[Image description: Three cute fluffy yellow ducklings. One is on the ground, while the two other ducklings are standing looking at the duckling on the ground. They all seem to be friends. Image from Pixabay.com]
Hi everyone. This week’s post is long and a little serious (despite the picture of ducklings). But before that, a couple of quick announcements. First, PLEASE VOTE!!!
Second, I’m doing a Facebook Live this Tuesday, November 6th, 12:30 to 1:30pm PST, to update you all on what’s been going on with my organization, Rainier Valley Corps, and to answer any questions you may have. I think people sometimes forget that I am an executive director of a capacity-building-focused social justice organization, so I’m going to try to host these conversations quarterly. They might even inspire me to comb my hair more often.
A few years ago, an ED colleague called me up, upset and frustrated. Her team had started mobilizing against her. What had started as a misalignment in priorities spiraled out of control, and now staff were having clandestine meetings. The once-friendly office was cold, to the point where staff would no longer say hi when she entered. When she tried to ask for feedback, the attempts were rebuffed, leaving her hurt and confused. Morale was at an all-time low, and she thought about quitting daily.
Another leader, in another city, was in a similar situation, but with a particular member of his team. A firing of a problematic staff member who had been close to this team member started a chain of events. Now all his actions and motives were suspect. Even the simplest thing—closing the office door to accept a phone call—was interpreted as a sign of malice. Other staff who had no issues with him were now being pulled into the drama, and a narrative was building that he was prejudiced against certain ethnic groups, which was deeply unsettling to a leader of color at a social justice organization. A faction that agreed with him on the firing formed to support him, and the tension between the two groups threatened the mission.
[Image description: Closeup of a brown puppy, snuggled in a checked grey-white-pink-black blanket. The puppy has nothing to do with this post. I just didn’t want to look at pictures of scary things to find a relevant image. Image obtained from Pixabay.com]
Right away, I could tell that the hotel was haunted. Or just really old. The elevator would occasionally bring me to the basement when I pushed the button for the third floor. Sometimes, it would stop on the second floor, and the door would open, but no one would be there. On the first night, the light outside the bathroom turned on at 5am. Since it was motion-activated, I didn’t think much of it, because these sensors can often be overly sensitive. On the second night, it did it again.
I was in Oakland for the Art of Transformational Consulting, a training led by the legendary Robert Gass of the Social Transformation Project. (Thank you, Haas Jr. Fund for sponsoring my participation). It was an intense one-week program, where the days often went from 9am to 9pm. During these hours, I and 29 other participants, mostly consultants or nonprofit leaders, learned from Robert and from one another. We examined the deepest corners of ourselves, we analyzed case studies, we worked in pairs and triads and groups and sat in large circles. I was constantly pushed out of my comfort zone, encouraged to do things that I never thought I was capable of: Meditate, communicate without words, exercise. Continue reading →