Posted in Uncategorized

July 8, 2020

The 4 Secrets: The Hidden Factor of Nonprofit Boards & Racial Equity Change

Photo by Andrea Piacquadio from Pexels

I’ll tell you a secret. Most staff embarking on a journey for racial equity change in their organization don’t see board members carrying their weight. I hope to be provocative by offering a few secrets often unshared with boards about their lack of deep participation in equity change efforts. It’s time to have a real discussion about board and staff engagement when it comes to equity change so that the whole organization can collaborate to seed and root transformative change.

Secret #1: Boards still view their roles as promoting diversity in the workplace which is no longer enough to move an organization along a path toward implementing racial equity and justice

Diversity was the early way to approach change in organizations. The focus was on getting more of this or that group represented on the board and staff, but these efforts lacked a power analysis. Bringing people of color onto the board is very different than ensuring they have positions of power and real authority on the board, or accepting their challenges to unhealthy parts of the board culture or the organization’s way of operating. Boards have also proudly hired people of color or young executive directors and CEOs and then expect them to magically turn around underperforming organizations with little resources and support, or unawarely blocked them from creating truly transformational equity change. Examining issues of power in leadership is an equity and justice pursuit, not a diversity exercise. 

Secret #2: Most staff who are deeply engaged in diversity, inclusion, and racial equity efforts believe that their boards are  lagging way behind them on the path to change

Staff committed to racial equity often participate in rigorous and deep training, learning sessions, affinity spaces, and working groups to consider how to challenge the organization’s status quo which likely upholds white dominant culture,  practices of racial inequity, and over-centralization of power. They may be attempting to practice new ways of building relationships, making decisions, or handling major racial tensions on interpersonal and institutional levels. In many cases, the board has not had the benefit of these awareness and skill-building moments that could strengthen their capacity to address power dynamics on their board or between staff and board on core organizational questions around racial equity. 

Secret #3: Staff see many board members as out of touch or – even worse – contributing to oppression in their organization. 

Many boards are recruited for their potential to fundraise or simply to have famous names associated with the organization, rather than to create a balance of people who can bring many types of resources to the organization such as lived-experience and knowledge of a community. Wealthy board members who have not explored the cultural roots of wealth and classism may expect formal decorum in board meetings or social gatherings that is counter-cultural and oppressive to staff. They may believe that they are helping the organization by firing questions at the staff when in reality the way they ask those questions puts staff on the defensive, creating a culture of fear that puts creativity to death. White board members that don’t champion racial equity in a board meeting or fail to interrupt other white members from engaging in paternalizing or direct racist behaviors are seen as supporting racism for failing to act. 

Secret #4: Because staff (and especially the executive director/CEO) think board members want them to be “perfect” and share only their accomplishments, staff are reluctant to openly share their struggles and tensions around racial equity

Staff are wary to share real-time equity tensions in their workplace or programmatic struggles. Simply put, there is not enough candor between staff and boards. Board culture often rewards product over relationship; perfectionism, numbers, and plans over impact and learning from mistakes. Additionally, the executive director is evaluated by the board and the main way for board members to gauge the leader’s effectiveness is the director’s ability to paint a rosy picture of the organization in board meetings. Moreover, board members rarely raise challenging equity issues as a part of board discussions, either to reflect on their own mistakes and challenges, or those of the organization as a whole. They leave that burden to staff.

So what can be done?

  • Board and staff need to build trusting relationships where relationships are valued and challenge and mistakes are welcome for learning and growth around racial equity.
  • Board members should build trust with staff by showing their own vulnerabilities, giving the staff runway to move their ideas, and avoiding savior thinking that assumes board members have all the answers, or that one executive director who is a person of color will save the day.
  • Board members that join any board in this day and age must be willing to jump into a journey to examine how their experiences with race, class, gender, sexual orientation, and generation impact how they see the world and operate in it. They must be willing to face hard truths about their privilege and, without placing the burden on others, champion change and use their privilege (access, resources, knowledge) strategically to shift opportunities to others. 
  • Board members who come from a position of privilege in any category should embrace new ideas and ways of doing things from leaders that are very different from them or leaders that hold a more bold view of racial justice. 
  • Boards and staff should work together to ensure that board members sit on diversity/equity/inclusion or racial equity teams with staff to experience, learn, and champion the work for change. And this should involve not just one board member, but a few. 
  • Boards and staff should come together in joint training and learning sessions for the board and staff to explore issues of racial equity. These sessions should include reflection on how issues of racial equity impacts the mission of the organization as well as how it impacts the organization’s internal culture and operations. Better yet, have the organization go through a comprehensive equity change process that embeds equity in everything the organization does.

