Illustration by Rebecca Ustrell 

From the narrative-changing storytelling initiative, “Driving Change From the Inside“,  a look at the DE+I movement in organizations across the country.

CHECK OUT THE FULL SERIES: Featuring Summaries, Key takeaways, and Video Highlights

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The saying goes: What doesn’t break you makes you stronger. That seems to be the case during the pandemic for Robin Hood Foundation, the largest poverty nonprofit in New York City. Because of catastrophes like 9/11 and Hurricane Sandy, Robin Hood already had procedures in place that enabled it to act decisively and respond quickly supporting at-risk communities during the pandemic. 

At the start of Covid-19, Robin Hood raised $90mm for grants across the city to improve the lives of people who were experiencing poverty as a result of the pandemic. But they’ve got their work cut out for them – now, and always. 

To gain greater insight into how the organization appears to be thriving through the pandemic and the overlapping racial justice movement, we sat down with the organization’s Chief People Officer, Stephanie Royal. 

As Stephanie recounts, “the murder of George Floyd really helped to inspire, mobilize, and accelerate action that had already started. There was such a tremendous outpouring of support within our organization to take the work that had already started even before I got here, and to really accelerate it to help us move toward becoming an anti-racist organization.” 

The phrase “becoming an anti-racist organization” stands out. Few I’ve spoken to call out the issue so overtly. This sentiment is indicative of Stephanie’s self-awareness and of the culture being nurtured at Robin Hood. When asked to comment on her upbringing in an upper middle-class Black family, Stephanie shared a sobering dose of realism:

“We’re not far from people who experience poverty on a daily basis within our own family. While my dad was able to go to college — he’s a graduate of Fisk University, a historically Black college — his education changed the game for our family. Part of why I’m so committed to the work that we do at Robin Hood is because we know that access to good quality education is a lever for economic mobility.”

Stephanie helps to illuminate that, for many of our DEIJ leaders, it’s not enough to strive for and achieve excellence. There are headwinds that make achieving and maintaining excellence more difficult. It’s imperative that we have people in leadership roles who have purview into what’s required to overcome poverty, and what’s needed to create a sustained cycle of mobility. 

She notes that, “We all know how disproportionately affected communities of color were with health disparities and Covid just made it even worse. We knew that we had to mobilize quickly, and do so in a way that was intensive and meaningful and really holistic.”

Through this learning and growing process Royal has seen that creating a culture of inclusivity and vulnerability requires an evolution of emotional intelligence across the organization. It means ensuring that everyone has the safety to respectfully express their views and ideas. Equally important to working to foster safety for underrepresented and under resourced groups, is having empathy for every voice in the room. Stephanie describes this need well:

“I can only imagine what it must feel like to be someone entering a conversation about race, never having done it before. Feeling like they should not be in the conversation because of a certain aspect of their identity, or having anxiety around it. It requires vulnerability, and it requires an incredible amount of self-reflection. Based on that, we do have responsibility, those that are further along this pathway, to bring along those that are not there yet.”

In our conversation, Royal offered insights from her journey as a professional, from Wall Street, to the classroom, to her current leadership role as Chief People Officer at Robin Hood. Her story is inspiring for those among us, who could direct our intellect and energy almost anywhere, but choose a path of curiosity, compassion, and purpose. 

Here are a few highlights from our conversation (full transcript), curated to help any individual or organization seeking to adapt to societal change and create a safe space for employees of all backgrounds, orientations, races, and beliefs. 

KEY TAKEAWAYS

To read the full interview and to follow the developments of “Driving Change” follow us at Curiosity Lab.

1. Dig deeper into your DEIJ Commitment

Listen and learn:

“We could not have meaningful conversations about DEI without reflecting on who we were as an organization. Were we reflective on racial, ethnic, gender, sexual orientation, ability, and cultural identifiers. Were they reflected in the staff at the time? No.”

“We took a comprehensive approach to how we’ve recruited, how we made decisions about hiring, how we onboarded our staff, how we made decisions about advancement and promotion,  so we could embody the values that we set forth.”

