Idealist Careers

Interviewing While Non-Binary | Tips for Job Hunting with Confidence

Mon, 19 Oct 2020 10:00:00 GMT

Interviewing for a job can be scary. Despite the preparation you’ve put in and the research you’ve done on the organization, when you walk (or Zoom) into the interview room, many unknowns still remain.

You don’t know how you'll connect with the interviewer or whether you'll be asked a question you haven’t prepared to answer. Now imagine, on top of all the normal interview anxiety, not knowing whether your interviewer will understand or respect your gender identity.

For a growing number of individuals publicly identifying as non-binary, the job search and application process can be filled with a lot of unknowns. “How and when do I introduce my pronouns? What if the name I go by is not the name on my legal documents?” While there is not one right answer, a little bit of preparation can go a long way.

Get a sense of the organization's inclusiveness

Before accepting an interview (or even before applying), do some basic research to see if you can determine if the hiring organization is queer-friendly. Look for reviews of the organization and its leadership, do a Google search for any press related to the organization and the LGBTQ+ community, and check their website for their anti-discrimination or Equal Employment Opportunity (EEO) policies. You can even get a good (or bad) feeling based on whether the recruiter or main point of contact has their pronouns in their email signature, or introduces their pronouns to you.

If you have an initial screening call with the recruiter or HR, this can also be a good time to ask about the organizational culture and policies.

Do what feels right

When it comes to introducing your pronouns, there is not a one-size-fits-all approach. Some people display their pronouns next to their name on their resume, while others worry that the resume is too prominent a place for their pronouns. Some people have their pronouns on their website or LinkedIn while some choose to include their pronouns only in their email signature. And of course, when an application explicitly ask for pronouns, it may feel safer to offer them.

In the actual interview, some people introduce their pronouns immediately after saying their name. For others, it doesn’t feel natural or fluid to bring up pronouns right away, especially if the interviewer dives right into questions without much space for introductions. If interviewing remotely, pronouns can be included next to your name (when you enter your name on Zoom). However you choose to introduce your pronouns, do so in a way that makes you feel comfortable.

And for people who do not use their legal names in the application and interview process, the best approach may be to mention this during the first screening or interview to avoid complications down the line.

Final words of advice

Remember that the interview is just as much a time for you to ask questions about the organization as it is for the interviewer to ask questions about you. And don't be afraid to probe! If you feel like you’ve established a good rapport with the interviewer, it can be a great idea to float by some LGBTQ+-related talk to get an understanding of the culture of the workplace. Above all, be yourself—the most authentic, capable, professional, and confident version of you!

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Have you interviewed while non-binary? We’d love to hear about your experiences! Share your story with us on Facebook.

Bringing the Office Home | Design Tips for Successful Remote Work

Fri, 16 Oct 2020 10:00:00 GMT

Illustration by Marian Blair

According to a March 2020 survey by Nonprofit HR, 69% of nonprofits are contemplating remote work as a longer-term option beyond the COVID-19 pandemic. But for many of us, it has become increasingly clear that our current setups aren’t cutting it as home offices.

So what do you do if your space is falling short, but you’ll be working from home for the foreseeable future? Or if you and your partner have to share the dining room table or a living room couch for work? Or if your housemates do at-home workouts in the middle of your work day?

Here are some ways to adjust your setup when you don’t have much space.

Find the accessories and technology solutions that you need

If you don’t have a home office, there are a few office and tech products that can make working remotely more comfortable and productive. You can also inquire with your employer about whether they’ll reimburse your work-from-home expenses.

Consider a laptop stand. If you’re going to be working from a chair, couch, or (as a last resort) a bed, a laptop stand can provide stability so you can type comfortably and have a level base for video calls. You can also use one on a table if you prefer a higher screen, or to make room for other accessories.
If you’re sharing a space with others, headphones are a must. And even if you’re working alone, a noise cancelling pair may help you focus and drown out outside distractions like leaf blowers or sirens.
No matter where you’re sitting, make sure you’re comfortable. A kitchen chair is not designed for eight hours of sitting, so you may have to swap one out for a compact office chair for the time being. If your office is nearby, consider asking your supervisor or HR department if you can go by the office to pick up your desk chair so that you can continue to use it for as long as you’ll be working from home.

Storage solutions when there’s no room for more furniture

Are you overwhelmed with paper, but don’t have a place to file documents? You don’t need to make major investments or adjustments; just be strategic with your use of space.

Box files are great because you can put them away in a closet whenever you need them out of the way. There are lots of styles and you can choose one with hanging folders or accordion pockets.
Think vertical and see if you have any available wall space that can accommodate shelving. A quick search for “pegboard” on Pinterest can give you an idea of how this material can be used for office organization in really tight spaces. You can hang small items or even lightweight shelves and baskets, leaving you with more desk and floor space.
You may have to get creative. Set aside a dresser drawer, repurpose a kitchen cupboard, or make room for under-the-bed storage. It may not be ideal, but it will free your space from clutter.

Sharing a small space with others

Not everyone has a dedicated space to work undisturbed. If you have to share limited space, it’s important to keep a few things in mind:

Be clear on everyone’s schedule. A shared Google calendar can be really helpful. If one person has an important video call scheduled, the other person will know in advance and can plan to work in another part of the home at that time. Set boundaries so that roommates or family know that you’re at work, even if you’re at the kitchen table or sitting on the other side of the living room.
Be flexible. In a small home there may be only one table that you can share as a workspace. You’ll probably have to make some compromises. Maybe your partner likes the room temperature set cooler, or you prefer different lighting. You’ll both have to live with some things being not quite how you like them. Try to alternate workspaces throughout the day so that everyone has a little private time and shared time.
Be respectful. Clean up your workspace at the end of the day. Shut down your laptop and put it away, file your papers away, collect your coffee mugs, and hide away cords and chargers. This is also a good way to turn off your work brain (which is difficult enough even at the best of times).

As we get more acclimated to the remote work lifestyle, it will get easier. Even if space is tight and nerves are sometimes frayed, smart organization and good communication go a long way in making working from home more doable.

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Do you have any hacks for managing work in a tight or shared space? Let us know on Facebook!

Hispanic Heritage Month | What it Means to "Bring My Whole Self" to Work

Wed, 14 Oct 2020 10:00:00 GMT

National Hispanic Heritage Month is a celebration of the culture, history, and contributions of Hispanic Americans—those with roots in the Caribbean, Spain, Mexico, and Central and South America. It’s a time in the Hispanic community when we celebrate heroes, remember important cultural figures, educate others, and advocate on behalf of all members of the community.

My Hispanic heritage goes back to the farmlands and countryside of Puerto Rico. And when my grandparents chose to come to the continental United States in the 1960s and settle in Jersey City, NJ, it was for the same reasons so many others are drawn here: to find better opportunities for themselves and their children. For that, I’m proud to celebrate my heritage.

Some Puerto Rican heroes of mine include Alexandria Ocasio-Cortez and Lin-Manuel Miranda, who have each made huge impacts in their respective fields and have given Puerto Rican children (and adults like me!) the chance to see themselves represented in prominent roles.

Bringing my cultural pride to the workplace

In the past, my cultural pride was something that only really surfaced during family get-togethers or in the safe space of my home. Unfortunately, over the years, my academic and professional careers have taught me that not every space is a safe one.

And for BIPOC individuals navigating the politics, biases, and unspoken assumptions that are often a part of workplace culture, there can be unfair and untrue assumptions that are quietly (and at times, unconsciously) assigned to us the moment we submit our resume and walk through the door.

What not to ask a new co-worker

And then, there’s always “the question.” You may know the one I’m talking about. When chatting with a new colleague or professional contact, I’ll often hear “No, where are you really from?” Most of the time, this invasive and uncomfortable question comes as a follow-up to the standard get-to-know-you question, “Where are you from?” My answer is always “New Jersey” because, well, that’s where I’m from—plain and simple!

This question stings no matter where it’s being asked, but in the workplace, it gives me the sense that I’m already an outsider, regardless of my professional accomplishments, education, or personality.

Here’s my personal breakdown of “the question” and its effects:

“No, where are you really from?”

“No” is the automatic rejection of my status as an American citizen.
“Really” implies that perhaps I’m not answering the question truthfully.
These two simple words create a mental roadblock that can make the person on the receiving end of the question feel they are being judged based solely on their inherited features. It creates the impression that no matter what, they will always have to work twice as hard to prove they were a good hire.

In my experience with this type of microaggression, I’ve been left to feel like I couldn’t be myself at work (as many other Hispanic people may have also felt at some point). It can cause you to feel that there should be some separation between your culture and the workplace, and it quickly becomes clear that one of the most important pieces of who you are may not be so welcome.

Here’s what you can ask instead

It’s actually okay to ask about a person’s cultural background; it’s an important part of who we are! But there are ways to get to know people without making people feel alienated or uncomfortable.

Here are some tips for getting to know a new colleague or professional contact, without the uncomfortable questions:

Get to know them first. Finding out where a person is from should be a less significant part of the get-to-know-you process of meeting new people. Instead, try starting a conversation about their likes and interests, since that can reveal so much more about them and may open the door to a mutually fun conversation (and perhaps some casual, common ground). “Have you seen any good shows lately?” or “Are you reading any good books right now?” are great places to start.
Let the personal stuff come up naturally. If everyone is comfortable enough and the conversation of cultural backgrounds comes up organically, there’s nothing wrong with that! This can be a great way to learn more about a person’s family in a comfortable, open, and friendly conversation. “My family is from Puerto Rico and my grandma makes amazing rice and beans for family dinners. What kind of dishes does your family like to share?”
Be a little gentle. And if you do happen to just be genuinely curious about where a person is from, that’s okay too! Afterall, when I hear somebody is from Jersey, of course I have to say, “Oh! Me too! Where in Jersey?!” But it’s important to consider how you ask (and not to come off as probing or unkind). For example, “Do you live in town or do you commute?” is an easy way to strike up a conversation about hometowns. And if you do ask “Where are you from?” remember that any answer should be taken at face value. “No, where are you really from?” is never an acceptable way to try to find out someone’s cultural background.

Celebrating National Hispanic Heritage Month

Try out these lighthearted and fun ideas to celebrate your own Hispanic Heritage or explore what National Hispanic Heritage Month is all about.

Share a traditional meal! In the days before COVID-19, a shared meal with traditional Hispanic foods was a fun (and delicious!) way to celebrate the tremendous variety that can be found in Hispanic cuisine and cooking. With a little tweaking, this can still be done virtually! Try your hand at a traditional dish and showcase it at a virtual potluck.
A virtual watch party. Check out a film by a Hispanic filmmaker or starring Hispanic actors. With apps like Netflix Party and Scener, this is a great way to enjoy a movie and have a conversation about Hispanic representation in film and television. Some great examples of Hispanic representation on film include Roma, Coco, and Real Women Have Curves.
Create a list of authors to share. If you’re a book lover, now is a great time to add some Hispanic literature to your reading lists. Authors like Junot Díaz, Gabriel García Márquez, and Sandra Cisneros are some of the most well-known, but there are so many more that offer their perspective on the world through a Hispanic lens.