What else do you think could shift change so that boards can fully and genuinely support and champion racial equity efforts? We want to hear from you. Please start a conversation with us by commenting below. 

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June 26, 2020

From Trauma to Transformative Futures: Four Dimensions

As you review the framework, would you share your responses to the questions below in the comments?

  • What does it bring up for you?
  • Where do you find yourself focusing your thinking and efforts?
  • What might you want to explore, start, continue or further develop, or stop doing in any of the stages?How does the framework help you prioritize and perhaps find empowering areas for action and partnership?


As you navigate the complex times of COVID-19 and racial uprising, consider what it would take to transition through these four dimensions, what needs to be in place, what is already in place, and what we need to reimagine and rebuild.


1 – In the Trauma Dimension: How are we responding to the impact of trauma from COVID, racism, and other shocks?

Racial Equity & Justice:

  • Are we removing racialized barriers to emergency resources? 
  • Are we using a racial equity impact analysis tool to understand and evaluate our response? Even when we feel rushed?
  • Are we recognizing deep racial harm in our organization and networks?

Collaboration:

  • Are we pausing and engaging in quick and meaningful stakeholder engagement to guide our responses and ensure less harm?
  • Are we attending to both relationships and results as we carry out our work?

Love:

  • Are we acting and responding with humility, empathy, and transparency?
  • Are we practicing presence and accountability?

Networks:

  • Are we tapping into diverse networks to gather information and foster flows to address critical needs?

2 – In the Reckoning Dimension: How are we grappling with deep distress and the reality of shifting resources? How are we embracing racial uprisings for change? How are we embracing uncertainty?

Racial Equity & Justice:

  • Are we acknowledging inequities revealed by crisis?  
  • Are we acting to undo the racialized impacts of our actions?
  • How are we recognizing the leadership of Black people and what are the lessons for our organizations?
  • Are we remembering and communicating that equity is not the same as equality
  • Are we designing from and with the margins to approach every problem and solution?

Collaboration:

  • Are we engaged in transparent and collaborative decision-making?
  • Are we facilitating conversations and activities to face the pain and opportunity of this crisis, our potential power together to make change, while also planning for next steps?

Love:

  • Are we embracing where people are? Their feelings, conditions, perspectives?
  • Are we modeling vulnerability as a sign of strength?
  • Are we exploring the reality through the lens of love and possibility?

Networks:

  • Are we setting strategic direction with critical partners? 
  • Are we listening for and following the ideas of BIPOC communities (Black, Indigenous, people of color)?

3 – In the Healing Dimension: How are we creating the conditions for healing and well-being?

Racial Equity & Justice:

  • Are we supporting BIPOC people and communities to move through trauma, grief and anger toward joy?
  • Are white people leaning into discomfort, trauma and pain, and working that through with other white allies?

Collaboration:

  • Are we generating and living into community care guidelines to support self-care and collective well-being?
  • Are we designing and facilitating in ways that allow people to process holistically – intellectually, physically, emotionally, and spiritually?

Love:

  • Are we convening grounding conversations that allow for brave space, emotions, and truth sharing?
  • Are we offering resources for healing modalities?
  • Are we acknowledging all paths to healing?
  • Are we meeting pain with action and redistributing power and resources?

Networks:

  • Are we deepening networks and attending to flows of resources that create healing and well-being for people?
  • Are we setting up more distributive structures focusing on regenerative flows of resources of many kinds?

4 – In the Transformative Futures Dimension: How are we envisioning and living into equitable and resilient futures?

Racial Equity & Justice:

  • Are we pivoting from supremacist and extractive practices to what is liberating and life-honoring?

Collaboration:

  • Are we facilitating leaders to envision and invest in equitable and resilient futures?

Love:

  • Are we encouraging building futures from the lessons of love, possibility, and shared humanity?

Networks:

  • Are we fostering a new level of learning, sustainability, innovation and radical collaboration with people and our planet?
  • Are we focusing on systems change and building long-term movement?

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June 11, 2020

Creating the Next 100 Years

As the world reels from racism and re-openings from COVID-19, we have a small window of time in which we can decide never again to return to the “old normal” of racism in every facet of our life, or to the exhaustion from an overproducing system. Let’s walk into the next one hundred years together in the spirit of new creation and new norms. May this poem that I wrote be a source of vision and inspiration.

