, I guess, I guess maybe I'm asking for like a free lesson here, a pro bono lesson, but like for, for younger people of color who had to assimilate into these like institutions, how, like, what are some recommendations for them to like, kind of shake it off and, have, I guess the courage and build that stuff when they've kind of been beaten down.
Ariel: Yeah, I would say that. One tip, I would say, is find community and find your safe space. I have been fortunate to land in a place at Lyft that values people being their authentic selves and being able to bring their full selves encouraging, if you're in a position of leadership or an influencer in any culture, can you. Can you create a space or a safe for everyone to be themselves, to disagree on something and to move forward? I also, I also would suggest, imposter syndrome, I just came out of a lovely with Dr. Chayla white Ramsey taught. She taught imposter syndrome for the forum. Great, great group in a network of women who are teaching career development. And it's, it's a pastor syndrome is a really high experienced psychological experience for people of color. And then we also in whistling Vivaldi, the author talks about what it means to have a stereotype threat. They kind of all fit in the same category of what it means when this perception of who you are, because you're a member of this group that's underrepresented or that's melanated, or that's clear that, this. Somehow going to impact how you're able to show up, but how can you challenge even those internal narratives that because you don't quote unquote fit in one way that I did this for myself personally, because I am a spiritual mystic. And so I infuse that in everything that I do. So it's really hard to give an answer that does not have some type of spiritual undertone.
So I'm really big with affirmation. And one thing in my early twenties, when I was having a difficult time finding my place in my work style, and how to lead and how to build teams. I said, I bring value wherever I go. And I just kept saying that to myself because I was receiving these messages. Like you're not valuable, you're creating problems, there's chaos around you. And I was just like, you know what? That's not true. I'm not going to receive that near. I'm going to receive this narrative. I am going to create a narrative that I create value wherever I go. Another message that's pervasive. I don't know how this shows up in other ethnic groups, but from those particularly who are descendants of the enslaved Africans who were brought to America is this notion of you have to work 10 times harder to get half of what, the predominant group. I challenged that narrative. I was like, that's not true.
If I show up and do my best, I'm going to be rewarded. Now, a lot of people would be like, oh, you can't say that you're disregarding the experiences. Yes, they are very real experiences. But in our process of acknowledging that we are also divine beings and we have the power to create and shape our world, our world through our thoughts, actions and our. If I continue to tell myself, I don't have to have this pressure of doing 10 times the work of someone else to get half the recognition. I'm just going to be the best at being me and people are going to see it, the period. And that's, that's how I live.
Peter: Yeah. I mean, I remember like just some still, I guess, relatively new and relatively young and just like the workspace. Cause I'm probably going to work for another 50 years, but I mean, in words of affirmation are a big thing that I think we all struggle with, especially like when you are part of a minority because you're getting that culturally from your family, like you shouldn't, you need to do this and that and this and that. So you're like, okay, I need to confine that way. You get into the workforce and like, whoa, you're you only have so few doors open to you and your, your comments about your tone about like,
Ariel: Oh yeah. I had a conversation with someone and, and about tone. I was like, oh, I am an African indigenous woman. Yeah. Like that's the story of our life. They're like black women are sassy, they have a chip on their shoulder. I'm just like, that's your narrative. And I don't subscribe to that narrative. And I've had instances where I've been penalized because of someone's perception of being this tall five foot, 10, 200 plus. black women and I'm just like, this is just not the place for me.
Peter: Yeah, exactly. I definitely felt that as well. They're just by your appearance, just like how you, like, what role you'll play within the organization and whether or not you're serious. Like, I, there have been like, cause I'm like six, two was two 50 and like a Puerto Rican man. So, in the summer I get darker. So it was like, people would just, I think I'm a very intimidating presence or, maybe I'm authoritative or maybe like, people don't even want to ask me questions or do anything Slightly, but then it's like my whole professional career has been to dismantle that that's a burden that we have to live with. It's like, no, like all judgements that you may have are just like, no, no, that's not, that's not true.
Carol: I wanted to follow up on one thing you mentioned, you've mentioned stereo threat, a stereotype threat. And I'm wondering if you can talk a little bit more about what that is and how that shows up.
