>> HELLO EVERYONE. JUST GIVING 
EVERYONE A MINUTE WHILE THEY GET 
IN THE ROOM. 
GOOD AFTERNOON, THANK YOU FOR 
JOINING US WITH TODAY'S WEBINAR, 
LEADING WITH HUMILITY PRESENTED 
BY THE SUPPORTING ORGANIZATIONAL 
SUSTAINABILITY INSTITUTE. THIS 
WEBINAR WILL BE IN ENGLISH WITH 
SPANISH AND ASL INTERPRETATION. 
BEFORE WE START THE WEBINAR, I'M 
GOING TO TURN IT OVER TO OUR 
INTERPRETERS TO HELP SUPPORT 
WITH LOGISTICS AND 
INTERPRETATION. WE DO ALSO HAVE 
CAPTIONING AVAILABLE. 
>> THANK YOU. GOOD MORNING AND 
AFTERNOON EVERYONE. I'M GOING TO 
BE YOUR INTERPRETER IN SPANISH 
SO WE'LL DO IT IN ENGLISH AND 
SPANISH SO THAT EVERYONE 
CONNECTS THIS LANGUAGE. 
>> TO ACCESS THE ENGLISH 
CHANNEL, PLEASE GO TO THE GLOBE 
ICON AT THE BOTTOM OF YOUR 
SCREEN. YOU CAN CHOOSE THE 
LANGUAGE EITHER ENGLISH OR 
SPANISH. IF YOU'RE JOINING FROM 
A COMPUTER OR A PHONE CALL, YOU 
WON'T HAVE ACCESS TO THIS 
FEATURE. DO NOT MUTE AUDIO OR 
YOU WON'T BE ABLE TO HEAR THE 
MAIN ROOM. 
[ SPEAKING SPANISH ]
>> IF YOU'RE FROM A MOBILE 
DEVICE YOU CAN GO TO THE THREE 
DOTTED MENU THAT SAYS MORE. YOU 
MIGHT HAVE TO SLIDE RIGHT IF 
YOU'RE ON I PHONE AND THEN PRESS 
ENGLISH AND THIS WILL ACTIVATE 
THE INTERPRETATION FEATURE. 
AGAIN, DO MOTTE MUTE AUDIO OR 
YOU WON'T BE ABLE TO HEAR THE 
MAIN ROOM. 
[ SPEAKING SPANISH ]
>> PLEASE LEAVE A MESSAGE IN THE 
CHAT AND WE WILL BE HAPPY TO 
ASSIST YOU. WE'LL GO BACK TO 
ABBY. THANK YOU VERY MUCH. 
>> THANK YOU SO MUCH. AND JUST A 
QUICK NOTE FOR EVERYONE, WE ARE 
SHARING SLIDES IN BOTH ENGLISH 
AND SPANISH SO TO SELECT THE 
LANGUAGE OF YOUR CHOICE, YOU 
SHOULD SEE AN OPTION AT THE TOP 
OF YOUR SCREEN SAYING ENGLISH 
SLIDES OR SPANISH SLIDES. SO 
PLEASE, IF YOU'RE SEEING THE 
INCORRECT LANGUAGE, GO TO THE 
TOP OF YOUR SCREEN AND SELECT 
THE LANGUAGE THAT YOU NEED. IF 
YOU'RE HAVING ISSUES, PLEASE 
FEEL FREE TO CHAT THE HOSTS AND 
PANELISTS AND WE WILL TRY TO 
HELP YOU. SO, THANK YOU AGAIN 
FOR JOINING US FOR THE WEBINAR 
TODAY, LEADING WITH HUMILITY. 
