Way back when, for so many of us, working from home (WFH) felt like the dream. And while some may still consider it a near-perfect situation, for others, the work-from-home burnout is real.

It can be hard to get anything done—let alone work or job-hunting—when you’re at trying to do it from home with all sorts of distractions swirling all around. Uncertainty about the future can even push you to take on more responsibilities as a precautionary measure, and it’s easy to become fatigued and overwhelmed as a result of it all. Luckily, there are ways to stay focused on the things you can and need to get done, ask for help, and monitor your mental health needs.

Focusing on what is actually achievable

It’s not unusual to be experiencing symptoms of work-from-home burnout. With never-ending “to do” lists running through your mind, you may feel like you’re not making a dent in your professional or domestic responsibilities. It can be really helpful to add parameters to your list of what needs to be done and when—and be sure to allow yourself breaks.

• To help manage your workload, you can make lists of what can realistically be accomplished each day. Need an app to help keep you on track? Try Any.do, which sends you push notifications to remind you of what you have to do each day (and allows for the all-important satisfaction of swiping away a completed task). 
• Job hunting in stressful times can sometimes be disheartening, and you may even feel like you’re not doing enough if you don’t get responses. Set a realistic target for each day or week in terms of the number of jobs you hope to apply for and the number of people in your network to contact.
• Schedule breaks throughout your day to help you relax and refocus. This can be hard to do at home—especially when you get up from your workspace and see a pile of laundry or other chores that need to be done—but you’re not going to be doing your best work if you’re tired and jumping from one task to the next. Set an alarm if you need to, but make sure you take the time to stand up and walk away from your computer!
• Accept the fact that some things may have to take the back burner for a while, like responding to nonessential messages or cleaning the apartment as regularly as you would like. We’re all in the same boat, and no one is going to judge you.

Telling your supervisor about your work-from-home burnout

For many people, anxiety about losing their jobs has led to them work longer hours and take less time off than they normally would. But rather than working yourself to exhaustion, consider communicating your fears and work-from-home burnout concerns to your supervisor.

• Set up a one-on-one meeting with your manager to review your current projects with them in detail. See if any changes can be made that would make your work more manageable. Your boss may not be aware of conflicting priorities, so it’s a good idea to make this a regular check-in (if it’s not already).
• Let your boss know if there are any resources that you think would help you—for example, would sharing responsibilities on a project with a colleague be a more realistic solution? You can also be specific about what’s not working, like back-to-back Zoom meetings. And be sure to ask for your supervisor’s suggestions, so it’s clear that you want to find a solution together.
• Don’t be afraid to speak openly about outside stresses and responsibilities. Your supervisor should be made aware if you’re tied up helping your child with remote schooling, have been stuck indoors because of wildfire smoke, or are just generally feeling anxiety about current events. Your supervisor has no way of knowing what your day-to-day is like unless you’re honest about it. Hopefully you’ll find that they are empathetic and even supportive.

Figuring out what is helpful to your mental health 

Find out what works for you in reducing levels of stress and anxiety. You may start with exercise, new hobbies, and connecting with friends and family. Or you can also try:

• Doing something you love is a great way to combat work-from-home burnout and relieve stress. Are you obsessed with binge-watching Netflix shows, or is getting in a workout what helps you relax the most? Or maybe a visit with a friend is what you’re in need of. Whatever it is that helps, incorporate it into your weekly routine. 
• Virtual happy hours, or a long walk of wine after a seemingly never-ending work day, can be a great way to unwind for many people. At the same time, pandemic-related drinking problems have been on the rise, so be aware of your intake if it’s a regular thing.
• If you’re concerned about feelings of depression or anxiety, it’s always a good idea to speak to your doctor. Many doctors are still offering telehealth visits, so you may not even have to go into their office. If you think you could benefit from counseling, your doctor or even a friend may be able to refer you to someone. And of course, ask your employer if you need to take a mental health day. 

Don’t let work-from-home burnout get the best of you. Take steps to set realistic goals, be honest with your employer, and keep a watch on your mental health.

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Have you experienced burnout? What helped you the most? Share your tips on Facebook!

A lot goes into drafting a good resume. You'll want to make sure you're using the best format to showcase your skills and achievements, that you've carefully edited each section, and that the information you include is relevant to the position for which you're applying. Even the font is important! And while your resume should be unique to you and your professional trajectory, there are a few important universal tips that you'll want to take into account.

Read on for our top resume tips, common errors to avoid, and a list of 76 resume-ready action verbs.

Resume pro tips

• When a hiring manager is reading your application, they just want to know the answer to three questions:
• Can you do the job?
• Will you do the job?
• Will you fit in?
• Show, don't tell! Skip tired terms like goal-oriented and results-driven, opting instead for real data. How much money did you save the organization? How many people attended the fundraiser? How many volunteers did you manage? Include numbers when you can.
• Share your resume with a trusted friend or mentor. If they can guess what type of role you're applying for simply by reviewing your resume, you've nailed it!

Common resume mistakes to avoid:

• Inconsistent punctuation and capitalization (look at your bullets, dashes, and spaces)
• Grammatical errors
• Inconsistent formatting
• Outdated contact information

Action verbs to illustrate ...

If you're looking for a deeper dive into the ins and outs of creating a great resume, check out our other resume tips and resources.

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Dear Ask Alexis,

Over the last few years, I’ve been doing quite a bit of volunteering. I’m concerned, however, that some of my stints may be just a little controversial depending on the organization I’m applying to work for now that I'm job searching.

Do you recommend leaving certain experience off of a resume? Or the more the better?

Thank you!

E.H.  

Hi E.H.,

Thanks for your question, and I’m happy to hear that you’ve found an interest in volunteering over these last few years! I hope Idealist has been a useful tool in helping you find in-person and remote volunteer opportunities that are a fit for your interests.

Okay … on to your question (it's a great one)!

I often get questions from job seekers about whether to include job or volunteer experience, and in fact, this question has come up in my own career as well. 

Of course, there are a variety of reasons why a person may consider leaving experience off of a resume. Perhaps it was a short-lived job, an organization that you didn’t part with on the best of terms, or work that you’re concerned may be viewed as controversial or divisive. If you find yourself in either of the first two scenarios, I highly recommend you check out our resources that speak specifically to those particular situations. In this post, I’ll focus on what happens when you fall into that third category.

Ask yourself why you chose that experience in the first place

If we’re talking about a volunteer position, chances are you ended up there because you had a personal connection to the issue area and perhaps even to the specific organization. If your time spent volunteering really resonated with you, I suggest including it on your resume––and maybe lean into it. If it’s an issue area that’s meaningful to you and you enjoyed the work, you can likely find related jobs, internships, and volunteer opportunities on idealist.org.

Is there a way to soften the experience?

If you’re concerned that your experience won’t align with the overall philosophy of the organization you’re applying to, consider if there is a way to soften your experience and present it in more of an impartial way. 

Perhaps you canvassed for a particular political official, but you know that the hiring organization follows a policy of political nonpartisanship (as is the rule for all registered 501c3 organizations). This is a situation in which I’d suggest focusing on the responsibilities of the role as opposed to the details around issue-area or political affiliation. 

Instead of this:

• Engaged with voters to convince them of the merits of [ISSUE 1, ISSUE 2] and [ISSUE 3].
• Helped to organize and manage [NAME OF POLITICAL EVENT]. 

Consider something like this:

• Demonstrated comprehensive knowledge of candidate’s platform.
• Coordinated and volunteered for a [NUMBER] person event. 
• Consistently met daily and weekly quotas for voter signature acquisition.

Pro Tip: Of course, if you have numbers to add to those bullets, even better!

You’ll also want to remember that even if the organization you’re interviewing with is nonpartisan, hiring managers are real people with real biases, both conscious and unconscious. If you think the specific details around your volunteer experience could potentially alienate a hiring manager, this is another situation where “softening” the experience and focusing on the responsibilities rather than the issues may be a smart way to go. 

Is this new organization really a fit?

Now here’s a question I strongly encourage you to consider as you’re cleaning up your resume and considering submitting application materials. If you’re that concerned that a hiring organization would be turned off by your past experience, is this job really a fit for you?

Choosing to leave out some of the more partisan details of your canvassing stint is one thing, but if you feel that the entire mission of the organization where you volunteered could potentially land your resume in the “no” pile of a future employer, ask yourself if this really a place where you can see yourself not only working, but thriving and growing as a social-impact professional. 

***

Send your questions and comments to me at AskAlexis@idealist.org, and if we plan to publish your question, I’ll be sure to give you a heads up (and I’ll also be sure to keep your info anonymous, of course).

Looking forward to reading your stories and answering your questions!

Editor’s Note: Please note that this post was not written by a mental health professional. If you are struggling with social anxiety and need support, we recommend seeking the help of a mental health professional or therapist. 

Social anxiety is more common than you may think. If you find yourself among the 15 million adults in the U.S. with social anxiety, interacting with colleagues, making calls at work, and participating in staff meetings might be challenge. Here are some tips to keep social anxiety from hindering your professional experience. 

Social anxiety vs. shyness

Shyness and social anxiety are terms that are often used and understood interchangeably, perhaps because there is quite a bit of overlap between them. However, it is possible for people to experience both at once, or one independent of the other. 

While shyness can make you uncomfortable in a specific situation, social anxiety can affect your quality of life. Understanding the difference is important when you’re trying to identify the experiences and needs of those around you. It is equally important to understand these terms as they relate to you and your specific situation. Shyness is a personality trait, often noticeable by others, and it doesn’t require treatment. Social anxiety is a mental health condition in which someone might feel extremely anxious, but present as extroverted and confident. 

