This month we observe and reflect on the 20th anniversary of the September 11 attacks. As a global network, a social-impact community, an NYC-based team, and also as individuals, we remember the events of that day, each of us holding our own memories of how this tragedy unfolded; how our day started, the panic, that moment of realization, the sadness, and everything that came after.

We at Idealist stand in solidarity with our fellow New Yorkers and with our friends around the globe as we honor those who were so deeply impacted by the events of that day, and we recommit to the work we’re all doing to make the world even just a little better. 

So as we mourn and heal, we’d also like to take this opportunity to lift up some organizations who have been doing, and continue to do, the hard work of helping communities to recover and grow.

American Corporate Partners, New York, NY

American Corporate Partners (ACP) is a national nonprofit organization dedicated to helping post-9/11 veterans and active-duty military spouses to advance in their civilian careers. ACP employees have made a positive difference in the lives of more than 21,000 veterans and military spouses and are currently providing mentorship to more than 4,200 service members and active duty military spouses across the country. 

Now Hiring:

• Operations Associate

Fields 4 Valor Farm, Brandywine, MD

Fields 4 Valor Farms is a nonprofit and innovative farm founded to combat the often-unseen struggle of food insecurity among military and veteran families. They are dedicated to growing and donating healthy food as an important part of easing the financial burden for Washington, D.C. area veterans and military families transitioning to civilian life.

In addition to food donations, Fields 4 Valor Farm offers life-altering programs for veterans and their families including a farming apprenticeship program for post-9/11 veterans and beekeeping training along with employment and volunteer opportunities on the farm.

Now Recruiting:

• Volunteer Driver
• Volunteer Field Worker

GratitudeAmerica, Fernandina Beach, FL

Founded in 2013, GratitudeAmerica is on a mission to help Post-9/11 Veterans by providing critical support for service members, Veterans, and their families. GratitudeAmerica also offers meaningful restorative retreats to assist participants affected by deployment exposures such as combat related stress and traumatic brain injury. 

Muslim Advocates, Washington, D.C.

Founded in 2005 in the aftermath of the passage of the Patriot Act, which led to widespread surveillance and discrimination, Muslim Advocates utilizes legal advocacy, policy engagement, and civic education to challenge discriminatory laws and policies, hold hate groups accountable, and ensure that all Americans can live free from hate and discrimination.

Muslim Advocates also serves as a legal resource for educating American Muslims about their civil rights and how to effectively participate in American public policymaking.

OneAmerica, Seattle, WA

OneAmerica was formed as an immediate response to hate crimes and discrimination from individuals and government policies targeting Arabs, Muslims, South Asians, and other communities following September 11, 2001. In the time they have been in operation, however, they have found that their work of mobilizing these communities and lifting up their too-often unheard voices goes far beyond September 11.

Tasveer, Seattle, WA

The mission of Tasveer is to inspire social change through thought-provoking South Asian films, art, and storytelling. Tasveer was founded in 2002, in the aftermath of 9/11 to provide a platform for South Asians to undo stereotypes of South Asians in the mainstream media and to promote social change.

Now Hiring:

• Marketing Manager

Trinity Wall Street, New York, NY

Trinity welcomes close to 13,000 people of all ages, faiths, and nationalities to its services, concerts, events, volunteer initiatives, and historic sites each week. St. Paul's Chapel played a unique role after the attacks of September 11, 2001, when it housed an extraordinary relief ministry to workers at Ground Zero.

Now Hiring: 

• Events Coordinator
• Security Manager

Tuesday’s Children, New York, NY

Tuesday’s Children provides a lifetime of healing for those who have been forever changed by terrorism, war, and mass violence. Tuesday’s Children programming serves and supports our nation’s military Families of the Fallen and builds resilience and common bonds in communities worldwide recovering from tragedies while keeping the promise to all those impacted by 9/11.

Whether you have one foot out the door or you’re dealing with some major I-can’t-believe-I’m-really-leaving anxiety, when it’s time to resign from your current job, you’ll want to be sure that you leave gracefully. That includes submitting your notice respectfully, with appreciation, and in a timely manner.

Here’s everything you need in order to draft a letter of resignation that covers all of the bases without burning any valuable bridges.

What to include (and what to leave out) in your letter of resignation

• Create a clear subject line. The clearer and more direct you can be from the jump, the better. Start with your subject line, as this will not only help to manage the expectations of your email recipient prior to reading the message, but it will also help to ensure that your email won’t fall through the cracks.
• Include an official, final date. While you may feel compelled to offer a month or more, rest assured that two weeks is standard, and nobody can fault you for leaving too early as long as you give at least two weeks. If at all possible, select a final day that gives you at least a few days—if not an entire week, or even two—in between jobs to help you relax and recharge before you dive into a brand new job and work environment. Before selecting your final day in the office, you’ll also want to check your organization’s benefits and resignation policies to confirm what happens to any remaining PTO days and whether those get paid out upon your departure.
• If you’re interested in helping to fill your position, make that clear. There should not be any expectation that you make yourself available to select a person to fill your position. However, if you do happen to have a colleague in mind who would be an ideal candidate, feel free to include that information in your letter.
• Be specific about what you are willing to commit to. If you’re not clear about what you can complete prior to your departure, you may find that you’re suddenly flooded with extra work and new requests once your letter is submitted. Being clear with your employer will help to manage everyone’s expectations as well as temper any temptation on their part to get as much out of you as possible before your final day. One thing that you should always find time for, however, is the creation of a detailed transition plan. This plan informs your supervisor where important files live, what login credentials are, how to train somebody to take over your role, any unfinished items, and anything else that you think will be helpful as your employer navigates your transition out of the organization.
• Show gratitude. This is an easy one. No matter what your experience, it’s important to find something genuine for which you'd like to show your gratitude. Do you appreciate the opportunity to be a part of such a great team? All of the amazing professional development opportunities you enjoyed? Your supervisor’s knack for challenging and supporting you? Share that in this letter.
• Don’t get into the details of the new gig. Sure, colleagues will ask where you’re headed, and it’s up to you whether or not to share that information. But you should definitely avoid getting into any of these details in your letter of resignation. Stay focused on the task at hand (resigning) rather than offering up a hundred details (or excuses) about why you’re leaving and where you’re headed. If you do have important details to share, save them for the exit interview.
• Don’t make any assumptions about who should be on that initial email. Whatever you do, don’t send an all-staff letter of resignation! And in fact, it's usually best to hold off on informing human resources (if you’re lucky enough to have dedicated HR staff) until you’ve notified your direct supervisor. Unless you have a major issue with your direct supervisor (perhaps this is related to why you’re leaving your job?) and you don’t feel comfortable delivering this news to her without the support of HR, your direct supervisor should be the first to know of your resignation. Once you have shared your letter with her, you can work together to figure out which of your colleagues should learn about this potentially-sensitive information, and when.

Letter of Resignation Email Template

Email Subject: Submitting my resignation | [YOUR NAME]

Dear [NAME OF SUPERVISOR],

I’m emailing today to submit my two weeks notice and let you know that [DATE] will be my final day as [CURRENT TITLE] with [ORGANIZATION NAME].

Over the course of the next two weeks, I’m highly committed to completing all current projects to the best of my ability. However, I plan to prioritize the following projects as most important to complete prior to my departure:

• Transition plan to support my departure
• [PROJECT NAME AND EXPLANATION OF FINAL DELIVERABLE]
• [PROJECT NAME AND EXPLANATION OF FINAL DELIVERABLE]

I can’t begin to tell you how much I have appreciated all of the opportunities I’ve had here at [ORGANIZATION NAME], and while I’m eager to embark on my next step, I know that the camaraderie and support that I’ve enjoyed as part of your team will not be easily matched.

Finally, while I don’t know whether you have plans to immediately fill the [YOUR JOB TITLE] role, I’d like to recommend [NAME OF COLLEAGUE] as a potential candidate. If you think she may be a fit, I’d be happy to discuss the recommendation further when time permits.

Please let me know if you have any questions for me, and when you may be available to discuss next steps and priorities.

Thank you,

[YOUR NAME]

***

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No matter what your profession or passion, for many of us, the way we communicate—both with others and with ourselves—is key. And in reflecting on our own tendencies, strengths, and weaknesses as they relate to communication, my guess is that many of us could benefit from a lesson or two in the arts of negotiation, persuasive language, positive self-talk, and taking feedback gracefully and, when necessary, with a proverbial grain of salt, as well.

An added bonus of brushing up on how we communicate? Most of these skills tend to transcend relationships and can be just as useful with family and friends as with colleagues, supervisors, and direct-reports.

Here are five books—each one comes highly recommended from a member of the team here at Idealist—that offer actionable insights on how to best practice and improve your communication skills.

Verbal Judo: The Gentle Art of Persuasion, by George J. Thompson

Verbal Judo is the classic guide to the martial art of the mind and mouth that can help you defuse confrontations and generate cooperation, whether you're talking to a boss, a spouse, or even a teenager.

Our favorite quote: “Motivate others by raising their expectations of themselves.”

Just Listen: The Secret to Getting Through to Absolutely Anyone, by Mark Goulston, M.D.

Barricades between people become barriers to success and happiness, so getting through is not just a fine art; it's a crucial skill. Readers learn how to listen effectively, shift an angry or aggressive person into a calmer, more receptive state, and use empathy jolts to bridge a communication gap.

Our favorite quote: “Understanding a person’s hunger and responding to it is one of the most potent tools you’ll ever discover for getting through to anyone you meet in business or your personal life.”

Crucial Conversations: Tools for Talking When Stakes Are High, by Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler

Crucial Conversations offers the reader tools to prepare for high-stakes situations, transform anger and hurt feelings into powerful dialogue, make it safe to talk about almost anything, and be persuasive, not abrasive.

Our favorite quote: “People who are skilled at dialogue do their best to make it safe for everyone to add their meaning to the shared pool…[they] do their best to ensure that all ideas find their way into the open.”

