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It's hard to feel 100% invested in this process knowing that I might not be at TFA in two months. I'm not sure how helpful discussing my personal needs and perspective is, if I'm not going to be here. I'm working on processing possibly leaving TFA and being unemployed, and that is the #1 thing on my mind. That doesn't mean I won't participate, but there is an investment and motivation barrier to being fully engaged.

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Building authentic relationships, such as in the process of working and collaborating with different individuals on the team helps build relationships over time. The more time I can spend interacting with everyone across the team, the more opportunities there are to build relationships.

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I'm open to trying different things and seeing how it goes, but don't have anything specific in mind at the moment.

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I'd like to see us try some initial activities (i.e. identity wheels, values-based leadership) we try in small groups of 3  to focus on depth over breadth in terms of our relationships. I think this will help our team understand how we individually orient ourselves and show up in our daily work. This will then help us learn how to differentiate our actions based on the relationship with individuals on our team to build trust/culture through a variety of ways.

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Cross-functional TAT projects and working groups helps others see my strengths they may not know about and allows us to identify intersections in our work; I appreciate being asked for input or consulted as well.

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As much transparency as possible so we can proactively plan for our individual personal and team needs. I appreciate the heads up now that we should start to be looking for jobs and would like to hear more updates as they come in through the TFA leadership team. In terms of team spaces, I also think everyone (myself included) should be mindful of not feeling like it's a competition on our team.  I don't want our team to become a place where it's like whoever is working the latest hours or looks the most busy is "seen" and  that
could increase their job security if that makes sense.

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I'd personally be willing to engage in almost anything, including continued conversations about norms or standards.  Additional conversations focused on specific learning more about identity dynamics (i.e. white supremacy culture) and how TAT can work to mitigate that would be relevant.

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I feel like I get the opportunity to work with others beyond my TAT sub-team quite often, and I really enjoy that and that has helped me feel like I have strong trust and relationships across the team. Continuing to do so would be great. I also think I would benefit and enjoy identity (especially race, but perhaps others too) based affinity groups/conversations, and wonder if enough people feel the same.

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I agree that not knowing if I will even be a part of TAT in the relatively near future, makes me want to be careful about informing long term team culture decisions too much. That said, I would appreciate transparent communication (and maybe conversation?) around how role eliminations decisions will be made on HA and on TAT.

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Agree on the above point. seems like it is not a great use of this time and space to make culture building decisions with people who are terrified of losing their jobs and are have been worried sick for weeks while anxiously waiting for updates. it is hard to feel invested and excited about something if you may be told in a few weeks that you can’t be part of it. maybe we use this team call to get more clarity on timelines and what we can expect in terms of updates.

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this may be one of the last times our team gets together like this before staff reductions are announced. personally, I feel like this should be acknowledged and that there should be the space to share positive thoughts and gratitude. it would also be  helpful to learn more about what we can expect over the coming weeks. Will we be notified on july 10 exactly about our job status? will it be two weeks before July 10?do we know how many roles from TAT and HA will be cut? would be helpful to have this safe space within our team to discuss this and learn more because the ambiguity makes the day to day work so difficult and scary right now.

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I'll name my privilege. I feel seen and known as a member of TAT. I want to take steps to enable that for others.

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I'd like to see us take the time between now and when layoffs happen to have transparent convos about how and when decisions will get made RE: the future of TAT and HA. I think that's the best way for us to channel our resources and energies during this particularly trying time, when investment and motivation towards building TAT's culture could be hard to prioritize.

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It's hard to say. From prior experience having been laid-off, I recognize there is no one way that people prefer communications and how it impacts what they desire from their business as usual.  So, I would say regardless of medium - direct and clear is most important to me.   I also know that I care very much about the culture that will remain on HA and TAT and don't want to miss an opportunity to continue to do that work (and am someone who compartmentalizes things) but know it might be distracting and not the right time this summer. 