I'M REALLY EXCITED TO HAND IT 
OVER TO OUR PRESENTERS IN JUST A 
MINUTE. FIRST, I WANTED TO 
INTRODUCE OUR SUPPORTING 
ORGANIZATIONAL SUSTAINABILITY 
PROJECT WHICH IS THE HOST OF 
THIS WEBINAR TODAY. SO THE SOS 
INSTITUTE PROVIDES SUPPORT AND 
TECHNICAL ASSISTANCE ON 
ORGANIZATIONAL SUSTAINABILITY 
AND SKILL BUILDING FOR COMMUNITY 
BASED ORGANIZATIONS. ADDRESSING 
DOMESTIC VIOLENCE, DATING 
VIOLENCE, SEXUAL ASSAULT, 
STALKING AND HUMAN TRAFFICKING. 
AS A PART OF THIS PROJECT, WE 
OFFER TECHNICAL ASSISTANCE 
SUPPORT, TOOLS, AND RESOURCES, 
WEBINARS LIKE THIS ONE, 
WORKSHOPS, AND INTERACTIVE 
MULTIDAY TRAININGS AND 
ONE-ON-ONE SUPPORT. SO WE WILL 
SHARE A LINK TO JOIN OUR MAILING 
LIST. YOU CAN ALSO INDICATE THAT 
YOU'D LIKE TO STAY IN TOUCH WITH 
US IN THE EVALUATION AND JUST 
KNOW THAT WE ARE HERE TO SUPPORT 
YOU AROUND ANY OF THOSE NEEDS. 
WE ARE FUNDED THROUGH THE OFFICE 
ON VIOLENCE AGAINST WOMEN. SO 
MUCH OF OUR TRAININGS AND 
RESOURCES ARE DIRECTED TOWARD 
OBW GRANTEES AND PARTNER 
ORGANIZATIONS AND POTENTIAL 
GRANTEES. WE CAN GO TO THE NEXT 
SLIDE. SO JUST NOTING TO PLEASE 
TAKE CARE OF YOURSELVES DURING 
OUR SESSION TODAY. IF YOU NEED 
SOME WATER, SOME COFFEE, MAYBE 
IF YOU'RE FEELING HUNGRY AND YOU 
NEED TO GRAB A SNACK, PLEASE 
FEEL FREE TO DO THAT. WE ARE 
GOING TO BE TOGETHER FOR THE 
NEXT 90 MINUTES SO I'D HIGHLY 
RECOMMEND THAT AND WE ALSO HAVE 
A VIRTUAL WORKBOOK FOR YOU THAT 
WE WILL SHARE IN THE CHAT IN 
ENGLISH AND SPANISH. SO YOU CAN 
USE THAT TO FOLLOW ALONG WITH 
THE DISCUSSION QUESTIONS THAT WE 
HAVE AS YOU REFLECT ON WHAT WE 
TALKED ABOUT TODAY. ALSO FEEL 
FREE TO GRAB A PAPER AND PEN TO 
TAKE NOTES IF THAT WOULD BE 
HELPFUL AS WELL. WE'D ALSO LOVE 
IT IF YOU CAN INTRODUCE YOURSELF 
IN THE CHAT AND JUST SHARE YOUR 
NAME, YOUR PRONOUNS, THE 
ORGANIZATION YOU'RE JOINING 
FROM, MAYBE YOU'RE ROLE AT THAT 
ORGANIZATION AND THEN THE CITY 
WHERE YOU'RE LOCATED. CHAT WAS 
DISABLED BUT MAYBE NOW IT'S BACK 
ON. THANKS FOR LETTING US KNOW. 
