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Special Episode: Your Dismantling Racism Journey

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My Guest:

Pratichi Shah: Your Dismantling Racism Journey
Starting with your people, your culture and your leadership, how do you identify, talk about and begin to break down inequitable structures in your nonprofit? My guest is Pratichi Shah, founder & CEO at Flourish Talent Management Solutions.




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[00:01:49.94] spk_0:
welcome to tony-martignetti non profit radio big non profit ideas for the other 95%. I’m your aptly named host. This is a special episode of non profit radio to help you be the change around racism and white privilege. You’re dismantling racism, journey, picking up from our last special episode, starting with your people, your culture and your leadership. How do you identify talk about and begin to break down inequitable structures in your non profit? My guest is pretty sheesha. Founder and CEO at Flourish Talent Management Solutions were sponsored by wegner-C.P.As guiding you beyond the numbers wegner-C.P.As dot com by Cougar Mountain Software Denali Fund. Is there complete accounting solution made for non profits tony-dot-M.A.-slash-Pursuant Mountain for a free 60 day trial and by turned to communications, PR and content for non profits, Your story is their mission. Turn hyphen two dot studio. It’s a real pleasure to work. Um, welcome. I’m not working. I’m welcoming. I’m welcoming pretty sheesha. She’s an HR strategist and thought leader with 25 years experience in all aspects of talent management. She’s making her face when I say 25 years, Human resource is equity and inclusion and organizational development in the non profit and for profit arenas. She’s founder and CEO of Flourish Talent Management Solutions. The company is at flourish. Tms dot com Prodigy, Welcome to the show.

[00:02:01.84] spk_1:
Thank you so much, tony. I appreciate me here.

[00:02:44.80] spk_0:
It’s a pleasure. Pleasure to have you. Um, and I’d like to jump right in your if you’re ready. Um, absolutely. You know, racism and white privilege most often look very benign on their face. I had a guest explain why use of the word professional in a job description is racist. I had a more recently, I had a guest explain how not listing a salary range in a job description was felt racist to them. So how do we begin to uncover what is inequitable and right under our noses yet not visible on its face?

[00:03:07.84] spk_1:
Yeah, you know it often it starts with listening. I mean, to state state a bit of the obvious. It really does serve listening. It’s understanding for organizations, it’s understanding where we are. Eso it’s listening to the voices that may not have been centered. We’ve become better as organizations and being responsive to staff. I hear that a lot kind of Hey, this is what my staff is telling me. This is what we need to do. But the question is, is, Are you responding to the voices that have possibly been marginalized? Likely that marginalized or oppressed in the past? General responsiveness is not the same as centering the voices that really need to be heard. So it’s first off just understanding where you are as an organization and listening to the people who may have experienced organization in a way that is different than you think.

[00:03:41.67] spk_0:
So when you say general responsiveness is not what not adequate, not what we’re looking for, what do you mean by that?

[00:03:50.11] spk_1:
So a lot of time, the voices that are saying, Hey, something’s wrong or we need to do this or we need to do that are not the voices of those that have been marginalized and oppressed. They tend to be maybe the loudest voices there, speaking maybe from a place of privilege, and that needs to be taken into account. So being responsive. For instance, if the I call it kind of the almond milk issue being responsive to a staff that says in addition to dairy milk for coffee this is back when we’re in fiscal offices. Um, we need almond milk, too. But the question is, is, Are we listening to the voices of those that weren’t able to consume the dairy milk? It’s not a perfect metaphor. It’s not a perfect analogy because that one ignores actual pain, and it just talks about preference. But are we listening to the voices of people that have been impressed who have who have been, who have heard the word professional or professionalism wielded against them as a pad as an obstacle in their path to success in their path to career advancement? Those are the voices that we need to listen to, not the ones who have a preference, for one thing or another.

[00:05:00.05] spk_0:
Okay, let’s be explicit about how we identify who who holds these voices. Who are these people?

[00:05:19.34] spk_1:
It’s people that have have come from. It’s particularly right now when we talk about anti black racism, we need to censure the voices of those from the black community, and that means those who have either maybe not joint, not just not joined our organization for particular reasons, but maybe they have not joined our board. Maybe they have not participated in our programs that maybe they haven’t had the chance to. So it’s really from an organizational perspective, think of it, is understanding what our current state is. So how does your organization move? People up, move people in, move people out. If if we don’t have the voices in the first place because maybe we’re not as welcoming as we should be, then what does the data tell us about who’s coming into our organization, who is leading our organization, who is able to move up into our organization, what our leadership looks like, what our board looks like? So at times the fact that there is an absence of voice is telling in and of itself, and our data needs to be able to explain what is going on so that data needs to be looked at as well.

[00:06:44.14] spk_0:
All right, so we need to very well, good chance we need to look outside our organization. You’re talking about people that we’ve turned down for bored, bored positions turned down for employment. Um, I’m not even going to say turned down for promotion because that would presume that there’s still that that presumes there still in the organization, but I’m talking about very likely going outside the organization. People who don’t work with us who aren’t volunteering ho aren’t supporting us in any way. But we’ve marginalized them with cast them out before they even had a chance to get in.

[00:06:47.88] spk_1:
Potentially. Yeah, have been actually, probably probably there is something that they have not found palatable or appealing about working with us or being a sensor or being off to your point of volunteer. So we need we need to look at why that’s happening.

[00:07:28.04] spk_0:
Okay, I’ve got it. I got to drill down even further. How are we going toe? Identify these people within. Within our organization as it is. How are we gonna figure out which people these are that we’ve marginalized these voices of color? Um, over the just like in the past five years. What have we if we’ve done this, how do we identify the people? We’ve done it too.

[00:08:44.48] spk_1:
Yeah, you know, it really is a complicated question. It will differ my organization, right? It differs by what your subsector is. How things slow within a subsector the size of the organization. A really good place to start is understanding who has turned us down. Why have people left? So take a look at exit interviews. Even if you’re not doing exit interviews. We know that there is not always a nature, our presence and a lot of our organizations. If there aren’t formal exit interviews first, well, it’s my time for those because we need to understand why people are leaving. But if if there isn’t a formally h your presence, what do we know about the circumstances under which someone left organization or said no to a job offer or said no to a board, position or volunteer? It’s also important to ask, expanding our definition of stakeholder groups, engaging with all of our stakeholder groups as as broadly defined, us possible. And with in those groups understanding, are we reaching out to a diverse audience to say, Why would you engage with us? Why would you not engage with us in any of those roles? So, yeah, it’s gonna be a little bit harder to understand the people who are not there because they’re not there. Okay.

[00:10:02.96] spk_0:
All right, so All right. Um, we go through this exercise and and we identify. We’ve identified a dozen people. They’re not. They’re not currently connected to us. And ah, maybe that they have had a bad experience with us. Yeah, they may have turned us down for employment because they got offered more money somewhere else that could that in itself could be that itself. Could be not something other than benign. Um, but let’s say they moved out of the state, you know, they were they were thinking about. So So in some cases, they may not have a bad have had a bad experience with us, but in but in lots of cases, they may have. They may have turned down that board position because they start the current composition of the board. And they didn’t feel they felt like, maybe being offered, you know, a token slot or whatever. Whatever it might be, I’m just I’m just suggesting that some of the some of the feelings toward the organization might not be negative, but some might very well be negative of these dozen people we’ve identified in all these different stakeholder potential stakeholder roles that that they could have had what do we reach out to them and say way? Get them to join a conversation with an organization that they may feel, uh, unwelcoming.

[00:10:10.53] spk_1:
Yeah, it’s a great question, and I think right now, especially we tread carefully. Weigh tried carefully, and we honor the fact that they, in fact, might be getting that same question from many other other organizations friends, colleagues, family members in which people want to understand something. What we’re seeking to do is not be educated on the overall picture of white privilege, weight supremacy, off dominant narrative and dominant culture that’s on us. That’s on all of us individually to understand that that is not the men that is not up to the member. It was a press society started to tell us that. Great. So what they What we want to understand is kind of What did you experience with our organization? What was the good? What was that? And first of all, do you even want to engage with us? Is this not a good time to do that? Because you’re already exhausted, I said to ah, calling recently, You know, we can’t even understand the reality of what it’s like to live the re it to live that reality. And for many to leave the charge right because they’re also showing leadership in the movement. So, Teoh, we can’t even understand what those layers of existence or like, So we think it’s treading very carefully. And should we have the ability to engage with someone because they have the space, the energy, the desire, then I think it’s understanding and asking kind of what’s going on for us. What? Where did you find us? Either Not a feeling or Where did you Why did you not want to work with us in whatever capacity we were asking? And it’s asking that question.

[00:11:40.34] spk_0:
Okay, well, that’s further down, right? I’m I’m just trying to get to, like, what’s the initial email invitation look like?

[00:11:46.71] spk_1:
It depends on the organization. Eventually organization. It depends on the relationship. I wouldn’t presume to give words to that, to be honest with you, because because I think it also depends on the person that you’re asking. I don’t want toe offer kind of a link. It was on December inadvertently token ice people by saying, Oh, of course, we’re gonna want toe engage with us. So I really think it’s dependent on the situation,

[00:12:10.64] spk_0:
okay, and and what do you inviting them to do with you? Have a conversation. Share your experience with us? Is it?

[00:13:12.23] spk_1:
Yes, essentially. I mean, that’s what it boils down to, but again, it really depends on where the organization is, right? So this is your data collection moment. This is information collection. Where else are you collecting information? What what else do you know? What other steps have you taken to begin that educational process? Because there’s there’s kind of a dual purpose here, right? Is understanding who we are in where we have contributed to search for a race of them, to pretend to a culture that does not support differing viewpoints, differing populations that is in some ways upholding white supremacy, or is completely holding, upholding white supremacy and its culture. There’s that general education of understanding all of that. And then there’s understanding what our organization’s role is right, so it’s both and eso. It’s really highly dependent upon. Where is the organization case? Warez You’ve talked. Teoh, the head of equity in the centre, describes a cycle that is brilliant around awake to woke to work. Where are you in that cycle? Are you? Where are you on a where you in vain? Pluralistic, Where you and being inclusive. All of those things depend on what you’ll ask and how you’ll reach out. And if you even should reach out there, maybe work that is to be done internally before that reach out can happen again. Just being considerate and sensitive of those who are willing to start, you

[00:13:46.24] spk_0:
know? Yeah. Okay. Was our guest for the last most recent special episode on this exact same subject. Thank you.

[00:13:53.53] spk_1:
Yet the organization is doing, and it has been since its inception, has been doing incredible work. A is leading that work on dhe. Both her warrants always contain wisdom, and the products that they’ve put out are extraordinary.

[00:14:25.14] spk_0:
How about in your work? Are you facilitating the kinds of conversations in your practice that you and I are talking about right now? Do you bring these outside folks in Sometimes too. Teoh have these conversations

[00:14:27.53] spk_1:
sometimes? Yes. Sometimes again, being highly respectful of if they didn’t want to engage with us, Do they even want to talk to us right now? My work really is around having an organization understand where it is right now. So what is its current state. What is the desire in future state? Right, So we know that we want to be a racially inclusive, racially equitable organization. Likely that’s already been defined. But what does that mean for us is an organization if it means solely in numbers piece rate, like we want to be more divorces aboard. Okay, that’s fine. But beyond that, how we make ourselves have a board culture that is appealing to those people that we want to bring in to work with us. So it’s kind of defining with current state and understanding current state to finding future state and then developing the strategy to get there.