“During Covid, we engaged an outside consultant to continue the work of a wholesale cultural assessment. That was a very intensive process. A deeply meaningful and personal process. I know that the results will help to inspire that next level of work.”

“I think our staff would say they are happy to be here, very much committed to the mission. They’re participating and helping to develop a culture where everyone can be their authentic selves, continue to learn, grow, thrive and contribute to advancing our mission.”

Act:

Today, a commitment to DEIJ is crucial to the overall health of organizational culture. True commitment requires the willingness to continue finding and repairing gaps in equity and justice proactively. The investment of time and effort might be challenging. However, the rewards from meaningful education, engagement, and growth can be seen in employee values alignment, retention, and output in times of crisis and for years to come.

2. Understand the influence of policy

Listen and learn:

“After we worked on the talent side, we wanted to dig into policy, practices, protocols, procedures. Were they equitable? We continued to dig into the policies related to HR, vendor selection, legal, through a lens of diversity, equity and inclusion. I’ll say it’s a different organization now.” 

“There are policies within our cities and at the state and federal levels, that don’t make it easy to access fundamental needs such as quality affordable housing, high quality food, basic clean water. These are not distributed equitably across all communities in this country. Where you see inequity and lack of access somehow seems to align with under-resourced communities populated by people of color.” 

“We are trying to address issues of people experiencing poverty through grant-making to the amazing non-profits here in New York City, and across the country, so that direct service can be administered, so that people can access good quality food, quality education, and enter the sectors where jobs are abundant.”

Act:

We are all pieces of a larger puzzle. Being a proactive ally for DEIJ requires understanding the rules, procedures, and policies that affect inequity on a micro (in your lives and offices) and macro perspective (in our communities). Start by looking at areas of improvement within your own organization. Examine the procedures that might contribute to inequity and lack of representation. Compassion for our own areas of growth yields ideas and solutions that positively affect the collective.

3. Recognize the link between inclusivity and innovation

Listen and learn:

“We are a place that is welcoming to all people however they show up. I reinforce that in every conversation. I want people to be free, because if you’re not, you can’t do your best work.” 

“One of the things that we are most proud of is our Design Insight Group. DIG emerged from the work of our tech incubator Blue Ridge Labs, which works to help founders create tech solutions to some of the drivers of poverty. We invite people from under-resourced communities to work alongside our program officers to develop programs to help in relief efforts.”

“We can, in a very respectful way, engage the experiences of people who have lived experience with poverty and get their input, get their expertise, intelligence, and deep understanding around problem solving to help us find solutions. It’s also important that we compensate them at a level to help them gain sustained economic mobility, for themselves and their families.”

Act:

Great ideas can come from anyone, anywhere. In the case of fighting the causes of poverty, it takes first hand experience to illuminate the real problems and the blind spots in existing solutions. When wealth, education, security and power gaps exist, it can be difficult to build trust. Attention to thoughtful engagement and trust building, as well as ensuring fair compensation, can yield needle-moving collaboration and innovation alongside the communities that you serve. 

4. Invest in building trust and progress toward anti-racism

Listen and learn:

“In this type of work, which is so human, you won’t be successful unless you have a culture of trust and mutual understanding rooted in safety.”

“What results from those moments are meaningful relationships, deeper friendships, the willingness to step out of your own space and join someone. These are the experiences that make for a stronger team in this culture.” 

“There are people who are at different places on their journey of being able to address race, class, privilege, but we’re all on board. It is okay to be at the beginning of that DEI journey.”

“You have to be ready and open and provide the psychological safety for people to show up as they are, no matter where they are on their DEI journey.”

Act:

Language is important. So, leaders need to speak about the importance for all to be bought in and supported, no matter where they are on their DEI journey. At Robin Hood, becoming an antiracist organization is essential to their health and culture. They see the results in retention, innovation, and passion. Combining the business imperative with examples of tangible and measurable benefits of anti-racism help organizations and the people they employ stay committed to long term DEIJ goals. 