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It's hard to say. From prior experience having been laid-off, I recognize there is no one way that people prefer communications and how it impacts what they desire from their business as usual.  So, I would say regardless of medium - direct and clear is most important to me.   I also know that I care very much about the culture that will remain on HA and TAT and don't want to miss an opportunity to continue to do that work (and am someone who compartmentalizes things) but know it might be distracting and not the right time this summer. 

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In addition to have transparent conversations on the topic mentioned above, I'd also like to see us engage in activities that build understanding of self and others (Identity Wheels, Life Lines, some type of assessment/discussion around topics in books like The Culture Map or Riding the Waves of Culture).

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I have a tough time engaging in difficult news in live calls/spaces vs. reading and having individual follow-up. I remember we had lots of full team calls on this topic in the past and found myself struggling to be present and get what I needed in those spaces (I know it is different for everyone). 

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I have a tough time engaging in difficult news in live calls/spaces vs. reading and having individual follow-up. I remember we had lots of full team calls on this topic in the past and found myself struggling to be present and get what I needed in those spaces (I know it is different for everyone). 

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I agree with others that opportunity to engage in cross-team collaboration/work/projects has really made space for me to feel seek and known as a member of TAT.  I feel seen and known when others reach out to me for a question or project related to my role.

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I do have energy around continuing to define and then implement some agreements/expectations. I also have a lot of energy around digging into the MCCs together as they could provide a consistent language, rubric etc for us to connect around and then practice and ask "how are we doing - as individuals, as a team, as managers, as white people, etc". I know other teams have done trainings with these and think it could help us build on what we've started and then have a tool we can come back to in our work. 

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I do have energy around continuing to define and then implement some agreements/expectations. I also have a lot of energy around digging into the MCCs together as they could provide a consistent language, rubric etc for us to connect around and then practice and ask "how are we doing - as individuals, as a team, as managers, as white people, etc". I know other teams have done trainings with these and think it could help us build on what we've started and then have a tool we can come back to in our work. 

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(Dana)

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I agree to timely, transparent and equitable communication is a big need for me right now. I am worried sick about losing my job, and am grasping for any information or indication that might make the reality of that (one way or the other) more clear. This space of limbo is really challenging personally, and I worry it could (already is? agree with someone's comment around competition) negatively impacting our team culture. I guess that makes me feel like, whether the content of our calls changes or not, continuing to share space together and have difficult conversations about upcoming layoffs, etc., and create some shared norms in those spaces is important.

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TLDR; "It depends on the time frame associated with what you mean by next and whether or not I am personally impacted by layoffs." (VJ)

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TLDR; "It depends on the time frame associated with what you mean by next and whether or not I am personally impacted by layoffs." (VJ)

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I find this question difficult in that I'm uncertain what timeframe you are referring to with "next."

In absence of that, I have 2 large timeframes: before I find out about role eliminations and after finding out about role eliminations.

Before role elimination: Respectfully, I cannot really think about much other than whether or not I have a job right now and what I need to be doing/should be doing to make sure I have health insurance and a paycheck during the pandemic. While they have value in their own right, some of the above activities listed that are not directly related to communication and processing around role eliminations (e.g. identity wheels,  lifelines, stories of self, etc.) are not ones I would be interested in until I know I am going to remain on this team.

After role elimination and knowing I am remaining on this team:
No real preference on specific activities. I think there are some examples from others listed above. I also think I would have access to more creative thinking to come up with some ideas and also think what I think the team needs might change depending on how deeply impacted the team is with role eliminations. I think I would like to be asked this question again in the future.

After role elimination, esp. if I am laid off:
Some type of farewell "party" for all departing and appreciation for them and what they offered to the team.

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I'd like  to get to knwo each other through our identities. Each member of TAT could create something that represents their life/caree/personal journey of self. It can be visual, audiatory, or ppt deck form. But what's important is it's a story about who you are and how you came to be who you are.