[00:15:44.34] spk_0:
OK, now you and I were talking about you said you were still data gathering. So we’re still defining the current culture as it exists. Right? Okay. Okay. And your work, you You centered around people, culture and leadership. Can we focus on leadership? I feel like everything trickles down from there. Very chill. No, I don’t know. Are we okay? Are you okay? Starting with a leadership conversation or you’d rather start somewhere else?

[00:15:51.24] spk_1:
No, we can We can start that. Fine.

[00:16:04.54] spk_0:
Okay. Um So what? What is it? We’re looking for leaders of our listeners of small and mid sized nonprofits to to commit you.

[00:16:10.34] spk_1:
I think it’s first of all committing to their own learning and and not relying on communities of color to provide that learning right again, going back to what we said earlier. It’s not relying on those who have been harmed or a present to provide. The learning is the first of all. It’s an individual attorney. That’s a given. Okay,

[00:17:09.24] spk_0:
I like toe things like people. I like action steps. So we’re talking about our individual journey, our own learning. I mean, I’ve been doing some of this recently by watching YouTube watching folks on YouTube. Of course, now, right now, I can’t remember names of people, but no Eddie Glaude eso Eddie Glaude is a commentator on MSNBC. He’s just written just released this last week. Ah, biography. I am not so much a biography of James Baldwin, but but an explanation of Baldwin’s journey around racism. Um, so that’s one example of, you know who have been listening to. So we’re talking about educating the learning from thought leaders around yeah, revealed structures with reading books, listening to podcasts

[00:17:44.20] spk_1:
absolutely around its around structures. But it’s also understanding things that we do all the time and organizations and how I, as a leader, might eventually those right. So it’s sometimes the use of language to your point about the use of the word professional language tends to create our realities so another language will build a bridge or not. So how do we use our language? How do we use our descriptors? How do I show up as a leader in my own kind of inclusion or not? So I think it is absolutely that it is looking at thought leaders around things like structural racism around the use of language around people’s individual experiences to get that insight and depth. Because it’s not just a kn intellectual exercise. This is emotional to and therefore has to have emotional residents.

[00:18:47.24] spk_0:
Okay, thank you for letting me dive deeper into a personal your own personal journey, your own personal education, fact finding and and introspection. You’re talking about something, you know. And it zzz No, no revelation. This is It’s difficult of It’s painful. You know, you you’re very likely uncovering how you offended someone. Uh uh How you offended? Ah, group. Um, if you were speaking in public and something comes to mind or how you offended someone in meetings or, you know, multiplied, I don’t know how many times I mean, this introspection is likely painful.

[00:18:50.74] spk_1:
Likely? Likely. Yeah, more often. More often than not, I can’t. I can’t really envision it. Not at some level. They painful,

[00:19:08.88] spk_0:
but you’ve caused pain. You know that there’s a recognition there. Yeah, painful for you. But let’s consider the pain of person or the group that you, uh I don’t know, offended, stereotyped. I mean, put off whatever it is you’re

[00:19:31.28] spk_1:
that’s right. And that that’s why the work. As much as I know, you know, just some degree, people want this to be work that could be kind of project managed, if you will. Or it could be put into a process or a series of best practices arrangements to some degree, not very much, but to some degree, yes, absolutely. The sum of a little bit of that can happen. But that in and of itself is a bit of the dominant narrative, right. That, and of itself, is kind of at that centering white culture. So I think What we need to understand is this is not just going to be again, Teoh. Sorry to be redundant, but it’s not just gonna be intellectual. The fact that pain has been caused dictates that this be emotionally owned as well. It can’t be on life. It can’t be just intellectually owned with a project plan that I keep over here on a chalkboard or something like that.

[00:20:18.34] spk_0:
Emotionally owned. Yeah. Thank you. All right. Um, all right. So I made you die aggressive. Deeper. What else Rails you want toe? Tell us about leadership’s commitment on dhe. The importance of leadership. Commitment?

[00:22:22.54] spk_1:
Yes. So? So it needs to be explicit. It needs to be authentic. It needs to be baked into the leadership. Whatever leadership structure of the organisation has, it needs to be an ongoing piece of that leadership. So it’s not a Hey, let’s touch face on our quote inclusion initiative. If it’s an initiative, first of all, that’s not really doing the work. And he went, but it’s not something that lives separately from ourselves. Let’s have HR kind of check in on this or let’s have the operations person checking on this, but that’s not what this is about. It’s really it’s authentically being owned by leadership to say, Yeah, I know it’s gonna be painful. And in looking at our organization, we’re gonna need to understand why our leadership is remarkably homogeneous, which, in the case of many nonprofits, it is. If you take a look at building movement project and the unbelievably great work that they’ve done twice now, they just put out an update to their leadership, work around how people moves in sector or don’t and how people, communities of color and people of color are represented in our leadership. We can begin to understand that by and large, they’re they’re not on the why. That is a no oversimplification in some way. So I would encourage people to go to building movement projects, went site and check out their work. But you know what? Why are we so homogeneous? Why is there a board so homogeneous? It’s It’s also unpacking and uncovering that. So, to your point earlier about you know how we look at people and how they move through the organization. This is where you look at who is press right? Not just who’s not with us, but who is with us? How do people get promoted? How does that system work? Just any. It does everyone have the same information? Is it a case of unwritten rules? Is it a case of some people move up because they’re similar? Or they have have 10 years of experience, which is something that we like to say. How do you get 10 years of experience if you have not been given those chances to begin with? So is there life experience that weaken that we can begin to integrate in our conversations, these life experiences equally valuable are we putting too much of a premium on higher education, education and its formal kind of traditional form. Are we putting too much of, ah, of an emphasis on pedigree of other kinds of those? Those are the things that ultimately keep people out. So taking a look at leadership and having leadership commitment ultimately means looking at all of those things. There’s an overlap and how we look at leadership or people and or your organizational culture.

[00:23:01.74] spk_0:
Yeah, of course, this is a it’s a continuum or

[00:23:04.18] spk_1:
absolutely, absolutely, and the areas bleed into each other.

[00:23:25.68] spk_0:
Yeah, of course, yeah, um, you know, I subsumed in all this. I guess it’s OK for leaders to say I don’t know where the where the journey is going. I don’t know what we’re going to uncover, but I’m committed to having this journey and leading it and right, I mean supporting it. But I don’t know what we’re gonna find.

[00:23:32.52] spk_1:
Right, Right? Right. And that, in and of itself can be uncomfortable for a lot of people. And that’s the That’s the kind of discomfort we need to get okay with.

[00:24:03.54] spk_0:
Yeah, all right. Yeah. No, I had I had a guest explain that this is not as you were alluding to, uh, is not the kind of thing that we’re gonna have a weekly meeting and will be these outcomes at the end of every meeting. Then we have this list of activities and you know, the you know, it’s how come it’s not like that. How come we can’t do it like that? Yeah, because

[00:24:07.08] spk_1:
we’re dealing with hundreds and hundreds of years of history, and it’s because we haven’t been inclusive in the ways that we do things and we haven’t allowed whole Selves to show up that it is, um, it’s It’s complicated and it’s messy because it’s human.

[00:24:21.44] spk_0:
All right, so it’s not gonna be, is simple. Is our budget meetings

[00:24:28.54] spk_1:
right? Absolutely kind of hard.

[00:24:29.50] spk_0:
All right, we’re gonna have an outcome it every every juncture at every step or every week or every month. Yeah,

[00:24:35.03] spk_1:
that’s right. That’s right. And if we expect it to go that way, we are likely going to give ourselves excuses not to press on.

[00:24:44.44] spk_0:
All right, so that’s what it’s not. What what does it look like?

[00:26:08.14] spk_1:
So it absolutely looks different for every organisation. It absolutely looks different for over organization. And that’s why it’s so critical to understand, kind of. Where are we right now? Where are we? As for us, all of the components of our organization, Right? So, Roland again, Volunteer’s board staff culture, You said, you know, we were talking about people, organization and leadership, which is obviously a lot of my work. It is getting underneath all of those kinds of things to say. So who experiences our culture? How eso we do engagement surveys, right? A lot of times we do engagement employee surveys, that kind of thing. Are we looking at those dis Agra and adjust aggregated way. Are we asking different populations to identify themselves? And are we looking at what the experiences are by population? Are we asking explicit questions around whether or not you feel like you can be yourself in this organization? Whether you can provide defending opinions whether you feel comfortable approaching your boss will be back whether you feel comfortable volunteering for particular work, whether you feel like you understand what a promotion or performance management processes, whether you get you the support that you need or to what extent you get support that you need either from colleagues bus leadership, etcetera. So it’s looking at all of those things and then understanding all of a being experienced differently by different communities within our organization.

[00:26:14.24] spk_0:
You mentioned dis aggregating. That’s where the data is not helpful, right?

[00:26:20.02] spk_1:
That is where we look at the data in terms of populations.

[00:26:28.43] spk_0:
00 Aggregate. Of course, aggregating You’re stuck with a lackluster host now, of course. Yes, aggregate

[00:26:32.47] spk_1:
early in the week.

[00:26:48.84] spk_0:
Thank you. You couldn’t say early in the day. But thank you for being gracious. Okay? Yes, we we we want Teoh disaggregate. Of course um, and look by population and I guess, cut a different way. I mean, depending on the size of the organization, um, age race, uh,

[00:27:38.81] spk_1:
raises ethnicity of physical ability, orientation. All of those need to be in the mix gender as well, including gender fluidity. So really looking at all of our populations and then understanding, you know, for these particular questions, is there a difference and how people experience or organization we we know Then what we do know is that if there is a difference that there is a difference, we don’t know that there is cause ality unless there unless you’ve asked questions that might begin to illuminate that right. But there’s there’s always that difference between correlation and cause ality. And then what you want to do is get underneath that to understand why the experience might be different and why it might change along lines of gender or race or ethnicity or orientation or physical ability.

[00:27:45.14] spk_0:
Way wandered, you know, But that’s that’s fine.

[00:27:49.50] spk_1:
People in organizations are

[00:27:57.94] spk_0:
people, culture and leadership all coming together. Where where do you want to go? I mean, I would like to talk about people, culture and leadership What’s a good? It’s a good next one.