Ariel: Yeah. So stereotype third is a concept that was developed in, illuminated in the book whistling Vivaldi, and the author studied what occurs for underrepresented groups. I believe he was, excuse me. I believe the author was studying African Americans. I'm not a hundred percent sure. But what happens when they sit down to take a test? So if there's a stereotype, let's use the model minority myth. So Asian Americans are told like, oh, they're good at math. So if someone keeps telling you you're good at math, you're good at math, your brain will actually trick you into believing like, Hey, I'm good at math. So the converse of - and let's clarify, we know that that is a myth and that is not for everyone, but the way that our brains work psychologically, we tend to internalize those messages that have been fed to us from the time that we pop out of our mother's womb, and we enter into the world. These messages subconsciously fit with us. So if the message that women or other minority groups are not good at. That way, or if the, even if the teacher, if the student has perceived that the teacher doesn't even think that they have capability, that impacts testing scores. So that's a stereotype threat. So it has nothing to do with someone's actual innate capability, but those subconscious, the subconscious reception of those stereotypes can hinder academic performance.
Carol: Internalizing those oppressive messages. And I guess one, one kind of slight window of hope that I think about is that given that, that all of these cultures and all of these messages, all of these systems were made by people. Then they can be made into new things and that, so I think starting to uncover that, actually this isn't just, it isn't, it doesn't just exist kind of beyond us, where we're either helping to perpetuate or trying to dismantle any of these systems, any of these ways of thinking in everything we do.
Ariel: Absolutely. Absolutely.
Peter: I think I only have one more question. So the question we ask every guest is: as the workforce had to shift in response to COVID and that vaccinations are being rolled out, so they can only have one, it's only safe to assume that there will be a return to normalcy, so to speak. What are you most looking forward to and optimistic about the post lockdown world?
Ariel: Hmm. That's a loaded question. That's a lot. I actually want to add something to a question you said. When you talked about what can people who are allies and co-conspirators do take another step. So here we go. Another step that allies can take is to normalize, calling out social identity, because what Carol has illuminated earlier around, what is the culture of whiteness? And what are some of them? Old ways that have been passed down from generation to generation are the silence or the hushing because as Carol said, it's being polite. It's not polite to talk about racism, not polite to talk about identity. So if we, I am Irish American. My family has been in this country for X, Y, Z numbers of generations. Or my family comes from Russia. My family comes from Italy. Right. And to embrace that within yourself. So call out like, okay there's this thing called whiteness. And I am a part of it because I don't call white people, white people. Just philosophically, fundamentally, I like to tie people to a land into a nation because that's who we really are. Whiteness is a social construction and it just so happens that people who do not have melanated skin get swept up into this construct of what it means to be white.
But we, there are European Americans. There are people who have. Just as there are people who have origins here in the Americas, the indigenous people, the tribes of those who are also nameless. So if we normalize, I am and I am X, Y, Z, queer black differently. Et cetera, et cetera. I'm Muslim, I'm Jewish, I am, all of these things; because colorblindness is at the root of it is an eraser. You're just erasing people's identity to say, oh, I don't see you because you're just a human. I was like, well, our brains are not set up to work like that. So normalizing calling out an isolating social identity is one thing that you. Find comfort with, and then celebrate, celebrate the differences because diversity is an excellent thing. Diversity is a beautiful thing. And some studies show scientific studies, mathematical studies show that when there are people from different groups who are together, you're going to find different solutions.
Peter: So it's like step one, normalized difference, and then go on to the next.
Carol: All right. Well, and I think it's beyond that, because what I've observed is: it's very easy for someone who is not white, just to name their identity first and foremost, as whatever group they are. Part of that is not white. It is not typical for white people to say I'm a European American. First it says, I don't know something that you can't see. I'm someone who grew up in this place or I'm the sister of a person with a disability, I'm many things that I have to tell you about that. I do not name the first thing that you can say, which is that I'm white. Absolutely. And I think that is what would be different if white people, also people of European descent in America started saying that first.
