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Jun 24

Want Leaders in Community Development? Develop a New Hiring Strategy

By Feature

By Amandula Anderson, executor director of IFF Indiana Region

It’s easy to stick to the tried-and-true pipeline when hiring for community development roles. But forming connections with people from different industries and generations can make our teams stronger.

Do you ever wonder what the next era in community development looks like? In my 20-plus years in the field, I have been privileged to work with an array of professionals with backgrounds in the arts, architecture, construction, psychology, accounting, and development. What has always intrigued me is that even though we have such diverse backgrounds, we still come together for the greater good: to build parks, housing, and streetscapes, and for community empowerment. As I look out into the field now, I still recognize those same skill sets, yet whenever I see job postings, I see that we typically seek the same type of candidate, and that postings lag for months looking for the “right” person. It makes me wonder if we are holding ourselves back in community development because we aren’t reaching deeper into our communities to find talent.

As a leader who has sought talent at many jobs, I find myself leveling up my search criteria. No longer am I just looking for someone with a nonprofit background. I seek out people who bring a new perspective that will build on the experience of the team. For example, emerging professionals who attend business networking events. They are likely there to build their current careers—but selfishly, I want to show them how much more rewarding the same technical skills can be when used with a community development purpose! Recently I met woman who was a branch manager for a local bank at one of these events. As she asked questions about my role, I could see the lights turned on for her. She later reached out to me about a role that she found interesting at a CDFI, still working with small businesses, but providing technical assistance to help owners become loan-ready. The time and energy she put into underwriting loans is now spent giving advice and support to clients she may have never encountered at her bank.

With this in mind, I am sending a call to action to my fellow leaders to think differently about recruitment. We have to start reaching outside the standard networks of conscientious community leaders to recognize the potential of people who have never been exposed to the true rewards of this field. While this may seem contrary to what you’ve previously been told, I promise it will lead to engaged, passionate, curious teams. Below I outline some key ways to cultivate a diverse, multigenerational team that will be the future of community development.

Create Active Relationships

Perusing your LinkedIn, you are likely to find a few interesting connections. What if you invited one of them to coffee, not with hiring in mind, but just to get to know them? In an interview, we are focused on a set of skills or technical expertise to align with a specific job—but if we just spent time learning what makes someone tick, how much more might we discover? Use your early morning coffees or afternoon teas to engage with someone you might have nothing in common with on the surface. Seek out connections who challenge your thinking about what the “right” age, education, or experience are for community development. Research shows that multigenerational teams have a positive impact on long-term success and growth for a company, but in order to cultivate a multigenerational team you must look outside your circle. Older candidates can bring vast experience from their life and work, complementing the younger generation’s new perspective and ideas.

I once met a young woman in the construction field and asked her to lunch so I could learn more about her. I was looking to fill a new role and took several people out to lunch to learn if they might fit. Her first question to me was, “Why did you think I might be a good person for your role, I’m in construction, not real estate?” Construction IS real estate, but it struck me—if she saw her work through a wider lens, maybe she would be more open to new opportunities that build on her current strengths and challenge her. Sometimes people get caught up in the corporate world, looking for a path to more meaningful work, and it is our duty to guide them. All the talents and skills needed to succeed at a for-profit job—such as being analytical, customer-centered, and organized—are exactly what is needed to succeed in the nonprofit sector. Often folks just need someone already in the field to highlight this.

Level up Job Postings

Oftentimes people can’t see themselves doing the work because the job description has industry talk, specialized educational requirements, or work experience that someone outside the field can’t relate to. Consider adding language such as, “the ideal candidate enjoys helping others” or “seeking candidates that are eager to help create solutions to…” Ask your current team their “why” in this career and use this language to share how a job at your organization can be fulfilling. Rewrite job descriptions to match the actual work and not be hyper-focused on certain degrees or certifications. Call out duties, such as “the opportunity to work one-on-one with a client” or “help us implement a grant to create more homeownership in the community.” Help candidates see themselves in the work. Further, as you seek out candidates, consider posting roles in new places like the local business magazine and young professionals job boards and networking groups.

Be Willing to Coach Up

I’ve often heard people say they don’t want to be a mentor because it takes too much time and effort. The truth is that one mentor cannot be all things to anyone. I have found that the people who have been willing to spend time with me on my journey each hold a special characteristic that I value and want to emulate. It’s a mistake to think of coaching as a job; it can be a fulfilling part of your career. Seeing someone reach a goal they never thought possible gives me so much joy.

I love to see others win! Coaching goes two ways. When I take the time to learn more about an industry or profession, it helps me to see how community development connects to the world around me. Get to know not just the person, but also the work they do. It will make a more compelling case for why they should consider our field when you can make connections and use examples. The lessons you have learned as a professional can’t be taught in a classroom. Share your perspective on what’s happening in the news or your work and life experiences—this helps to build character in both of you and opens you up to different ways of thinking.

Remember, when you bring in someone new to the industry, it typically takes six to 12 months for them to learn what they are supposed to be doing. Every single person on my team has heard me say, “You are where you are supposed to be for the length of time you have been doing this work; here’s where you can focus next.” By providing encouragement and direction, you are being empathetic and building them up. Coaching may not come naturally, which is why investing in tools may help, such as understanding DiSC styles, learning to manage up and down, and the art of deep listening. And lastly, know when to make a quick referral and follow up. There is always someone smarter than you on a specific topic. Share your network.

Keep Engaged Even After Hiring

The work doesn’t end by just bringing in new, diverse talent. Forming a team is one part of the job, but supporting the individuals on that team is another. The community development profession often requires a lot of someone, like grant writing, stakeholder engagement, and assessing financial feasibility. Take explicit efforts to support that individual in succeeding. In practice, this may look like scheduling 30-minute one-on-ones, grabbing coffee or lunch to chat, driving to a meeting or function together, asking them to sit in on a meeting that has nothing to do with their current role so they can see how the overall organization functions, or pairing two people with different skill sets to work together to find solutions. When we strategically open up our world of work, we share in our fulfillment in the work and people are able to envision themselves in it.

Lastly, I think that we can all agree that community development is hard. It takes someone who is willing to mix their passions with technical skills. Have you ever tried to build a capital stack? It’s like making lasagna, only you have to keep running back to the store because you forgot an ingredient. For us to answer real-world problems we need to continuously evolve how we develop solutions in community development. This requires challenging ourselves to seek people with diverse skills and abilities who have a desire to make a difference. It is possible to have a work life that excites you—which this field does for me nearly every day.

This article was original published in Shelterforce.

