There is a brief discussion of police brutality in this episode around 16 minutes in.
In episode 14 of Mission: Impact, some of the topics that Carol and her guest, Keisha Sitney, discussed include:
- Why leaders need to be role models for their staff and lead by example
- Why organizations need to start with individuals when working on equity
- How to build the leadership capacity of people who haven’t traditionally been promoted to leadership roles
- Why it is important to not just teach people of color to be like “traditional” white leaders but encourage them develop their own leadership style
- How professionals focusing on diversity, equity, and inclusion experience profound fatigue in continually educating people about racism and other forms of oppression.
Keisha Sitney is the Chief People Officer for The Y in Central Maryland and the founder of Golden Key Coaching. She works to ensure the people strategies and resources support and match the strategic priorities of the organization. Keisha is an executive leader who has been with the Y for 30 years, both at the national and regional levels. With in-depth experience in coaching, talent management, strategic visioning and planning, and facilitation, Keisha has served in operational roles at the YMCA of Metropolitan Washington, led the national multicultural leadership development movement as well as served as an internal consultant for C-Suite leaders from Ys across the United States. She holds a Master's Degree in Organization Development from American University and a Bachelor's Degree in Psychology from Howard University.
Carol Hamilton: Welcome Keisha, great to have you on the podcast.
Keisha Sitney: Thank you. Thanks for having me, I’m really honored to be here.
Carol: I want to start out by asking, just to give people some context, what drew you to the work that you do? What would you say motivates you and how would you describe your work?
Keisha: Well, I have worked for Y the organization for [30 years and I’m] celebrating my 30th year there. And being only 35, it's hard to fathom that I've been in that place 30 years. But in all seriousness, I really enjoy helping people to reach their potential. I think that I started off working with young people, and directing childcare centers, and doing team programs and things, and after decades of operations, I really found that my passion is for the people, the associates, the leaders that are doing the work and helping them make sure that they feel equipped, that they feel energized, that they have all the tools and resources, that they have the confidence to do the work that they're supposed to do. Nonprofit work can be grueling, and sometimes we may give and forget that we have to also pour in to ourselves. So that's a part of my why is making sure that people are able to pour into themselves?
Carol: Yeah. What are some ways that you help people do that?
Keisha: Well, I think that a lot of it is in coaching and reflecting and going through and finding ways to reflect on situations: ‘how did I respond to this, how am I going to do this differently in the future?’ I think that that emotional intelligence and self-awareness is really key. We can get so caught up in the doing of the work, and I find myself telling leaders all the time through our organization: the work is not just the work, it's not just the tactics and the processes. It's how we get things done. It's who we work with in order to move things forward. I think that a part of that is how we are aware of our own selves and how we impact that. So it's important, that critical part of leadership, in my opinion.
Carol: I don't know if leaders are always aware that the folks around them, their staff, are paying very close attention to everything that they're doing. And oftentimes, leaders are relying on what they're saying or what they're communicating in an email, but what they're doing, that is always more powerful, for people to watch behavior and, start to unpack, and doing that reflection so that you can think about, ‘okay, well, these are the things that happened.’ someone's telling me what they saw and that they made some interpretation and it maybe wasn’t what I intended, but that was the impact it had. So it's really key to always remember that, as a leader, you're in the spotlight
Keisha: Yeah, you're accountable, regardless of your intent. Maybe the impact is still being impacted. When you're mentioning leaders and people looking up to you or watching, how do we take off? How do we use it, how do we sharpen the saw? How do we develop ourselves? We tend to say, ‘Oh, we're going to send them to training or we're going to make sure you use your leave,’ but then, ‘Oh, well, no, I'm so important, I've got to work. I've got to be here’ or, ‘call me, I know I'm on vacation, but I'll still be a participant in that meeting.’ And it's risky to, to be the person that says ‘I'm scheduled for leave during that time. Can we reschedule that? I really want to be a part of the conversation, but I've scheduled this time and it's really important to my family.’ Not to say that as a leader, sometimes you don't need to just be there. If it's something that's come up, that's an emergency, but every emergency isn't an emergency. So I think that leading by example and taking care of ourselves and our families is really critical. And it's something that I constantly work on. I can't say I've got it down pat, but it's something that I strive to improve every year.