Participating in meetings when talking seems impossible

Meetings can feel extremely difficult for someone with social anxiety. The best part about dealing with something that you can anticipate is that you can prepare in advance. Follow these tips for a successful meeting. 

Practice

If you know that you will be expected to speak or if you know what the topic of the conversation will be, you can write some ideas down and practice. If certain topics feel more natural for you to talk about, take the opportunity to rehearse speaking when these specific points are raised in the conversation. 

Work up to it

Another way to prepare for a bigger meeting is to interact with your colleagues one on one first. Making a habit of smaller interactions may help you to feel more at ease when you go into larger meetings with co-workers. 

Nonverbal communication

Participating in meetings is more than just voicing your opinions. Most experts agree that 70-93% of all communication is nonverbal. Nodding at someone that you agree with or attentively listening and smiling when appropriate or other body language is a good way to participate in a meeting when speaking seems too difficult. 

Managing vs. curing

Expecting to be able to easily overcome your social anxiety can lead to disappointment and frustration. Instead, finding useful ways to cope allows you to manage it in the workplace.

Being proactive 

Being open about your social anxiety can be the best way to manage it in the long term. Letting colleagues or your supervisor know that this is something you struggle with and would like to improve can help you find ways to work around the challenge as a team. For example, if speaking is difficult in the moment, perhaps you can commit to providing written thoughts by email after a meeting. 

Letting those around you know what helps you do your job shows that you are a team player and invested in doing well. In fact, being open about this might help others who are struggling with something similar and can help reduce the stigma surrounding mental health.

Physical symptoms

Sometimes, social anxiety manifests in your body physically. In this case, alleviating the physical symptoms can improve your overall state of mind during an anxiety-inducing situation.

When you are under stress or feeling anxious, your body naturally kicks into action, and physical symptoms such as headaches, nausea, and shortness of breath can occur. Finding distractions and practicing breathing exercises can help ease any shakiness or stomach pain. Reminding yourself that there is nothing physically wrong in your body can help to alleviate some of the stress and remind you to proactively relax when you start experiencing these symptoms.

Being confident in who you are, even if your voice shakes

In the workplace, extroversion and confidence are often rewarded. Having social anxiety can result in a cycle of stress around all social interactions. But remember that many of us have insecurities or parts of our identity that can affect the way we show up in our profession and learning to cope is an important part of your professional development. 

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Do you deal with social anxiety in the workplace? Share your tips with us on Facebook and let others know they are not alone.

In the second year of the global pandemic, we experienced and witnessed unprecedented workplace challenges, labor shortages, increased stress and grief, and the growing demand for racial equity. These issues all appear to have disproportionately affected people with marginalized identities. Here is the latest data on women in the workplace from a study conducted by McKinsey in partnership with LeanIn.Org, along with potential solutions for a path forward. 

This data set includes information from more than 65,000 employees, representing 423 participating organizations employing over 12 million people; in-depth interviews were also conducted with women of diverse identities, including women of color, LGBTQ+ women, and women with disabilities.

Women are facing an increasing level of burnout

• 42% of women say they felt often or almost always burned out in 2021, compared to 32% in 2020.
• The gap between men and women facing burnout has doubled in the past year.
• One in three women has considered leaving the workforce or downshifting their career in the past year.

Burnout takes a significant toll on representation in the workplace and can exacerbate existing inequities within the promotion pipeline. McKinsey’s report highlights effective approaches to addressing burnout, including increasing mental health support and training employees on setting boundaries. 

While organization-level initiatives are crucial for systemic change, there are steps individuals can take to maintain wellbeing and remain focused and fulfilled. By preventing your own burnout, you can also help to sustain a healthy culture on your team. Start by identifying and understanding signs of burnout and work on developing tactics that help you address your challenges. Incorporating these tactics into your regular routine can help you prevent burnout in the future. 

Women leaders face greater challenges than their male counterparts

Women of color are not seeing improvements in their day-to-day experiences despite employers’ increasing commitment to racial equity.

• Women face micro-aggressions that challenge their competence (e.g., being interrupted, hearing comments on their emotional state, or having their judgment questioned) at a higher rate than men; the gap increases as seniority increases.
• Women of color and women with other traditionally marginalized identities face an even higher rate and wider range of micro-aggressions (as compared with white women) including disrespecting and “othering” behavior (e.g., compared to white women, Black women are more than three times as likely to hear people express surprise at their language skills or other abilities).
• White employees are no more likely than last year to speak out against discrimination, mentor or sponsor women of color, or take other actions to advocate. 

Organizations can take action to create a workplace where everyone feels valued and train employees at all levels on bias, anti-racism, and allyship. Employees should be aware of barriers faced by marginalized groups and need tools to collectively tackle these challenges. Senior leaders should be supporting and participating in DEI initiatives which should be adequately resourced and prioritized. 

Women are leading the effort to support teams and advance DEI, but are not always recognized

• A higher percentage of employees with women managers (vs. employees with male managers) report their managers provide emotional support, check in on their well being, help navigate work/life challenges, ensure a manageable workload, and take actions to prevent burnout.
• Women managers do DEI work and regularly take allyship actions at higher rates than their male counterparts.
• Employees state that support with wellbeing, workload, and allyship lead to greater happiness with their job and likelihood of recommending their employer as well as less burnout and likelihood to leave their organization.

Recognizing and rewarding staff who support DEI efforts is critical to a healthy workplace

Suggestions from the report include: 

• De-bias hiring and performance review processes. To address underrepresentation of women in mid-level management, organizations can offer bias training specifically focused on hiring and performance reviews to make these processes more equitable
• Track and set internal diversity metrics including promotion metrics by gender and race/ethnicity. Organizations should track promotion outcomes for women, women of color, and other underrepresented groups to fully understand representation gaps at every level. To address these gaps, more effort in mentorship and professional development may be needed.
• Holding leaders accountable for progress on diversity goals. Representation can be addressed like any other organizational priority. Once goals are set, leaders responsible for hiring and promotions can be held accountable via performance reviews and financial incentives. 

Awareness of these challenges provides an opportunity to create a healthier, safer, and more inclusive work environment, and addressing them will be critical to ensuring that you and your co-workers can thrive at work. 

Share these findings with your co-workers and join our discussion on Facebook about how to address these issues effectively. 

Should I apply for this job?

Am I even qualified?

Will they call me back?

These are just some of the questions you may ask yourself when you start reviewing the “qualifications” section of a job listing you're excited about. Imposter syndrome creeps in and you begin to question whether or not to apply. 

In this article, I share tips for combating imposter syndrome along with ways that you can show up as a more confident, charismatic, and capable job applicant.

The imposter is not you

To combat imposter syndrome, we need to first understand what it is. A simplified definition of Imposter Syndrome is believing that you are not intelligent, competent, or successful enough, despite what you have actually achieved. When things don’t go the way you expected, you may question your worth. 

As an HR leader, I can assure you that sometimes recruiters can be so overwhelmed with the number of resumes they have to review that they don’t have the opportunity to go over them all. It has nothing to do with you not being qualified. The sad truth is that many qualified applicants get missed because of the sheer number of resumes received. Don’t let that stop you from continuing to pursue the opportunities that appeal to you and your skillset. 

Take a look at some of these strategies that can help you move past imposter syndrome.

Confidence is key

When we feel like we’ve failed, our confidence is inevitably impacted. Being mindful of this is important as feelings of failure can, at times, be the biggest culprit in giving imposter syndrome that little push it needs as it prepares to rear its ugly head.

One strategy that I have used is putting that failure into context. I ask myself what happened, how did it happen, what role did I actually play. I also consider what, if anything, could I change to achieve a different outcome? When we put what we perceive as our failure into context, we can begin to confront our fears. 

To help us do this, Idealist offers suggestions on how to face our fear of failure and come out on top.

1. Ask yourself why you are afraid to fail. Understanding the negative emotions that accompany failure is the first step in moving past your fears and boosting confidence.
2. Confront your failures. Don’t be ashamed of your failure. See it for what it is, the impact that it had, and if there are any lessons to be learned. Knowing why a particular outcome occurred allows you to understand where missteps may have happened and gives you the confidence to make a different decision the next time.
3. Reframe your failure. Feeling like you have failed doesn’t mean that you actually did. Remove your feelings from the situation, identify the facts, and take the necessary steps toward becoming more confident.
4. Recover. Sometimes, failure happens. When it does, take the time you need to understand it and then take steps to recover. Using the five W’s method is sure to work. Identify the “Who”, “What”, “When”, “Where”, and “Why” of the failure.
5. Put yourself first. Be present and take control! Don’t let false insecurities break your confidence.

The cold hard facts

The thing to remember is, you don’t need to check all the boxes to be seen as qualified for the job.

Position descriptions are often a summary of what an “ideal” candidate may be. The first thing to consider is that “ideal” is relative to the person creating the job description. Second, no person is perfect, and no job is perfect either. Finding synergy between the role and the person in that role is what is critical for success.

In closing, I offer you some suggestions from Idealist, all of which I support as a career HR practitioner.

• Don’t view qualifications as a hiring manager’s checklist, view them as a hiring manager’s wish list. 
• Identify what is an absolute must (required) and what is nice to have (preferred). 
• See where your experience is relative to the minimum. If you are within an acceptable range of the minimum in one area, this may be negotiable if you exceed the minimum in another.
• Include a cover letter; they matter! A thoughtful cover letter goes a long way in helping the reader get to know you and why you are interested in a particular role.
• Do not discount your nonprofessional work experience (service and volunteer roles). It not only shows that you care about community, it can showcase skills that many not be obvious from your work experience.