Daring Greatly: How the Courage to Be Vulnerable Transforms the Way we Live, by Brené Brown

Daring Greatly is not about winning or losing. It’s about courage. In a world where “never enough” dominates and feeling afraid has become second nature, vulnerability is subversive. And, without question, putting ourselves out there means there’s a far greater risk of getting criticized or feeling hurt. But when we step back and examine our lives, we will find that nothing is as uncomfortable, dangerous, and hurtful as standing on the outside of our lives looking in and wondering what it would be like if we had the courage to step into the arena. Daring Greatly is a practice and a powerful new vision for letting ourselves be seen.

Our favorite quote: “Because true belonging only happens when we present our authentic, imperfect selves to the world, our sense of belonging can never be greater than our level of self-acceptance.”

Thanks for the Feedback: The Science and Art of Receiving Feedback Well, by Douglas Stone

We swim in an ocean of feedback. Bosses, colleagues, customers—but also family, friends, and in-laws—they all have “suggestions” for our performance, parenting, or appearance. We know that feedback is essential for healthy relationships and professional development, but we dread it and often dismiss it. Thanks for the Feedback explains why getting feedback is so crucial yet so challenging, and offers a powerful framework to help us take on life’s blizzard of off-hand comments, annual evaluations, and unsolicited advice with curiosity and grace.

Our favorite quote: “Feedback-seeking behavior—as it's called in the research literature—has been linked to higher job satisfaction, greater creativity on the job, faster adaptation in a new organization or role, and lower turnover. And seeking out negative feedback is associated with higher performance ratings.”

***

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Whether you’re job searching, working on your professional development, or building your career, you’ve probably been in a situation that warranted showing appreciation and gratitude. Perhaps you received a job lead and a pep talk from a former colleague. Maybe you had an informational interview with someone who has now taken you under their wing and is serving as a mentor. It might even be a family member who’s your greatest fan. Whatever the situation, one way to show gratitude is to write a thank-you note that expresses your appreciation.

Why gratitude matters

Before getting into writing the content for your thank you letters, let’s ask the question, “why gratitude?”

What is it about being appreciative that even makes it important? Showing gratitude is a great way to clear your mind when you are feeling overwhelmed. After moving at top speed or going through routine motions for a while, slow down the pace so you can contemplate how those around you add value to your life in some way. Knowing who you are thankful for and for what reasons can really help you strike a balance.

Like a hug, expressing appreciation typically feels good to both giver and receiver. In addition to making someone else’s day, showing gratitude packs a powerful punch of other benefits. According to studies by Robert Emmons and others, gratitude’s physical, psychological, and emotional perks include:

• Stronger immune system and lower blood pressure
• More joy and pleasure, more optimism and happiness
• More forgiving and outgoing outlook, less lonely and isolated feelings

For these reasons, we suggest exploring opportunities for saying “thank you.” It doesn’t have to be reserved for after a job interview. Here are some ideas for identifying other situations worthy of a note of thanks or gratitude. The following samples are designed to help you get your inspiration flowing:

The trusty “job lead” friend

Let’s say you have a friend who’s really in-the-know about the latest job openings, and customizes what she sends you based on your interests and a strong understanding of your abilities. A thank-you note is a great way to not only show appreciation but also let them know they are really on the mark with the job leads and suggestions they give. Try a note like this:

Dear [NAME],

I just wanted to share how much the job leads you send mean to me. The attention you pay to the details of each opportunity is clear to see, because the ones you send match not only my interests but my abilities. What you do is really motivating and keeps me uplifted in my job search. To know that you consider me able to do _____________ and _____________ enhances my confidence in myself. It keeps me inspired to apply for more jobs where my ________ skills can really shine. I really appreciate that you’ve taken such an interest in my job search and am grateful for the way you’ve stepped in as my personal “career sleuth!” 

Why this works: In addition to expressing your appreciation, you are affirming that what your friend has sent is helpful to you, and that if they continue sending similar leads, they are on the right track.

The informational interviewee-turned-mentor

So you got up the courage to ask someone for an informational interview, and they really took you under their wing. Maybe they went above and beyond to keep the conversation going, shared great resources, or invited you to an event that will be attended by some key hiring managers in your field...plus gave you the low-down on their typical hiring practices. What to say to show your gratitude:

Dear [NAME],

Thank you for taking the time to chat with me about your career in [AREA OF EXPERTISE/ISSUE AREA] over the last few weeks. I learned so much about ______ and _______, and will be sure to check out the latest set of insights and leads you shared with me. I am so appreciative of not only the way you have taken me under your wing after our first meeting, but your generosity with your time and resources. The interest that you show in my success and development is something for which I feel very grateful.

Please know that my offer to assist with your ________ project still stands. If my skills are not the best match, I’m happy to pass along the message to my contacts in an effort to find a great volunteer!

Why this works: In addition to showing your gratitude, you are offering to assist your mentor. If your skills are not an appropriate match, showing willingness to tap into your networks is a great alternative!

The “biggest fan” family member

Many of us have a family member who has earned the title “biggest fan.” In their eyes, no challenge is so insurmountable that we can’t overcome it and our every accomplishment is worthy of celebration and praise. Here’s an example of showing gratitude via the written word:

Dear [NAME],

I wanted to take a moment to thank you for all the support you’ve shown me throughout my career, particularly during my latest [PROFESSIONAL CHALLENGE OR ACHIEVEMENT].

You’ve always been someone I could call my “biggest fan.” What means the most to me is that you do more than tell me I’m “great” at what I do, or that I’m a shoe-in for an opportunity. You take it a few steps beyond and share the reasons why you think so. Sometimes it seems like you remember my achievements even better than I do myself. I always appreciate your ability to see how my talents can make a difference, and you’ve made me a believer too! After a chat with you, I always feel more confident and capable, and for that I will always be grateful.

Why this works: Keeping it warm and appreciative is a great way to strengthen familial bonds. It expresses not just appreciation but understanding of the effects your “biggest fan” has on your well-being and confidence. When they know it’s working, they are more likely to keep it up!

The “saved the day” colleague

Whether you’ve been stumbling over an appropriate response to a workplace issue or you’ve been scrounging for the most cost-effective way to get a project completed, sometimes the help of a colleague can really make the difference. When you’ve had a colleague “save the day,” try a note like this:

Dear [NAME],

When you found me sitting at my desk unproductively tapping my pen against it last week, you could have just walked on by and left me to my [NAME YOUR OBSTACLE/CHALLENGE]. Instead, you pulled over a seat and went right to work with me. I can’t thank you enough for not only your teamwork and support, but for your vote of confidence. You really helped me out of my work slump. I also appreciate the way you used your insights from your department to develop a really seamless solution that provides benefits all around!

Knowing now how your team tackles ________, I’m happy to compare notes the next time you are working on ____________ so we can achieve similar success.

Why this works: Positive interactions with colleagues allow for a more supportive relationship that can help everyone thrive. While your co-worker may have stepped in without any expectation of you returning the favor, always take an opportunity to see your organization and its work from the perspective of another department- maybe even identify a way that you can provide insights for that area.

The “just lets me vent” friend

This person knows that talking it out might just be all you need. No unsolicited ideas or solutions, brainstorming sessions, or “I told you so's." This friend simply lets you vent and work out your feelings. When you want to express feelings of a different kind, try something like this:

Dear [NAME],

When you stopped by yesterday, you may not have known just what you were getting into by asking me how things were going. And after letting me talk for nearly an hour about [CURRENT ISSUE IN YOUR PROFESSIONAL LIFE], I wanted to express my appreciation. The sympathetic way you just listened without going into “solution mode” was just what I needed. I really felt heard and understood- you have a rare gift for that!

Thank you not only for being there, but for giving me exactly what I needed at the time. I can now say that after thinking “out loud," I feel ready to tackle this issue head-on. Thank you!

Why this works: This note shows that in addition to being appreciative of the person’s time and attention, you are ready to take the “next step.” People are more inclined to help out in the way you need them to when they feel like it makes a true, lasting difference.

***

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Author: Victoria Crispo

Behavioral interview questions—the ones that usually start with “Tell me about a time when…”—can often be the hardest to answer. You have to recall a relevant experience and explain what happened in a way that shows you're well-suited for the job, without taking up too much time.

Fortunately, there’s a trick to answering behavioral interview questions: the STAR technique. With the STAR technique, your answer gives the interviewer all the information they need to evaluate your past behavior and examine what it means for how you would perform on the job.

The STAR acronym stands for:

• Situation: The context for a past experience, often a problem or challenge that you faced.
• Task: Your responsibility in the situation and what was required of you.
• Activity: The action(s) you took in the situation.
• Result: The outcome of your action(s).

Why the STAR technique works

When an interviewer asks you a behavioral question, it’s because they know that how you responded to a challenge in the past can be the best indicator of future actions. They don’t just want to know how you would act in a hypothetical situation you may encounter; they want to know how you have acted when confronted with a comparable situation.

In order to fully understand what past experience means for your future performance, an interviewer needs the information contained in a STAR response: an understanding of the situation, your role in it, the actions you took, and the result of your actions.

That’s a lot of information to pack into a brief interview response. The STAR technique helps you to concisely answer behavioral interview questions, keeping you focused on the important parts of the story while minimizing the chances that you’ll give a rambling answer.

What the STAR technique looks like in action

Reflect on the behavioral interview questions you’ve been asked in the past. What would it have looked like to answer those questions with the STAR technique?

Below, we model the STAR response for some common behavioral interview questions.

"Tell me about a time when you had to lead a diverse group of people."

• Situation: When I ran volunteer trainings at Organization X, our volunteer base was incredibly diverse. Our volunteers included high-school students, mid-career professionals, and retirees; people who had used our services in the past and people who had the privilege of not needing those services; and people from different ethnic and religious backgrounds.
• Task: My task was to create an environment in which every volunteer’s differences and identities were appreciated while simultaneously creating a sense of community.
• Action: To do this, I started each training by asking people to reflect on what personal experiences or values drew them to volunteer. Then each person would share their reflections with a partner, and finally, we’d all share our collective experiences and values as a group.
• Result: Our surveys of volunteers after the training consistently showed that people felt personally connected to the mission and to their fellow volunteers. Additionally, our volunteer retention rate increased by 15% after I started using this method, which suggests that people stayed connected.

