For the past month I’ve been checking in with a dozen or so networks that I support and participate in in various ways, looking at how best to navigate these times when in some cases it feels there may be a need to ratchet down or right size expectations. With so much in flux and uncertain, with many new challenges and barriers to how people may have operated in the past, when the impulse might be to pull back or bunker down, what can weavers/coordinators do, what are they doing, to keep their networks and net/collective work vital?
Below is a list of some ideas and practices that I am seeing, hearing, and trying myself, in the name of maintaining baseline connectivity, alignment and coordinated momentum. No one of them is necessarily the “right answer” in every situation, everything being context-dependent and also needing to suit the particular nature and situation of specific networks. And having shared some of these with others, I’ve heard these can be helpful for anyone now working virtually or in-person in times of greater stress. Curious to know what resonates, and what you would add!
Bring an open heart to network interactions. People are feeling a lot in these times. It can be important to allow for and acknowledge this.
Let people know you are thinking of and appreciate them. One of the practices out there that I’ve seen and am leaning into is people sending “love notes” to others in their networks.
Create more frequent, optional and informal opportunities for people to connect. I’ve been seeing and participating in “coffee chats” that happen weekly, bi-weekly and monthly for those who are interested to drop by (virtually), check-in and share gifts and needs. This includes setting up phone calls where people can walk and talk instead of being glued to a screen for videoconferencing.
Release your grip on certain standards of performance and accomplishment. This can often create more frustration and exhaustion. Model patience and grace with yourself and others.
Allow for, and maybe even celebrate, messiness, malfunctions, and “mistakes.” This is not just about cutting people slack and reducing stress, but also inviting ongoing experimentation, improvisation, creativity and playfulness.
Shore up the core of your network. With some coordinating teams working virtually for the first time or much more often, while juggling many other balls, it can be important to establish some basic expectations around communications and other working agreements. What minimally do people need from one another in order to function well in these times? What are they able to give?
Find time to disconnect and replenish. From Zoom overload to balancing needs of home and work simultaneously, it can be crucial to find time to disconnect from conversation and interaction.
Lean back into alignment. This can be a good time to put a network’s mission, vision and values back in front of its members, to remind people what holds them together and what might ground them more deeply amidst the tumult of the times. How can these values and larger goals provide ballast and guidance?
Create more slowness, stillness, spaciousness and even silence in your network interactions. Even when connected, we can practice different kinds of pacing and spacing that can help people to restore, maintain or increase their energy.
Stem degenerative flows. The 24 hour news cycles, social media wars, and spirals of outrage can conspire to overwhelm us and suck us dry, especially when there is an insidious fear of missing out. Other than simply disconnecting, we can ask what actually nourishes us in terms of connections and flows of information, interactions and other resources. Be mindful of what you consume, as well as what you send out and communicate with others.
Lead with joy and laughter. Because it feels good and can be so radical and welcomed in these times.
Really practice shared leadership. All the time, and especially now. Do what you do best and connect to the rest. Remember you are not indispensable and that networks benefit from redundancy of role and function. I was recently in a call with 8 other facilitators to develop both an agenda and executive memo for an important meeting, and while in the past I would have dreaded these kinds of endeavors, in this instance we really needed each other given the complexity of the situation and constrained capacity of each of us.
Keep an eye towards bridging. While comfort and care are important, watch the tendency to fall back into familiar patterns and relationships that can bolster bonding (birds of a feather flocking together) in your networks at the expense of bridging to those who are different in some way, shape or form, where those differences are vital to the health of the network and its work. On this front, see this resource, “On Bridging,” from the Othering and Belonging Institute.
Keep listening for and helping to meet needs, fill gaps, and leverage opportunities. What are the critical connections and flows that the network is asking for right now? Who can help to create and support these?
Ask yourself the following question and see where it takes you:
“What is something I/we can do today that our future network (and collective work) will be grateful for and benefit from?
A couple of months ago I was invited by Visible Network Labs to give a presentation to the Network Leadership Training Academy on regenerative networks. This was of course done virtually, and I was already wanting to not simply present or talk about the topic, but invite people into some kind of embodiment of it (given regeneration is about bringing life to life!). And so here is how I, along with a team of collaborators, invited people in …
We began with a truncated grounding practice that I received from The Weston Network/Respectful Confrontation community, which invites people to align their energetic center (gut), heart and mind, while cultivating deeper connection to self, surrounding and others. At its best, this practice boosts life force (chi) and gets energy and emotion flowing within and between people. Indications from the Zoom chat afterwards were that a number of people were indeed “rejuvenated” by the practice.