Carol: Yeah, those are hard boundaries to keep, even when we know that's in our belief, I know that's certainly what I believe and I try to do for myself and then to demonstrate to others. And I have the luxury of being an independent consultant. I used to give the explanation of why I'm on leave. Now I simply say that I'm not available. It's a little easier for me to do that without someone having access to my calendar, et cetera, but it's still hard to maintain those boundaries, and even if you're working, just keep some time for thinking and for analysis, for stepping back and not being in meeting after meeting after meeting as leaders are so often in. Especially now, in COVID, the day can never end sometimes. But I think being aware of what really is an emergency, when is it really critical, and when is it not so that you have those reserves when those emergencies come up.
Keisha: And one thing that I try to remember is, as women, and leaders, and moms, sometimes there's a thought you're supposed to be super-woman or super-mom, and I don't try to ascribe to that. I try to remember that, I'm juggling a lot of balls, but. Every ball is not a glass wall. So, there might be some things that I can let drop and they're going to bounce back and I'll just pick them up wherever they are. Or maybe I can pass it to someone on my team or something like that. But things like my children, or my husband, or my health, those are glass balls that I can't get back. If I drop them, they're shattered. That's been helpful for me to prioritize those things that'll be fine until next week, but this is the priority and takes precedent, so I need to calm myself.
Carol: I love that image because we so often hear ‘I'm juggling a lot of things,’ but remembering that all of those balls that you're juggling don't have the same impact and are not all precious in the same way. You don’t have to be the one juggling all of those things, and you can pull other people in, help them grow by giving them a stretch assignment that you may be in charge of, and maybe it can really help their development.
Keisha: Exactly and people want to help. They want to come through for you. So I think it isn't for us to share those opportunities with others and prioritize for ourselves.
Carol: So, part of your work has been working on building a more multicultural increasing equity within the Y. What would you say has been missing in past efforts to address equity in the nonprofit sector? I mean, there are a lot of organizations that are trying to address that in the outside of their organizations, but I'm talking about inside organizations.
Keisha: We have to start with ourselves internally. If it can't be just a process or a policy, or procedures, we have to start as individuals. We come to work with our own beliefs, the way that we are raised and how we see things. And we are all born with biases and it impacts how we show up and impact how we treat others at work. What we value, who we value. Knowing where people's ideals come from and why they make the decisions they make, or the way they behave. It's helpful in us being more empathetic to one another. I feel like the conversations that are being had nowadays, with the pandemic of coronavirus and COVID-19, and the epidemic of racism, people aren't able to ignore it. I think having these uncomfortable conversations, leaning into the discomfort, and committing to doing it again and again, is what's going to make the difference.
I've led multicultural leadership-development efforts at a national level for our organization. And there were some times where I felt like we were just teaching the diverse leader how to be within this larger structure that is not necessarily welcome. So, teach you - as a person of color - to straighten your hair, to get in, get the interview, say the right things, and do all those things. But how do we change the system so that it doesn't expect me to conform in order to be successful, that I can be valued for. However, if I choose to wear my hair this way, and I know that sometimes it seems like a small thing, but those small things, they just add up and there seem to be many ways where, as a woman of color, I felt like I haven't always been able to bring my whole self to work. So I do think that it's important that we allow folks to bring themselves, and their culture, and their beliefs, to work and not have to hide who they are.
Those conversations are key. And in that leadership development that you're talking about, it's essentially like we're refining code switching or refining, basically teaching whiteness. I feel like that's probably replicated across not only programs within organizations, but many, many programs that are offered as not capacity-building, but just different levels. So that's essentially what the program is about. How is that really helping us get to equity. We need to teach white people to be okay with people who are different. I know that there's a lot of books and things talking about being anti-racist. But we have to continue to just work on dismantling the systems. It's not just teaching one group how to be, or how to respond. It's educating ourselves on how things got to be the way they are. And they didn't just start with us here. Here's the impact of those things, here's how this group might've benefited from these laws and these systems. And then here's how this group may not have benefited or how they might've been kept back as a result of those. And then getting people to make change, how do we bring it to the forefront and then start to dismantle it. But it's in the long haul. It was built over time and it won't be dismantled overnight either.
