A Guide to Anti-Racist Stretch Goals: What It Means to Be Anti-Racist and How to Take Action


The anti-racist stretch goal is s a core element of the Authentic Solidarity Program that pushes us to take action. It’s about building new practices, stepping outside of routine, creating neural pathways, building new muscles, and getting out of your head. It’s about taking your equity and inclusion values and making them real

To be successful in your anti-racist stretch goal, it is important to choose a goal that is uniquely tailored to your experience, passions, skills, and platform. I will describe what the anti-racist stretch goal is and provide you with examples to support your implementation of a goal that makes ​​sense for you.

There are three core ideas that inform the anti-racist stretch goal that we must take into account before getting started.

#1:  What does it mean to be anti-racist?

#2:  How does racism show up in the world, and where can you intervene? 

#3:  What is a stretch goal?

Let’s take these, one by one.

#1:  What does it mean to be anti-racist?

The idea of being anti-racist has been around for a while, but became popularized in 2019 when Dr. Imbrim X. Kendi wrote: “How to be an Anti-racist.” In this work, Kendi quotes famous civil rights activist, Angela Davis, explaining:

“in a racist society, it’s not enough to be non-racist, one must be anti-racist.”

Below, I will describe my take on what Davis and Kendi mean by being more than just non-racist. To hear more on Dr. Kendi’s anti-racist definition, see here

Being non-racist means refraining from being racist, right? Most of us today, when we think of racism, we think of things like telling racist jokes, only hiring White people, making ill assumptions about people of color, or more serious incidents like BIPOC targeted police brutality. We think of racism as serious, overt actions that “other people” do. 

So, if I don’t do any of these things, that means I am not racist and have done my part, right?. Unfortunately, the systems of racism and inequality are so deeply rooted that simply refraining from overtly racist acts is not enough. Being anti-racist goes that step further. 

Many people are starting to see that simply being non-racist isn’t enough to create meaningful change. My favorite synonym for being anti-racist is to be “pro-active.”  Rather than waiting for something racist to happen, what can you do to get ahead of it?  Or rather than refraining from feeling judgmental towards people of color, can you make an effort to understand why you have that initial perception and then shift towards acceptance?  (Only if you really mean it though).  Rather than making sure you don’t discriminate against people of color in hiring, what if you made an extra effort to recruit qualified candidates of color?  These are all definitions of anti-racist actions vs. non-racist actions.  Being proactive, making an extra effort, and intentionally amplifying the achievements of people of color, are all part of being anti-racist.  

#2:  How does racism show up in the world? (So you can pick a focus)

Ever heard of a SMART goal? (If not, you can learn more here.)  I like to focus on what the “S” stands for, which is SPECIFIC.  The idea being, that the more specific your goal is, the more likely you are to focus your energy and actually achieve an outcome.  So, how do you get “specific” when it comes to racism?  Racism is a complex, multi-faceted, long-standing dynamic.  

To be successfully anti-racist, I don’t think you need to study the intricacies of how racism functions in society, but I do think it is key to have a general understanding of the four primary ways racism shows up in society. 

The  four primary ways racism shows up in society are:

  • Individual:  Within oneself
  • Interpersonal:  Between two or more people in a relationship
  • Cultural:  Within messages, symbols, films, books, and shared assumptions
  • Structural:  In the legal structures of organizations and institutions

And of course, these all overlap and influence each other, but let’s look at them briefly one by one.  

Individual (Within oneself):  Racism lives within each one of us that has grown up in a racist society.  It lives in our thoughts, beliefs, stories, assumptions, and unconscious associations we make about people of different races.  Research shows that every single one of us is biased as a human, along all different vectors, race certainly being one of them.  Changing our thoughts and beliefs is hard, but possible for humans.  We can become more self-aware if we are willing to try.

Interpersonal (Between two or more people in a relationship):  Racism also shows up in our communication with each other.  When you show up to your child’s first day of school – who do you choose to talk to or introduce yourself to?  During a team meeting at the office or group discussion, who gets the most air time?  These tendencies to be around and offer preferential treatment to people who look like or remind us of ourselves is called inter-personal racism.  

Within culture: Racism shows up within culture through the constant flow of information and entertainment that we all digest. Movies, streaming series, advertising, symbols, history books, music, etc.  All things which inform our collective thoughts, beliefs, and actions. And when these different forms of media reinforce racist stereotypes or assumptions, we are being influenced by racism within our culture, which can be extremely powerful in upholding a racist society.. Therefore, we can define cultural racism as the patterns of interpersonal relationships getting played out at large across society. 

Within legal structures:  While all areas of racism are important and worth attention, this fourth area is often considered the most important. However, strangely enough, it is often the most overlooked.  Note:  Many, many organizations have their take on these four levels, some use five or more.  The World Trust Educational Center uses this graphic. The National Museum of African American History and Culture at the Smithsonian describes it this way.