Sun rays coming through trees, Pikrepo

Let not the slow creep of the old return
Like childish feet come slipping through your doorways

Look in the direction of the sun
Remember the lessons of staying in place

Wading into presence
Tending to family
Resting your breath
Facing scars
Embracing insecurities
Abandoning perfection
Slowing your heart to hear cries of “I Can’t Breathe”

For the futures of humankind
Erase the “old normal”
Walk toward the light
Grieve the long path of injustice you were in
And stand upright
To meet your new life
The new society we are creating

There can be no turning back
You can look over your shoulder and peek once in awhile
But there is no freedom behind you
Greed, exhaustion, and oppression live there

You said you wanted change in your lifetime?

Keep walking forward
Keep pausing to hear your heartbeat
To hear the people in the streets
And create the next 100 years

And you will not return
Because we will rise forward with the force of 100,000 horses galloping
Tens of thousands of drums pounding
And a Planet alive with millions dancing
Plants growing
Animals running
Seas churning
Temperatures readjusting
Life spilling over into our lineage of children

With Earth healing
Earth reclaimed

We did it.

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June 5, 2020

A Poem for the People of the Planet

Image by Sergio HT from Pixabay

Planet family,

We’re rising up
to end anti-Blackness
around the world.

George Floyd died under knee in Minneapolis
But Black bodies and minds are under destruction in all lands.

Enslavement was a world-wide global attempt
Its end presupposes that our planet undoes itself, and heals itself
through transformation of hearts, minds, and structures.

White people of this planet, can you…

love Black people with abandon and without expectation that they will dismantle this racism?

decolonize and clean your hearts of Black hatred, disgust, dismissal, and disrespect?

never take a hand, arm, leg, knee, bullet to Black bodies and souls?

speak Black names and languages, and love Black children?

destroy your unconscious value of Black people remaining small, restrained, and tethered to white supremacy?

forever replace structures and practices premised on white ways?

follow and hire Black leaders to change your world and that of your entire organization…
…or will you act to make them produce, clean up your mistakes, and sacrifice their vision for your small version of social justice?

understand that one training will not be enough…
…and that instead it’s a tidal wave shift in hearts, minds, behaviors, practices, policies, and systems over sustained time that is needed, and is completely within your capacity and control.

take accountability and ignite and invite action…
…knowing that your grief and anger are welcome, and if you’re afraid to set a path forward to emerge, you’re complicit in allowing racism to continue.

extract racism in all corners to revolutionize the planet to be free of anti-Blackness?

And as Black people can we discover and rediscover our joy, beauty, refreshment, and spirituality to heal?

At IISC, we are asking ourselves, what more or different could we be doing to support the deep, transformative change necessary for Black people to know better and beautiful lives? 

And to our world we ask, what’s enough? Could this be the tipping point that finally brings liberation for Black people and collective healing for us all? And if not, how can we be of service to prevent ongoing tragedy? Please use the comment field below to share your commitments and, in so doing, inspire yourself and inspire others.


Thank you to the Black women and men of IISC that bring change to our clients. As a Black Biracial woman and leader of IISC, you bring me joy and purpose. Thank you for working for our people every day. Be well, be safe, and be bold.

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May 13, 2020

From Emergency Response to Resilient Futures: Moving Towards Transformation

Note: This blog was authored as a framework to assist leaders moving people and organizations through COVID-19. Shortly after it was written, the racial uprisings of 2020 began after the many deaths of Black people in the United States. We have since updated this framework to bridge the approaches we believe are necessary for navigating both COVID-19 and racial injustice. Please view this blog and new resource.

As we find ourselves rowing in uncharted, uncertain, and scary waters, feeling like we’re up against waves of deep tension and crisis, we know that we need to row together in new and deeply collaborative ways. Yet under current conditions, many leaders are overwhelmed with concern about their own organizations; their staff, volunteers, Board, constituencies, and networks. We are all problem solving minute-to-minute and facing many critical decisions – decisions which could determine if people have a source of income, if they will receive essential services, and, indeed, even if they will remain healthy and alive.

We need to support leaders at all levels – individually, organizationally, and at the level of the ecosystem of networks around them – to work strategically and collaboratively in this critical moment. We are using IISC’s Collaborative Change Lens, to harness the power of collaboration by focusing on love, racial equity, and networks. We are supporting leaders online, and will eventually support them in-person (yes, that day will come), to plan and move through the stages of transformation offered in this framework during the pandemic and beyond.

Organizations, communities, networks, and even individuals may experience these stages in linear ways. Or, they may dip in and out of the stages at different times as they move through challenges and opportunities. We are supporting them to shift from emergency responses to creating conditions for resilient futures that create regenerative and equitable systems that are sustainable for the longer-term. This includes helping individuals and groups “do what they do best and connect to the rest,” and to act in networked ways to strengthen response and movement.

As you review the framework, would you share your responses to the questions below in the comments?