You know who you are, what you’ve accomplished, and what you are capable of. It is inevitable that the imposter will show up every now and again. The key is to not let them in the driver seat. Take the time to assess, process, and make a plan to move forward.

Land acknowledgement statements, which recognize that an event or organization is on Indigenous land, are increasingly popular gestures. But they’re only one step toward reckoning with what it means to live and work on Indigenous territory and with Indigenous tribes.

For Hayden King, an Anishinaabe educator at Toronto’s Ryerson University, land acknowledgement statements can sometimes offer well-meaning speakers an easy way out of true accountability. 

King feels it’s too easy for individuals and organizations—particularly in privileged spaces like conferences and universities—to think an acknowledgement excuses them from their obligations to Indigenous neighbors, when the obligation is the most important part of the statement. 

A more effective statement, King says, might sound like “‘We’re on the territory of [Indigenous nations] and here’s what that compels me to do.’” 

How can you support Indigenous communities and causes as a non-Indigenous ally? The specific action plan will look different for every individual and organization. The suggestions below are geared toward people who live in the United States, but can be adapted if you live in another country. 

Taking action for and with Indigenous communities

Connecting a native land acknowledgement statement to contemporary events is a good way to alert your audience to the statement’s ongoing relevance. These events could range from the way your local school system teaches Indigenous history, to challenges that disproportionately affect Indigenous people, to the environmental activism of Indigenous nations in the area. 

Sometimes non-Indigenous people don’t realize Indigenous activism is taking place around them—like a campaign to remove a racist mascot or a plan to preserve local environmental resources—until this activism makes the news. In fact, Indigenous communities do plenty of work behind the scenes to make these changes happen. 

Start out by researching some basics: 

• Which Indigenous nation is closest to where I live or work? Who are their leaders, and what are their values? 
• Are there active Indigenous-led nonprofits in my area? What are their goals, and what projects are they working on? 
• Are there Indigenous-owned businesses in my area or online that I can support? 
• Are there local groups of non-Indigenous allies already taking action? 

You can look in the National Congress of American Indians’ directory to find local nations or tribes. 

Nonprofit leaders at the Henry Luce Foundation suggest asking these three questions to generate ideas: “What work is being done now in Indian Country? What do current leaders feel they need to do their work[?]; and what infrastructure is in place to identify leaders who need support and to get that support into their hands?” 

Tribal or organizational websites may help answer these questions for you by posting possible ways to get involved—from simple tasks like sharing their content on social media to longer-term commitments like volunteering. 

Other ways to support Indigenous tribal sovereignty might include: 

• Honor tax or voluntary land tax programs, where participants pay a monthly tax to Indigenous nations/organizations for land use. This tax gives direct funding to Indigenous groups and recognizes them as the original owners of the land. 
• Voting for officials and initiatives who support Indigenous priorities in federal, state, and local elections.
• Contributing to ecological or climate action, an area where Indigenous communities around the world often focus their activism. To learn about specific goals and campaigns, check out the Indigenous Environmental Network, the Native American Land Conservancy, or Survival International. 

Reconciliation and accountability 

At the end of a land acknowledgement statement, speakers sometimes give a task to their audience, like an action to take on an issue affecting Indigenous communities or a place to give money for reparations. 

This is an important step, since a land acknowledgement statement is a pledge of accountability. If you’re non-Indigenous or your organization isn’t Indigenous-led, it’s important to be transparent about the actions you’re taking as well. 

Accountability may involve: 

• Examining your organization’s (positive and negative) history of racial justice work and interactions with Indigenous communities. 
• Educating your staff members and the people you serve about this history.
• Making a plan for ongoing financial reparations. 
• Writing down the ways you plan to support and advocate for Indigenous nonprofits. 
• Highlighting Indigenous organizations’ calls to action on social media. 

Establishing partnerships 

Building stronger relationships with the Indigenous nations in your acknowledgement can be a long-term goal. You can start simply by prioritizing diversity in your hiring. If you work with artists, entrepreneurs, and service providers, make an effort to hire BIPOC or Indigenous professionals. 

On an organizational level, one step toward partnerships is increasing Indigenous peoples’ presence in decision-making roles, as board members or executive-level staff. 

A perspective shift may also be required. Philanthropy in the United States is built on wealth, and that wealth often comes from generations of colonialism and exploitation. Even if funders and organizations have good intentions, they’re still passing down this legacy. When working with Indigenous leaders and Indigenous nonprofits, non-Indigenous people should keep this context in mind. 

Just as importantly, acknowledge that Indigenous people are the experts on what their communities need. The goal is community-led leadership and collaboration. 

You could offer grant funding or a marketing initiative, for example, but an Indigenous group might need a more practical form of support—such as child care for employees and volunteers, conference space for an event, or website development. Let the group’s leaders tell you what resources would be most helpful. 

Building trust in partnerships may involve: 

• Seeing yourself as a cultural learner, rather than an expert. 
• Putting in the time to get to know Indigenous people and groups, and not expecting fast resolutions. 
• Basing partnerships on mutual values. 
• Traveling to Indigenous communities and spending time there as a guest. 
• Providing support for Indigenous-led solutions. 
• Communicating honestly and respecting different communication styles. 
• Remembering Indigenous nations are not a monolith; there are more than 500 federally recognized tribes in the United States alone, and each nation will have its own needs and approach. 

While listening and learning are important, non-Indigenous people can also educate themselves without relying on Indigenous partners to do all the work. Native Americans in Philanthropy, a network of Indigenous and non-Indigenous nonprofits working to advance Indigenous causes, has an informative “Native 101” website for this exact reason. 

Donating and fundraising 

Indigenous-led organizations are historically underfunded in North American philanthropy. In the United States, though Indigenous people make up around 3% of the population, only 0.5% of grant funding goes to Indigenous causes. And Indigenous nonprofit leaders surveyed by the Center for Effective Philanthropy don’t report positive experiences with funders. 

Many organizations have moved toward a model of fundraising based on Indigenous values—rooted in reciprocal giving and receiving, relationship-building, and mutual aid. Philanthropy by and for Indigenous communities is emphasized. This philanthropy can take many different forms, such as:

• Regranting institutions—nonprofits that acquire a larger grant and use the funds to award smaller grants to other local nonprofits.
• Funding for organizations outside the 501(c)(3) structure, such as 7871 organizations formed by sovereign tribal governments.
• Capacity building within Indigenous grassroots organizations.

With Indigenous funding initiatives and organizations, Indigenous groups are both donors and recipients, creating a strong and mutually supportive community. Here are a few organizations doing this work:  

• The NDN Collective and the Impact Lending Collective 
• International Funders for Indigenous Peoples 
• Native Philanthropy 

A Cultural Survival examination of “Indigenizing Philanthropy” offers some insight into Indigenous approaches to fundraising and development. The piece suggests remembering the “four R’s: Respect, Responsibility, Reciprocity, [and] Relationships.” The entire Cultural Survival series on Indigenous philanthropy is worth reading. 

Ultimately, partnering with Indigenous nations in nonprofit work may influence your own view of philanthropy—you may move toward a more community-oriented, relationship-centered approach, one that considers both the past and the future. 

A renewed commitment to diversity, equity, and inclusion (DEI) in the workplace has shone a light on the importance of connecting with co-workers and creating a safe environment for open dialogue. And one way to proactively facilitate this dialogue is through book-club style discussion groups.

Discussing topics like implicit bias, systemic racism, intersectionality, and bystander intervention at work offers an opportunity to connect with co-workers, openly address workplace challenges, and create solutions together. The simplicity of these events usually mitigates administrative burdens and bureaucratic hurdles, and they only require a few people and a few hours of planning to get them off the ground. 

Here is a simple guide to facilitating meaningful and intentional conversations about DEI at work. 

Planning a diversity and inclusion discussion group

Think of this group as a flexible book club. Each session, the group reviews and discusses a short article, book chapter, or video. 

Once you have selected a topic or resource, add a one-hour session to your shared calendar and invite co-workers. Share the resources beforehand so that people have time to read and digest the materials on their own, but mention that there will be time set aside at the beginning of the session for everyone to get up to speed. People may not have time to read an article or watch a video before the session but can still have the opportunity to participate. 

You may have to experiment with scheduling, so consider a brief survey (using Google Forms or Doodle) to find a day/time that works best for the most people. 

Finding topics and articles to discuss

Here are some suggested resources, but feel free to crowdsource ideas and ask colleagues what topics they would be interested in exploring. The facilitator does not need to be an expert on the topic, but should feel comfortable asking questions and discussing the material. 

• Invisible Knapsack, by Peggy McIntosh
• So You Want to Talk About Race, by Ijeoma Oluo
• NPR Code Switch podcast
• TED Talks on Diversity
• TED Talks on Race
• Harvard Business Review’s Racism at Work Reading List

Facilitating an open dialogue

Preparing discussion questions will help with facilitation and guiding the conversation, but ultimately, the objective is an open and honest back and forth. Some of these discussions can be challenging and sensitive, so start with ground rules or a community agreement to ensure a safe environment for people to learn and explore. 

Here are some general discussion questions to help you get started. Tailor the questions to the topics and materials for a more fruitful discussion. 

• What is something new you learned from this material? 
• What biases of your own, if any, were revealed as you reviewed this material?
• How do you think this topic shows up in our workplace? Can you share any personal experiences that relate to this topic? Can you share any relevant situations that you have encountered at work?
• How have you responded to these types of issues? Can you share any examples of how these issues have been resolved? Can you share any examples of times your coworkers have responded in a productive and helpful way?
• What are the benefits of addressing and solving these issues? How does it benefit the workers and our workplace overall?
• What are some strategies and tactics for working together more productively? Who needs to be involved? How can we take action immediately? What are things we can work on longer term?