Jun 19

An effective mental wellness strategy demands a diverse approach

By Feature

by Shari Finnell, editor/writer, Not-for-profit News

Facing high rates of absenteeism? Or low rates of employee engagement? If so, you may need to consider how well you’re addressing the mental health needs of your employees — especially in developing different approaches for various demographics, according to Jamie Bierman, SHRM-SCP, regional market director at HR Elements, a partner of VonLehman CPA & Advisory Firm.

Gen Z employees, who are just now entering the workforce, may require a significantly different mental wellness strategy than Millennials and employees nearing retirement, according to Bierman, who recently talked to attendees of a HR Nonprofit Peer Group webinar sponsored by Charitable Advisors.

As a result, human resource (HR) professionals and other workplace leaders need to consider how to strategically develop wellness programs based on the needs of various generations as well as cultural backgrounds, Bierman said.

“The workplace consists of all types of different generations and different types of people,” she said. “A mental health is not a one-size-fits-all strategy or solution.”

One of the reasons driving the need for a multi-faceted approach is that the COVID-19 pandemic further shed light on the complexities of mental wellness. Bierman said that many factors can contribute to an employee’s performance at work. For example, an employee may be facing additional stressors if they are in a caretaking role for a child or an elderly parent.

And with 19 percent of U.S. employees reporting that they are struggling with their mental health, nonprofit organizations and other business naturally will experience negative outcomes such as a decrease in employee engagement, Bierman said. Consequently, organizations will see a decrease in business profitability and overall business results, she noted.

“Having a well-being program at work is the new wellness focus that we need to have,” Bierman said. “We need to remember that work and life are not mutually exclusive. We need to help our employees thrive within their lives. If you have a really bad morning, you’re probably not going to walk into the workplace ready to do a good job.”

The pandemic represented a period of managing stress and the unexpected at higher levels. “As HR professionals, not only are we managing it for ourselves, but we’re also trying to figure out how to help all of those individuals — even though we don’t know exactly what’s going on in their lives,” she said.

Bierman highlighted numerous ways that HR professionals can be more effective in addressing the complexities of assisting employees with mental health programs.

Consider generational differences. Bierman said that differences emerge based upon the generation of the employee. For examples, younger employees — such as Gen Zs — are more likely to prioritize mental health. “During job interviews, these are the people who will ask questions like, ‘What mental health resources do you have?’ ‘How many additional PTO days do you provide for a mental health break?’” The needs of older employees — those in their 40s and 50s — may be significantly different because of their increased responsibilities, Bierman said. “This age group that was seeing the highest increases in stress, anxiety, and feelings of negativity in 2021,” she said. “Many of them are probably in high-ranking positions or are stepping into new leadership roles that are demanding and stressful.”

A third demographic that may be facing mental health challenges are those approaching retirement. “They’re probably stressed for different reasons. It may be because they haven’t been able to retire,” Bierman said. “They may be dealing with fear and anxiety, which will have an impact on their mental health.”

Address racial and ethnic disparities. There are racial and ethnic disparities when addressing the mental health crisis in general, Bierman said. Minority groups typically are impacted by mental stress at a higher level but they’re less likely to use these services, she noted. Reports reveal that Asian employees are 51 percent less likely to seek mental help treatment than their white counterparts. Those numbers are 25 percent less likely among Latinos and 21 percent less likely among Black employees. Less representation of minorities in the mental health field and cultural norms contribute to those varying numbers, Bierman said. Similar differences emerge for gender and sexual minorities, who also experience higher rates of poor mental health outcomes. “They’re going to suffer in silence because, from a cultural perspective, it’s not OK to seek mental health support,” Bierman said. Consequently, HR professionals must build connections, relationships, and trust among minority and underrepresented groups, she said.

Regularly promote employee assistance services. One effective way of addressing mental health, Bierman said, is to promote the company’s employee assistance program (EAP) throughout the year — not just during the onboarding process.

“We often enroll employees and then walk away,” she said. “In many cases, when we talk about EAP, we’re focused on promoting the counseling aspects of it. But a lot of EAP programs can help an employee access resources in their community.”

These can include helping an employee find daycare for a child or adult care for an aging parent or helping them with financial challenges.

“Instead of talking about the EAP only during open enrollment and during the health care portion of your benefit presentation, you can regularly talk about EAP in a weekly news blast or in text message reminders to employees,” she said.

Mental Health for a diverse organization webinar replay. One size doesn’t fit all when it comes to the subject of mental health in a diverse workforce. This interactive discussion outlines tips and strategies organizations can take to address the topic of mental health and wellness in a multi-generational workplace. Presented by Nonprofit HR Peer Group. Watch replay

Oct 31

Indiana Landmarks expands its mission to recognize historic significance of demolished sites

By Feature

Virtual experiences could be central to capturing Black history through a new program

by Shari Finnell, editor/writer, Not-for-profit News

A vintage photograph of the 300 block of Indiana Avenue captures a moment in time — when the area was nationally recognized for its bustling Black-owned businesses, and arts and culture scene.

Some of the buildings likely would have been identified by Indiana Landmarks as historic sites worth saving — if they hadn’t already been demolished. With the exception of the Madame C.J. Walker Building, most of the black-owned buildings in the 1950s image, including the jazz clubs Sunset Terrace Ballroom and Royal Palm Gardens, no longer exist because of highway construction and modern urban development during the 1960s and 1970s.

However, Indiana Landmarks recently launched the Black Heritage Preservation Program, which effectively establishes a new concept for the nonprofit — recognizing the heritage of a place, whether or not a building still stands at the location.

People who may not have been familiar with the Black history of Indiana Avenue and other historically significant places like it will soon have the opportunity to gain an appreciation of their impact and influence in the state, said Eunice Trotter, who recently assumed the role of the program’s director.

Trotter, an author, journalist, and long-time community activist, said the new initiative is important because of the disappearance of many historically Black neighborhoods, schools, and businesses throughout the state through demolition or gentrification.

“It is extremely significant because so much of our history has been erased or ignored — even by ourselves,” Trotter said of Black residents. “We know it somewhat but, with each generation, we know even less. When you couple that with the tearing down of the physical evidence of that history, we become a history-less people. There’s no proof of anything that we’ve done, challenges we’ve overcome, or contributions that we’ve made.

“Those stories are important — particularly to our young people,” Trotter added. “They are evidence of our resilience, our determination, and our ability to pull together.”

Re-imagining a central mission

Indiana Landmarks, which was founded in 1960, previously had recognized the importance of focusing on historically significant Black sites through its African American Landmarks Committee, which was established in 1992.

