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1. There are definitely differences that depend on folks' generation and tenure. The longer-tenured folks have seen quite the evolution at RWJF. There’s different levels of comfort in talking about race, the language and concepts.

2. Most of the work has been helping my coachees really find their role in this work - based on their positional power, identities, skills, experience, relationships, etc. - and start actively engaging even though their skills and understanding are still a work in progress (and will continue to be!). Normalizing the worries and emotions that come with this work, finding sources of support, building resilience to keep it up, and identifying the many opportunities there are everyday to contribute and do something.

3. Two of my coachees roles were very internally focused, the other two have roles that engage the outside world (grantees, other funders, policy makers, etc.). For those with external roles, the work has been a balance of how to advance racial equity through the work out in the world and also back within the Foundation.

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Recognizing that one's OWN discomfort is the key obstacle in aligning action to values/vision for EDI leadership 

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Recognizing that one's OWN discomfort is the key obstacle in aligning action to values/vision for EDI leadership 

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How to best support Black women leaders- both current leaders and new people coming in- and address harm that Black women have experienced in the past- and shift culture

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How to best support Black women leaders- both current leaders and new people coming in- and address harm that Black women have experienced in the past- and shift culture

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How to support EDI efforts or solidarity with nuance when the visible ways to support feel more absolute than they'd like to voice themselves

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How to support EDI efforts or solidarity with nuance when the visible ways to support feel more absolute than they'd like to voice themselves

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theme of feeling siloed and disconnected

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theme of feeling siloed and disconnected

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Concern about the process of hiring Black leaders.

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seeing pretty consistent skill from my sample size in being able to connect the abstract ideas of disruption of white supremacy to the concrete examples day-to-day

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seeing pretty consistent skill from my sample size in being able to connect the abstract ideas of disruption of white supremacy to the concrete examples day-to-day

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Sense that while the foundation is bringing in more diverse staff, many are at the junior level. As more career ladder opportunities open, there is great competition (and great disappointment) bc of the limited number of spots.

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for white people- how to access agency and power in service of EDI work

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for white people- how to access agency and power in service of EDI work

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Reflections & Themes from a Recent Chemistry Call

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Reflections & Themes from a Recent Chemistry Call

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1. Uncertainty and Lack of Clarity: The staff member expressed confusion about their role and expectations in the coaching process and EDI work.

2. Skepticism Towards EDI Initiatives: The staff member questioned the effectiveness and necessity of focusing on personal growth in EDI, preferring a more task-oriented "about the work" approach.

3. Misalignment of Focus: The staff member felt disconnected from the emphasis of RWJF addressing structural racism, instead desiring a focus on social determinants of health, not recognizing the connection.

4. Limited Value of Equity Trainings: The staff member feels that the EDI trainings are less beneficial than learning directly from staff of color who they manage, not recognizing the racialized power imbalance.

5. Concerns About Coercion: The staff member perceives EDI trainings as "bullying" people of color to share their experiences, contrasting with "voluntary" sharing within their staff.

6. Gender Bias: The staff member expresses a preference for man-identified energy because of the percentage of identified-women at RWJF, with a perception that women are approaching EDI with too much focus on feelings, and intends to hire a man as their next staff member.

7. Value of Metrics and Outcomes: The staff member values metrics and outcomes in their work, and is not comfortable with the implication that these measures may be associated with white supremacy ideology [from a recent training] and thinks that this lens will hurt RWJFs partners "who care about metrics and outcomes."

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Some people are already tapped for roles; the position openings sometimes do not feel real.

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white people making opportunities for other white people

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The folx of color seem to have concerns about the way race inequities impact them, so our convos are more about self-preservation. For others, it is more like being an observer.

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Themes I'm noticing:

1. For one client (woman of color) - how to show up authentically in the workplace. Long-standing practice in "code switching" - wanting to be able to be more of themselves at work. This also includes sharing opinions honestly/advocating for self, knowing that they might rock the boat.

2. For white clients - many questions arising...

1. What is the right amount of "taking up space?" There's a desire to step up and be a leader inside all of this DEI work, but what does that look like as a white leader?

2. How much is good to share about own experiences? (one person shared honestly about her own lived experiences and received negative feedback)

3. How do we address culture of fear and judgment? There is a sense that many people are afraid to speak up and get called out (clients are reporting that this is felt amongst white colleagues and colleagues of color).

4. What is the bigger picture of this work? We aren't sure what the Foundation's larger vision is and this adds unnecessarily to the anxiety.