5. Gather a community of support and collaboration

Listen and learn:

“I found my tribe when I first came to New York City. A small group of Black women all working at banks. We relied on each other to make it, to draw upon each other’s good energy, and to share experiences so we could grow and thrive in a foreign world.”

“In my professional life, my responsibility is to care for others.There’s a team of people that look to me for support, for answers, for guidance, and that can be very lonely if you don’t have your own place of respite.”

“I know that I’m a role model to our junior staff. I have to show up for them and be my best self and make myself available to help them understand that this can be their seat as well.” 

“We want to be partners with other nonprofits, other philanthropies, government, corporate communities, because we know that philanthropy cannot solve poverty alone.”

Act:

You can’t go it alone. Whether you are early in your career or sitting at the top, resilience requires teamwork and support. This is crucial for individuals from under represented groups because of the combined psychological and systemic hurdles that lay as obstacles. Peers and mentors illuminate roadblocks and strategies for presenting your best self. For marginalized individuals and groups, allies, and institutions, we get further by identifying values and goals alignment, and pursuing necessary work, in partnership.

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Watch or listen to highlights of Michael and Stephanie’s conversation:

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About the author

Michael Tennant is a founder, writer, and movement-builder dedicated to spreading tools of empathy and helping people find their purpose. Before founding Curiosity Lab, Tennant spent 15-years becoming a media, advertising, and nonprofit executive, and delivering award-winning marketing strategies for companies like MTV, VICE, P&G, Coca-Cola, sweetgreen, and Oatly.

Tennant founded Curiosity Lab in 2017 and created the conversation card game Actually Curious. Actually Curious became a viral sensation in 2020 during Covid-19 and the rise of the racial justice movement for helping people build meaningful connections and to tackle the important topics facing our world. 

He has channeled his business success and momentum into a sustained movement supporting BIPOC and other underrepresented communities through speaking, writing, leadership, mentorship, consulting, partnerships, and talent-pipeline programs.

Illustration by Rebecca Ustrell

From the narrative-changing storytelling initiative, “Driving Change From the Inside“,  a look at the DE+I movement in organizations across the country.

CHECK OUT THE FULL SERIES HERE: Summaries, Key takeaways, and Video Highlights

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During the same summer that two billionaires made private space travel a reality, NASA announced an $18M investment in STEM diversity. But what’s it look like behind the headlines?

NASA’s investment in STEM diversity signals that the importance of recruiting, training, and maintaining a diverse workforce has risen in priority. This is a positive sign following a year that saw our nation wake up to the realities of injustice and inequality and their effect on government public service (law enforcement in particular). With government agencies under a microscope in the wake of an embattled and racially charged Presidential transition, we were grateful to have the opportunity to sit down with Edward Gonzales, Diversity, Equity and Inclusion lead for Heliophysics at NASA Goddard Space Flight Center, as part of our series Driving Change from the Inside.

Eddie describes his childhood in West Covina, California as something like “Leave it to Beaver,” the idyllic 1950 tv series. However, he says his neighborhood started to change when he was about eight due to a growing gang – and police – presence. He describes it as going “from crayons to handcuffs in a very short time.” When he was 13, his father passed. Then, just months later at age 14, he was heading home from baseball practice when he heard sirens. Suddenly, police cars were everywhere and he knew something bad was going down. What he didn’t expect was to end up brutalized and handcuffed in the back of a police car. 

Turns out the suspect they’d been chasing was a 6’4″ blonde haired 30-something. Given his treatment at the hands of the police, his family filed an accusation of police brutality. He describes that as game changing; it ruined his life at the time. 

“When I walked to school, I was harassed by the police. When I was old enough to drive, I was pulled over probably about five to six times a week. Most times, they’d make me late for school. Try to explain that to a homeroom teacher. They never believed my reasons for being late because a lot of teachers, families, and students saw what happened that day and assumed that I deserved it and must have done something wrong. No one would listen to me. It really had a domino effect. That one day of being harassed and complaining about it. I paid the price for it throughout my high school years.”