Perhaps these simple activities will help spark some meaningful conversation among your friends, family members, or colleagues. Since we’re now at the tail end of National Hispanic Heritage Month, we’d love to hear how you or your organization lifted up the cultures and contributions of our neighbors, friends, co-workers, and heroes who identify as Hispanic. Join us on our Idealists of the World Facebook page to share your stories!

Online Diversity, Equity & Inclusion Courses for Mission-Driven Careers

Mon, 12 Oct 2020 10:00:00 GMT

Massive open online courses (MOOCs) are becoming increasingly popular for social-impact professionals. And because these courses are often free of charge, open to all and flexible enough to work with the most complicated of schedules, they also provide a prime opportunity for professional growth and development.

Perhaps you're looking to expand your communication and leadership skills for your current role. Or maybe you want to deepen your understanding of diversity, equity and inclusion (DEI) in the workplace as preparation for additional responsibilities or pivoting into a new field. Or are you just interested in exploring something new for curiosity’s sake? MOOCs are a great way to solidify your knowledge about DEI and provide excellent opportunities for independent and remote professional and personal growth.

What are MOOCs, and are they a fit for you?

While MOOCs are diverse in offerings and formats, there are a few key things you should know.

They’re inclusive. MOOCs were created with the intent to be accessible to anyone with interest and an internet connection.
They’re often free of charge. What distinguishes MOOCs from traditional higher education is the lack of tuition fees, unless you want to earn a credential, in which case a modest fee may apply.
Classes are big. Typically MOOCs do not have an admissions process. This means enrollment is uncapped and classes can have thousands and thousands of students from across the globe all completing courses asynchronously.
They’re self-directed. In lieu of direct conversation with instructors, MOOCs often provide assessment through automated quizzes and peer review. These courses tend to be flexible and great for independent learning, and many also offer interactive components, including discussion boards and opportunities to connect with and provide feedback to others in the course.
The stakes are often low. If you’d like to develop new skills to help you in your current role, become a better candidate for a promotion, or prepare to transition to another field, MOOCs may be for you. They also provide a low-risk way to test the water and explore a new topic or subject without making significant geographical moves or financial decisions. For example, before applying to or starting a graduate public policy program, you might first take a MOOC on policy-making and see whether you find it enjoyable.

Where to find courses

MOOCs are offered by universities as well as nonprofits that focus on informal education. To see what courses are available, start with the below sites:

Open Culture maintains a curated and user-friendly list of MOOCs from various providers, alongside a compilation of recordings, e-books, films, podcasts and other continued learning resources.
edX was founded by Harvard and MIT and provides access to courses from over 100 universities across the globe. Their platform makes it easy to view courses by subject and see what the most popular offerings are.
Coursera offers free courses in a variety of fields from myriad institutions, with the option to earn a certificate (prices start at $49).

Develop your diversity, equity, and inclusion know-how

If one thing has become clear over the past weeks and months, it’s that we cannot claim to be doing our part to promote social change within our organizations and the world, if we aren’t taking deliberate actions toward a more diverse, equitable, and inclusive workplace. Here are some courses to accompany you along the journey:

Justice: An Intro to Moral and Political Philosophy, Harvard via edX
Unconscious Bias: From Awareness to Action, Catalyst via edX
Diversity and Social Justice in Social Work, University of Michigan via edX
Gender and Sexuality: Diversity and Inclusion in the Workplace, University of Pittsburgh, via Coursera
Cross-Cultural Competency, University of West Florida via Canvas
Race and Cultural Diversity in American Life and History, University of Illinois via Coursera

Up your communication and leadership skills

MOOCs provide ample opportunities to improve your ability to connect with others and up your leadership readiness. Here are some courses to consider:

Leading with Effective Communication (Inclusive Leadership Training), Catalyst via edX
Writing for Social Justice, University of California, Berkeley via edX
Community Engagement: Collaborating for Change, University of Michigan via edX
Improving Communication Skills, University of Pennsylvania, Wharton via Coursera
Organizational Behavior: How to Manage People, University of Navarra via Coursera
Women in Leadership: Inspiring Positive Change, Case Western Reserve University via Coursera

How to stay motivated once you start

It can be difficult to maintain motivation and avoid distraction, and for some, MOOCs exacerbate these challenges because they lack the support provided in more traditional classroom settings.

If you find yourself getting distracted from or behind in your MOOC study, take time to determine how to better navigate an environment that may lack structure, community, and available instructors. To make independent study work easier for you:

Uncover your learning style. You can’t change how the course is taught, but understanding your learning style can help you transform the way you engage with course materials.
Get to know your brain and learn how to learn. Metacognition, or thinking about thinking, has been demonstrated to improve learning and lead to increased confidence.
Figure out what motivates you. Gaining self-awareness about your approach to work can help you hold yourself accountable, correct bad habits, and study effectively.
Connect with other learners. Start a study group and post a call for participants on the discussion board or via social media. Peer motivation can go a long way in keeping you engaged and holding you accountable.
Develop a routine. There can be a downside to the flexibility MOOCs offer. Without some sort of schedule or plan, too much flexibility can lead to chaos. Whether you make a recurring meeting with yourself to focus on the course, or create self-imposed deadlines, find a way to stay on track.
Cut yourself some slack. Take time to reflect on what is (and isn’t) working. Determine whether it’s the subject matter, lack of instructor/classmate presence, style of instruction, screen fatigue, persistence of external distractions, or something else that is preventing you from showing up, and proceed accordingly. Since you’re taking this course for your own development and interest, you shouldn’t feel pressured to complete it if right now isn’t the best time for it.

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How to Use Remote Learning to Cultivate Community

Fri, 09 Oct 2020 10:00:00 GMT

Maybe you’re one of the many students who recently swapped the hustle and bustle of a physical campus for a solo room and a laptop. Or perhaps you've started a program without setting foot on campus at all. In either case, you’re likely already facing the unique challenges (and rewards) associated with virtual learning.

A remote classroom can be an enriching experience as long as participants work to make it that way. Though instructors set the tone, there is a lot that you can do as a student to take responsibility and ownership over your academic experience.

Set a schedule

You have to "be your own boss" in a virtual environment, and that means setting up a structured way to get your work done. Schedule time to attend classes, complete assignments, and fulfill any other requirements. If you have the information you need to plan in advance, go ahead and carve out blocks of time for the entire semester before it starts.

This can be especially helpful if your classes allow a lot of flexibility, or if you’re balancing other responsibilities like work or childcare; a schedule helps ensure school is a regular, significant part of your life.

Here are some suggestions for how to establish a routine:

If your instructor doesn’t assign due dates, create deadlines of your own.
As much as possible, plan to study at around the same time each day—you’ll prime your brain to recognize this time slot as “school hours.”
If you can create a regular, semi-private workspace for yourself, that’s another big help.

Commit to monotasking

Multitasking may get more press these days, but monotasking—focusing exclusively on one task at a time until it’s complete—is the best way to be fully present for remote learning.

When you give school your full attention, you’re more likely to remember what you learned, not only when exam time rolls around, but in your long-term memory as well. And concentration is just as important in peer discussions as it is in teacher lectures; you’ll feel more like a member of a learning community if you really listen to what other students have to say.

Monotasking could mean closing unused browser windows and putting away other electronics when you’re in the virtual classroom. Or you could practice some time management techniques to get assignments done as efficiently as possible.

Also, even if you have access to a recording or write-up of the class afterward, take notes. The actual process of note taking activates your brain, improving comprehension and memory.

Get involved in the discussion

Learning is social and reciprocal—you’ll learn from your classmates and they’ll learn from you. Think of yourself as an essential contributor to the learning environment (because you are!). Discovery Education Canada community manager Dean Shareski suggests remote students answer two questions after every class:

What did you learn from others?
What did you contribute to the learning of others?

Take advantage of any spaces or platforms your class offers for dialogue, from email chains to Zoom debates. Many online courses have message boards where students can ask questions, respond to prompts, and bounce ideas off one another.

For introverts, a remote learning environment may allow more time for reflection and a low-pressure way to engage. For extroverts who crave social bonds, active participation in an online course makes the class seem more like teamwork and less like solo work. You may find you’re more comfortable opening up and taking risks in a virtual classroom than you would be in a traditional setting.

Even if you’re not ready to contribute in a group forum, stay involved by paying attention to discussions as they unfold. You’ll learn a lot—classmates might have insights about the material that never occurred to you, and your perspective may be just as valuable to them. And sometimes it’s a great help to simply hear that others are struggling with the coursework as much as you are.

Don’t be afraid to share your class-related thoughts and questions with the instructor privately if you prefer; that’s what teachers are there for.

Share in small groups

Ask a classmate to be your "study buddy," join a study group, or form one of your own—especially if your course is large enough to make personal interaction a challenge. Alternatively you can pair up with a friend who’s also taking online classes; you’ll be able to keep each other on task and share what you’re learning, even if you’re not studying the same subjects.

Either way, a course group or partner can share resources, suggest new study strategies, and provide a core of emotional support. You may even grow more confident in your ability to facilitate your own learning without in-person guidance.

Virtual meetups outside of class should have a purpose and an advanced-set agenda. That doesn’t mean you have to keep it formal or stick to course topics the whole time, however. Another perk of having a study group is the chance to check in on everyone’s general well-being and possibly form new friendships.

Pro tip: You’re getting great job-market experience by tackling remote learning, from organizing goal-oriented meetups to creative collaboration in unusual circumstances. When it’s time to apply for jobs, feel free to turn your virtual learning expertise into a marketable skill.

Use your school’s resources

The physical campus may be closed, but plenty of student services will still be active in a remote capacity.

Browse the school website to find out what resources and opportunities come free, or subsidized, with the price of tuition.
Spend time familiarizing yourself with the learning management system your school uses for a virtual classroom. If you’re having trouble accessing certain features, don’t be shy about asking your teacher or classmates for help; chances are you aren’t the only one experiencing some technology setbacks.
Go to remote office hours if your instructor offers them. This gives the teacher a chance to learn your academic interests and goals and put a face (or voice) to a name, and you can ask for help with any coursework you’re struggling to understand.
Investigate the physical and mental health care provided by your university. Student counseling centers have gone virtual at many schools, and you can make an appointment if you’re feeling depressed or overwhelmed.
If you have time, check out any extracurricular clubs that strike your interest. You may be surprised to find a lot of these clubs are just as active online as they would be in person. Schools might also have virtual events like seminars, concerts, film screenings, and more.

Even though it may not feel that way at first, you are part of a community of learners . The more actively you can participate in remote learning, the closer it will feel to the in-person college experience, and you may even emerge with connections that will last a lifetime.

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6 Kind Things to Do on National Be Nice Day

Mon, 05 Oct 2020 10:00:00 GMT

Kindness and compassion are integral to many roles in the social impact sector. Maybe you already make a point to be nice and practice empathy on a daily basis—or perhaps just wish you did.

Either way, today, October 5th is National Be Nice Day—a particularly timely occasion to express gratitude towards and do good deeds for people in your workspaces and communities. Below are a few quick ways you can take a moment to be nice.