  • What does it bring up for you?
  • Where do you find yourself focusing your thinking and efforts?
  • What might you want to explore, start, continue or further develop, or stop doing in any of the stages?How does the framework help you prioritize and perhaps find empowering areas for action and partnership?

Facilitate rapid problem-solving and decision-making in the face of immediate needs, heightened risk, chaos, and/or uncertainty.

_____

Collaboration Priorities:

  • Focus on relationships and results for rapid decision-making and crisis management
  • Engage in quick and meaningful stakeholder engagement of those impacted by critical and consequential decisions to generate effective responses.
  • Ground all decisions in what is best for our shared humanity and fate.

Love:

  • Act and respond with love, humility, empathy, and transparency.
  • Let those in critical need know they are not alone.
  • Show up with and model presence and focus.

Racial Equity:

  • Avoid “savior syndrome” and respect the dignity and voice of those most in need in the moment.
  • Recommit to racial equity practices and approaches from the organization’s past that can build resiliency.
  • Anticipate and remove racialized barriers to accessing emergency resources and uniquely tailor responses to account for historic inequities to eliminate disparities in the emergency response.

Networks:

  • Foster connectivity and flows between leaders in various sectors and ecosystems to gather and share information, understand the current reality, and respond to complex problems.
  • Tap into diverse networks to address critical needs and discover new possibilities.
  • Eliminate bottlenecks and liberate the flow of critical resources.

Grapple with the reality of fewer resources and more distress within the organization/community.

_____

Collaboration Priorities:

Love:

  • Shape conversations, cultures, and approaches to exploring the current reality through the lens of love and possibility.
  • Embrace the full complexity of where people are and how they are experiencing current reality.
  • Model vulnerability as strength.
  • Encourage people to reach for connection to experience belonging and avoid isolation.

Racial Equity:

  • Acknowledge and address the reality of stark racial disparities in our social systems that the emergency reveals. Remember and communicate that equity is not the same as equality.
  • Collect and examine data on who has been impacted by your and others’ decisions and how; determine new paths and approaches to root out inequities.
  • Design from and with the margins to approach every problem and solution that can move you toward stability.

Networks:

  • Foster deeper trust and network connections by continuing to exchange ideas and resources.
  • Build a gift culture where people offer what they can for the good of the whole.
  • Set strategic direction with critical stakeholders and partners. Join forces, align, or merge.

Create the conditions for healing and well-being for people in groups, networks, and sectors in which we live and work.

_____

Collaboration Priorities:

  • Model communication and consistent practices of support, cooperation, and coordination.
  • Generate and live into community care and mutual aid guidelines to support healing, refreshment, self-care, and improved physical and emotional well-being of oneself and others.

Love:

  • Convene healing conversations that allow for brave space, nourishment, emotions, truth, and care.
  • Leave channels of communication open for how people are feeling and experiencing things.
  • Remind everyone that individuals will be in different places at different times, and that is okay.

Racial Equity:

  • Make space for people with shared racial identities or a shared purpose to come together to move through and release trauma collectively, and to experience liberation.
  • Design and facilitate in ways that allow people to process holistically – intellectually, physically, emotionally, spiritually.

Networks:

  • Generate new connections or deepen older ones to refresh and heal on individual, interpersonal, organizational, and network levels.
  • Attend to flows of resources that create healing and well-being for people.

Envision, live into, and develop capacities for new and better futures

_____

Collaboration Priorities:

  • Facilitate leaders, organizations, and networks to envision and generate elements of a new future that is different from what was imagined before the emergency.
  • Create emergent learning spaces for people to share what they are experimenting with and learning.

Love:

  • Imagine a future from the lessons and examples of love, possibility, mutual aid, and collective care.
  • Build systems, processes, and practices that begin to manifest the future that you envision.

Racial Equity:

  • Design your vision and future practices by grounding them in the value of transformative equitable well-being and thriving.
  • Pivot from supremacist, extractive practices to what is fundamentally liberatory and life-honoring.
  • Design around the principle of belonging (not othering).

Networks:

  • Foster a new level of equity, sustainability, and radical collaboration with people and our planet.
  • Work in expansive, equitable, free-flowing, and liberated networks for abundance and regeneration.
  • Encourage social learning, experimentation, freedom to fail, and sharing what works and has promise.

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May 13, 2020

IISC is sharing reflections…

In these unsettled and challenging times, many of us at IISC are finding ourselves inspired to actively share our reflections. We welcome your comments and reactions. And we wish you all so much love and good health. Together, we will make it through to the other side.