While many of our laws have since been refined, for hundreds of years there were legal systems in place that discriminated against people of color, particularly Black people. The effects of those discriminatory laws are with us still today.  Until the 1970s, Black people were legally turned away from acquiring bank loans to buy a house as well as to attend universities they were equally or more qualified for. The way wealth works in this country is that it gets passed down and accumulates, primarily through homeownership, generation to generation. – it’s the single largest driver of wealth in the country. Therefore, through legally sanctioned discrimination, people of color have been historically locked out of access to build wealth.  Pulitzer Prize winner Nikole Hannah-Jones describes the history of legal discrimination against Black people and its relationship to building wealth in the US here.  

No single one of these areas alone will eradicate racism, yet all of them are crucial.  As my participants draft their stretch goals, I recommend focusing on one area deeply.   Are you going to work on deepening your own self-awareness of your racist thoughts and attitudes?  Are you going to work towards speaking up more about racism that you witness or are a part of in relationships?  Are you going to contribute to cultural change through writing or producing art?  Are you going to organize to change laws and policies, either in government or in your company/organization? Know that being an anti-racist is a lifelong journey, you can devote a year or more to one area and then move on to another. 

#3: What is a Stretch Goal?  

The “stretch goal” is a common idea in leadership development and behavior change. The basic idea is the following: Choose a goal that is not so outside your comfort zone or what you are used to that you panic or freeze, (The Red Zone) but also not something so close or familiar that you aren’t challenged at all, (The Comfort Zone).  The idea is to be just uncomfortable enough that you are learning and growing, (The Green Zone).

Let’s look at this idea of a “stretch” with a racial equity lens. For many people, taking any action at all around race is intimidating.  Immediately, many people feel like they are in the panic zone.  

So, if that’s the case, be real with yourself;

What can you do that isn’t so scary but is a bit more than you are doing now?  

Here’s another thing.  I can hear my colleagues of color taking deep breaths as they read this, trying to manage their frustration with White people who are “so scared” of taking any action.  Let’s look at this, fellow White people. What are we actually scared of when confronted with the prospect of examining our internal racism, speaking up around race, putting some anti-racist art or messaging out there, or organizing with others for more anti-racist policies?  Damaging our reputation? Losing credibility?  Rupturing important relationships?  Probably some combination of these fears is coming up for you.  And these are legitimate fears! The stakes are pretty high professionally and personally for getting it right when having conversations about race. We don’t live in a culture that allows for a lot of mistakes.  It does seem sometimes like one slip of the tongue, and you could be “canceled.”  This is the reality we live in, and it does need to be taken into account when considering your stretch goal.  

While these fears are real, let’s look at what our colleagues of color face in the workplace, what they might be scared of, and what’s at stake for them.  Every day the challenge of re-training people to think of them as competent, qualified, “easy to work with”, and not a threat is present, if not in the foreground, in the background of everyone’s consciousness, including their own. Every day the prospect of being stopped by the police, or someone they love being stopped by police and being mistreated either verbally or physically is in the background.  Every day, navigating the question of the impact their race has on interpersonal and professional dynamics; did I get that promotion because of my race?  Did I get passed over for that promotion because of my race? Can I give my supervisor feedback, or will I be perceived as a problematic employee because of my race?  Every “risky” moment that we all face in navigating power dynamics, is that much riskier if you are Black or a person of color.  

So, when thinking about risk-taking (which is basically what a stretch is), I suggest to my White clients and partners, what if you thought about what could be gained from this risk, rather than what could be lost?  What if by talking more openly, honestly, and bravely about race in the office; you gained more trust among a broader, more diverse group of staff?  What if your risk-taking added to your credibility?Because even when you made a mistake, you owned it, apologized, and then were able to move on. What if Black employees, peers, and colleagues felt more seen and appreciated – felt the effort to really see and appreciate them. What if that could lighten their daily stress load and allow for more creativity and calm throughout the office?  If all of that were possible, wouldn’t it be worth it? That’s the thing about learning and growth, you can’t really get the rewards without the risk. And usually the greater the risk, the greater the reward. 

If equity and inclusion are something you truly care about and genuinely want to experience, you aren’t going to have that experience without taking the risk.  

Let’s look at some examples of anti-racist stretch goals:

  • Call-in my colleagues to anti-racism by naming and noticing unconscious racism when I see it. (Inter-personal)
  • Add IDE (i.e., equity and belonging) as a standing topic to the monthly meeting with the expectation that leadership will cascade topics and conversations to their teams. (Inter-personal and Cultural)
  • Increase racial diversity by 20% on the Executive Team via proactive recruitment. (Inter-personal and Legal/Policy-oriented)
  • Build a social & racial justice lens to our innovation launches, bringing tangible new products to market as a clear and bold commitment and point of differentiation. (Cultural)
  • Ensure that an inclusive process, across race and other historically marginalized identities, exists for assigning task force project opportunities for career development, by end of Q1. (Inter-personal and Legal/Policy-oriented).

Notice that the goals span interpersonal, cultural, and legal realms. They are also specific and measurable, with many including specific time frames. The degree of risk must be determined by each person, leader, and team.  