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TLDR; I think the news about layoffs creates an impact I would label strange. (VJ)

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TLDR; I think the news about layoffs creates an impact I would label strange. (VJ)

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Given that the scope of the layoffs is unknown at this time, ranging from "no impact on the team" to "does the team even exist anymore?" It has a strange impact to me where the main thing I'm looking for is updated information about what's going on with layoffs.  And that information could be given in a variety of ways, doesn't need to be a whole team setting for me. At some point yes, would like to have a whole team conversation about what's happening but I see comms about role reductions to be varied -- some 1:1, some sub-team specific and some whole team. So as far as "right now" I don't have a strong pull toward coming into a team space without any new information.

EDITED: Talk about the Tuesday minute and the information in the briefing.

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An acknowledgement of something to offer in my area of expertise (and knowing people know what this is) as well as outside of it. When I see calls for input in Slack and know the asker is truly open to others' getting involved, I feel really good about that. Doesn't need to be specifically pointed at me (although I do feel good about that), but knowing that I can lean in on things is something I need.

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I'm feeling a significant amount of tension given our limbo space of not knowing how reductions will play out. On one hand, I think continuing to build our culture during this difficult time is important (how we show up in the hard times is for me the most important part of even having a strong culture), and I don't want to lose this time. But also totally understand some people (maybe myself included some days!) can't engage fully right now. I personally think that's fine. Maybe it's more of an optional space/s, or something different than we usually might do, but allows us to continue to build relationships and support each other through this. And, even if no roles are eliminated, I personally feel a lot of psychic burden from others across the network given our positionality and the support we give others. I also love what someone wrote in another area here about celebrating those that are leaving (if that happens) - that would be really powerful imo. All that to say, I think team spaces are important, but admittedly not sure what is the best use of that space, and I don't know if we can create something that will absolutely meet everyone's needs.

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I see many responses regarding working together on a project- when there is a lack of opportunities to work across teams, what would help to foster that sense of connectedness and collaboration? In addition, I personally feel close to the people I work with on sub-committees, however 2 things are also true: 1) It's oftent he same people and not all people on TAT, and 2) I grow closer as a result of the coversations we have and not bc of the work itself.

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I think I would be interested in sharing resources, for example, someone on another team offered to me a spreadsheet they created that would tabulate the total value of severance package, including PTO. This is a very nice thing for them to share with me and certainly takes off some literal & emotional labor. Maybe people on this team have similar things they can share.

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Agree entirely with everything stated above. in discussing the briefing information, it would be helpful to know if there is a way to tell staff members before the summer training, or even during it. wondering if it makes sense to take a org-wide poll about how people feel about the notification date being 7/13 after summer training. if it is clear that someone's role is being eliminated before that, i think staff members have the right to request being told that as soon as that information is known.

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I'm really open to anything and love most of the suggestions here. I think continuing conversation around our standards is valuable, and think the progression of that could be complicated (in a good way!) by some other kinds of whole group work where we're explicitly trying to "try the standards on." This could be really well done in lots of ways, and I especially think conversations around white dominant culture and where it shows up in ourselves/our team, cycle of socialization or social identity wheels, broader conversations about how the current environment is affecting our ability to work, could be good settings to apply our standards and reflect on them as well. -Joe

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I have really felt seen and known in small group project settings like workday recruiting or rewards reinvention groups. BUT I do think our orientation toward action often makes those groups "form" faster than is healthy or productive, there's not always an orientation toward getting to know each other, naming identities we're bringing in, and it can cause complications later on that are hard to face without having done those initial forming conversations. I like bringing brought in to share perspective when necessary, and I really appreciate whole group times that have space for unstructured dialogue or sharing. - Joe

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I like the idea of anchoring in the MCCs in future conversations. I'd really like to see us have discussions/applications around DEI and "try on" the norms/standards we've already come up with so far. I'm also craving "outside" support to help address culture/DEI on the team - especially if we ever return to a discussion re: What It's Like to Work Here. It was a conversation that had a lot of potential and would love to see us at a place to be able to have an open, honest, and transparent conversation like that full team.