1. Support a stranger’s professional or academic trajectory

There are myriad ways to offer advice and support online; LinkedIn and CareerVillage make it easy to connect with other professionals and students who are interested in your sector. On LinkedIn, search for #opentowork and/or #hireme, to find and contact people who are searching for positions and might benefit from hearing some words of encouragement, gaining your insight or simply having someone with whom to vent and brainstorm. As makes sense, alter your search to include a hashtag for your industry, or limit your search to members of your network, if you aren’t so keen to engage with a stranger.

Prefer to help students? CareerVillage provides a platform for professionals to answer student questions. Common topics include selecting a major, applying for college and finding internships. Don’t worry about being an expert or providing definitive answers, often hearing a different perspective is useful and worthwhile for people who are weighing multiple options.

2. Send a note of gratitude to someone who has made a difference in your professional or personal life

We all appreciate being recognized now and then. Take a moment to think about someone whom you’d like to extend gratitude. Maybe it is someone who did essential work throughout the pandemic or a former instructor or intern you’ve fallen out of touch with. If possible, consider sending a written line in the mail; many will be warmed by the gesture and grateful for a chance to look away from the screen. Expressing gratitude isn’t just kind—it’s the healthy thing to do; giving thanks has been shown to help us regain focus and navigate being overwhelmed.

3. Show the planet some tenderness

When you’re kind to the planet, everyone benefits. From tending to the trees in your vicinity, or starting your own ecobrick garden, to promoting eco-friendly behaviors at your office, there are plenty of ways to demonstrate respect for the environment.

4. Organize a team appreciation effort

There’s power in numbers. While being recognized by a colleague for your contributions always feels great, there’s something to be said for being recognized by a group of people you’ve supported. Consider asking your teammates to pitch in to write a note and/or send a gift to any deserving custodial and/or support staff—especially colleagues who have shown up in meaningful ways throughout the pandemic. You could also opt to send a token of praise to any members of senior leadership who have been noticeably accessible, transparent or graceful about making challenging decisions. Let them know you understand the hurdles they’ve overcome and you appreciate their persistence and energy.

5. Volunteer virtually

Some may argue that our time and attention are the most valuable things we have to offer. Think about showing kindness by devoting an hour, an afternoon, or another period of time to a cause you support. If you don’t already have an organization in mind, visit our compilation of virtual volunteering opportunities and listing of mutual aid networks for inspiration. Alternatively, think about supporting students at your alma mater by offering them feedback on graduate school and employment applications or consider other ways to support educators and students this fall.

6. Be kind to yourself

While being nice can be an external effort, it's important to remember that this work is also internal. Social impact professionals spend so much time serving and supporting others that time for self-care isn’t always prioritized. Remember that your wellbeing impacts the people you interact with, which means you aren’t the only beneficiary of your own self-care. Whether you opt for making time to meditate, documenting your points of pride, or rearranging your workspace, how you care for yourself is totally up to you.

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How a Targeted Employer List Can Aid Your Job Search

Fri, 02 Oct 2020 10:00:00 GMT

There’s a lot to keep in mind when searching for a new job. Salary, benefits, location, job function, and issue area are often our main points of focus, and many of us tend to target our search around at least one of the items on that list. But knowing what type of organization you’d like to work for is another critical aspect to consider. The history, mission, and impact of a potential employer will no doubt influence your job satisfaction, and so it’s important to find a way to mine, organize, and analyze all of that information.

A targeted employer list is a great way to compile the names and features of organizations you’d like to work for, helping you to develop a clear vision of the kinds of workplaces where you can thrive. This tool will also make it easier for you to focus your job search and networking efforts, and aid you in your decision-making process when job offers start rolling in. Read on to see how targeted employer lists work, and how they can help you land your dream career.

How to build your targeted employer list

There are three basic steps to creating your targeted employer list: Gathering the names of organizations that draw your interest, identifying key reasons you want to work with them, and keeping track of your contacts and networking interactions. You can use whatever system works best for you, but if you need a hand we have a targeted employer list spreadsheet to get you started.

1. Identify organizations you’re interested in

If you’re having trouble thinking of organizations that you’d want to work for, start by asking yourself these questions:

Where have I applied recently?
Where do my friends and family work? What is interesting about their organizations?
Where have I volunteered? What did I like about the organization? Would I consider working there? Why or why not?
What organizations had a presence (and made a real impact) at the conferences and events I’ve attended?
Which organizations do I donate to?
Which organizations offer products or services that I would purchase or use (e.g., museums, gift shops, theaters, fair trade sustainable garments)?
What brands do I purchase from? What philanthropies do my favorite companies support? What nonprofits might they work or partner with?
Which organizations do I follow on Facebook, Twitter, LinkedIn, or Instagram? What do they post that prompts me to share, like, or retweet?

To expand your list even further, once you identify an organization you like, think of others in their field—their partners and competitors, and any related up-and-coming nonprofits—and research them, too! You can also note interesting organizations you’ve read about or have heard about at networking events or workshops.

As you build out your list, remember that this is an ongoing endeavor. Your preferences and priorities may change over time, and new experiences will also introduce you to other organizations. The key to a useful targeted employer list is to keep it as up to date and comprehensive as possible. Check in with yourself every couple of months, ask yourself if your priorities, interests, or goals have changed, and make sure your list still aligns with those criteria.

After completing this step, you should have a healthy list of potential targeted employers. Next, you’ll be identifying at least three key reasons why you’d like to work for each one.

2. List your key reasons for pursuing each organization

Here are some criteria you can use to help clarify whether the organizations you’ve gathered are right for you:

You like the culture and feel that you would be a good fit.
Its mission aligns with your ethics and areas of interest.
It meets your more practical requirements for a potential employer, such as size, location, and benefits.
You have researched key leaders of the organization and are interested in working with them (even indirectly).
You see opportunities for growth.
You have attended (and enjoyed) an event hosted by the organization.
You volunteered at the organization and enjoyed your experience. What made it enjoyable?
You can identify ways in which you can bring your expertise to the table to further the organization’s mission, even if there is no job currently available.

By now, your list should be looking very detailed and more fine-tuned to your particular wants and needs. Keep in mind that if you are hard-pressed to find adequate responses for these criteria, then maybe the organization doesn’t belong on your list!

3. Keep track of contacts and networking interactions at your targeted employers

Once you have a robust targeted employer list, you have a starting point to begin building relationships with the organizations and the people who work there. Following your targeted employers on social media will keep you updated on major news and projects. Developing relationships with members of those organizations will help you when opportunities arise. You can also expand your network by talking to friends and colleagues about your aspirations for support. When reaching out to them, be sure to share content from your spreadsheet to help them contextualize what you are looking for and why. The more specific you are, the more likely it is that they’ll be able to help.

Lastly, with your new list of targeted employers, you can now perform a more pointed search here on idealist.org—where you can filter by categories such as organization name, issue area, location, education level, and more—and keep on top of all of the open opportunities from the organizations on your list.

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No matter where you are in your career, a targeted employer list offers a fresh perspective on the work you’re doing as well as the work you hope to do. If you’re looking for a change, it’s a useful tool for guiding you on your next steps. And if you aren’t currently looking for a new opportunity, putting in some effort now can help you avoid an unfocused job search later.

When it comes to your social-impact career, there’s simply no downside to getting your ducks in a row.

Do You Need to Use Social Media to Find a Job?

Wed, 30 Sep 2020 10:00:00 GMT

Not everyone’s on Facebook—or Twitter, Instagram, LinkedIn, and other social networking sites that seem to be where all the action happens online. Even in this connected age, there are lots of valid reasons to stay off social media, ranging from privacy concerns to personal preference. But how does this choice affect your chances of getting hired?

You may have heard that employers investigate job candidates’ online profiles, and research bears this out. A 2018 CareerBuilder survey estimates 70% of employers looked up candidates on social networking sites before making a hiring decision.

This isn’t necessarily bad news for the non-social media user—if an employer takes the time to search for more info about you, then you’ve piqued their interest. And you may not need an active social media profile to convince an organization you’re the best person for the role.

When social media matters to employers

For some organizations, however, a lack of social media may be a deal breaker. Employers’ two main goals when they look at your Internet footprint, according to CareerBuilder, are:

1. To learn more about what makes you uniquely qualified. When open jobs get dozens of applications, it’s not always easy for employers to narrow down the list.

2. To confirm you have a professional, polished presence online. This doesn’t mean you need a formal headshot or resume details across social media platforms. But organizations want to know you can communicate well and your values are in line with theirs.

In other words, employers are looking for info that supports your candidacy; they’re not hunting for reasons to disqualify you.

How connected is your job?

The importance of a profile also depends on how relevant social networking is to your field. In some jobs online inactivity doesn’t matter much at all; in others, it matters more. There are some positions where social media absence might be a red flag, including:

An executive-level role. When organizations look for a potential leader, they want someone who will represent their workplace with passion and enthusiasm, and who can communicate online with ease. They may also want a candidate to bring a strong established network of industry contacts with them, and social media is often the easiest place to make and demonstrate these contacts.
A communications-centered role. Marketing, public relations, outreach … lots of nonprofit jobs make use of social networking channels. These roles may require social media competency from day one, and a profile shows you’re already familiar with the online networking landscape.

What if you have these skills and connections without the social profile to back them up? Talk up your skills in the resume and cover letter, and give specifics—for instance, mention the industry leaders you’ve worked with and the media platforms you’re comfortable navigating.

Building "social proof"

Even if you’re the greatest self-promoter on the job market, your perspective alone won’t always indicate what you’re like as a colleague. Employers are going online to find out what others say about you. They’re looking for social proof, or evidence backed up by trustworthy public opinion.

Recommendations on a LinkedIn profile, interactions with former coworkers or fellow students, photos of you on the job, and other clues offer "proof" you really do have the interests and competencies on your resume—and that you’ve honed them well enough for others to notice. Social proof can indicate whether you’re a cultural fit for the organization as well.

Making your case

Fortunately there are plenty of ways to build robust social proof online. While social media activity is one of the easiest methods of social proof-building, it’s far from the only one.

Create a professional website. Though potential employers and colleagues are still your audience, a website gives you much more leeway than a job application to add some personal flair. Tell your own story — write an engaging "About Me" section, link to organizations you’ve worked or volunteered for, and showcase examples of work you’ve done.

You might consider a "Testimonials" section or sidebar where you share (with their permission) positive feedback you’ve received from previous employers, teachers, or coworkers. Think of testimonials as a lighter, less time-intensive version of recommendation letters. Keep them short; remember readers’ attention spans on the Internet are pretty brief.

Share verifiable details in your job application. As you likely already know, the resumes that get results tend to have specific examples of what the candidate accomplished in past positions. When you add details a coworker or boss can confirm during a reference check (e.g. timelines, numbers, and percentages), you provide a more concrete picture of all-around success.

Get involved in online volunteer work. Volunteer gigs can keep you busy while you’re waiting for a job offer to roll in, but more importantly, virtual volunteering is a career-enhancing experience in its own right. You’ll meet new people (remotely) and maybe get a chance to be in the spotlight, since some organizations feature volunteers on their websites.