SO WE CAN GO AHEAD TO THE NEXT 
SLIDE. AND EMBRACING FEEDBACK 
AND BUILDING TRUST WITHIN YOUR 
TEAM. SO OUR LEARNING OBJECTIVES 
FOR TODAY ARE REALLY ABOUT 
CLARIFYING THE ELEMENTS AND 
CHARACTERISTICS OF WHAT IT MEANS 
TO LEAD WITH HUMILITY. WE'LL 
EXPLORE HOW LEADERSHIP CAN 
BENEFIT FROM LEADING WITH 
HUMILITY AND WE'LL ALSO BUILD 
TRUST, VULNERABILITY AND 
EMPOWERMENT. I WANT TO THANK YOU 
ALL ALSO FOR SUBMITTING YOUR 
QUESTIONS IN REGISTRATION. MANY 
OF THOSE WILL BE ADDRESSED IN 
OUR CONTENT TODAY AND WE'LL ALSO 
HAVE AN OPPORTUNITY TO GET TO A 
COUPLE OF THEM AT THE END OF OUR 
SESSION. SO WITHOUT FURTHER 
ADIEU, I WANT TO HAND IT OVER TO 
VIRGINIA, ONE OF OUR PRESENTERS. 
>> THANK YOU SO MUCH ABBY. IT'S 
WONDERFUL TO BE HERE WITH NEW 
COLLEAGUE AND FRIEND, ZENEBIA 
LAW. MY NAME IS VIRGINIA 
DUPIESSIS. I USE HER  -- SHE/HER 
PRONOUNS. AS ASSOCIATE DIRECTOR 
OF FUTURES WITHOUT VIOLENCE, I 
ALSO DIRECT THE NATIONAL HEALTH 
RESOURCE CENTER ON DOMESTIC 
VIOLENCE. SOME BIOS WILL BE 
SHARED IN THE CHAT SO WE'LL KEEP 
THIS BRIEF AND I WANT TO 
INTRODUCE MY CO PRESENTER WHO IS 
THE SENIOR DIRECTOR OF COMMUNITY 
SERVICES AT THE CENTER FOR WOMEN 
AND FAMILIES IN JEFFERSONVILLE 
INDIANA AND I ALWAYS LIKE TO 
SHARE A FUN FACT AND IT'S 
ACTUALLY ONE THAT THE TWO OF US 
SHARE. SHE WAKES UP BEFORE 4:30 
AND 5:00 EVERY MORNING TO GET IN 
HER MEDITATION, TO MOVE HER 
BODY, AND I BET THIS IS 
SOMETHING THAT REALLY HELPS HER 
PRACTICE AT BEING A HUMBLE 
LEADER. SO WITH THAT, I'M GOING 
TO INVITE HER TO ADD ANYTHING 
ELSE SHE'D LIKE TO SHARE. 
>> I'M GLAD TO BE HERE WITH 
EVERYONE TODAY. I'M WITH THE 
CENTER FOR WOMEN AND FAMILIES. 
I'VE HAD THE PRIVILEGE AND THE 
HONOR TO WORK WITH SURVIVORS OF 
SEXUAL ASSAULT AND DOMESTIC 
VIOLENCE FOR GOING ON 12 YEARS 
NOW AND ALSO SUPPORTING 
INDIVIDUALS WHO ARE WORKING WITH 
THOSE SURVIVORS. SO I AM JUST 
EXCITED TO TALK ABOUT, YOU KNOW, 
BEING -- USING HUMILITY IN OUR 
PRACTICE AS LEADERS. 
>> THANK YOU SO MUCH. WE ARE 
GOING TO GO AHEAD AND JUMP IN. 
IT'S WONDERFUL TO SEE SO MANY 
FOLKS JOINING US FROM ALL OVER 
THE COUNTRY, BRINGING DIFFERENT 
PERSPECTIVES AND EXPERIENCES WE 
CAN ALL LEARN FROM EACH OTHER. 
CERTAINLY WE HAVE NEW CONCEPTS 
TO SHARE BUT REALLY RELYING ON 
THE WISDOM OF THOSE OF US IN THE 
ZOOM ROOM TOGETHER. SO OUR FIRST 
QUESTION THAT I WOULD LOVE TO 
SEE SOME RESPONSES IN THE CHAT, 
WHICH I HAVE TO ADMIT I AM 
TERRIBLE AT FOLLOWING THE CHAT 
SO HOPEFULLY PARTICIPANTS WILL 
BE ABLE TO READ ALONG, WHAT DOES 
LEADING WITH HUMILITY MEAN TO 
YOU?