Ariel: Absolutely. Absolutely. Because we tend to that and that's the function of whiteness is that you don't have to think about what's your right. So you start looking and searching for all these other things. Like when we do this activity people are like, I'm a hiker, I'm a cook. I'm like, yeah. Right. Well, that's not really a social identity, but. Cool. Hey, you know so yeah, you start searching for all these other identities because it's invisible and privileges are invisible. That's what is created to do,
Peter: I think that's it.
Ariel: What was your closing question?
Peter: Oh, I'm just looking forward to the graft or mystic about anything. If there's something to look forward to, if not, then that's also fine.
Ariel: Well, one what I'm looking forward to moving forward, moving on from this point. The evolution and expansion of our consciousness as a collective. So go back to the volcano metaphor, or actually to use a metaphor of the purification of gold. Gold has to be heated so that all of the impurities can rise to the top and to be swept up. And so we're seeing, the, the, what has been impure in our thinking has been impure in our culture, our ways of living, how we're treating one another based on socially constructed identifiers. Like it doesn't mean. So I'm looking forward to the next generation's innovation. I'm a part of a conference that's coming up and this conference, or, and I shouldn't even call it.
It should be called an unconference, but the organizers of this event, the innovation that's coming out. We're not going to be virtual. We're going to be virtual, but we're not just going to sit in a zoom meeting and listen to people talk all day. I mean, the innovation that's coming from these ladies shouting out facets is absolutely amazing. I am so excited just to see what Springs forth from the collective, life is not going to be the same. So it is the beautiful and perfect time for innovation and evolution. If you, anyone who studies any astrologers, are telling us in terms of where the heavens and the stars and the planets are aligned. We're in the same position as the world was when we came out of the dark ages and went into the Renaissance.
Carol: Well, let's hope that this brings around a sauce.
Ariel: Pretty good.
Peter: But really the roaring twenties again. Well, thank you so much, Ariel. It was a pleasure having you. Thank you for having me hope to have you on sometime in the future. I think things are ever-changing so hopefully there'll be another new perspective that you could have, or a new thing that we could have your perspective on later.
Ariel: Yeah. Alright. Thank you so much. Thank you.
Peter: So again, thank you to Ariel. I think one of the things that I took away from that conversation was how, regardless of your position with an organization or company, you are a leader and you play an active role in. And installing change whether it's voicing up from, responding to an email, seeing some, it's kinda like that, that subway attitude, if you see something say something. So that was a very big takeaway from me. What about you?
Carol: And I think building on that, it's just thinking about for each person kind of what's their sphere of influence. So it could be with their coworkers, could be on their team. And write either you're kind of playing along with the system or you're, you're asking questions and, and helping people, perhaps he sees things a little bit differently questioning, the kind of commonly accepted norms that maybe aren't even that are so, so normalized that people don't even see them. So by asking some questions, you can help, help lift those things to the, to the surface from under the.
Peter: Yeah. It's like a, if, if you're naturally inquisitive, then the current work landscape is keen for like, it's just ideal for you though, because people get tired of people asking too many questions.
Peter: That's true, but that's not gonna just be like the old regime trying to instill its power, just like. Be quiet. Yeah. But yeah, for our audience and our listeners, if you have any questions that you'd like to send us for Carol and myself to answer and our guests of the week please feel free to send those to culture fit firstname.lastname@example.org.
And that's it, have a good rest of your day.
Carol: All right. Thank you so much. Thanks for listening.
In episode 35 of Mission: Impact, Carol, her cohost, Peter Cruz, and their guest, Nathaniel Benjamin discuss diversity, equity and inclusion and its intersection with human capital management. This episode is a release of a podcast Carol planned to start with her son-in-law and has many transferrable ideas and concepts to the nonprofit sector. We talk about:
Nathaniel Benjamin approaches the space of Diversity and Inclusion as not only a profession, but as a passion that’s taken hold of his life’s work. As a graduate of Johns Hopkins University, University of Baltimore and the University of Maryland Eastern Shore, his educational endeavors led him into a marketable career in Human Resources -- working in the C-suite level --managing workforce planning, strategy, policy and talent management. But to “really” understand how an organization works, he later found that you must understand its people… the diversity of those who make an organization thrive. He brings 17 years of experience as an organizational Change Agent and a D&I Strategist, ready to exceed your organizational needs.