"Tell me about a time when you missed a goal."

• Situation: When I was the organizing chair for the student chapter of Organization Y on my college campus, I fell short of the required goal that every chapter had to turn out 25 students for the annual rally at the state capitol; only 10 students from our campus attended.
• Task: As the organizing chair, it was my responsibility to recruit students to attend the rally, so I had to explain to the organization’s statewide staff why we fell short of our goal.
• Action: Before the call with Organization Y to explain what had happened, I debriefed the recruitment strategy with my fellow chapter leaders so we could identify what worked, what didn’t work, and what we could have done better. On the call, I shared our assessment and was honest about what I could have done better as the organizing chair, as well as what I would do differently going forward.
• Result: The following year, we implemented those recommendations and ended up with 40 students attending the rally: the highest number of any student chapter across the state.

How to prepare your STAR responses

If you’ve got an interview coming up, try these steps to organize and rehearse your STAR responses. Even if you’re not currently looking for a job, honing the STAR technique now can improve your interview skills so you can draw on them when you need to.

Anticipate the behavioral interview questions you may get asked

Anticipating the questions you may get asked is one of the top ways to prepare for an interview. In order to ready yourself, look at the types of situations you might get into based on the job description. Think about how an interviewer could ask you about a similar situation you’ve faced in the past.

For example, if the job description says this position coordinates logistics for the organization’s annual conference, then your interviewer may ask:

Tell me about a time when you had to coordinate a large-scale event and something went wrong with the logistics. How did you handle the situation?

If the description says this position serves as the first point of contact for members who have questions or complaints, then your interviewer may ask:

Tell me about a time when you were confronted by a disgruntled or otherwise difficult person that your organization was serving (e.g., a volunteer, a member, or a constituent).

If the description says this position manages the organization’s editorial calendar, then your interviewer may ask:

Tell me about a time when you had to manage several multi-layered projects with overlapping deadlines. How did you stay on top of everything without letting things fall through the cracks?

If the description says the person in this position needs to be able to adjust priorities on the fly, then your interviewer may ask:

Tell me about a time when you had to re-prioritize to take on an unexpected and time-sensitive project.

Brainstorm relevant situations and map out your STAR responses

The next step is to recall relevant situations from the past and outline how you will reply. You can pull from situations you’ve encountered in previous jobs, volunteering, or even your student leadership experience.

As you map out your STAR responses, try to keep each part to one or two sentences. The point is not to tell your interviewer every single thing about that situation, but rather to focus on the information they need to know in order to understand what happened and to evaluate what it means for your performance on the job.

Pro Tip: After you outline a STAR response, look at the Task (T) and Action (A) parts. Are you being specific about the task that was required of you in that situation, and the action you took to execute it? Even though you may not have been the only one involved, those parts of the STAR response should focus on the role you played, without exaggeration.

Practice and get feedback

Practice your STAR responses with a friend or mentor and ask them for feedback. It’s best to practice with someone who isn’t familiar with the situations you’re talking about, since your interviewer will be similarly unfamiliar.

When you practice, prepare the following questions:

• Was anything unclear or missing in my STAR response?
• Did you understand the situation and my role in it, the actions I took, and the results of those actions?
• What did you learn about me from hearing this story? What were your main takeaways?

If their takeaways aren’t the ones that you want your interviewers to have, then rework your STAR response and try again.

***

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Illustration by Marian Blair

In today’s age-diverse workforce it’s common to encounter co-workers from a variety of generations and at different stages in their lives. For some people, these differences can be a source of discomfort. One employee might find herself resentful about having to report to someone younger, and another might feel he just can’t relate to an older co-worker. Fortunately there are ways you can get past biases, improve your interactions, and embrace age diversity in the workplace.

Recognizing your expectations for the workplace

The first thing you can do to improve your interactions is to recognize that we all approach the workplace with expectations based on our own experiences. Many of us enter the formal workforce in their 20s when our impressions about jobs and careers are often different from someone older. For one thing, younger adults might rely more on the workplace for their social life while later in your career, your workplace needs might shift to more pragmatic concerns. These differing motivations mean a younger worker probably has good reasons for wanting more socializing opportunities and happy hours, while the more seasoned employee may prefer more flexible work hours and fewer team-building activities.

One particularly unrealistic expectation is that your manager should always be older than you. One might assume that someone younger can’t possibly be as qualified, or that the position should have been offered to someone else. However, age and experience don’t always go hand in hand—a younger manager could have significant achievements in the field, or may be particularly skilled in managing others. With millennials now making up the largest part of the American workforce, it is likely that at some point in your career you'll be reporting in to a younger supervisor. Rather than assuming the worst, consider that your supervisor may have a fresh perspective on the work. If you offer to share your experience and insight, you may find that a very collaborative relationship is possible.

Confronting stereotypes about age and generational differences

It’s hard to avoid buying into some of the stereotypes we hear about different generations, but studies have shown that there actually aren’t meaningful differences in the various generations’ attitudes towards work. Yet the perception that there are major differences negatively impacts our interactions in the workplace. 

In one study, undergraduates were told that they were training people of varying ages (their real ages were altered) in computer skills. When they believed they were training an older person, they had lower expectations which resulted in poorer quality training and interaction. If you imagine this scenario playing out in real workplaces, it’s easy to see how these stereotypes can damage learning and development, collaboration, and productivity.

Moving forward and taking initiative

If you find that an age-diverse workplace isn’t comfortable to you, it’s time to take stock of what exactly is causing your unease. From there you can take steps to confront some assumptions and move forward:

• If you feel that you can’t relate to co-workers or supervisors because they’re younger than you, ask yourself if it’s due to your perceptions or actual differences in work style and priorities. Make an effort to engage with colleagues and be willing to listen to different perspectives and approaches. 
• Sometimes, you just need to accept that you’re at a different stage in life and have different interests and communication styles, and that’s okay. You don’t have to be best friends with everyone on your team, but you do have to be willing to listen and work together.
• If you’re you're a young professional, don’t discount the capabilities of your older co-workers. Just because they may not be native to certain technologies doesn’t mean they can’t learn and master them. 

Adapting to minor generational differences, recognizing stereotypes, and coming to terms with your own evolving outlook are crucial steps toward embracing age diversity in the workplace.

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Illustration by Marian Blair

When you’re applying and interviewing, there may come a point when you receive more than one job offer. Sure, it’s a nice problem to have, but how do you actually juggle conflicting timeframes and salary negotiations? As a job seeker, it’s important to learn how to handle multiple job offers so that you can make a well-considered decision free from external pressure.

Take control of the decision-making timeline

When fielding multiple offers, a clear timeline is key. In an ideal world, the job offers would align neatly in terms of when your response is expected. But the reality can be messy, and you may find that one potential employer wants an immediate decision while you’re still waiting for the final offer from another. 

Here’s how you can ensure you have time to consider the offers while remaining honest and upfront with all parties:

• Rather than asking how much time you have to make a decision, have a date in mind that works for you, and proactively let the potential employer know your timeline. If the interview process took a long time, you can certainly ask for time to think over the offer—but be aware that asking for more than a week might give a hiring organization the sense that you’re not serious about the job.
• If you’re asked to give an answer before you’re ready, be honest and tell that potential employer that there’s another offer on the table.
• If you’re still waiting on a firm offer from an organization you're especially interested in working for, let them know where you are in the hiring process (in the scenario noted in the bullet above) and see if they’re ready to make an offer.
• If family circumstances affect your decision, ask for additional time to discuss the offer with your partner. Above all, be clear with prospective employers that you are putting serious thought into their offers and reiterate your interest in working with them. 

Negotiate a salary that works for you

One of the upsides of fielding multiple job offers is that you can use the opportunity to negotiate the best compensation package. While you should always negotiate your salary, in this case you actually have the upper hand in the discussion. 

• If an employer can’t meet your base salary requirements, consider the total compensation package and what else they can offer. Whether it’s remote work flexibility or additional vacation days, you may be able to make up for that difference in base pay.
• Remember that a social-impact job does not inherently mean a low salary. Always research salary ranges for comparable positions in your area so you know that what you’re asking for is both realistic and reasonable. In addition to checking salary websites, take a look at the organization’s Form 990 which can provide valuable information about compensation.

Respond to all the offers with your final decision

So, you’ve weighed the pros and cons of the offers and have to decide which one to accept. You may be unsure how to go about formally accepting one offer and declining the others. Here’s what you need to know:

• First, make sure that you have received the final offer with the agreed-upon terms in writing. Email your acceptance letter, which should reconfirm the title, salary, and start date (and convey how excited you are to start)!
• Once you have formally accepted a job offer, you can graciously decline any outstanding offers. If the offer was made over the phone, a call would be most appropriate. If you choose to decline via email, consider using one of these templates. It’s important to get back to any prospective employers in the timeframe that you promised.
• If you’re currently employed, provide notice to your employer and plan your exit in a professional manner.

Although the process can be stressful, learning how to handle multiple job offers is an essential skill, and one that can help you get the role and compensation that you deserve.

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Illustration by Marian Blair

Once you’ve worked in the social-impact space for some time, you tend to become familiar with the terms equality and equity—especially if you’re part of a workplace diversity, equity, and inclusion (DEI) team. 

Although similar-sounding terms, equality and equity actually refer to two very distinct concepts, and the differences between these concepts matter greatly to the people in your organization and to the populations you serve. 

What is equality? 

Equality indicates a system where everyone has the same opportunities and resources—a “one size fits all” approach to human rights. At first blush, equality might seem reasonable: a class where every student has the same course materials and is graded by the same standards, or a workplace where everyone is held to the same expectations. 

The catch with equality, though, is that even if everyone gets the same opportunities, they’re not starting from the same place. And even if expectations are the same, people may need different resources to meet these expectations. As the Annie E. Casey Foundation has said, equality is only effective if everyone has the exact same needs, which is rarely the case in the real world. 

In a classroom, for instance, a student learning English as a second language might struggle to keep up with assignments and lectures that are all in English. In a workplace, a single parent responsible for childcare might not be able to dedicate long hours to a project the way their child-free colleagues more easily could.

