Divesting from the idea of media outlets as neutral or beyond reproach is a step I hope more people everywhere can take as we work together to find a path forward in our complex and volatile world. I encourage you to consider what perspectives you may not be exposed to in your current media consumption, and actively work to change that. I can all-but guarantee you will be surprised what a difference it makes.
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I have thought of Justice Ginsburg’s quote many times in recent weeks as countless attacks on Ketanji Brown Jackson’s character highlighted that her very being as a Black woman in the context of an institution purportedly designed to uphold justice was perceived as a threat to those who implicitly or explicitly condone white supremacy. The travails of this extraordinary confirmation hearing represent all the more why those closest to the pain should be closest to the power. This month, I celebrate a critical step toward that goal, and hope that we can collectively continue working toward realizing it in every space.
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Organizations are experiencing an unprecedented rate of turnover, and with it, losing money, institutional knowledge, and in some cases, reputation. Many of these losses could be pre-empted by tuning into a resource you probably already have available: input from employees. My top piece of advice to organizational leaders in this unique moment: Don’t allow employee frustrations to fester. As we work with organizations on their DEIJ journeys, we see this happening in several ways.
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During a season of “giving” that is not only spearheaded by corporations driving consumption — but also by not-for-profits driving philanthropic giving — it is valuable to reflect on harmful narratives many of us have accepted around the idea of “giving.” I invite you to join me in this reflection and consider which of these common ideas you may have learned, and how an intentional practice of challenging and unlearning might serve you.
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For executives further along in their equity and inclusion journey, recent events and today’s socio-political climate may be prompting a question they are not accustomed to grappling with — particularly if they have faced relatively few barriers to career advancement: “Am I qualified for this role?” The ability to understand and work effectively with others across cultural differences is a critical skill; lacking it ought to be seen as an underqualification for anyone tasked with leading a diverse workforce. It is a result of white supremacy that it has not always been understood that way.
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