Bringing a Network Theory Perspective to These Times – Part One by Curtis Ogden… and Part Two

We have to work on-line: “Don’t they get it?!” by Matt Thompson

Living (and Working Virtually) in Uncertainty by Cynthia Silva Parker

Shared Leadership: We are all Guardians by Kelly Bates

The Pandemic’s Silver Lining by Miriam Messinger

Pandemic: A Poem for these Times by Lynn Unger

A Framework for this Time: Collaborative Change Lens by Kelly Bates

Living and Working Virtually in Uncertainty: Balancing the Dimensions of Success by Cynthia Silva Parker

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March 27, 2020

We have to work on line: “Don’t they get it?!”

Much of what I do as a mediator, consultant, trainer, and facilitator involves conflict resolution, leadership training, and organizational development.  At the core of my work lies addressing the issues of racial justice, white supremacy in the context of diversity, equity, and inclusion (DEI) initiatives.  A number of employers – both for profit and non-profit as well as and educational institutions – have begun this work in earnest. They are taking steps to face the presence and impact of these issues on their staff, faculty, students, client base, and their surrounding communities.

I am pleased to be supporting a number of organizations that are taking this racial justice and equity work very much to heart.  The hard work and painstaking efforts can be gratifying when we see changes on the other side of it all.  Finding answers to the questions: “Where are we now? Where do we want to be? How do we get there?” is a journey as individualized as each organization involved. More and more groups are diving in with courage and, in some cases, with trepidation as they acknowledge the need for and benefit of doing this work. 

Now, with the COVID-19 pandemic upon us, through municipal and state mandates and, in many cases, self-imposed efforts, organizations have wisely begun to move their core work on-line as much as possible.  This has required herculean efforts since so much community work, education, and even business initiatives, are best accomplished face-to-face. Most employers, large and small, are making every effort to sustain their employees through this crisis. Even our federal government is making some efforts. (Although, I have little faith in this administration; two trillion dollars is still going to wind up in the hands of the corporations and very rich people in this country.) 

Many employers who have seen the need and started racial justice and diversity, equity, and inclusion initiatives, have decided to put these activities “on hold” until they figure out just how to sustain their core output efforts on-line during this sensitive time.  All have the sincere intent of restarting these racial justice and DEI initiatives once “things are getting back to normal.” On the surface this seems like a prudent, cautious approach.  First, make sure you can deliver what is at the core of your mission; then, you attend to the little things that have been getting in the way.

While this cautious approach seems reasonable, there are aspects of it that leaders of these impacted organizations need to keep in mind. And it is to you that I speak directly now.

First, the efforts you have made to address issues of inequity and social justice were made for a reason.  Now that you are taking action to change and correct the environment and functionality of your organization and its leaders and maximize the contributions of your employees, students, or colleagues, you are expected to sustain the positive changes and continue to grow them, even in tough times.  And none of your people want to see your efforts stall.

Second, maintaining emphasis on your core mission is important and your efforts to address inequities are for valid reasons. If everything is “put on hold” during this critical time, the cultural issues, leadership practices, and personal biases that created the need for racial justice work in the first place will still be in place. Our emotional traps, as described by Jennifer Goldman-Wetzler, tend to kick in. Our knee-jerk responses are those immediate responses we know happen and we don’t mind doing them.  We often find these responses to be “just who we are” or how we respond. We often see no reason to change our behavior or apologize for its impact. Then, we sometimes have the emotion of the “lurking response” or the things we really try hard to suppress because they raise feelings or actions we are not proud of. Finally, there are those responses we don’t even notice or know are present. These are often rooted in our unconscious biases. These are the values and behaviors we have learned through our cultural upbringing or through our social conditioning. They are often some of the things addressed in the racial and social justice work embedded in these DEI initiatives.

While the occasional on-line meeting is nothing new to most people, full-time leadership practices via Zoom, Skype, or any of the other video apps are a relatively new practice and require skill development for most of us. In trying times like these, we often “go with what we know” since we think that’s what got us here to our successful space in the first place. As a result, we do what we’ve always done and multiply our efforts since we are no longer able to be physically present. This means we also multiply the impact of our unrecognized or unacknowledged behaviors. 

During a time when corrective initiatives are “on hold” there is a real chance that our behaviors can have an even more detrimental impact and, instead of just holding ground until the corrective initiatives are begun again, we can lose ground to the multiplied behaviors.  So, what can we do in the meantime?

Do……something……different!   

  • First, be quick with the praise. Seek a reason to offer genuine praise to each individual and to each work group. 
  • Second, breathe before you speak. A self-pause and analysis may help you see where you may be making a wrong move.
  • Third, check for understanding, THEN check for agreement. (You can do this one even in person). Once clarity and buy-in have been established an initiative can be successfully executed.
  • Fourth, work actively with your DEI core team, affinity groups, and/or task force to make sure the initiatives are translated into the on-line community. 
  • Finally, say “Thank you.” People like that!