Carol: Yeah. And it's interesting. I was listening to one of Brené Brown's podcasts, she now has two, and I'm not remembering who the person that she was talking to was, but the person she was interviewing was talking about how, when organizations try to start working on diversity, equity, and inclusion. They'll often go to the policies, the practices, and she described that, as the transactional part of the work. And that was interesting to me - because so often it ends up being posed as somewhat of an either/or of either you're doing transactional, or you're doing transformational and what she was saying, which I found so interesting was you have to have both. So you have to deal with all those practices and systems and how that's all embedded in the code of how we work. That's not enough, it's not sufficient. You also have to work at the relational level and then other work. We're trying to come at this from a conscious part of the brain that actually is not triggering a lot of this. That so much is about the unconscious bias that we've been taught over years. And how that's embedded in our limbic system.
Keisha: It is. We have to do something to consciously stop it and be aware that, ‘okay, this is what I'm thinking.’ This is what I'm hearing. This is what I'm saying, what I'm replicated. I found that one-on-one conversations have also been very, very helpful with - and I can't speak for every person who's like me - but I can tell you how this impacts me. I can tell you how this impacts my children. I can tell you how this impacts my family, and it's exhausting to share. There have been times when I'm like, ‘I'm tired of educating everyone else. I'm just going to do me.’ I've got to preserve myself.
Diversity fatigue is a real thing. I’ve found relationships that are important to me and I've really tried to develop those, whether it's professionally or personally, but by sharing, this is the impact of this. When I hear of another police killing a black person, I think about how that could be my son who is 17 now, who's 6’ 4” and it could be my daughter, who's 17 and just a black, young woman. It could be me, it could be my husband. And sharing conversations with folks. One of my colleagues said, that really hit me when you talked about your kids and my kids, because it's always, that's that family over there, but it's like, we have these things in common, but yet our kids can be doing the same exact thing and mine will be killed and Rose’s will not. So I think that that's one way that I've tried to personally make connections with folks and help them to see things in a different light.
Carol: Yeah. I appreciate that. And I appreciate what you're saying, that there are just sometimes when I'm not going to engage. I need to preserve myself.
Keisha: Yeah. I can't always engage in conversations, and it's not always fruitful. There are some folks who, it doesn't matter what you say, and I'm not willing to sacrifice myself for those types of conversations.
Carol: Yeah. And sometimes I find it can be helpful to identify some bright spots, or people who are operating under those same circumstances or constraints, within the same context, but somehow are having better results. In your work, have you encountered some of those bright spots because I think that that's a place to start working from.
Keisha: Yeah. I mean, I've encountered quite a few bright spots. We have a movement of leaders of color throughout the national Y and we call it our multicultural leadership development. It's mentors, coaches, and supports. And we've created safe spaces, similar to the employee resource group models where you have groups of people who may be able to come together and work on policies. You've got the affinity groups, those types of things, but ours is more of a mixture. Not just African-Americans with African-Americans. So you might see African-Americans, Hispanic, Latinos, and Asian Pacific Islanders. There you might have indigenous folks of which we need to improve our numbers versus nationally as an organization with regards to leadership, reflecting the communities we serve. But for those of us who are members of those communities, finding the commonalities and being able to support one another, educate one another, and to be with one another, and developing our own cultural competence, just because you're a person of color doesn't mean that you're going to be culturally competent as well.
The things that we're asking from other groups that we should be able to model those things as well. So it's definitely been a great support system. And we've seen a lot of folks who've been able to engage and advance their careers within our organization. In connecting the dots where they're not just at one small organization, that they can be connected to our larger network of organization. So really a lot of success there. We have seen some increases in our numbers nationally of leaders that are at the top level, in the C-suite CEO position that are of color. But then we've also had some challenges that go on the other side of it. We've done a lot more work on bias and undoing institutional racism. Anti-racism work, a lot more equity work and looking at the systems. And I don't think that that's something that, as national non-profits, a lot of us do. Recognizing that we are a part of those systems that we talk about, a part of this country. We have the same kind of history as we've evolved in these 175 years that our country has evolved. So, I think we're doing a lot and there are a lot of folks who are committed to it. There's much more to be done.
Carol: Sure. Sure. And for the Y particularly, you're a federated system and that can - I'm guessing - make it particularly challenging, but there are many other national organizations that are set up that same way. Can you just briefly say what a federated system is, and then maybe talk about how some of this work has either been able to move forward or, or been challenging.
