Idealist Careers

Adapting a Nonprofit to Challenging New Conditions | An Interview with Megha Desai

Mon, 25 Jan 2021 10:00:00 GMT

An estimated nine in 10 nonprofits worldwide were negatively affected by the COVID-19 pandemic. It has therefore become increasingly important that social-impact organizations be able to adapt their priorities or service models in response to crises like this one.

I spoke about this with Megha Desai, the president of the Desai Foundation, which supports women and children through community health and livelihood initiatives in India and the US. We discussed how the foundation has met specific challenges that have arisen in India as a result of the pandemic.

Q: How was your mission affected by the pandemic?

A: Over the course of any given month, the Desai Foundation has somewhere between 50 and 100 programs that are set up on the ground. In the first couple months of the pandemic, it took a lot of effort to just dismantle those programs—from letting people know that we can't host it anymore, to figuring out what to do with the resources and staff, to setting the right expectations on the ground. So from a programmatic perspective, it really stopped us from being able to offer the programs that we are so used to being able to deliver.

The second issue was staffing—we were seeing a lot of organizations, similar in size to us, just totally pausing. And what that meant was that they were laying off staff. We have 30 full-time staff members around the world, and we just didn't feel like that was the right decision. Right off the bat we made a pledge to everyone on our staff that nobody would be let go for COVID-related reasons. We had to make that decision knowing how deeply that was going to impact our bottom line and cut into our reserves.

But the third and most important way it affected us was realizing that we had people who were ready, willing, and able to work—and we had constituents that needed our services. Other problems had arisen from the pandemic, like food insecurity at a higher level than before, or simply people not knowing how to reach out and get resources. It was the team on the ground, with our guidance, that came up with the Masks of HOPE campaign.

Q: Tell us about Masks of HOPE.

A: Masks of Hope provides flexible jobs and distributes reusable, two-layer masks to the most vulnerable communities in the three states that we serve: Gujarat, Rajasthan, and Maharashtra. We did spend a lot of time figuring out how we could make surgical masks and automate that because our initial gut reaction was that we needed as many masks as possible. The more and more we dove into it, we realized that technically it was more difficult. We were trying to convert our sanitary napkin machines into making masks, and we were able to make the masks themselves, but it turns out putting the elastic earloops on is really a difficult process from a mechanical perspective. So we had to cut our losses on that. But we thought to ourselves, why not create job opportunities for all these women we have trained to sew, and have them produce masks?

Q: So Masks of HOPE really grew out of an existing program?

A: Yes, these women have been trained through our sewing program. We teach not only the craft of sewing, but we also incorporate entrepreneurship so that they know how to put their own bill together. What we've found is that most of the women who take the sewing class don't end up getting the factory job—that's just not the way the rural communities operate. What they end up doing is starting really small businesses (or two of them collectively will get together and start their own business), so we wanted to make sure they have the tools to do that.

Q: Are there any other programs that you've adapted in India at this time?

A: Yes, our Asani sanitary napkin program. We’re still producing pads in one of three centers. Another is operational a couple days a week. What's cool about the sanitary napkin program is that most of the women that distribute the pads do it within their local community to begin with, so a lot of them haven't really stopped, because of course periods don't stop for pandemics.

We also started distributing pads very freely, which is not what we usually do. We sell our pads because we believe that when money is exchanged, information is exchanged and that's a really important part of our model—especially when it comes to the supply chain of jobs and the commission that the women get. However, different times call for different approaches. So what we've been doing is if anyone calls us and asks for pads, we send the pads to them.

Q: What advice can you offer to other organizations that need to change how they provide services, keep their staff, or deliver programs internationally?

A: First and foremost, we can't do any of our work without our staff. I think that in a nonprofit situation, unless you are literally about to zero out from a financial perspective, now is the time to cut into your endowment. Now is the time to lean heavily on your long-term donors and say, “Listen, I need to keep my staff on.” Honor your staff the way you expect them to honor the people they serve.

My second piece of advice is to listen to the people you serve. They will provide you with the ideas even when you are roadblocked.

My third piece of advice is that it's okay to experiment and it’s okay to fail. I can guarantee that your donors are going to look upon you favorably for trying, especially when you're adapting for such an unprecedented event. We're very lucky that our program has been super successful, but it could have easily gone a different way, and that doesn't make us a bad organization.

My last piece of advice is that this is an opportunity to look inward at your organization and ask: What are the frameworks that we've created that are too rigid? Where is there room for pliability and experimentation? Where is our little fund that we expect to lose every year through experimentation? Agility starts at the top of the organization.

The people on the ground are going to change and the people you serve are going to change. And let's hope they change! No nonprofit should want to be in business in perpetuity. We try to put ourselves out of business region by region. We built this machine, we know how to deliver services, but now we don't have to deliver that service anymore—so what do we deliver now? At the end of the day, you should aspire to be agile. That's the foundation of any good business.

***

How has your organization adapted to the challenges of the pandemic? Let us know on Facebook!

Get Focused | Pay Better Attention in Your Online Meetings

Fri, 22 Jan 2021 10:00:00 GMT

A few weeks ago, a co-worker asked me what I thought about an idea another colleague proposed in an online meeting. I was embarrassed to admit that I couldn’t answer—not because I hadn’t thought it over enough, but rather because I had been writing an email instead of paying attention.

I am grateful to work in an environment where we laugh at this sort of bad behavior, and generally recognize that it’s difficult to maintain focus when your co-workers are on the same screen as all of your work. However, I don’t want to get into the habit of drifting away, and I’ve been making a point to be more present during working meetings.

Here’s how I overcame and avoided digital distraction.

Minimize external distractions

When is the last time you paid attention to your attention span?

Take note of what distracts you so you can make interventions to keep yourself on track. In virtual meetings, I used to get distracted whenever the number of messages in my inbox increased. This would tempt me to open my inbox, open an email, and only many clicks later realize that I had missed something someone said, again.

To combat this, I experimented with shifting my meeting view to full screen and disabling email notifications. Though I would still find myself minimizing the full screen and seeking distractions, reducing the number of incoming distractions that could snatch my attention was helpful. Here are a few things you can do:

Eliminate extra screens and devices. If your work and personal life don’t require you to be accessible by or attentive to multiple devices, don’t be.
Track and reduce your clicks. When a meeting starts, take note of how many times you move your cursor for reasons unrelated to the meeting. I started covering my keyboard and trackpad with paper so that I would have to take an extra step to click anything. This has helped me become conscious of, and reduce, how often I actively reach for distraction.
Talk to yourself. It sounds silly, but whenever I am about to open a new tab while I’m really trying to focus on something, I make myself announce my intentions aloud. Having to say “I’m opening a new tab so that I can scroll aimlessly through LinkedIn,” and then ask myself why I’m doing that, is usually enough to prevent me from delving back into unproductive behaviors and habits.
Chime in. Make a point to support or comment on someone else’s remarks, raise questions about information shared, or offer insight. Active participation requires active listening, and active listening requires paying attention.
Schedule breaks and stick to them. Give your eyes a break and be sure to get away from the screen. Try to block time between meetings or ask meeting facilitators to consider scheduling break times and grounding exercises, such as allotting two minutes for attendees to write down their preoccupations and thoughts, helping to clear their heads so they can fully (re)join the meeting.
Optimize your home office. Experiment with essential oils, lighting, furniture arrangement, sound machines, and whatever else may help to figure out what keeps you the right mix of alert and at ease. Consider adding pillows or blankets to your chair if it isn’t particularly comfortable. It’s much easier to concentrate when you’re comfortable.
Write notes by hand and recap what others are saying in your own language. Using your hands can help you focus and retain information. I often doodle and jot down notes quoting things people say in meetings; even if I don’t need to refer to these notes in the future, the very act of taking them helps me stay more present during the discussion.
Try to learn three things. Sometimes I get pulled into meetings where I don’t need to contribute to the discussion, and I’ll ask myself why and how this meeting has landed on my calendar. If there is going to be information shared that relates to my work, I’ll challenge myself to see how many useful bits of information shared I can write down, or how many relevant questions I can come up with about the meeting topic.
Step away occasionally. Similarly, sometimes there are entire portions of meetings that have no relevance to my work; this is when I step away to make tea, stretch, and, to be honest, check my inbox.
Keep trying. It takes a lot of willpower to focus when so many other things are constantly demanding our attention, especially as we’re experiencing burnout from being on video all day. Still, the more we pay attention to our focus, the easier it will be to bring it back when it wanders away.

Minimizing internal distractions

There are concrete ways to make physical and digital spaces more conducive to concentration. But resisting the urge to glance at our phones, refresh our feeds, and drift away from the present can be more challenging. Experiment until you find what works best for you and be gentle with yourself when your attention goes astray. Useful things to keep in mind:

If you’re in a meeting, just be in that meeting. Multitasking isn’t good for you. Sometimes I try to convince myself that I can complete more automated, administrative tasks while also in meetings, but it’s not true. Multitasking can harm our work and effort; it impacts our memories, slows us down, and decreases our productivity.
Commit to respecting the time of others. When we’re in person, our minds may wander, but being online makes it even easier to tune out. Showing up all of the way and practicing active listening is one way to demonstrate respect for your colleagues.
Find an accountability partner. If you have a colleague you trust enough, start a conversation about your struggles focusing (when you’re not in a meeting, of course) and find out what helps them. Talking about my behaviors and learning that I’m really not alone helps me stay aware of my wandering mind and challenges me to keep trying to do better.
A little mindfulness goes a long way. Find a contemplative practice that works for you and see how your ability to be present in meetings and other work shifts. Minding my breath always helps me settle back into the current moment.

***

What helps you focus during virtual meetings? Tell us on Facebook.

3 Social-Impact Lessons from Past Presidents

Wed, 20 Jan 2021 10:00:00 GMT

Many of us strive to be good role models in our careers, but few of our jobs come with the public spotlight of the United States presidency. The president’s views on social justice can influence the beliefs of an entire nation.

As Joe Biden and Kamala Harris step into their elected roles as president and vice president, they’ll make decisions that shape the country. Biden is already planning major criminal justice reform, among other initiatives—but a president’s true social impact might not become clear until decades after they’ve left office.

Many of our former presidents have complicated legacies—and they didn’t always work towards social justice. Yet our former heads of state have often put useful leadership skills into action. Here are three of the most useful presidential practices that nonprofit professionals and organizations can adapt and use today.

1. Abraham Lincoln: Adapting mindset to new issues

These days Lincoln is remembered as the progressive Civil War leader who signed the 1863 Emancipation Proclamation ending slavery for Black Americans. Early in his presidency, though, Lincoln wasn’t so sure about giving Black Americans equal rights as citizens—he thought freed slaves should return to their countries of origin instead.