What is your anti-racist stretch goal? How will you challenge yourself to go beyond being non-racist and be more pro-actively anti-racist, or pro-actively and intentionally inclusive across race? What feels like a do-able stretch for you? How can you step outside your comfort zone without panicking and stick with it?  What is a small but significant change you can make consistently over time? And finally, who can support you? Choose a friend or colleague that you can share your goal with and talk about how it’s going in order to help you stay accountable. I’d love to hear more about your stretch goals here. The more transparently and openly we all talk about how to make our values of inclusion real, actionable, and measurable, the closer we get to moving towards justice.

Grief and Renewal in Times of Transition

For most of us, 2020 has been marked by loss.

Hundreds of thousands of fellow Americans have lost their lives — or those of family members — to the coronavirus and COVID 19. As has been well documented, the pandemic has disproportionally affected communities of color.

Ongoing racial injustice – historical and present-day — continues to result in the loss of additional Black and brown lives. Police brutality and lifetime prison sentences continue to afflict minority communities while Native Americans continue to mourn the loss of their ancestral lands, culture, language, and more. All of us, if we stop and look, have to face the loss of human and civil rights — either our own or those of our neighbors.

Over the last six months, we’ve also lost our routines. Parents have lost child care and youth have lost their schools, friends, and their primary places to socialize. So many have lost their jobs, their homes, or their sense of security – and again, these losses are carried disproportionately by people of color.

In a stunning and stark reality that has been brewing for nearly four years, we are on the brink of losing our democracy and the institutions upon which it is so fragilely built.

Are we also losing our collective grip on reality?

There is so much loss and so much grief.  But how should I grieve?

What function does grief have in society? Is it best done alone or among others? Do I risk going into a dark place I can’t get out of? What if I don’t know what to say or how to respond to someone else’s grief?  

These are all questions that were alive for me when a colleague, Erica Peng, invited me to a ‘grief ritual’ online, in community, last week. Despite how much I was walking into an unknown experience, it felt right. I NEEDED it.  And the experience was profound.

Here are three big learnings that happened to me that will help me continue to grieve while holding space for others who need to grieve as well:

3 Steps to Grieving

#1 The Setup Matters

Before coming to the grief ritual, I had made a deal with myself. If I got overwhelmed, I was going to give myself permission to leave. When I arrived, the facilitators had set up a wonderful list of intentions to help keep the container safe and inviting. The intention that made the most difference for me was an offering to meet with one of the co-facilitators, a trained somatic healer, in a private one on one space, if anyone was feeling overwhelmed. In this way, you did not have to “leave” the community, but you could get a tailored kind of support, respecting you may indeed feel overwhelmed, to help you stay connected rather than opting out altogether.

While I didn’t find I needed to take advantage of the offer, knowing it was there calmed my nervous system tremendously. Other intentions that were meaningful included: acknowledging the courage that it took to come, confidentiality, and a reminder that while we may be remembering moments of pain and harm, the harm isn’t here now with us today in this space.

#2 Share the Labor:  Your Grief Allows Me to Touch Mine

This was a new idea for me. We were invited to give gratitude to others in our group for expressing their grief because when they do, they are lightening the load for all of us. To witness someone else feel into their pain and begin to release it, it was as if all of our loads began to lighten. As people began to cry and release, emotions I had stuffed deep down began to surface, and I started letting them go. I thanked those that cried first and I meant it from the bottom of my heart.

#3 Move In and Out of Darkness and Light

We spent three hours together in the grief ritual. We grounded by calling in how we are resourcing ourselves lately, which reminded us of our natural resilience (this was by design to do first our facilitators later shared). Throughout our time together, we read poems, we breathed, tapped our bodies, and sang. We learned a call and response chant and our facilitators played drums. We brought symbols that were meaningful to our grief and the wisdom of our ancestors known and unknown.

For me, there were moments of deep sadness, but also moments of giving and supporting others by simply holding space and witnessing, which also served as a break from my pain. There were moments when I simply paused and rested, there were moments when I felt light and joyful, and moments when I dipped back into my sadness.

Disability Rights, Racial Justice, and Radical Summer Camp

“Crip Camp,” the 2020 Sundance Film Festival Winning documentary, recounts how a summer camp designed for people with disabilities led to a revolution in the 1970s.

I was moved by the passion and persistence of the real-life activists featured in the film and saw so much relevance to today’s work of fighting to end structural racism and also re-imagining education.  

Continue reading

In Conversations About Race, ‘Safe Space’ is a Cop Out

We are in a moment, as Angela Davis would say, of “radical reckoning” with respect to race. White people are waking up to the vast difference in our experience compared to our friends, neighbors and co-workers of color. Our histories are different, and our present experiences are different, even when we live in the same neighborhood, go to the same school, or work in the same building. White people are seeing how truly segregated our lives still are. Real integration — in our schools, our neighborhoods, our churches, and our work lives —  has failed. Collectively, we are finally starting to talk about this failure.  But it is not easy. Black, Indigenous, and People of Color often have vastly different experiences than White people even in the same conversation.