Sustaining DEI conversations

These conversations will often be met with enthusiasm and appetite for more and you may find that you need a team of people to distribute the work as well as to advocate for its importance across your organization. Here are ways to continue to expand and maintain your efforts: 

1. Crowdsource ideas at the end of each meeting or event. By asking for input from already engaged colleagues, you can lessen the burden of brainstorming and identifying new topics and resources as well as ensure that future events will resonate with others. 
2. Ask for volunteers at the end of each event. This is a great way to provide leadership opportunities to already engaged co-workers. You can continue to support the event, but someone new can volunteer to help with planning and facilitating for the next session. If no one volunteers, try reaching out individually to someone who was engaged during the session and ask if they would like to get more involved. 
3. Create a how-to guide to share with volunteers. Developing a brief document that describes how to plan this event is a helpful resource for new volunteers. Include your best practices for planning, finding resources, and facilitating discussion groups. Share this document with anyone who is interested in volunteering as a starting point for getting more involved. 
4. Connect with an existing diversity and inclusion group. Does your workplace already have a women’s group or BIPOC resource group? Attend their meetings to plan these events together or ask members if they would like to help plan future events. This step is crucial for contributing to an inclusive culture that brings in more voices and encourages collaboration. 
5. Create a team or committee. If employee resource groups do not already exist, look into creating a team or committee. This could start with even two to three engaged people meeting once a month to brainstorm and plan. 

The goal with these discussions is to learn, grow, and actively participate in creating a more inclusive and equitable work environment. With the understanding that systemic change requires change on national, organizational, team, and individual levels, these discussions will help create a workplace culture of accountability and understanding. 

What are your go-to resources for diversity, equity, and inclusion education? Tell us about it on Facebook.

Illustration by Marian Blair

There are quite a few boxes to check when you start a new job. You’ll be expected to get to know your colleagues, familiarize yourself with organizational systems, and make a good impression, all while doing work that may be completely new to you. That’s already a lot, but having to juggle all of these challenges in a remote work environment may introduce additional hurdles. 

We’ve talked to social-impact professionals who made it through this very situation, and we picked up a few tips to help you along your way. Read on to see how you can ensure a successful remote onboarding experience.

Put together a plan for your first 100 days

Every journey is easier when you have a map. As you embark on your new role, it’s important to have a clear idea of what’s expected of you and what you hope to achieve. A comprehensive plan for your first 100 days on the job can help to eliminate the guesswork and clarify measurable goals to make sure you’re progressing and moving in the right direction.

Some organizations offer planning templates as part of their onboarding process, but if they don’t, create your own using our First 100 Days guide. While tailoring your plan to suit your specific needs, keep these basics in mind:

• Split your plan into three sections, roughly a month each.
• Identify clear areas of focus, and add specific goals with metrics to track and measure your progress. Also, make sure these points align with any quarterly or annual goals your employer asks you to work toward. 
• Ask yourself questions to help you identify milestones, such as “What are my primary responsibilities? What are my long-term project goals? What does success look like in this role, and how can I measure it?”

After you prepare your plan, make sure to get your manager’s feedback. After all, a map is only useful if it’s getting you where you need to go. Your manager will have a firm handle on where your organization’s goals and aspirations lie, and can serve as a valuable resource . Sharing your plan will also make a lasting impression, fostering a sense of camaraderie about your mutual ambitions for the organization and showing that you’re committed to flourishing in your new position.

Make your first day easier by prepping and checking in beforehand

Most of us have had that dreaded first-day-of-school experience, where we’re new, we’re lost, and we have no clue what to do. It’s easy to forget that a lot of the time we can get what we’re looking for if we just ask. There are even ways to get the jump on certain things before you begin working. Here are a few ideas for getting yourself set up and ahead of the game.

Request materials and documents in advance of your start date. See if there is anything your new employer can offer to let you in on your team’s process before your first day. Most organizations send onboarding documents in advance, but you can also request reports, outlines of previous projects—anything to help you get acclimated to and prepared for your specific role. The more information you have beforehand, the easier it’ll be when you show up for your first day.

See if there are other ways to dip a toe before diving in. Depending on your situation, you could ask to listen in on important meetings or be CC’d on emails in advance of your start date. There may be a few reasons your employer wouldn’t be open to this, but it doesn’t hurt to ask! If you’re unsure how to word such a request, try something like this:

I’m really looking forward to getting started! If you would be willing, I’d love to listen in on meetings that may be relevant to my work, or be CC’d on emails that come up between now and when I start. This way I can get a feel for our workflow and team interactions, as well as projects coming down the pipeline that I should learn more about.

You might find this an odd or tricky ask, but if you frame your message as coming from a place of enthusiasm and conscientiousness, your new employer will likely see it as evidence of your work ethic rather than an intrusion. On your side of things, it’s important to remember that this isn’t meant to get you working before you actually start working. Instead, think of it as a way for you to match your pace with your teammates before being passed the baton.

Make an extra effort to get to know co-workers

Perhaps the most important aspect of starting a new role is building relationships with colleagues. This can be more difficult in our new virtual paradigm, where we lack the benefits of casual conversation struck up in the halls or kitchen of a shared office. Here are some things you can do to get things rolling.

Do some research. Most organizations have a staff page on their website with photos and short employee bios. Review what’s available—especially about your own team—and try matching names to faces. Commit a few tidbits to memory that you can reference when you finally meet. Don’t think of it as homework, but rather an act of discovery. The goal is to get to know your colleagues and maybe even make some new friends, so keep the focus on what piques your interest. This will help break the ice when you meet and can foster some of that human connection that may be missing when interacting via computer screens.

Have one-on-one or small group introductory meetings. Holding more intimate meetings will give you a better opportunity for meaningful connections. If your organization doesn’t already include this in the onboarding process, reach out to your supervisor and ask about setting them up. Try to keep your agenda relatively loose, and remember that the goal of these conversations is to try and connect with the people in the room (or on the screen). If you need more structure, prepare a short personal introduction and use your research to come up with questions for your colleagues.

Lastly, be sure to spread your meetings out over your first few weeks. This will keep you from feeling overwhelmed and give you time to internalize what you learn.

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As you work through onboarding remotely, keep in mind that most of us are new at this—your organization included. Cut yourself some slack, and don’t be afraid to ask for help if you need it. Before you know it you’ll be all settled in, and you might even end up showing another new recruit the ropes.

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Ah, money. We all think about it all the time, but it can be just so uncomfortable to talk about. When it comes to negotiating your salary for a new job, though, it’s unavoidable. 

It can be hard to determine when, how, and if you should bring up salary during the job interview process. With preparation and confidence in your own value, you can advocate for yourself whenever it does come up. 

Do your research 

Doing your research can give you a good starting point, as well as the confidence that comes from knowing what you’re talking about. Salary websites—including Idealist’s salary guide for the social impact sector—can be valuable resources. 

You can also research wording and tactics to use for salary negotiations at different points in the process, so you feel more prepared when the conversation comes up. 

Don’t be afraid to bring up money 

The truth is, the “right” time to bring up salary may vary depending on the job and the interview process. It has become more common for the topic to come up as early as the initial pre-screen interview. If the person with whom you’re interviewing brings it up, answer honestly to save time for everyone. If they don’t, and you feel comfortable, feel free to bring it up and get the question out of the way. You can ask a question, like “would you be able to give me an idea of the salary range for this position, just to make sure we’re on the same page?”. 

If you feel like you should wait to discuss salary, follow your instincts. If you can afford to wait it out, or you already have an idea of the salary, feel free to skip that chat at the beginning stages and wait until you have an offer. 

If you do discuss it, it’s a good idea to speak in terms of a range rather than a specific dollar amount. This will give you some flexibility as the interview process goes on. It’s a good idea to put the number you want at the lower end of the range, and then go up 5-10k from there. For example, rather than asking for a static $50,000, consider saying you’re looking in the $50,000-$55,000 range. 

Discuss your salary range with tact and confidence

You’ve done your research, right? So take comfort in the knowledge that you know what you’re talking about. Be diplomatic, but don’t behave as if you’re doing something wrong. You aren’t, whether you bring up salary or they do. Speaking calmly and authoritatively about compensation can show that you’re serious and you’ve done your research. In fact, you can feel free to say something like “I wanted to check in about compensation, to see if it lines up with the research I’ve done about the position”. Just be ready to answer if they flip the question back to you and ask what your research dug up. 

Also keep in mind that your salary potential does not have to be anchored in your salary history. In fact, an increasing number of states are making it illegal for employers to demand salary histories in an attempt to move away from structural pay inequalities. Being underpaid by former employers shouldn’t sentence you to low salaries moving forward. 

Negotiate politely—but clearly 

So you got an offer. That’s great. Now what? 

No one should be surprised that you want to negotiate. It doesn’t mean they can or will play along, but it’s your right to bring up salary and advocate for yourself. Try to strike a balance between showing an understanding of where they’re coming from, and reiterating your talking points. Something like, “I completely understand what you’re saying, and I’m willing to discuss it. I do want to talk about how we can move toward $60,000. It’s the market value for the role, and it’s where I should be based on my experience and achievements” shows that you’re listening but you know your worth. 

If you try to negotiate and an employer makes it clear that they won’t budge on money, you still have options. Consider negotiating other benefits like flex time, title changes, or better projects. Ask how potential future raises or bonuses might work, or about opportunities for growth, and try to get anything they’re able to offer you in writing. If they can’t give you answers that are sustainable for your life and wellbeing, ask yourself if this is the right fit. 

Compensation is important. Know your worth, and ask for it. 

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Do you have thoughts about or tips on salary negotiations during the job interview process? Share them on Facebook! 