Through its Black Heritage Preservation Program, which was funded by a $5 million grant from Lilly Endowment Inc., and other financial commitments from private donors and the National Trust for Historic Preservation’s African American Cultural Heritage Action Fund, it also recognizes the loss of many important buildings throughout the state’s history

As Trotter and committee members of the Indiana Landmarks’ Black Heritage Preservation Program start imagining how to capture the vitality and essence of historically Black physical structures, they have considered the possibilities of using innovative technology like QR codes, augmented reality, virtual reality interactive experiences, and hologram-like projections such as those used in the Indiana Historical Society’s exhibit Eva Kor: From Auschwitz to Indiana.

“My No. 1 goal is to tap into the use of augmented reality,” Trotter said. “I was really sold on that method of heritage preservation after visiting the EJI Museum in Alabama,” she said.

Some current possibilities include allowing a person to use their smartphone to access a QR code on a marker near a historically significant Black site to hear a recording about the history of a place or using augmented reality platforms to animate historic photographs, said Steve Mannheimer, who is Indiana Landmark’s chairman of the technology subcommittee for the Black History Preservation Program.

As technology advances, new ways of bringing history alive will continue to emerge, Mannheimer noted.

The latest artificial intelligence innovations include extensively interviewing elderly people about their experiences so that, through artificial intelligence, people can talk to them — even years after their death. The innovation through the USC Shoah Foundation is now capturing stories from Holocaust survivors.

Mannheimer said that the Black History Preservation Program represents a reckoning of the role that race has played in the history of the United States. “It’s not something that could be solved by a significant event such as the election of Barack Obama,” he said. “It’s an ongoing requirement for the future of this country.”

During a recent trip to Germany, Mannheimer said, he walked around Berlin and Munich where he saw extensive documentation of the Holocaust — memorials and tours primarily launched during the late 1960s as homage to victims and survivors.

“I’m Jewish, and it was just unsettling, disquieting on a profound level,” said Mannheimer, who included a visit to the Dachau Concentration Camp on his trip. “As Americans, we have danced around this issue — the debt we have to pay for the treatment of African Americans. We have an obligation … working on this project seems like a step in the right direction for me.”

Feb 07

Nonprofit’s executive director steps down to implement a shared leadership model

By Feature

Earth Charter’s Jim Poyser, Shannon Anderson and Tatjana Rebelle all are directors

by Shari Finnell, editor/writer, Not-for-profit News

Pictured: Tatjana Rebelle, Shannon Anderson and Jim Poyser

Within the first year or two into his role as the first paid executive director of Earth Charter Indiana (ECI), Jim Poyser, the former managing editor for NUVO, felt a sense of uneasiness as he looked around the room during a board meeting. 

“I remember thinking, ‘We are all white and old.,” recalled Poyser, sharing some of the history that led him to seek a replacement for his role as executive director of the 21-year-old nonprofit organization. 

The homogeneous nature of the ECI’s board in 2013 hadn’t gone unnoticed by ECI board president Rosemary Glass Spalding, a long-time board member for the local nonprofit organization. “When I joined the board a few years before that, it was so glaring and obvious,” Glass Spalding recalled. “And John Gibson, who was the one of the founders of Earth Charter Indiana, had a mantra that we will be an intergenerational organization.” 

Although ECI has since made significant developments in recruiting and maintaining a diverse board, Poyser also wanted to explore options for a new face of the organization.

Earlier this year, after a series of brainstorming and organizational meetings with ECI’s staff and board members, Poyser accomplished his vision by abandoning his executive title and becoming the director of advancement. At the same time, co-workers Shannon Anderson became director of advocacy and Tatjana Rebelle became director of youth programming.

“We know that climate change is going to be most impactful to frontline communities, including low-income communities, communities of color and females,” Poyser said. “I was doing a lot of presentations in schools and community centers. And I started to recognize that an older white male coming into a community to speak to people was never effective.”

The path to a shared leadership model

Early on in his tenure, Poyser started the process of bringing more diverse voices to the forefront by asking others, including females and people of color, to represent ECI at speaking engagements. “I felt it was the right thing to do. I had my time to speak. I had my opportunities. And I’m not seeing things move quickly enough in Indiana regarding climate.”

Years later, as part of the organization’s strategic plan, the team was able to significantly increase its budget. That was when the organization was able to hire Anderson as a full-time assistant director, and more recently, Rebelle to oversee youth programming.

And in 2020, in the wake of increased demonstrations from white supremacists and civil rights activists protesting the murder of George Floyd at the hands of police, Poyser felt the time had come for the change in executive leadership he had been contemplating.

“It seemed like the right direction,” Poyser recalled. “It was an instinct with the way things were unfolding around us.” 

Dismantling a hierarchy

When Poyser first approached ECI co-workers Anderson and Rebelle about his decision to hand over the reins of executive director to another person, they both paused at the prospect of disrupting a strong working relationship. 

Anderson, who excelled in advocacy work, had no desire to take on the top leadership role. Rebelle had the same response. And neither of them was highly interested in the possibility of a new person taking over the leadership position because they all worked so well together.

So, after that initial conversation, Anderson and Rebelle, who had personally experienced the benefits of a shared leadership model while working at The Kheprw Institute, explored the possibilities of a shared leadership or distributive leadership model for ECI. While many researchers and thought leaders have long touted the benefits of this type of leadership, it hasn’t become mainstream. 

“All three of us have these strengths that all balanced themselves out,” Rebelle said. “The areas that I’m really interested in are the ones that Jim and Shannon might not want to do. We asked each other, ‘What do you love about your job?’ and ‘What are some of the things you don’t really love about your job?’”

That questioning led to a more formal work discussion in which all three team members hashed out answers to those questions in a Google document, listing the things they wanted to continue to do and those they would prefer to hand off to someone else, Anderson recalled. “There was a fluidity to it when we started moving things around,” she said. “It was a three-person collaboration.”

Anderson also said the pre-planning was critical for further adoption of the proposal. 

“If Jim hadn’t been part of this three-person collaboration, I think it would have been very hard to sell to our board,” Anderson said. “But because all three of us were totally in sync on this almost from the moment it was brought up, everyone was really comfortable with it. It feels very organic and authentic.”

Gaining board approval

Once they had a detailed plan on how the shared leadership model would work — with workflow charts and pie charts, the team had numerous meetings with the board to move forward with acceptance and implementation.

“There were some concerns and questions when we actually took this to the board to get feedback. And the obvious one is, ‘Well, who’s in charge?”,” she said. “‘Who’s responsible, ultimately, to the board for achieving the strategic goals of the strategic plan?’ And the answer is, ‘They all are.’”’

During those meetings, they addressed how they would be accountable with each other and resolve conflicts.

“We’ve made a commitment to each other to be honest,” Rebelle said. “We also decided to bring in the executive committee if there’s something that the three of us can’t figure out as a unit.”