Nathaniel Benjamin:Peter J. Cruz:
Carol Hamilton: Today’s episode of Mission Impact is a little different. As with episode 33 where I had on Stephen Graves and Peter Cruz – this is another of the series of interviews I did with Peter on diversity equity and inclusion. I worked on a short project with my son in law Peter Cruz and New family obligations in the form of his son, my grandson and new career directions meant that we just did 5 interviews and 5 episodes. I am going to feature those episodes on my podcast feed. While each of the people that we talk to in this series do not necessarily focus on the nonprofit sector, there is a lot to learn from each conversation. Today Peter and I talk to Nathaniel Benjamin. Nathaniel is a graduate of Johns Hopkins University, University of Baltimore and the University of Maryland Eastern Shore, His career has been in Human Resources -- working in the C-suite level --managing workforce planning, strategy, policy and talent management. With a special focus on diversity equity and inclusion
Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I’m Carol Hamilton, your podcast host and nonprofit strategic planning consultant.
Peter Cruz: So this week we have Nate Benjamin. How are you doing Nate? I am. Well, how are you, Peter?
Nathaniel Benjamin: I'm doing well. I'm doing really well. I'm halfway there halfway to feeling very well.
Peter: So for our audience, could you introduce yourself and your professional background?
Nathaniel: Absolutely. So I'm Nate Benjamin. I am, I have been in the industry for about 17 years. worked in the space of human capital as well as inclusion, equity, and diversity. I do small projects with my business Benjamin and associates consulting group. But from a full-time perspective, I am a senior executive for a federal agency.
Peter: The industry that you're talking about is diversity equity inclusion, right. And hence your presence here. I think one, the first question that we want to start off with is, So I've been recently unemployed, due to budgetary cuts as a result of COVID and have been trying to make the switch over to becoming a diversity equity, inclusion professional, and having that be like my main function. but in my search, I found that these roles exist in different departments, whether in the for-profit space, government space or nonprofit space, but mostly they require some human resource experience. So, from your perspective, do you think that DEI strategies and their rollout and that whole part of their infancy belongs or should be responsible for human resources are probably living in different departments.
Nathaniel: Yeah, that's a good question. So I think part of it is, I do think it depends on your organization, right? So, I do think that based on organization, there are times where it should be aligned with your human capital or human resources program, but then depending on the organization, maybe things that are going on, culture as well, there are times where I think that DEI should be aligned directly direct report to your, to your senior leaders, to your CEO or your, your team operating officer, if you will. So I do think that they belong somewhere together. We'll tell you where I don't think it belongs if I can go there. Against it being within the equal employment opportunity space because this organization that is focused, oftentimes in EEO is, is a needed function, but it's very compliance for, and I am very, this is a part of the organization its culture, it's what we're supposed to be doing. And so it impacts your human capital. So you have to be able to take it out of a compliance exercise and put it in a place where it can stand on. and if it's within human capital, it should still be a function that's supporting your overall human capital strategy because diversity is about your people. And it's about the experiences that these people leverage. So for me, if I were to create the perfect organization, your human capital in terms of your processes, then you look at culture, you look at engagement and belonging, and then you look at diversity. And all of those areas together to me is the, the, the strongest framework to create a human capital, centric culture.
Peter: That makes a lot of sense. I think from some of my personal experiences that the human resources staff at an organization is very minimal. and they are responsible for a multitude of different things and to add on diversity equity inclusion on top of that just doesn't seem to work at all. So in, in like, yeah, going backtracking, Is it more of a development and training type of function that they should live just so it promotes that internal exercises and then builds those internal muscles that we should have?