Offer to write testimonials for others. Brag about a great former coworker on their personal or workplace website, or provide them a reference if they need one. Besides just being a generous thing to do, testimonial writing helps get your own name out there.

Pro tip: If you’re worried about privacy, you can cultivate an online presence—and even create a social media profile—without publicly revealing your location, email address, or other sensitive info. Most platforms have customizable privacy settings. When in doubt about info-sharing, put your personal safety first.

Other ways to job hunt

Nurture your network on an ongoing basis. Don’t let the digital age hype fool you: relationships are just as important as they’ve ever been to job hunting. Keep in touch with old colleagues, classmates, and supervisors (through email, phone, or any medium you like) because you value and respect them, not just because you’re looking for work. Check in to see how they’re doing and where their career journey is taking them.

Networking is often about the long haul. The stronger and more trusting your relationships are, the more likely people will think of you when a position opens up, social media or no.

In the meantime, there are plenty of new people to meet. Many nonprofit events and seminars are going virtual, so keep an eye on developments in your field and mark your calendar for any remote gatherings.

University alumni groups tend to be pretty busy places for job-opportunity sharing, and websites related to your industry may have active message boards where professionals "talk shop." These spaces tend to have the same casual tone of social media; you can get to know people informally before you start chatting about work, which may make these conversations easier.

Absence from social media may make you harder to find, but it won’t take you out of the running. Employers are looking for the right person, not just the right profile, so focus on your professional growth.

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Has your job search ever been affected by your online presence—or lack thereof? Head to Facebook (if you use it) to tell us what worked for you!

3 Managers Share Advice on Returning to the Office

Mon, 28 Sep 2020 10:00:00 GMT

The pandemic has altered how many of us communicate, engage with our teams, support clients, and think about our work. As organizations and institutions start to consider a return to the physical office, it’s time for managers to reflect on how to do so in a way that addresses employees’ concerns and needs.

Here’s what three managers (at various stages of reopening) had to say about welcoming their teams back to the office.

Be clear and honest about safety

Catherine Kellman, a director of residential education, has supervised an on-site team throughout the pandemic. She emphasizes the importance of transparency, communication, and planning.

Communicate what returning employees can expect. Outline in advance how the space has transformed and what safety precautions are being taken. Work with each team member to map out their daily routine and have a plan for what will change. Be sure to plan and share new guidelines around break room, restrooms, and other common space, along with detailed expectations around disinfection, temperature taking, elevator use, and anything else that applies to your specific office space.
Determine how people will be held accountable. Cat encourages supervisors to ask whether there are consequences for not adhering to guidelines. She adds that it is key to ensure that policies are inclusive and flexible, and take into account that some employees might not be able to wear a mask for long periods. Make sure there are outside or isolated areas where people can retreat.
Make sure you’ve got the right equipment and test out anything you’re expecting your team to do before you ask them to do it. If your employees will be answering phones while wearing masks, take some time to practice doing so yourself. Find out if your expectations are challenging to fulfill and make any necessary changes before implementing anything with your team.
Be available for one-on-one meetings before team members return. Cat’s advice is, “Everything isn’t always a group conversation. Have individual meetings beforehand so that you can answer as many questions as possible about what it really means to come back into the space.”
Don’t overpromise. In conversations with your team, Cat encourages you to remember that “you can make any space safer, but you can’t guarantee safety.” While you can disinfect all day, your colleagues must understand that everyone at the office makes decisions that affect everyone else.

Be positive and show compassion

Kiran Ahmad, a registered dietitian nutritionist working in food management, has spent the majority of the pandemic working from home. In July, her organization sent her on two work trips which required flying.

Though nervous, she adhered to all CDC guidelines. It was not lost on her that it would be harder for other members of her team to follow suit, especially since they have to consider the possibility of bringing COVID-19 home to other, more vulnerable members of their households. She shared her thoughts on the challenges and benefits of returning to the office.

Your team is adaptable. One positive aspect of returning to the office for Kiran has been “the ability to bring back employees who were furloughed.” As operations have been reduced, the team is smaller and people are being asked to develop competencies beyond their original roles.
Many people want to get back to work; those who aren’t ready shouldn’t be penalized. “Honestly, most people who have been asked to return to work seem to be happy to return and be employed again,” Kiran noted. Since the return is incremental, people who said they weren’t ready are not being pressured to do so. Though she’s heard of others in her industry who are terminating people who aren’t willing to return, she and her organization understand that it will take time for people to feel comfortable, find childcare, and tie up other loose ends.
Increased safety measures and open dialogue are critical. From abundant hand sanitizer stations to extensive training on social distancing and updated cleaning protocols, it’s important to make sure everyone is equipped with the know-how to keep the workspace clean. The trainings also provide time for open dialogue where “no question or concern is off the table.”
As COVID-19 evolves, policies will need to be updated and changed. Kiran’s business travel also brings to light the new policies that would need to be developed and maintained regarding whether staff members are allowed to return to the office after traveling to specific states or countries. Being proactive about developing such policies will enable your employees to make informed decisions and plans.
Practice what you preach. Kiran makes a point to visit team members in person (while adhering to proper protocol), and encourages other supervisors to follow suit. She says, “We don’t want employees to feel like we’re returning them to work but are staying away because they ‘aren’t safe,’ We want to show our support and care in every way.”

Make sure your plan considers every single member of your team

Beverly Colston, the director of a multicultural center, has concerns about returning to campus, where it is difficult to “imagine all students adhering to guidelines.” Her office will use a hybrid model where staff alternate between in-person and remote work, and the center will have to find new ways to continue producing the community-building programs that students rely on.

Noting that the BIPOC students the center serves have been disproportionately impacted by COVID-19, she anticipates higher needs and asks whether (and how) the center can deliver and meet student expectations. When asked what supervisors might keep in mind to make the transition back to the office easier for their teams, she emphasized the following:

Do your homework. As the new school year approaches, Beverly is reading about how other institutions are preparing for the return to campus, while working with her team to develop a set of informed and creative plans they feel confident about.
Leaders don’t have to provide all of the solutions. Engage the whole team in figuring out answers together.
Be flexible and listen actively. Prepare to put your preferences aside as you learn new information that requires shifting.
Share information and invite input. Communicate, so that folks always know what's going on and why. Elicit questions and observations. Welcome feedback.
Keep asking who you may be leaving behind. Be cautious about making decisions that serve the majority but leave some teammates out of the mainstream. We all have to adapt to this new and different work style, and we need to it together.
Be patient with yourself and your team. Take breaks and get rest so you can help your team during this ongoing challenge.

Honesty, protection, and flexibility are key

This is new for everyone and it’s understandable that there will be hiccups. Have patience and continue to learn. Increasingly, employers are offering employees personal protective equipment; find out what it would take for your office to do likewise. Lead with openness, honesty, and a commitment to taking all of the safety precautions that are possible, while being flexible. Your employees will follow suit and feel comfortable sharing their apprehensions and ideas.

Cat shared that even if returning to the office it is nerve-wrecking, there are benefits like increased empathy and sympathy, “There’s an understanding and grace in the workplace that just wasn’t there before.”

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Chronically Capable | Tips for Job Hunting While Living with Chronic Illness or Disability

Fri, 25 Sep 2020 10:00:00 GMT

Chronic illness and disability are more ubiquitous than you may realize: more than 40% of the U.S. population lives with at least one chronic illness and that number is expected to increase to more than 50% this year. And 26% of the U.S. population lives with some form of disability. Given that such a significant portion of the population is affected, it is disquieting that the disabled unemployment rate is nearly triple that of non-disabled unemployment.

Hannah Olson, founder and CEO of Chronically Capable, shared her insights on the misconceptions and challenges people living with chronic illness or disability face while job-hunting, and how they can navigate their search during the COVID-19 pandemic.

Chronically Capable

Chronically Capable (CC) is a recruitment platform that connects people living with chronic illness or disability to flexible employers. Olson founded the company after she had to leave her first job due to treatment for Lyme Disease that required her to be hooked to an IV for six hours daily.

“Although my ambition and intellect were intact, the physical demands of a traditional workplace environment simply couldn’t co-exist with my life-saving treatment,” Olson says. “Demoralized, I began to worry that there was no place for people like me in the workplace. It wasn’t designed for people who suffer from illness or disability. So, I decided to change that.”

Olson’s mission is to remove the fear and stigma of living with chronic illness or disability from the hiring process. CC creates a tacit understanding between employers and jobseekers: employers who are part of the CC network believe that people living with chronic illness or disability are capable of being productive employees—and jobseekers who use the CC platform can feel secure that participating employers care about their success. Unlike most recruitment platforms, CC doesn’t show applicant profiles to employers.

Misconceptions about employment and chronic illness

It’s a worst kept secret that traditional workplaces have failed the chronic illness and disabled communities. The big question is: why?

“What we’re fighting for—workplace equality—is not something new,” Olson states. “I believe that [employers] have taken so long to adapt because there is still a huge educational component. We need to continue to teach [them] that [the chronic illness and disabled communities are] still just as capable of contributing to the workforce.”

Elevating awareness and education with employers starts with understanding their misconceptions. In conversations with employers, Olson has learned that the two most common fears they have are higher rates of absenteeism and expensive accommodation needs.

“Unfortunately, unlike most disabilities, there isn’t a standard accommodations list for the chronically ill community, as their needs fluctuate,” Olson notes. “The most common accommodation request we see is the need for flexibility. This doesn’t mean that chronically ill people need to work remotely 100% of the time, but it is important that employers allow their employees to leave early for a doctor’s appointment or skip out during their lunch break to get blood drawn.”

Olson suggests that employers have Employee Resource Groups (ERGs) to support chronically ill and disabled employees—as well as to help employers understand how their policies affect these communities.

“After speaking with hundreds of chronically ill individuals over the past year,” Olson says, “I’ve learned that my story is not unique. I’d venture to say that most chronically ill people struggle with asking for support upfront, out of fear. It’s very hard to dig up the courage to share your story with a stranger, [let alone] a potential employer.”

The job hunt

“Not every job is appropriate for someone with a chronic illness or disability,” Olson explains. “That’s why CC focuses on flexible and remote opportunities, including full time, part time, and contract work. Our community’s top backgrounds are communications, IT/computer science, professional services, and sales. Since our community ranges so much based on accommodation needs, I don’t like to say one job type is better than another.”

There is no one-size-fits-all way to overcome the awareness and education gap that employers may have. “There was a lot of fear involved in applying for jobs, because I didn’t want to be judged based on my illness,” Olson recounts. “I had done incredibly well in college and wanted to talk about what I had gained rather than what I had lost.”

The gains that Olson alludes to are the unique skills that you have as a result of your chronic illness or disability. These skills include:

The ability to adapt and change. Chronic illness and disability force you to adapt to frequent physical, psychological, and medical changes.
Time management. Your health status may require flexibility, but it also has made you more discerning and focused about how you spend your time.
Resilience. Changes in your health teach you mental toughness where you’re consistently challenged and need to learn to work through new obstacles.

Navigating COVID-19

Without a doubt, the COVID-19 pandemic has triggered anxiety for employers and job seekers. Olson acknowledges that this time is challenging, but it also presents clear opportunities. “Many of the largest and most successful organizations in the world are realizing that to be productive, an employee does not always need to be physically in the office,” Olson says.