When Black soldiers fought for the Union army during the Civil War, they weren’t paid as much as white soldiers. Many were subject to cruel treatment their white comrades didn’t face, including recapture and re-enslavement by Confederate troops.

Abolitionist Frederick Douglass, who had previously recruited free Black men to enlist in the Union army, was so enraged by this inequality he paid Lincoln a personal visit in Washington. Douglass argued Black people deserved full citizenship, including equal wages and protection on the battlefield. Though Lincoln didn’t act on Douglass’s recommendations then, he listened to Douglass’s concerns and promised to sign future commissions protecting Black soldiers.

Douglass noticed Lincoln’s willingness to learn and have uncomfortable conversations, and Lincoln’s own views on equal citizenship changed when he saw the dedication of Black soldiers to the Union cause.

After Lincoln’s death in 1865 Douglass gave a eulogy that acknowledged this transformation. While Lincoln was once determined "to protect, defend, and perpetuate slavery in the states where it existed," Douglass said, eventually Lincoln used his power to end slavery across the country, in part because of the influence of advocates like Douglass.

The lesson: We’re likely to face challenges to our own views and internalized prejudices as we work for social justice— and as members of marginalized communities point out problems others might not notice.

You may have encountered the phrase "Normalize changing your opinion when presented with new information." This kind of humility—along with willingness to change your actions—is a crucial leadership skill.

2. Franklin Delano Roosevelt (FDR): Working through illness and disability

Roosevelt’s active legal and political career ground to a temporary halt in 1921 when he was diagnosed with polio at age 37. The paralyzing disease attacked his body’s nervous system and had no cure at the time. Despite extensive physical therapy, Roosevelt never regained the ability to walk.

Determined to return to politics, Roosevelt locked steel braces onto his legs and aggressively campaigned to be governor of New York in 1928—a successful warm-up for winning the presidency in 1932. Since most buildings weren’t wheelchair-accessible, he adapted a dining room chair by replacing the legs with wheels.

His disability was public knowledge, and opponents criticized Roosevelt as unfit for the demanding job of president; but for many struggling Americans during the Great Depression, Roosevelt became a model of strength in adversity. Labor secretary Frances Perkins thought dealing with polio made Roosevelt less arrogant, more thoughtful, and ultimately a better leader.

Polio also influenced Roosevelt’s public activism. He established the National Foundation for Infantile Paralysis, a fund to cure the disease, in 1937. The foundation was publicly known as the March of Dimes (since cash-strapped Americans could afford a small dime donation). Roosevelt’s efforts and funding paved the way for the first polio vaccine, which became available to the public 10 years after the President’s death.

The lesson: Social-impact workers with chronic illness and disability face different limitations than our peers, and people may underestimate how much we can accomplish.

Even if you haven’t attached wheels to a dining chair, you’ve probably come up with other innovations to get the job done. So why not talk those up to employers? If you’re comfortable with disclosure, disability can become a powerful part of your personal story and advocacy. Check out the organization Chronically Capable, which recruits job seekers with disability and chronic illness and matches them with flexible employers.

3. Lyndon B. Johnson (LBJ): Supporting the arts and humanities

Part of the president’s job is to allocate federal funding to important causes, including essential fields like science and medicine. But for some executives, the arts and humanities are just as essential to a thriving, diverse United States.

Presidents Roosevelt and John F. Kennedy, both robust arts supporters, began the push for federal funding of cultural programs. Their successor Johnson officially signed off on the National Endowment for the Arts (NEH) and the National Endowment for the Humanities (NEA) in 1965.

Part of Johnson’s ambitious "Great Society" program, the NEA and NEH funded national theater, opera, and ballet companies, a national film institute, and works by American composers. The endowments included grants for artists to practice in schools and universities. The goal was to make art public and accessible to everyone, not restricted to the wealthy.

Johnson praised art as a uniting cultural force, believing the arts and humanities show us "our common hopes may be more enduring than our conflicting hostilities." His administration gave more financial support to artists than any previous administration, and the NEA and NEH are still around today.

The lesson: If you work in the humanities or the arts, you may feel it’s hard to demonstrate how your work contributes to social progress—especially compared to direct service programs and health initiatives, where results seem more tangible. At the same time you probably can’t imagine a life without the arts in it.

Now might be the time to reconnect with your original mission and vision, remembering what sparked your career interest in the first place. Plenty of nonprofit professionals have combined art and social progress in their careers, becoming role models for future generations.

***

What national leaders do you admire, and what lessons have they taught you? What are your hopes for the Biden/Harris administration? Share your thoughts with us on Facebook.

Illustration by Marian Blair.

Confronting White Supremacy Culture in the Social-Impact Sector

Mon, 18 Jan 2021 10:00:00 GMT

Illustrated by Marian Blair

As organizations strive to become more inclusive, it’s imperative to recognize the difference between truly lifting up diverse perspectives and merely expecting new hires to accept and adhere to existing cultural norms that may be rooted in systemic oppression. Years ago, a former supervisor gave me a copy of “The Characteristics of White Supremacy Culture” from Dismantling Racism: A Workbook for Social Change Groups (Jones and Okun, 2001). From perfectionism to a heightened sense of urgency, the article traces behaviors we might accept as professional standards back to White Supremacy culture.

One need not agree with every part of that book to note that, as of 2018, 87% of all executive directors or presidents at U.S.-based nonprofits were White, and that therefore, when dealing with power and systemic oppression in this country, any tool that can help us understand and change this situation may be useful.

Understanding and recognizing White Supremacy culture

Discussions of White Supremacy are certainly on the rise: in 2010, the terms “White Supremacy” and “White supremacists” appeared in the New York Times around 75 times; in 2020, that number increased to 700.

Racial Equity Tools defines White Supremacy culture as “a political or socio-economic system where White people enjoy structural advantage and rights that other racial and ethnic groups do not, both at a collective and an individual level.”

White Supremacy culture is not just about extremists and extreme behavior; rather, it is a set of norms often so subtle that we may take them for granted. Though the thoughts, behaviors, and values inherent in White Supremacy culture stand to benefit White people, it is also true that people of color may practice, uphold, and reinforce this system. With effects spanning areas from healthcare and education to criminal justice and poverty, White Supremacy’s impact is far-reaching.

Ways White Supremacy culture may manifest at work

Dismantling Racism outlines 14 distinct and recognizable characteristics of White Supremacy culture. While at first glance they may be written off simply as bad management styles that occur in most workplaces, these characteristics can be dangerous. When left unchecked, these behaviors may even masquerade as professional norms that are accepted instead of challenged or reformed.

The very inability to recognize White Supremacy culture for what it is and how it functions makes it almost impossible to work against. For example, early in our professional careers we learn that perfectionism is something we should strive for; when this happens we may overlook the reality that perfectionism can lead to burnout and foster unnecessary division between colleagues, or cause us to devalue the contributions of our peers. Perfectionism may become a subtle but reliable tool of White Supremacy because it holds a majority of workers in a perpetual state of improvement, ensuring that hierarchy and power imbalance continue. This shapes and limits our own understanding of professionalism and can have severe implications for how we treat others and are treated in the workplace.

A few other characteristics you may recognize are:

Only one right way: May include the belief that there is only one right way to get something done and that all parties must learn and adhere to the established rules. This practice stiffles change and growth, while reinforcing an exclusive business-as-usual approach. Suggested intervention: Provide opportunities for employees in varying levels of leadership to play a decision-making role and commit to learning about the cultures of the communities and clients you serve
Paternalism: May include a lack of transparency around where power sits, including who makes decisions and how. Said decisions are decided in private without input from those who will be impacted. An example of this is an organizational restructuring that is not accompanied by any dialogue about how or why teams were reorganized; this practice ensures those in roles of leadership have access to knowledge and decision-making powers that others in the organization do not. Suggested intervention: Offer opportunities for people who will be affected to share their opinions and thoughts and call on leadership to answer questions.
Power hoarding: May include a belief that power is a limited resource that must be protected. People in positions of leadership may dismiss the demands of the broader workforce, and insist that leadership alone has the insight and expertise necessary to make organizational decisions. This practice maintains hierarchy and prevents those with less access to power from having a voice. Suggested intervention: Recognize that the sharing of power benefits everyone; organize employee resource and support groups to reassess how the organization is, and is not upholding its mission.

Raise awareness and promote change

Ondine Quinn, MSW, is a social worker based on Osage, Shawnee, and Cherokee land in Kentucky. When she noticed that White Supremacy culture was unaddressed in her education and ongoing social work training, she started the Decolonize Social Work podcast, where she encourages social workers to become anti-racist practitioners.

Ondine notes that White Supremacy presents itself in the numbers, as noted above, a study conducted in 2018 found that 87% of all executive directors or presidents at nonprofits were White. She adds, “by prioritizing and protecting Whiteness, White Supremacy is at work from the very top, through funders and leadership, all the way down to frontline workers and field staff.” This is often accompanied by:

Expecting BIPOC staff to provide education and training about racism, while simultaneously accusing them of being confrontational and not focused on solutions when they point out the microaggressions and racism that they’re experiencing.
Engaging in endless DEI trainings, book clubs, and similar initiatives that don’t actually result in a safer workplace.

I asked Ondine to share practical steps people can take to confront White Supremacy in their workplaces. Here’s what she had to say:

“I want to push a bit here on the word practical, because when I hear that I wonder if this is more of White Supremacy culture at work—putting energy into ‘solutions’ that can’t really be sustained without a true dismantling of the system and its power imbalance. My first recommendation would be to start at the very top with the board and executive leadership. If you’re White, what is the plan for relinquishing your seat as a decision maker and ceding it to Black and Indigenous People of Color? Be specific and transparent about how you’ll do that.”

At a minimum, leaders should be promoting and recruiting BIPOC people to positions of power, influence, and decision making within their organizations if this is not already happening.

Some steps she suggested include:

Develop and implement a plan to close the wage gap between the lowest paid employees (who are often people of color) and the highest paid employees (usually White executives).
Redirect resources (power, money, connections, etc.) directly toward BIPOC-led individuals, organizations, and companies. Some starting points to reflect on: Are our grant processes as streamlined as they could be, or are there ways to cut back on unnecessary bureaucratic procedures, thereby increasing the odds that low-resourced individuals and organizations will be able to successfully apply (for grant-making organizations)? Are we making a point to hire experts from BIPOC-led organizations when we bring in external consultants and collaborators? Are we inviting and compensating BIPOC speakers for our events? Are BIPOC-owned companies represented among the vendors we use for catering, office supplies, and other organizational needs?
Make funding available to provide support, coaching, and professional development specifically for BIPOC staff.