Equality-based treatment may even penalize people for the different obstacles they face. The student might get a lower grade despite hard work, and the parent might be passed over for promotions because they don’t seem dedicated. 

In organizational initiatives, equality may play out as a commitment to multiculturalism or “service to everyone”—which, again, sounds like a worthwhile goal. But this goal overlooks the fact that every group has different needs. A networking event for young Black professionals might not be considered “equal” or “multicultural” since it’s not open for all to attend, but it still fulfills a crucial function. 

And when programs are designed for a certain population, like a discussion group for teens who identify as LGBTQ+ or a health clinic for unhoused local residents, they don’t have to serve everyone; they’re targeted toward specific communities for a reason. Programs that give everyone equal access to these resources may diminish the positive impact for communities that really need them, eventually becoming ineffective.

If you prioritize equality in your programming, what you’re probably really going for is equity—a different system that’s more difficult to achieve.  

What is equity?

Equity is a system that recognizes each person has different resources and opportunities and seeks to understand and provide what people need based on these differences. According to Merriam Webster, equity is a kind of justice that includes “freedom from bias or favoritism.” Paula Dressel, founding vice president of JustPartners, Inc. and the Race Matters Institute defines equity as “treating everyone ... justly according to their circumstances.” 

Equity, unlike equality, acknowledges different populations face different barriers to success and works to limit or eliminate these barriers. 

As you might imagine, equity is harder work than equality. To return to the classroom example, it’s simple for a teacher to copy the same syllabus and course materials for 20 college students. It’s tricker and more time-consuming to make the materials accessible to students with visual impairments, negotiate deadlines for students with learning disabilities, and explain concepts like office hours to students who haven’t spent much time in a college environment. 

These accommodations can make the classroom equitable, rather than equal, since everyone gets resources tailored to their circumstances, and it gives all students a better chance of succeeding in the course.

What else might equity look like in a school or workplace? Here are just a few examples: 

• A mentoring program exclusively for women of color 
• An after-school tutoring program that allocates more staff and supplies to underfunded schools 
• Allowing working parents to set their own schedules based around child-care obligations 
• A seminar designed for first-generation college or graduate students

Working toward equity and justice 

You might be familiar with a graphic that uses two pictures to illustrate the equality/equity difference. In the “equality” image, three people of different heights observe a sports game from behind a tall fence. They’re all equally positioned, but only the tallest person can see the game. In the “equity” image, the two shorter people have wooden blocks to stand on, enabling them to see over the fence. 

Like most broad metaphors, this one is imperfect—as writers at the Equity in Education Coalition have pointed out, the image implies the shorter people are to blame for their own unequal circumstances. Even equity-based systems can fall into this trap; organizations may operate on the false assumption that “people of color are less than and, thus, need more,” as the Equity in Education Coalition article says. 

Organizations working toward equity might also unintentionally engage in “deficit thinking,” a thought process that holds people responsible for the disadvantages they face. 

Justice, on the other hand, focuses on the systemic barriers that prevent people from reaching their goals, not characteristics of the people themselves. When a “justice” image is added to the graphic above, the fence itself disappears. The problem wasn’t that the observers were too short, but that the system was set up for them to fail. And the systemic change, unlike the individual fixes, is permanent—all future observers can now enjoy the game. 

Justice as a long-term goal 

Achieving justice won’t be a quick fix but a long-term endeavor that affects every aspect of your work. Specifically, organizations can examine how policies, cultural norms, and hiring and promotion practices support or hinder equitable opportunities. Returning to the workplace examples above, your organization could ask: 

• Have we created an environment where women of color can flourish and feel like their ideas are being heard? Are they well-represented at all levels, including the executive level? 
• Who is working to advocate for underfunded schools on a policy level, and how can we support their efforts? 
• How flexible are our parental leave and remote work policies? 
• What ongoing financial, logistical, and emotional support are first-generation students offered throughout the semester? 

Questions like these won’t be answered overnight, and the answers may require you to rethink, even overhaul, some organizational systems. A mindset that values equity over equality—examining what different populations need and working to empower them, rather than seeking to meet everyone’s needs the same way—will make it easier to see what changes are required. Ultimately, the work should help you live out your DEI ideals as a workplace with justice in mind. 

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To say that the past year and a half has been challenging is an understatement. As many of us continue to return to the office, acknowledging the global state of affairs and its impact on the mental health of employees should be a priority for employers. This is an especially important consideration for employees of color.

As many organizations are making strides toward a more inclusive environment, there remains a stark increase in mental illness and mental stressors among minority employees. And while creating safe spaces for individuals to be vocal about injustices is laudable, organizations should also provide the necessary support for any mental health challenges that may arise as a result of the current situation, or any new practices as well. 

Equal access, but an unequal understanding

In most organizations, all employees are afforded the same health benefits; however, this doesn’t mean that they always enjoy the same access. This has less to do with the employer and more to do with systemic racism and the lack of access to appropriate––and culturally responsive––resources that support the “whole health” of people of color.

According to the Center for American Progress, the U.S. has some of the starkest and most prevalent racial disparities when it comes to health. This is because of “persistent racial disparities in health coverage, chronic health conditions, mental health, and mortality.”

In the same study, the Center for American Progress notes that these disparities are not a result of “individual or group behavior but decades of systematic inequality in American economic, housing, and health care systems.” The study found that in 2018, only 8.7% of African American adults and 8.8% of Hispanic adults received mental health services, with lower figures for Asian Americans, Native Hawaiians, and Pacific Islander Americans. This is compared with 18.6% of non-Hispanic white adults having received mental health services.

Andrea Holman, co-author of the Harvard Business Review article “Are You Offering the Mental Health Benefits Your BIPOC Employees Need?” writes about her experience of having to “show up” at work following the killing of Ahmad Arbury. She speaks of feeling the need to manage her distress while at the same time feeling burdened to maintain high performance.

Upon seeking mental health services, Holman made two important discoveries:

• An appropriate label for what she and many workers of color experience: race-based traumatic stress. That is, stress caused by individual, institutional, and cultural encounters with racism that negatively impact psychological and physical health. 
• The lack of access to the right resources to heal from that trauma.

“Unfortunately, many Black Americans don’t have access to these same types of resources. Nor are Black Americans the only ones who experience race-related stress. Millions of people from racial minority groups carry the psychological weight of racism throughout their lives, including at work, and very few are able to reach out to culturally responsive mental health providers through their employee benefits.”

Creative coping

In the absence of access to the appropriate resources to support mental-health needs, employees of color still often find ways to cope with workplace stress. A recent Forbes article suggested the following:

• Focusing on self-regulation. Recognition and control of feelings and emotions to prevent the escalation of emotions and heartache.
• Finding an outlet. Engaging in activities that have meaning for you, making more time for your current hobbies or finding new ones.
• Finding a community. Leaning on your close friend or finding a support group to help get things off our chests and talk about new ways to handle situations.
• Put yourself in the right environment. Proactively choosing whether a position or organization is right for you, or if you perhaps need a change. 

For many, the most effective coping mechanism in coping with mental-health needs is finding community, which oftentimes can be found in the form of an Employee Resource Group (ERG). One study found that while there are costs associated with an employer-established ERG, “when minorities frequently feel valued and embraced by members of their own minority group, they maintain lower levels of anxiety and fewer symptoms of depression overall. A clear benefit.”

What organizations can do for their BIPOC employees

While there are ways in which employees of color may be able to cope with mental health stressors at work, organizations need to do their part by actively taking steps to provide resources to support the needs of employees of color.  

Idealist Career Advice contributor Ashley Fontaine offers these six ideas that organizations should consider:

1. Talk about it. Mental health is health.
2. Avoid stigmatizing language.
3. Address the ways that your policies do (or don’t) support mental health.
4. Create an office culture that values people first.
5. Share resources openly.
6. Advocate for financial resources, health care, and racial equity. 

Organizations should also ensure that their benefits address barriers faced by employees of color and should consider the following dimensions when identifying the right solution: 

• Access. What is the method for booking and matching employees with the appropriate providers and how fast and easy is it to get appointments? Can urgent issues be addressed quickly?
• Cultural responsiveness. Are providers culturally responsive, competent, and able to adapt treatment based on cultural needs and sensitivities? Are they trained to do so?
• Provider diversity. Are your providers racially diverse and do they promote diversity within their networks?
• Effectiveness. Do they use evidenced therapies and what is their track record of effective outcomes for diverse populations? 
• Flexibility. Can employees of color have the flexibility to receive care based on their needs and terms? 
• Specialty coverage. What are the options for specialized treatment? 

When it comes to employee mental health, the needs for BIPOC employees can be quite different. Care and intention are necessary to ensure that the appropriate mental-health services are available for those who need them. And while BIPOC employees should be able to ask for what they need, employers should be the ones taking that first step to start the conversation.

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Did you enjoy this post? Be sure to check out our post Combating Microaggression in the Workplace as a Woman of Color.

Few understand tough physical work, commitment, and goal-oriented thinking like elite athletes. They rise early, put in dedicated hours of training, and aren’t afraid of pushing themselves in the gym, at the track, or on the court.

But it turns out that many in the nonprofit world have a similar drive—one that’s motivated by agency mission, personal passion, and a desire to do good.

But here's the thing: top athletes also understand the value of pressing pause. Taking a break and incorporating rest into the training plan is essential to successful outcomes and major victories.

The same should go for nonprofit employees. This can be particularly challenging in a working world where extra hours in the office and numerous side hustles are revered. But incorporating rest into a professional grind—just like elite athletes do—can lead to serious gains when it comes to end results. 

Stick to 40 hours

It’s easy to assume that extra time spent on projects results in better, more effective outcomes. But elite athletes know it’s all about working smarter (not longer) to achieve success. This means pushing to fatigue at the gym and then taking a rest. Athletes and coaches alike recognize that gains only come when the body has a chance to truly recover.

The same applies to those working in the social-impact space. If you push through lunch to tackle a tight deadline, you shouldn’t also work late to attack the next item on your to-do list. Instead, leave the office on time, spend your evening doing something enjoyable, and come back to work feeling refreshed and revived.