By StudioVK

For many current and former students who work in the U.S. nonprofit sector, Public Service Loan Forgiveness (PSLF) has been a huge advantage. And temporary coronavirus-related relief legislation means the PSLF program can help even more. 

The U.S. Department of Education has expanded the type of loan payments that count toward forgiveness until October 31, 2022. Designed to make federal student aid more flexible during an ongoing national emergency, the program has the fancy name of Temporary Expanded Public Service Loan Forgiveness, or TEPSLF. 

The average borrower, according to Department of Education estimates, will earn “another two years of progress toward forgiveness” under the new rules. Borrowers enrolling in the PSLF program for the first time will see benefits too. 

Which payments now qualify for loan forgiveness? 

If you’ve worked toward PSLF for a while, you probably know the original requirements pretty well: after 10 years working full time in a qualifying public sector or nonprofit job, and 120 on-time payments toward federal Direct Loans, the rest of your loan balance is forgiven. 

Each qualifying payment adds to your “count” of 120 total installments. 

The new rules make more payments eligible for forgiveness retroactively— payments you’ve made in previous years can be added to your total count, even if they didn’t qualify before. The rules are also intended to be easier for borrowers to understand and follow. 

You can now get PSLF credit for: 

Payments that were incomplete. Any payment amount, even if it wasn’t the exact number required, will count. This is a big change from ordinary PSLF rules, which require payments to cover the full amount due, down to the dollars and cents. 

Payments that were late or past due. Late payments also get added to your count. 

Payments made on different repayment plans. Normally, PSLF only accepts payments made on certain federal repayment plans like income-based plans. The TEPSLF waives this requirement; if you made previous payments through another plan, you can count them. 

Payments on Perkins loans or Federal Family Education Loans (FFEL). These loan programs have, since, been discontinued for new borrowers. But borrowers who took out loans through Perkins or FFEL can get those payments added to their count, even if they hadn’t consolidated their loans into direct loans at the time of payment (another original PSLF requirement). 

Payments made before consolidating loans. One major PSLF guideline is that borrowers need to consolidate their loans into direct loans before they’re eligible for forgiveness. 

Under the new rule, any payments you made on non-consolidated federal loans before Sept. 30, 2021 will count toward your total. 

Deferment and forbearance periods due to active military duty. If borrowers in the military suspended payments while they were on active duty, these payment periods will still count toward PSLF. 

The Department of Education is trying to help the process go as smoothly as possible by reviewing the previous payments of anyone enrolled in the PSLF program and automatically updating their payment information based on the new rules. 

You’ll still have to submit an application for this enhanced loan forgiveness, even if you’re already working toward PSLF. 

Which guidelines are remaining the same? 

Some PSLF rules still apply during the TEPSLF period. 

• You still need 10 years of full-time employment before forgiveness. 
• The employment should still be certified by a qualifying employer, usually a nonprofit.
• You still need to hit a total of 120 payments before forgiveness. 
• Payments made before Oct. 1, 2007 (the date the PSLF program was established) don’t count. 
• Certain kinds of loans, like private loans or federal parent PLUS loans, are still ineligible. 
• Payments on defaulted loans don’t count. 
• Unless you’re on active duty in the military, deferment and forbearance periods don’t qualify. 

After the TEPSLF period ends, payments on federal direct loans will be the only type of loan payments that qualify for forgiveness. This means borrowers should consolidate any other federal loans into direct loans if they haven’t already. 

What this means for borrowers 

The good news is you have until Oct. 31  to make any changes that might bump up your total of qualifying payments. This might mean: 

• Applying for PSLF for the first time.
• Applying for TEPSLF, if you’re already enrolled in PSLF and think some of your prior payments might be newly eligible. The form for first-time applicants and current PSLF borrowers is the same. 
• Consolidating any federal student loans you have that aren’t direct loans.

Anyone who worked for a qualifying employer during 2008-10 but didn’t consolidate their loans until afterward should still submit a PSLF form to get those payments counted. 

October is the final time to submit your application, not the deadline to finish the process, but it’s still smart to act sooner, rather than later. 

Once you complete any necessary paperwork, the Department of Education will adjust your payment count. Some lucky borrowers may hit their 120th qualifying payment just by adding up retroactive payments, and many others will get closer to their goal. 

Even though the TEPSLF expansion is temporary, there are plans to make the loan forgiveness process better for borrowers on a permanent basis. The Department of Education hopes to communicate more frequently with PSLF-eligible borrowers about their repayment statuses, reach out to more borrowers who might qualify for PSLF but don’t know it, and reconsider denied applications for PSLF. 

Overall, the changes may make higher education and nonprofit careers more accessible to a wider range of people in the United States. 

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Share your own stories about PSLF with us on social media. What works? What doesn’t? What would you change? 

Illustration by Marian Blair

Apologies in the workplace have become a real talking point, especially considering how few of us enjoy delivering them. (Come to think of it…does anyone?) 

Apologies can have their place. Some people use them as an expression of empathy rather than wrongdoing. And sometimes, colleagues just need to hash things out before they can move on. Still, apologies can be both overused and underused, and even misused, to the detriment of work relationships. 

However big or small the problem, there are some helpful factors to think about when you don’t know how to apologize—or not apologize—at work. 

Sometimes you need to apologize 

Some of us may avoid apologizing at all costs, while others say sorry so reflexively that it starts to lose meaning. You may have experienced the passive-aggressive non-apology, or the apology that’s weaponized to make everyone feel worse. Maybe you’ve even found yourself perpetuating some of these behaviors yourself. (It’s OK. Work is complicated.) 

Whatever camp you fall into, it’s probably safe to say that no one really likes apologizing. But sometimes it’s the right thing to do, and it can make life easier for everyone afterward. If you’ve genuinely made a mistake or bad decision that has affected your colleagues, there’s no shame in saying you’re sorry. In fact, apologizing when you’ve messed up shows your co-workers that you’re honest and take responsibility for your actions. Executed with some thought and finesse, an apology can increase your team’s confidence in and respect for you, and demonstrate that you learn from your mistakes. 

How to do it 

Keep these tips in mind if you’ve decided an apology is in order: 

• Be authentic. An insincere apology is rarely effective, and can even make things worse. Approach your apology as an opportunity to set the stage for a better relationship with the recipient. At its core, a true apology should be about humility and empathy, so focus on how you’ve impacted the other person. 
• Don’t qualify it. The word “if” doesn’t belong in a good apology, nor does the passive voice. You probably (hopefully) know that something like “I’m sorry if words said by me caused you to feel offended” isn’t a real apology. Don’t deflate your apology with words that protect you rather than acknowledge their concerns. Be willing to accept responsibility, or don’t bother. 
• Focus on lessons learned and solutions forthcoming. It’s OK to mention your intentions so that the injured party knows you’re not out to get them, but if your initial aims are at the crux of your apology (for example, if you’re dwelling on what you meant to do rather than the fallout that did occur), you’re missing the point. Keep your focus on what actually happened, and how you can prevent it from happening again. 
• Remember that you can only control your end of the apology. It may not be accepted graciously, or at all. It may not even be acknowledged. All you can do is move forward with the insights you’ve learned, and the confidence that you’ve accepted your part in what happened. 

Sometimes you DON’T need to apologize 

While apologizing can be the right thing to do, it isn’t always the right thing to do. You may be tempted to say you’re sorry to avoid conflict, or keep tensions from building. If you’re not at fault, though, beware the false apology. 

Many experts warn that reflexive apologizers—many of them women—can undermine confidence in their abilities, both for others and themselves. Rapid-fire apologizing also doesn’t exactly scream “from the heart,” so try to apologize only when you mean it. 

A few steps that can help: 

• Ask yourself: why am I apologizing? This seems simple, but it can be revealing. Are you planning to apologize because you know you’re at fault, or because you just want to smooth things over? Consider your reasons, and whether an apology will ring true or come off as weak or manipulative if you don’t really mean it. Also, you don't need to make yourself a scapegoat. Just come up with a solution instead. On that note…
• Acknowledge that the mistake or problem occurred, and recommend a solution. Ignoring the issue won’t help you, and blaming others can make you look petty or unprofessional. Skip the “sorry” and speak in practical terms about how to fix or improve the situation. 
• Prioritize gratitude over regret. This one is a classic for a reason, and works best when you’re addressing a minor offense/something outside your control (i.e. you’re late for a call). Instead of apologizing for something you’re not really sorry about, consider thanking your colleagues for their patience or understanding. You’re still acknowledging that their time is valuable, without denigrating yourself in the process.

Get past it 

Whether you’ve apologized or decided not to, your focus should be on how best to move forward. You may still have to prove yourself again after apologizing, or just wait for others to get over it. All you can do is your best, with a solutions-focused attitude, and the understanding that everyone makes mistakes and no one stays mad forever. Or if they do? Consider that an important note about your organization’s culture.  

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Want more on this topic? Learn more about how to curb workplace over-apologizing, or the benefits of humility at work. Don’t forget to subscribe for more great content! 

While we don't recommend making a habit of including a professional summary or profile at the top of your resume—that's valuable real estate and you'll almost always have an opportunity to tell that same story in more detail in your cover letter—there are several instances in which a professional summary is just the thing! For example, when you're completing your employment profile right here on Idealist, you'll be asked to include a professional summary to make your profile more searchable for hiring managers.

But how do you craft a standout summary?

To create a summary, we love this formula in the book Jobs That Matter: Find a Stable, Fulfilling Career in Public Service by Heather Krasna, a career coach and expert:

[Adjective] [noun] with [number] years of experience in [special skill], a proven ability to [relevant, measurable skills], and a strong background in [relevant contexts in which you have worked] seeks a position as [relevant objective].