Not in a position of power? You can still make a difference

These actions may not be accessible to you if you’re not in a decision-making role, and that’s not coincidental. But even if you don’t hold a leadership position, it doesn’t mean you can’t make a difference at an organizational level. You may try:

Bringing colleagues into the conversation, gathering suggestions, and organizing. Start by considering what your organization is (or could be) doing externally to promote racial justice and call for this work to be replicated internally. Start an informal caucus that is committed to furthering the cause and helping the organization acknowledge and grapple with the default norms under which it operates. Check 350.org for resources related to visioning, leading workshops, and organizing for use within your communities and organizations.
Continuing to educate yourself about issues related to racial injustice and all inequities, and invite others to follow suit. Consult the Anti-Oppression Resources and Training Alliance.
Using your voice and interjecting when you witness something inappropriate or know that information isn’t being made accessible. Challenge the majority and pay attention to the voices and experiences of your colleagues and clients.

White Supremacy culture is pervasive and confronting it is an ongoing endeavour. Should you feel defeated, keep in mind Layla Saad’s, author of Me and White Supremacy, reminder that our efforts are not in vain, “Systems are maintained by people. But systems can also be changed by people.”

***

Are there any resources or articles you’d recommend to others? Tell us about them on Facebook.

How to Say "No" at Work—Even From a Distance

Fri, 15 Jan 2021 10:00:00 GMT

Have you ever been asked to do something beyond the scope of your responsibilities? Did you say yes, even though you didn't think it was a great idea? If you’re uncomfortable with saying no to people, we have good news: there are ways to decline work that are professional—and even helpful.

Why is it so hard to say no?

For many of us, saying no can be a real challenge. After all, we don’t want to be perceived as lazy, unhelpful, or unwilling to be part of the team. There are times when you may feel you can’t say no, like when a supervisor is making a request. Other times, you may not want to disappoint a colleague whom you respect. There’s also the worry that if you turn down an opportunity, you may not be approached for future projects. And for women in particular, saying no to work can be hard, as so many of us have been socialized to always be helpful and accommodating.

Whatever the reason, it’s important to acknowledge the inner voice that’s telling you, “I really don’t want to do this.” After all, if you’re not committed to the work you’re saying yes to, no one is going to end up happy as a result. The key is to be able to say no in a way that doesn’t offend, burn bridges, or otherwise reflect poorly on you.

Be honest and offer alternatives

The best way to decline a request is to be prepared with honest reasons, and propose alternatives or other suggestions. Below are a few situations with examples of how you could politely say no:

Your supervisor wants you to manage an additional program, but you’re already overworked. This is a case where you need to be clear about what other projects you’re working on and how much of your time they take up. You can say something like, “I’d really like to take on this program, but I’m spending [X AMOUNT OF TIME] on [CURRENT PROJECTS]. If there’s a way that we can redistribute some of these other responsibilities, then I would definitely have the time necessary to devote to this program.” This way, you’re not saying you’re unwilling to do the work, and you’re also reminding your boss what your day-to-day currently entails.
You’ve been asked to be the point person for tech-related troubleshooting on your team, but it’s outside of your skillset (and your job description). Sometimes when you’re in an administrative role, you’re expected to be the go-to Help Desk. But if you’re being asked to take on a lead role of managing tech issues that you’re simply not equipped to handle, you need to let your supervisor (or team members) know. You could say, “I’m great with running the A/V in meetings, but this is really not an area I’m familiar with. Maybe I could contact someone in tech support?” Again, you’ve made it clear that you’re not unwilling to do the work—it’s just not your area of expertise. You could also express your willingness to be trained (if you're interested).
A colleague has asked if you’d like to collaborate on a project, but you’re just not interested. Rather than just saying your hands are full, try to think of people that may be interested in working with this colleague on this particular project. Perhaps someone else would be a better fit. That way, you could tell them, “I’m not sure that I’m the right person for this, but I may know someone else who would love the opportunity. Would you like me to connect you?”

Saying no remotely

The fine line between politely declining a request or seeming disinterested can be blurred in writing; sometimes we rely on the subtleties of face-to-face interactions. So in remote work situations, a video call is often a better option than an email or Slack message. You can always follow up a call with an email so that you have a record of it.

Pro Tip: You don’t have to say no on the spot. Ask for further details or time to think it over, so you can fully assess what you’re being asked to do. This will help you come up with a tactful response.

***

Have you ever found it hard to say no to work requests? Why, or why not? Share your thoughts on Facebook!

The Idealist Guide to Working (and Living) with Chronic Illness and Disability

Wed, 13 Jan 2021 10:00:00 GMT

There are myriad stories on the internet about different health experiences—be it chronic illness, disability, mental health struggles, or some combination of the three. But from the perspective of a person who wants to have an impactful career, there is not nearly enough written.

In this guide, you’ll find resources on working and living with chronic illness or disability. You can dive in to find answers for yourself—or to have more awareness and understanding of what someone you know may be living with.

On living with chronic illness

Chronic illness is an invisible yet ubiquitous presence in all our lives. It’s estimated that at least 40% of Americans live with at least one chronic health condition—and it’s important to understand how one’s health status affects being a job seeker or an employee. Here are the posts we have published—so far!—on the subject:

On living with disability

It is estimated that 26% of the U.S. population lives with some form of disability. And, as with chronic illness, not all disabilities are visible. Here is what you need to know about how disability can affect one’s work life:

On mental health

Without a doubt, mental health has become one of the most important workplace issues we confront. In the U.S. alone, nearly 20% of the population lives with mental illness, and at least 50% will be diagnosed with a mental health condition or illness at some point in their lifetime. It should come as no surprise then that Idealist has a robust selection of posts to help one cope with their mental health:

Learn more

The Idealist Career Advice library on these topics will continue to grow, but if you would like to learn more about how you can help improve awareness and understanding for different health experiences--or if you’re interested in finding employment with an organization that is doing that work--below are some organizations to start with.

Organizations focused on chronic illness:

The EPIC Foundation empowers people living with various chronic illnesses through advocacy, support, and other resources.
The Chronic Disease Coalition advocates for protections for people living with long-term or lifelong chronic conditions at school, in the workplace, and with insurance companies.

Organizations focused on disability rights:

The American Association of People with Disabilities (AAPD) advocates for the civil rights of people with disabilities.
Invisible Disabilities Association works to elevate awareness and facilitate connection for people living with invisible disabilities.

Organizations focused on mental health:

The National Alliance on Mental Illness (NAMI) is a grassroots mental health organization providing education, advocacy, and other resources for people living with mental health challenges.
HelpGuide offers education and self-help tools to help you work through your mental health challenges, and figure out how best to move forward.

***

Have a resource you'd like to share? Tell us about it on Facebook.

Networking While Remote | How Professionals of Color Can Stay Connected During the Pandemic

Mon, 11 Jan 2021 10:00:00 GMT

You may have heard at least one of these sayings throughout the course of your career: “It isn't what you know but who you know" and “Your network is your net worth.”

Ring any bells? Having access to the right people and building valuable relationships has proven to be a catalyst for career success—but having that kind of access to opportunities is a separate issue.

For people of color in particular, access has always been a challenge—even in times when doors were, quite literally, open to in-person interviews and events. Now that many of these entry points have been shuttered due to the COVID-19 pandemic, barriers to entry for people of color in the social-impact sector are even harder to cross.

So how can people of color successfully network remotely? This article explores the impact that networking has on equality, how these impacts transfer over into the remote world for people of color, and steps professionals can take to maximize their opportunities for growth.

Networking challenges for professionals of color

For people of color, networking has always been a challenge. Bias, lack of access, and even stereotypes have prevented people of color from having the same development opportunities as other groups. Having a social identity not considered to be a part of the majority, within any space, has consistently created barriers. Social and professional networking is an important factor in creating connections that can aid in career advancement. However, people of color have less access to these opportunities.

Now that the ability to socialize, in the traditional sense, has become almost nonexistent due to the pandemic, the networking challenges that people of color face have become even more problematic. With remote work, people of color have become even less visible, making it even more difficult to build relationships that will help their advancement. But all is not lost. There are several ways that people can not only stay connected during the pandemic, but build a solid network that can carry them through it.

Staying connected during a pandemic

A recent Harvard Business Review article offers six ways people of color can stay connected and leverage networking during the pandemic.

1. Re-activate dormant connections. Utilize your social media platforms. Send a message to colleagues and friends that life and work has not allowed you to maintain contact with. Re-establish the connection, share information, and become a resource for each other.

2. Participate in learning communities. In-person gatherings may be a thing of the past for the near future, but that does not mean they are not happening. Most conferences, seminars, meet-ups are now taking place online. Take advantage of being in the “room” and conversing with far more people that you could have if you were in a physical space.

3. Maintain periodic outreach to champions and sponsors. Champion and sponsor relationships may be the most important you can have within an organization. Just because you no longer have the opportunity to have lunch with them, or make a pit stop in their office on your way to a meeting, does not mean that the connection is no longer there. When you can, send them an email or schedule a Zoom meeting to keep them updated on what you’re up to—and ask them how they are faring as well.

4. Network through community service. Most connections within the communities of people of color, in particular African Americans are informal and form through service, generally within their own communities or over shared interests. A recent Catalyst report discusses the different networking strategies of women of color, and note that informal networking is the strategy most employed. Some may argue that this may not be the best strategy, but it does yield beneficial relationships.

5. Focus on shared networks and organize group networking. Are you part of an alumni network, fraternity or sorority, or other collective? If you aren’t, consider starting one. Roberts and Mayo write, “These unique forms of shared networks also provide rich contexts of cultural familiarity, which helps workers and their families to create a sense of community in companies and cities where they may be demographically underrepresented”.

6. Participate in remote employee resource groups. There is some research that suggest that employee resource groups are not as valuable as people think, but there is overwhelming supportive evidence that suggests they are, when they are done right. Employee resource groups can be used as an instrument for marginalized employees to build community and visibility within organizations. Not only does the research community support this, but the practitioner community does as well.

Take stock in your social capital

Creating and participating in networks is important, but making sure they're delivering value to you is even more so. It is great to connect with people and build relationships, but there has to be a return on your investment. You should focus on the quality of your networks, not the quantity.

Wherever you are spending your time and resources, you should receive the outcome you are looking for. Whether you are connecting for the first time, or reconnecting because you lost touch, joining a network or starting one, your efforts should provide opportunities for personal and professional growth. The immediate outcome does not have to be a new job offer—but your networks should have the potential to lead you there.