The recently released book The Passion Paradox compares the mindset of elite athletes with those in the workforce and argues deep focus with intentional breaks equates to major improvements. This means setting clear boundaries with time. Maybe you set a strict rule of not answering emails over the weekend, or not taking calls after a certain time at night. These kinds of boundaries can actually improve focus when it comes to the task at hand. That’s because mental fatigue is as real as physical fatigue—just like bodies need rest, so too, do minds.

Catch some Zs

The research is clear: sleep matters, and athletes understand the importance of rest more than most. Endurance sport professionals often include naps in their training plans to compensate for the additional toll being placed on their bodies. Elite runners know a lack of rest can impact daily performance and potentially lead to being sidelined by injury. 

Getting less than six hours of sleep a night impacts more than just day-to-day function. It also contributes to an increased risk of heart disease and obesity, which equates to long-term health risks as well. 

While the chance of on-the-job injuries may be admittedly less for changemakers, reduced cognition and decreased focus have a definite impact on work and productivity. Missing essential rest could result in tuning out key details during a major meeting—or even the dreaded “Reply All” when hitting send on emails. 

To ensure sleep becomes an integral part of a post-work routine, avoid caffeine after 3 p.m. and consider an evening ritual—like recreational reading—before bed. Turn off screens at least an hour before hitting the sack, and steer clear of news or social media that could be triggering. 

A meditation or breathing practice with relaxing essential oils like lavender can be helpful if your mind tends to race in the evening hours. 

Get comfortable with saying “no”

Elite athletes are used to saying “no”—to family, to friends, and even to their partners. That’s because detailed training plans and key workouts can leave little room to improvise or adjust. Early mornings on the track mean it’s best to avoid a late night out. And while it may seem counterintuitive at first, saying “no” can actually become an exercise in saying “yes.” “Yes" to the training plan, “yes” to their goals, and “yes” to themselves. 

Sure, it can be scary to say "no" like this at work. But pressing pause on projects and engagements outside your interest or expertise can create more room to focus where you excel.

The act of saying “no” to one thing redirects focus back to key tasks at hand and increases productivity by eliminating distractions. It also offers up the opportunity for others who are interested or experienced to step up and lead. Not only can individuals reclaim their time—they also engage more fully as part of the team.

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Dear Ask Alexis,

I'm wondering if it's okay to request interview feedback from an employer who didn't hire me. I'd really love to know a few more specifics of what wasn't a fit so that I can work on it in the future, but I'm not sure how to ask or whether I'll hear back if I do.

Sincerely,

Open to Feedback

***

Dear Open to Feedback,

First, I want to commend you on seeking out feedback at all!

For many of us, the idea of receiving feedback on our professional performance at work can be so intimidating that we simply avoid it altogether. The fact that you're trying to find an appropriate way to request feedback says a lot about your interest in your personal and professional growth.

Now, on to your question. As a hiring manager, I have personally committed to always respond to professional and appropriate requests for feedback from candidates who have not moved on to the next round of an interview process.

So, what do I mean by professional and appropriate? I want to be sure that a request is coming from a sincere place and that the candidate is genuinely interested in my take on their performance in the interview.

Post-interview feedback request example

Here is an example of how you might go about requesting feedback after a not-so-successful interview:

Dear [NAME OF INTERVIEWER],

Thank you so much for giving me the opportunity to interview for the role of [POSITION] at [ORGANIZATION NAME]. While I'm disappointed to hear that I will not be moving on to the next round, I sincerely appreciate that you let me know in such a timely manner.

I am following up to request any feedback you may have for me based on my application materials and interview. Any observations or suggestions that you are willing to share will certainly help me to hone my professional skills and focus on potential areas of growth.

Of course, if you don't have the time to share your thoughts, I completely understand, but if you are able, it would be greatly appreciated.

Thank you again for your time and consideration.

Best,

[YOUR NAME]

Pro Tip: The key is to always ensure that your genuine interest in constructive feedback comes across, and that you aren't simply couching a final attempt to convince a hiring manager of your candidacy with an insincere request for feedback.

What not to include in your request for feedback

Here are some post-interview candidate emails that I generally would not respond to:

• Candidates who are still arguing their case. If, after sending out an email or making a call to inform a candidate that they did not move on to the next round of the interview process, they respond with an email that comes off as aggressively persuasive, I often choose not to respond. Even if they are requesting feedback on their interview, I have found that in these situations, folks are not as interested in feedback as they are in continuing to work to convince you that they are the one for the job.
• Candidates who are trying to engage in a back-and-forth. Along those same lines, if I have already responded to a candidate's request for feedback after a job interview and they continue to ask questions or prod, I generally would not continue to engage.

Ultimately, if your sincere interest in developing your interview skills comes through, many hiring managers will share some observations on your performance.

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

Looking forward to reading your stories and answering your questions!

Illustration by Marian Blair

What can you do if you’ve just started a new job only to receive an offer from your dream job shortly thereafter? Or if you’ve realized that your new office is a toxic work environment and you want out immediately? It can be tricky figuring out how to quit a job you just started.

While it may not be the ideal scenario, it is possible to leave in a professional manner. 

Make sure that you have a good reason for leaving

The most important consideration is being absolutely confident you’re making the right decision. You don’t want to quit a job because of first-day jitters or disappointment with your initial assignments. Consider the following before jumping ship:

• If you’ve received another offer, make sure it is in writing and with a confirmed salary and benefits package spelled out. If the job requires a contract, make sure it has been signed by both parties. You absolutely don’t want to give notice and then find out the offer was rescinded for any reason. 
• If there is no other offer, ask yourself what exactly has made you change your mind. If there’s anything you think your supervisor could do to address the problem, try to bring it to their attention. Of course, red flags, like a disrespectful manager or toxic work environment should never be ignored. 
• Do you have a plan for what to do after you leave? If the situation is so untenable that you want to leave immediately, you should follow your gut. But if it’s a matter of the job not being the perfect one you had envisioned, it may be worth staying on as you take time to figure out your finances and follow up on any other pending job applications. 

Give sufficient notice to your current employer

To make the best of a difficult situation, you should aim to be upfront and open with your employer.

• Try to give as much notice as possible—two weeks notice is still considered standard (and a courtesy). Your employer may be surprised or disappointed with the news, but by giving them time you’re helping them out as they may still have second- or third-choice candidates they can offer the position to in the interim. 
• Be clear about why you’re leaving. According to a 2019 Jobvite survey, 29% of workers have, at some point, left a job in the first 90 days, and 45% of the time it was because the day-to-day role was not what they expected. Employers can learn from your sudden departure—in some cases the role may not have been described accurately in the job description or during the interview process. 
• Giving notice also allows time to tie up any loose ends and hand over projects that you were working on. This is sure to be appreciated and will make your exit less dramatic.

Stay professional to avoid burning bridges

In addition to giving sufficient notice, there are some good reasons that it’s important to stay professional in all interactions with your current employer. 

• Whether to leave the job on your resume or take it off probably depends on where you are in your career. But if you leave on bad terms, you’re taking that option away. 
• If your problem was with the work and not your supervisor, you may still need them as a reference should you choose to keep the job on your resume. If you’ve remained professional and open about the reasons for your resignation, they’re more likely to be understanding and vouch for you later.
• If you’re leaving for another job within the same sector, it’s possible that you may have future relationships with some of the same people. You’ll want to be known in your network for maintaining professional relationships. 

While it’s preferable to figure out if a job is going to be the right fit before you accept the offer, don’t be afraid to quit a job that you just started if you’ve considered all the options and are confident in your decision. It’s as not uncommon as you may think, and it can serve as a learning experience for the future. 

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By varyapigu

Post-pandemic hybrid work schedules are appealing because they offer the flexibility to work from the office on some days, and from home (or anywhere with internet) on others. At the same time, hybrid schedules can complicate your weekly routine in a few ways, from forcing you to share a “hot desk” in the office to figuring out a workable childcare schedule. So if you’re hybrid working, how can you make sure nothing falls through the cracks?

What could a hybrid work schedule look like?

What a hybrid schedule looks like will really depend on your employer. It’s not going to be the same everywhere, and policies are likely to be tweaked as organizations adjust. Still, there are certain scenarios that you can expect: 

• Some workplaces will designate days when all employees must work from the office. This is considered an office-centric hybrid model. In this example, you might come into the office on Mondays, Tuesdays, and Thursdays and have the option to work remotely the other two days. 
• Other employers might offer a home-centric hybrid working option with more flexibility to work remotely. In this setup you will primarily work from home, perhaps coming into the office once a week for face-to-face meetings.
• If employees will be spending significant time at home, organizations may switch to more communal work areas rather than personal spaces. Shared “hot desks” used by employees on different days or shifts could replace traditional desks.

Be aware of the potential challenges of a hybrid work schedule

Flexibility sounds great, right? A hybrid schedule could be perfect for meeting some employees’ needs, but it does come with unique challenges for others.

• If your version of a hybrid schedule has you working primarily from home, you may not find the communal setup ideal on your days in the office. You will probably have to share a hot desk or even move around to different locations. This means that you can’t leave personal items in the office and you will have to be comfortable with a little bit of uncertainty about where you’ll work from one day to the next.
• If you’re going to be based primarily in the office, you’ll still need a practical home office setup for days when you’ll be working remotely. This could mean that your pandemic workspace at home will have to remain as is for the time being. Great if you have the space, but problematic if you’ve been struggling in close quarters.
• For those with young children, a hybrid schedule offers pros and cons. On the one hand, you could have days where you see your kids more than if you were in the office. But it will only work if you can successfully schedule blocks of time in the day to work. Not everyone has the budget for five days of childcare, and if you’re only looking for help on certain days, it can be harder to find.