“It is possible to increase accessibility and flexibility and still maintain a high-quality work product. These trends present new opportunities for working age individuals with disabilities or chronic illness who have long been left out of the job market.”

For job seekers, those unique skills that have been nurtured from chronic illness or disability are more relevant than ever during this pandemic. “Always speak to those strengths,” Olson advises.

Making accommodation for employees living with chronic illness or disability turns out to be simpler and lower cost than originally thought. “Employers shouldn’t forget that just because their employees are working remotely, that doesn’t mean they [won’t] need accommodations,” Olson reiterates. “Employers should communicate with their employees and continue to check-in regarding accessibility needs. Additionally, they should create opportunities for visibility and allow their employees’ voices to be heard. During this time, there are some policies that employers should have in place to ensure inclusion of the chronically ill and disabled workforce, such as an easily accessible reasonable accommodation process and an available Employee Assistance Program (EAP).”

Own your (health) story

When all is said and done, the most significant question you face may be whether or not to disclose your health status to a current or future employer. This is a deeply personal choice and no one can tell you what to do, but there are things you can do to boost your confidence while you work out how to proceed. Figure out what the right job for you looks like and what accommodations you need to do your best work.

And don’t be ashamed of your illness or disability. Take the time to see what you have learned from your health journey and appreciate how that has shaped you. As Olson says, “Grow confident with your story.”

6 Ways to Get to Know New Staff When You Can't Meet in Person

Wed, 23 Sep 2020 10:00:00 GMT

Most of us are used to onboarding new staff or interns in person, whether it’s through a potluck, donuts, a field trip through the office, or some other tradition. But how do you create relationships without the in-between-moments in your office? There are no “water cooler” chats about Game of Thrones or the latest Weather Cat video when you’re all working from home. But there are still things you can do to create that feeling of team and connection.

1. Have a virtual meal together

Some things are so classic, even if you have to change the mechanics of making it happen, it still works. A welcome lunch, brunch, coffee hour, or other meal has long been a staple of welcoming new people to a team. Just because you’re not in the same room doesn’t mean you have to give up this standby. Consider having their favorite restaurant delivered to their door for their first day, and eat “together” on video conference.

2. Introduce them on your social media

It might be awhile yet before new team members get to meet board members, program participants, or other supporters in person. Think about an official social media and website welcome, sharing a little bit about them and a headshot or photo that displays their personality to mark their first day.

3. Incorporate regular "get-to-know-you" questions

During your regular team meetings, kick things off with a "get-to-know-you" question that isn’t work-centric. Learning about our colleagues' interests and passions is a big part of knowing and caring about them on a personal level. There are tons of random question generators like this one to help you think of something interesting to ask. And it doesn’t always have to be a question. Try sharing a favorite childhood photo, or talk about what song you’ve been jamming out to this month and create a shared playlist.

4. Share a Zoom office

Now that the newness of working from home has worn off for many of us, you might miss the organic interactions that happen when you’re in the same room with a co-worker; that ability to ask for quick input or riff on an idea together without having a meeting on the calendar. It can feel a little weird at first, but try working together as a team in the same virtual “room” without a formal meeting. Start a video chat and just work as usual for an hour. You’re free to talk to each other just like you might if you were in the office together.

5. Do a physically distanced outdoor activity

Of course, this one should be used with caution and only with the express comfort and consent of all the team members participating. If your local health department regulations allow it, get your team together for a masked walk in the park.

Pro Tip: A small gift like a plant or fancy Post-It notes and pens can help a new person feel warmly welcomed. Think about sending your usual welcome tokens to their home and include a branded face mask to add to their stock of COVID-19 safety gear.

6. Create a Slack “random” channel

Having a space to share the random things that make you laugh, made you think during your morning coffee, or helped you stay active this week can be an important part of team cohesion. If your team is using Slack or other non-email communication tools like Microsoft Teams, make a channel that is just for the random bits of conversation you would share with the people around you. Don’t leave your colleagues with crickets when they share something—get creative with your GIF and emoji reactions and have fun!

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Have you introduced a new team member while working remotely? How did you do it? Tell us about it on Facebook.

Say My Name | Why Pronouncing Names Correctly is Important

Wed, 16 Sep 2020 10:00:00 GMT

Most people would agree that names matter. At the most basic level, they serve as important identifiers. We introduce ourselves with them. Sometimes, we even choose new ones because they are more aligned with our identities.

Given their elemental importance, it should then follow that the pronunciation of names should also matter. And perhaps they do. That is, until we deem a name too “difficult”—but what makes a name “difficult” to pronounce?

The learning and pronunciation of unfamiliar names is a skill and practice that needs to be valued, honed, and exercised. But instead, as New York artist N’Jameh Camara points out, many people choose to shed their own responsibility for name-learning by writing certain names off as “too challenging.” So what does it signal when we communicate that an unfamiliar name is not worth learning?

For those of us who experience discrimination based on our identities, chronic mispronunciation of our names in the classroom and the workplace can be especially painful. Refusal to learn the correct pronunciation can feel like erasure—another signal of not being welcome. To better understand why these seemingly harmless acts can have such a deep impact on someone’s sense of belonging, I would like to share my own story.

My story

I grew up as one of the few Asians (and people of color) in a predominantly white suburb in New Jersey. When I was in kindergarten, a boy asked me if I was the kind of monster who ate dogs—he had heard that all Asians eat pets. Throughout my elementary school years, people would exclaim “ching chong, ching chong!” and ask me what this meant in my language. It was clear: I was different.

As a young person born in the U.S., I did my best to minimize or erase the elements of my life that signaled “otherness" or “foreignness.” This was the only way I knew how to cope with the shame and embarrassment I felt for being born to a non-white family. I begged my mom to pack bologna or PB&J sandwiches instead of Korean food for lunch. By the time I entered middle school, I stopped speaking Korean to my parents and grandparents. I was desperate to be accepted, to be above reproach, to be alarmingly normal—in short, to belong.

However, even when acceptance was my primary goal in my younger years, I was always unapologetic about my name: Yejin. I could hear the anxiety in a substitute teacher’s voice when trying to read my name off for attendance, and I would preemptively correct them. I found new and creative ways of explaining phonetics—to give people more tools to say my name, to see me, to respect me. Despite all my efforts, a majority of my peers never learned how to say my name. My continued attachment to “Yejin,” even during periods of intentional assimilation, served as a glimmer of hope that one day, people would accept me for who I was.

From the schoolyard to the workplace

Once I entered the workforce, I assumed that my name would no longer be a source of drama. This was sadly not the case. Colleagues and bosses would say things like, “Don’t you have an American name?” or “It’s too hard, I’m just going to make up a nickname for you,” or “You can’t expect me to say your name correctly since it’s not in English.” Even now, as a professional in my 30's, I continue to confront folks who resist or become defensive about my corrections.

When my colleagues don’t bother putting in the work of pronouncing my name correctly, I sense that I am not worth the effort. And whether it’s right or wrong, this makes me remember the times in my life when I was made to feel different and most unwelcome.

Learning and growing through mistakes

“Learning each other’s names is a matter of spiritual will and value," Camara writes. "Do we see someone as valuable enough to connect with on a level that involves something more than what they are producing for us?”

When we decide that the answer to this question is “yes,” it means we must accept the responsibility of truly learning everyone’s names—regardless of our comfort level or a name’s perceived difficulty.

This is not to say that mispronunciation of a name should or will never occur. Growth happens most readily when mistakes are made, and when people are ready and able to hold themselves accountable. I, for one, am filled with positive feelings when I witness colleagues putting effort into re-learning how to say my name. When I see this, I tend to focus less on mistakes, and more on what their labor and efforts signal to me. It shows me that I matter, that I am welcome, that I belong. And that is what I have been looking for all my life!

Quick tips for learning how to pronounce a colleague’s name

Research the name and see if there are any videos where people pronounce it. Before a new colleague begins, it can be helpful to research their name if you are not familiar with it. Sometimes, you may find videos where the name is pronounced, or phonetic breakdowns that can help you familiarize yourself. While you should not assume that you have the correct pronunciation, having a point of reference can be useful. There are also resources like www.pronouncenames.com that offer some helpful guides.
Be humble and admit when you’re having difficulty with a name. If you sense that you will not be able to pronounce someone’s name on the first try, humble yourself and acknowledge that it may take you a little time and effort to get it right. You can say something like, “I wanted to let you know that it might take me a little bit of time to pronounce your name correctly, but it is important to me that I do.” There’s no need to defend yourself or tell the person that their name is too difficult!
Write out a phonetic spelling that you can understand and repeat. Spelling phonetically refers to the written representation of sounds you hear into corresponding letters. Take the name “Ravish Shekaraiah,” for example. When you ask him to pronounce his name, it might be helpful to write Rav-eesh Shek-ra-ja in your notebook. You can keep that written in your notebook to reference or practice it later.
Practice. This might sound basic and silly, but repetition and muscle memory are your friends! Try saying the name 10 times in a row when the correct pronunciation is fresh in your mind. Keep writing out the phonetic spelling if that helps you to absorb it. Perhaps you can find a peer who knows how to pronounce your colleague’s name and ask them whether you are saying it correctly. Do the work of committing it to memory.

While it may require a bit of labor, making the effort to correctly say your colleague’s name can lead to a more genuinely inclusive environment for all!

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Have you ever struggled with a colleague's name—or been on the receiving end of mispronunciations? Email us at careers@idealist.org and share your story.

Radical Candor at Work

Mon, 14 Sep 2020 10:00:00 GMT

Since Kim Scott’s book “Radical Candor” was published in 2017, it has become an international bestseller available in 20 languages. Business leaders and self-improvement experts have been touting it as a must-read, both to be an effective leader and thoughtful communicator.

Read on to learn the fundamentals of radical candor and how you can start implementing the strategies at work and at home.

What is radical candor?

Radical candor is a management philosophy that guides how you provide feedback with an emphasis on “caring personally while challenging directly.”

This approach seems simple enough, but there are two things that can make this approach feel challenging:

Perceptions about professionalism. Often, being professional is equated with not getting too personal at work. But sharing more of yourself at work doesn’t necessarily mean overstepping boundaries or airing your dirty laundry. Caring personally allows for the type of vulnerability that allows you and your co-workers to have “human” moments, such as a bad day or getting through a tough meeting.
Avoidance of hurting others. Constructive criticism can be hard to give—or receive—but remaining silent and not providing any feedback to preserve someone’s feelings isn’t beneficial either. Challenging directly allows you to respectfully and directly share your opinions.

To clearly appreciate what radical candor is, it can help to understand what it is not. According to Scott, radical candor isn’t:

Obnoxious aggression. This is also known as “brutal honesty.” This is when you challenge directly but without showing you care personally, such as with insincere praise or unkind feedback.
Ruinous empathy. This is when you care personally but don’t share necessary feedback to avoid hurting others. This can present as unclear sugar-coating or even silence.
Manipulative insincerity. This is passive-aggressive behavior that is the direct opposite of radical candor—when you neither care personally nor challenge directly. For instance, saying one thing in front of a person and another behind their back.