***

How have you kept up networking during the COVID-19 pandemic? Let us know on Facebook.

A Year of Growth | Celebrating What You Achieved in 2020

Fri, 08 Jan 2021 10:00:00 GMT

Happy new year, dear readers! It’s safe to say that 2020 was a challenging year for just about everyone, both professionally and personally. And now that we’re safely into 2021, it might be easy to live under the philosophy of “Out with the old, in with the new.” However, we can still take a moment to reflect on what we were able to get done last year under such difficult circumstances. Even if you feel that you don’t have much to show for the past year, you probably learned and accomplished more than you think.

The successful transition to a remote environment

Did you move from the office environment to working from home? The transition happened so suddenly that many of us had to scramble to make the best of our surroundings, learn and adapt to video calls, and do our best to handle multiple responsibilities at the same time. Even if it hasn’t gone smoothly all of the time, think about what you’ve been able to do:

You acquired a number of new skills. From perfecting your video interview style to learning how to use breakout rooms on Zoom, you probably became well-acquainted with new tools and software. You may also have become better at facilitating meetings (and determining which meetings are really necessary).
You became a pro at multitasking. Whether your university courses moved online or you had to manage parenting and working from home simultaneously, there was probably a lot of juggling of priorities involved. Maybe you even figured out a more equitable way of sharing a space or tasks with others in your household.
You may have found you prefer working remotely. Our collective success in working remotely during this crisis is really a silver lining. The flexibility to work remotely part-time, which would be welcomed by many workers, could become the norm after the pandemic is over.

Increased community or political engagement

And there was a lot more to 2020 than the effects of COVID-19 on our work lives. This was a year that was marked by unprecedented political activism and voter participation, Black Lives Matters protests against police brutality, and community engagement and participation.

You worked towards becoming an ally. Whether you took steps to educate yourself on systemic racism, or you got involved with supporting fights for justice, you can count that as a step towards greater growth and understanding.
You became an engaged voter. Did the 2020 election have you following senate races that you would have previously ignored? Perhaps you found yourself in the position of having uncomfortable (but important) conversations about politics with family members. If you became a more engaged voter and participant in civic engagement, then something positive came out of the situation.
You looked out for your neighbors. The growth of mutual aid groups to support our neighbors during the pandemic showed us all the strength and possibilities of community during trying times. If you offered to help a friend or neighbor who was struggling, donated to a diaper bank, or otherwise looked out for others, you were part of the solution.

Personal growth or resilience

Sometimes the greatest achievement is just persevering under difficult circumstances, and that in itself should be celebrated. You may not have acknowledged or even recognized the ways in which you’ve become a stronger or more adaptable person:

You became a more empathetic leader. If you supervise others, did you learn to be more understanding and attuned to what your employees are feeling? This is a quality that will enhance your leadership skills and contribute to a more collaborative and honest workplace culture.
You learned something about yourself. Maybe your growth was unrelated to the professional sphere. Perhaps you reflected on and adapted your parenting style, learned how to set boundaries, or challenged yourself to pursue a passion or interest that had been on the back-burner.
You managed stress and practiced self-care. No matter what, you have to give yourself credit for getting through the stresses caused by the equally challenging extremes of being alone all the time or suddenly having zero personal space. Hopefully you found a method of self-care that works for you—and that you can continue to incorporate into your daily life once the pandemic is over.

There’s no doubt that 2020 will go down as one of the most difficult years that many of us have lived through. But when you reflect on the year, be sure to remember that you made the best of your situation during a global pandemic.

***

What are you most proud of accomplishing in 2020? Let us know on Facebook!

Better Breaks | How to Manage Your Energy at Work

Wed, 06 Jan 2021 10:00:00 GMT

We’ve all been told that it’s healthy to take breaks during the workday—and stepping away from your desk presents a great opportunity to recharge your batteries and passively process information. But are your breaks really adding to the energy you have to work?

Establishing a good work break strategy can help improve the quality of your work. So how can you create one?

Productive work breaks

According to a Draugiem Group study, the ideal work-to-break ratio is 52 minutes of work followed by 17 minutes of rest. Neuroscience backs this finding up: the brain can have a high-energy spurt of about an hour before it needs about 15-20 minutes of downtime.

We may not be able to take advantage of a proper break for every hour of dedicated work we do. But we can be more strategic about when and how to take a productive work break. Because the fact is that work life is often stressful—but this year, with the COVID-19 pandemic amplifying our anxiety and daily stressors, it has become critical to prevent overwhelm and burnout.

That is where productive work breaks come in. Let’s be clear though: “productive” here doesn’t mean “work more.” Instead, it means making the most of your break so that you’ve given yourself a chance to hit refresh and can face the next thing on your to-do list with renewed energy.

3 steps to better breaks

Here the three steps to help you design your productive break strategy:

Pay attention to when are the natural downtimes in your workday. This may change daily, weekly, or monthly, but a look at your calendar or doing another time audit can help you figure out those pockets of opportunity for yourself.
Schedule those breaks! The more specific you are about when you want to take those breaks, the easier it will be for you—and others—to follow through.
Keep an approved activity list. What do you usually do when you take a break? If you are mindlessly scrolling through the news or trying to fit just one more chore into your day, you may actually not be giving your mind or body a chance to hit refresh. To make sure you’re investing in your self-care during your break times, draft a list of low-maintenance activities that actually relax you. This could include catching up with a friend, having a short workout, or taking a power nap.

To hold yourself accountable, share your strategy with someone in your household or a friend, and put reminders on your phone so that you don’t let your downtime fall to the wayside.

Learn to manage your energy

The whole reason to be mindful about your productive break strategy is to better manage your energy at work so you don’t feel unmotivated, exhausted, and burnt out. Aside from taking regular breaks throughout the day, there are other things you can do to better manage your energy at work:

Prioritize no more than three big to-dos daily. If you prioritize everything, you’re essentially prioritizing nothing. Given what we know about how the brain works best, be clear about what your daily priorities are and focus on those first. Anything more is extra and non-essential.
Listen to your body. Sometimes, the body’s physiological responses mimic stress and anxiety. To curb that from happening as much as possible, stay hydrated throughout the day and, whenever you eat, do your best to make healthy choices. Pay attention to things like eye strain or headache if you work in front of a computer for extended periods of time—the longer you ignore your discomfort, the more likely you’ll face inconvenient disruptions to your workflow later. That’s why breaks—even just a few minutes at a time—are important!
Be aware of when and how you work best. If you notice that you do your best brainstorming or project work in the morning, then take that into consideration when you plan your day. If you find yourself unable to focus after more than three calls in the afternoon, don’t schedule more. This may feel restrictive, but having this kind of awareness will help you feel more comfortable and confident about work, while also allowing you to have more freedom with your personal time.
Separate where you work from where you play and rest. This is a big one, especially since so many of us are still working from home. Even if you don’t have the square-footage for a dedicated home office, make sure you physically move between spaces to create clear signals for your brain—and the people in your household—when you’re at work and when you’re not. For example, work is at one end of your dining table and when you get up, you are off work.
Be vigilant of your boundaries. Establishing and enacting your boundaries can feel challenging, but the more you practice and share them with others, the easier it will be for you to manage your energy.
“Talk” it out. If you ever do find yourself unmotivated, exhausted, or edging closer to burnout, don’t be afraid to tell someone! Sometimes, just saying it to someone you trust can alleviate some of your overwhelm. And if you don’t feel comfortable telling someone, talk it out with yourself—by writing! Get all your thoughts and feelings out on the page, which can help create some necessary distance so you’re able to figure out possible solutions.

***

Do you have tips for keeping productivity on track? Share them with us on Facebook.

A Warm Welcome | How to Make Interns and Temps Feel Included

Mon, 04 Jan 2021 10:00:00 GMT

Is your office welcoming to interns and temporary employees? Are there processes in place to introduce them and make them feel like they’re part of the team? With the added challenges of working remotely due to COVID-19, additional efforts may need to be made to include interns and temps in workplace life.

Why may interns and temps feel excluded?

Even though many interns and temps are eventually asked to take permanent positions, fellow employees don’t often view them as long-term contacts—and sometimes don’t acknowledge them at all. And if you’ve been working at your organization for a long time, it may be difficult to remember how challenging it was to join a new office culture. Sometimes people just don’t want to make the effort to speak to or welcome those who they know will only be there short-term.

But failing to welcome temporary colleagues can have long-term effects. If your interns and temps don’t feel included or engaged in the organization’s work, they’re not likely to contribute very much or learn anything from the experience. If an intern has a negative experience, it’s likely to impact the perception of the organization’s internship program. It’s also in the organization’s best interest to include and develop workers who could have a future at the organization.

What can the organization/team do better?

If an organization is serious about inclusivity, it has to ensure that it applies to everyone in the office, even if they’re only there a short time. Having guidelines in place for managers to integrate temps and interns onto their teams will lead to a more engaged organizational culture.

Formally introduce temps and interns to the team. It can be intimidating to be in an unfamiliar office and not know anyone, and it shouldn’t be left to newcomers to introduce themselves. This can take place on a video call for remote teams. And of course make sure that you’ve covered the basics, ensuring the intern or temp knows where or to whom they should go for everything they need, from bathrooms to tech support to office supplies.
Consider including longer-term temps and interns in learning and development opportunities, particularly if they show an interest in future work with the organization.
If the team is working remotely, be sure to include interns in video meetings. If they have been assigned to a particular project, have them give the updates on the call so that they are seen and respected, and their contributions are valued. In the case of interns in particular, provide feedback and schedule regular check-ins so that they know how they’re doing and you can see how the experience is working out for them.
Check in with your temporary employees. If they’re doing a great job, let the referring agency know. After all, you may want to request them again, or even hire them full-time.

What can individuals do to be more inclusive?

As an individual employee, there are things you can do to make temps and interns feel welcome as well, whether you’re in the office or working remotely. Building a personal connection, acting as a resource, and including them in social activities are just some of the approaches you can take.

If you haven’t been introduced yet, take the initiative to get to know temps and interns yourself. It can be as simple as letting them know what you do, finding out a little about them, and asking if they have any questions about the job or the profession in general.
If you’ve always wanted to be a mentor, this could be your chance. If your potential mentee is interested in learning more about the work and could have a future at the organization, you can give them advice, have them shadow you, and direct them to the right people to speak to about a position.
If you are currently in the office, include interns and temps in group lunch outings or happy hours. And if you’re working remotely, be sure to include them in any team-building/social zoom meetings.

Creating a welcoming environment for temporary employees and interns is one part of building an inclusive office culture. It’s easy to make a few simple changes that can result in a more engaged and happy workplace.