 

Here are few examples of these differences that I see showing up in organizations:

  • An email exchange in a large women’s empowerment network post-George Floyd blows up because years of unchecked micro-aggressions finally get called out. The White women feel shamed, embarrassed, and confused. The Black Women, and Women of Color, feel some relief, but the resistance of the White women triggers both anger and exhaustion.
  • A multi-racial social justice network adds to their norms that space be made for BIPOC (Black, Indigenous and People of Color) to speak first in the debrief of a presentation.  Questions and comments from White people are taken only if time allows. BIPOC feel seen and appreciated in new ways, while many of the White people feel left out and express themselves at length in online chats.
  • A company begins recognizing that systemic racism may be playing a part in the fact that their leadership is mostly White. Race starts to be a topic that comes up frequently.  The mostly White staff complain, “I can’t say anything anymore.” The staff of color on the other hand, say “acknowledging the problem is just the first step; we’ve barely begun.”   

When any of the scenarios above arise,  someone in charge is likely to say, “We need to deal with this!  Let’s facilitate a conversation to try and bring people together.” 

Navigating Tough Conversations

As a seasoned facilitator myself, I know that the first step in navigating tough conversations is  to develop a good set of ground rules that guide the way participants will engage in that conversation before launching into it.   

Unfortunately, when addressing potentially uncomfortable race issues, a common trend I see come up again and again during the ground rules conversation — the conversation before the conversation — is this: White people will request that the conversation feel “safe” and that everyone “assume best intentions.”
The result of these requests is that BIPOC feel silenced from the get go. Should they make any of the participating White people feel unsafe by sharing their actual experience, they will be pegged as ‘the angry BIPOC employee.’ In these scenarios, the stakes are especially high for those who identify as Black.  

When talking about the need for creating a ‘safe space’ such as in the scenario above, it is important to consider two key questions:

  • What does “safety” mean when talking about race?  
  • Does  “safety” mean the same thing for White people as it does for Black, Indigenous and People of Color?

When White people ask for “safety” as a prerequisite for even beginning a conversation about race, the impact on Black, Indigenous and People of Color is often: “You have to be f-ing kidding me?!”  When Black people are shot and killed by the police regularly, when their competence in the workplace is constantly questioned, when the only neighborhood where they can get a loan approved is a high crime area, the fact that White people would ask for “safety” before having a conversation is the ultimate expression of privilege – the luxury of not needing to know or care about the context of danger in which Black people live on a daily basis

It also plays directly into the myth that Black people are dangerous. Many of my Black colleagues have shared with me that this lack of awareness from White people is deeply painful for them.  

And it is.  

However, underneath the request for ‘safety’ and ‘assuming best intentions’ is an expression of a different kind of risk. Entering into a conversation about race in which many White people believe (rightly so) that they could say something triggering or harmful to People of Color — and that this will be noticed and probably commented on publicly — feels risky.  And it is risky. But we must then ask: What’s at risk? Is it a human life? No. Is it a sense of identity and belonging? Probably. If my White identity is built around me valuing diversity, appreciating human beings regardless of race, and of being thoughtful, sensitive and inclusive, and this gets called into question, it can indeed feel deeply painful. And if belonging and feeling accepted in this multi-racial group matters, having that sense of belonging threatened feels risky too.   

Let’s acknowledge that these two risks — losing and/or shortening one’s life due to structural racism vs. a loss of identity and belonging — cannot be compared.  They are in two totally different spheres.  So, White folks, let’s not use or request the safety parachute for these conversations — It’s a cop out, and it is just too painful.  

Alternatives to Safety: Start Somewhere and Grow

So, what ground rules can create containers for productive conversations about race? What’s the alternative to safety? This poem by Micky ScottBey Jones offers an alternative. The first few lines of the poem recognize that:

“There is no such thing as a ‘safe space”’ — We exist in the real world. We all carry scars and we have all caused wounds.”

This deeply human recognition that we have all hurt others, and we all have hurts, different as they may be, allows us to connect to our own and each other’s humanity, and invites us to drop the notion of “safety” altogether, because the notion itself is not even realistic.  

Later in the poem, one of my other favorite lines is:

“We have the right to start somewhere, and continue to grow.”

Rather than asking for assurance that everything we (especially us White folks) say will be seen in a positive light, this line asks us to be compassionate with ourselves and non-judgmental with each other, because we all have to start somewhere, and to simultaneously hold that we all have the capacity to grow. As a White person, I can totally live with this. I can let go of my need for safety (i.e. to be fully understood in my good intentions) if I can also recognize that I am on a journey of growing and evolving. 

“We have the responsibility to examine what we think we know.” 

This is a powerful call to action for us White folks especially, not to be passive or extractive in conversations about race.  

Creating a truly integrated multi-racial space in which power is shared, requires a mutual investment in examining our beliefs and being open to those beliefs changing. This is a responsibility — it’s a requirement, I would say — especially for White people, in creating a truly integrated space.  

Really good ground rules should be oriented towards not only what does one need from the group to show up fully, but what will one give to the group so that others may show up fully. I sense in my facilitation that us White folks have been socialized to think of ground rules as an opportunity to ask for what we need from the group. When we consider the generations in which our needs as White people have come first, stepping into a multi-racial space in which we are committed to making a truly integrated space, should be seen as an opportunity to  give  to the space.