An example from the book that illustrates the formula in use:

Highly motivated nonprofit professional with three years of experience in program management, service delivery, and fundraising; a proven ability to lead groups of up to 50 volunteers, organize events with up to 500 participants, effectively raise over $100,000 in grants yearly, and streamline processes to maximize efficiency; and a strong background in youth services programs with underserved populations seeks a position as a leader in a human services nonprofit.

You can also turn this into a bulleted list. For example,

• Highly motivated social-impact professional with three years of experience in program management, service delivery, and fundraising. 
• Proven ability to lead groups of up to 50 volunteers, and organize events with up to 500 participants.
• Effectively raise over $100,000 in grants yearly and streamline processes to maximize efficiency.
• Strong background in youth services programs with underserved populations seeks a position as a leader in a human services nonprofit.

Here are a few other guidelines to keep in mind when you craft your summary:

• Keep your summary brief. Six lines or less should be sufficient. 
• Tailor your summary to the job you're interested in by highlighting transferable skills and relevant accomplishments.
• Aim to use words from the job description, provided they accurately describe what you want to portray about yourself in your summary.
• The way you use a summary can vary by industry or job function. For example, in Heather’s book, she notes that job seekers who have technical experience may just want to have a bulleted list of software and hardware they are familiar with, whereas those in more creative fields might use lively adjectives that showcase their personalities.

When should you use a summary?

In short, it depends. Heather suggests using it to highlight relevant experiences and skills that might end up towards the end of the resume if listed chronologically. Lily Zhang at the Muse suggests it’s great for seasoned professionals or people with varied work experiences who need a way to tie all of their experiences together. Amanda Augustine, career expert at TheLadders, thinks it’s an elevator pitch and useful for many professionals. If your experience is straightforward and you’re applying for similar work, consider jumping straight to your work experience and including relevant accomplishments with each job, instead of crafting a profile.

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By Victoria Crispo

Illustration by Marian Blair

Many people who work from home also have pets to take care of. Some people had these pets before the massive shift to remote work, while some acquired pets during the pandemic to have company while they worked from home. Whatever your individual circumstance, it’s helpful to know how owning a pet can fit into your work environment at home. Here are some benefits about working from home with a pet, as well as tips to adequately care for your pet without having to compromise your work responsibilities.

Benefits of having your pet around

If you own a pet, you likely already reap the benefits of having a fluffy (or scaly, or feathery, etc.) friend around. Some of these benefits include increased happiness, reduced stress levels, and yes, even improved productivity. Studies show that taking your pet to work, or in this case, having your pet at your home office, can lead to increased productivity because you are less likely to worry about your pet, and, therefore, more likely to focus on your work. 

In addition to increased productivity, having your pet around can lead to a better state of mind. For example, petting an animal or interacting with your pet can provide a calming presence which can be especially helpful when you’re having a stressful day at work. Additionally, the Human and Animal Bond Research Institute has found that pet ownership also generally reduces anxiety and depression.  

Getting work done while caring for your pets

If your job requires most of your focus, how can you also give enough attention to your pet throughout the day? Because you can’t hide from your pet while you work from home, your pet might expect to receive all your attention. And because they’re so cute, you might also find yourself distracted by your pet while you’re working. The good thing is you don’t have to sacrifice either responsibility for the sake of tending to the other. If executed thoughtfully, having pets around can actually help you establish a routine that is beneficial to your workflow. 

The first thing you should do is incorporate playtime into your schedule. Treating time with your pet as a personal responsibility can help you provide your pet with attention without feeling guilty about stepping away from work. Scheduling breaks to spend with your pet will also allow you to take care of yourself by going on walks and getting a breath of fresh air. And having timed playtime limits will also teach your pet to expect your attention during designated times and not all the time. 

Having your pet close to you, even if you are not interacting with them, might make them feel at ease while you work. If they are not too much of a distraction, try putting your pet’s bed near your work station, so they feel close to you while you keep an eye on them.

For the times when you need to focus your undivided attention on work, or if you have a work meeting where it would be inappropriate for your pet to make an unexpected appearance on screen, make sure to have a reserve of toys ready that your pet can use for entertainment with. Check out these highly acclaimed pet toys to keep your dogs and cats busy.

The future of office work for pet owners

It is an unavoidable reality that if your workplace requires you to go back to working in the office, you and your pet might have to make some adjustments to your routine. Luckily, the COVID-19 pandemic could lead to a more pet-friendly workplace, including the possibility of continuing to work from home. 

Nevertheless, while the future of in-office work is still uncertain, you can certainly enjoy the benefits of working from home with a pet now in a way that is fulfilling and productive for both you and your pet. And if you and your pet were able to adapt to this unexpected change in lifestyle, you can rest assured that, together, you will both be equipped to adapt to other changes that come your way. 

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Not sure if getting a pet is the right fit for your work style? Fostering a pet first might be a good way to find out!

By twenty20photos

Working in the nonprofit sector can be incredibly rewarding. And sometimes, some of what feels so rewarding may include working closely with and providing services to individuals who have experienced trauma. This can sometimes lead to emotional challenges in the workplace, including vicarious trauma.

When it’s hard to separate oneself from a client and their trauma, learning how to recognize, address, and manage vicarious trauma is essential to ensuring that we can be our best selves and continue showing up for those we work with. But what exactly is vicarious trauma, and how can you deal with it? Here is an overview of this condition and tips for how to manage it when it comes up in the workplace. 

Burnout vs. compassion fatigue vs. vicarious trauma

Burnout, compassion fatigue, and vicarious trauma are concepts that are often used interchangeably, but they have unique and essential differences:

• By definition, burnout is a condition in which an individual develops depression-like symptoms as a result of their job, typically brought on by prolonged or repeated stress. Some ways of dealing with burnout include establishing boundaries at work or improving your work-life balance.
• Compassion fatigue refers to the way that employees who directly assist people with trauma may develop their own Post Traumatic Stress Disorder (PTSD) as a result of empathizing with clients. This can be somewhat alleviated by having a sense of humor, focusing on positive aspects of your life, and taking breaks.
• Vicarious trauma refers to experiencing trauma-like symptoms and having a profound shift in worldview when working with clients who have traumatic experiences. 

If you think you are experiencing any of these conditions, I recommend seeking the advice of your mental health provider or other qualified health professional.

What separates vicarious trauma from burnout and compassion fatigue is that vicarious trauma manifests itself as trauma in our bodies. Although all three of these conditions show up in similar environments and symptoms may overlap, the distinctions are important to consider since addressing each requires different resources. Here’s how you can specifically address vicarious trauma. 

Mindfulness in the workplace

With vicarious trauma, the most important thing is to talk about it. It’s natural and normal, and can even be an expected part of advocacy work involving victims of trauma. Rather than shy away from this reality, you should expect your workplace to provide employees with the tools and resources to address this issue when it arises. By receiving education and training, employees are able to name their experience and provide a framework to better understand and respond to it. 

Building connections

Nothing is worse than feeling like you’re alone in dealing with these issues. Having people to talk to about what’s going on and to relate to while doing your job can significantly help reduce the symptoms of vicarious trauma. Building connections with teammates as well as with other organizations doing similar work can help to alleviate the feelings of hopelessness and allow you to identify a network of support. 

Creating safe places

In order for employees to feel adequately supported, it is crucial to create a culture of caring. Having a trauma-informed workforce is an essential first step toward showing employees that they are in a safe place while doing difficult work. If your workplace is not providing internal support and resources to address vicarious trauma, you should feel empowered to seek it out and ask questions. Perhaps your organization has outside resources and opportunities for staff to participate in wellness-related activities. 

Working in the nonprofit sector and advocating for victims of trauma is not easy, and not having the adequate support to tend to your mental health can make things even harder. Addressing employees’ mental health should be a priority for employers. And this is especially true for employees of color or those with identities that reflect the people they are serving. If your organization does not provide you with the support you need to do your job, consider pursuing a job that values your contributions by providing you the tools you need to do your work. No job is worth compromising your mental health over.

To better understand vicarious trauma and how to care for yourself while caring for others, consider obtaining a copy of The Trauma Stewardship: An Everyday Guide to Caring for Self While Caring for Others.

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Photo By Pressmaster

Starting a project can be challenging with overwhelming amounts of new information and gaps in knowledge. You might have many questions but not know where to start. Whether you’re starting a new project or joining a new team, taking a systematic approach can create more structure and relieve the stress of a new situation. 

Key questions to ask 

If your workplace does not already have an onboarding guide, work with your team to plan your first 100 days. As you get started on your first projects and tasks, here are some guiding questions for you and your team to answer together. Choose the questions that would be most relevant for your situation. 

Team roles and responsibilities

a. Who are the core team members, and what are their roles?

b. Who are the other stakeholders who may be involved (e.g., other teams, clients)?

c. Which tasks am I responsible for?

d. Who reviews my work and gives the final sign off?

e. Who is responsible for communication with each stakeholder?

f. What regular meetings does this team have, such as weekly check ins? 

g. Who is responsible for meeting agendas and facilitation? If these meetings are already scheduled, who needs to be added? If not, who is responsible for scheduling?

h. How will the team members communicate and collaborate with each other?

i. How will team members provide feedback to each other? How often and in what format?

Client details

a. Who is the client contact? What is their role and background?

b. Have you worked with this client before? What previous projects have we completed with this client? Who has worked with this client before and how should we transfer knowledge and information?

c. What are the client’s objectives for this project? What are the client’s larger objectives and priorities?

d. What is this client’s working style? How do they prefer to communicate, give feedback, and schedule and conduct meetings?