***

How have you welcomed temps and interns to your office? Share with us on Facebook!

Goodbye 2020 | Reflections on an Extraordinary Year

Wed, 30 Dec 2020 10:00:00 GMT

If nothing else, 2020 has been an extraordinary year—often in the worst possible sense of the word. The coronavirus pandemic caused many of us to cancel plans, lose jobs, and miss out on much-needed time with loved ones. A presidential election strained interpersonal relationships and stressed the national psyche. And the Black Lives Matter protests once again laid bare the already stark racial divide in the U.S., sparking national dialogues that encouraged us to (rightfully) more deeply examine our behaviors and biases, and pushed many of us to our emotional limits.

And while many of us will be happy to see the end of this year, it’s also worth naming and reflecting on some of the positive things that came out of 2020. After all, oftentimes it’s our setbacks, struggles, and moments (or months) outside of our comfort zones where the most significant realizations and growth can occur.

Opportunities to learn

I count myself among the lucky people who did not suffer professionally this year—after freelancing and working from home for three years, the new work-from-home status quo required no adjustment period for me. But as a musician who usually spends several nights a week at band practices or concerts, the social limitations we experienced due to COVID-19 were initially very difficult.

However, I soon found some solace in having more time to focus on learning a new instrument and really dedicating myself to improving quickly with daily practice. While my “old self” would usually have put in a half-hearted effort among so many distractions and obligations, this year gave me time to focus on doing something new. It really showed me that my pre-2020 habit of overcommitting (to work, friends, and events) is unsustainable—and ultimately harmful to my goals.

And I’m not the only one who found a positive side to the last 12 months. Some of our writers and members of the Idealist staff weighed in on what 2020 taught them:

Take time to listen

“Having the time to slow down, I've learned how to be a better listener which has not only helped me in my personal life but in my work as a community support specialist as well. I've also learned that, especially in times like these, it's so important to take the time to unplug completely. When I take the time to allow myself to disconnect from the world, I come back to work feeling refreshed and more productive.” – Janet Reyes, Idealist team

The importance of introspection

“This year, I learned just how important introspection is—especially when it feels like the world around you is falling apart. Yes, 2020 was difficult in a few ways. But I'm also grateful that it forced me to zoom out of my daily grind and re-evaluate what's important and how I want to spend my time. Still a work in progress, but a much needed start!” – Denise, Idealist team

Embrace change

“For me, 2020 was the year of resilience and reimagination. With curiosity as my compass, I turned a job loss into an opportunity and designed a new professional path as a career coach, entrepreneur, and small business advocate. This did not come easily, or without moments of pain and fear. But embracing a bias toward action and aligning myself with the right mentors made it possible.” – Lisa Dubler, contributing writer, Idealist Career Advice

Take strength from community

“I consider myself incredibly lucky to have had a front row seat to everything that has taken place in our Idealist community this year. From folks connecting to make employment happen, to mutual aid groups forming or expanding on our platform, and the constant messages of hope, comfort, and condolences streaming across our feeds, I've found so much strength through community. In 2020, in addition to some incredibly hard lessons that I'm still just trying to process, I've also learned that even in the most difficult times, I'll likely find someone who has something positive to share. And if I'm really lucky, I can take the cue and pass it on. – Alexis Perrotta, Idealist team

***

What did you learn from your setbacks this year? Did adjusting to a new reality help you grow? Share with us on Facebook.

12 Types of Workplace Discrimination | An Employee Guide

Mon, 28 Dec 2020 10:00:00 GMT

Illustration by Marian Blair

In 2017, the U.S. Equal Employment Opportunity Commission (EEOC) reports that over 80,000 workplace discrimination charges were filed, resulting in a staggering $400 million in compensation for victims. The Commission defines and prohibits 12 types of discrimination that affect any aspect of employment including: hiring, firing, pay, job assignments, promotions, layoffs, training, and benefits.

How many of them are you familiar with?

1. Age

The law says: According to the Age Discrimination in Employment Act (ADEA), age discrimination against people aged 40 or older is illegal.

At work: Even if an employment policy or practice seems to apply to people of all ages, if it negatively affects a job applicant or employee aged 40 or older, it is illegal. For example, an employer that has a clear pattern of only hiring younger employees—despite having qualified applicants of all ages—is not in compliance with the law.

2. Disability

The law says: The Americans with Disabilities Act (ADA) makes disability discrimination illegal. The law also protects a person’s candidacy or employment based on their relationship with someone living with a disability.

At work: The law limits employers asking a job applicant disability-related questions, requesting a medical exam, or identifying their disability. However, once a job offer has been extended and accepted, it is legal for an employer to make those requests if they are made to all new employees in the same type of job.

Once an employee has been hired and working, an employer can ask disability-related questions or request a medical exam to support an employee’s request for reasonable accommodation. A medical exam can also be requested if a medical condition is suspected from preventing an employee from “safely or successfully” doing their job.

3. Compensation

The law says: The Equal Pay Act requires employers to give equal pay for “substantially equal” work, as determined by the responsibilities of a job and not the job title. Pay is defined as salary, overtime pay, bonuses, stock options, profit sharing and bonus plans, life insurance, vacation and holiday pay, cleaning or gasoline allowances, hotel accommodations, reimbursement for travel expenses, and benefits.

4. Gender & Sexual Orientation

The law says: Discrimination against a person on the basis of gender identity—including transgender status—or sexual orientation is illegal.

At work: Even if an employment policy or practice applies to all job applicants or employees, if it negatively affects people of a specific gender identity or sexual orientation and isn’t job-related or necessary for business operations, that policy or practice is illegal. For example, if there is a clear pattern of promoting people of one specific gender identity despite there being qualified candidates of other identities, this may well be an instance of discrimination.

5. Genetic information

The law says: The Genetic Information Nondiscrimination Act of 2008 makes it illegal to discriminate against a job applicant or employee on the basis of their genetic information. Genetic information is defined as the information regarding the genetic testing of a person or that person’s family members, or a person’s family medical history.

At work: It is illegal to share the genetic information of job applicants or employees. However, there are two exceptions: if government officials are investigating genetic information discrimination claims, or if a court order requests those disclosures.

6. Harassment

The law says: The EEOC specifically calls out harassment as a form of discrimination that violates three laws—the Civil Rights Act of 1964, the ADEA, and the ADA. Harassment is illegal when “offensive conduct” becomes a part of a person’s continued employment, or when the offensive conduct is considered “intimidating, hostile, or abusive.” Anti-discrimination laws also forbid harassment as retaliation against a person who files, testifies, or participates in the investigation of discrimination charges.

At work: When it comes to sexual harassment, it is illegal to make uninvited sexual advances, request sexual favors, or any other verbal or physical harassment “of a sexual nature.” The “harasser” can be anyone in the workplace—a supervisor, co-worker, client or customer, or even someone who isn’t an employee.

7. National origin

The law says: The law prohibits unfair treatment against a job applicant or employee because they are from a specific country, have an accent, are of a specific ethnicity, appear to be of a specific background, or are married or associated to a person from a specific national origin.

At work: If an employment policy or practice applies to all employees, but negatively affects people of a specific national origin, it is illegal—as long as the policy or practice isn’t job-related or necessary for business operations.

8. Parental status

The law says: According to an executive order signed in 2000, it is prohibited to discriminate against a parent, irrespective of whether a person is a biological, adoptive, or foster parent. However, parental status discrimination isn’t actually covered when it comes to discrimination law.

At work: A loophole that applies in the office is if a person is discriminated against because of their status as a caregiver—this may actually fall under the purveyance of gender discrimination.

9. Pregnancy

The law says: The Pregnancy Discrimination Act prohibits negative treatment of a job applicant or employee because of pregnancy, childbirth, or a medical condition related to either pregnancy or childbirth.

At work: The Family and Medical Leave Act grants an employee 12 weeks of leave during pregnancy or after childbirth. Also, after childbirth, a provision of the Fair Labor Standards Act gives new mothers “reasonable break time” to express milk at work.

10. Race & Color

The law says: Race discrimination is unfair treatment of a job applicant or employee because of their race or because of characteristics linked to their race (e.g. facial features, hair texture). This differs from color discrimination, which is unfair treatment of a job applicant or employee because of the color of their complexion.

At work: An employment policy or practice that applies to everyone is illegal if it negatively affects people of a specific race or color, or isn’t job-related or necessary for business operations.

11. Religion

The law says: Unfair treatment of a job applicant or employee because of their religious beliefs is illegal.

At work: The law requires employers to make “reasonable accommodation” for an employee’s religious beliefs and practices, unless doing so is more than a “minimal burden” for the employer. An employee also cannot be coerced into participating or not participating in a religious activity as a condition of their employment.

12. Retaliation

The law says: Equal employment opportunity (EEO) laws expressly prohibit retaliation, which is the most common discrimination type in federal employment cases.

At work: Retaliation against an employee for filing a complaint an EEO complaint, communicating with a manager about employment discrimination or harassment, and requesting reasonable accommodation are all expressly illegal.

What next?

If you believe you have been subject to discrimination by your employer—or a potential employer—here is what should do next:

Document your experience. Make sure to write down what happened to you that details who was involved, what they did, when and where it happened, and what your reaction was. Because details will be clearest to you soon after your experience, it is important to get it down on paper as soon as possible.
Review your employer’s anti-discrimination policy. This is important for you to be informed and to set expectations.
Contact HR. Let your human resources department know that you are being discriminated against or harassed, and share a copy of your notes.
Ask HR for a copy of any plans and resulting reports they make to address the situation. This not only holds an employer accountable, but it also ensures you know what to expect.
Contact the EEOC. If the discrimination continues or your employer doesn’t take action, it may be time to file a complaint with the EEOC.
Get a legal consultation. Depending on the severity of the discrimination you experience, you may also want to seek the advice of a lawyer so you know what your options are.

***

Have you encountered any forms of workplace discrimination? How did you cope? Share with us on Facebook.

Rebounding at Work after a COVID-19 Diagnosis

Wed, 23 Dec 2020 10:00:00 GMT

If you’ve come down with COVID-19, you know the illness takes a physical and emotional toll. Recovery is a long road for many survivors, and the transition back to work might feel overwhelming, whether you’re returning to remote work or showing up in person.

Everyone’s recovery looks different, but health experts agree on a few basics: take cues from your body, don’t push yourself, and err on the side of caution. We’re not providing a substitute for medical advice—your doctor’s much more qualified—but a few suggestions to make re-entry easier on the body and mind.