Letting go of safety and acknowledging that we are all starting somewhere, and growing, allows us to be more human – with ourselves and with each other. It doesn’t give us an “escape route” if things get hard, but it does open the door for self-compassion. Actively participating in questioning our beliefs, rather than advocating, explaining, or making really great points, also invites connection and builds trust.  This communicates that we understand that the world has tried to shape us in ways that divide, and that no one is immune to this. Trust comes not from absolving oneself from the impact of white supremacy, but from noticing it and actively questioning it. 

I hope we can all embrace the words of wisdom from Micky ScottBey Jones and create more brave (rather than safe), multi-racial, truly integrated spaces.  

Five Tips for Organizational Leaders Who Want to Respond to Systemic Racism

The public outrage over the murders of George Floyd, Breonna Taylor and Ahmuad Aubrey, and the reckless behavior of Amy Cooper are catalyzing all kinds of action.  While the violence at protests is getting the most media attention, individuals and organizations are expressing solidarity in a myriad of ways.  I am finding even White leaders who haven’t necessarily been at the forefront of racial equity movements are seeking out information and guidance about how to step up for and stand by People of Color. As you move up your allyship, here are five tips for organizational leaders (particularly but not exclusively White leaders) to consider when responding to systemic racism.

#1.  Refer to the Individuals Who Were Killed by Police BY NAME. 

I have recently observed my colleagues of color have to do the work of asking well-meaning White leaders who refer to “the recent tragedies” “these difficult times” or “our current context” to honor the dead by speaking their names. Refer to those who were killed by the police by name; George Floyd, Breonna Taylor, and Ahmuad Aubrey (and the list goes on).  If you want to up your game as an ally, feel free to request your White colleagues do this as well. Racism is sneaky, it thrives in vagueness and gets torn down by explicitness.

#2.  Take a Stand and Make it Known.

By taking a stand, I mean consider; what is your position on systemic racism? Identify what you believe in and then share it publicly. Your critical race analysis may be new, you may have lots of questions, and you don’t need to have it all figured out. Your staff, colleagues and partners need to hear you say that you are taking a stand against race-based brutality.  For example; “We at (name of organization) condemn the violence against Black and Brown communities and are committed to doing our part to bring an end to this brutality.”

#3.  Contribute Financially to a People of Color Led Effort.

Money isn’t the only way to contribute, but it is an important one. The wealth of our nation is based on stolen land and racially biased lending practices.  Making a financial contribution that acknowledges and recognizes this, is part of a personal and collective healing practice.  Consider giving to an organization led by People of Color that interrupts the systems of racism, not just now but as part of an overall practice annually.  Giving your staff a short list of choices that allows everyone to unite around taking action for a cause is a great mobilizer.  Here is a great place to start and stay tuned for a more on this topic from me.

#4.  Act Today, but Commit to the Long Road.

Yes, it is important to take action today and know that this work is life-long. There is no arrival or expertise.  If you missed a chance to act today, you can act tomorrow.  Signing a petition, making a call to an elected official, or contributing financially all matter, especially when we all participate.  AND consider; what kind of daily or weekly practice can you commit to? Can you commit to initiating a conversation with your White friends about race?  Can you commit to shorten the time you need to process your observation of a micro-aggression and speak out more quickly?  Can you choose at least one book a month written by a Person of Color to read and share what you learn? Here’s a great article that outlines 75 things White people can do to combat racism.

#5.  Make Space to Process, but Don’t Center Whiteness or White Guilt.

The work of anti-racism is emotional as well as strategic. As a leader, you may intuitively want to make space for people to share their feelings at work.  This is a great instinct, and it is tricky.  If your team is diverse, consider having a brief check-in as an entire team (like 1 minute each timed) and then breaking up into racial caucuses for further processing and support.  What will only exasperate the harm for your staff of color is is asking them to listen to White staff process their guilt, confusion and paralysis. Support your White staff to do this work on their own time.  Here is a helpful article on breaking up into race specific caucuses.

***

The work of becoming explicitly anti-racist can be a joyful one.  Mistakes will happen and when they do, you have the opportunity to acknowledge you made a mistake, take in the feedback non-defensively, and shift. This builds the foundation for long term relationships across power and difference.  Its going to take a collective of deep and caring relationships to tear down and rebuild the systems that divide and harm us.

Community, Power and Old Stories; How Coaching Supported my Transformation

People ask me all the time; What makes Coaching for Transformation different from other coaching schools? There are some obvious answers such as; we focus on the role institutional oppression plays in personal transformation, we have a diverse and seasoned faculty in both Coaching Competencies and Social Change work, and we offer coaching programs around the globe from New York to the Bay; from India to LA and in community organizations, corporations, and even prisons. But you probably already know all that. I’d like to share some of what personally moved me about my experience as an emerging coach in training in 2011, prior to becoming faculty.