Project context

a. What is the project objective? What are the key questions to be answered through this project?

b. What are the interim and final deliverables (e.g., final slide presentation, report document, press release, creative video)?

c. What is the timeline? What important milestones or deadlines need to be met (e.g., conference or meeting, client deadlines)?

d. Who is the client or end user? Who will review and give final sign off on deliverables?

e. What resources are already available? Are there materials that provide additional context? Does a repository of documents already exist, or can one be created? 

f. Which people have expertise in this project area and should be consulted? What is the best way to get this information (e.g., scheduling a knowledge transfer meeting or emailing key questions)?

Next steps

a. What are the immediate next steps, when are these tasks due, and who is responsible for each one?

b. When is the next time the team will check in again on these next steps?

c. When is the next time the team will review overall progress and plan?

d. If you need more information and context before getting started, who should be involved in future information-sharing meetings, and when can they occur?

Common challenges when starting on a new team

You are thrown into a project in progress and feel like you are getting bits of information

Start by scheduling a separate meeting dedicated to getting you up to speed. You may have to ask around to figure out who should be present at the meeting—it could include a supervisor, a colleague with previous experience, or another team member you will be working with. Before the meeting, share your questions, using the above list as a reference, so team members know what to expect and have the opportunity to plan ahead. 

You have not yet been added to all relevant meetings and don't know where to find needed information

As early as possible, ask for a project or team document repository with all relevant documents; if one does not exist, offer to set one up. This shared folder should include meeting notes, any existing relevant documents, meeting schedules or calendar invites, and a project plan or timeline. In the introductory meeting, create a checklist of resources you need and make sure you get access promptly. 

You do not have enough context or information to execute on your responsibilities

If the project or subject matter is entirely new to you, it may be helpful to schedule additional one-hour sessions with team members for Q&A after you have reviewed any existing materials. Make sure to identify the people who can answer subject matter questions and let them know you will be following up with more questions. 

You do not have a clear understanding of timelines and whether you are on the right track with your tasks

Ask a supervisor if a project timeline already exists. If not, offer to set up a meeting to create a timeline together. Make sure that important deadlines are included in a project timeline and discuss with your supervisor how often you should check in to make sure you are on the right track. For example, if you decide to have regular check-ins twice a week to review your work, set up these recurring meetings in advance. 

Onboarding can feel overwhelming, but it can also be an exciting time to learn new skills and get to know your co-workers. By practicing using a systematic approach, keeping track of best practices, and honing your approach, onboarding will become easier and more efficient. Becoming savvy with onboarding is a skill that will benefit the rest of your career. 

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Illustration by Marian Blair

Is your workplace part of the 51% of employers in the U.S. who allow their employees to work from home? Then you might be looking for a coworking space that works for you. While working remotely can have many benefits, it is essential to have a designated work space. This is why many people prefer to work from a coffee shop instead of from their actual home. Here is a helpful guide to make sure you have a successful coworking experience at your favorite coffee shop or another shared space.

Before you go

Make a to-do list

A successful working experience begins with preparation. Before you even go to your desired coworking space to try to get some work done, make a list of things you are hoping to accomplish. Setting expectations in advance makes it easier to focus on your work once you get to the coffee shop and allows you to dive right in. 

Bring the essentials

Preparing before you go also means you should bring everything you could possibly need to access, including your laptop, a charger, and perhaps a pen and paper. It might also be worth investing in helpful supplies to ensure a seamless experience. 

Logistical Considerations

Wifi

Although people are increasingly turning to public coworking spaces as a standard place to get work done, not all coffee shops cater to this demographic. Make sure that if you will need wifi, the place you plan to go to has accessible wifi or that you have a backup plan, such as a personal mobile hotspot. 

Shop Hours

Know the location’s hours of operation. Because most coffee shops open early, they also tend to close earlier in the day. Unless you want to start your day early, be prepared to limit the amount of time you spend at the coffee shop and choose which projects you want to tackle during the allotted time. 

Outlets

Many coffee shops, especially those that provide an environment for people to work, have outlets available for use. However, it is not a guarantee that you will always have access to one. In order to avoid an inconvenience, like your laptop or phone running out of battery, plan to charge your devices before heading out of the house. Having a backup plan, like a power bank or USB to charge your phone is also a good idea.

Note that some places don’t have outlets in their establishment in order to deter people from staying too long. If you notice this situation, it is safe to assume that this place will not allow you to work there. However, you can certainly ask if you are unsure about their rules or if you notice others who seem to be doing work in the space.

Avoiding distractions

Headphones

A coworking space has the potential to provide a lot of distractions. In order to minimize outside interference and maximize your work efficiency, consider using headphones. Because music itself can also be distracting for some, here are some specific working from home playlists to help keep you focused on your work. 

Restricting access to social media

Leaving your phone at home or turning it off while you work is easier said than done. And there can be valid reasons to have access to it, such as if you need to communicate with clients or your supervisor. An effective way to make sure your phone provides less distractions while you’re working, though, is to download a social media blocker app.  

Managing expectations

Consider visiting several coffee shops and public work spaces before settling on one that might become your new go-to spot. Finding the perfect coworking space can be the key to successful working. In fact, some people find that they are more creative in a coffee shop. Once you find a shared space that fits your needs, have fun with your new space, and don’t forget to follow these etiquette rules.

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Want to work from home? Read this article on how to ask your supervisor.

By Prostock-studio

As many of us head back to in-person office environments, others have already been back and gone remote again. During this time of yet more uncertainty after a long absence, readjusting to office life can be a challenge on many levels. Fear not! There are ways to cope with anxieties that come from reacclimating to in-person office settings, and even some things to look forward to! 

Make a plan

Don’t allow your “what-if” scenarios to balloon into a web of ambiguous fear. Ask yourself what it is about returning to the office that worries you, and think through how you can face those fears, head on. 

Nervous about discussing your back-to-work fears with co-workers? Perhaps it’s because you’re concerned that others aren’t as COVID-conscious as you, or vice versa. The most likely scenario is that everyone is experiencing some version of this anxiety, so getting it out in the open could help you all to feel more comfortable.

It can also be useful to think about specific scenarios and how you’d respond. Worried your office won’t take health and hygiene concerns seriously? Be sure you ask in advance what plans are in place (if they haven’t already been made clear), and don’t be afraid to inquire about any potential gaps in planning. 

Naming your concerns and identifying what’s within your control helps limit their power over you, and aids you in deciding how to move forward. It can be tempting to try to shut down anxieties as they arise, but it will be more helpful to you to deal with them directly.

Ask yourself what you’re really worried about, whatever it is, and think about actionable ways to lessen your risks or address problems that may (or may not) come up. 

Here are some examples:

I’m anxious that [CO-WORKER] won’t take COVID protocols seriously

• As we mentioned earlier in this piece, you have every right to voice concerns with your HR department or supervisor. Of course, we don’t suggest pointing fingers before anything actually happens, but trust that the leadership team at your organization are just as invested as you are (if not more) in the safety and well-being of the team. And if you need to have a more formal conversation to feel comfortable, that’s OK!

I’m worried I’ll be less productive in the office than I was at home

• You have an interesting opportunity here to recreate your workday when you return to an office setting. Are there things (either items or parts of your routine) that you can bring back with you and implement in the office? If you feel like the rush hour commute detracts from your productivity, perhaps you can have a conversation with your supervisor about switching up your in-office hours so you can avoid the evening rush. There are plenty of innovative ways to bring what worked for you at home back to the office, and in many cases, you need only ask.

Be specific. Letting your worries build up will only make the transition harder, whereas becoming an active participant in your next steps can give you more insight and confidence. 

Communicate your needs clearly 

Letting your team know your scheduling plans, comfort levels with different types of interaction, and general boundaries can help everyone succeed. It’s also likely that sharing your thoughts (politely!) will encourage others to do the same. 

Consider asking if your office can have a meeting to discuss comfort levels and needs as you all return to work. If it seems difficult to kick off these conversations or get people to participate, start by sharing your own questions and concerns first. Ask people to express their top safety priorities, and be open to any questions that come up. 

Clarity can also be helpful to prevent misunderstandings or hurt feelings as you redefine working relationships or develop new ones. Rather than leaving it to co-workers to read your mind, letting them know the reasons behind any worries or new boundaries can help them understand them and not take them personally.

If you’re not ready to hug, that’s ok—be upfront about it before it becomes an issue. If you’re worried about a co-workers’ differing stance on masking or vaccines, don’t be afraid to excuse yourself from conversations, or make it clear in advance that you’re not up for political discussions right now. Returning to the office will require a learning curve, and any steps taken to reduce miscommunications and angst will be helpful. 

Approach co-workers with respect and empathy 

Try to assume the best of others and remember that you’re not the only one who went through the trials of the pandemic. You may even find yourself causing others anxiety in ways you didn’t intend and couldn’t have anticipated. Maybe you’re the one who has been missing hugs for a year and they’re uncomfortable with physical contact, or have to think about an immunocompromised family member. 

Try not to take anything too personally—everyone is just doing their best. Being respectful of others’ boundaries will be just as important as maintaining your own. Ask questions and listen when others tell you what they need. Be patient. There will likely be some trial and error as you all find your way to a new, and hopefully improved, way of life. 

Focus on the positive 

Things are going to be different, but different doesn’t necessarily mean bad! 

While many of us have fallen into grooves that are more comfortable and less taxing than our former office routines, maybe we can trade our sweatpants in for perks we’ve missed during the pandemic. Remember boundaries between work life and home life? Or getting to wear an outfit that made you feel like a total boss? Maybe it’s the work friendships you’ve missed the most, or the immediacy of shared goals that in-person environments can cultivate. 