Right out of high school, he got his girlfriend pregnant and worked multiple jobs to support his young family. But a neighbor who believed in him suggested he take a job at an LA law firm in the mail room. He did. And like an American dream, he worked his way up from the mail room to coordinator, then supervisor, then manager. He credits much of this to his father instilling a work ethic in him at an early age. 

And – though he passed decades before Eddie took his first role at NASA – his father was instrumental in that move as well. When Eddie was five, his father brought him into the house and said, 

“I want you to see this. It was Apollo 13. Not the movie. The actual Apollo 13 when it was happening for real. And for those of you that are unaware of Apollo 13, I encourage you to Google it. These astronauts were on their way to the moon. They ran into an anomaly, and not only were they not gonna make it to the moon, there was a good possibility that they weren’t gonna make it back to earth. But the flight director, Gene Kranz, and the amazing people that worked at NASA as a team brought those astronauts home safely.”

Beyond the clear fact of introducing a young Eddie to the otherworldly idea of supporting missions to outer space, he says it shaped his thinking in a way that persists today. “Failure is not an option. Let’s come up with solutions … watching that whole thing take place, I thought, I want to work for NASA. Not as an astronaut. But as some sort of problem solver. And if I could help people, that would be my dream.”

He joined NASA in 2001. His 20 years there has seen him in many roles. However, from his first day on the job he found himself naturally drawn to the role of mentor and connector. Yet it was not until 2018 when his title first recognized his passion as Principle of STEM Engagement for Underserved and Underrepresented. And just this year he was named Diversity, Equity and Inclusion Lead. In a wide ranging interview, Eddie describes his early childhood, the persistent cultural forces, and the work journey that led him to the role he has today. He also outlines the evolution of NASA’s equity journey – both highs and lows. 

KEY TAKEAWAYS

Here are a few highlights from our conversation (full transcript), which should be helpful to any individual or organization seeking to create a safe space for employees of all backgrounds, orientations, races, and abilities to feel confident that they will not be exposed to discrimination, criticism, harassment, or any other emotional or physical harm.

1. Inclusion takes active leadership

Listen and learn

“One of the things that I’m really excited about is our leadership. Not just in Heliophysics, my division, but as a center. They want to make a difference. They want to make a change. I mentioned to them that conversations are going to be uncomfortable, and if they weren’t uncomfortable, then we’re not talking about diversity. So they’re in it. I’ve seen a lot of changes already. I’m excited about it.”

“It’s gotta come from our leadership. They have to be champions of this work, and they are. It also takes community. I love celebrating the role our affinity groups play. Using the AISES group as an example, which is a Hispanic, Latinx affinity group at Goddard, they are amazing at not only taking care of “their own,” but supporting others who are moving to the area and in need of advice. The types of advice that make people feel important, make people feel safe, make people feel equal. The affinity groups are playing a huge role. Whether they’re an ally or whether they actually belong to that affinity group. I think that plays a huge role in being successful. Having a place where people feel equal, important and safe.”

Act

We hear it all the time: change starts at the top. But the reality is that leadership comes from every point in an organization. Not only do we need to see diversity reflected in all levels, we need to actively infuse our management and hiring processes with the tools to empower leaders to do more than set goals, but to achieve them. 

2. Say it loud, and outloud

Listen and learn

“In 2008, a memo went out to everyone at NASA Jet Propulsion laboratory. In that memo, it said, if you have any piercings, if you have any tattoos, if you’ve got pink, green, purple, whatever color your hair is, we want you to bring your personality to work. We are eliminating the dress code. Now, as long as it’s not of a sexual nature, or it’s going to offend somebody, feel free to be who you are.”

Act

Maybe your organization doesn’t yet reflect the diverse picture you imagine. Maybe there are issues of diversity you’ve not yet considered. From “professional hair” to “business attire” we create limitations on who can (or “should”) belong in our organizations. Making a clear statement that everyone is encouraged to openly express who they are, to truly be who they are, opens a door to diversity. 