SO THAT'S THE BIG QUESTION. THE 
OPENING QUESTION OF THE DAY. 
WHILE PEOPLE GATHER THEIR 
THOUGHTS AND START TO TYPE IN, I 
WILL SHARE THIS CONCEPT OF 
LEADING WITH HUMILITY IS -- WAS 
KIND OF COINED ABOUT -- A LITTLE 
OVER 50 YEARS AGO. HE FRAMED IT 
AS SERVANT LEADERSHIP. WE'VE 
DONE SOME TWEAKING OF THE NAME 
AND CONCEPT AND THE SEMINAL BOOK 
ABOUT IT IS CALLED THE SERVANT 
LEADER, A JOURNEY INTO 
LEGITIMATE POWER AND GRATEFUL. 
SO WHEN WE THINK ABOUT HUMILITY, 
I HATE TO LIKE RESULT TO A 
THESAURUS AND THE OPPOSITE OF 
HUMILITY IS ARROGANCE. HOW CAN 
WE BE LEADERS WHO ARE NOT 
MOTIVATED BY OUR OWN EGO. SO 
LEADING WITH HUMILITY IS REALLY 
ABOUT SELF-AWARENESS, RIGHT?
IT'S ABOUT BEING ABLE TO ADMIT 
WHEN YOU'VE MADE A MISTAKE OR 
YOU DON'T KNOW THE ANSWER TO 
SOMETHING. IT'S BEING GENEROUS 
AND APPRECIATING OTHERS 
CONTRIBUTIONS AND CONSIDERING 
OTHER PEOPLE'S OPINIONS. SO A 
LOT OF THE QUESTIONS THAT WE GOT 
BEFORE THE WEBINAR WERE IN LINE 
WITH THINKING ABOUT HOW WE CAN 
INTEGRATE THIS PERSPECTIVE AND 
THESE PRACTICES INTO OUR ROLE AS 
LEADERS. ALL RIGHT. I SEE IN THE 
CHAT SOME OF THE THINGS THAT ARE 
BEING CALLED OUT AS LEADING WITH 
HUMILITY. ASKING ABOUT NEEDS AND 
BARRIERS. IT'S RELATIONSHIP 
BASED. BEING WILLING TO HOLD 
SPACE AS A LEARNER VERSUS AN 
EXPERT. DID YOU WANT TO ADD 
ANYTHING IN TERMS OF YOUR OWN 
DEFINITION OF WHAT IT LOOKS LIKE 
OR WHAT LEADING WITH HUMILITY 
MEANS TO YOU?
YOU'RE VERSED IN WHAT IT MEANS 
TO BE A LEADER THAT LEADS WITH 
HUMILITY AND I KNOW THAT FOR ME, 
ONE OF THE BIGGEST THINGS AROUND 
KNOWING IT'S OKAY TO MAKE 
MISTAKES AS A LEADER BUT WE ALSO 
HAVE TO OWN UP TO WHEN WE DO 
MAKE THOSE MISTAKES. SO WE'RE 
GOING TO MOVE TO THE NEXT SLIDE 
AND I WANTED TO ALSO JUST SHARE 
THIS QUOTE THAT I FOUND BECAUSE 
OF COURSE OUR ROLE AS LEADERS 
IS -- DOES NOT HAPPEN IN A 
VACUUM. IT'S IN THE CONTEXT OF 
OUR WORLD, OF OUR COMMUNITY. AND 
THIS IS A QUOTE FROM -- 
ACTUALLY, THE HARVARD BUSINESS 
REVIEW. THEY HAVE A LOT OF 
INFORMATION ABOUT HUMBLE 
LEADERSHIP. IF HUMILITY IS SO 
IMPORTANT, WHY ARE LEADERS SO 
ARROGANT. HERE'S THE QUOTE BY 
BILL TAYLOR. WE LIVE IN A WORLD 
WHERE EGO GETS ATTENTION BUT 
MODESTY GETS RESULTS, WHERE 
ARROGANCE MAKES HEADLINES BUT 
HUMILITY MAKES A DIFFERENCE 
WHICH MEANS THAT ALL OF US AS 
LEADERS ARE ASPIRING LEADERS 
TAKE QUESTIONS OF OUR OWN. ARE 
WE CONFIDENT ENOUGH TO STAY 
HUMBLE?