Keisha: Sure. We're federated meaning each organization, each Y, is its own independent 501 c3. You're all members of the national YMCA, and there are some guidelines that we need to adhere to in order to be a member. But we each have our own boards of directors, our own financial leaders, those kinds of things. And we can make our own decisions. There are a lot of benefits to that because the work that's happening in each community is different. So we don't have to be bound by some national perspective or priorities that are not appropriate for our community. The benefits of being a larger, federated organization, our brand is something that's recognizable that we work hard to have some things that we say are in common and that when you go to a Y, no matter where you are, that there should be these types of things. For us, that healthy, living youth development and social responsibility are three of our big core areas that we do our work.
Carol: So there was a second part to that question. I'm just also wondering, with that federated system, there's also the autonomy of each organization. So, trying to move forward, something at the national level may take longer because you essentially have to persuade or pull in every organization within the system.
Keisha: We're a very diverse country. We have, in some ways, a lot of division and something that we all believe in. And then there are some areas where we're not all on the same side and our organization is not any different from that. so for us to all rally around the same thing, it is not always very easy. It can be painstaking, but I know that there are some things we do believe in equity and inclusion as a national organization. We believe in the safety of children and young people. And there's just certain things that are no-brainers for us. But how that gets implemented in each area is sometimes very different and can be difficult. I'm not speaking on behalf of our organization nationally. It is an area that I've seen that, when we’ve pulled together, it's very impactful.
Carol: You've actually developed your own leadership model. Can you tell us a little bit more about that and what you've found wanting and other models that spurred you to create your own?
Keisha: Sure! Thank you for asking about it. It's interesting because I've coached leaders for many, many years, and also had a lot of focus on learning and development. I feel like we tend to highlight leaders who seem as if they arrived; as if they just showed up and they were perfect, these flawless leaders and I've done presentations, and I've done a little riff on Beyonce’s flawless music. We don't really highlight leaders who mess things up or who are learning. When I see someone who's in a position that's at a high level I think, ‘man, how do I get there?’ I don't hear about the times that they failed four times, that they were rejected for six other positions that they've gone for, you just get to see where they've shown up. So I really try to encourage my colleagues to share some of their failures, some of their flaws so to speak. The model is that leaders are flawed and they are not perfect, but we do learn from things. So the [idea is that] we're failing forward. Everyone makes mistakes. And how do we utilize those to propel ourselves and our learning, or whatever it is that we learned from those failures. Then maybe we prevent some of the failures in the future, or maybe they'll be a little smaller. But recognizing that all of us will fail at some point and how we fail forward? the lesson for lifelong learners that we constantly have to sharpen that saw, we have to learn more. Part of it is reflecting and getting better, learning about what we do and how we can improve, learning about our field, our craft, just continuing to [learn]. There's no point where you've just arrived so we need to always be lifelong learners. The A is for authentic! I think authenticity in leadership is very important for us. If you want people to follow you, you want them to trust you. People don't want to follow someone who doesn't seem genuine. And a part of that authenticity is [admitting] that, you’re not always right. I may not be perfect, but sharing more of our why, our story, why we do things or what's motivating our decisions and things like that. Sharing a little bit of a vulnerability. So if we were to talk about Brenè Brown, vulnerability is just super important. So I think that that's all tied to authenticity. And then the W is for work. You can't be a leader without doing the work. You’ve gotta roll your sleeves up and get your hands dirty. I do believe in working smarter, not harder. I'm not going to try and take the hard way, but in leadership, you definitely have to put in the work wherever it's needed. That's my model: leaders of LAW.
Carol: I love it. I think it was one thing - I don't think much goes viral on LinkedIn - but this one probably did where someone actually wrote their failure resume. Yeah, so when you write your bio for when you're speaking or whatnot, you rarely include: “and right before I got that job, I was the runner-up for four of them.” [You don’t include] where you were laid off here, or where you got restructured out of that job at that. We're resilient. Those are the things that we need to reiterate that, especially with this generation coming up and I hate to sound like the old person in the room, but you want folks to know it's okay, you gotta be resilient. We don't know what's going to happen next, then COVID, and what this next iteration will be, but we will band together. We will be resilient. We'll make it through and figure it out.