Some of the things you liked better about working from home may be possible to replicate in the office. If you and your co-workers are concerned that you’ll slip back into less healthy habits, put time on your calendars to walk or exercise together, and bring healthy lunches rather than grabbing takeout. Prioritize breaks and work-life balance. This is a great opportunity to build healthy and important habits into your work schedule. 

Center equity 

Returning to working in-person can also be an opportunity for more meaningful changes, and equity and inclusion should be at the heart of the workplace dynamics you’re (re)building. As you head back to the office, it’s important to consider whether your organization has taken the nation’s racial unrest to heart with actionable DEI initiatives, and whether you’re doing everything you can to support yourself and your co-workers. 

You have the right to explore whether your organization’s policies have evolved, but you also don’t owe anyone your time or energy to explain or contextualize the events of the world.

Keep in mind that your co-workers of color may be anxious about things that aren’t even on your radar—office microaggressions, political opinions of co-workers, less privacy as they process traumatic occurrences—so do your best to be an ally. Listen more than you speak, and cultivate an environment that is more inclusive and respectful than the one you left behind when the pandemic set in. 

Your transition back to the office may not exactly be “back to normal,” but it could be a chance to find something even better. 

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Do you have tips or concerns about heading back to the office? Share them on Facebook! 

By travnikovstudio

As leaders, regardless of the challenge or situation at hand, we’re often told “It’s not about you.” But leaders are a part of the team, and just as we’re responsible for our teams, we are also responsible for our own well-being. Just as we want members of our teams to show up “whole,” we need to want the same for ourselves. 

Leaders count, and sometimes this even means putting ourselves first. In this article I share lessons learned, tips, and strategies for self-care and the impact it has on leading effectively. 

Lessons learned

 Last year was a very challenging one for me, as I imagine it was for many of you. I battled physical and mental health issues as I wrapped up the second year in my new role as Head of HR. 

Like most other organizations, mine was busy strategizing our reopening while also trying to support our workforce in dealing with their own traumas and fears about a return to the office. I was exhausted, I was burned out, and I was on the verge of a serious mental breakdown. However, I kept pressing on.

As a leader—among the most senior in my organization—I had to be there. I had to be present. People were depending on me to help them through a recovery, all the while I too, was trying to recover. 

Then, my grandmother passed away. 

That’s when it all came to a head. I was no longer functional, which made me useless to myself, to my team, and to my organization. I needed to take some time away and grieve the loss of my grandmother. I needed to work on my mental health and care for myself in ways no one else could. But if I took the time I needed, would things fall apart?

 As leaders, we often think “Of course everything would fall apart without me,” but the answer is usually, “No, everything will be just fine.” According to the Harvard Business Review, there are three common excuses leaders give when resisting the notion of self-care:

1.  It’s new age nonsense

2.  Not enough time

3.  Strong leaders and good leaders don’t need self-care

 Unfortunately, it took the loss of a dear loved one for me to realize that I had been giving excuse after excuse for not taking care of myself. And as you may have guessed, the excuses and the burn out didn’t just impact me, it impacted my team as well.

 Seeing yourself as a part of the team

 At times, we leaders can see ourselves as existing outside of the team. In our roles we are tasked with ensuring that our staff have what they need to thrive. What we fail to do is realize that we are also a part of the teams we lead. 

We often encourage staff to take time to care for themselves and their families, but in not recognizing that we, too, are members of the team, we risk forgetting that self care is critical for us, too. 

 In a recent Forbes article Leaders: Don’t Forget To Take Care Of Yourself Joyce Russell writes:

“So, it’s not only important for a leader to take care of themselves, but also to let others know that it’s okay and in fact, it is important to do this. It’s really hard for employees to take time for themselves if their boss never does.” 

What made this point salient for me was the recognition that none of the members of my team had really taken any time. They were pushing through and, quite honestly, stressing out and burning out while watching me do the same.

 Absence as the best presences

 Fast Company identifies the five rules of self-care for great leaders as:

 1.  Be Honest

2.  Be Kind

3.  Love your body

4.  Say “No”

5.  Take a break

 Taking a break was never in my rule book. But it turned out that once I took a break, everyone seemed to be better off for it. In fact, what I’ve found is that sometimes, absence can be the best presence. 

Wondering what exactly that means?

When I was in the office stressing out, burning out, and not taking care of myself, it landed everyone else in pretty much the same boat as me. And no one (including me), was fully present. In taking the time away, I was more present for my team than I had been all year because I became the example they needed to take care of themselves. In other words, some degree of absence was critical to my ability to be present.

 Strategies for self-care

 In my time away and every day since, I have placed self-care above everything else and along the journey, I also picked up a few strategies to help me stay on course. Here are five self-care strategies that I’ve put into practice:

1.   Face the hazards of your profession. We are not alone on this journey. Take the time to acknowledge and understand the challenges you are facing. Share them with your community and stop trying to face them alone. 

2.   Start with strategy, then find the techniques. Take the time to think things through. Strategize how you can address the challenges you face and then find the techniques to take them on.

3.   Monitor yourself and take in feedback from those close with you. Pay attention to yourself, how you feel, and what you are thinking. If you feel a certain way, others probably have observed it, so talk to those closest to you; ask them if they’ve noticed a change in you.

4.   Make your work environment work for you at home and in the office. Create a work space that energizes you and allows you to thrive. Keep a picture of a loved one on your desk or of your favorite vacation location, keep clutter to a minimum, or even add some plants.

5.   Appreciate yourself, your work, and your growth. Take care of yourself the way you take care of others. Celebrate every win, both big and small.

 Here are a few additional resources for practicing self-care right now. 

 As we begin a new year and prepare to take on the new and the unknown, let us take stock in what we do know. As leaders, we do not stand alone. We are part of a team, and as members of that team we are equally important. And while it is laudable to put everyone else first, it’s not practical. It’s also not healthy. 

Taking care of you places you in the best position to be present fully and wholly for yourself and your team.

Illustration by Marian Blair

No matter what aspect of your life you consider, the journey of gender transition can be nerve wracking, and one arena where you may feel even more trepidation about how to proceed is in the workplace. But that doesn’t mean that it has to be dreadful or uncomfortable. In fact, transitioning on your own terms can be a very empowering experience. 

Here are some suggestions on how to comfortably and professionally navigate your gender transition with your employer. 

You are in charge of your transition

First and foremost, it’s critical to remember that you are in charge of your transition and that you are the one who gets to decide the pace at which you want to proceed, and who is let in on your journey. 

Luckily, there are others who have come before you, and it can be helpful to read about their experience for guidance and resources. But of course, it is ultimately up to you to decide what feels good and appropriate as you begin your own gender transition. Remember that there is not one standard set of steps that you have to take at any particular time or in any particular order.

Trying out different names

If you plan on eventually changing your name to something that better fits your identity, you might want to start by trying out a temporary name. For example, you can ask specific co-workers to start calling you by a different name in informal spaces to see how that feels for you. 

The same is true for pronouns; ask the co-workers you feel most comfortable around or perhaps those you might have already informed about your plans to refer to you by a different pronoun. 

Updating co-workers with your new name and pronouns

Once you settle on a new name, and if this is a name that you would like to exclusively be called, the next step is to update your team and any other people you interact with regularly.

At this point, you may want to loop in HR as your organization may have useful resources about how to make this announcement; they may even offer to do it for you if that feels comfortable. If you decide to make the announcement yourself, one option is to send an email.

Here is a useful template:

Subject: Name (and Pronoun) Change

Dear team,

I am writing to let you know that I have decided to change my name to [NEW NAME] and my pronouns to [NEW PRONOUN], which will start immediately. I recognize that these changes can be difficult to make, and so I want to thank you in advance for your support as I go through this transition both personally and professionally.

 Sincerely,

[NEW NAME], (pronouns)

Updating clients, customers, or other external partners will be a little different. It might require a general email update to everyone, or perhaps you can do it on an individual basis with people in your network. Make sure to speak to HR and your supervisor about how to approach this since there might already be organizational guidelines you can follow and they can also support you in this process. 

Talking to HR about updating documents and accessing facilities

There are many places where your employer can update your name and gender. Below are some examples of where you can seek support from your HR department: 

• Updating business cards
• Updating your personal desk or office nameplate
• Updating your bio on the organization’s website  
• Granting access to updated gendered facilities if you now need access to different bathrooms or locker rooms than those you’ve been using 

All of this can be done prior to any “legally official” name or gender transition. However, if legally updating your name and gender is also something that interests you, check out this guide on how to change your federal identity documents. Note that some HR documents cannot be officially updated until you legally change your name and gender.

If you are a freelancer or someone who doesn’t have access to an in-house HR department, a lot of these responsibilities will fall on you, however, you should still be sure to notify those you work with about any changes they should expect, including a change of name or pronouns. 

Making sure you feel supported

Many organizations do their best to support transgender employees by adopting organization-wide practices, such as normalizing the use of pronouns during introductions, and working with DEI teams to foster transgender inclusion. These are things that you can expect your HR department to actively work on and that you should feel empowered to request if you feel like they are not being implemented 

Finding ongoing support in your workplace throughout your transition is important and the law is on your side. If you ever experience transphobia or if someone makes you feel uncomfortable, seek guidance from an organization that specializes in supporting transgender people in the workplace, such as the Transgender Law Center or the National Center for Lesbian Rights. 

If you are new to this kind of a transition, it may feel strange to experience so many changes at once. Transitioning in the workplace is no easy task, and you might even feel like you have a spotlight on you for a while. But as scary as it might seem, it is also an exciting journey, and you’ll find that sharing your full and authentic self with those around you can be very liberating. 

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