Nathaniel: So, I think there needs to be partnership with your learning and development group. It should live there at all. generally I always look at learning and development as a part still as a subset. I mean, And then if you diversity and inclusion under learning and development, you are devaluing the actual program because you're saying that it belongs under two layers under your human capital strategy. So me, I would want to see either diversity and inclusion equal to your human capital or infused into your human. But to put it lower in the organization, it sets a tone, even if that's not beaten. And then going back to something you said in terms of the human resources, generally being understaffed, which is a common theme across the industry. But if an organization is committed to diversity and inclusion, then they have to be able to. Find the resources, the best support, because DEI should not be an ad hoc responsibility. It should be of your organization. And so when you have your, whatever, your mission is, your human capital strategy is going to align to your overall organization. A DEI is missing from that. Then you're missing the opportunity to hit the mark when it comes to whatever your mission is focused it's as well. So we can't put it in like a backroom activity. It needs to be on the forefront and it needs to have the exposure.
Carol: Yeah. In terms of. To really have it infused throughout the organization, not just throughout the human capital strategy really is talking about, in, in most cases I would guess, some sort of culture change and, and that, that's a, that's a huge endeavor. I was listening to another podcast where the person talked about, I'm always listening to Brene Brown's podcasts. So it was probably one of hers. And, she was saying the, how, if, if they're going into an organization and working with an organization, if DEI is not infused, and if the HR folks are not on the leadership team, they're not working with the organization because that structure alone just shows how it's either valued or not.
Nathaniel: Correct. And, and even adding into the human capital stress. Diversity and inclusion needs to be a part of every segment that you have in human capital, bouncy your management. if you break out the layers of human capital, you have things that are dealing with your executive space, your culture, engagement and belonging. You have your performance management, your employee relations, or labor relations, all of these subsets of HR. And you have to use the DEI in that. So. You have supervisors who don't necessarily know how to manage a diverse workforce, right? So how are you holding them accountable, but then how are you also giving them the tools to be successful? So just that sentence alone, you talk, we've talked about diversity and inclusion, learning and development and performance management all in the same breath. So if you start with diversity and inclusion and separate from human capital things are disconnected.
Peter: Yeah. And I think speaking for myself and I probably Carol as well, like being, an entry level brown man and really experienced about when you have. People who don't share your perspective or from a different generation or from a different workforce generation, or you could say, just have a difficult time connecting and, and not really, I guess, being so open with feedback in general, which and I think we'll talk about this in a future episode, but forces you to assimilate in different ways that. Would be a detriment, not only to your career, but also to their progress and furthering themselves and trying to become a better leader or et cetera, et cetera, whatever they're looking for. the question, my next question, cause it seems like we're, we're leaning towards that now. For organizations or for-profits that may be starting this work and a response to 2020 in general. and the previous administration, they're starting to establish DEI, an entity at their organization where it's going to live. And I think that's, we touched on that already, but we're not to put it, whether where, what are some signs. that you would recommend or not signs that you would share that, they are on the right path, that the work that they're starting out to do seems to be working. and what are some things that they would probably want to avoid, when beginning this work?
Nathaniel: Yeah. So, good question. I think it still goes back to the culture of the organization and I think a way to be able to know where you're going and your progress is to incorporate your feedback mechanisms. Right? So what are ways that you are assessing your org? Because what works for organization A might not work for B, but you have to put, to truly do some type of feedback mechanisms and assessments. And so for instance, there are activities that people use that I've used such as stay interviews, right? Stay interviews are a great way to know what's going on in the pulse of your organization and ensure that questions that you have within your stay interview. Are aligned with the segments of, either areas that you want to see growth in or areas that you have concern. And so if you have a view that has 10 questions, how are those questions linked back within your organizational strategy, right? Looking back into your organization. So if you're looking to see, how, how competitive are we with pay? You want to ask questions that are compensation. If you're looking for clues and questions, then you want to make sure that you're asking questions that can best measure, the, the, the inclusion response of those within your org as well. So I think stay interviews are a great way. They're, they're super easy. And they also show that you as an organization have a commitment to your human cap. And you're not asking the questions when people are walking out the door, hear about you now, and I want to see your success. And so give us feedback to tell us what we can then do.
Carol: Go ahead. I think people are very familiar with the exit interview. Can you say a little bit more about what the stay interview is?