[00:28:42.74] spk_1:
Yes, well, so so this is what you’re doing, right? Is your collecting information and all of those three areas right and want it. So a couple of things that I would add to that is, when you look at people, you’re looking at their experiences. When you look at leadership, you’re looking at commitment, makeup, structure, access, all of those kinds of things. When you’re looking at culture, you’re looking at how people experience the culture, right? And so what? What is happening? What’s not happening? What state it out loud? What’s not stated out loud. What are the unwritten rules? There is also the peace are that that forms all of these things, which is operational systems, right? So things like performance management, things like where people may sit back when we were in physical offices at having access to technology. All of those kinds of things particularly important now that we’re not in physical offices. So just everyone have access to the technology and information necessary to do their job to do their jobs to do their work. So it is looking also at your operational side and saying How do we live our operational life? How do how two people experience it? Who do we engage with to provide service is for operations. How do we provide the service is, if you will, for lack of better term to our employees. So it’s also looking at that because operations ultimately permeates organizational culture, people and leadership, right, because it kind of sustains all of that. So taking a look at that, too, and finally, I would suggest again, as part of this and as a wraparound, is what is the internal external alignment, right? So I often hear people say, Hey, you know what? This is the subsector we work in people with think that we’re really equitable, but internally, we are living a different life than what we’re putting out to our stakeholders in our constituencies externally. So what is what is our external life, and how does that need to inform our internal world? It’s not unusual for me to hear that the external life, the way we engage with stakeholders or the way we put out program programmatic work is actually may be further along. To the extent that this is considered to be a continuum. It’s further along than the way that we’re living our life internally.

[00:30:19.33] spk_0:
Dishonesty there this disconnected It

[00:30:24.39] spk_1:
is a disconnect for sure. And possibly yes, dishonesty and hip hop made even hypocrisy.

[00:30:35.76] spk_0:
Yeah, All right, but again. All right, so that now we’re looking like this is organizational introspection. There’s individual learning and introspection. Now we’re at the organizational level, right? Being honest with our with our culture and our messaging.

[00:31:13.64] spk_1:
Right? Right. And so what I tried to dio is to help organizations kind of look at those things and decide how we might have all given the future that we’ve set our sights on and given some of the principles that we’ve laid out, how do we kind of get there? How do we How do we have all of our systems had a way of all of our people practices? How do we have all of our culture? So hence the need to look at all of these things that centered around people, culture and leadership. What about

[00:31:33.64] spk_0:
the use of a professional? A facilitator? Because, Well, first of all, there’s a body of expertise that someone like you brings, uh, but also help with these difficult conversations. Talk about the value of having an Anek Spurt facilitator.

[00:32:22.73] spk_1:
Yeah, absolutely So So you know, I think I think there’s always a level of objectivity and kind of in inside Look by an outsider that you that you benefit from. We go to experts for everything from you know or health to the extent that we have access to those experts, which is a whole different conversation on race and oppression. We we want external voice. What I would say is it’s a likely not going to be the same expert or the same facilitator. And I say expert in quotes for everything. So, for instance, I am not the voice to be centered on educating an organization around structural racism. I don’t think on the right voice to be centered. I would rather send your voices like those at, um at race forward at equity in the centre at those who have lived the results of 400 years of oppression. So you might want to call in someone for that discussion for that education. There are people that are better and more steeped in that and whose voices should absolutely be centered for that. You might want to call in a voice for White I’ll ally ship because there is some specifics around that that we need to talk about without kind of centering white races.

[00:32:53.93] spk_0:
I’m sorry, White ally ship. Yeah. What is that? So

[00:34:04.64] spk_1:
if we think about the or the organization right and are kind of culture and are people who who won staff sees themselves as an ally and how can they be good? How come Apple boy people be good allies, right? And how do how do we further and embed that in the culture on dhe? Then finally, So keeping that in mind that there are gonna be different experts or different facilitators for different things, you know who was going to be the person in my case, this actually might be May is to help us evolve our culture and our systems so that we can be more equitable and take a look at that. Who’s gonna provide the training because their skills necessary rightto have these conversations. There are foundational communication skills. There is the ability to give feedback. There is the ability to communicate across cultures across genders across across groups. There, his ability to be collaborative. So So also strengthening those skills while we continue to look at those things. But to think that all of this help is going to come from one source is not ideal and likely it’s even inappropriate because everyone can’t be everything. I don’t try to be the voices that I can’t be. It’s inappropriate for me to do that.

[00:34:18.84] spk_0:
What? Um, what else do you want? Oh, what do you want to talk about? Given the level where that we’re at, we’re trying to help small and midsize nonprofits inaugurate a journey around racism and white privilege.

[00:34:33.95] spk_1:
Yeah, E Look, first of all, I hear a lot of organizations say, like, what is the access point? Like, What do I get started doing? We put out a statement. Um, in some cases, we are experiencing some dissonance between the statement that we put out or the problematic work that we dio and the way that we’re living internally. So it is really understanding. Kind of. Where are we now? Through all of the ways that we’ve been talking about over the last several minutes, where we now what is it that we’re not doing that we should be doing? What is it that we need to be doing? How do we define for us if we have an equitable culture? If we’re living racial equity, what does that look like for us? Um, how does that affect our programmatic work? How does that affect our operations? Everything from our finances to our people processes to when we’re back in an office, even our physical set up. How how does that affect us? And how would we define that future state? So it’s understanding what is my current state? What is my future state and then understanding how we get there and it’s likely gonna be a long all of the areas that we said right? So individual journeys, some group and individual skill building some evolution of our systems and some understanding of kind of how we can support each other and support ourselves for those that are that affiliate with a particular group, Um and then kind of moving us along to that place of where we want to be. So it is. It is understanding where you are at that determines what your access point iss. But I would say if you if you have done the work of putting out the statement, then there. Then look for look for where you’re not living that statement internally.

[00:36:26.93] spk_0:
That sounds like a very good place to yeah, to start your search for for an access point because it’s so recent. Your organization’s probably said something in the past 56 weeks, absolutely close. Are you hearing to that to that statement?

[00:36:46.33] spk_1:
Exactly. And and we are incredibly, I would say important the use of the term, but almost fortunate that so many thought leaders have been kind and generous enough to share with us their thoughts on this moment. So not just within the sector, but all the way across our society. So many people have taken the time and the patients and the generosity amidst everything else that they’re living through. They have agreed to share their thoughts, their leadership, their expertise with us. So there is a ton of knowledge out there right at our fingertips, and that’s a that’s another really great place to start and says center the voices that most need to be heard

[00:37:18.87] spk_0:
at the same time. You know, we are seeing beginnings of change institutions from Princeton University to the state of Mississippi,

[00:37:40.47] spk_1:
right? Absolutely. Teoh. Hopefully, you know, the unnamed Washington football team. And to not far and places where we I didn’t know that change necessarily was possible. But we we are seeing change. And the important thing is is to not be complacent about that change,

[00:38:44.72] spk_0:
right? And not and also recognize, that it’s just a beginning, you know, removing Confederate statues, um, the room taking old glory off the Mississippi flag. These are just beginnings, but but I think worth worth noting, and they worth recognizing and celebrating because the state of Mississippi is a big institution and it’s been wrestling with this for I don’t know if they’ve been wrestling for centuries, but that flag has been there for that. Just out long 18. Some things, I think, is when that flag was developed. So it’s been a long it’s been a long time coming. So, recognizing it for what it is celebrating it, you know, to the extent that yeah, to the extent it represents the change getting up the beginning of change. All right. Um, well, you know, for teaching What else? What else? What else do you want to share with folks at this. You know, at this stage,

[00:39:19.56] spk_1:
you know, I think I think the main thing is, um didn’t dig it. We need to dig in on this. We need to dig in on this because in the same way that we have been living this society really societally for so long. Or organizations many times are microcosms of society. So if we think as an organization were exempt or that were already there, we’ve arrived at a post racial culture. That’s not the case. That’s just not the case. So where do you want to get it? Where do you want it again? Chances are good. You are doing some version of looking at issues within your organization, whether it’s your annual survey, if you do it annually, or whatever in which you can use that information to begin this journey so diggin from where you are. It’s one of those things that if you’re waiting, if you’re reading for kind of the exact right time or further analysis to begin the journey again, it’s not. It’s not based solely on analysis. There is a P. There is certainly information. There’s data that needs to be understood. But if We’re waiting for endless analysis Toe happen or Teoh kind of point us to the right time. That’s not going to happen. The intellectualism needs to be there. But again, as we said in the path as we said a few times during the course for conversation, this is about emotional residents in an emotional ownership and a moral obligation. So diggin, diggin wherever you are right now.

[00:40:46.20] spk_0:
What if I’m trying within my organization and I’m not the leader, not even second or third tier management or something, you know, How do I elevate the conversation? Uh, I presume it helps to have allies. What if What if I’m meeting a resistance from the people who are really in leadership?

[00:41:16.68] spk_1:
I think Look for the places where the remains, not the resistance, Right? So look within the organization. If there is resistance at a particular level, then you know who do you have access to in the organization where there isn’t that? I think I think starting out not assuming that you have solutions. If you have expertise in this area, if you have lived through the oppression as a member of a community that has lived through the impression, particularly the black community. I think you’re coming from one place if you are. If you are not in that community and saying that you have expertise, I think you have to be a little bit more circumspect about that and introspective about what you can offer in this vein on. And I think I think we want to look for the places where there is some traction. I think in most organizations it’s not unusual to be getting the question right now.

[00:41:50.41] spk_0:
And what is the I don’t want to call it outcome. What’s what look in the future look like for our organization? If we do embark on this long journey?

[00:42:02.14] spk_1:
Yeah, cultures that are equitable, in which people can show up as their whole Selves, in which there is not only one wrote right way to do things, which tends to be a very kind of white, dominant, Western culture, linear, sequential way of of managing work, of managing communications, et cetera, but that in fact, work can be a purged in a number of different ways, and that solutions can be approached in a number of different ways. People get to show up and give their all to these missions that we all feel very Narron dear. And so they are able, they’re empowered. They are able they are celebrated without sticking to a set of preconceived guidelines or preconceived, unwritten or written rules that don’t serve us anymore. Anyway,

[00:42:59.20] spk_0:
When you started to answer that, I saw your face. Lighten up. He your You know, it was a smile. It just looks like you’re faced untended. Not that you’re nervous. You’re facing hard to answer the where we could be.

[00:43:03.60] spk_1:
Who doesn’t like to imagine that future?

[00:43:09.30] spk_0:
Yeah, it was It was palpable. All right. Are you comfortable leaving it

[00:43:12.77] spk_1:
there? I think so. I think that what if we not covered that we need to cover for your listeners?

[00:43:18.70] spk_0:
Your know that better than I a place there at getting started.

[00:43:24.11] spk_1:
That’s fair. Look, you know what this is? This is the future that is written with many voices. And and while I think I can be helpful, I don’t presume to be the voice that has all the answers. I definitively don’t. I definitively don’t. And so what we have not covered is actually probably not known to me. But I dare say someone. Someone out there doesn’t know that. And they will likely be putting their voice up, which is exactly what we want.

[00:43:50.07] spk_0:
Yes, we will be bringing other voices as well. All right.

[00:43:53.06] spk_1:
No doubt. Yeah.