I believe that if you do all these things, you can have a smooth transition to the on-line work world with a unified, happy workforce that feels valued and seen and recognizes your enduring commitment and continued efforts to establish equity and justice.

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March 24, 2020

Living and Working Virtually in Uncertainty: Balancing the Dimensions of Success

Facilitative Leaders balance three essential dimensions of success: results, process, and relationship. That means not just paying attention to getting the job done successfully, but paying attention to the relationships among people along the way, and to the processes and use of resources to get it done. Most leaders tend to emphasize one of these dimensions more than the others. That it makes it important to create teams with people who are inclined to focus on different dimensions. That way the effort is more likely to experience three-dimensional success.

Dimensions of Success

© Interaction Institute for Social Change

Typically, when in doubt or under stress, I default to process. I’m asking questions like: Are we including all the right people? Do we have the resources we need in place? Can we get it done on the timeline we envision? Sometimes, like recently at IISC, I’ve been defaulting to results. On a recent Monday, we began thinking through how to create some short webinars focused on bringing love, equity, and network practices to virtual meetings. The question was how to offer something that was uniquely IISC, that could be useful in this time of uncertainty and virtual working, and that wouldn’t require more than we had to invest in the effort.

I was focused on the results. We have a lot of content and enough know-how to create something that could be really useful that could be complementary to the resources we’ve seen others share recently. As for process, I thought we could put together a viable product with minimal effort, and I wanted to engage the relevant stakeholders within IISC early. As expected, bringing in a broader set of players kept making the ideas better. As for relationship, I was focused on doing this in ways that honored our different kinds of expertise. I was hoping this would also build our team spirit through an “all hands on deck” experience that didn’t create much stress.

But I was wrong … As the week progressed, it seemed that around every corner there was a new technical impediment that made the effort seem less and less simple. And, team members were feeling more and more burdened by this new effort on top of various personal and workplace challenges. So, in order not to get way out of balance in our efforts to help others get in balance, we are rethinking the project. In the meanwhile, here are a few ideas about how you can attend to results, process, and relationship as you design and facilitate your virtual meetings.

Results

  • Establish clear desired outcomes. What are we trying to accomplish in this meeting?
  • Make sure the outcomes are can be accomplished in the time allotted. If your team is new to virtual meetings, you may need to make the outcomes even more bite-sized than usual.
  • Make sure the outcomes are relevant and meaningful to the participants, particularly in light of everything else they have on their minds.

Process

  • Remember your best in-the-room meeting processes
    • Make sure you have a clear agenda. Ask for input and feedback on the agenda before the meeting.
    • Assign or ask for volunteers to facilitate, keep time, and take notes.
  • Especially for virtual meetings
    • Assign virtual meeting roles (e.g., people to check the chat, help with technical problems, check the energy in the virtual room, etc.).
    • Create multiple opportunities for engagement within each agenda item (e.g., spoken comments, chat, white board, writing in a shared document).
    • Use visuals (e.g., slides, shared documents).
    • Call on people, mix up the speaking order with each conversation.
    • Ask a question and have each person “toss” to another person until everyone has answered.
    • If you don’t have access to video conferencing, use real-time shared documents (like Google Docs) to create notes that everyone can see and contribute to while the call is in progress.
    • Keep audio-only participants in the loop, by updating them on anything you’re sharing visually and remembering to invite them into the conversation.

Relationships

  • Begin and end with time to connect personally, through full-group check-ins and check outs.
  • Use breakout rooms to increase opportunities to connect.
  • If you (or some of your participants) don’t have access to video conferencing, create a visual team roster in your shared document so everyone can see a photo of everyone on the call.
  • While it may not always be appropriate to have other household members “pop in” to your meetings, we make a point of acknowledging and welcoming children, partners, other household members, and pets when they pop into the room. Especially in these times, far from being unwelcomed distractions, we view these moments as precious opportunities to really see our colleagues.

All the best as you balance the dimensions of success in these trying times. And stay tuned. More resources are coming – whether they are webinars or something else remains to be seen.  🙂

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March 16, 2020

Shared Leadership: We are all Guardians

Photo by Nick Fewings on Unsplash

Leadership is intrinsic in every role in an organization and now with a public health crisis on our hands we understand this even more clearly. With shared leadership, each role is viewed as an important connector to all other roles, and all roles weave together to accomplish more in dedicated collaboration. Roles are additive, with all roles functioning as essential parts of the greater whole of an organization. 