An example of radical candor

Scott shares a story about Sheryl Sandberg, her ex-boss at Google to illustrate how radical candor can work: after a meeting, Sandberg asked Scott to take a walk with her and proceeded to praise Scott’s work. But, Sandberg noted, Scott says “um” a lot when she speaks, so Sandberg suggested Scott work with a speaking coach. After Scott admitted knowing about her “um” tick, Sandberg then observed that because Scott says “um” so frequently, it makes her sound unintelligent when she clearly isn’t.

Everything about how Sandberg delivered her feedback honors radical candor. She was caring and direct, which helped Scott appreciate the critique, as well as why and how she can improve.

The big takeaway from Scott’s story is that providing feedback—however seemingly harsh—can be a grace-filled interaction if you are committed to having strong relationships, at work or otherwise.

Start practicing radical candor

To be more radically candid, Scott offers these guidelines:

Be humble.
Be helpful.
Be immediate.
Deliver in person.
Deliver in private.
Don’t personalize.

Whether you are a manager or a co-worker giving feedback to another person on your team, you want to make sure you do so in a timely, respectful manner that doesn’t make the person on the receiving end feel attacked. That means pulling your team member aside soon after you have feedback to offer and addressing it clearly.

For example, if you have a team member who doesn’t ask her questions until a project is well under way, you could:

Ask her if she wants to grab a coffee or take a short walk.
Let her know what she is doing well in current or past projects that are relevant to her role within the new project. Example: “You’re doing a great job making sure the team is on track to meet our deadlines.”
Offer your feedback clearly and succinctly, as well as why you’re offering it. Example: “You ask a lot of important questions, but I’ve noticed that you didn’t speak up when we started this project. And a lot of those questions cause unnecessary delays later and could actually help all of us understand our roles better from the get-go.”
Offer her your support. Example: “If it helps you going forward, we can start a shared document with questions from the entire team that can be addressed at meetings or in an updated project guide.”
Invite her feedback. Example: “Would an opportunity for everyone to share their initial questions help you speak up sooner?”

Building trust at work

The implicit foundation of radical candor is getting to know your team members so that they feel you have their back. The more intentional you can be in how you communicate, the more successful you and your team can be.

To lay the foundation of radical candor in your workplace, start by showing that you care personally about your co-workers. Start by offering sincere praise at a job well done or support when you believe you can help. Breaking the ice in this way will make it easier when you must deliver feedback, so that it is received in the spirit you offer it: as a way to help your co-workers do their best work.

Say This Instead | Words and Phrases to Stop Using

Fri, 11 Sep 2020 10:00:00 GMT

Whether at home or at work, an accessible way to start the conversation about race and racism is by considering the language we use. One of the most important ways to adopt and promote an anti-racist, inclusive, and equitable philosophy is through understanding the words we use.

There are myriad colloquialisms that have culturally and racially charged origins, and most of us are probably using certain terms without knowing their true meaning. Read on to understand the origins of such language and what you can say instead.

“Long time no see”

What it means: It has been awhile!

Why you should stop using it: It derives from the broken English used by non-native English-speakers. Meant to be funny, this particular phrase mocks the way that Native Americans and Chinese speak English.

Say this instead: “It has been too long!” or “We haven’t spoken in ages!”

“No can do”

What it means: I can’t do it.

Why you should stop using it: Similar to “long time no see,” this is another phrase that pokes fun at the mistakes non-native English-speakers may make. This phrase dates back to the mid-1800s and mocks the way the Chinese spoke English.

Say this instead: “I’m unable to do it.”

“Peanut gallery”

What it means: Critics.

Why you should stop using it: It’s a classist phrase that refers to the cheapest, worst seats in a theater. It can also be construed as racist since the cheap seats were the only seats Black Americans were allowed to purchase in the early- to mid-1900s.

Say this instead: “Audience” or “hecklers.”

“Uppity”

What it means: Assuming a place above one’s standing in a social hierarchy.

Why you should stop using it: Though it doesn’t have a long racial history, “uppity” has in recent years taken on racial overtones to specifically criticize a Black person who doesn’t know her place in the racial hierarchy.

Say this instead: “Audacious” or “cavalier.”

“Sold down the river”

What it means: Betrayed.

Why you should stop using it: It refers to when American slaves were sold to plantations in the south.

Say this instead: “Let down” or “mislead.”

“Ghetto”

What it means: Low class or acting poorly.

Why you should stop using it: Physical ghettos were neighborhoods where Jewish people were segregated from the greater population. But “ghetto” also describes deficient manners and behavior, often referring to Black people.

Say this instead: “Uncouth” or “unpolished.”

“Gyp”

What it means: To cheat.

Why you should stop using it: It’s a short form for “gypsy.” Because gypsies traveled from place to place selling their wares, disputes arose, resulting in the stereotype that gypsies are cheats and thieves.

Say this instead: “Bamboozle” or “rip off.”

“Guru”

What it means: A spiritual guide or leader.

Why you should stop using it: In the Buddhist and Hindu traditions, the word is a sign of respect. Using it casually negates its original value.

Say this instead: “Expert” or “teacher.”

“Powwow”

What it means: A gathering.

Why you should stop using it: The word is an example of cultural appropriation since it is actually a Native American ceremony that includes singing, dancing, and food.

Say this instead: “Meeting” or “conference.”

“Grandfathered in”

What it means: Not subject to the change in rules.

Why you should stop using it: The “grandfather rule” started after Reconstruction in the U.S. and deprived recently freed slaves of voting rights.

Say this instead: “The old rules apply.”

“Blacklist”

What it means: To avoid or exclude.

Why you should stop using it: Any language that reinforces the symbolism of white as pure and good, and black as dirty and bad, needs to be re-examined.

Say this instead: “Boycott” or “ostracize.”

Speaking mindfully

Colloquialisms often have hidden histories that can give you greater insight into the complexities of race and racism. Being more mindful about the language you use in everyday life actually empowers you to make changes that are accessible and easy to practice.

If you want to learn more about how to use language in a more culturally- and racially-sensitive manner, visit the Social Justice Phrase Guide.

(Mental) Health Comes First | World Suicide Prevention Day 2020

Wed, 09 Sep 2020 10:00:00 GMT

Suicide is a leading cause of preventable death, even without a pandemic to cope with. And six months into COVID-19, we are seeing the overwhelming toll the crisis is taking on people’s behavioral health: substance use and suicide deaths have increased. People are isolated, many without their usual support networks or self-care resources, and with added stressors from childcare to the mental encroachment of working from home. And widespread layoffs mean that people are struggling to make financial ends meet.

This is a perfect storm of stressors that is driving the suicide rate upward. In honor of World Suicide Prevention Day tomorrow, we've put together some ideas for nonprofits to consider.

Talk about it: mental health is health

We often refer to mental or behavioral health as if it is separate from the rest of our health. But there is no health without mental health! The stigma and discrimination around mental illness makes it hard to talk about, and hard to ask for help. With one in five people dealing with a mental health condition, these health challenges are common—in fact, depression is the leading cause of disability worldwide. And the stigma associated with these challenges puts lives at risk. The more we can create a culture where it’s ok to talk about mental health, the better off our overall health will be.

Avoid stigmatizing language

Terms like “crazy” and “psycho” are part of a long history of demeaning people with mental health conditions. They’re often used to convey a lack of trust in someone, a way to undermine their perspective—and these terms are prolific slang in our culture. People also slip into using mental health diagnoses as adjectives (“the weather is so bipolar today” or “I love to organize my pens by color, I’m so OCD”) which makes light of illnesses that profoundly impact many people around the world. Language matters, and using words like these continue to add to the stigma.

Address the ways that your policies do (or don’t) support mental health

At a minimum, nonprofit employers should offer health insurance that adequately provides for mental health services, and make sure they have paid sick leave for employees. These policies should be explicit and direct in their inclusion of behavioral health (which encompasses both mental health and substance use disorders) and cover things like prevention and ongoing care. Make sure your policies around reasonable accommodations are part of your employee manual too—they should be as easy to find as your list of paid holidays for staff.

Create an office culture that values people first

Creating a healthy culture where balance is valued, staff are treated as though they have a personal life that matters, and the martyrdom of overwork isn’t promoted is already a challenge for many offices. Now, nonprofit staff feel this pressure to perform more than ever as communities face extraordinary hardships and they are called to serve in new ways as new needs arise.

In times like these, people rise to the challenge. And because staff and volunteers are dedicated and caring, it’s even more important to be intentional about setting boundaries on time and creating clear guidelines for when to say no. As budgets are cut and many organizations face downsizing, there comes a limit where we can’t keep doing more with less. Clearly articulating organizational priorities that help people know where to focus and importantly, what to delay or stop altogether, helps keep people from burning out.

And beyond prioritizing and holding boundaries, care personally about the people around you. We spend so many waking hours with our coworkers, more than almost anyone else. Yes, we’re there to get a job done—and we’re all people first.

Share resources openly

Often when someone famous dies from suicide, you hear things like “I had no idea” from their closest family and friends. Maybe you yourself have lost someone you care about to suicide, or dealt with suicidal thoughts but have not shared that information with others. The truth is, anyone can be at risk of suicide.

Many people don’t talk about their suicidal thoughts with the people closest to them because of feelings of embarrassment and shame, not wanting to be a burden, and a sense of hopelessness that nothing can change. That’s why having resources like the National Suicide Prevention Lifeline readily available and visible in your break room, restroom, Slack channel, or periodically sharing them with staff in other ways is important. You never know who might need them, and when their ready accessibility might help someone in a dark place.

For more resources, visit the Suicide Prevention Resource Center.

Advocate for financial resources, health care, and racial equity

Both the great recession of 2007-2009 and the economic fallout of the COVID-19 pandemic have shown just how deeply connected poverty and finances are to suicide deaths. When people lose their jobs, experience barriers to employment (like discrimination due to behavioral health disorders, race, gender, etc). or otherwise face income instability, the suicide rate tends to go up.

While resources for suicide prevention and mental health support are an important piece of the puzzle, we need to go beyond just “checking in”. In the workplace, true change starts from within: in our philosophies about how we compensate staff, how we support their health, and how we address racism within our organizations. As we’ve seen financial turmoil affect suicide rates, the systemic discrimination that BIPOC face directly impacts behavioral health and contribute to self-harm and suicide. Engaging in advocacy that genuinely advances change in the financial stability of communities, their access to health care, and their liberation, are critical components of suicide prevention.

Let’s work to create a world in which people actually want to live—and in which they see a future for themselves.

***

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Career Advice from a Serial Job Hopper

Mon, 07 Sep 2020 10:00:00 GMT

I’ve lived, worked, and studied across three different U.S. cities, six countries, and nine organizations, in a dizzying fourteen positions. My mother jokes that I am a “flight risk;” I have not stayed in any role for more than two years, or any organization more than three. And while some roles prioritize applicants willing to stay through the long-haul, this is not always a requirement.

There are myriad ways job hopping antes up the benefit and value you bring to a new opportunity. Instead of overexplaining your decisions in an effort to downplay your professional history, think about how you’ll discuss the unique perspective and skill-set you bring from your varied background in a way that works for—not against—you.