3. Active listening is essential

Listen and learn  

“When I went to NASA Goddard in 2018…if you will recall, after Rodney King there was George Floyd, may he rest in peace. Because of that, our Center started having listening sessions. People would talk about different things that have happened to them in their childhood.”

“The people that work at Goddard, specifically, the white people, if you will, don’t take the approach of making all these necessary changes. They’re here to listen. “What is it that we can do to be a better ally for you?” They’re not trying to overstep, saying, “Okay, I have a Mexican friend, so therefore I’ve got this all figured out. No. They’re really in it to win it. And they’re doing all of the necessary things. I believe. It starts with educating yourself. Figuring out ways to do that. You could then go to some of the affinity group meetings and listen. You could go to different listening groups and hear the challenges that under-represented groups may go through, that they may not have ever gone through.”

Act

From coffee carts to moderated chats and regular listening and discussion sessions there are many ways that organizations can create discourse among different employees. And differences range from race and class to job titles, departments and divisions. Organizations that encourage open communication foster a level of understanding that will fuel compassion and creativity. 

4. Mentorship is a valuable investment

Listen and learn

“Our network is our net worth. It really is. There are non-traditional ways of bringing in people of color from underserved, underrepresented communities. They just need the opportunity.  We want to make sure that we create and tell them about those opportunities.”

“NASA continues to collaborate and partner with organizations to let them know that we’re here and we’re going to let them know about internship opportunities, early career hire opportunities, mid-career opportunities, and so on. If we are looking for a specific engineer, say, in Computer Science, that knows how to use a specific coding software program. We can go to minority serving institutions, HBCUs, and so forth and ask them to pull resumes that match. We can provide resumes that NASA may not have been able to see or have access to…. We’re letting the lab chiefs and people in decision making positions know that these organizations exist.”

“When I mentor students, they ask me, “Eddie, what can I do to pay you back?” And I always say “pay forward.” Mentor the next generation of leaders that are coming. If somebody asks you a question, respond. Respond to your emails. If you do a presentation at a school or an elementary school that you used to go to, notice if there’s a child in that room that really needs help. Help that person.”

Act

Identify organizations, universities, and community groups with which you can partner to open new pathways to success. Recognize that excellent employees come not just from “top universities” but may well have had to attend night school or community college while supporting a family and being an excellent employee at several part time jobs. And, as an individual, invest your time and energy in conversations with new hires or information seekers. The investment will pay dividends. 

Watch or listen to highlights of Michael and Eddie’s conversation:

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About the author

Michael Tennant is a founder, writer, and movement-builder dedicated to spreading tools of empathy and helping people find their purpose. Before founding Curiosity Lab, Tennant spent 15-years becoming a media, advertising, and nonprofit executive, and delivering award-winning marketing strategies for companies like MTV, VICE, P&G, Coca-Cola, sweetgreen, and Oatly.

Tennant founded Curiosity Lab in 2017 and created the conversation card game Actually Curious. Actually Curious became a viral sensation in 2020 during Covid-19 and the rise of the racial justice movement for helping people build meaningful connections and to tackle the important topics facing our world. 

He has channeled his business success and momentum into a sustained movement supporting BIPOC and other underrepresented communities through speaking, writing, leadership, mentorship, consulting, partnerships, and talent-pipeline programs.

Illustration by Rebecca Ustrell

In the pop culture zeitgeist “Game of Thrones,” the Hand of the King bears the burden of their leaders’ whims. So too might our generation’s diversity, equity, and inclusion (DE&I) leaders when the health of an organization hinges on its leadership’s ability to foster a feeling of safety internally. That means creating an environment where employees of all levels, backgrounds, and abilities feel confident that they will not be exposed to discrimination, criticism, harassment, or any other emotional or physical harm. 

Life on the front lines or cutting edge of anything can be a lonely place. But particularly heavy lies the crown of those who are the cornerstones of transforming the future of workplace culture. 