Keisha: Yeah. And I think folks have a lot more resilience than they realize, and it's part of it. It's looking back and seeing, ‘that kind of sucked at that time, but I picked myself back up and got back on the horse’ or whatever and [you need to] try it again. And I think just the way our brains are wired, we learn so much more from those failures than we do from all those successes. So, we have such a negativity bias that those are definitely more memorable. But then not only keep it as our own private learning, but I think what you're saying is, for leaders to actually share those with the folks that they're working with so that folks really know that it is okay. We don't want to make a lot of mistakes. Nobody wants to make mistakes. But on the other hand, if there's a culture where making mistakes is punished, then it just has so much impact on folks willing to take risks. That has to be there for innovation [so it] can really have a chilling effect. So yeah, pretending that you're perfect, it's exhausting for the person who wants to work with that anyway. It's not realistic. It doesn't have to be perfect. We're not expecting it to be our final product, but you're going to put this bad boy out, see how it works, and we'll fix it. We'll continue to hone in on it.
Carol: So, you allow people to be okay with, like you said, innovating and we don't want to make huge mistakes, but we know that's a part of the process. Then we can build our confidence in knowing that it's a part of the process that I may stumble.
Keisha: Yeah. And I think, also for organizations to look at who's allowed to make those mistakes within the organization and who it has higher consequences for. And I'm sure in most cases there's probably already research that shows this, but the more male and white you are, probably the more you can get away with. Yup. Very much so. And I didn't necessarily see it myself. Being in HR, coming from operations in so many places that I'm really drawn to making sure that we're consistent with how we handle those situations. Like you said, are we doing the same thing if the person is white and male that we would have done if they were young and female, or a person of color, or something like that. It’s super important that we have that consistency.
Carol: Yeah, well I want to shift focus a little bit. At the end of every episode, I do a little game where I ask a random icebreaker question. So, what is one family tradition that you'd like to carry on in the future?
Keisha: I created a family tradition of cookie baking for the holidays, and I'm not a person who cooks nor bakes. So it was interesting for me to come up with that, but I just love the idea of my children coming together, and having other cousins over, and us getting flour all over the place and making cookies from scratch. It's just a great way to set the holiday season off. It's a big mess, and every year I say, ‘why am I doing this?’ but I'm really trying to figure out how to do it during COVID. I'm like, ‘okay, pass out flour and it could be making an idea, or you do something via zoom. It's definitely one of the traditions that I hope my children pass on and that they continue to do it.
Carol: All right. Well, thank you so much. I hope I get a box of cookies.
Keisha: You may not want them! They've gotten better over the years. Like I said, I'm not a baker but, fail forward! I've gotten much better, but I've been failing forward for some years.
Carol: All right. Well, thank you so much.
Keisha: Thank you. Appreciate you, Carol. Good to talk to you.
A Buddhist monk, a leftist guerrilla warrior and a technology executive walk into a bar called Changes. “Ah the nature of change,” the monk says, “the world is always in flux, permanence is an illusion and attachment to permanence is the cause of suffering.” The leftist guerrilla replies, “But Mao said there must be a great leap forward.” The tech executive says, “Fast Company says change is happening faster than ever and we must always be the next big thing.” The bartender shrugs her shoulders and asks how each of them is planning to pay for their beers. “Everyone with ATM money again?” she says, “Go somewhere else to make your change.”
Can you manage change?
Sorry for the poor attempt at humor. People talk about change management and say that that is what they do. But can you really manage change? I believe you can be intentional about moving toward change. Yet saying you are managing change gives an illusion of control that I do not think is real in dynamic human systems. Organizations are human systems and are describes as “intelligent, creative, adaptive, self-organizing, [and] meaning-seeking” as Meg Wheatley described. While you can force change on people, I do not believe you can force people to change.
There typically is a spark that initiates the change. This could come from outside the organization – a crisis, a major shift in the market, a new mandate or regulation. Or it could come from inside the organization in the form of a vision championed by either formal leaders or through a bottom up effort of informal leaders.
Focusing the effort
When done well, the organization will take advantage of the spark by being intentional in focusing the change effort. Is the organization ready to change and makes the best of the challenge or opportunity? How will leaders choose to invest the time, energy and resources into envisioning and implementing change? What new structures need to be created to support the desired change going forward?