Take the time you need

Isolation can be lonely and frustrating, and it’s understandable if you’re itching to get out there and see some other humans. The CDC’s current ruling is that you’re no longer contagious 10 days after a positive COVID-19 test and 24 hours after fever symptoms have disappeared without medication, as long as other symptoms are clearing up. Severe cases often need more time to recuperate.

If you’ve run out of sick leave and tapped other options like personal days, but you’re still not comfortable going back to work, talk to your supervisor or HR representative. Even if you’ve been working remotely from the beginning, you may just be too fatigued to get back to the grind, and that’s reasonable.

See if you and your supervisor can figure out a solution such as reducing hours, switching up your responsibilities, staggering work hours so you’re not in the workplace with others, or going fully remote if you can. During 2020 most organizations got plenty of practice handling unexpected changes in plans, so don’t feel guilty: your health comes first.

On the flip side, you may feel ready to return (and ready for the paycheck), but your colleagues and supervisors might be too worried about contagion to want you back at an in-person workplace right away. This calls for another chat with HR to figure out how to move forward— again, there may be a compromise, but ultimately you should respect their concerns.

Keep in mind: Usually employers aren’t allowed to ask about your health due to privacy regulations, but there’s a COVID-19 exception. According to the Equal Employment Opportunity Commission (EEOC), employers can ask employees if they’re experiencing certain COVID-19 symptoms like fever, cough, and shortness of breath. They can also require employees to provide a doctor’s sign-off on their recovery before returning to work. As always, employers have to keep this info confidential.

Ongoing self-care

Once you’re medically cleared to get back to work, don’t be alarmed if you’re unable to jump right into business as usual. COVID-19 is a rough illness to bounce back from, and some symptoms—fatigue and the loss of taste and smell—can last long after you’ve technically recovered. The lingering lack of energy can wreck productivity, so it’s important to manage your expectations of yourself and start slow.

Be honest with your coworkers and supervisors about what duties you can and can’t perform; if your job involves physical activity or long hours, you may need to scale back for a while. Too much exertion might prolong your symptoms, making things worse in the long run.

Particularly in severe cases where symptoms last for months, COVID-19 might even make a temporary job change necessary. One study followed Acute Respiratory Distress Symptom (ARDS) survivors over five years and found many of them left work or found less challenging jobs, unable to muster their previous level of energy. Hopefully this won’t be the case for you. But if the return to work brings an unmanageable level of stress and anxiety, it’s worth considering whether the workplace itself is the problem.

And if symptoms continue to challenge you, more hospitals and health care centers are offering COVID-19-specific recovery programs with remote and in-person resources. Free online support groups are popping up too, like this COVID-19 "long hauler" group run by the wellness collective Body Politic.

Managing the mental load

Lots of COVID-19 survivors find the illness comes with a side of depression and anxiety.Physicians have reported multiple patients requesting mental health treatment as part of their follow-up care.

Don’t hesitate to ask for this help if you need it. You can get a referral from your primary care provider, ask your insurance provider for in-network therapists, or shop around for a telemental health clinician on your own. (This list from the Anxiety and Depression Association of America can get you started).

You may find you need to ask people in your support network for extra help, even if you’re still keeping physical distance from them. A friendly chat over phone, text, or email can provide invaluable support, and people often want to help out in small ways, like dropping off meals or running errands.

The reactions from others might be less positive—a TODAY magazine feature on COVID-19 recovery found survivors across the country faced intrusive questions and stigma, and some were even blamed for their condition. Anxiety around COVID-19 could lead to colleagues avoiding you even after the contagion period has passed, or asking for more personal health info than you’re comfortable sharing.

Keep things civil, and try not to take avoidance personally—people are afraid of the disease, not of you. Remember you can always politely decline to answer coworkers’ health-related questions, though you should still follow public health procedures like distancing and wearing a mask. And if their behavior persists and escalates to discrimination and exclusion, you can absolutely report this treatment through your organization’s official channels. Regardless of your health, you deserve respect in the workplace.

***

If you’ve recovered from COVID-19 and want to share how the return to work went for you, feel free to tell us in the comments!

Being There for Co-Workers in Difficult Times

Mon, 21 Dec 2020 10:00:00 GMT

When I was at my first full-time job after college, I got a call one morning that my father had suddenly died. I had only been in the office a couple of months and I still hadn’t really gotten to know my co-workers. I told only my boss, and then I rushed out.

When I came back to the office the following week, one of my co-workers with whom I exchanged an occasional “good morning” came to my cubicle and said, “You probably have people that you’re closer with that you can talk to, but I want you to know that I’m here if you need me. I know what it’s like to lose a parent.” Those empathetic words from someone I hardly knew brought me lots of comfort.

Today, with the continuing pandemic and the new world of remote work, it’s important that we check in on each other, especially when we’re not seeing folks in the office. There are simple things you can do to support co-workers if they are dealing with personal or professional difficulties, whether it’s just being there for a colleague who is grieving a loss, or offering help to a co-worker who has been let go.

Checking in (especially when remote)

When it seems like every day brings more Zoom calls and Slack messages, it can be easy to get complacent in terms of checking in with others. But it’s important to separate the more personal check-ins from your standard work interactions.

Ask how they’re doing. Consider your colleagues’ home lives and what particular challenges they may be facing. Do they live alone, have family, or live with roommates? If you’re not sure, now may be a good time to ask (if it doesn’t feel too personal). If you share what you’re struggling with, it can make it easier for the other person to open up as well.
Don’t wait until they come to you. If you sense someone is having a hard time, be proactive. If a team member is consistently turning in work late, not showing up for meetings, or seems unfocused, make the time to speak to them privately. There could be a way you can pitch in, reassign work, or otherwise find a solution together.
If you’re a manager, model empathy for your team. If you lead with kindness, your team will feel more comfortable in being open and honest about what they’re dealing with. Share self-care resources and encourage team members to check in on each other.

Supporting a co-worker dealing with a loss

When a co-worker has lost a loved one, there are thoughtful ways that you can acknowledge that loss and offer your support. If you’re unsure of how to approach them or what to say and do, here are some suggestions:

Offer your condolences and let them know that you missed them. Unless they initiate further conversation about their loss, it’s best to keep it simple. Everyone handles grief differently and you should allow them space to open up if they choose to.
Adjust your approach based on the remote work environment. If you’re not in the office together, it might seem harder to approach a grieving co-worker and offer support. An email or instant message might be the best option, so you can start a private conversation without putting them on the spot.
Think of concrete ways that you can be of help. Rather than a vague “let me know if you need anything,” you could offer to help catch them up on work that they missed. Let them know what support you can offer from a distance, whether it’s dropping off a meal or just making yourself available to talk.

Helping a co-worker who was laid off

Losing a job, particularly during the pandemic, can be a scary situation. Any kind of support you offer can help.

Ask what type of position they are looking for next. Your former co-worker might not want to go straight into the same role at a different organization. Find out what they are hoping to do next so that you can be of greater help, particularly if you will be serving as a reference.
Let them know how you can help with their search. You can keep an eye out for positions that could be a good fit, forward their resume to your professional contacts, and introduce them to people in your network who could assist them. (And be sure to direct them to Idealist’s job seeker resources!)
Check in regularly with your former co-worker. This is especially important now, as pandemic-related loneliness can be made worse by losing daily interactions with work friends. Set up times to chat and catch up, if only for a virtual coffee break.

Above all, never underestimate the positive impact that your words and actions can have when it comes to helping out a colleague in need.

***

Did a co-worker offer support to you during a challenging time? Share your story with us on Facebook.

3 Powerful Networks You May Not Know You Have

Fri, 18 Dec 2020 10:00:00 GMT

Even at the best of times, it’s natural to feel unsure of yourself when it comes to networking. You may be thinking, “I’ve reached out to my friends and colleagues, contacted my network on LinkedIn...but now what?”

In the current climate, it’s important to take it a step further and access all your available resources when looking for a job—some which you may not even know you have.

Draw on alumni groups

One resource that many of us forget we have is our college alumni association. Having attended the same university is a shared experience that can help kickstart conversations and working relationships. There are a lot of other ways in which an alumni association can be helpful:

Joining an alumni association opens you up to a whole new set of professional contacts. Recent graduates may even have the option of joining young alumni groups with events more targeted to their demographic. You can of course directly contact alumni on LinkedIn as well, but be clear about how you want to frame your message—are you requesting an informational interview, or do you want to informally get their take on a possible career path? People (fellow alums included) will be more receptive if you’re up-front about your reasons for contacting them.
Your alumni benefits often include continued free access to your university’s career services. This includes all the job listings, webinars, and other resources that go with it. And the great thing about alumni associations is that they’re already online with virtual content for alumni spread all over the world, so it’s easy to connect even during the pandemic.
If you’ve moved away from your college town, you can join a local alumni chapter in your area. As part of a smaller group you may get to know fellow graduates even more. Local chapters may also host panel discussions with featured alumni, career seminars, and networking events.

Not sure if you’re if you’re registered with your school’s alumni association? it’s very simple to call them up and give them your current information (including any name changes).

Look to parent groups for leads and support

If you have children, don’t forget that one group you’ve probably become very close with: parent groups. You may have met them through your child’s playgroup or class, or perhaps you joined a parenting support group online. There are some real benefits to tapping into this network:

Other parents can empathize. If you took time out of the workforce to focus on your family, other parents understand your situation and will often be eager to help you and put you in touch with people they know.
Broaden your horizons. While other groups in your social circle may be more homogenous, chances are that you know parents in a wider variety of fields and without as much overlap. You may find work leads where you least expected.
Grow your support network. Sometimes you’re just seeking moral support and advice during your job search. Since you’ve probably all served as a support system to each other at different times, you already have that level of trust and understanding there. And if you’re currently working, you might also get helpful support and suggestions through a working-parents group in the office.

Connect with like-minded people in field-specific groups

If you’re looking to make connections with people in your particular field, consider joining a professional association. Although you will have to pay a membership fee, you will probably find the investment worth your while.

Professional associations may have national, state, or regional chapters. Associations sponsor networking and educational events throughout the year (and yes, many have moved virtual this year). Associations often have career resources and job postings that are available only to members.
You can get very specific and find associations that are relevant to your line of work. If, for example, you’re interested in fundraising, you could join the Association of Fundraising Professionals rather than a more general nonprofit association.
You may even find affinity groups within the professional association that are not available to you in your current position. This adds another level of connection and is a great way to build close bonds within your network.

Pro Tip: If you’re a student, you can take advantage of student membership rates at many professional associations.

It’s easy to overlook some of the networks you’re already part of (or that are easy to join). Especially now, remember that it only takes a few clicks to start connecting with alumni, fellow parents, or other nonprofit professionals.