As IISC we talk about the importance of facilitative leaders as leaders that have both the mindset and heartset to inspire these roles to work together through a common vision and shared power. A facilitative leader sees their organization as a network, with distributed leadership and decentralized roles so more can be done with greater autonomy and impact. 

In the backdrop of our national state of emergency, we have so many social problems to solve, and they are much more complex. We need collaborative practices of shared leadership to handle the sheer volume of extraordinary challenges and the many decision-points that are coming our way. 

We need to liberate systems to solve problems through shared leadership.

How can we practice shared leadership on a day-to-day basis? Consider these core principles:

EQUITY & SHARED POWER

  • Foster equitable leadership and radical power-sharing by ensuring that people historically blocked from or denied power (people of color and younger staff, for example) in the organization are meaningfully leading work (and you), without mistrust and paternalism, and with resources and authority.
  • Operate in ways that foster “power with” instead of “power over”. If you are a central leader in the organization, operate with others in a cycle of mutual respect, learning, and action, knowing that your role is just one in the whole system. To the degree that you are holding leadership back, blocking innovation, or asserting unnecessary authority, release control and shift decisions to others. 

ROLE RECIPROCITY & DECENTRALIZATION

  • Understand that each role in an organization or system is of equal value and is contributing to the whole of the organization. Recognize the value of each role and the person in it, and how they help the work and culture to flow.
  • Distribute roles and decentralize decisions and actions as much as possible. Help people share the burden and the success. 
  • Create and dissolve teams of work as needed rather than relying on static committees or departments to foster innovation and bring in new voices. When work is complete or things shift, close down the team and rebirth a new one.

DECISION-MAKING AND STAKEHOLDER ENGAGEMENT

  • Consider the different ways to make decisions. We no longer have only two choices for making decisions: doing so alone or delegating it to others. At IISC, we offer a framework (see below) for understanding the levels and approaches to decision-making with a range of choices to arrive at decisions based on the unique context in which each decision needs to be made.
  • Engage stakeholders in the decisions that most impact them. Test new ideas and potential decisions with great consequences with your stakeholders and, better yet, ask them to come up with the ideas in the first place. If the decisions are not working, undo them, and get input to come up with new solutions. 

In the end, we have more vibrant, productive, and resilient organizations when we share leadership at every level. There may be one person who has ultimate responsibility for the organization, but they are not the sole guardians of the organization. That is the job of everyone in the organization – in their respective roles – pulling together, working for the mission, protecting its fundamental beliefs, and making sure that it ultimately flourishes, even in times of crisis. In this period of uncertainty, we may not have a choice other than to try shared leadership. It may be the very strategy that sees us through.

© 2013 Interaction Institute for Social Change. All rights reserved.

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March 16, 2020

A Framework for this Time: Collaborative Change Lens

At IISC, we are guided by a Collaborative Change Lens of Love, Equity, & Networks. During these unsettling and challenging times, what are you thinking about how we can live into love, equity, and networks? Please share what you’re doing and learning in the conversation that is unfolding below.

Love.  

It’s deeply important right now to be gentle on each other and show compassion in your actions and policies. Ask people when you talk to them how they are doing, look them in the eye, and smile into their humanness. Be kind and patient with your co-workers, your boss, your partner, children, mothers and fathers, and customer service representatives. Be good to the people you live with, including your roommates and family members. You will be stressed. You will want to fight each other. Give grace and learn to work through conflicts. Breathe and love.

Equity.

Be creative and resourceful and, above all, share resources. Remember that some people, families, and organizations already have less access to resources such as money and food. Listen to the ideas coming from people who need resources. They know what they need and can teach us best.  Design strategies to ensure your actions, policies, and protocols design for the margins, are non-discriminatory, and have no undesirable impacts on specific groups. Equality assumes that everyone needs the same thing right now. People don’t necessarily need the same things; some may need different things, and some may need more of some things than others. 

Networks.

Now is the time to create a resilient network in your community. Create channels of communication and share resources, whether that’s food, community gardens, or technology. Networks are also helpful with finding those trusted sources that can give you good reliable information amidst all the noise and confusion. In the case of organizations and social justice organizations, now is the time to create resilient networks of your stakeholders and partners so that you can easily collaborate for change.

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March 16, 2020

The Pandemic’s Silver Lining

Constitutionally,  I tend toward remaining calm and seeing possibilities. This might not be true for everyone. I do know, however, that there is clear evidence that what we talk about influences our moods.

With that in mind, I am sharing a list of things I have seen amplified in the last week – things  that contribute to social health and well-being and long-term survival, even as we adjust to a world that feels topsy turvy.