One of the first areas of inquiry I embarked on as a student of coaching, was needs and values. (All the “skills” of coaching are taught through immediate application to one’s own life). While reflecting on my needs and values, I realized how much I missed my kids during my long hours working and commuting. Even the notion that I had “needs” at the time felt revolutionary. But I did have unmet needs. My kids were young, my marriage strained, and my income limited. I had unmet needs for stability, rest, and presence. I learned that it was OK not to know how to meet these needs, but that I could recognize my needs and honor them, even if they were not fully met. This patient approach was essential to eventually accessing the strength and creativity to (eventually) get more of my needs met.

By participating in a supportive community of other change agents, I also was able to take a courageous look at my relationship to my activism. I realized my social change work had stymied. While I was consulting non-profits and training in multi-culturalism and diversity, I was disconnected. I had become so focused on “getting it right” that I had lost track of the love and the joy of doing the work. There wasn’t a place in my mental model of a strong white ally for vulnerability. I learned that my feelings are the path to my authentic voice. While analysis and courage are important in social justice work, I learned that by being vulnerable, I can access my heart. My heart; including all her questions, doubts, fears, and longings, allows me to connect with and build bridges across difference. As a faculty member at Leadership that Works, I have continued to uncover my unconscious bias – be in conversation with it – as well as use a coaching mindset to address the effects of systemic racism within myself, on organizations I am a part of, and that affect all the relationships that are important to me.

Another poignant memory for me is having a peer coach challenge me around a tough consulting negotiation I was going through. When she said to me; “what if you earned this client’s respect instead of getting her to like you?” something landed inside of me. Because I had also been practicing listening to my body in the program, I was able to track more readily my internal response. My body told me – YES, this is EXACTLY what you need to hear right now – welcome this challenge and do something about it. PLEASE. (And I did, and it felt GREAT!) In coaching, we call this; “Calling out the Power.” My peer coach was able to hold up a mirror and say; “hey, trust your intuition and your experience – you know what you need to make this project work – Ask for it!” That was a game changer for me.

Another game changer occurred during the individual mentoring. In CFT, each student is matched with an individual mentor coach who listens to a 30-minute recording of one of your coaching sessions and gives you feedback. I sent off a recording of a coaching session I was pretty proud of, and waited for “the good student” story of my childhood to play out. This “story” is the pattern of working hard and getting my teachers to like me and praise me in school. I got so good at it, I had come to expect it. And then my mentor didn’t give me praise! He didn’t criticize me, but he simply stated the facts of where I had exhibited coaching competencies and where I had not. He reflected back my strengths and pointed me towards where the coaching could have more of an impact on my client. It was SO WEIRD! And, it changed the way I think about feedback and learning forever. I no longer work for praise or depend on it to feel good about myself. I can step into things as a beginner (not a pretend beginner but an actual beginner) and have faith that I can practice and get better at something. While part of me always believed that with effort and hard work, one can improve, a less confident and more insecure part of me believed “you either have it, or you don’t.” I realized, again through coaching, that this belief is false and not serving me. We all have “it” within us to support our own and others’ transformation. Coaching is a practice, an orientation, a self-discipline, and a set of skills, that with support – anyone can master.

If you are longing for a change in the pace of your life, seeking community to explore your unique contribution to positive social change, wanting to stop giving away your power, and willing to let go of whatever old stories are holding you back; then join us in June for Coaching for Transformation in Oakland, CA; there is a place for you.

The Pitfalls of Praise; Originally Published in the Stanford Social Innovation Review

The original publication can be accessed here.

Most nonprofit and social impact leaders share a belief in the positive potential of human beings. We seek to alleviate suffering and lift up the good in people. We advocate, champion, and care for the needs of others. So why don’t more of our workplaces reflect these core values and beliefs?

While our purpose in the sector is to empower others, we aren’t immune to limiting beliefs that permeate our educational and economic systems, namely “there isn’t room at the top for all of us.” This is an example of “scarcity thinking,” and without even realizing it, many managers in the social impact sector are steeped in it.

Scarcity thinking is an attitude based on a false assumption of limited and finite resources. Lynne Twist elaborates in her book, The Soul of Money: “When we believe there is not enough, that resources are scarce, then we accept that some will have what they need and some will not. We rationalize that someone is destined to end up with the short end of the stick.” Managers often assume praise will support a positive working environment and help their employees feel good about themselves, or at the very least, open up to criticism. But in fact, praise can perpetuate scarcity thinking. This is because praise, in its essence, is a comparison. “You’re amazing!” (Someone else is not.) “You are outstanding!” (Better than someone else.) Praise indicates you are rising and, thankfully, not being left with the short end of the stick. (But someone else will.)

We all need positive feedback, but not all positive feedback works equally well. One of my clients came to me for coaching, because his supervisor told him he needed to get better at offering praise. He admitted, “I hate feeling the pressure to positively reinforce my staff all the time. I feel like a phony. I am just not that good at praise.”