Based on her history of working at the organization, Anderson said, she anticipates that there won’t be conflict per se. “It’s good to be prepared for disagreements, but I think it will be more along the lines of ‘We have two paths before us. And we’re excited about both, but we can only do one.’”

The team’s plan was convincing. Within a fiscal quarter, the board had adopted the new leadership plan.

A new way forward

Under the shared leadership model, the board will be more integral in the personnel aspects of the organization, Glass Spalding said. 

“In the past, I and the executive committee did Jim’s personnel evaluation and Jim did Shannon and Tatiana’s. They’re now going to do each other’s in addition to their own self-evaluations,” she said. “But the board will have to be more involved.”

Along the way, other concerns were addressed, including the following:

  • What will supporters think? Poyser had been at the helm of ECI for more than eight years and is well known throughout the community and among funders. “The board was really concerned,” Glass Spalding said. “Jim has been the face of Earth Charter Indiana for a number of years. He’s a very dynamic person and there was concern that a perceived demotion or change could be detrimental to the organization. They didn’t want to have any ramifications from that.” Poyser addressed those concerns by pointing out that all three of the staff leaders can be considered the face of the organization. “Shannon Anderson is the leader of Earth Charter Indiana at places like the Statehouse,” he said. “Tatjana is the leader in other sectors. From a biodiversity standpoint, it really makes sense for the strength of the organization to have a team of leaders who are all on the same plane. In a way, this is just formalizing what I felt to be happening already.
  • Would the executive director be OK with losing his title? Poyser said that he wasn’t attached to his ED title and, as a result, didn’t have qualms about losing the “executive” in front of his name. “My transition to director of advancement is a natural fit for a transition from executive director,” he said. “The director of advancement and an executive director are very similar positions in the realm of grants and contracts.”

The team members all acknowledged that they will continue to refine the new leadership model as they navigate changes in the coming months.

Glass Spalding said she doesn’t anticipate any major challenges with the transition.

“In observing them, they’re all very highly driven people. The personnel issues are very nuanced in terms of more of an approach to achieving the goals of the strategic plan,” she said. “The question will be, ‘How do we meaningfully evaluate whether they’re achieving what we hope and expect?’ As the year progresses, we want to make sure we’re still on the same page, and that our expectations and their expectations and work match.”

And the benefits of a shared leadership model far outweigh any difficulties in making a transition, Glass Spalding said.

“I do think, especially with a small organization, this is a really a very exciting possibility for organizations to look at,” she said. “The upside is you have the ability to achieve a lot more with a lot less red tape or bureaucracy. It’s very symbiotic and synergistic, words that are sometimes overused, but they really do fit this situation.”

Anderson said it also is a significant step toward inclusion.

“People may be scared to take on a change like this because they can’t imagine not being in control,” Anderson said. “I don’t think they realize that there’s a better version of everything when we elevate different voices. Jim’s not quitting. He’s not retiring. He’s going to be keeping us healthy going forward, but he’s also letting other voices come forward. A lot of organizations could benefit from deciding to doing something different. It puts you on a path toward a better future where there is more inclusion and there are more people of color at the forefront of movements.”

Dec 20

Barriers to the boardroom: Where’s our seat?

By Sponsor Insight

by Tashi Copeland, communications manager at CICF

This year, I turned 29. This means old enough to vote. Old enough to grab a glass of wine at Daniel’s Vineyard. And old enough to rent a car. And while I have years of professional experience — and even a few gray hairs — I’m still not top of mind to be a member of anyone’s board of directors. Why is that?

I had the opportunity to watch Dr. Una Osili, associate dean for research and international programs and Dean’s Fellow for the Mays Family Institute on Diverse Philanthropy at Indiana University Lilly Family School of Philanthropy, present The Truth About Board Diversity. During her presentation, Dr. Osili indicated that while diversity may be trending positively regarding gender — and making some progress with racial diversity — age is still a challenge in the not-for-profit board makeup.

“We find that age is an area where many nonprofits simply do not have anybody under the age of 39 on their boards. And 39 is not necessarily young, but that just gives you a sense that board members tend to be much older than the average population,” Dr. Osili said.

As of 2021, the average age of the U.S. population is 38. When board members are such powerful pieces of the not-for-profit chessboard, organizations must commit to making their boards reflect the communities they serve. For these organizations to successfully do this, they must address some barriers young people face in obtaining these seats.

One such barrier is mandatory-giving policies for their board members. According to a 2018 Board Source Survey, 68% of not-for-profit organizations have a policy requiring board members to make a personal contribution annually. I understand that board members need to prove their commitment to the organization beyond attending board meetings, and a financial gift easily checks that box.

But consider this. In 2021,

So, while my fellow Millennials and I would love to make a sizeable donation, our current cost of living may not allow us to give the extra $5,000 to sit on a board. And that should not take us out of the running to serve as leaders. Young people have time and talent — just not as much treasure.

Now is the time for organizations to create diverse boards and put their capital in action by sponsoring a board seat (look to the Mosaic Fellowship for a potential roadmap). Many organizations’ boards and executive leadership have voiced their struggles about engaging with younger generations. Inviting us to the table would be a game-changer and ensure a smoother transition from one generation of leaders to the next.

Some may have concern that someone younger simply does not have the life experience to lead. This case doesn’t hold anymore. Our technological revolution has led my generation to learn, connect, and produce faster than ever before. Additionally, we’ve grown into adulthood during some of our nation’s most significant historical moments — 9/11, marriage equality, the Great Recession, the tragic normalization of school shootings, a racial reckoning, and a global pandemic, just to name a few. As a result, our worldview was developed through a newer lens of empathy and an appreciation of diversity than previous generations, which most are still wrestling with. But that doesn’t quite translate nicely in LinkedIn profile. Maybe we should all start adding that to our resume’s special skills section?

Including a younger demographic in board structures has proven success. According to the Impact of Diversity Study, boards with higher percentages of members aged 39 or younger tend to be more engaged in governance and have higher involvement. Additionally, this demographic is more likely to have board members who ask others for donations. Young people are more than willing to give up their time while also leveraging their networks to bring in dollars. The engagement is there. The fundraising is there.

If organizations continue to lack the intentionality of having younger representation during quarterly conversations, the voice of an entire generation will be silenced. Organizations literally can’t afford to take that risk. Don’t continue to use board tenure or limited networks as excuses. So many organizations have risen to the challenge of navigating and reworking business practices during this global pandemic. Increasing diversity in the boardroom is just another modification these organizations will have to address.

One of the most powerful concepts when speaking on diversity is the diversity of thought. Bringing in younger board members allows organizations to gain perspectives from a generation redefining business strategy, economic success, and stakeholder priorities. Organizations can fully view operational and reputational risks and opportunities for growth through a new lens by simply inviting this next generation of leaders to the table. We’re ready.