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I'll echo that as much information about the elimination decision making process would be great. Besides that, I don't mind continuing to work on streams that may or may not be a part of my life in the future depending on eliminations. Particularly if spaces are oriented toward what HAS happened, reflecting, and naming aspirations, that seems it would be useful to any folx whether they remain on staff or not. I imagine some may want to opt out of our work at times, so maybe making things optional could be useful, but I'll share that I'm personally interested in being part of team spaces as long as possible. -Joe

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I appreciate what has already been shared, and agree that clarity re: eliminations (where it exists) and sharing what is still unknown is where my head is focused.  I'm curious to hear if we'll (TAT) be asked to play a role in supporting staff that have had their role eliminated, and if we expect to see any hiring (even internally) happening.  - Lauren

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I've loved being able to support aspects of the summer training matching process as it's an opportunity to work alongside TATers doing work that is more project-based and outside of my day to day. Given that much of my work is BAU and fairly independent, I don't have the chance to work with many teammates and/or have the opp to get to know others work/skills and vice versa. Work like that, WDR committee, etc have been good opps to gain that addtl insight, that I have personally been craving. - Lauren

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Clarifying Questions after reading the Tuesday Minute

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Clarifying Questions after reading the Tuesday Minute

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The following questions emerged during a 5/26  DEI Collab call with Abbey, SML, Charles, Gloria and VJ:

The communication says “week of July 13” and the exit date says “July 24.” Is there a world where you might hear later than the 13th (and therefore have less than 2 weeks off-boarding)? Manager/supervisee communications. When will managers know about the status of people on their team? Would they know before the 13th and are they able to tell their direct report prior to this date at their discretion?

If my role is eliminated and I want to apply to other internal-only openings, is that my only window to do that? Will my timeline be extended (from the proposed 2 weeks) if I am actively in another process? If my role is eliminated, can I be considered "internal" for a length of time (6 months, for example) to continue to apply to roles? How would I find these opportunities if I was eliminated and can no longer see the internal job board?

Are there going to be new roles created due to new strategic direction that people might be eligible to apply to before the July 13th date? Or be eligible afterwards?

We saw there is no voluntary exit package. Are there other ways we are trying to assess who might be transitioning voluntarily to inform headcount planning?

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Wonderings and musings from past experience dealing with role eliminations 

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Wonderings and musings from past experience dealing with role eliminations 

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The following questions emerged during a 5/26  DEI Collab call with Abbey, SML, Charles, Gloria and VJ:

Will there be a send-off, and if so how will people get celebrated? Is it going to happen  in a particular/identical way - is this determined by manager? Individual?

How will I learn if someone else on the team has had their role eliminated?

What are the expectations around communicating the news of my personal role elimination? (e.g. can I tell whoever I want, when I want and how I want?)

At what point will you communicate clear expectations around whether to join team spaces during the time between being notified that your role is eliminated and your exit date? In particular, under what circumstances would you be expected to go, and when can you excuse yourself?

What plans do you have in place to address the culture questions/issues that come with post-role elimination attrition?

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Clarifying Questions about Job Seeking & Returning to Staff

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Clarifying Questions about Job Seeking & Returning to Staff

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The following questions emerged during a 5/26  DEI Collab call with Abbey, SML, Charles, Gloria and VJ:

Our understanding is that if you receive severance, you need to give it back if rehired within a certain amount of time - we would love more clarity on severance.

If my role is eliminated, and someone in the same role voluntarily leaves 2 months later and the team needs to rehire, for example, would I get right of first refusal? Or would I be eligible for rehire and have to reapply and go through a full process?

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The following questions emerged during a 5/26  DEI Collab call with Abbey, SML, Charles, Gloria and VJ:

Suggestion - can an HA Generalist come to a team call to explain how severance works sometime soon, and especially before July 13? While it will hopefully not be relevant to everyone, maybe people can better learn and understand now before this becomes reality.

At an upcoming call, can the decision-making criteria/framework and who is involved in the decision making be transparently communicated?

Is it tied to performance or not (and if so, what metrics and how was that selected)? If this cannot be shared, would love to know reason why.