[00:43:54.31] spk_0:
Petition Shaw. She’s founder and CEO of Flourished Talent Management Solutions. And the company is at flourish tms dot com Petitti. Thank you so much. Thank you very, very much,

[00:44:13.89] spk_1:
tony. Thank you. Thank you for opening up this space and having the conversation. Ah,

[00:45:04.76] spk_0:
pleasure. It’s a responsibility and, uh, happy toe. Live up to it. Try trying. Were sponsored by wegner-C.P.As guiding you beyond the numbers wegner-C.P.As dot com My Cougar Mountain software, The Nolly Fund Is there complete accounting solution made for non profits tony-dot-M.A.-slash-Pursuant her mountain for a free 60 day trial. And by turned to communications, PR and content for non profits. Your story is their mission. Turn hyphen two dot ceo. Our creative producer was glad Meyer, huh? Shows social media is by Susan Chavez. Mark Silverman is our web guide. This music is by Scots. Many thanks to Susan and Mark for helping you get this special episode out quickly with me next time this week for non profit radio, big non profit ideas for the other 95% go out and be great

Nonprofit Radio for May 1, 2020: Real Estate & Racial-Equity DEI

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Jane Brody: Real Estate

How have markets been impacted by the pandemic? What do you need to think about before your next move and when should you start your thinking? Jane Brody is executive director at Vicus Partners.




Tristan Penn: Racial-Equity DEI
Tristan Penn shares how Coronavirus has disproportionately hurt Black and Indigenous people. We also talk about dismantling white power structures that you may not realize exist inside your nonprofit. Tristan is NTEN‘s community engagement and equity manager. (This is part of our 20NTC coverage.)



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[00:00:12.24] spk_0:
Hello and welcome to tony-martignetti non profit radio

[00:02:23.24] spk_1:
big non profit ideas for the other 95%. I’m your aptly named host. This is our first ever show in 487 that is not produced in studio. I put it together using a dizzy audacity and zoom. Let’s see how I did. Oh, I’m glad you’re with me. I throw is Anthill asthma. If I saw that you missed today’s show Real estate, how have markets being impacted by the pandemic? What do you need to think about before your next move and when should you start your thinking? Jane Brody is executive director at Vikas Partners and Rachel Equity D I. Justin Pen shares how Corona virus has disproportionately hurt black and indigenous people. We also talk about dismantling white power structures that you may not realize exist inside your non profit trust. In his end, tens community engagement and equity manager, this is part of our 20 and TC coverage. Tony Steak, too. Take a breath, were sponsored by wegner-C.P.As guiding you beyond the numbers. Wegner-C.P.As dot com by Cougar Mountain Software Denali Fund Is there complete accounting solution made for nonprofits? Tony-dot-M.A.-slash-Pursuant Mountain for a free 60 day trial and by turned to communications, PR and content for non profits. Your story is their mission. Turn hyphen. Two dot ceo Here is real estate. It’s a real pleasure to welcome to the show. Jane Brody She is executive director at Vikas Partners in New York City. Before Vikas, she helped launch a mentoring program serving over 10,000 Children and a foster care program to help over 8000 teenagers in the system make the transition to independence. She’s been a consultant to Ben and Jerry’s UNICEF, the American Red Cross, Coca Cola and the Special Olympics. She’s done stand up comedy company is at Vikas partners dot com. Jane Brody Welcome to non profit radio.

[00:02:29.84] spk_2:
Thanks, tony. Great to be here.

[00:02:31.52] spk_1:
Real pleasure to have you tell me about your stand up comedy. I’ve done some of that. What’s what were your gigs? Where did you do?

[00:02:38.54] spk_2:
Well, I took a little class, and I always like to do stuff that kind of scares me a little bit and challenges may. So then, after I did the class and we did kind of Gotham startup, I did a couple open mic nights and I was invited back, and I liked it a lot. But apparently the owner of the club who booked me said, You have to bring 10 friends next time and next time. So I didn’t wanna have to, like, burden people with asking them to continue to watch me and follow May. And I realized very quickly that my humor was very regional, like I understood, you know, New York comedy specific. But it’s much started to be able to be funny and all the markets and how good the major comics are about sort of national humor, right? I enjoy it. I recently just improv class because I like doing those kinds of things. I think it makes you fresh and it challenges you.

[00:04:14.57] spk_1:
Yeah. Yeah, I agree. Um, I’ve done stand up comedy and improv. I took a bunch of improv classes that the Upright Citizens Brigade and I took some stand up comedy classes with this Manhattan comedy school. Um, I’ve played Gotham, but only, you know, like you. It sounds like I do the new talent shows where Oh, you got a visitor there. Okay. Um, do talent shows? Yeah. We bring hers. Brings you gotta bring 10 people or 12 people or 15 people or something in orderto in orderto Get your stage time. Yeah, but I agree improv especially. You know, it’s very good for speaking confidence. I loved it. I think it helps me a lot. I like those. Did you did you try regional comedy outside New York? Is that how you?

[00:04:19.04] spk_2:
No. But we discovered that afford median income. Who’s been doing it for 15 years? And he’s told us to the story how he lived in his pinto, basically and traveled from city to city, Pittsburgh, all the small markets and when market his his bits than his time and then he’d go to the next city in the next city. I was like, I’m not gonna do that.

[00:05:19.94] spk_1:
Yeah, it’s hard to. It’s hard to make money at stand up comedy very few people to, and it’s true. You know, I’ve never even thought of it, cause I the only place I’ve ever done stand up is in New York City. I’ve never wanted to be regional or national, but absolutely true. I don’t I’m not sure people would get me outside outside the clothes. Maybe Westchester that would be about as far. Um, right. So So let’s talk about real estate. And, you know, our listeners are small and mid sized nonprofits. Um, now you you know, the New York City New your New York City market Are you able to generalize like to the t broader than that when we talk about

[00:05:22.42] spk_2:
course. Definitely. I think the same. Planning things and considerations Air true for nonprofits nationally. And I on the international board with other tenant rep brokers internationally. So I always used to having conversations.

[00:05:38.41] spk_1:
Okay, Okay, um and so what are we seeing? Real estate wise around the pandemic. What’s the impact

[00:05:47.80] spk_2:
of certainly some things that you would think there are a lot more sub lets that are hitting the market transactions air down. In New York City of, for instance, it’s been down 40% in the first quarter. I think that it’s gonna be a very rich landlord reaching for us market more than you know, a tighter market where Layla is gonna be a little more difficult. So they’ll be more flexibility

[00:06:16.90] spk_1:
when we come out of this. And people are looking again for real estate. That’s encouraging. On the 10 inside that there’s gonna be that kind of flexibility. Like you said, you know, landlords reaching out, you think.

[00:06:23.87] spk_2:
And also I would say the other great. A huge amount of space that will be available will be retail. It’s gonna be a lot longer for retail to come back because of restaurants and all the other stores. That just a change of pattern of how people can access those spaces is gonna be very different.

[00:06:44.24] spk_1:
Um, when we you know, if any organization is thinking about changing real estate or just use, I guess maybe even just using their existing real estate when when we end up going back to offices. What other considerations there? How do you think things have changed in terms of office space usage?

[00:07:03.50] spk_2:
I think some of the considerations of the large brand tech companies, household names, air changing the amount of physical space per employee so typically was 175 square feet per employee. Now it’s going up to 300 square feet. Does that mean that they’ll be taking more space? I don’t think necessarily. I think people will be varying worked times and changing how many people can use space to a different time. They’ll also be technological impacts. For instance, people will be relying more on their handheld devices than that, necessarily having centralized computer systems, touch lists, entry to spaces, booking of conference rooms, anything where there’s high touch experiences. I think also just the way that people interact. There won’t be as many large group meetings, and the way that we work together will be very different. For a while, you

[00:08:06.40] spk_1:
mentioned booking conference rooms. What you mean? Like, if there’s a, uh, there’s booking a reservation system outside the room and lots of people touch it, is that

[00:08:16.84] spk_2:
it actually, or, you know, touchless check in. Sometimes people hand you and I have had to check in when you go into a space for security. So I think some of those things will be rethought and they’ll be more innovations along the way that we work together in a virtual way. And I think people’s ability to work at home and the office will be expanded. We’ve all adjusted, and we might have several waves of what’s gonna come ahead. We don’t really know.

[00:08:44.04] spk_1:
You know

[00:08:44.26] spk_2:
what I think we’re all anxious to get back to work and be together.

[00:08:47.85] spk_1:
You said, um, typical was 175 square feet per per employee. I don’t that’s that. That sounds like a lot, but is that the average is the average cubicle 175 square feet of space?

[00:09:26.94] spk_2:
Uh, roughly. I mean, there’s lots of different ways they call it bench seating. If you’ve seen lots of staff in small desks in front of them, that could be a slow is 100 per person or 75 square feet per person. I think it’s gonna be more generous than it was before, and we’d have large bullpen seating with lots of people in rows. I think that’s gonna look different. And also, I think they’ll be more spacing between desks and the physical nous of space changed.

[00:09:33.85] spk_1:
Yeah, I e. You know, you said, you think it’ll it could go as high as like 300 square feet per person, which is almost almost double the 1 75

[00:09:43.10] spk_3:

[00:09:50.74] spk_2:
not sure are non profit clients conduce that as as generously, Yeah, but that’s what I’m getting at right. I think it depends on what are non province use the space for. So that’s part of determining what the next steps for the non profits are. You do you have to have a large H Q like mothership. Do you need small offices? And in the various communities you’re serving, what will be the physical footprint of the space that you need to have some fulfill? Your mission, I think, is kind of part of the new sort of long term strategic planning into Cove it and in general, for non profits.

[00:12:18.54] spk_1:
It’s time for a break wegner-C.P.As so that your 9 90 gets filed on time so that your audit is finished on time so that you get the advice oven experienced partner You, JJ, Doom and Affirm that has a nationwide non profit practice with thousands of audits under its belt. Wegner-C.P.As dot com. Now back to real estate with Jane Brody, and I see I fix that mistake with Jane Brody’s name. This audacity is so you can get so compulsive with it. It’s so alluring to take out every, um and on then. But if I if I take all those out, you’re gonna wonder. Who the hell am I listening to? Where’s tony? Sums and ours and his mistakes. So I’m not taking out everything. That is a slight imperfection. Some some things. You know what? Some things have got to stay the same. Every damn thing cannot change that. We’re accustomed to its It’s doing settling. I mean, there’s enough changes already to non profit radio. I’m keeping in the arms in the eyes and the okays. Okay. Okay. Okay. So I’m keeping those in, um, there. I’m keeping that in. Some things have just gotta remain the same. I am not perfect in the way I talk. And by now, after 487 shows, you don’t expect me to be so the hell with audacity, ease, intricacies and perfect ability. I’m not taking advantage of it all anyway. It’s time for a break. No. Anyway, here’s more back to real estate with Jane Brody. When should we start talking to our existing landlord about whether we’re going to stay or about renewing? How early should that conversation start?