Oct 25

Spirit & Place Festival welcomes a public conversation about a year that changed everything

By Feature

by Shari Finnell, editor/writer, Not-for-profit News

Conversations about challenging topics can be incredibly uncomfortable, whether they’re about race relations, gender identity, pay equity, the removal of 100-year-old Confederate monuments, social justice protests or COVID-19 vaccine shots. 

When faced with the many challenges in 2020, Indianapolis residents had the opportunity to engage in many uncomfortable conversations. Some did. Some didn’t. The 2021 Spirit & Place Festival wants to highlight the need for ongoing conversation by encouraging a public discourse on some of those topics. 

The festival, which is now in its 26th year, has rolled out an agenda that revolves around the theme of CHANGE, encouraging the public to reflect and engage in conversations about how 2020 brought about change and envision the steps needed for further change.

The 11-day festival of events, which runs from Nov. 4-14, includes an exhibition and a panel discussion called Monumental Changes: History and Power in Public Art from 6-9 p.m. on Nov. 5. During that discussion, which will be held at the Garfield Park Arts Center, panelists will provide perspectives on the history, controversy and June 2020 removal of a Confederate monument in Garfield Park on the city’s Southside.

Jordan Ryan, a historian, archivist and scholar, who is among the panelists, noted that the monument was dismantled and removed without community discussion — leaving a gap in residents’ ability to have their voices heard. The Spirit & Place Festival panel discussion will provide one of those opportunities, Ryan said.

“We never had a community conversation when the statue was taken down … a public conversation,” said Ryan, noting that some other cities had public forums before statues were removed. “This represents the first time the public can come together and have that discussion.”

Ryan acknowledged that it can be uncomfortable to engage in this type of discussion. However, it’s needed, she said.

“It will be uncomfortable, but that’s how we grow,” Ryan said.

In addition to Ryan, the Monumental Changes panelists include Dr. Paul Mullins, who has studied the history of the monument placement in Garfield Park, and Danicia Monét, an artist, researcher and urban planner. 

The Indianapolis discussion follows the National Monument Lab’s recent release of the National Monument Audit, a comprehensive look at the characteristics of the nation’s collection of monuments, most of which are overwhelmingly of white males.

A history of inspiring community engagement

As in previous years, community engagement was key to developing the theme of CHANGE for the festival, which is now in its 26th year, according to Erin Kelley, Spirit & Place program director.

“We have had different themes for every year,” she recalled. “We had previously set a theme but halfway through 2020, we knew that wasn’t going to resonate. We went out into the community, getting feedback through social media, emails, and by contacting event partners. We asked, ‘What is resonating with you right now?’ And the concept of ‘change’ rose to the top. That’s the one theme that people gravitated to.”

Kelley said that this year’s event will include a mix of in-person, virtual, and hybrid offerings — a model that will continue for future festivals. As a result of the pandemic, Kelley said, Spirit & Place has recognized the demand for a mix of options for people who work different hours, or have parental responsibilities that interfere with their ability to participate in person. 

As part of the opening night event, local spoken word artist Manon Voice, will serve as emcee and jazz pianist Christopher Pitts will perform a newly commissioned piano piece.

And, as with the Monumental Changes panel discussion, other Spirit & Place events will encourage public conversations on challenging topics, including the following:

  • Tearing Down Boxes and Embracing Change: Nov. 5, 5:30-8:30 p.m., at the Phoenix Theater Cultural Center — Fiber artists will discuss art as a vehicle for healing and growth, and will inspire attendees to break out of their boxes — whether its religious affiliations, circle of friends and social groups — to broaden their perspectives.
  • (Un)Comfortable Conversations: Telling Our Stories, Transforming Our World: Nov. 8, noon-1:30 p.m., virtual event — Spoken word artists, writers, and community leaders will discuss what it means to wrestle with and accept the consequences of change.
  • Be Anxious for Nothing: Loss and Joy in Unexpected Change: Nov. 8, 7-8 p.m., Christ Church Cathedral, hybrid event — A discussion about what the Bible, Torah, Qur’an, and sacred music say about change.

“We want folks to come out and have these conversations,” Kelley said. “It’s uncomfortable, hard and scary work. But we need to enter into brave spaces together and do this.”

For more information about the 2021 Spirit and Place Festival, visit the event lineup.

Sep 27

Does DEI matter?: More than 70% of Central Indiana nonprofit employees say, ‘Yes’

By Feature

NFPN survey reveals support for continuing DEI initiatives

by Shari Finnell, Not-for-profit News editor/writer

(First in a series of articles about Charitable Advisors’ NFPN “How Are You Doing?” survey)

Many nonprofit organizations are still grappling with how to address diversity equity and inclusion (DEI) policies — more than a year after protests erupted nationwide after the death of George Floyd at the hands of a police officer.

And that work still matters, according to nearly 70 percent of about 450 nonprofit employees who responded to a recent Not-for-profit News survey about how they’re coping in the aftermath of one of the most tumultuous periods in the nation’s history.

When asked if their organization’s stance on DEI personally impacts them as an employee, 30 percent responded it impacts them “a great deal,” 42 percent said it impacted them “somewhat,” and 28 percent responded, “not at all.”

However, based on the survey responses, employees also said that their employers likely think that they are doing better than they actually are — or at least in comparison to how the employees perceived they were progressing with DEI issues.

When asked, “What do you think your leadership would say about your organization’s progress on DEI?,” nearly 35 percent of employees responded that their leaders probably would feel that the work isn’t new — “we have always valued inclusion and equity.” About 34 percent said that their employees would believe that they “are having some hard conversations and making important changes,” while nearly 24 percent said their leadership probably would feel that “we are talking about it but not doing anything, not doing much,” and 7.75 percent would say, “we aren’t talking about it.”

In contrast, employees’ perceptions about that question, “What do you think about your organization’s progress on DEI?” was as follows:

  • This work isn’t new to us — we have always valued inclusion and equity — 23.06 percent
  • We are having some hard conversations and making important changes — 29.37 percent
  • We are talking about it but not doing anything, not doing much — 36.17 percent
  • We aren’t talking about it — 11.41 percent

Survey respondents weigh in on DEI successes and challenges 

Some respondents said that their organizations have been committed to undertaking DEI work not just since the social justice protests — but for some time.

One survey respondent said, “The organization has been working for a while now on DEI. I feel like we are on the right track, but we still have more to improve on. We need more diverse leadership and board representation.”