Tips for sticking to a schedule when hybrid working

• Determine what work can be done most effectively in the office, and what can be done from home. Consider which tasks you’ve been able to do most successfully from home, and which have been more of a struggle. You may want to schedule your more collaborative work and meetings on in-person days, leaving solo tasks like writing and research for your WFH days. 
• There are plenty of mobile-friendly apps to help keep you organized so you can stick to a new and potentially complicated schedule. Work-life balance can actually be harder to achieve on the days when you’re working from home, so be aware of the need to set boundaries and really log out at the end of the day.
• Keep a designated work bag with all your supplies that is easy to take to and from the office. Think about everything that you might need, from tech items like your laptop, headphones, and chargers, to essential documents. And even if your organization has a good plan for implementing safety measures, don’t forget your preferred sanitizing products.
• If you live with someone else who is hybrid working, see if it’s possible to coordinate your schedules so that you each have a quiet workspace at least part of the time. If you need to arrange for childcare, look into sharing a nanny or babysitter with friends or neighbors who have compatible schedules.

No matter what your hybrid working situation looks like, there’s bound to be a learning curve. Being prepared for changes in the workplace and learning to stick to a schedule can set you up for success.

***

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“You are so well spoken.” … “Is that your natural hair?” … “Can I touch your hair?” … “Where are you really from?” … “You don’t sound black.” … “You know, you are very intimidating.” 

These are just a few of the many comments I’ve received throughout my career. Colleagues have also called me by other people’s names—often the name of one of the only other Black woman in the organization. And while other colleagues get a professional handshake or wave hello, I’ve been fist-bumped in the hallway. 

Individually, these incidents may not seem like a big deal, but don’t be fooled: they are all microaggressions—racism in small doses. And just as with papercuts and mosquito bites, if you are on the receiving end of enough microaggressions, you really start to feel the pain. 

For women of color in the workplace, microaggressions can be an everyday occurrence and are detrimental to morale, self-esteem, and self-efficacy. Research has shown that microaggressions can be both intentional and unintentional, and over time, have harmful and long-lasting effects. 

So how can we recognize microaggressions and how can we as professionals, prevent and mitigate the effects of these everyday acts of racism?

A history of microaggressions 

The term “microaggression” was coined by Harvard trained psychiatrist Chester Pierce in 1974. In layman’s terms, as stated by Columbia professor Derald Wing Sue in a CNBC article, microaggressions “are the everyday slights, indignities, put-downs and insults that minorities experience in their day-to-day interactions.” 

Microaggressions can be even more prominent when you are a part of multiple marginalized groups. Women of color, for example, may experience microaggressions as a result of being both a woman and a person of color.  

The lived experiences of women of color

Many women of color in the social-impact space fall into the “only” category, especially when considering leadership positions, and there is an added challenge if you are trying to work your way up the ranks. Living with the constant sting of microaggressions is often described as “death by a thousand cuts.” 

According to the 2020 Women in the Workplace report, microaggressions are a reality for two-thirds of women in the workforce. And Black women are more likely to “deal with a greater variety of microaggressions and are more likely than other women to have their judgment questioned in their area of expertise and be asked to provide additional evidence of their competence.”

Consider these 10 categories of symptoms that manifest in people who experience regular microaggressions:

1.  Anxiety

2.  Paranoia

3.  Depression

4.  Difficulty sleeping

5.  Lack of confidence

6.  Worthlessness

7.  Intrusive cognition (distressful thoughts that stick in your head)

8.  Helplessness

9.  Loss of drive

10. False positives (overgeneralization of negative experiences) 

Taking a stand

Allies as well as organizational leadership all have a role to play in combating microaggressions and creating supportive work environments. Stephanie Sarkis, a contributor to Forbes suggests these four actions allies can take to fight microaggressions against their colleagues of color:

1. Become aware of your own biases and racism, and start confronting your own beliefs about people of color. Reflect on and identify your own biases or incidents where you may have exhibited racist behavior or made racist statements. 
2. Call out microaggressions when you see them. Use your privilege to speak up without repercussion. When you see or hear a microaggression, tell the aggressor that their behavior is unacceptable.
3. Help educate colleagues and supervisors about microaggressions. Explain what microaggressions are and the impact they have on your colleagues of color.
4. Advocate for, and enforce anti-racism policies in your organization. Call for zero tolerance of racism in your organization and if you see it happening, report it. 

As individuals, there is much that can be done, but it is really up to organizational leadership to create a workplace that is free of microaggressions, and managers can be a great first line of defense. 

Pro Tip: Here is a great resource we’ve created for you if you’re a manager looking for suggestions on how to reduce your own personal biases and create an inclusive team. 

One of the most important steps a leader can take to ensure their organization is free of microaggressions, racism, sexism (all of the -isms that prevent equity and inclusion!) is to create an atmosphere of trust. Trust is the foundation of every successful relationship—especially the relationships we build with our employees.

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Did you enjoy this post? Read more about building professional relationships and work environments based on trust.

Perhaps as a result of such a tumultuous 2020, more and more employers and professionals are joining the conversation around how to build resilience and what it means in the social-impact space.

Psychologists and social scientists alike agree that resilience isn’t a trait that a person is born with, but rather one that you can practice and strengthen as you grow and develop.  

What is resilience? 

Put simply, resilience is the ability to adapt and recover in the face of change, stress, and adversity. Since stressful events and change are all inevitable in the working world, resilience belongs in everyone’s toolbox. 

Author Diane Coutu gets more specific in her 2002 article (trust us, it’s an oldie but a goodie) “How Resilience Works,” where she describes the three defining characteristics of resilient people (and organizations): 

1. They accept reality 
2. They have a strong sense of meaning and purpose, even in hardship 
3. They’re able to improvise when finding solutions 

In their resilience resources tailored to the nonprofit sector, the S.D. Bechtel, Jr. Fund breaks organizational resilience down into seven major traits (which can apply to individuals as well): 

1. A strong sense of purpose and values 
2. A clear view of challenges 
3. Flexibility and agility in planning for the future 
4. Openness in communication 
5. Empowerment and shared leadership 
6. Commitment to rest and renewal 
7. Connection and community support 

So how can you work to deliberately build resilience? There are a few tried-and-true methods that will work for individuals and organizations.

How to build resilience

Find your purpose

If you believe your work is meaningful and important, even when it doesn’t seem that way, you’re building a strong foundation for resilience. 

Focusing on the purpose behind your career path—not just your job title or description, but the passion and interests that steered you toward the field in the first place—can keep you motivated when things go wrong at work. This focus may mean you’re taking small steps toward concrete goals, refreshing your resume after being laid off or rejected, or practicing self-care to avoid burnout. 

As far as organizations are concerned, the most resilient ones have a sturdy value system and unity of purpose (no surprise there). Think of a flock of geese—they may swerve and adjust to different weather conditions, but they stay together because their goal is the same. Frequent updates on organizational impact, a clear mission statement available to all employees, and other reminders of why you do the work you do can help your workplace keep its “eye on the prize.” 

Strengthen your support networks 

Almost every study on how to build resilience concludes that strong, supportive personal and professional relationships are a major contributor. Resilient people know when to lean on their network, and when to support others in turn. 

Of course after over a year of social distancing, a lot of us may feel isolated and lonely. But even small-scale interactions, like bonding over common interests with people online or getting to know new co-workers, can help create a sense of community. 

And you can strengthen your social bonds in small ways too! Consider offering to collaborate on a project if someone needs a hand, checking in with a colleague who’s going through a hard time, or asking for help if you’re the one who needs support. Similarly, organizations can expand their resources by building strong relationships with peer organizations and maintaining a robust volunteer program.

Get comfortable with change

Contrary to what many may think, resilient people don’t automatically “bounce back” from crises or unexpected change—feelings of stress and unease may take a long time to subside. But those who practice resilience tend to interpret problems and changes as invitations to try a new way of doing things. 

A crisis isn’t a disaster, but an opportunity to improvise, and it may lead to long-lasting, positive change. 

For example, imagine your organization had to pivot to an online fundraiser in 2020 because of the COVID-19 pandemic. That change wasn’t anyone’s first choice, but together you navigated complex logistics to pull it off. The virtual event likely brought in several attendees who wouldn’t have been able to attend an in-person fundraiser, and you’d like to keep this positive change going. So, perhaps you will want to consider creative ways to include a remote option in next year’s event. 

Flexibility is an essential aspect to building resilience, since no matter how well you plan, things will change.

One tip for organizational resilience (and resilience in personal career planning, for that matter) is to “think long and short”—stick to your long-term vision, and keep this vision in mind as you create your short-term plans. If an external event changes your circumstances, you can alter the short-term plan to fit the new reality while staying focused on your ultimate goals. 

Aim for “optimistic realism” 

A positive outlook strengthens resilience, but it doesn’t require you to ignore the facts of a situation or push aside your feelings. Recognizing what you can and can’t change, as cliche as that may sound, is a key aspect of the “optimistic realism” that characterizes resilience. 

The first step in acknowledging reality is simply to honestly observe your situation. Perhaps you’ve entered a tough job market after graduating from college, your current project requires a lot more work than anticipated, or you don’t have the resources to pull off the initiative you planned this quarter. 

The next step may involve some “cognitive reframing,” a psychological technique that helps you change the way you view a situation by recontextualizing your thoughts.

• What you see as a missed job opportunity, for instance, might be a chance to step back and think about what you really want in a position. 
• A failed project may open doors for a new out-of-the-box idea that will ultimately have a better outcome.
• If you don’t feel confident that you or your organization can manage the crisis, you might have to take reframing a step further: what challenges have you overcome in the past? How can that experience help you rise to the occasion now? 
• If you’re facing a tragedy that doesn’t have a positive spin, like a personal illness or the death of someone close to you, resilience might mean accepting that there will be a period of grief and transition—you can’t go on with business as usual, and you’ll be adjusting to a “new normal.” 

Adapting to new realities we didn’t choose for ourselves is one of the hardest parts of building resilience. It’s ongoing work—more of like a marathon than a sprint. But organizations that last—and individuals who thrive in their careers—grow in resilience over time as they deal with difficulty. Eventually, you may find yourself handling a crisis you couldn’t have imagined going through a year ago, and coming out stronger on the other side. 

And after navigating the changes 2020 brought most of us, you might be more resilient than you think!