[00:12:34.84] spk_2:
It’s really two pronged approach. A lot of people think Oh, I haven’t talked to my landlord and they go towards very close to the end of the least. That’s not really the best model because it leaves you kind of trapped, dealing directly with your Lambert. What the best approach is a year, two years, a year and 1/2 before your lease is expiring, kind of figuring out what you really need the space or and what the purpose and function of your space. You have the right spaces. It’s the right size, or you’re in the right market in the right community and then engaging a broker which has no cost to you. The commission’s air baked into the deal, and what you do is you have your broker find you at least two or three options that you like. So you go on on tours, understand the market, see what your space would cost across the street, in the same area you like to be in, you get a negotiated, non binding letter of intent that your broker can work with you on. And then once you have a deal in place, then you can go to your existing landlord. We call it kind of a stocking horse in the trade, which is here’s something that I could get if I have to move, can you beat it? can you match it? What can you do with this existing opportunity against what? Staying in place? Most people want to renew and stay in place. And your broker can also negotiate that with your landlord. So you wanna have sort of two tracks. The best is at least a year and 1/2 a year into place because it takes probably a month to find the right space. You negotiate the letters of intent, take you at least a month to do the lease, and then if you have a build out, that’s four or five months. So that’s a good amount of time. Plus, everybody has Stakeholders may have you the board involvement the various teams in your organization. Does this fit the needs of the organization, and then you have to kind of engage everyone in the process.

[00:14:56.64] spk_1:
So where you call a stalking horse, I will just call leverage, right? You want to have. You won’t have another deal in hand that you can present to your current landlord and say, Look, you know, I could move, but everybody knows you don’t really want to move right. I mean, it’s a big hassle moving, sure, but you want to have some leverage over the over the person? Absolutely. So I can see why you got to start, like a year and 1/2 in advance,

[00:15:19.11] spk_2:
or I just want to make one other point. Tony. Some people are afraid to challenge their landlord because my landlord’s so great. He’s been a donor to my organization, and I think, uh, I think sometimes nonprofits are intimidated by that, But I people very much treated as separation of church in ST and ST you make a donation to something you believe in and on the other part of the isle you can certainly negotiate a least one has nothing to do with the other.

[00:15:31.87] spk_1:
And you made the point that a broker is free to the tenant, right?

[00:16:13.13] spk_2:
Yes. Okay, that Brooklyn tony that that works from a from a Do you else to end point is commission is baked into the transaction, and it’s a very old schtum. So in every transaction, there’s a landlord broker, an attendant rap broker. If you don’t have a tenant rep broker, and basically you’re just handing the condition completely over to the landlord broker, and I like to kind of talk about in terms of the wars. Wouldn’t wanna have one lawyer kind of representing both sides of the equation. You can. So you look for somebody who understands your work in your mission and can act on your behalf and, well, looking at the same data. So that’s another thing people think. Well, let me hire Let me get three or four people running around for me, but it doesn’t really work that well because we all look a co star, which is a proprietary database that we all subscribed. Teoh.

[00:16:31.94] spk_1:
Okay, so everybody’s got access to the same listings. What? You said that in any community, that’s nation

[00:16:37.28] spk_2:
yet it’s national, its international. Okay,

[00:16:39.91] spk_1:
okay. All right, So now all right. So we know we should start, like, maybe two years, a year and 1/2 in advance of the expiration of our least. So now what do we need to be thinking about in terms of our new space Or, you know, our existing space?

[00:16:55.26] spk_2:
Well, one thing that I think is really important is a good match with right land board. So I have just a couple of examples that really kind of illustrate this one is this organization I worked with? They they, uh, took in donations for babies. 03 year olds. They would get strollers and books and clothing, toys, and people would come with you could imagine garbage bags full of treasures. And then they would come to the building full of all their stuff in their hands, cribs everything and come into the lobby and go up in the elevators and make the donation on. And then the clients would come with not themselves or just their baby. They would bring five or six people because, you know, day care is a huge challenge for low income families. So a particular Landler didn’t like all that additional foot traffic,

[00:17:47.69] spk_1:
right? Probably bags of stuff being hold onto the elevator to Right?

[00:19:07.24] spk_2:
Right. So you’re crowding my other tenants. You’re crowding my elevator, you’re holding things up. So I was able to find them a landlord that adores what they do. They actually make donations, they help them with all kinds of support. And I recently ran into the landlord at an event, and they’re like Jane finding more tenants like this. We love what they dio and I have another case where I worked with this organization called Chess in the Schools. Wonderful organization had been in the building 17 years, and they had this, like, huge 12,000 foot space that was shaped like a pizza pot. I mean, how somebody designed this thing with slices as the various zones, but it was really expensive rent for them. They had downsized, but they had this, like, really strange requirement that once a week, 80 young people high school kids came to play chest, so they needed a certain kind of space. The landlord worked so hard to keep them in the building. He he helped me find the space within the building that was 4500 feet, renovated the space for them. And then there was no lag way leaving their old space and moving out of two years earlier their existing lease and gave them a brand new lease going 10 years, four. Very unusual. So if you get lucky with those kind of connections, so I always try to find landlords that are the right match for clients, I think it makes a big difference,

[00:19:28.74] spk_1:
and you have to be upfront about what your work is so if there are gonna be families coming through, You know, with kids, you know, the class A space landlord, you know, may not want that because they don’t want Children in the lobbies or if it’s gonna be folks with disabilities. And you know, some landlords may not be at all sensitive to that, and others may be completely embracing of that. So yes, true, we’ll be upfront about what kind of traffic you’re gonna create if it’s not strictly an office environment.

[00:20:13.39] spk_2:
And that’s really educating your broker to really understand your organization. And I kind of think of it as kind of putting that mission on my back and trying to, like, think about what that executive director or board member needs. I’m working with an adoption agency right now and one of the things that was really important to them. And I really thought a lot about this when I when I speak about this particular client, is they have birth mothers who are, you know, young women. Sometimes there are, you know, compromise situations. They’re kind of a lot of anxiety around giving your baby up for adoption and going to like a mainstream building where you’ve got turnstiles. Intense security screenings would be could be intimidating. So finding them a sort of quieter block building where they could walk in themselves, created in the best way. And also there’s confidentiality issues. There’s programming. So how can it be very front facing an appropriate for that particular client and meets the needs of the organization?

[00:21:14.64] spk_1:
Okay, yeah, I see. Just maybe just even giving their name at a security desk is, I don’t know, intimidating or off putting to a clientele like that

[00:22:20.64] spk_2:
or shelling a driver’s license or so really kind of matching what you’re trying to accomplish in this space. And I also think understanding what you’re using the space for Israeli import, you know? Are you doing classrooms or you’re doing training? Are you doing touchdowns? Space for your feet fieldworkers? I had one particular client who ah, was an arts organization. After School Arts Organization. It was created in the seventies when all the arts organizations were taken. All the art teachers were taken out of the school systems, so these two former teachers started organization and they hire freelance artists to come into schools, you know, lovely idea. Filling a need and then the schools would contract for these part time workers. This and they kind of grew the organization unwto through little tiny apartments that they were renting in the community in the city. So this executive director said, let me create one central place for the organization, a place where the artist can come, receive their materials, have training, have collaboration. And it’s really changed the environment of the organization and the way that the employees and the artist kind of bond on having a ton, equal footing and a connection in a place to be together.

[00:22:44.04] spk_1:
All right, Jane, um, so let’s talk about some common mistakes that you see that non profits, you know, can hopefully avoid,

[00:23:27.94] spk_2:
I would say typically timing, not having enough period of time to think about your space. So we talked about a year and 1/2 or two years. I’ve had people call May I’ve got a month left to my least. What should I dio? Okay, that’s certainly not doesn’t put you in the driver’s seat, right? Making sure that you have all the stakeholders involved in the process. The development people, your board, your your staff, understanding what you’re trying to accomplish in your space search being isolated and just working through the operations people. That’s really important. Another important part is that you could afford the space and that it fits with your budget. I mean, certainly Cove. It has been a real lesson and understanding the financial impact of things like rent to those air key mistakes.

[00:23:44.91] spk_1:
These mistakes, we’re gonna be reduced because we’re raising people’s consciousness about about them. All right, Um, all right, so I mean, I love it. You hit this a couple times, but you said that you can’t stress enough the importance of starting early. So you you have time. It’s not a crisis. You’re not trying to find space and negotiate a deal in three or four months, which may not even be doable,

[00:25:35.69] spk_2:
I think also, I want to mention just another example. I worked with a food pantry early on, and it was really interesting this particular organization, great organization, New York Common Pantry. And they had received a grant to help senior citizens receive food distribution through senior citizen centers. So it was a new program. They were gonna have vans leaving the central location going out to these new communities and providing food. So when we started looking for space and understanding what they could do, you started learning a lot about crazy things. Like if you get all this food and then your new distributed the weight of the food and the canned goods and all the foods that will be distributed could be really important on the weight of a building, so being in a second floor wouldn’t work. So we ended up being in a ground floor small warehouse, and then they had some other programs. Programmatic needs counseling. Nutrition program really split how they ended up solving the real estate. We had office in one location and food distribution in the vans and a different area. So sometimes the way that you solve the program programmatic needs can look different because of the the whole state weight breaks out. So it’s all pen of a learning experience some time

[00:25:42.44] spk_1:
and creative creative experience. All right. Jane Brody, she’s executive director and Vikas Partners. They’re at Vikas partners dot com. Jane. Thanks so much for being guest. Thanks for sharing.

[00:25:51.79] spk_2:
Thanks, tony. Be safe.

[00:27:57.30] spk_1:
We need to take a break. Cougar Mountain Software their accounting product. Denali is built for non profits from the ground up so that you get an application that supports the way you work that has the features you need and the exemplary support that understands you. You have a free 60 day trial on offer. It’s on the listening landing page. That’s the listener landing page at tony-dot-M.A.-slash-Pursuant. Now time for Tony’s Take two. Take a breath, take a breath. Relax. You need to take care of yourself, not just once. Try to do each day, sit with yourself and clear your head. Focus on your breath. Meditate, nap. Whatever is good for you. Be good to yourself in a healthy, soothing, calming, loving way. There’s so much shit going down, and so much is being asked of you That is strange and difficult. Take care of yourself. Do it each day. You deserve it. You need it. Please take care of yourself, and that is Tony’s. Take two. Now it’s time for racial equity. D I welcome to tony-martignetti non profit radio coverage of 20 NTC 2020 non profit technology conference. You know the conference had to be canceled, but you also know we are persevering virtually. We’re sponsored at 20 NTC by Cougar Mountain Software Denali Fund. Is there complete accounting solution made for non profits? Tony-dot-M.A.-slash-Pursuant Martin for a free 60 day trial. My guess now is just in pen. He is a community engagement and equity manager at n 10. The host of 20 NTC. Justin, welcome.

[00:27:58.74] spk_4:
Hi. Thanks for having me.

[00:28:00.60] spk_1:
It’s great to have you. It’s a pleasure. I’m glad we’re able to work this out. Virtually thanks so much. Yes. No, you’re You’re well and safe ing in Portland, Oregon.