Others shared a wide range of thoughts about DEI, revealing various challenges such as coming to a common understanding of what it means. Some believed that the solution requires an extensive undertaking, while some believed it is much less complicated to undertake. Here are some responses:

  • “We need to stop arguing about the reality of racism and accept that systemic racism is real and that we must address it to succeed in our mission.”
  • “We need to judge people based on their character and not their color, ethnicity, or sexual orientation. It’s really simple.”
  • “We need to be more modern … stop letting the older Baby Boomers make decisions that affect a wide swath of people. This group (in our organization, at least) doesn’t want to make changes or doesn’t understand why they’re important.”
  • “We need to weave it into our daily practice, educating ourselves in it, holding each other accountable.”
  • “Add diversity to the team, address a misogynistic work environment, stop training our organizations on topics we refuse to even talk about. Dismantle the good ‘ol boy stronghold.”
  • “We need more internal communication, so everyone understands it.”

While many respondents said that their organizations are committed to DEI, some pointed out that it can be challenging to seriously invest in it to create substantial change. Others felt that their organizations weren’t fully committed to the work.

“It’s tough when we are remote,” one survey respondent said. “Not to do DEI, but to do SERIOUS anti-racism work. DEI is a facade in most cases. Equity is the only part I think impacts systemic change. D and I are just an illusion. We need transformation.”

Another survey respondent said, “We have really avoided this conversation as a team and board despite my repeated attempts at raising concerns. We should at a minimum be looking at our internal policies and having some hard conversations about how we operate.”

One nonprofit employee said that conversations about DEI are difficult because they have become politicized. “There is a reluctance to take a public stance on DEIA (diversity, equity inclusion and accessibility) issues — especially addressing them head-on,” the employee said. “However, general public statements do not protect those of us who have had to accommodate the feelings of others for decades. Being a leader today on issues around DEIA is just seen as too political. This is so very antiquated in perspective. My human rights to be myself don’t have anything to do with politics. But at the same time, my employer is diversifying hiring. So, I’m no longer the only native Spanish-speaker in the building apart from the cleaning staff. There’s that, at least.”

Personal perspectives also came up as challenges that may be difficult to overcome, according to numerous nonprofit employees:

  • “I struggle deeply with issues of DEI. I believe it’s incredibly important, and support DEI efforts wherever I encounter them, but as a white male do not know how to contribute effectively and with respect to colleagues of color, nor do I understand my own position or allowable expression as it relates to accepting or advancing my own career. As a first-generation, college-goer from a blue collar background, I can see how DEI efforts can gain wide acceptance among the white-collar workforce while causing confusion and backlash among so many who take great pride in what they’ve accomplished (and are understandably confused about issues of privilege). The lack of personal connection due to COVID has exasperated this confusion on my part, as my interactions with colleagues feel less genuine and more awkward, while DEI issues have become increasingly important and widely discussed.”
  • “I am the only person of color in my organization. It puts a great deal of pressure on me to perform at a near inhuman level.”
  • “I wish we were doing more. I’m in the majority and I don’t think people in the majority can do much to make positive change.”

Implementing DEI in the workplace — perspectives from two nonprofit organizations

For nonprofits undertaking DEI initiatives in recent years, the process is continually evolving as teams better understand what it takes to achieve successful outcomes, according to two survey respondents who agreed to be interviewed.

Sally Bindley, MSW, founder and CEO of School on Wheels, said the 20-year-old organization in Indianapolis started focusing on DEI initiatives in 2016. At that time, the team developed a diversity task force to broaden and diversify School on Wheels’ volunteer tutor base. “We wanted it to be more representative of the students we served,” Bindley recalled. School on Wheels received a grant from Lilly Endowment, Inc., to support the work.

It didn’t take long for the School on Wheels team to realize that diversity, equity and inclusion needed to be integrated into all aspects of the organization’s operations — not just as a side project, Bindley said.

“Diversity is not a task. If you approach DEI as a standalone initiative, you check the box. This way it’s more of a thought process,” she said. “We made it a standing committee of the board of directors — a diversity committee led by a member of the board. Just as we have regular reports from other committees, finance, executive, development, we have regular reports on diversity.”

As a result, employees and board members have become increasingly more aware and intentional on how to include diversity in all areas — from identifying where diverse volunteers are living and working to ensuring diversity in marketing, messaging and operations, Bindley said.

When asked about advice she would give to other nonprofits on embarking on DEI work, Bindley said that it is important to acknowledge that it is an ongoing process.

“Being intentional for us is being aware. Review your language,” she said. “Whether it’s job posts, or messages circulating on your website, make sure you’re mindful of what you’re putting out there. Do you have a commitment to DEI? A statement against racism and hate? We also realized our volunteer recruitment flyers needed to be in English and Spanish. If you don’t have a DEI program, that’s OK. Start with training: What is diversity? What is inclusion? What are microaggressions? Then analyze how you’re doing with all of that. Once we had the in-depth fast training, it brought so much awareness to our language and conversation.

“We’ve made strides, but there’s always more work to do,” she added. “It’s constantly evolving.”

Bindley also said she is a strong believer in hiring a consultant to help assess where the organization stands with incorporating DEI, as well as ensuring that she, as a leader, is fully engaged in the process. Although School on Wheels designated a person to undergo DEI training, Bindley said that she makes sure to personally engage in DEI initiatives.

“I want to have the most opportunities to grow and to impact change as a leader,” she said. “I have zero time, but I can’t say, ‘You’re in charge of this and let me know how it’s going,’” she said. “If you’re a leader of a nonprofit, this messaging starts at the top. If you don’t make it a priority, it’s obvious. I can’t say I’ve always done it right, but you have to be vulnerable as a leader and say this is what I know, what I don’t know, and this is what I need to learn.”

Guenevere Kalal, MSM, director of foster care services for Damar, said that DEI has been at the top of the nonprofit organization’s list of priorities for some time. The team members want to ensure that they are culturally aware of the clients they serve. 

“Our foster families are very diverse,” Kalal said. “Over the past couple years, we have seen more children from Hispanic, Burmese and other cultures coming into light for support in the child welfare system.” As a result, they have initiated discussions on how to gain a better understanding of the various cultures and ensuring that they are always culturally and racially sensitive, she said.

Open, candid conversations and acknowledging personal biases must be a priority, Kalal said.

“My approach to many things, not only with my staff, is to be as professionally transparent as possible. It can’t be the elephant in the room. We need to learn how to be comfortable with uncomfortable conversations,” she said.

That process also includes checking in with families for feedback on their interactions with staff, including asking if they have felt any disparities from staff members.

The team also committed to undergoing training, including a two-day workshop, Interrupting Racism for Children, offered by Child Advocates. “The Department of Child Services also did an excellent job of doing their research on what potential trainings are out there to help our providers navigate conversations about racism, including series on Netflix and PBS,” Kalal said.