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The idea of committing to the graduate school application and enrollment process can feel daunting.

How do I know this is the right next step for me? Can I afford it? Are the rumors true about the workload?

While most prospective graduate students will wrestle with at least one of these questions, for anyone who may worry (however unfounded) that they are "out of place" in a graduate school environment, there may be unique concerns and considerations.

My parents were first-generation graduate students. I was the only one of my close friends to pursue graduate studies outside of the arts. As a young woman primarily studying the humanities, I’ve had to fight my way into math and science classrooms, only to surprise my teachers and peers by performing at the level I had always said I was capable of.

Imposter Syndrome isn’t just a term that is tossed casually into research and articles; it's a genuine feeling of self doubt that you might experience if you look around and notice that you don’t quite fit the mold.

Keep calm. You are not alone. You are not an imposter.

Imposter syndrome is a risk, not a guarantee

Ideally, you’ve already been giving close consideration to your reasons for pursuing a graduate degree (or not). So if you've chosen to move forward, then you have already joined a large community of people who are well-qualified, slightly confused, and very anxious about graduate school!

Graduate schools are interested in investing in unique students who are dedicated to leading high-impact careers. If that describes you, then you absolutely belong in a graduate school environment. Whether you are considering graduate school or already enrolled, here are some tips on making it in the world of graduate studies.

Ask for support from your community (and then let them support you!)

Reach out to your undergraduate resources. Between alumni support and support from your major’s department, there may be information about pursuing graduate study that is specific to your degree as well as to your unique experiences. If your college is one that also offers graduate-level study, then you have the advantage of being referred directly to people who are making decisions about graduate students everyday. Your success is also the success of those who’ve invested in you.

Research programs you are interested in and contact whoever coordinates opportunities and services for students (this is usually the program director). Some graduate programs may have a dedicated community for supporting first-generation graduate school students. If not, the program director is the person who is most likely able to answer your questions or connect you with someone who can. As a bonus, if you end up attending a program where you’ve been in contact with the program director, then you have already created a powerful ally who will remember your name when opportunities come their way!

Here's what one first-gen grad student shared about his experience:

"I am a first-generation college student. Graduating with my BS from Loyola Marymount University (LMU) in Natural Science with a minor in Secondary Education was already a feat that I was unsure I would accomplish. As a science major I was at times overwhelmed by the weekly exams in multiple classes and the push to graduate in four years. Sometimes, I had to take more than 18 units. When I began my fourth year, graduate school was the furthest from my mind. I needed a break.

Throughout college, I was lucky enough to have the support of my mentor and high school teachers to give me confidence. Initially, even thinking that I would be successful in a master’s program felt a bit far-fetched. However, my advisor (Ms. Carolyn Viviano) believed in me, and I soon realized that I would need a master's degree to keep my competitive edge and began to seriously consider applying.

After speaking with my mentor Neil, he encouraged me to not sell myself short. I believe his exact words were 'There are people you can find who you can leverage for support. Find those people.'

The experiential learning component is key to success in any masters program. Since I really enjoyed my experiences in education courses at LMU, I decided to look into their programs. I found the Los Angeles Math and Science program, a teacher residency program that would lead me into a master’s degree in multiple education concentrations. I decided to apply and pursue my MA in Urban Education with an emphasis in Administration and Policy. It was the best decision of my life.

I am currently in an administration program at Cal State Dominguez Hills and will have the tools necessary to be a school leader when I graduate. Every day I reflect about my decision to challenge myself and apply to graduate school. I know that if I had not asked people who I trusted for their opinion, I would not be headed where I am today."

- Fred Carr Loyola Marymount University alum, MA in Urban Education with an Administration and Policy emphasis

Be creative, patient, and proactive with financial aid

If you searched for scholarships for first-generation undergraduate students, you likely found quite a few. While there won't be as many available to study at the graduate level, it doesn't mean financial aid isn't out there!

Read the fine print, look into past recipients, and research each organization providing graduate school funding opportunities. For example, American Association of University Women is a nonprofit dedicated to empowering women with several graduate-level funding opportunities. They're invested in all issues relevant to promoting equity for women in education, the workplace, and beyond, and if you are a female first-generation student, then your story may resonate with this organization.

Also keep an eye out for any scholarships promoting diversity. If you dig into funding opportunity descriptions, you may find that some are available specifically for students in underrepresented groups, and as a first-generation student, you may be underrepresented in your school’s population. The University of Oregon’s scholarship promoting diversity specifically states “first generation of the family to attend college” as a preferential selection criteria and is open to both undergraduate and graduate-level students. 

Dress to impress (yourself)

Graduate school is a time to hunker down, prepare for your future, and get as much out of the program as you can. The more comfortable you are, the better. If jeans and a t-shirt are your preferred look, wear that to class so you can focus on the lesson and not on your presentation. If you are worried about going overboard on the casual look, you can check your school’s guidelines on attire, visit the campus for some observational research, or look on social media posts for what students are wearing. They accepted you into their program. Be yourself, show yourself.

For networking, professional events, and important presentations, you’ll only need a few staples to get you through the years and it’s similar to what you’d wear for a job interview. One or two dark colored bottoms, three to five tops, one or two clean cut jackets or sweaters, and one or two professional-occasions-only shoes are more than enough to get you started. Rather than splurging on new releases from high-end designers, start by borrowing, trading with friends, browsing less expensive stores, and using your local thrift stores. You can even find classic staples at thrift stores from brands known for quality construction that are in excellent condition. Your wallet and your wardrobe will thank you! Give back to a cause you believe in by shopping at clothing nonprofits.

Prepare to read A LOT, but it won't be limited to textbooks

Expensive college textbooks are officially a thing of your past (!). Instead of purchasing large textbooks you’ll rarely get through, your professors will mostly assign articles and books. The downside is that you will need to spend more time reading, and at a much higher volume, as your reading comprehension is being tested and strengthened. The upside is that the change in reading methods creates opportunities to give your budget a break!

Leverage technology, reserve books early at the library, and ask your professors or colleagues if they have copies to share. Some budget-conscious professors will let you know when earlier, less expensive editions of books are still relevant, or will keep a list of past students you can contact directly to buy or borrow their books. After paying for printing services at my library and waiting in long lines, I bought a tablet (which you can get for $100 or less) and used reading apps that support PDFs. I was able to store all of my articles in one place and could even find free or low-cost PDFs of the books that were needed. I ended up saving more than if I bought used books. 

Investing in your career development is an investment in your academic development

Today is always the best day to start focusing on your career development.

Any experiences you can add to your resume, networking events you can attend, or career-specific resources you use will help make you an ideal applicant to schools and help you make the most of your time in a program.

Internships are your friend. It’s possible to find paid part-time internships that will work with your scheduling needs and pay at a rate comparable to part-time staff positions. They can lead to job opportunities with employers that trust the quality of your work and may be willing to work around your course schedule, show your investment in a cause that relates to scholarship opportunities, and allows you to build “real-life” skills in conjunction with your academic development.

If an internship is not a feasible option for you, some graduate programs will offer courses at times that accommodate those who are working full time. With flexible scheduling, time-management skills, and a commitment to your subject area, balancing work and school is difficult, but not impossible.

"When I started my master's program, all I remember thinking was that I had to get this done as fast as possible, that I couldn't be in school for more than two years, and that I would do whatever it took to graduate in May 2015. As a first generation graduate school student, it was important to me that I was able to make the most of my degree program, prepare for my career afterward, and continue working so I could support myself financially without relying heavily on loans or outside support.

Originally, I was working at Boston's Children's Hospital. I signed up for my first semester and committed to an aggressive ten-credit course load. About a month into my program, my boss decided it was no longer OK for me to leave work at 4:00 pm one day a week to make my 4:30 pm class, a class that was basically the center of the program and the prerequisite for several others. Moving that course to the next semester would have had a downstream effect so significant that it would have thrown off the plan that I so strategically mapped out and would have pushed my graduation by a year!

So I quit.

I ultimately found a position that offered flexible work hours and was supportive of my school schedule.

Working full time and going to graduate school was one of the most challenging things I have ever done. I had to make major sacrifices when it came to both my professional and personal life. Going to class three nights a week for up to seven hours after working a full day required a level of commitment that I do not think I could have made if I had not been truly passionate about what I was learning."

-Shawn Mazor Suffolk University in Boston alum, Master of Healthcare Administration

Chances are, you already better prepared than you think! Use your undergraduate, career, and life experiences to help guide your graduate school experience. What were the strengths and weaknesses of your college applications? What qualities have you seen in the people that have mentored, inspired, or supported you? These types of questions can only be answered by you and will show how much of an expert you already are.

Fred Carr says it best:

"If I could give one piece of advice to first-generation students (undergraduate or graduate) it would be to look at yourself in the mirror. Think about all that you have been the first to accomplish. Ask yourself 'WHY NOT?' Why can't you also be the first to complete graduate school? Why can't you also be the first to earn your doctorate? I know you will have a lot of turbulent times. But that's life. Sometimes you just have to get it done."

- Fred Carr, Loyola Marymount University alum, MA in Urban Education with an Administration and Policy emphasis

By Jhia Jackson

A quick note: We're social-impact experts, not healthcare professionals. If you are experiencing overwhelming feelings of distress, please be sure to contact a licensed medical professional.

Work anxiety can feel as ubiquitous as the common cold, but chronic anxiety can be especially challenging for social-impact professionals. If you count yourself among the 6.8 million adults in the U.S. who experience chronic anxiety, you may deal with racing thoughts, a general lack of motivation, or an overwhelming sense of dread that keeps you from focusing on your work.

For many, maintaining a steady work output amidst feelings of stress and anxiety can be difficult. However, there are several steps you can take to help you remain productive and focused on your social-impact work. Read on for tips and suggestions on new habits that can help you cope with work anxiety.

Remain calm when work anxiety strikes

One of the biggest obstacles to dealing with work anxiety is learning to keep calm when stress levels rise. Large projects, looming deadlines, and mounting pressure can make it difficult to stay focused. When you're struggling to center yourself, try some of the following techniques:

Take deep breaths. When we feel nervous or tense, we tend to take short, shallow breaths that raise our heart rate and make it more difficult to relax. Slowing down and focusing on each inhale and exhale gets your breathing back to normal and eases your stress levels.