Creating organizational change intentionally means taking time to thoughtfully design and engage in meaningful dialogue. Does the past need to be mourned before a new beginning can be imagined? Is the environment safe enough for people to bring their whole selves to the endeavor? If not, what will increase those conditions of safety?
Systems of support
Once the change is implemented –whether it is new goals and aspirations envisioned in a strategic plan or implementing a new technology system or building a new program – ensuring you have systems in place to support the new change and allow it to take hold is key. Identifying, harnessing and sharing stories of success can be a powerful way to help the change stick.
What change are you trying to make in 2020? Let's talk about them
The Culture Code: The Secrets of Highly Successful Groups
By Daniel Coyle
What creates successful group and organizational cultures? That is the question that Daniel Coyle pursues in his book. “Culture is a set of living relationships working toward a shared goal. It’s not something you are. It’s something you do.” US culture tends to focus on the charismatic, visionary leader yet Coyle’s research finds that successful groups tend to do lots of small things towards success rather than large dramatic things. Three key skills emerge – build safety, share vulnerability and establish purpose. Like Jim Collin’s Good to Great, Coyle finds a lot of quiet, observational leaders who cultivate a healthy ecosystem and group around them through lots of questions at key points to help team members learn to think on their own. There are lots of useful and actionable points in the book. I wish for a future when business books highlight as many women as men in their examples without having women in the title!
Design Thinking for the Greater Good: Innovation in the Social Sector
By Jeanne Liedtka, Randy Salzman & Daisy Azer
Design thinking is a problem solving approach that is human centered. It prioritizes really getting to know the people involved in your challenge and looking at the world from their perspective. It focuses on multiple options, experimentation and iteration. This method has served to democratize design and Jeanne Liedtke’s model makes it particularly accessible (What is? What if? What wows? And What works?). While the process originated in Silicon Valley, Liedtke and her team profile how design thinking has been used in the social sector. They include case studies from government, national, state and local nonprofit organizations – from the US and internationally. Each instance showcases the real experience – from the excitement at the start of the project to the dead-ends and false starts to results that in many instances could not have been envisioned from the outset. Using design thinking, the professionals highlighted get to see their organization from the perspective of whom they serve. With this, they are able to identify the ways in which the system is not made for the client. Then they are able to imagine how they might make things better. This is all in the service of having clients have a better and more humane experience while getting the help the organization is designed to deliver. If you have just heard about design thinking and have wondered how it might apply in your situation, this book is a great place to start.
An Everyone Culture: Becoming a Deliberately Developmental Organization
By Robert Kegan and Lisa Laskow Lahey
“In most organizations, everyone is doing a second job no one is paying them for…Most people are spending time and energy covering up their weaknesses, managing other people’s impressions of them, showing themselves to their best advantage, playing politics, hiding their inadequacies, hiding their uncertainties, hiding their limitations. Hiding.” (pg1, An Everyone Culture)
What if this were not necessary? An Everyone Culture describes a few unicorn organizations that have truly put people at the center of their purpose. Developing and investing in people. Not as an afterthought or bonus for just for a few people – for everyone. Where the culture revolves around helping everyone recognize, acknowledge and learn from their mistakes, build on their strengths and stretch and grow. Lots of organizations give lip service to the idea that people are their most important asset. Yet they rarely act as if that were really true. Each of the three organizations the authors describe as deliberately developmental organizations (DDO) do this through a multitude of practices that center transparency, regular feedback across all levels, team building and professional development – at the individual, team and organizational level. While the authors went into their research assuming that being a DDO would contribute to the business success of these organizations, they concluded by the end that in fact being a DDO is the cause of the business’ success. Much has been written about how emotional intelligence and people skills will be the key differentiators as work continues to morph and shift. Learn from these leaders what that might look like.
Many of the leaders I work with say they want more work-life balance and to integrate greater self-care into their routine. Yet they struggle to make it happen. They preach it for their staff. Yet they laugh when it comes to making it a reality for themselves.
It’s way more than mani-pedis
The dominant culture in the US does not actually value self-care. While the phrase has gotten a lot of attention in the media recently, too often it is seen as an indulgence and somewhat frivolous. The protestant work ethic measures your worth in terms of your productivity. White culture – our dominant culture – values urgency and deadlines, perfectionism and individuality. None of these things are really the friend of self-care. The focus on the individual can favor “heros” who try to do it all themselves without help from others.