Nathaniel: So the stay interview, it's really a pulse check and you can decide at what point you want to have it. So for instance, if you want to do a stay interview at six months, you joined the organization in January and now it's June. I want to do a pulse check with you to see how things are going. And then I want to be able to assess this data based on this information. And that information is what you're seeking. Now what you also have to do, which is extremely important, is not just to do the state interviews, but what are you going to do with the data? Right? Because if people don't trust that anything will be done, then they're not going to be receptive in providing the feedback. So it's going to be able to say, this is the information that we've captured over X amount of time. And so from this amount of time, this is information that you've told them. We've heard you, these are actions that we put into place as a result of what you said and what that does is it fosters, it fosters buy-in and more people will be prone to be responsive because people know that their words help result in changing or at least shifting organizational [culture]. But human capital space if you lose someone, right? If you're losing your employees the amount of time to be able to backfill the position with a fuse, then with the amount of time that it takes to train someone up to the proficiency level of the person that was in the organization before that's. Right. So you can look at what those dollars and what those costs are, and that can range from anywhere from 30 to 60%. And so if an organization wants to be able to best keep their knowledge management within the organization and to be a talent, then the best way to be able to do this is to be able to, leverage your people, keep your retention low and be able to foster an organization that is inclusive. And here's the needs of the organization.
Peter: And this is different from a three month probationary period where your supervisor just brings you in just to see how, whether or not you're sufficiently getting used to everything. It's really getting a deeper knowledge and understanding of that. It's like a, it's like a reverse evaluation of the 360 evaluation at that point. Right. It's like how they are looking back at you if I'm not mistaken, right?
Nathaniel: Yeah. That's a little bit of. looking at it from, from the organization. So it's more macro than mine. And so from a 360, you're looking at it where, what is the feedback from my peers? What's the feedback from, my, my boss and maybe what's the feedback of someone that's one level below. This is looking at the organization in March. And so if this is Peter Cruz enterprises, how does Peter Cruz enterprises? Because there might be 10 different offices or sub organizations, but how does the organization work? And so you're not just doing this bay interview just for your boss and for your staff. You're doing it in, you're trying to measure this across the organization. What also happens with. Is that you're able to then get the data so that you can do comparison breakouts as well. And so for instance, if you have 10 organizations and nine of those organizations have, let's say, let's stay interviews because the attrition is low and then you have one office where the state interviews, we're doing more of them because there's a revolving door. And then we're getting data that shows that these are some of the same issues that we are reporting. Every time someone comes in the door, we now may be able to use the data. Well, we will be able to use the identity, the data to identify things in particular problems that may exist. There may be, it may not be the result of a supervisor. It may be. It may be, we're not really using the smart use of technology. There may be different reasons why people are staying or going, but you're taking the time out on the front end to diagnose what issues you have so that you're treating the disease. And not this.
Peter: So well, first I want to say like, now I need to get a Squarespace or something for Peter Cruz enterprise and before someone else takes that. How regularly should these types of stay interviews?
Nathaniel: So I'm going to go back to the, it depends because you really want to look at organization, right? If you have a turnover of, the average FTE stays within the organization for 18 months and you probably want to do it sooner. Yeah. If you have an organization where the normal turn is five years, maybe you don't want to do it in the first three months. But I would say that that's where human capital and diversity inclusion have to come together because you have to look at the data from the human capital systems perspective to understand like, okay, attrition is telling me this, right? So that's the human capital folks. Now as a diversity expert, what is this data system? And so now that I have this data and it's suggesting perhaps. When we look at our state interviews that this demographic is unhappy in XYZ and the third, well, why are they unhappy with XYZ third? So at that point, the next step may be okay. I'm seeing that this demographic is experiencing these challenges and is likely to look for a new job within the next six to 12 months. So maybe I then do a deeper dive and focus. And that focus group comprises everyone because we're inclusive. But in that focus group, let's kinda like to hear a little bit more and maybe it's bringing in that third party or that outside facilitator where people will be more candid and open and not have the feelings of, there's any type of retribution should they say? And then that information is then taken and synthesized and then leaders can now say, okay, I have, it's not just anecdotal. I have this information that shares that this is what's going on within my organization. So as your diversity leader, how are you now championing your senior leaders to invoke change? And then that helps you drive your strategy. So that's why going back to what I said before, human capital and diversity have to be. Because there's so much overlap. Can't do it by itself. We can't use diversity as a way where, okay, we're coming up with programs that we're coming up with ideas, but what is your strategy? Because if you don't have the connection to your human capital programs, then you're doing activities for the sake of doing activities without ensuring that there is a clear strategy for your organization.