[00:28:25.54] spk_4:
You know, I am. It’s some, you know, we’re all living a very new reality, So it’s definitely something that, uh, was kind of new to me. I worked 2 to 3 days a week, um, from home. But now I’m doing it all day. Every day

[00:28:33.04] spk_1:
of misery. Were maybe six years. Hopefully not seven, but maybe five for six days. Um, so you had really interesting topic? Ah, critical. Critical announces you what worked for us. A critical reflection of intends racial equity rooted. D I work? Yeah, I think this is obviously your responsibility at and then as

[00:28:50.28] spk_4:
that is, Okay,

[00:29:28.14] spk_1:
um and I’m still, you know, this D I is I’m 58 years old, so I didn’t grow up with this. Yeah, I’ve been thinking about it, talking about it, struggling with it for and, you know, maybe not long enough, but three for 3 to 5 years, I’d say some ran. Um, so I have a pretty basic question, but I want to get it off my chest. What off, Mike? I wanted I want to get it out. Why? Why do you have to say racial equity rooted D I work, right? I would think that that’s just subsumed in D I

[00:31:10.70] spk_4:
Yeah. You know, I think there’s a lot of things, you know, I wanna give space because we only have 25 minutes. I could definitely talk for 25 minutes just specifically about this. However, I do think because we center all of our, um, racial our excuse me, our d I work with rooted in racial equity. It’s important to us because I think at the end of the day, there are a lot of systemic and oppressive things that have happened not only in this country, but also, um, within the nonprofit sector that really do effect people of color first. So, for example, there’s this idea of intersectionality, which does happen and is a thing. But also, like, you know, you can be a, um, a white woman who is just and still get a lot more privilege than a black woman who was disabled. So, um, so that’s just a just a bit of it all, too. And that’s why we center it with racial equity to explicit. Absolutely, Absolutely. And that’s not to say that it’s a binary where we are saying that racial equity above everything else and we’re not we’re gonna brush everything else off the table. There are other identities that, um, people identify with that air just is important. And, um, they they have their own, you know, marginalization within their own communities to, and those need to be honored as well to and considered. And, um, really makes in and made sure that they’re being prioritized during certain circumstances.

[00:31:47.94] spk_1:
Okay. Okay. Um, well, you know, we we may end up going more than 25 minutes, because I Something’s according to meet it. What about this? This pandemic. How do you feel? Like this is highlighting. We’re gonna get there are. Actually two things I wanna ask you is exacerbating. Yeah, I want to start with almost over the highlight. How do you feel? Like this pandemic and the country and I’m focused on Let’s focus on the U. S. Yeah, uh, that has the reaction to it. They’re working from home. The we could talk about the s. My gosh, I could see how we usually go. 2125 minutes.

[00:31:52.27] spk_4:

[00:32:03.44] spk_1:
about the loan programs? Absolutely. Wherever you wanna go, How do you feel? Like the pandemic and the response to it have highlighted. Yeah, inequities.

[00:34:11.38] spk_4:
What a great question. Wow. So I can only speak from personal experience or just the identities that I bring to the table. So, um, I am I’m half black and I’m half Navajo. So my dad is black, and my mom is Navajo. And so, um, being that bi racial professional in the non non profit sector world, um, you know, as a black man and as a Navajo man as well, you know, you see these things and you have these very direct ties to the communities with which you navigate in and reside in the one thing that comes to mind is, um you know, all of my Navajo relatives. So I have a lot of member who relatives that are still on the rez on the New Mexico side. Um And so, um, one thing that’s really striking to me is that, you know, the last I mean, the numbers change every day, right? With these covert 19 cases. Um however, the last time I read it, um, it was, um per capita, the amount of cases after New York and after New Jersey, the next, um, the next amount of cases was the Navajo Nation under. Really? Yeah. And so that’s I mean, there’s their cases per capita, and I want to make sure that that portion Exactly. And so that’s really concerning because I have family on the rez. And also, um, it’s, um It kind of it speaks to the, um the years of historic, um, oppression And, um, you know, genocide that has happened with it within indigenous communities. Um, and how there has been, um, baked into, um, you know, communication and treaties and promises broken promises by the federal government. Why? This has kind of made, you know, this situation that we have now on the Navajo reservation. And I’m sure, um uh, among other tribes, something that is really, really pressing right now, there’s probably accounts everywhere. And so I just

[00:34:27.37] spk_1:
health care. Health care has been a serious negative problem. Serious problem on the indigenous peoples for generations, right? The health care on the reservations.

[00:36:01.23] spk_4:
And so it just ends up being something that, like, I hold near and dear to my heart because I think of all my family members that are on the rez and live on the Navajo Nation. Um and also just, you know, um, the the way in which, um, you know, the the federal government supports or doesn’t support the Navajo Nation, never being its own sovereign nation. And so I think there’s, um um this is really kind of, like, pushed everything to the forefront of what is wrong with the systems. And I think it also, you know, on the other side of things, you know, you see now as that this data is coming out, those who have passed away and died to come, Teoh, you know this illness, um, the majority of them are black people. And so that’s also concerning for me, Um, that, you know, I think that there is, um, something to be said for that. And I think, you know, that kind of also lends Teoh. There are people who aren’t able to, you know, work from home. They have to be out there to. And so I think it’s very interesting in a data point that, um as hopefully when all of this subsides will be able to look at and really sit through and figure out and find I mean, I would be willing to put money on, you know that. You know, people of color indigenous communities, black people and indigenous communities probably were disproportionately affected by this. This pandemic

[00:36:09.24] spk_1:
in terms of health care, unemployment, yes. Businesses closed, I

[00:36:35.13] spk_4:
write. And also systemic and systemic. You know, an institutionalized racism that has policies, practices that our priority not prioritizing them, or are looking over these communities to as well. If it goes past the health care and Maurin two systems as well, it’s not built for them. Um, because it wasn’t with them in mind. It was with white folks in line,

[00:38:25.22] spk_1:
right? Right. Okay. Yeah, we could We could certainly go hours on that. Yeah. Um, all right. I’m yeah, and I don’t And so I mentioned, you know, highlighting and exacerbating. I Yeah, I think when When the dust settles and we look at disparities in outcomes, we’re gonna find immigrants and indigenous folks disproportionately impacted in terms of, uh, well, yeah, the institutional racism that you’re you’re bringing out and just in terms of the more surface store things that that, you know, like health care and help get unemployment lost jobs. And I mean from I have a small business. And so I see the way those that loan program is, at least in these opening weeks of it or whether I should say we’re recording on according on Tuesday, April 21st and so far, the opening program the opening, uh, indications around the S B A. Programs are that, you know, big businesses air getting it, yes, and most likely predominantly wiped. Run. Yeah, and and small businesses that I think Congress intended it to help or are falling short. At least that’s yeah, that’s what’s happening in this first tranche of 250 billion. We’ll see what happens when there’s the absolutely next the next level, but I’m sure you’re right. You know, the because the system is rigged against and built in favor of Yeah,

[00:38:26.63] spk_4:
Yeah, yeah,

[00:38:28.16] spk_5:
yeah, yeah. All right.

[00:38:30.62] spk_3:

[00:38:32.02] spk_1:
so we’ve been 20 minutes already, and we haven’t even gotten to only about it away. About the time you gotta you gotta host that. I wanted to talk about the pandemic in these terms

[00:38:42.27] spk_4:
or yeah,

[00:39:16.89] spk_1:
I haven’t done anything, but also so thank you. Yeah, but don’t worry about the time that you got a lackluster host to deal with. It’s my my shortcoming. Um all right, let’s talk some. Let’s talk about in 10. Yeah. Um What? Ah, well, all right. Before we get into the details of in 10 how do you how? Open someone start this conversation in their own organization? Yeah, I feel like it’s systemically institutionally. Wait, Run. Well, that would be out. They wouldn’t feel it. That would be obvious. But wait, wait, wait. Policies. Yeah. Um, how did they kick off this conversation?

[00:39:23.82] spk_4:
You know, tony, that’s a really great question, too. And there’s a variety of ways to bring it up. Teoh, I just got done reading a really good book. Actually, that Amy shared with me. Um, about how Teoh Stopgap

[00:39:38.86] spk_1:
award and simple words are social media and technology contributor here on non profit radio. Okay, just for the for the 45 people out of the 13,000 who may not know who any simple

[00:42:00.09] spk_4:
Yes, She gave me a book about institutionalized racism and institutionalized bias on how that manifests itself in the workplace and more importantly, what you can do about it. So it’s one thing toe like, recognize it and be like, This is wrong. And this is happening. Another thing to start, um, to start bringing it up within your organization is at the root of your question is you know, what can you do? And there’s a variety of things that you do. I think the first thing that comes to mind, um, that I read in this book was the book. It’s called Recognizing Institutional bias. Um, I may have to, like, follow back up with you. I know it’s something like that, but I breathe through it, um, so I’ll I’ll give you the title of it later. Um, but she um But this book talks about, you know, it’s one thing. Excuse me to go about it as an individual, but it is. I mean, it’s kind of like one of those things where safety in numbers and so being able tohave an ally or someone within the organization that you can also push this work or were, too. So it means asking some hard questions, and it means asking some hard questions of yourself as well to. And I think that’s the key point. Um, as well is realizing that, you know, we all have implicit, um, biases that we have in our head. Um, you know, when we think of cats, we think of cats, as you know, very. You know, Castile. They kind of take care of themselves. Some cats aren’t like that, though, you know, And so I think going into it, we have to really check those ideas about certain people, people from communities that have been informed, those implicit biases. We have to make sure that we’re good with ourselves or not even that we’re good with them and that we’ve reconciled them but that were aware of. So I think that was a really big take away point for me. Um, you know I’m 1/2 black man. I’m a Navajo man. Um, I have implicit bias, you know, everyone does. And so I think being able to understand that before pushing this work is really key to this. You have to really kind of strip yourself bare and understand that, um in order to push this work forward, you’re going to have to do some self work as well.

[00:42:17.87] spk_1:
Implicit biases. Is that not the same as stereotypes?

[00:42:20.30] spk_4:
Yeah. Yeah, it is. It is. Some people call stereotypes. Yeah,

[00:42:24.77] spk_1:
you gotta You gotta be conscious of your own stereotypes.

[00:42:58.50] spk_4:
Exactly. We don’t politicize. Yeah. And sometimes those stereotypes are very obvious to you. You you think about them. But also, there are some that are very deep within your subconscious that come out without knowing, too. And so then it’s one of those things where you start. You have to be reflective and think, Gosh, where is this coming from? Where is the stock coming from? And where is this belief coming from? And really dig down deep into it. Um, I think another thing to that, um, when you push this type of work forward or are start to prioritize this work you have to think about you and I were talking about this earlier is, you know, the climate of the organization. Um And where in what? In the environment of the organization, some organizations have their heels in the ground, and I have experienced organizations like that where their heels air in the ground and they’re like, we have a D I committee that meets once a month and that’s it. Check box checked. We’re done with it. We don’t have to do anymore work. We don’t have Teoh, you know, examine the policies and practices in the environment that we put forward with an organization. So that’s a non starter for a lot of people. And in those

[00:43:37.63] spk_1:
organisms, on top of that r R D I committee, it has black black people in it. Yeah, so we’ve We were an equitable organization. Exactly to blacks on our equity committee.