***

Do you have any networking tips to share? Let us know on Facebook!

Stay Safe & Do Good | Volunteering Ideas for the Holidays

Wed, 16 Dec 2020 10:00:00 GMT

The holiday season is upon us and that usually rallies our desire to contribute to worthy causes. However, this year is indisputably different: though we want to be generous with our time and effort, the COVID-19 pandemic has many of us feeling anxious and uncertain about how to volunteer safely.

We have a few tips to help you spread good will—without spreading any COVID-related risks.

Share the holiday cheer

In a year when nonprofit organizations are struggling to regain any footing that has been lost to coronavirus lockdowns and limited activities, there is serious concern about how vulnerable and marginalized people will fare now and into the new year given that we’re still in the throes of a global pandemic.

That is why volunteerism is critical. The latter part of each year and the holiday season inspires us to reach out to some of the most vulnerable in our communities—the homeless, the elderly, people living with illness, and families in-need. Holiday volunteering not only lends a tangible helping hand to others, but it also makes ourselves and those we help feel less isolated and alone.

And despite the pandemic, we can still find ways to be generous—we just have to figure out how to do so while keeping ourselves and each other safe and healthy.

5 ways to safely volunteer

By now, it should come as no surprise that the keyword for safe volunteerism this season will be “socially distanced.” Any activity you choose to do with an organization—or on your own—will need to follow protective practices.

That being said, it is difficult to imagine typical holiday volunteerism—at food banks, soup kitchens, places of worship, homeless shelters, schools, hospitals, and public libraries—in the same way we have done in the past.

To start, here are five traditional holiday volunteering ideas that can be done at a safe social distance:

Shop for and donate groceries to your local food pantry or soup kitchen. Call ahead of time to find out what exactly they need and when is a good time to drop your donation off.
Offer to do food prep for a food bank or soup kitchen. That could mean bagging groceries or chopping vegetables.
Offer to be a driver for a food bank and drop off much-needed groceries to households in need.
Collect new (or old) books to donate at a local school or public library. First be sure to check in with them to find out if they’re accepting donations.
Sponsor a clothing or toy drive. Ask family and friends to drop off items at your place, so that you can collect a donation for a local charity or nonprofit’s drop-off location.

More ways to be generous

Traditional volunteering options aren’t the only way to be generous this season. Here are other ideas to consider:

If you subscribe to a food prep subscription box—like HelloFresh—you may have the option to donate your next box to a household in-need.
If you are enrolled in your credit card’s points program, you may be able to donate the monetary value of those points to a select cause.
Donate cleaning materials or personal protection equipment (PPE) to your local hospital, healthcare facility, school, or retirement home.
Donate blood or plasma.
Order takeout lunch, dinner, or snacks for staff at a local healthcare facility, police department, fire station, or post office.
Check in with your elderly neighbors with a phone call or holiday card. And, if you can manage it, drop off a hot meal at their doorstep.
Create step-by-step recipe cards, using low-cost ingredients, and share them with your neighbors and community.
Use whatever social platform you have to raise awareness for a worthy cause.
Host a virtual fundraiser for your favorite nonprofit.
Foster or adopt an older or disabled pet.
Create a step-by-step guide to help technological novices become more savvy with software like Skype, FaceTime, or Zoom, so they can spend virtual time with the people they love. You can share your tutorial with family and friends, as well as public libraries and retirement homes.

Tips for a happy and healthy experience

However you choose to be generous this season, keep the following in mind to ensure that you have a fulfilling and impactful experience:

This goes without saying, but if you or someone in your household isn’t well—even if it’s just the common cold—the safest way you can be generous this season is to let volunteerism take a backseat and instead donate money to a beloved cause.
Don’t forget to carry extra masks, gloves, and hand sanitizer if you’re volunteering on-site. If you have extras you’re able to share, bring those too!
If you want to volunteer with a specific organization on-site, check out their website or call them up to find out what practices they have put in place for volunteer safety, as well as what they recommend you bring.
Don’t assume that an organization will accept your donation—always call ahead to find out what they need and how you can safely help them.

Reducing Personal Bias | Tips for Managers

Mon, 14 Dec 2020 10:00:00 GMT

When we're very young, our brains develop an ability to group and make strong distinctions between items. This quick and seamless categorization often occurs subconsciously; it’s a survival skill that enables us to distinguish safety from harm—food from poison. As much as it helps us to get by, our need to constantly define and categorize everything is also a source of implicit and personal bias.

This type of bias impacts everything, from whom we’re willing to give the benefit of a doubt, to the hiring decisions we make. It is therefore something that everyone—and especially managers—must commit to exploring and challenging. This article outlines a few steps people in positions of leadership, across various sectors and levels of seniority, can take to investigate and reduce their own biases, while setting the tone for their workplaces and teams to follow suit.

Self-awareness comes first

Our implicit biases are often at odds with the values we hold; this makes them difficult to identify and confront. Acknowledging that everyone has implicit biases and makes unconscious associations can be discouraging, but it shouldn’t be. Everyone also has the capacity to unlearn these biases and change their behaviors. The first step is to start paying attention to our behaviors and investigating the unconscious thoughts that drive them. The American Academy of Family Physicians presents eight responses, which can be remembered by the acronym IMPLICIT to help interrupt our implicit biases:

Introspection: Taking time to reflect on your thoughts and actions will help you to discover and recognize your own biases.
Mindfulness: Mind your stress and practice self-care, so that in moments of stress and pressure you’re better equipped to maintain composure and be deliberate about your actions and words.
Perspective-taking: Make time to consider and learn about perspectives that may differ from your own. Commit to improving your empathy skills and listen carefully when people discuss their experiences with you. Expand your frame of reference by engaging with diverse media and groups of people with an open mind.
Learn to slow down: Take a breath and pause for a moment to reflect before you speak or act. Over time this will help minimize reflexive responses that stem from unconscious bias.
Individuation: Interact with people as individuals, rather than as representatives of a particular group. This is particularly important if you are committed to hiring and developing an inclusive team.
Check your messaging: Analyze the way your team and organization talk about diversity and difference. Is it tokenized? Overly optimistic?
Institutionalize fairness: Review what your organization is doing to promote diversity, equity, and inclusion. Are there policies in place to reduce bias when it comes to hiring and promotions? Are there standards and transparency around assessments used to rate job applicants and employee performance?
Take two: Brace yourself to restart this process time after time, and to be open to new ways to improve and move the work forward.

Overcoming bias is a journey, not a checklist

Bias doesn’t go away overnight, and there is always going to be more work to do. Addressing your individual and personal bias is an important starting point., But there are other ways you can continue to work towards fostering inclusive and equitable workplaces.

Talk about the self-work you’re doing. There are two great reasons to tell colleagues that you’re committed to doing the ongoing work of addressing your own biases. The first is that by being transparent, you invite others to hold you accountable. The second is that in talking openly about your journey, you may inspire others to also explore their biases. This kind of openness and vulnerability leads to greater trust and understanding.
Watch what you say and how you say it. Take note of the language you use, as our words often reflect our unconscious biases. Make a point to stop using language that isn’t inclusive.
Apologize when you get something wrong, correct yourself, and keep trying. Though it may be embarrassing or shameful, we’re all going to make mistakes as we learn and grow. Others will be reminded that you too are human, no one is perfect, and we’re all in this together.
Address microaggressions and speak up when someone says or does something harmful. Even if you aren’t sure what exactly to say, it’s important that you let your team know you recognize there’s a problem and are going to follow up accordingly. If you're silent during one of these moments you risk leaving members of your team feeling isolated, unsupported, or unseen. Focus on what was said, not who said it, and create an opportunity for everyone on your team to reflect and learn.
Individual and team efforts are vital but insufficient on their own. Systemic and structural biases and issues must also be addressed as we strive to ensure our offices are inclusive. Advocating for institutional change is another critical part of the journey. Be in constant dialogue with your team about their ideas and hopes, and commit to raising their concerns around equity.

Online resources and trainings

There’s no shortage of trainings, webinars, and articles that address ways to reduce and confront personal bias.

Take an implicit association test. While this can be key in helping you identify your own biases and stereotypes, remember that this is not enough on its own. Until you take steps to interrupt and alter your behaviors, you won’t get anywhere.
Unconscious Bias: What’s Next? is a short e-course on LinkedIn Learning that defines various types of bias, explores how they manifest at work, and offers strategies for overcoming organizational bias.
Watch How to Outsmart Your Own Unconscious Bias (TEDxPasadena). Author and CEO Valerie Alexander outlines how our brains respond to the unfamiliar and what we can do about it.
For a deeper dive, consider taking a full course related to diversity, equity and inclusion.

***

Have certain tools or practices helped you interrupt your own implicit bias? Tell us about it on Facebook.

How to Recognize & Conquer Unconscious Bias

Fri, 11 Dec 2020 10:00:00 GMT

Everyone has some form of implicit or unconscious bias; we absorb received notions about race, class, gender, ability, ethnicity, and sexuality from a very young age. Implicit bias shows up in deep-down prejudices and stereotypical assumptions we don’t know we hold. Though they’re not in our conscious minds, these biases still affect how we interact with colleagues, shaping our organizational culture.

Many organizations are working hard to root out discrimination at all levels. Tackling unconscious bias is an ongoing part of this work, and it starts internally.

Where does bias come from?

Bias itself isn’t always negative—it’s a useful survival mechanism that helps us filter information based on what’s important to us. The quick perceptive shortcuts people make daily, like telling friends and strangers apart, require some form of bias.

Implicit biases are frequently shaped by a need for the familiar; however, before we know it, our unconscious may decide what’s "safe" or "acceptable." This split-second decision-making can be helpful in a dangerous situation. But at work it can show up in subtler, damaging ways.

If you’re a white woman looking through resumes for a potential new hire, you almost certainly don’t intend to favor candidates who have names you associate with white people. But in a 2004 University of Chicago study, that’s just what happened: employers across Chicago and Boston received resumes from equally qualified (fictional) candidates. Some candidates were randomly assigned first names associated with white people, while others were given first names associated with Black people. The white-sounding names earned 50 percent more callbacks in every industry—even when their resumes showed significantly less experience. A similar 2017 experiment in London, UK, revealed that with identical resumes, "Adam" was three times more likely than "Mohamed" to get an interview.

That’s the sneaky part of implicit bias: it often directly contradicts the beliefs and values people claim to hold. Even when an organization puts diversity and inclusion in its mission statement, biases can still sneak their way into everyday decisions.