“We need to understand where we came from as a country. I don’t want to dwell on the past, but it has a huge influence on where we are,” she added. “I need to understand that so I know how I can focus on becoming part of a positive change.”

Jul 12

3 essential practices to create an inclusive board culture

By Sponsor Insight

Ask the challenging questions needed to achieve alignment with diversity goals

by Erin Hedges, president, Hedges

Despite good intentions, there is still much diversity, equity, and inclusion (DEI) work to be done in the nonprofit boardroom. A June 2021 report from BoardSource indicates that while boards may be getting slightly more diverse, they are far from representing the communities they serve, and recruitment practices too often lack alignment with diversity goals.

At Hedges, we are challenging ourselves to question traditional board governance practices and identify new ways for organizations to create a more diverse, equitable, and inclusive board culture. Resulting from our learnings, we share three practices for nonprofit leaders to consider:

  1. DEI work should be grounded in an organization’s “why.” Too often, the purpose of recruiting diverse board members is to “check a box” provided by funders on a grant application. This narrow approach misses the opportunity for important board-driven conversations that can identify how diversity in representation, lived experiences, and perspectives can unlock greater potential for the organization. By taking time to uncover the reasons “why” an organization needs more diversity in the boardroom, boards can identify the specific purpose for board-led DEI efforts and create a collective responsibility to move these efforts forward.

To get started, BoardSource offers specific questions boards can ask themselves to explore an organization’s purpose for having a more diverse boardroom including:

  • Is our organization’s reputation being negatively (or positively) impacted by our board’s composition vis-à-vis diversity?
  • If someone were to make assumptions about our organizational values based on our board composition, what would they be likely to think?
  • How well are we cultivating a deeper understanding of the community or communities that we serve and bringing their perspectives, needs, feedback, and priorities into our strategic boardroom discussions?
  • Are we ever at risk of making decisions without fully understanding how these decisions may affect those we serve?
  • If we were to make a deeper commitment to diversity, inclusion, and equity, what would that mean for our mission, our work, and the people we serve?

Once the board can formulate responses to these types of questions, it will gain clarity as to “why” board diversity matters and what the organization has to gain. The board will have identified its purpose in developing a plan to recruit and successfully support more diverse members that can bring valuable, new contributions to discussions, deliberations, and decision-making for the organization.

  1. Bylaws can be a powerful DEI tool. Moving DEI intentions into action is key to successfully creating an inclusive boardroom. In addition to developing a plan to use as a playbook, board members can consider incorporating DEI provisions into the organization’s bylaws. Not only will these provisions guide and direct board members, but also provide accountability measures that will increase successful outcomes of these efforts.

Including DEI provisions in bylaws demonstrates that DEI is a core organizational value. NEO Law Group offers specific recommendations of how organizations can accomplish this. One of our favorites is stating the diversity goal from your plan (i.e., greater diversity in representation, lived experience, and perspectives) in your bylaws. A favorite focused on equity is including an equitable compensation provision that all employees should be paid a fair and reasonable wage. A favorite focused on inclusion is adding a Conduct of Meetings provision to allow directors other than the president to chair meetings. A full list of their recommendations can be found here.

To ensure these DEI commitments are reflected in an organization’s approved bylaws, review each section of the current bylaws and determine how they need to be revised to reinforce DEI commitments. Building these commitments into bylaws will provide accountability to organizational leadership in moving to more diverse, equitable, and inclusive board governance.

  1. Board member value should be viewed beyond what they can give or get. Historically, nonprofit organizations have relied on their board for fundraising and, in fact, we have recommended this practice many times over. But when boards set minimums for board member financial contributions and give/get policies, barriers based on a person’s “treasure” are created. At Hedges, we are challenging organizations to let go of the old giving and getting minimums and, instead, encourage individual giving amounts that are “personally meaningful” to each board member.

Organizations with giving minimums or give/get policies for board members should ask themselves what barriers to board diversity and inclusivity are these policies creating? What perspectives, lived experiences, or talents might we be missing on our board because of these policies?

That’s not to say that board members shouldn’t still be involved in fundraising. When training organizations to fundraise, we ask board members to identify a part of the fundraising process that aligns with their preferences and comfort level. Whether it is identifying potential donors, cultivating donor relationships, directly soliciting gifts, or providing donor stewardship, we have found that all board members are able to play a role in fundraising efforts. In this way, an organization acknowledges that a board member’s time and talent are as equally valuable as their treasure.

Creating change takes intentionality and patience, but the need for greater diversity, equity, and inclusion in our boardrooms is urgent. By taking time to figure out the “why,” building DEI commitments into bylaws, and valuing individuals for all that they bring to board membership, boards can lead the way to greater impact within their organization and community.

Erin Hedges is the founder and president of Hedges, an Indianapolis consulting firm that advances social change by strengthening Central Indiana’s philanthropic sector. Hedges is launching Lead with Purpose, a new training series to equip individuals for effective nonprofit board service. More information about Lead with Purpose can be found here.

May 25

Circle Up Indy’s 5th Annual Peace Festival raises awareness about ongoing needs in disadvantaged neighborhoods

By Feature

by Shari Finnell, editor/writer

James C. Wilson, CEO and founder of the nonprofit organization Circle Up Indy, vividly recalls the day he was interviewed by a TV journalist for a story about his volunteerism in Martindale-Brightwood — an Eastside Indianapolis neighborhood plagued by poverty and high unemployment rates.

At the time, Wilson, who grew up in the neighborhood, was astonished that many of his neighbors were calling out to him during the taping … asking him to be a spokesperson on their behalf. “Tell them about the sidewalks! Politicians don’t care about us!,” Wilson said, recalling some of the pleas directed at him.

Those voices stuck with him, prompting him to step beyond his volunteerism to launch Circle Up Indy in 2014. The organization is focused on advocating for initiatives to transform impoverished neighborhoods in Indianapolis and surrounding counties, including Martindale-Brightwood.

Circle Up Indy also hosts an annual festival that is designed to raise awareness and intentionally discuss and address socio-economic disadvantages many black and minority families experience and to increase community accountability across the city, according to an organization statement.

Due to COVID-19, the festival was cancelled in 2020, Wilson said, but the 5th Annual Peace Festival is on for this year. It is scheduled for July 10, from noon to 7 p.m., at Frederick Douglass Park on the Park’s 100th Anniversary. Because of the late start in determining whether the festival would go on as scheduled, Wilson and his team are still seeking commitments for vendors and partners.

Wilson, who also has a podcast through a WISH-TV partnership, acknowledges that he sometimes feels overwhelmed with his role in transforming his childhood neighborhood and others like it. He said he feels a responsibility to advocate for transformation, which, in all too many cases, seems to be a slow process.