Intersectionality

Some people are taking this moment to recognize that the Coronavirus, like all things, affects us differentially. There is some attention to the fact that those who are already burdened because of chronic health issues, or because fewer resources are invested in their communities, or those who experience racism day in/day out, are experiencing this moment on top of these existing inequities. And it is important to see the resources and resilience that these highly impacted communities do have! 

Lived expertise

We are reminded that, in fact, there are people who have lived through similar times of epidemics and uncertainty and lack of attention. How can we turn toward those who lived through and created through the start of HIV/AIDS? What can we learn from disability rights activists and people living with chronic illness? How can we use this moment to honor the wisdom of those who have related life experience….and pay them for their knowledge?

Slowing

Many of us experienced an extra busy week—our regular work and then we’re being called to use our personal or work leadership to think well about others, to plan for drastically different economic models, and to attend to family and colleagues. Amidst that, I also experienced a sense of radical slowing as I realized that my current pace of life is changing. I had a long business trip planned for March that would have allowed for slowing and I know I was craving that. I am going to ask myself how I can get that need met while staying put. This weekend, I let myself wake when I needed to wake rather than setting an alarm, and I then  settled into each day at a slower pace.

Interconnectedness

There are people who are able and willing to lead with generosity. I spoke with a stranger yesterday who said she had purchased two rolls of paper towels so that she might share one with someone who needs one, even though she had been laid off recently. I’ve asked a family member if he would be willing to help parents working at home with baby sitting if doing so can be done safely for all.

What are the ways that we can continue to connect even if we are not in proximity? What are the ways that we can look at those maps of disease spread and vectors and use it not to become fearful but to see how we are connected globally?

Within a work sphere, we are connecting with others in similar work to share best thinking and talk about everything from joint responses to pooled resources. We are looking at networks that we support and seeing how they are activating for mutual support and for the sharing of ideas. We are asking how we can support one another as colleagues in an increasingly virtual workplace. More on this as it emerges.

Care for our planet

Is there a way to live through this public health moment and not be more aware that our planet needs our attention and love? We should all know about the climate crisis and that shifts in behavior on a massive and structural scale are needed to heal. And, I believe that this global pandemic is a concrete example of what climate crisis in an interconnected world looks like.

Humor

Laughter is curative! I have been relaxed and relieved this week with humor, from hilarious memes about bras as masks and lesbians with lanyards solving the world’s crisis to silly jokes about farting in public as a way to mask a cough. And laughter on the phone with friends and colleagues about the absurdity of the moment. It is helpful that I live with a very funny human being (thank you,son!). 

Not knowing

There is a lot we do know and yet COVID-19 is surely a reminder that so much is emergent and not known. We are reminded that knowing can only happen collectively—from decisions about whether and when to close an office to determining how best to support an organization through challenging times and how best  to support hourly workers, many of whom have no access to benefits. We must think together, more than ever, during these challenging times. I’ve experienced the power of  this all week at work as we navigate in this moment, asking what individuals need, how we can support networks of leaders to think together, and – all along the way – as we remember to admit what we don’t know.

Creativity

Here at IISC we have been interacting virtually more and more over the last two years, facilitating meetings and connection through video applications. Colleagues are generating a lot of ideas and willingness to share knowledge with one another and more broadly with the world. Let’s be creative and equitable, thinking well about how to connect and how to support those most vulnerable in this moment.

And, given that words matter so much, I am adopting a rephrase that I heard this morning from my daughter: Let’s practice physical distancing. Socially, let’s work, think, laugh and slow down together, albeit remotely! Let’s be hyper-connected, spending time with one or two people in our households or our apartment buildings or neighborhoods, connecting by phone and text, with video when possible, and by taking walks and smiling at others along the way

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March 16, 2020

Pandemic: A Poem for These Times

By Liz Ungar, 3/11/2020

What if you thought of it
as the Jews consider the Sabbath—
the most sacred of times?
Cease from travel.
Cease from buying and selling.
Give up, just for now,
on trying to make the world
different than it is.
Sing. Pray. Touch only those
to whom you commit your life.
Center down.

And when your body has become still,
reach out with your heart.
Know that we are connected
in ways that are terrifying and beautiful.
(You could hardly deny it now.)
Know that our lives
are in one another’s hands.
(Surely, that has come clear.)
Do not reach out your hands.
Reach out your heart.
Reach out your words.
Reach out all the tendrils
of compassion that move, invisibly,
where we cannot touch.

Promise this world your love–
for better or for worse,
in sickness and in health,
so long as we all shall live.

Lynn Ungar is a minister for the Church of the Larger Fellowship, an online congregation for Unitarian Universalists and other religious liberals.

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