I suggested that perhaps praise wasn’t the solution after all. In The Art of Possibility, Benjamin Zander and Rosamund Stone Zander share an alternative to scarcity thinking: “What if you participate joyfully with projects and goals, not because your life depends on meeting the mark, but because you will be better able to connect with people all around you?” They call this “a generative world.” Twist calls it “a world of abundance.” And in this generative, abundant reality—where true connection and contribution, rather than achievement and rewards, drives us—acknowledgement, as opposed to praise, is a fundamental management tool.

An alternative to praise: acknowledgement

Acknowledgement is a way of communicating that we “see” someone—without comparing, evaluating, or judging. We share out loud that we saw someone set a goal and meet it, or that we noticed someone exhibit courage or take a risk. It is simply saying, “I see you.” Being seen is a basic human need. In the best-selling The 7 Habits of Highly Effective People, Steven Covey explains, “Next to physical survival, the greatest need of a human being is psychological survival, to be understood, to be affirmed, to be validated, to be appreciated.” When people feel “seen” in the workplace, performance improves. Research conducted by psychologist Dan Ariely and his colleagues Emir Kamenica and Drazen Prelec found that simply recognizing someone’s work resulted in significantly more perseverance.

I was first introduced to the skill of acknowledgement as a leadership coach in training. I watched my clients’ motivation improve when I acknowledged (rather than assessed) their character and their commitment. Now I recommend that managers use acknowledgement as well.

To better understand the difference between praise and acknowledgment, it’s useful to examine three big pitfalls of praise:

1. Praise fosters dependency.

A lot of the research on the problems with praise comes from the field of parenting and early childhood education. Based on observations in my coaching practice, I believe our early experiences as children affect how we express ourselves at work. I have observed that managers’ approaches often reflect what they learned in childhood from observing parents and teachers. Likewise, high performers at work are often working to get rewards that they were trained to seek as children. The problem is that to break through entrenched social and economic problems, we need to transcend the drive for rewards, and start thinking and acting much more creatively.

Family coach and researcher Vicki Hoefle writes, “Praise trains children to depend on constant feedback regarding what a ‘great job’ they are doing. This dependency shatters rather than builds a child’s self-esteem.”

The parent-child and teacher-student relationship are both traditionally hierarchical. Praise reinforces the child’s dependency on the parent or teacher for their sense of worth. Many work places, particularly in the social sector, are seeking to create more inclusive, flat, and collaborative structures. Just like a parent who wants to encourage their children to think for themselves, a manager who wants to encourage more ownership and responsibility in their staff should consider dropping praise from their vernacular.

2. Becoming accustomed to praise sets us up for self-criticism.

When praise is the primary message that we’ve done well, we feel like a failure if we don’t get enough of it. The most common reaction to perceived failure I’ve observed is not working harder, but self-criticism.

Leaders usually embrace the concept of the “inner critic” as a useful construct for transcending internally focused negativity. I ask all my new coaching clients, “How are you your own worst enemy?” Every single one has replied with some version of, “Let me count the ways.” Psychologist Carl Rogers coined the term “selective positive regard” to describe clients who considered themselves “worthy” only if they had behaved in certain ways—for example, getting good grades in school, getting accepted at a prestigious university, or securing a certain job. He strove to foster a sense of “unconditional positive regard” in his clients—a sense that regardless of their accomplishments, they were worthy of love and acceptance, which he felt was essential for human beings to develop their full potential.

Seeing ourselves with positive unconditional regard helps us see others in the same way. Alex Lickerman, author of The Undefeated Mind: On the Science of Constructing an Indestructible Self, writes, “To view someone with unconditional positive regard isn’t to automatically forgive them their sins, but rather to refuse to dismiss their humanity because of them.” He goes on to say that embracing this notion on behalf of others is possible only if we embrace it for ourselves as well. This is the primary purpose of acknowledgement—to recognize our own and others’ humanity.

3. Praise overlooks opportunities for growth.

Praise tends to communicate a sense of, “Now you’re done. You’ve made it! End of story.” Conversely, acknowledgement is a foundation to work from, to soar to new heights. Praise expresses an end, acknowledgement a beginning.

The purpose of offering an acknowledgement is to inspire, not confirm an evaluation of competence. If every supervisor set out to inspire their staff in performance evaluations, rather than grade, performance evaluations would feel very different. The feedback would be less hierarchical, from the manager down, and more relational. This could look like: “Here are some observations, in what ways are they helpful for you?” In this way, the staff member takes ownership of the interpretation of the feedback, and what he or she wants to do with it, and the manager then supports follow through and accountability on a goal the staff member has set for themselves.

When people know they are seen, they relax. They ask questions. They reveal rather than protect. They share what they are struggling with, because they feel confident they aren’t going to be judged. When people start sharing rather than protecting, an opportunity for growth opens up.

When my clients experiment with acknowledging the work of their team members, and ask open-ended questions in performance reviews, they are often astounded by how quickly the levels of engagement improve.