Peter: And this probably echoes why this type of work should not exist within the compliance driven role, because it requires so much flexibility.
Nathaniel: Correct. And I will tell you, I have lots of friends that have it in their compliance role and, and, and I appreciate it, but if you're asking me for my opinion. I think that that's the wrong place I think is wrong. Is the graveyard for organizations.
Peter: I think we have just one more question. Carol, do you have anything to add?
Carol: No. I mean, I think it's, my experience has been with much smaller organizations, so HR, if there's even an HR person, unfortunately they've been, up to their eyeballs with just the compliance stuff. So, any looking at culture has had to be in a whole organization thing, just because the numbers are so much smaller than I think what you're talking about. but really moving over time it could be that the wording changes around calling it human capital or calling it human resources. Since that in many ways, objectifies people, it makes them objects just like machines and software and all the other things, rather than who they are people and what we want as a healthy culture in an organization. So it'll be interesting to see how those things shift over the next couple of [years].
Nathaniel: Yeah, I agree. If I've seen titles now shifting to more like chief people, officers, and I just think that. I mean, it's snazzy, a little cool if you will, but it's really encompassing what we do in this space. Like everything is about the people and if we don't have the people, you don't have your mission and you're not going to get your bottom line. So, I agree with you. I think that, and, and in an ideal world, I love titles. When I see chief people, engagement, inclusion, belonging. Those are the things that we really are assigned to do. Not necessarily look at, transactional, just resources and capital, because again, you objectify people to just being, a bottom line.
Carol: Yeah. And it probably feels maybe, I don't know, hip or whatever right now, but I'm, I'm my, my hope is that, over time it will just become.
Peter: speaking of overtime and becoming normal. The last question I have is ingrained with educational non-profits and educational institutions. what have, being that we've seen. And have become more and more increasingly aware of how COVID specifically has impacted disproportionally neighborhoods of color, public schools of color or predominantly. And what do you see from your experience and from your expertise may be long lasting effects from COVID in regards to facilitation and, and delivery of, lessons, et cetera. we'll start there.
Nathaniel: Yeah, it's scary. It's scary. my concern and I see it and, I have, I have children as well, and they're going through the pandemic and, interestingly enough, my, my wife was able to start working and she became a full term, homeschooling, parents last year. And so I sit in education, I sit in a seat of privilege, right? We were educated, we could give up one income and be fine, and our children are thriving, but that's one story out of probably a hundred where we're watching particularly, particularly black and brown people who have to not only still work during the pandemic, but are working with. And so when they're working on site, many of their kids are sitting home and they're left to their own devices. It doesn't matter how good their kids are, they're left to their own devices. And so when you look at the one, the lack of resources within black and brown, And then two, when you look at the absenteeism that's occurring, because parents are at work and children have to stay at home. The long-term effects of this is going to be crucial because one who's going to fail children during a pandemic. No one. So you're going to have children that are past the long, and that are going through the system that are inadequately equipped. And so what then happens. You create a pipeline of children that are missing the functional and technical skills that they need in order to succeed. And so then what happens when we get to the 11th and 12th grade SATs COVID is behind us, but the educational gaps are not. And so then you have people. Are ill prepared to go to college might, may not go to college. families are disproportionately impacted. They may not be able to afford college. and then when they get in college, you're systematically taking on some of those challenges. And so what ends up happening is you create a gap really between the haves and have nots. But those that are mostly impacted are those that are on the lower end of the financial total. And unfortunately we see that black and brown people are more represented in that space. So it's not whether or not they can. A pandemic has completely stretched the uneven playing field that already existed. And so what then happened? 10 years from now, 15 years from now, we look at the workforce and do we see people who are more diverse in equal playing fields? Or do we see that there are less people who had less opportunities during this time? So, I say that, all that, to say that I'm nervous. I am, I've seen it before the pandemic. I worked for an organization where we had, and I'll give you this quick example. We had an unpaid internship. And it was a very reputable organization, but most people that were black and brown did not come into the organization. Not because they weren't qualified. Well, it was because who is going to be able to give up for four months of their summer, not making any money only for an experience in Washington, DC where rent and everything else is, above the national average. So there was this ration of who got the opportunities at that point, who got the connections, who could be able to bridge into opportunities once they graduate versus those that couldn't. So now you couple COVID on top of that. You couple that, black and brown people will be disproportionately impacted by that. And you see a system that is not. If you see a system that's so there are organizations that are trying to mitigate that. Of course people are coming up with businesses, of course, where there's more, educational, tutoring and things like that. But like, when we go back to that, who's going to then be able to pay for it?