The good side of job hopping

If you’ve switched positions, sectors, or geographical locations, you likely bring a broader experience than someone who has worked one role for an extended period.

Though longevity may yield a deeper understanding of and insight into organizational systems, it may also lead to complacency and resistance to change. Focus on what you offer as a job hopper and be ready to name the strengths you’ve developed through your experience:

Broader and more diverse perspectives. Chances are you’ll offer a more flexible way of thinking and an ability to identify alternative ways to approach a problem. If a team is looking for someone who isn’t going to take a business-as-usual approach, you may be a fit.
Adaptability. Your resume shows that you’ve dealt with change. In most of my interviews, I show that I’m ready to support diverse populations by sharing stories about my experiences teaching four-year-olds English in rural Japan and working with oil executives in Melbourne, Australia. Talk about your adaptability in a way that shows you’ll take initiative and be prepared to overcome learning barriers with grace. Address your experience adapting to different cultures and environments, especially if you’re entering a new sector or type of organization. During an interview for a role that requires expertise I don’t have, such as fundraising, I might demonstrate that I am ready to acquire new skills, build meaningful partnerships, and adapt to a new function, thanks, in part, to my international graduate program. I’d make the case that, from conducting statistical analysis to researching the marketization of higher education, my studies prepared me to learn information with intention. Yes, I’d acknowledge the learning curve, but I’d also emphasize how these past experiences show I’m ready and eager to overcome it.
Ability to connect the dots in unexpected ways. As you consider new positions and sectors, think about the unlikely transferable skills and knowledge you bring. For inspiration, read this advice to a fashion designer who is looking to pivot into the nonprofit sector.

Pro tip: When starting a new position, be sure to respect colleagues with a longer track record with the organization. Before you try to change anything, take the time to learn why things are how they are.

Crafting your narrative and applying for positions

Confused about how your past positions fit together? So are hiring managers.

Set aside time to reflect on your experiences and note patterns in your levels of motivation, interest in new opportunities, and purpose for working so that you can speak to and write about your career trajectory in a compelling manner. Your goal is to tell a coherent story that highlights your unique skills and experience. To start, ask yourself:

How does everything on my resume tie together? What do English language teaching, account management, cultural curation, and faculty development all have in common? Well, at their bare bones, they’re about helping people gain access to tools and resources. At least that’s the common thread I’ve found best explains how my seemingly disparate roles overlap and connect. What’s yours?
Where should I begin? I recommend starting with your first role, even if it was some time ago, noting a) what drew you to this position, b) what you saw as your purpose, c) what you gained, learned, and enjoyed, and d) why you moved on. This process also sheds light on our own unexamined motivations. Learning that I am drawn to work that centers on people and increases access to resources has transformed my job search, both in narrowing my focus and keeping my own values front and center. Do the work and you’ll save yourself (and others!) lots of time.
What about the outliers? For plenty of reasons we sometimes take positions that are not a part of the larger puzzle. Spend some extra time exploring any positions that are misaligned with your overarching aims. What drew you there? What did you learn about yourself as a worker and how will this inform your future roles and actions?
Can I summarize my main findings in a tweet? With your patterns and hopes in mind, try to come up with your professional tagline. And don’t worry, it can be cheesy! This is a private statement just for you that will be sitting on the backburner through your search. For a long time, my tagline was “...getting folks the things that help.” This motto helped me see and share how I’ve been resourceful and service-oriented in various capacities. Whether you think of it as a brand or as a mantra, being able to succinctly describe your motivation and offerings will help make your case memorable and convincing.
Share when you’re ready. Make sure your references understand you, your story, and the value you bring. This informs the conversations they have with hiring managers, and helps them better understand why you’re applying for another position, yet again.

Prepare for these interview questions

Instead of thinking in terms of right and wrong answers, focus on responses that are honest, positive, and reflective of who you are. Embedded in your replies should be a case for how this position, at this organization, fits into your path right now.

Why have you switched organizations so frequently?
How long do you picture yourself in this position?
What’s your five-year plan?
Tell us about a time you had to navigate change or uncertainty at work.

Even if these questions don’t come up, it's safe to assume the reasons behind your varied resume is of interest to at least one member of the hiring committee. When they ask you if you have any questions, address the elephant in the room, so that they don’t have to make assumptions after you’re gone:

Are there any hesitations I can address about my candidacy?
How long are you hoping for someone to stay in this role?
What has been a typical tenure?

Be honest and realistic with yourself (and others)

If you’re in a cycle of dreading your work and have started applying for positions that aren’t aligned with your values, goals, or interests because you so badly want a change of scenery, take time to pause, reflect, and draw a blueprint. Don’t apply for jobs you can already imagine quitting, and try not to leave positions before you’ve made your mark. This sort of job hopping isn’t beneficial to your spirit, resume, or future employer.

If you’re leaving for thoughtful reasons and on good terms, you should use your diverse experience and perspective to your advantage at an organization that will be grateful to have you for any period of time. Consider it a compliment if they wish you’d stay longer.

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How to Nurture Diversity & Inclusion at the Team Level

Wed, 02 Sep 2020 10:00:00 GMT

The Black Lives Matter (BLM) movement has led more of us to question how we can break down the racial barriers that prevent us from including and engaging with diversity. This is a big question and there is no single right answer.

At work, one clear way to do this is to focus on individual teams rather than organizations as a whole. Breaking down barriers within teams is dependent on how team members acknowledge, accept, and engage with diversity in one another. We lay out some suggestions for encouraging diverse interpersonal relationships within your team.

Who do you sit next to?

A solid place to begin understanding the dynamics within your team is to examine the relationships you have with your co-workers—particularly those who are members of marginalized groups. We tend to gravitate toward people with whom we have something in common, be it race, ethnicity, culture, religion, gender, or sexual preference.

So in examining your work relationships, ask yourself these three questions:

What can your role be in helping your team be respectful and inclusive of diversity?
How much do you know about your co-workers with whom you seemingly don’t share a lot in common?
What opportunities can be leveraged to encourage new relationships?

Your answers to these questions can help you see where there is room for improvement.

5 familiar ways to get started

Office life is great for focusing everyone’s strengths to meet a common goal. However, it doesn’t necessarily inspire interpersonal relationships, let alone diverse ones.

We are used to thinking of team building as an annual retreat or off-site afternoon. But genuine, trusting connections grow over time—not just at once- or twice-a-year events.

However, you don’t have to stretch your imagination to figure out how to foster diverse interpersonal relationships within your team. You can rely on some familiar activities to get the ball rolling.

Here are four that can be done on a budget or even at no cost, both in-person or virtually to observe COVID-19 social distancing measures:

Happy hour. Having a team happy hour can be a great way to let team members unwind after work and get to know each other outside of the office. You could host a Zoom event, or if it is safe, at a bar, coffee shop, or café. If you decide to do an in-person event, be sure to check with a venue beforehand to see how they’re able to observe social distancing.
Lunchtime volunteering. Each month or quarter, 2-3 team members can spearhead a volunteering project, like hosting a crowdfunding campaign for a local charity. The point would be to give team members who don’t usually spend time together the opportunity to work on a small, low-stakes project together.
A group class. Whether you want to sample single online classes at the local gym or a virtual cooking class, an opportunity for learning and collaboration can be humbling, fun, and naturally encourage conversation.
Escape rooms. There are both in-person and digital escape rooms that teams can do together. Solving the puzzle is only part of the fun—the other part is having personalities, interests, and new strengths come to life.

For remote teams

Whether it’s because of the COVID-19 pandemic or just the way your team is structured, it is still possible to nurture diverse interpersonal team relationships while working remotely. For starters, all the above-mentioned activities can be done over FaceTime, Skype, or Zoom, with some creative thinking and planning.

If you are working remotely, don’t forget that your entire team is in the same boat! Your co-workers are figuring out their rapport with one another and how that translates with distance and technology. With diversity and inclusion, the top priority should always be to make sure all team members have a voice and know they’re in an environment where their voice will be respected.

Building trust

Given the unique moment we find ourselves in right now, how do factors like the global pandemic, BLM, national protests, and public discourse on racial justice affect team relationships?

It’s critical to make sure that all team members, irrespective of their background, feel safe and comfortable enough to trust that they will be seen and heard. And if something does go wrong, teammates and co-workers need to trust that they will have a support system to guide them.

Here are six ways to build that trust:

Listen when people speak and don’t be afraid to say “I don’t know.”
Nurture leaders who have mentored others. This shows that they have the capacity to form strong interpersonal relationships.
Support equal opportunities to learn new skills or to deepen the skillsets.
Encourage feedback on how to create a more empowering work environment.
Address challenges thoughtfully and quickly. Regardless of whether you are in a position of leadership, your response will show others that you take them seriously and are trustworthy.
Make sure the entire team is on the same page. Everyone should have the same information to discourage any feelings of bias.

***

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How to Exit an Organization Gracefully and Why It Matters

Mon, 31 Aug 2020 10:00:00 GMT

The global pandemic has transformed our world of work. Millions of highly skilled nonprofit professionals are moving forward from the organizations that they once called their professional home. For some, the decision to exit is strategic and may have been made prior to the pandemic. For others, the decision to leave may not have been their own.

Regardless, the way in which you choose to exit an organization is paramount. Here are five steps that you can take to exit an organization gracefully.

1. Ask for what you need

The activist who inspired millions, Mahatma Gandhi, once famously said, “If you don’t ask, you don’t get it.” Before you leave an organization it is important to consider what you need and, when appropriate, how you’ll ask for it.

For example, would you like to ask for a letter of recommendation before your last day? Do you want to ask to convey to your colleagues why you are leaving the organization in your own words? If you have been offered a severance package, you may want to ask for time to consult legal counsel before signing on the dotted line. Remember, it is up to you—not your employer—to think through what you need, to be bold, and to make the ask.

2. Maintain clear lines of communication

Maintaining clear lines of communication can make all the difference in how your colleagues and stakeholders perceive your departure.

You may be wondering, why does it matter how my departure is perceived? If you’re strategic about career pivots, you always keep the long game in mind. If you are staying within the same sector, your departure from one organization may not be the end of your collegial relationships. If you are shifting sectors, which is the case for many talented professionals right now, you likely want the option of leveraging your current network to help you get plugged into new opportunities.

In practice, maintaining clear lines of communication might look like putting together a transition plan that details the status of your current projects, or working with your manager to strategize how to share the news of your departure. As you and your manager come up with a plan, consider what you want and need from these wrap-up conversations. One idea is to use them as an opportunity to ask your colleagues, when appropriate, for their personal email addresses. If follow-up comes less naturally to you, proactively schedule a future (virtual) coffee check-in before you depart.

If you’ve already left your organization and are focused on maintaining relationships, try sending a simple message to former colleagues—ask them how they’re doing and don’t be bashful about sharing an update on where you are, too.

3. Set reasonable boundaries

Just as it can be helpful to set boundaries for yourself when starting a new job, it is equally—if not more—important to set them after you have left an organization.

For many, a job can feel like so much more. Perhaps the organization where you work is a place where you’ve built lasting friendships. When you leave an organization, these dynamics may shift. And right now, given the global pandemic, this shift may feel even more significant.

