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.
My passion is helping nonprofit organizations and associations have a greater mission impact.
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