Then we showed a video for the song “The Play” by Minnesota-based singer songwriter Peter Mayer. The imagery is very evocative of the grandeur of life and the lyrics invite the listener/watcher to consider their role as both observer of and participant in this amazing show of creation and evolution. What do you feel moving for you as you take this in? See below:
Then we moved on to a group read (by the diverse, ad hoc and spontaneously named Regenerative Network Players) of a number of quotes that connect to these themes of networks, life, flow and evolution. People were then invited into trios to meet one another and share what caught their attention in one or more of these quotes and why. Inviting you to do the same:
“We are the living conduit to all life. When we contemplate the vastness of the interwoven network that we are tied to, our individual threads of life seem far less fragile.” – Sherri Mitchell (Weh’na Ha’mu’ Kwasset, “She Who Brings Light,” Penobscot lawyer and activist, author of Sacred Instructions)
“Life did not take over the planet by combat, but by networking.” – Lynn Margulis (evolutionary theorist, biologist, science author, educator, and science popularizer)
“You’ve got to keep asserting the complexity and the originality of life, and the multiplicity of it, and the facets of it. This is about being a complex human being in the world.” – Toni Morrison
“We must create civilization(s) for equitable human wellbeing within a healthy biosphere. Since our thinking produced self-inflicted existential threats, the main challenge is to find a practical way to reconcile our thinking with the logic of life.” – all-women Emerging New Civilization(s) panel. United Nations
“The basic pattern of organization of a living system is the network. Ecosystems are understood in terms of food webs, i.e. networks of organisms; organisms are networks of cells, and cells are networks of molecules. More precisely, a living system is a self-generating network within a boundary of its own making. Each component of the network helps to transform and replace other components, and thus the entire network continually creates, or recreates, itself.” – Fritjof Capra (scientist, educator, activist)
“Ultimately there is no independent heroic ego, only the collective work of sustaining and evolving life by reshaping the relationships between the community and its larger context.” – Carol Sanford (thought leader, regenerative “resource,” author)
“As we learn to become better observers of our aliveness, we can more fully participate in our evolution as human beings and generate sustainable action or change that is aligned with what we care about.” – Eunice Aquilina (somatic and leadership coach, author)
“Seeing energy flows so that we can engage with them in positive ways is not some mystical, esoteric art, but the role of engaged human beings.” – Joel Glanzberg
“Look well to the growing edge. All around us worlds are dying and new worlds are being born; all around us life is dying and life is being born. The fruit ripens on the tree, the roots are silently at work in the darkness of the earth against a time when there shall be new leaves, fresh blossoms, green fruit. Such is the growing edge.” – Dr. Rev. Howard Thurman (author, philosopher, theologian, educator, and civil rights leader)
From there, we moved into a brief presentation on regenerative networks, with some of the following points:
Networks are the underlying structure of life.
That said, there is sometimes not much life or liveliness in our human networks, and sometimes they can even become deadly.
We might think of many of the problems we face in this world as being linked to the difference (as Gregory Bateson once put it) between the way humans think and the way the rest of nature works.
A key going forward is getting back in right relationship with the rest of life, and to align with the processes of regeneration.
Regeneration points us to the self-feeding, self-renewing processes that living systems (including us) use to nourish their capacity to thrive for long periods of time, as well as their ability to adapt to unexpected, sometimes threatening, circumstances …
Long-term human thriving is rooted in large part in healthy socio-ecological webs that are diverse, intricate and dynamic.
We also talked about how stories can help point us in the right directions, including a growing number of cases of the practices of ecosystem restoration and regenerative agriculture (see below).
“What do these stories inspire in our thinking about how we might live and practice in our human networks?” we asked.
And amidst these stories of regenerative practice taking root and growing in different places, we also looked at how these approaches have impacted individual human beings, their life and liveliness. For example, research shows the following:
With the hope and and excitement that these kinds of revelations generate, we then presented a set of measures and design features that might help cultivate greater regenerative potential in and through people’s networks, with some time to discuss what most resonated:
There was not nearly enough time to process all of this very deeply, or to look at a list of network cultivation practices we had at the ready, but we did hear growing curiosity about what it would mean to intentionally focus on developing regenerative potential at the individual, group and larger systemic levels in a variety of contexts, which has expressed itself in follow-up emails and conversations.
Hoping the same will be the case here, if you feel so inspired. What’s moving for you now?
Over the last couple of months I have really savored my reading of Tyson Yunkaporta’s Sand Talk: How Indigenous Thinking Can Save the World. Yunkaporta is an academic, arts critic and researcher who belongs to the Apalech clan in Queensland, Australia. His book met me during found me in these times of disruption when I was searching to further disrupt myself and pry open some widening cracks in my older ways of thinking, feeling and being.
