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Would like a transparent conversation with Dan and Janiece in the room about the timeline of feedback that was given about Tina and what happened with that feedback. Were they communicated to Janiece and why did it take until Oct 2023 for action to be taken? Especially since there was already critical feedback dating back to 2021.

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* Departmental goals have been missed - goals like measuring brand awareness, brand health, developing Cost per Acquisition (e.g. new partner) are extremely challenging goals; these goal posts have shifted since we're way too aspirational for what's feasible
* Dan doesn't write anything down; so there isn't a clear process for how goals are translated into action.
* The rebrand is another great example: the timeline has moved 3 times (4?), in part because of unrealistic planning.
* Unrealistic planning puts significant burden on the staff actually implementing the work

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Have space for non-union members to share how serious the situation was

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Have space for non-union members to share how serious the situation was

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Understand where communication broke down; why did it take so long?

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Understand where communication broke down; why did it take so long?

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Listening Circle - Half-day meeting to share the impact of the experience 

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Listening Circle - Half-day meeting to share the impact of the experience 

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Possible with a trauma-informed external facilitator

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Clear expectations for managers/standards for directors

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Clear expectations for managers/standards for directors

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* Profanity used in meetings
* Tina rarely came to team meetings
*

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Multiple people on the team (myself included) communicated directly with Dan that our mental health was severely impacted due to Tina's behaviors / "I'm hanging on by a thread" / I'm begging you Dan, please do something" - with no response. I want to hear from Dan what, if anything, he did in reaction to these cries for help.

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I think it's essential that Dan take accountability for his missteps, which involves outlining the specific steps and that he'll take for his growth and development. We need to see that he has a clear understanding (and genuine appreciation) of the harm caused and his role and responsibility in it. I also think we need reporting safeguards with involving other members of the ET so that Dan is not the only resource on the ET.

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They were more of an advocate for Tides' legal side than for employees. Claims were "unsubstantianted" - we can't substantiate a 1:1 claim. There was no action

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Interview process was awkward since we knew the culture on the team wasn't right

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Interview process was awkward since we knew the culture on the team wasn't right

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It was unfair for us to have to answer questions from applicants while having to not be direct about the team culture (Dan was also in the interviews).

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Addressing how Tina often created unmanageable workloads for our team and constantly interrupted processes so our jobs were impossible. Projects assigned that did not reflect job descriptions. Dumping her projects last-minute on team members without sufficient information or decision-making authority. We may need to revisit job descriptions and also figure out if Tina's extreme tactics to keep us on impossible timelines is being created further up at Tides.

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Create clear agenda for our call next week

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Create clear agenda for our call next week

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Many colleagues have expressed needing therapy to process their experiences with Tina. An extended period of being abuse often requires more support than what Tides specifically offers. Additional compensation would allow colleagues to heal faster from the emotional distressed experienced in our hostile work environment.

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Understand HR / Tides' responses in the past and moving forward w "unsubstantiated" incidents

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Understand HR / Tides' responses in the past and moving forward w "unsubstantiated" incidents

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inappropriate touching claims were "unsubstantiated" - despite 2 separate incidents from 2 separate people - these very real, deeply inappropriate moments have not been acknowledged in any way. No due diligence. I would like to understand how inappropriate touching incident investigations have been handled and how they will be handled by HR / Tides moving forward.

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Why were efforts not made to check in on our team when 'red flags' about Tina were noticed?

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Why were efforts not made to check in on our team when 'red flags' about Tina were noticed?

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I think the team needs time to decompress and heal. I would like for the team to be granted an extra paid week off.

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- Intro Statement (clear summary of frustration and timeline of channels of communications used, receive clarity on how much Janiece knew)
- Time for Janiece & Dan to respond (ideally, acknowledgement and apology)
- Clear Asks from the MarComms team (facilitated conversation)

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Moving forward: Greater transparency in our work

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Moving forward: Greater transparency in our work

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* Clarify budgets for managers
* Clarify team goals
* Clear roles/responsibilities

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We would like more understanding about why Tina was allowed to hire a private hiring company outside of HR team, which meant many of our internal practices were not followed (e.g. ensuring staff had an opportunity to apply, that roles were promoted among a diverse candidate pool, and that staff were used in promotion without consistent (ex. tag on social media).

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for listening circle

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MarComms Involvement in Selecting Tina's Replacement

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MarComms Involvement in Selecting Tina's Replacement

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JS: While MarComms was involved in interviewing candidates for the director role that Tina was selected for, we would like to be brought on earlier in the process of reviewing initial candidates. In the last interview process, we were presented with 3 candidates that we were directed to choose from. We would also like assurances that whomever is selected has been vetted in people management — managing 10+ person teams — and that references for direct reports have been contacted before we get to the final candidate pool.

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Transparency around new roles added to our team

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Transparency around new roles added to our team

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Dan not caring how our changes to our team are announced, as well as how new projects/initiatives are rolled out/how our team is engaged in these projects (and how Dan holds his directors accountable to this)