Listen to music. Popping in your headphones and listening to music—whether it be calming ambient tones, relaxing nature sounds, or your favorite playlist—can soothe your nerves and allow you to refocus.

Take a walk outside. Try to get outdoors and get the blood pumping a few times a day. According to Dr. Michael Craig Miller, assistant professor of psychiatry at Harvard Medical School, exercise might be just as effective as some medications. Getting out and walking for as little as ten minutes can reduce symptoms of anxiety.

Write about your situation. When feeling overwhelmed at work, try to journal about what is going on. Taking the time to put things in perspective lets you examine the situation objectively and get back on track.

Talk to a co-worker. Sharing your thoughts and feelings with a trusted friend or colleague may relieve stress. Input from others may also help you work through anxiety and readjust your mindset so you can get through the day.

Some of these suggestions may work better than others, and it’s important to figure out which method works best for you. 

Cultivate a positive mindset

Instead of focusing on negative things that weigh you down, a good tip for staying focused and on track is to develop habits that encourage a more positive outlook. Here are some ways to embrace a positive mindset:

• Think of challenges as a chance to grow. Developing a mindset that views obstacles at work as an opportunity rather than a time to stress can be extremely beneficial. Approaching deadlines and major projects with this outlook may ease work anxiety and allow you to look forward to new challenges instead (rather than dread them).
• Surround yourself with positive media. Consuming uplifting movies, books, or shows after work and on the weekends allows your mind to decompress. Leaning into more positive media can lead to a better attitude at work, which in turn may lead to a more productive day.
• Maintain your space. Keeping a tidy, clean space may prevent you from getting overwhelmed first thing in the morning. As a practical productivity hack, having a designated spot for everything on your desk and your computer makes it easier to quickly find the tools or documents you need, which can cut down on feelings of anxiety over disorganization.
• Focus on the present. When you're at work, try to keep your focus on what's right in front of you and the best way to approach your current situation. Ruminating on previous mistakes may cause your stress levels to rise.

Getting into these habits when you aren’t stressed will make it easier for you to employ them once work anxiety kicks in, so try introducing them preemptively if you can.

Make healthy changes to your diet

You've likely heard the phrase, "You are what you eat," and so you may not be surprised to hear that your diet can impact your mental health. Diets rich in fats and sugars may lead to increased anxiety levels and adversely affect your health. As you work on reducing stress, try introducing a few of these changes to your diet to see if any of them work for you:

• Eat foods rich with antioxidants. Some studies show that foods high in antioxidants reduce the symptoms of anxiety. Try to add foods like berries, nuts, beans, broccoli, and spinach to your diet.
• Consume probiotic foods. A recent study explored how probiotics affect social anxiety. Try incorporating foods like pickles and sauerkraut into your daily meals to see if they help relieve stress and tension at work.
• Consume less caffeine. While coffee and energy drinks may keep you focused, they can also make you feel more anxious. If you’re interested in cutting out coffee, try replacing it with a fresh smoothie or hot cup of decaffeinated tea in the morning for a delicious start to your day.
• Eat foods with omega-3 fatty acids. Research suggests that consuming up to 2,000 mg of Omega-3 fatty acids a day reduces anxiety symptoms. You can find these in supplements as well as fatty fish like salmon.
• Get more magnesium. Diets that are low in magnesium can increase anxiety-related symptoms. To get more magnesium in your daily meals, add spinach, legumes, seeds, and whole grains to your diet.

Maintaining a productive output and a positive mindset at work can be difficult, especially for those in the helping professions. With a little trial and error, however, you may find lifestyle changes and stress-reducing techniques that will work for you.

Illustration by Marian Blair

If you’re thinking about working in the social-impact sector, you might be wondering what the current job landscape looks like as the COVID-19 pandemic eases up in the United States. This is actually the perfect time to pursue a nonprofit career path, as jobs in the sector are beginning to bounce back and the changing workplace will require unique skills. There is also the potential for social-impact organizations to have more leverage to implement change under the new administration. 

A positive outlook for the social-impact sector

More than 7% of nonprofit jobs were lost during the pandemic, and a February 2021 report by the Center for Civil Society Studies estimated that it could take up to two years for the sector to fully recover. However, things are starting to look up. March 2021 saw a jump of 8.9% (81,000 jobs recovered) in nonprofit jobs. More than half of the increases were in educational services, but all areas saw some growth. 

If you’re a recent graduate looking to get your foot in the door at a social-impact organization, but are concerned that the pandemic has hurt your chances, don’t give up hope! Your job hunt may look a little different, just as your workplace may. There are certain things that you can use to your advantage—showing that you’re adept and experienced in using digital platforms could set you apart in an evolving nonprofit landscape.

And much of the advice that held true before the pandemic remains the same: explore different organizations (and see if they offer internships or volunteer positions), take informational interviews, and focus on reaching out to people in your network. 

Trends in fundraising make it an appealing path within the sector

Have you considered fundraising as a specific nonprofit path for you? The global pandemic resulted in an outpouring of small donations. In 2020 gifts of under $250 grew at a rate of 15.3% over 2019—several percentage points more than the rate of larger donations. Fundraisers at social-impact jobs will have to work hard to retain these donors as well as secure larger gifts as the pandemic subsides.. Technology has also taken on a larger role in the fundraising sector. As COVID-19 forced virtual events to replace traditional fundraisers, online fundraising platforms became the go-to tool for reaching new donors.

What this all means is that fundraising is an area that is predicted to grow at a much faster rate than average. The field covers a wide range of activities, including donor research, relationship management, event planning, corporate giving, and grant writing. And changes in how fundraisers work require new skills. If you’re considering a fundraising or development career, this could be an excellent time to start your search or just learn more about the profession.

How the political landscape makes this a great time for change

2021 is also a great year for social-impact organizations looking to bring about long-term, positive change in areas identified as priorities for the current administration. Protecting the environment—and fighting climate change in particular—are once again at the forefront of the news. Similarly, the administration’s focus on education initiatives like Universal Pre-K is in line with what many community-based nonprofits have been advocating for years. 

Thanks to these shifts, now could be an exciting time to begin a social-impact career. With so many social, educational, and health issues being addressed at the national level, there’s massive potential for partnerships between government and nonprofit organizations. Local nonprofits may be called upon for their expertise in working with their surrounding communities, understanding their needs and concerns, and delivering programs. 

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There are plenty of signs that the social-impact sector is on its way to recovering from the effects of the pandemic. Even if it takes a little longer to land the perfect job, you can explore the range of nonprofit career paths out there and take advantage of changes in how we work and how our work is valued. 

What excites you the most about a social-impact career at this moment in time? Let us know on Facebook!

Illustration by Marian Blair

As a professional in the social-impact space, you probably know about the effects that individual decisions—from using disposable coffee cups to driving gas-guzzling cars—can have on the environment. But is your organization doing all it can to move toward sustainability in the workplace? Luckily, there are several innovative ways you can encourage your place of work to take the leap and go green.

Implement composting in addition to recycling initiatives

When we talk about sustainability in the workplace, most people immediately think of paper, plastic, and metal recycling. Many organizations already have these types of recycling programs in place, and although there’s no federally mandated recycling program, a number of states and municipalities legally require businesses to recycle. 

So, if your organization wants to go green, how else can it reduce waste? Think about what happens to your office’s food trash. American consumers throw out about one pound of food per person per day, most of which ends up in landfills, contributing to methane emissions. Starting a composting program in the office is a great way to address this issue. In addition to reducing the amount of waste heading to landfills, composting also creates nutrient-rich fertilizer that can be added back to the soil for your office plants or in your gardens. 

Offer perks for green commutes along with remote work options

Another way that organizations can encourage eco-friendly practices is by offering incentives for green commutes. From bonuses or subsidies for employees who bike or carpool to work to tax-free transportation benefits for those who take public transit, employers can make it more attractive and affordable to go green. Beyond monetary incentives, some employers are even offering benefits like on-site bike storage to encourage ridership.

Organizations can also encourage sustainability in the workplace by eliminating the need to commute in the first place. The COVID-19 pandemic has shown us that fully remote or hybrid work options can be successful and that many employees actually prefer them. Offering flexibility in working from home is one way to reduce employees’ overall carbon footprint.

Work with vendors committed to sustainability

Organizations can also proactively make the decision to work with vendors who are committed to sustainability. Some areas to consider are:

• Choosing a green energy plan. Most energy suppliers offer a green energy option from a renewable source like wind or solar power. Organizations can also work to increase the amount of natural light in their office (and reduce the amount of electricity used for lighting) through carefully planned design.
• Employing green cleaning services. Your organization can benefit from sourcing office cleaners that use plant-based and eco-friendly materials. Making the switch to green cleaning reduces the amount of chemicals released into our waterways and can also reduce irritants for employees with allergies or chemical sensitivities.
• Going paperless, and committing to purchasing recycled office supplies. The shift toward more remote work options goes hand in hand with a shift to a paperless office. Eliminating physical paperwork and relying solely on digital documents actually makes working from different locations much easier. For the times when you absolutely need paper and other office supplies, there are plenty of options for sourcing products made from post-consumer recycled content. 

If your organization still has room to improve on workplace sustainability, don’t be afraid to be the one to take the lead on suggesting more eco-friendly practices. You can start a sustainability-focused group and encourage co-workers to go green. You can also gauge employees’ interest in benefits for green commutes and composting and take your suggestions to leadership. Even by starting small and implementing just one or two changes, organizations can make a big difference in terms of environmental impact.

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What steps has your workplace taken towards sustainability? Let us know on Facebook!

Think you're ready for your next big interview? We'll be the judge of that!

Take this Idealist Careers quiz to make sure you're all set to wow at your next job interview. And whether you're ready and raring or not-quite-there, we have some useful resources and pro tips to help you shine!

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If you're looking for other ways to prepare for your next interview, be sure to check out 4 of the Toughest Interview Questions, and How to Respond.