It is important to say that any review of the book or excerpting from it necessarily de- and re-contextualizes the content, which is a key point Yunkaporta makes – many people are caught up in low context cultures that are rather disconnected from the specifics of place and community. With that awareness, I wanted to offer some take-aways that have helped me to bring different, more energizing, engaging and empowering perspectives to multiple contexts in which I move, in the event that they may help others make enlivening shifts.
Towards the end of the book, Yunkaporta sums up what he and a number of other indigenous people with whom he “yarns” see as an indigenous approach to engaging with living systems – respect, connect, reflect, direct. He offers corresponding embodied centers for doing this work as: gut, heart, head, hands. He also makes the point that Western colonizer cultures reverse this progression, leading with action and control (direct), and only perhaps later capitulating (respect, or “looking again”), if at all, when things do not go according to plan. This “indigenous progression” aligns strongly with a community of practice of which I am a part (Respectful Confrontation/Fierce Civility), which is based in Taoist philosophy and practice, and invites devotees to lead in grounded and focused ways that put one in right relationship with their (multiple) selves and so-called “others.” I can say from experience that this is a very powerful way to prepare myself for engagement, especially in these volatile and unpredictable times.
Yunkaporta also lifts up what Aboriginal and indigenous knowledge asks of those who are attempting to bring about change in complex systems (all living systems). What he calls the “complexity agent protocols” includes:
Connectedness (create bonds to self, others and wider networks)
Diversity (respect and engage across difference)
Interaction (continuously transfer knowledge, energy and resources)
Adaptation (remain open to change, as that is the constant)
This, of course, is the much older wisdom that more recent so-called “regenerative” (agriculture, development) efforts are calling for and building upon, engaging the dynamics of network structures and energetic flows that constitute life.
The rest of what follows is a selection of twenty quotes that I pulled from the book, and that I can continue to read from time to time, to jolt my own tendencies towards complacency and stasis.
“Increase is different from growth, because you don’t want the size of the system to grow, but you want the relationships within the system, the exchange within the system, that needs to increase. And you can increase that quite infinitely.”
“Many Aboriginal stories tell us how we must travel in free-ranging patterns, warning us against charging ahead in crazy [linear] ways.”
“All Law-breaking comes from that first evil thought; that original sin of placing yourself above the land or above other people.”
“Nothing is created or destroyed; it just moves and changes, and this is the First Law.”
“Every unit requires velocity and exchange in a stable system, or it will stagnate – this applies to economic and social systems as well as natural ones.”
“Sedentary lifestyles and cultures that do not move with the land or mimic land-based networks in their social systems do not transition well through apocalyptic moments.”
“People today will mostly focus on the points of connection, the nodes of interest like stars in the sky. But the real understanding comes in the spaces in-between, in the relational forces that connect and move the points.”
“If you live a life without violence, you are living an illusion: outsourcing your conflict to unseen powers and detonating it in areas beyond your living space. … The damage of violence is minimized when it is distributed throughout the system rather than centralized into the hands of a few powerful people and their minions.”
“It is difficult to relinquish the illusions of power and delusions of exceptionalism that come with privilege. But it is strangely liberating to realize your true status as a single node in a cooperative network.”
“There is more to narrative than simply telling our stories. We have to compare our stories with the stories of others to seek greater understanding about our reality.”
“There’s no valid way to separate the natural from the synthetic, the digital from the ecological.”
“Most of us today are living in a state of compliance with imposed roles and tasks rather than a heightened state of engagement. We are slaves to a work ethic that is unnatural and unnecessary.”
“The assistance people need is not in learning about Aboriginal knowledge but in remembering their own.”
“The only sustainable way to store data long term is within relationships.”
“[From an Aboriginal perspective] an observer does not try to be objective, but is integrated within a sentient system that is observing itself.”
“Understanding biological networks appropriately means finding a way to belong personally to that system.”
“Somewhere between action and reaction is an interaction, and that’s where all the magic and fun lies.”
“Your culture is not what your hands touch or make – it’s what moves your hands.”
“Guilt is like any other energy: you con’t accumulate it or keep it because it makes you sick and disrupts the system you live in – you have to let it go. Face the truth, make amends, and let it go.”
“Stop asking the question: ‘Are we alone?’ Of course we’re not! Everything in the universe is alive and full of knowledge.”
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.
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.
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
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
Life spilling over into our lineage of children
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.
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.
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.
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.
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.
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.
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.
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
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?
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.
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
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.
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.
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.
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.
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.
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. 🙂
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
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 &
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.
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.
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.
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.
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.
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.