It's a marathon
So I advocate for no martyrs to the cause. Yes your ‘to do’ list is probably too long yet managing your work as if it is one sprint after another will most likely only lead to burnout. Trying to see change in the world is often challenging and sometimes demoralizing work. We need you for the long haul! Remember the long game, build in self-care basics for yourself and let go of the guilt about it.
As Audre Lord said, “Caring for myself is not self-indulgence, it is self-preservation, and that is an act of political warfare.”
Sleep on it
As I am learning from Matt Walker, author of Why We Sleep, sleep is the foundation of wellness. Not an “optional life style luxury” that we too often consider it. Per his and others research, sleep is not something that you can choose not to do today and catch up on later. Sleep deprivation (even a regular one hour less than optimal) has severe health impacts. Sleep is more like breathing – you wouldn’t say you’ll breathe a lot on Saturday to catch up! So give yourself a non-negotiable opportunity for eight hours each night
Basic Building Blocks
Exercise, healthy eating, mindfulness and connecting with the important people in your life are all core pieces to wellness. I appreciate this list created by University of Buffalo’s School of Social Work for encompassing holistic look at all the elements of self care. Generally self care is something that needs routines – it is about frequency and consistency rather than intensity. Very similar to how healthy organizational cultures are built.
Building it into your organizational culture
This resource developed by the National Center on Family Homelessness covers the topic from both an individual point of view as well as taking it to the organizational level. The strategies could be implemented by people working in a variety of settings, pursuing different missions.
Do as I do and I say
As a leader, if you are not modeling these behaviors, your staff are not likely to feel comfortable incorporating good self-care into their routines. This is not an instance when ‘do as I say, not as I do’ (and is there ever?) works very well. For yourself, for your mission and for those you work with, invest in consistent self-care. Remember you don't need to do it all right all the time. Take the assessment above and identify a few small steps to start taking better care of yourself. Good luck!
PS -- I write this to have handy as a daily reminder to myself!
How many organizational restructurings have you been through? How many have actually improved how the organization worked? Too often in nonprofits and associations, restructuring and reorganizations happen for the wrong reasons.
Reorganizing entire teams to solve one personnel problem
I have witnessed organizations that regularly restructured rather than dealing directly with problematic staff. A staff person was either ‘reorganized’ out of a job or their supervisory responsibility was taken away. Decisions about these changes were all done at the top of the organization. It seemed as though there was little thought given to how these changes would impact the work of those involved. One day people had one boss and a set of colleagues, the next day a different boss and new colleagues
The ripple effect of these changes lingers for weeks if not months. Energy is caught up in discussing the changes. Critiquing them, trying to discern the reasons behind them. For each new staff team they now have to adjust to a new boss, a new set of colleagues. They will have to spend time creating new team norms – whether explicitly or implicitly. Staffers have to learn the new boss’ expectations and communications style. More than just a ripple it is as if the water has been churned up in a pond or a river and you cannot see in front of you. While this churn is going on, actual work of the organization slows. The necessary gets done but any team that was in high gear and really performing before the reorganization is likely disrupted. Teams are knocked back to square one and have to rebuild.
Down with Silos
Another reason organizations restructure is to promote “collaboration” or to be more customer centered. “We are breaking down the silos,” says management. Break them up, the thinking goes, and then people will work across team boundaries more easily. This may work for a short while people get used to the new structure. Yet if other aspects of the organization’s culture do not support cross-team collaboration, it will not last long. Over time the boundaries around the newly formed staff groups will get reestablished and the silos will rebuild.
Finding the “right” structure won’t do it
The key to promoting collaboration is not what the organizational structure is. It does not matter whether staff is organized by functional area, or geography or customer segment. Rather what regular cross-cutting mechanisms exist? Are there regular cross-cutting projects, task forces, committees that bring people together? These could be ongoing or for a specific project. Regardless of the topic, they serve to bring people together in different groupings. In these, people will build relationships and share information.
Creating these cross-cutting groups – especially a series of short term projects that provide the opportunity for more people to be involved – will do much more than yet another reorganization for promoting organizational collaboration. Regular retreats can also help cultivate cross-cutting relationships.
So consider restructuring with caution. Ask why you doing this and will it achieve what you are aiming for? Consider the ripple effects.
My passion is helping nonprofit organizations and associations have a greater mission impact.
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