With this in mind, we’d like to introduce some of the leaders on the front lines of the diversity, equity, and inclusion movement. These leaders’ each have a personal story that informs the work they do and how they got there. They also posses practical knowledge and experience that can help others make lasting change in their organizations. Over the next few months we’ll share conversations with DE&I leaders from a range of organizations to understand, and learn from, their efforts to support enduring change. 

History repeats itself

Last year, organizations across the country pledged to make advancements in diversity equity and inclusion in response to the racial justice movement that arose following the murder of George Floyd. Outraged by the actions of public officers, our country began to look inward at the inequity and injustice surrounding us. Once again, it exposed the lack of representation, psychological and even physical safety existing in our communities and places of work. So, a generation of newly minted and veteran DE&I leaders were empowered – and pressed – to devise and advance equitable agendas. 

Meanwhile, optimistic albeit cynical onlookers like myself (an entrepreneur and self identified corporate refugee) could not help but recall similar awakenings in the past. This isn’t the first time outrage has rippled through corporate America. Unfortunately, time and again, we’ve witnessed committed companies and leaders fade into the chorus beneath the lead notes of profits and quarterly goals.

An empathetic approach

After a year working with these leaders as an empathy training consultant, I learned that many of them have overcome a kaleidoscope of challenges themselves. I chose to lay my judgments to the side and to see them as the allies and change-leaders that they are, particularly given a lack of precedent (and often leadership) to guide them. 

In an effort to support other optimistic and like-minded leaders, I decided to do my part to help unlock and share their wisdom, elevating their voices so that peers and supporters can hear them. This new project, Driving Change From the Inside, distills insights from intimate conversation with leaders at a range of organizations including NASA, NPR, Robin Hood Foundation, and Havas Group. It is about those who are leading the charge of change to correct issues of discrimination, harassment, emotional harm, and inequity.

Tactics and takeaways

The series dives into the practical tactics and best practices leaders want to learn about and enact. It also offers an intimate look at the people serving in these roles. What we find is that their success requires the passion and support of all the people around them – from the CEO and the board to the entire executive team and leadership team, and rank and file employees who share the mission and belief. 

We hope that viewers and readers will open their compassion as they experience the backstory of these individuals as well as the complicated layers of their present. As one interviewee said, “we’re running the same race but with different roadblocks.”

Driving change

All of our interview subjects have attained great achievement. Their stories are remarkable, but far from over. These conversations provide insight into the work required to establish and maintain a culture that fosters the DE&I agenda, including the steps our guests have taken, the processes and procedures they’ve implemented, and the support systems they’ve needed to achieve short- and long-term goals. 

In the absence of an inclusive and empathetic past to guide us, these pioneers are writing a guide book that we all can put to work in our own organizations. Through these conversations, we can begin to understand the “why” behind what leaders do that equips them to show up day after day in the arena, bloodied while projecting grace, and Driving Change From the Inside. Their experiences and insights give us hope and support as we shape the future of work with diversity and empathy at the core.

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Key takeaways, highlight videos and full interviews:

Safe Space: Exploring NASA’s equity efforts with Edward Gonzales

Precious resources: Havas’ Juliana Akoumouh on the competition for diverse talent

Reflecting America: Michael Smith on putting the public back into NPR

Accelerate mobility: Robin Hood’s Stephanie Royal on how anti-racism fuels innovation

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About the author

Michael Tennant is a founder, writer, and movement-builder dedicated to spreading tools of empathy and helping people find their purpose. Before founding Curiosity Lab, Tennant spent 15-years becoming a media, advertising, and nonprofit executive, and delivering award-winning marketing strategies for companies like MTV, VICE, P&G, Coca-Cola, sweetgreen, and Oatly.

Tennant founded Curiosity Lab in 2017 and created the conversation card game Actually Curious. Actually Curious became a viral sensation in 2020 during Covid-19 and the rise of the racial justice movement for helping people build meaningful connections and to tackle the important topics facing our world. 

He has channeled his business success and momentum into a sustained movement supporting BIPOC and other underrepresented communities through speaking, writing, leadership, mentorship, consulting, partnerships, and talent-pipeline programs.