Carol: Yeah, the ripple effects as you lay them out. I mean, it's just, it could be, and obviously those gaps and impacts were happening before the pandemic. And of course it's just, it just made it so much worse. and yeah, we'll be, we'll be seeing the ripple effects and, and unfortunately, The U S is not very good at history. We're very good at forgetting real quickly, what happened.
Peter: Yeah, because the second part of that question was like, if there are any positive things that have come from it, like, what do you think will like, we'll. moving forward, like, well, being, accessibility is important. Like maybe remote learning, like blended models still exist in 2024, like who? but being that, like what Carol just said, we don't tend to forget about the immediate CMI go back to normal. Cause that's always like what we're seeking. but normal, as you mentioned, wasn't great to begin with.
Nathaniel: Even with the hybrid learning and the different forms of doing that. there may be educational advances that occur, but there's still the, it's the ripple effect. So with the future of work and the future of education, things may be more digital, but then what happens to the businesses that thrive on those, either schools or anything else that is close to that location. I mean, we look at DC right now, DC is half of DC's. And why is it boarded up? Because small businesses especially can't make any money because everyone is in the future of work, if you will. And so then what happens to school? The same exact thing, and who's impacted if you have less schools because you have a virtual model, you have those, the cafeteria workers and the janitors and all of those different people who now they don't have a job or a place to clean because you shut down buildings and impacts your real estate as well. So, I could go on and on and on about it, but it impacts everyone, but we've got to look at the data to see who. Even the greatest impact, and we know what the data is going to show.
Carol: Well, that, that is all true. And we try to, we try to end on a positive note. So I'm curious what, what, you're, what you're looking forward to, what you're, what you're hopeful about, as we move forward in this next year.
Nathaniel: Yeah. So I'm going to flip it because I do actually like to be half-full. I am excited about the future. I am excited about the smart use of technology. I think technology is going to do something for this, for this world in, in, in something that we have never seen. the fact that we can have this podcast and we're doing an interview at 11 o'clock and I have a briefing at 12 o'clock and I have a meeting with clients at one o'clock and I'm able to do all of this, literally from my home. I mean, before. We're literally driving from or flying from or going all of these places and really extending and burning ourselves out. Right. So I think that organizations have the opportunity to, if you seize the smart use of technology in the correct way, and you also are focusing on the culture and the health of your organization. I do think that there are going to be extremely positive, ramifications and impacts from. I'm excited. I'm absolutely excited.
Peter: That's what I mean. I am as well. I mean, if it seems like it's a great time to progress and the cause there's like, I think with a lot of change, that's been instilled over the past couple of months and there's sort of like a whole, like everyone's optimistic at this point, right? We've just been so severely impacted from last year that it's hard to be a pessimist at this point. you just got it just to motivate you. You have to be optimistic. I think that's it for today. So thank you so much, Nate, for joining us. like you mentioned being in a couple of minutes, we are not as important, but thank you so much for taking the time out of your schedule, to speak with us and share your perspective and your insight.
Nathaniel: Thank you. This was a pleasure. I appreciate you so much.
Carol: Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find out how to connect with our guest Nathaniel Benjamin as well as my co-host for this episode Peter Cruz as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Nora Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. We want to hear from you! Take a minute to give us feedback or ask a question at missionimpactpodcast.com/feedback.
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