It is important to remember that your job is just a job, and there will be others. Set reasonable boundaries that position you to maintain your relationships, but also recognize that there will be new opportunities to become a part of a new culture when you land your next role. In practice, this might look like limiting the conversations you have with past colleagues for your first few weeks away, reducing the amount of time you spend on social media, or creating a space to store keepsakes from your former job—like office swag or holiday cards—for you to look back on in the future.

4. Practice acceptance

Whether the decision to part ways with an organization is your own or not, as the departure date draws close, doubt may begin to creep in. If you’re leaving by choice, you may ask yourself questions like, “Will this be the right decision for me?” or “If I had done this differently, would I still have made the decision to leave?” If you have been let go or laid off, these questions might look like, “What could I have done differently to change the outcome?” or “Is there something wrong with me?” Leaving a job is both a transition and a risk.

There is no way to turn back time and there is no crystal ball to predict the future—especially in the current job market. What is within your control, however, is to practice acceptance. When you do this, you are acknowledging the transition that you are in, and giving yourself permission to feel how you feel, in order to move towards your next opportunity. In the spirit of practicing acceptance, you may also want to try these practices to help you thrive in difficult times.

5. Look toward the future

The combination of the global health pandemic, the crisis of systemic racism, and the free fall of the global economy, makes it hard to look toward the future with confidence.

Despite these challenges, though, there are some bright spots. Professionals now have more time—and more empathy—to welcome networking conversations. Jobs that may have once been out of reach due to geography requirements may now be accessible. Virtual volunteer opportunities have evolved and can provide ways to connect meaningfully with others while doing work that you love.

As we continue to move forward as a society, so too will bright spots and new opportunities emerge. How you choose to take advantage of these opportunities is up to you. By asking your current employer for what you need, maintaining clear lines of communication, setting reasonable boundaries, and practicing acceptance when looking toward the future, you will set yourself up to thrive.

***

Have you recently exited an organization and are looking for your next opportunity? Explore thousands of social-impact job opportunities on idealist.org and let us help you find, land, love, and grow in your next role.

Should You Defer Grad School if Classes are Online?

Fri, 28 Aug 2020 10:00:00 GMT

Many universities are proceeding with plans to return to on-campus instruction this fall, but the feasibility of these plans is quickly coming into question—and some schools have already reversed plans for in-person classes. This article outlines factors to consider as you determine whether to enroll in grad school as an online student or defer until in-person instruction resumes.

Factors to consider

As you weigh the pros and cons of completing a graduate degree online, you’ll want to think about what led you to want to study in the first place and how you feel about online learning. Some guiding questions to begin with include:

Is deferring even an option or will you have to reapply? Consult the university’s COVID-19 page or reach out to the admissions team. Many graduate programs do not typically offer deferrals and instead require students to reapply, meaning there is some chance you will lose your seat if you reapply. If the official policy doesn’t allow for deferring, it’s still worth your while to reach out and see if an exception can be made. As many schools worry about declining enrollments, they may be willing to work with you, so that they don’t risk losing you as a student altogether.
Are there location-based services you’re hoping to access? If a part of your program involves a field placement working directly with communities or clients, you’ll want to figure out what this engagement looks like remotely. Will the online substitution be as effective as the original plan for both you and the agency you’ll be serving? If there are archives, labs, performance spaces, or other in-person resources integral to your course work, look into whether a sufficient amount of materials are available digitally.
Are there other in-person experiences or things that can’t be recreated online? Think about the roles you’ll apply for in the future and try to imagine answering an interview question about your study and involvement as a graduate student. Do you suspect your answers will vary greatly depending on whether you’ve studied online or in person? Revisit your personal statement or anything else that shows why you applied to this particular program. Are there any expectations you bring that cannot be met in an online realm? On the other hand, flexibility is an oft-cited perk of online study—are there other benefits to studying online?
What kind of learning environment do you need to thrive? Are you self-directed or do you benefit from the nudge of a faculty member to stay on track? If a close-knit community is important to you, consider how you feel about holding study hours over Zoom instead of at the library or a coffee shop. Reflect on whether you’ve experienced screen fatigue this spring and ask if it’s realistic for you to imagine spending even more time in front of your computer. Contact the department to learn whether your course meetings will require everyone to participate virtually in class at a set time together or if they will be asynchronous, allowing students to complete modules on their own time. Remember, online is no better or worse than face-to-face instruction, but it is different.
What are the financial implications and opportunity costs of your decision? Have you checked whether your scholarship or funding package can be deferred? Recent graduates who are hoping to maintain student status may want to ring their student loan providers to see how deferring or losing enrolled status impacts their payment plans. Leaving a full-time job to become a full-time student? What could an additional year’s earnings mean for you? How will you spend the year if not in school?
Are you truly ready for graduate school? You’ve already thought long and hard about this, but if you’re experiencing doubt it’s important to determine where it’s coming from. How do you feel when you consider alternatives to graduate study?

Steps to take as you decide

Before you pay your deposit, ask for a deferral or decide not to enroll altogether, there are a few things you should do:

Gain an inside perspective. Ask to be connected with a current student to learn about their experience in the program. Be sure to ask how the faculty handled this spring’s emergency transition to remote teaching. Were their learning expectations met? Were there parts of the program that got lost? Was there anything they felt didn’t translate to the digital space? Bear in mind that an instructor’s unplanned response to the pandemic does not reflect how they will deliberately design and plan their online courses, now that they have a chance to do so.
Talk with admissions about any concerns. As noted above, many schools fret that enrollments will decline this fall, and admissions may be eager to address your worries and find a compromise.
Reach out to the faculty you were excited to study with. You may already be in touch with many faculty members—so see what they think and what they’re planning for their courses.
Flip a coin. Heads means you’ll study online for now. Tails means you’ll defer until it’s possible to study face-to-face. Ready? Go. Now, notice how you respond once the coin lands. Are you relieved or disappointed? Often this reaction tells us what we need to know.

Worried you’ll make the wrong decision? Here’s how to keep perspective

It’s absolutely understandable if you’re worried about making the wrong decision. To keep focus and stay calm, imagine all of the people doing the kind of work you hope to do. Then visualize the myriad routes those people took to get to where they are today. If it helps, have a look at their LinkedIn profiles and online bios. What stands out?

Yes, the profession you’re interested in may require a certain degree or training, but you’ll likely find that a lot of people have taken nonlinear routes to get where they are now. Some completed their master’s degree right after receiving their bachelor’s degree, while others started their programs with over a decade of work experience. Some probably even studied online. A year or semester may feel like a small eternity right now, but in the grand scheme of things it isn’t very much time at all, and you’ll figure out how you want to spend it. Journal, meditate, talk to people you trust and breathe.

And remember: you already managed to get accepted into a program that excites you; you’ll definitely figure this out too. Congratulations!

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Don't Let Student Debt Keep You From Your Dream Job

Mon, 24 Aug 2020 10:00:00 GMT

The average graduate of the college class of 2018 owed $29,200 in student debt at the time they finished their degree. For grad students, that number can soar up to $160,000. That's a lot of money, but increasing debt shouldn’t stop you from pursuing a career in the social-impact space. There are options.

The Public Service Loan Forgiveness program (PSLF) makes it possible for you to pay your loans and follow your dream. Whether you are already enrolled in the program or are just reading about it for the first time, here is what you need to know about how to manage student debt while working for a nonprofit.

What is Public Service Loan Forgiveness?

PSLF began in 2007, when a bipartisan congress passed the College Cost Reduction and Access Act. The law that created the program provided that borrowers who worked full time in a public-interest field would have their federal student loans forgiven after making 120 monthly payments—typically over the course of about 10 years. PSLF was defined broadly, and therefore applies to a variety of public service professions.

Tips for qualifying for public service loan forgiveness

There are certain steps borrowers can take in order to determine whether their payments and jobs qualify for PSLF:

First, make sure you have the right kind of loan. Only Federal Direct Loans are eligible for PSLF. Try to avoid taking out private loans, as they are not eligible for loan forgiveness. If you already have loans and are unsure what kind they are, check the Department of Education’s loan database to retrieve your information.
Second, make sure you have the right kind of repayment plan. There are a few types that base monthly payments on income, which allows borrowers to qualify for PSLF. The most common plan for nonprofit employees is Income Based Repayment, or IBR. One benefit of IBR is that it allows married borrowers to file their taxes separately, which can reduce loan payment amounts by basing them on only the borrower’s income rather than the couple's joint income.

Pro Tip: Learn more about the different payment plans by checking out the information provided by the U.S. Department of Education. There’s even a calculator to help you determine what your monthly payments would be under each plan.

Another thing to keep in mind is that the borrower must make qualifying payments, meaning they cannot be made late or early, and must be made while working full time in the public interest. However, the payments do not have to be consecutive.
You must also work for a qualifying organization. If you work for a 501(c)3 entity or a state, federal, or tribal government job, the employment typically qualifies. As a standard matter, partisan political organizations and religious work never qualify—but there is a gray area where it is not so easy to determine. For example, the law states that employment providing a public service does qualify. Borrowers should also send employee-certification forms to their loan servicers every year, or when they start new employment, as this will help them track their progress toward the required 120 payments.

Pro Tip: Just because you’re not earning a salary does not mean you shouldn’t consider signing up for an income-based plan and submitting employee certification forms. If you are a volunteer in the Peace Corps or AmeriCorps, any payments you make while serving will count as a qualifying payment—and your payments could even be $0!

Once you make your required 120 payments, you can submit your request for forgiveness. Just don’t make any employment changes until you hear back from the Department of Education.

What do the 2017 lawsuits mean?

If you are one of the hundreds of thousands of people enrolled in PSLF, you might be worried about the effects of certain lawsuits. In 2017, for example, the American Bar Association sued the U.S. Department of Education, accusing it of retroactively denying the eligibility of certain employees to receive PSLF. However, the ABA won its case, demonstrating that the government cannot move the goalposts when it comes to who gets loan forgiveness.

More than 42 million people owe federal student loans, and about 25% of the workforce is eligible for PSLF. Don’t let concern over the outcome of the 2017 lawsuit stop you from pursuing your dream job. There are tons of resources out there for graduates with a lot of debt, including a plethora of information from the U.S. Department of Education.

Need additional resources?

Student loan expert Heather Jarvis offers advice for student-loan borrowers right here on Idealist. In 3 Helpful Options While Paying Your Student Loans While Working At A Nonprofit, Jarvis delves into PSLF and other forgiveness programs, repayment plans, and loan consolidation. In Good To Know: A Loan Forgiveness Program For People Pursuing Public Service Careers, she provides even more information about how to make sure you qualify for PSLF.

A final note: As a law-school graduate with over $140,000 in federal loans, this topic interests me greatly. I hope this article provides some suggestions for how you can manage your loans, but please don't take this as legal advice. If you need that, contact an attorney.

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About the Author | Samantha Fredrickson has worked in communications and nonprofit advocacy for more than a decade. She has spent much of her career advocating for the rights of vulnerable populations. She has degrees from the University of Nevada, Reno and New York Law School.