[00:46:01.08] spk_4:
Exactly. And so I think those are things that I have experienced those there is half organizations where, you know, that’s the thing we call tokenism within. Let I wouldn’t even say within the d I world. That’s just tokenism, period with in whatever world you want to live in. And so that’s That’s a tokenism thing. And sadly, I’ve fallen victim to that in my earlier years of, you know, when I was a young professional of, you know, really being eager and wanting to please white leadership, Um, and realizing that I wasn’t pushing forward d I work. I was not contributing to it, but I was a victim of it. Um, and it was a system much larger than the the actual work that I was putting forward, and it was really sad, and I had to remove myself from those situations and those token izing situations. There was once a month d I meetings where I was that the token eyes per person of color that was having to bear my soul about some very, very deep and emotional topics. And so I think a lot of times, you know, you have to as a person who’s pushing this forward specifically, and I’m you know, I say this directly to people of color and organizations and non profit organizations who are the one to, you know, third person of color in the organization. I mean that that’s a big, big hill to climb to, and it’s not insurmountable. But what I will say is, you know, you have to be able to check in with yourself as a person of color and as a, um, as a professional of color, Um, be a black being Beit, indigenous, being Asian, um, agent. And so I just think that you have to check in with that because and be very hyper vigilant and aware that, um, some folks may want to token eyes you in a way and being ableto have, um, practices and things in your back pocket, too. Disrupt knows those policies and procedures and practices and then either move forward or remove yourself from the situation.

[00:46:09.88] spk_1:
Checking in with yourself means, like the official question. Is this even worth doing at this organization?

[00:46:11.41] spk_4:
Right. And maybe

[00:46:12.44] spk_1:
Do I have any ally or there are other potential allies? Okay, go to potential allies, and they turned out not to be allies. Is it even worth doing in this organization like you say, you remove yourself, Go elsewhere?

[00:47:29.58] spk_4:
Yeah, and it because. And that’s really sad, too, because I think a lot of us in the nonprofit world are, um, you know, we are so passionate about the work that we dio We wanna, you know, we kind of pride ourselves. And I did this for a very long time when I worked in use development. You pride yourself on the number of hours that you work. You pride yourself on working overtime. You pride yourself on for the bare minimum, you do that. And then you have larger organizations that are typically white Run. That’s hold you hostage to that belief. And that’s really and that was I mean, I heard that maybe two or three years ago, someone said it much more beautifully than I just did. But on I wish I get credit them, but I forget who it was, but it really is those, I mean, and that’s a very big systemic, um, problem within the nonprofit world is that, you know, a lot of times white leadership will hold those those middle level, middle level, direct service middle management folks. Um, be it you know, people of color or not to their own jobs. To that to that own passion. I

[00:48:03.03] spk_1:
thought you loved our work. Exactly. We asked you when you came here three years ago. What moved without the work and, you know, using that work against them in some fashion time for our last break turn to communications. They’re former journalists so that you get help getting your message through. It is possible to be heard even through the Corona virus cacophony. They know exactly what to do to make it happen. They’re at turn hyphen two dot ceo. We’ve got but loads more time for racial equity, D I? In fact, this runs long because it’s a good conversation with Tristan that I did not want to stop. The total show is roughly 75 minutes,

[00:48:15.97] spk_4:
and it’s like the byline of you know, non profit works. Sometimes, sadly, is like we’re not in this for the paycheck, you know,

[00:48:23.25] spk_1:
Passion, passion, shaming.

[00:50:25.86] spk_4:
Yeah, absolutely. And it’s so I mean, and so when you put you take that in and of itself, within the nonprofit world, and then you layer on a racial inequity that’s like also, you know, people are stuck folks of color. Black folks are stuck with it between a rock and a hard place within their job. They want to make money toe like live to pay their bills. They want to have a job to do those things. Yet they’re stuck in an organization that is holding them hostage to the work that they’re doing, and so that that’s something that I think is I went off on a tangent. But I also think that you have to be very aware is this Is this organization ready for this? Is this organization really about this work? Because it’s gonna strip a lot of things bare for the organization that they may not like, you know, And that made that push against that culture dominate that white culture, dominant belief and systems that have built the organization toe what it is today. So, for example, it means, you know, how are we working? Are we working every single meeting toe have some sort of end results? Um, you know where we come to a conclusion at the end of every meeting? That’s white, dominant culture in and of itself. Sometimes we have meetings that don’t have a big or clear and result, and we need to be okay with that. Um and so I think about that. And I think about my past, you know, roles that I have held in use development and how many times I’ve been in a meeting where it’s like we have to get X and Y and Z done by the time. But in two hours we have to pound out a budget in two hours on DSO. I think being able to work, and I’m not saying that like and 10 is one of those, you know, shining places on the hill. But I love it here because Amy gives us the space and latitude to sometimes not have toe have meetings that maybe we didn’t come to a clear conclusion or that there’s not an expectation that we have a solid, you know, um, a solid solution that we come out of

[00:50:31.72] spk_1:
their outcome by end of me and meetings or just a microcosm of the total work, that because the work is constantly a journey absolutist repeatedly, you know, it’s not done at the end of a year or 18 months. And, you know, like you were saying different example though, you know, check, we’ve done our We’ve done our diversity work

[00:50:50.11] spk_4:
right right

[00:51:06.97] spk_1:
now. Now, we just banned the committee or the committee Lance to be six months every six months or something like that. Yes, the meeting is just a microcosm of the of the overall structure and progress and journey you say in the description of the program, then 10 journey. It’s never It’s not really never completed.

[00:51:15.12] spk_4:
Yeah, it’s never done. And it definitely doesn’t live solely with me. And I think this is the one thing that I particularly like, Um, in this this role that I’m in within 10 and working so closely with Amy with D I work is the idea that she and I are a team, um, working towards this, I think a lot of times and organizations, they token eyes, a person of color, and they’re like, Oh, you’re the equity person. You’re the equity director. You’re the X, y and Z, which is fine. It’s great. I’m all for that. But a lot of times there are situations where or organizations that put it all on that person. And they’re like

[00:51:52.79] spk_1:
the person has no with no authority, exact lots of accountability, but no authority,

[00:53:04.39] spk_4:
right? And so what I really like and appreciate is that Amy pushes me, and I pushed back on things that we’re working towards and, um You know, I say I pushed back, but also she and Ira will learn personality anyway, So a lot of times, um, she’ll peek around the corner from our office when we when we worked in offices. Um, you know, and be like I was thinking something like, Oh, my gosh, I was just thinking that. So I think it also helps be specifically with her. And I really are, um our relationship is that she and I are just very similar. Um, and, um, I think that does help. But I also appreciate her as a leader being able Teoh ask questions and prioritized racial equity not only when she’s thinking about D I stuff, but when she’s thinking about the budget. When she’s thinking about NTC when she’s thinking about, um, you know, all of our I t endeavours, all of our community pieces. Um, I appreciate that because that says to me as a person of color and more importantly, a someone who’s, um, you know, a ah person who’s working for is that Oh, this person’s in it for riel. Yeah, Amy talks. The talk walks the walk, and again, it’s not toe like, you know, game points with a Me, too. Because for that you

[00:53:18.07] spk_2:
were you making

[00:53:18.66] spk_1:
the point of the importance of leadership that has to be leadership support by in, you know, whatever it’s called or else you are, Well, not the person committee or the entire endeavor is just gonna be, you know, without without teeth,

[00:54:48.24] spk_4:
right? Yeah. And so that’s what I appreciate her as a leader, even though I’m the person that has the role that pushes it forward and stewards that she’s right there with me helping me and asking those questions on an executive level and on a board level two and prioritizing those questions. And so that’s something that I really appreciate as an employee, but also separately from that, like as a person of color, as an indigenous man, as a black man. I appreciate those things, Um, and so it’s it’s kind of 11 of those situations where, you know, talk is cheap, you know? And, um, you know, she walks the walk, and I really appreciate that. I’ve, you know, worked with a lot of white leadership in past organizations that I worked in, where they talked to talk. They love a good. You know, feel good session about D I stroking their own egos and all the things. But when it comes, it comes down to it when there are policies that they’re pushing forward and meetings that are directly, you know, working against racial equity, that’s not it, you know? And so those are examples that I think of where I’m like. Gosh, I wish I would have spoken up. Um, but but, you know, within 10 I don’t feel that. And that’s something that I I’m gonna hold on to it and hold onto it tight, because I know that this is a good thing. And I’m really, um, you know, glad and blessed to work on a place that prioritizes those things.

[00:55:13.17] spk_1:
Can you tell a story of an example of something that on its surface is not inequitable by? Maybe you pointed it out, Or if not, use something. It became obvious that it is inequitable. Yeah, you brought it to the organization and a chain jumping

[00:57:48.23] spk_4:
right. So I’ll give an example, and it doesn’t really point out a specific person, but it points out, Is Berries easy thing that no one had really found it within the organization within our organization. I know a lot of people think, Oh, wow. It’s like this multi tiered, you know, organization with lots of people. There’s only 15 of us, so, I mean, the way we work is very collaborative anyway. And so, um, once we have a job, sport where folks immunity are able to post open positions on the community s so a lot of times it’s organizations that will want to post a open position that they have on for the longest time, we didn’t, um we as an organization didn’t have, um, a requirement for salary. So when people when there was a salary field for organizations to put in, um, you know what? How much this person was going toe radio? Absolutely. They leave a blank, right? D o e dependent upon experience. Um, and if you look at that, too, seems pretty like, oh, standard. We see it all the time with, like, you know, you know, we go on linked and we go on any sort of jobs board site. Yeah, They probably don’t, you know, put the salary, and a lot of times it’s dio we and, um I I myself was like I don’t see like why, you know, there’s like an issue with that, too. Until it was pointed out that, like, you know, this was This is a practice that is steeped in, um, whiteness and its steeped in patriarchal, the patriarchy. And so why do Why do organisations not do that? I don’t know. I can’t say that for each and every other word Is that what I can say is that when organizations don’t put a salary for a job or put d o e um, that disproportionately effects women and people of color. Um, because it contributes Teoh. And there have been studies that show that when it’s when there’s no salary, it discourages people of color. Don’t feel like they are, um, you know, I don’t want to speak for for all people of color, but there have been studies that have shown that, you know, it contributes to that pay gap. That gender pay gap

[00:57:59.03] spk_1:
okay, enables that’s what I thought. It enables disparities in pay

[00:58:00.60] spk_4:
exactly and so

[00:58:02.32] spk_1:
committed because you don’t have to commit in writing exact ranges 1 25 to

[00:58:57.62] spk_4:
one solidity on their maybe organizations out there that are like, Oh, this is a black woman that’s applying for this job. I’m going toe put my I’m gonna offer this job to this person on the lower end of that range, and that’s not fair, Um or, you know, because I didn’t put post my salary. I’m gonna lowball this this this job offer and that’s not fair as well to we want organizations that are going to put or post positions or job roles on our website to be up front with everything, too. We want to make sure that our community members have all the information that they have to make an informed decision about their future job. Future A future benefits so they can make the most educated decision on whether they want to join this organization or not. Do you

[00:59:02.44] spk_1:
know what’s what’s required for

[00:59:12.82] spk_4:
that salary? Yes, so right now it is required. That’s the only thing it so you can’t post a job of job opening without having a salary.