Putting acknowledgement into practice

We all need positive feedback. But praise, while well intentioned, is not the most effective way to increase motivation or engagement at work. In fact, praise can set up a relationship of dependency, trigger our inner critics, and miss opportunities for growth. Conversely, acknowledgement helps us effectively share when we see some else’s effort, the values that guide them, and their character. Integrating acknowledgment into a managerial approach takes practice. Here are a few examples of how to turn praise into an acknowledgement:

PRAISE:  Great Job!  ACKNOWLEDGEMENT: I want to acknowledge you for delivering the objective we set together on time and within budget this quarter.

PRAISE:  Outstanding! ACKNOWLEDGEMENT: I’ve seen you step out of what’s comfortable for you and share more of your own ideas.

PRAISE:  I’ve never seen anyone do that as well as you! ACKNOWLEDGEMENT:  When you facilitated that meeting, you really took the time to ensure everyone’s voices were heard.

As leaders begin to bring acknowledgement into their managerial approach, they should consider the implications even beyond their team and organization. In using acknowledgment, leaders help change the conversation about what it means to be successful. They invite us to see the world through the lens of abundance and to recognize our shared humanity, .both of which reflect core values of the social impact sector.

How to Make a Vision Board; For Skeptics and Believers

A vision board is a powerful (and fun) way to bring our deepest yearnings to life.  Creating a vision board is a great activity to undertake, during the first month of the New Year especially.

Skepticism

I was first introduced to vision boards in my non-profit community development work back in the 90s, and honestly, I wasn’t that into it.  As a community development trainer, I would ask people to imagine their ideal community; safe, vibrant, healthy, etc. and then in groups, people would cut out images from magazines and use other crafty materials, to design their Utopian community. It felt like a waste of time.  Everyone already knew what an ideal community was “supposed” to have in it, so the activity revealed nothing new, it was just a reminder of how far from ideal many communities I was working with at the time, felt.

The Receptive Process

In 2011, during my coach certification training at Leadership that Works, where I now teach, I was introduced to the personal vision board activity.  At first I was pretty skeptical, but I went along and was a good sport. What was different in this activity, apart from dreaming about my own personal future, was the notion of a “receptive” process.  And to this day, every year, I create a vision board using the receptive process.

The receptive process invites you to forget for a moment about all your goals, all the things a fabulous 2017 is “supposed” to have it in, and just flip through magazines, images, or other materials and allow the images to choose you.  You are invited to “not know” what they mean, but just to trust whatever internal reaction you are having to the image and select it.  Putting on soft music in the background helps to calm your strategic brain and encourage you to let go as well.  After you feel ready, or ready enough, start to display your images on a blank piece of paper or poster board.  Cut and crop some of them, leave some with jagged edges, put some close together, layer some, or allow blank space in between.  Slowly, the meaning of the images will reveal themselves to you, as you do this.  The meaning of other images may not reveal itself until much later in the year, or subsequent years.

Inner Wisdom

What happens in this process is that your unconscious, creative, right brain starts to take over and begins to guide.  There is a part of all us, deep down, that knows what we need to be happy, and knows what of our special gifts are, that haven’t been fully expressed yet.  And this part of us loves the language of visual metaphors to communicate this wisdom to us.

At the center of my first vision board is an image of a nude woman made of clay, arching back, completely free and uninhibited.  At the bottom corner is an image of a couple in love. The expressions on their faces communicate a thousand words; intimacy, distance, admiration, rebellion, beauty, struggle and reassurance all at once.   There are images of magic and deep perception, balance, doorways to other worlds, and the opportunity to offer the gift of presence to my daughter. At the time, some of this seemed perfectly clear to me, some of it was (and still is) a mystery. However, the vision board felt authentically “me” – both the “me” that I was aware of and the “me” that I was becoming.

What I Took With Me

I took with me a sense of peace.  I thought a vision board might make me feel excited about the future, but actually it calmed me.  In moments of doubt throughout the year, I would look at it and feel reassured that I had everything I needed inside to live the future I wanted.  I felt more patient and more willing to allow the part of me who speaks through metaphors to guide. Here’s a little secret:  this process was easier than “striving to reach my goals” and the results were more deep and lasting too.

A Final Word to the Skeptics

A vision board, particularly using the receptive process, is not the notion that if I put an image of what I want in my life on a board it magically appears.  However, there is science (“Imagine” by John Lehrer is a good place to start) behind how selecting an image that speaks to either why that goal is important to you, or what that goal looks like actualized that motivates our psyche not to give up.  It will always be up to us to put our ideas into action, we cannot delegate that power to a vision board or anything or anyone else.  However, using a vision board stimulates a creative, intelligent, resourceful and wise part of us that naturally moves in the direction of growth and fullfillment.

I invite you to give it a try!

Variations on Vision Boards

1)  Divide your vision board into three sections:  what you are saying good-bye to, your present moment, and what you want to invite into your future.  This can be especially helpful if you’ve had a shitty year and are ready to move in a new direction.

2)  Have some really specific goals for 2017?  That’s great!  Write out your goals on your vision board and find images that represent these goals.  The process of selecting the images firms up your commitment to actualize these goals.

3)  Love quotes?  Write out your favorite most inspirational quotes and paste images that represent these quotes next to them.  (My twelve year old daughter came up with this one).

Lastly, play music in the background, take your time, and have fun!