Types of bias

Here are a few common biases that might shape our behavior:

Affinity bias: We favor people like us. When we meet people with the same background, experience, or personal traits, we feel comforted and safe. On the flip side, we avoid people who are unfamiliar or different in any way—effectively "other"-ing them and shutting them out, even if we have no idea this is what we’re doing. The resume readers in the experiments above, for example, probably didn’t intend to make racially biased hiring decisions. Instead, white hiring managers at majority-white organizations may have gravitated toward names that sounded familiar. The impact, however, showed a persistent racial bias that often keeps Black candidates from employment and advancement.
Attribution bias: We tend to excuse our own behavior as a response to circumstance. But when others behave the same way, we assume it’s a part of their character and personality. If a colleague is behind on her work, for example, you may think she’s unable to handle the job—but if you’re in the same position, you can recognize the factors stressing you out. This leads us to make unfair assumptions about others that can, in turn, lead to unfair treatment.
Confirmation bias: We agree with evidence that confirms or backs up our initial beliefs and overlook any evidence that challenges these beliefs. This can be an unconscious process, too. For example, many of us have absorbed media stereotypes that tell us people in certain groups are less capable or talented than others. Even if we know these stereotypes are untrue, we may find ourselves surprised to meet people who defy them.

Examine your assumptions

Implicit biases can be unlearned once they’re recognized. As a starting point, think about any experiences that might have shaped your perceptions of others—many psychologists believe unconscious bias emerges from lived experience. Maybe you grew up in an insular community without much diversity, or you dealt with prejudice and discrimination yourself. Everyone’s narrative will be different.

You’ve probably made some assumptions or internal "shortcuts" about groups of people along the way. The next step is to think of ways to deliberately challenge these assumptions.

Substitution can be a useful technique to check yourself for bias. Consider whether you’d still respond the same way to a colleague if they shared your gender, racial background, age, or other characteristics. Would you respect them more or feel more confident in their abilities?

Individuation, or seeing people as individuals first, also helps. No group is a monolith, and people within each group have diverse opinions, beliefs, values, and skills. This doesn’t mean you should ignore vital aspects of a person’s identity—just don’t expect them to speak for every member of their group.

Slowing down is another effective way to clear bias from your decision-making. The more anxious and pressed for time you become, the more likely you are to fall back on unconscious bias when making choices. When you’re tired or stressed out, that might not be the best time to make important work decisions that involve others. Even a few extra minutes of thoughtfulness, for instance, can help reduce bias in hiring.

Meanwhile, you should strive to remain open to learn some uncomfortable facts about your own unconscious. The Implicit Association Test from Harvard is one of the best-known tools for getting implicit bias out in the open. The creators of the test admit you might not agree with the results; no one wants to hear that their automatic preferences reveal racism, ageism, misogyny, or homophobia. But once you know the prejudices you’ve internalized, you can watch out for them more closely in your thoughts, words, and actions.

Another interesting questionnaire, especially if you work with international populations, is the Intercultural Development Inventory that tests your response to cultural difference.

Understand systemic biases

As you may know, bias isn’t just an individual failing but a structural, systemic one. The National Equity Project distinguishes between two ways to consider your own biases: "mirror work," or reflecting inward about our own biases; and "window work," or looking outward at how the institutions and systems around us keep inequality in place.

The first "window" may be your own workplace. Inclusion and equity aren’t just about who is in the room, but about who makes decisions and who has social power. An "organizational unconscious" can uphold power structures in a way that protects structural biases, whether individuals hold these biases or not. For instance, a workplace leave policy might not have many options for new parents. Since this lack of options disproportionately impacts people who choose parenthood, the policy subtly favors other workers.

Another common practice is hiring based on employee referrals, which seems smart at first glance—job placement is one of the goals of networking. But if you’re hiring people you know, you’re more likely to bring people who share your identity on board, and they’re likely to do the same, keeping the organization homogeneous for years.

The organizational unconscious also shows up in the unspoken expectations people share. Maybe the unofficial dress code favors a certain gender presentation, or planned activities assume a level of financial freedom or physical ability.

And a close-knit organizational culture is often more dominated by members of the "in-group" than employees realize. If new staff members bring diverse representation to the table, they may feel pressure to conform to the culture as it already exists rather than suggest innovations. In the long run, they can grow disillusioned and leave the organization.

Leave your comfort zone

Your regular thought patterns and behaviors may be comfortable (familiarity is comfort!), so don’t be surprised if dismantling bias feels a little awkward. Over time, like any other practice, it’ll get easier.

One step for many of us may be to think about our professional networks, formal and informal. Who are you surrounding yourself with? When you choose potential career and school mentors, do you pick people whose experiences line up neatly with your own? What about the people you rely on for professional advice, or the staff members of organizations you apply to as a job seeker?

If you’re in a majority group and everyone in your network resembles you, it’s time to expand that network a little. Look online for professionals in your industry, or faculty in your field, who come from marginalized groups. Make an effort to learn more about their work. Unless you know and have a good working relationship with someone, don’t reach out to them for mentoring—keep boundaries intact—but seek out their perspectives.

Check your media habits

Another way to tackle implicit bias is to take a thoughtful look at your media sources. Even the simplest images, like stock photos chosen for a website, reinforce or defy stereotypes. The websites we rely on for news and information have the same effect.

Get in the habit of reading news articles by writers who belong to minority groups, or following minority-run social media pages if you’re active on social media. You’ll probably learn some things that will surprise and challenge you.

Finally, when someone tells you they’ve been harmed by unconscious biases, believe them. It’s sometimes easy to miss bias if you’re not the one affected. This might mean acknowledging you’ve done harm, apologizing, and correcting your behavior moving forward.

***

How has your organization addressed unconscious bias? Let us know on Facebook.

Got Work-From-Home Burnout? Here's What to Do

Wed, 09 Dec 2020 10:00:00 GMT

It can be hard to get anything done—let alone work or job-hunting—when you’re at home due to a pandemic, wildfires or hurricanes are raging outside, and your kids need help with remote schooling. Uncertainty about the future can even make you take on more responsibilities as a precautionary measure, and it’s easy to get overwhelmed. 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 burnout in the current situation. With neverending “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 the all-important satisfaction of swiping a completed task).
Jobhunting during the pandemic can sometimes feel 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 so that you can try to relax a little 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.
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.

Conveying worries about burnout to your supervisor

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, you might want to try conveying your fears and burnout concerns to your supervisor.

Set up a one-on-one meeting with your boss so that you can review your current projects in detail with them. See if any changes can be made that would make your work more manageable. Your boss may not even 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. These are unprecedented times and 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 socially distanced visits with friends. Of you can also try:

Doing something you love is a great way to fight off 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 socially distanced outdoor visit with a friend is what you’re in need of? Whatever it is that helps, be sure to incorporate it into your weekly routine.
Virtual happy hours, or a glass 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 are 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 offering telehealth visits now so you may not even have to visit 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.

***

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

New to Being Your Own Boss? 5 Tips to Get You on the Right Track

Mon, 07 Dec 2020 10:00:00 GMT

In the era of COVID-19, job seekers around the world are finding new ways to reinvent and reimagine their professional identities to meet the emerging needs of our new normal. For some, this might look like investing in hard skills to support a pivot into a field where jobs are in high demand. For others, this might look like exploring an entrepreneurial track, and perhaps even becoming your own boss. If you’re new to being your own boss, here are five tips to help set you on the right track.

1. Recognize what motivates you and what holds you back

As your own boss, the world is your oyster to ideate and create. You have entered into a space where flexibility and opportunity are abundant. But with this freedom comes a great deal of responsibility. You, and only you, are in charge!

It is up to you to set your goals and priorities, build a client base, craft your messaging, figure out how to be profitable, and much more. While your vision and goals may be very clear, recognizing what motivates you and what holds you back is a critical first step to driving your company in the direction you want it to go.

2. Set goals with metrics

Most major decisions in our lives at home and at work are driven by data of some kind. The same can and should be true for your business. Setting key performance indicators (KPIs) can be extremely challenging—especially when you are the one responsible for ensuring that they are met! In the beginning, setting metrics might be driven by what you want to learn, rather than your customer reach or bottom line.

Feeling stuck on how to get started? Go back to step one and consider your motivations: what is the impact that you want to have? What timeline feels reasonable and realistic? Then, think about what one or two small steps might be to help you move towards those goals. By establishing goals with metrics up front, you will be able to measure your progress over time, in addition to being able to identify patterns of what’s working well and what might need to be adjusted to ensure your future success.

3. Create a personal advisory board

If you are new to being your own boss, the first few weeks and even months can feel liberating. There are no required meetings on your calendar from colleagues, no project updates to be shared, and no one holding you accountable for your to-do list, other than yourself. This feeling of liberation, however, can quickly grow into a feeling of isolation, and in a global pandemic, even depression. For this reason, as an entrepreneur—and especially as a solopreneur— creating a personal advisory board is key.

Your personal advisory board consists of the people who you go to to talk through your challenges and wins. They are the people that believe in you, root for you, and hold you accountable. They may also share in your passions. Most importantly, they are the people who do not shy away from providing direct and insightful feedback. Keep in mind that the people on your personal advisory board do not all need to be people that you have personal relationships with. Some of the most effective advisors for your business can be those you may have never met. If you’re just starting out and want to tap into a powerful (and free!) network of mentors for small businesses, take a look at this great program for small business owners designed by the Small Business Administration.

4. Design a schedule and stick to it

Once you have clarity on your motivations and goals and have assembled your personal advisory board, it’s time to design your schedule and stick to it. There is no right or wrong way to go about this. You might want to experiment and perhaps even apply design thinking principles to ideate and test different schedules and see which one lands best. During the ideation process, keep in mind that your schedule as an entrepreneur may look and feel different than it did when you worked for a previous employer. It will also likely include your roles and responsibilities outside of work. Again, there is no right and wrong here. Take advantage of your newfound energy and create a schedule that works for you!

5. Be kind to yourself

The journey to becoming an entrepreneur requires hard work on multiple levels. You are investing time for introspection to understand your motivations, all while ideating, experimenting, and testing out new structures and schedules to help you achieve your goals. It is not uncommon for entrepreneurs to suffer from burnout, especially within the first year of a new business. You can help yourself thrive by practicing kindness toward yourself. This might look like creating space for self-care, or it might look like saying no to a project that is not aligned with your entrepreneurial goals. The time that you take to rest and recharge, however you choose to do so, will help you show up as your best for yourself and your business.

Malinda Coler and Laura Schorr contributed insights to this story.

***

Are you at a career pivot point and exploring different options, including going to graduate school? If your answer is yes, take a look at the Idealist Grad Schools listings, including details about a virtual career fair, happening soon!