[00:59:15.53] spk_1:
OK, so array is arranged, Arranges acceptable,

[00:59:18.46] spk_4:
I believe, arranges acceptable. I

[00:59:42.21] spk_1:
think that’s okay that someone is coming being offered at the lower end of that range, and they feel their experience marriage something higher? Um, then they can brother on conclusion that this may very well be racial or gender based or some other some other classifications based beyond their experience. You could draw that. You can draw that conclusion for yourself. If you’re being offered the low end of that salary. Radio

[00:59:50.07] spk_4:
have some very badly for that with the rains that that was going, going it, Teoh.

[00:59:53.03] spk_1:
Otherwise, your you’ve got no information whatsoever.

[00:59:55.44] spk_4:
Absolutely. And so you’re like I don’t know what. And so a lot of times there’s just weird tactic that people do. It’s like, What do you think you should be paid? And it’s like, you know, don’t turn that on its head. You know exactly what this job is worth. Please put it out there so everyone is aware.

[01:00:12.08] spk_1:
Okay, My own conclusion,

[01:00:57.91] spk_4:
though, anyway, so we require that now, and that’s something that we all came together and talked about. I mean, I can’t say who I can’t remember who, like specifically brought it up as something a za point. But it was such an easy fix. Such an easy fix. And, you know, I’ve been you know, I keep on talking about past organizations I’ve been with, but, um, I’ve been in organizations where it’s like an easy fix, but it took three months to implement. It took a meeting une email thread, you know, Ah, heart to heart meeting about how this was. You know, sometimes if it’s easy just implemented, and this was one of those things that you know, start to finish, maybe took ah, week a week and 1/2 to get it all running a

[01:01:01.53] spk_1:
programming is all of a sudden it’s a required field when it wasn’t required before.

[01:01:05.85] spk_4:
I think things are red

[01:01:06.96] spk_1:
asterisk and has to be programmed in the back end that you can’t submit your form without that field being

[01:01:23.71] spk_4:
feel that there’s a there’s low hanging fruit that sometimes exists in an organization that no one’s really sat and looked at and been like, Why are we doing this? How can we do this differently? That’s in a more equitable way in an equitable, equitable, more former fashion. And I think you know, I also say that, you know, I bring up these this anecdotes just because, you know, I mean, there are a lot of other things that we’ve done that. Have? Really?

[01:01:39.11] spk_1:
Yeah. That’s a That’s a great one.

[01:01:40.66] spk_4:
Because lately that

[01:02:19.54] spk_1:
innocuous on its face, it’s completely innocuous. Leave it blank if you want. Your Blanco are based on experience. It sounds perfectly. We’re doing that that way for generations. Based on your experience, you’ll get big. But now it’s locked in. You know what? We’re being offered a salary at the low end, and you can draw your own conclusion that why that might be exactly okay and no longer enabling. All right, Um, that’s a great story. Yeah, Um I mean, yeah, there’s so much we can talk about. Yeah. You mentioned in the description how racism manifests differently. A different levels of an organization.

[01:02:23.60] spk_7:

[01:02:24.50] spk_1:
First, a little bit.

[01:03:03.42] spk_4:
Yeah. So great question. I have, um, the ah, you know, opportunity and the privilege to serve on a, um A It’s an advisory. It’s the Committee on Racial on Racial Equity for, um, the it’s called Organ Metro. So it’s Thea Thea area local regional government that it’s, I believe, spans three, if not four counties in the Portland Metro area. So it’s a governing govern form of government that overlooks all four of us

[01:03:06.10] spk_1:
have to show off that I know Portland is in Multnomah County.

[01:03:09.04] spk_4:
Yes, I have to show. I

[01:03:10.54] spk_1:
just have to marry. Let’s have to show that off. That completely

[01:07:16.58] spk_4:
how I, um seven. It’s very much like a, uh it’s very much like a, um you know, council, where there’s council members that represent each district. And there’s also a c 00 that runs the entire organisation and government. Um, So, um, I sit on a, um on a committee that is tasked with making sure that racial equity is something that that governing body prioritizes and also is taking into consideration when it’s pushing or advocating for anything. So all that to say is that we had an opportunity Teoh to touch base with some leaders, potential leaders within this, this governing body. And, um, I think one of the questions that came to the top and that I asked you because it kind of goes back to your question of like, um, racial inequity manifests itself in very different ways on. And so if you’re a you know, a CEO of an organization, um and you’re like, yes, I’m about d I work. I live in. I breathe it yada yada. I do all of it on and I’m really passionate about it. Yet you’re a white person, and then you have to, you know, foreign partnerships with other area organizations, and they’re all white as well to what happens when you get into a room or you’re having to have big, you know, decision making conversations and everyone and there is white. Um, and, um and people in there are saying things that aren’t racially equitable. Um, and you’re sitting there in your belief that I believe I believe d I work. I know that it’s there, but the gravity of all these other people agreeing with this false, you know, or agreeing with this, you know, racially an equitable belief. You’re gonna have to push against that in that scary right to go against the grain of like, the larger group on. And so I I ask that because you know, our I just I bring that up because I think the phrase that comes most to mind to me is someone said it to me and I forget why read Reddit? Orde said it. But it’s always stuck with me as you move up within an organization, racial inequity on racism becomes more sophisticated, so it’s much, much easier to detect. Unlike a direct service, rubber hits the road level as you get to that C suite level. You know of an organization, it becomes more nuanced. It becomes mawr about tokenism. It becomes more about how you’re playing folks of color against each other or not even talking about it at all. Um, so I think that’s something that I’ve, you know, experienced in scene, you know, on a direct service level. When I first started right out of college, you know, when I was working for direct service, the the direct service staff of Color, the black folks, we’re always the ones who got, you know, assigned to jobs or assigned the locations that were less than favorable. And so, um, you know, it’s pretty straightforward. And then, you know, as we moved up within the organization, we realized that there was a token izing thing going on at the middle middle management level. And so, you know, I think that’s just one thing that it manifest in in very different ways, you know, in different organizations, but also across different levels To one level of, you know, racism may look, you know, one middle level of racism may look completely different at one organization that it doesn’t the other two. And so that’s why it’s, like a very sinister thing. Um, Teoh to be able to, you know, figure out for an organization.

[01:07:39.98] spk_1:
Um, let’s see, where can we go and sort of wrap up? Um, What you tell me you want? Oh, let’s bring it back down toe back to in 10. Because they were supposed to have been, but I let I wandered. Um um, deliberately So what do you want? What you want to share about? Sort of in closing in about intense journey, The work, the work that remains

[01:09:03.37] spk_4:
Yeah. Go. Absolutely. I love that. You said the work that remains cause there’s always work that remains. I don’t want anyone. I certainly don’t want to put on any, um, you know, false pretenses that we are. We’re there as an organization. We have arrived. We’re not. We have There’s always work that needs to. That has remained. That is remaining. And so I think that’s where I would start is that we have we’re on our own journey. We are, um, you know, moving forward intentionally and with respect to make sure that we are covering all of our departments and making sure that, you know, everyone is a steward of this d I work and making sure that it permeates every corner of our our organization. So that’s where I would start. I think you know, if folks are out there that are wanting to or your I mean, I specifically I speak Teoh, um, you know, CEOs, executive directors of organizations that are white. Um, this is the best time to push this forward. And it’s going Teoh not be easy. That’s

[01:09:10.83] spk_1:
what he said is the best time.

[01:12:27.75] spk_4:
It’s the best time because, you know, this is a time where people are, you know, there are country is and I don’t want to get you know too far into the political part of things. But like, you know, there’s a lot going on in our country to and, um, non profits are, you know, specifically smaller grassroots roots nonprofits are, um, you know, suffering A lot of times, a smaller grassroots non profits were run by people of color, so you know, I think in the spirit of non profit, it’s incumbent upon, you know, leadership to make sure that they’re helping. Not only there constituents, their employees, but also other nonprofits. So what does that mean for those CEOs or executive directors? This is the time, you know. And again I say that not in like, ooh, the stars have aligned these air that this is the time every time is a good time, You know what I mean? There’s no bad time to do this. This had this work has to be done. Um and so I would say that, you know, it’s it’s something that will pay off for years to come to. You’re going tohave employees when you start to prioritize, you know, d I work and not only within, like the D I department, but also just d. I work across your organization across departments and start to look critically how you can change and morph and transform into. I’m an anti racist organisation. You’re going to realize that a Not only are you a happier person be your employees are happy to be there and happy to do work, because inherently, when you a drew racial inequity. You’re addressing a lot of other inequities as well. You’re addressing, you know, gender inequity. You’re addressing LGBT Q. I A plus in equity as well. Those things will come in that makes employees happier. And what does that do that starts informing how you interact with your employees? Not only its not only informs it, but it starts to shape the things that you hold near and dear, both individually and as an organization, and your employees and staff will see that they will see that and they will want to stay. And that Matt effects. You know, if for those data folks out there, you know, staff retention, you have folks that are going to stay for the long haul because they believe in the work that you dio and what happens, you know. I mean, a lot of people think, you know, in in organizations or in business, you know, the customer is always right. Customer’s always right customer first, you know, or your that your communities that you’re serving our first and yes, that’s right. And there’s a grain of truth in that. However, you can’t serve your customers or your um, your the communities in which you’re serving or living in. If your employees aren’t served first and aren’t being prioritized, it’s kind of like, ah, flip of mindset that you have to dio So that would be my encouragement. And that would be my, um my you know, last piece that I would end on Is that like, you know, this is the time to do it, you know, because you know it. At the end of the day, it helps serve your organization to make sure organization stronger, and it makes your employees stronger. And it makes the relationships that you have with your employees stronger. Likewise that didn’t that, then goes into your, you know, direct service groups. You know, your communities that you’re living within. It makes your connection in your relationships more sincere and more bonded.

[01:12:51.55] spk_1:
Tristin pen, community engagement and Equity manager at N 10 s Justin, Thanks so much.

[01:12:58.14] spk_4:
Thank you so much. I hope I made sense. Thank

[01:13:51.35] spk_1:
you very much. You made a lot of sense Last sense and thank you for being with non profit radio coverage of 20 ntc remember, were sponsored at the conference by Cougar Mountain Software Denali Fund is there complete accounting solution made for non profits? Tony-dot-M.A.-slash-Pursuant. Martin for a free 60 day trial. Thanks so much for being with us next week. Privacy. Best practices. I told you it was coming. If you missed any part of today’s show, I beseech you, find it on tony-martignetti dot com were sponsored by wegner-C.P.As Guiding you beyond the numbers. Wegner-C.P.As dot com by Cougar Mountain Software Denali Fund Is there complete accounting solution made for nonprofits tony-dot-M.A.-slash-Pursuant Mountain for a free 60 day trial and by turned to communications, PR and content for nonprofits, your story is their mission turned hyphen. Two dot ceo.

[01:14:41.79] spk_0:
A creative producer is clear. Meyerhoff. I did the post production. How did I do? Let me know. Sam Liebowitz managed to stream show Social Media is by Susan Chavez. Mark Silverman is our Web guy, and this music is by Scots non next week for non profit radio big non profit ideas for the other 95% go out and be great talking alternative radio 24 hours a day.