“I’m honored but I’m terrified. I just want to help people,” Wilson said. “There’s a lot of pressure on me to change things but at times it seems we’re barely pushing the needle. I’m watching friends and family die.”

Wilson, who spent most of his formative years — since the age of 10 — in and out of prison, has first-hand knowledge of the challenges facing some of the youth and families in troubled neighborhoods. “I never had a father teach me how to be a man. The streets taught me what I thought it meant to be a man,” he said.

During his last stint in prison, the trajectory of Wilson’s life took a turn for the better. He met several older inmates who saw his untapped potential. “These brothers taught me so much about life,” he said. “They kept reiterating, ‘they can take your body, but they can’t take your mind.’”

When Wilson was released after serving eight years of a 10-year prison term on a robbery conviction, he thought about those invaluable lessons and attended Ivy Tech, where he became active in volunteerism, including serving as student body president, regularly participating in Lilly Global Day of Service, and serving as president of Collegiate 100, an affiliate of 100 Black Men of Indianapolis.

It was then that his community work caught the attention of a television station, which led to that unforgettable exchange with his neighbors. “After that interview, I didn’t know what to do about all the issues going on in my community … no resources, no jobs, no housing opportunities, lack of quality education,” Wilson said. “They feel snubbed because they don’t see development in their community.”

He considered what he could do to encourage an investment of resources in the community to change outcomes, including health-related programs to address mental health and addiction.

Through Circle Up Indy, he has seen progress but not as much as he had hoped for seven years ago. He is encouraged that an increasing number of individuals representing various organizations have taken the time to visit the Martindale-Brightwood neighborhood, including executive leaders from Central Indiana Community Foundation, Lilly Endowment, Inc., and Community Health Network, a major sponsor of the 5th Annual Peace Festival.

He noted major milestones such as the opening of a 15,000-square-foot library in 2020 and the Kipp Indy Legacy High, a high school that was founded in 2019.

Wilson noted that housing is a major issue in the community. “Education is always a concern but it’s offset when you have housing issues,” he said. “No one feels comfortable in school if their home situation is not stable.”

Earlier this year, the city of Indianapolis announced that $3.5 million would be invested in the Martindale-Brightwood neighborhood as part of the Lift Indy program. Under the initiative, at least 10 low-income households will have the opportunity for homeownership through career coaching and home repair.

Wilson said he is hopeful that more changes are coming for Martindale-Brightwood through a strategic, comprehensive plan that takes into account the root causes of the problems in the neighborhood — not just the data.

“It’s just the beginning,” Wilson said. “It takes a community. Not just me. It takes all of us.”

About the 5th Annual Peace Festival

The event, which takes place on July 10, from noon to 7 p.m., at Frederick Douglass Park, offers a wide range of information and resources staffed by local organizations who will help the community focus on addressing untreated trauma, slow economic development, and community accountability through effective programs, resources, employment, entrepreneurial development, and educational opportunities.

The Community Health Network Pavilion (Healthcare Zone), staffed by Community Health Network physicians, nurses, and volunteers, will provide attendees with blood pressure checks, free COVID-19 vaccines, mental health education, and other health-related wellness education.

The festival also will feature carnival games, drawings, prizes, kid zone activities, animal attraction, food and live entertainment.

Circle Up Indy is inviting vendors, exhibitors and volunteers to register to participate. Vendors can register here, exhibitors can register here and volunteers can register here.

May 17

Achieving racial inclusion in the workplace

By Sponsor Insight

by Jeremy York, author, Synergy, adapted from the Society for Human Resource Management

Ensuring people from underrepresented communities are recruited and advanced is far more beneficial for an organization than recruiting or advancing any one individual. Diversity, equity, and inclusion (DEI) attempts to level the playing field to allow the best ideas to flourish, connect talented individuals from underrepresented backgrounds with opportunities that those in the majority often have unfair access to, and empower the best organizations to thrive. Done right, creating diverse, equitable, inclusive organizations yield greater profitability, innovation, and smarter teams.

When employees who are different from their colleagues are allowed to flourish, the company benefits from their ideas, skills and engagement. The retention rate of those workers also rises. Here are five practical strategies for creating an inclusive environment.

  1. Educate your leaders. Your organization’s executives and managers will be instrumental to your DEI efforts. Leaders — especially middle managers — must be held accountable for results. Leaders should be expected to demonstrate a commitment to inclusivity and, more importantly, to be responsible for the environment in their respective departments. Ongoing feedback from their own managers will help to hold them accountable, as does tying the goal to their performance evaluations.
  2. Form an inclusion council. Consider forming a council comprised of a dedicated group of eight to 12 influential leaders who are one or two levels below the CEO. Carefully select them for their passion and commitment to inclusion. They need to be “a channel for communication” between the rank and file and the C-suite, and that includes advocating for inclusiveness in discussions with top executives when necessary. Ideally, councils should be involved in goal-setting around hiring, retaining and advancing a diverse workforce and in addressing any employee engagement problems among underrepresented employee groups.
  3. Celebrate employee differences. One of the most important ways to show employees that you respect their backgrounds and traditions is to invite them to share those in the workplace. It’s well-known that diversity in teams leads to better decision-making, greater innovation and, ultimately, higher returns. Inclusion is what connects people to the business, and we believe it’s one of the core reasons that diverse employees stay with organizations that recognize and celebrate diversity.
  4. Listen to employees. Conduct a comprehensive assessment of your organization’s demographics and people processes to develop specific strategies to promote inclusiveness. Think about the culture you want and how you can create one that is authentic to your brand while meeting the needs of your employees.
  5. Communicate goals and measure progress. Establish and clearly communicate specific, measurable and time-bound goals as you would with any other strategic aim. Every company should first benchmark their culture before they begin investing in it. Here are some actions to follow:

    Conduct a full audit of your people processes — from recruiting and hiring to developing and retaining employees. Couple the data with engagement and other workforce survey data to gain a full measure of your climate.
  • Identify any shortcomings and measurable discrepancies around inclusiveness in your organization.
  • Instill rigor into inclusion strategies with data-driven plans, and measure the results.
  • Establish a clear business case for how the company will benefit by having a more inclusive culture by asking:
  1. What are our inclusion goals?
  2. What are the reasons for those goals?
  3. How do we quantify inclusion?
  4. How will inclusion impact our mission, brand or bottom line?

When you can answer these questions, you’re speaking the language of your stakeholders, legitimizing the business of inclusion and making inclusion a ‘verb’ versus an ideal.

Instead of trying to change some people to fit the organization, we must focus on transforming our organizations to fit all people. To get workplace diversity and inclusion right, you need to build a culture where everyone feels valued and heard.

To hear the full interview with Jeremy York of Synergy, click below.