ARE WE STRONG ENOUGH TO ADMIT WE 
DON'T HAVE ALL THE ANSWERS. KEEP 
THAT IN THE BACK OF YOUR MIND AS 
WE MOVE THROUGH THIS CONTENT 
TODAY. SO WHY BE A HUMBLE 
LEADER?
THINKING ABOUT RESULTS AND 
OUTCOMES WHAT THE BENEFITS CAN 
BE. CERTAINLY AS PEOPLE HAVE 
SHARED IN THE CHAT, A BIG PIECE 
OF THIS IS FOSTERING 
COLLABORATION. WE KNOW THAT WHEN 
PEOPLE FEEL THAT THEY ARE AN 
IMPORTANT PART OF A TEAM, PART 
OF THE BIGGER PICTURE, THEY 
HAVE -- THEY ARE MORE CREATIVE 
AND HIGHER JOB SATISFACTION, SO 
REALLY THINKING ABOUT HOW HUMBLE 
LEADERSHIP IN THIS SPIRIT OF 
COLLABORATION CAN FOSTER THAT 
AMONG ALL OF YOUR TEAM MEMBERS. 
THERE'S NOT A SENSE OF BEING 
MICROMANAGED AND NOT HAVING THE 
FREEDOM TO THINK ABOUT HOW THEY 
CAN DO THEIR JOBS BETTER, DO 
THEIR JOBS TO MEET THE BEST 
STANDARDS THAT ARE CREATED AND 
SO WE REALLY SEE THAT THIS 
HUMBLE LEADERSHIP CAN IMPROVE 
OUTCOMES FOR THE WORK THAT 
PEOPLE ARE DOING. 
WE ALSO SEE INCREASES IN 
INDIVIDUAL AND ORGANIZATIONAL 
RESILIENCY. SO THINGS HAPPEN. 
THERE ARE PROBLEMS. THERE ARE 
CONFLICTS, BUT IF YOU ARE IN A 
SETTING THAT IS LEAD BY A HUMBLE 
LEADER, THE ABILITY TO REALLY 
ADDRESS THOSE PROBLEMS, 
CHALLENGES, AND BOUNCE BACK IS A 
LOT HIGHER. AS I ELUDED TO 
EARLIER, THE PERSON WHO LEADS A 
TEAM WHERE WE'RE SPECIFICALLY 
LOOKING AT HEALTH, HEALTH 
OUTCOMES, PEOPLE ARE LESS 
STRESSED WHEN THEY ARE ON A TEAM 
THAT HAS EMBRACED HUMBLE 
LEADERSHIP AND OF COURSE, WE 
KNOW THAT REDUCING OUR STRESS 
HAS A LOT OF HEALTH BENEFITS 
RIGHT?
HEART DISEASE, CHRONIC PAIN, SO 
NOT ONLY ARE WE IMPROVING OUR 
TEAMS WELLNESS WHILE THEY'RE AT 
WORK BUT ALSO WHEN THEY'RE IN 
THEIR FAMILIES AND IN THEIR 
COMMUNITIES AND THEN THE LAST 
THING THAT I WILL JUST HIGHLIGHT 
IN TERMS OF A BENEFIT IS REALLY 
EMBRACING SHARED LEADERSHIP. SO 
TEAMS AND BEING THE ONLY PERSON 
IS HARD SO WE WANT TO MAKE SURE 
THAT WE'RE ENCOURAGING AND 
PRIORITIZING LEADERSHIP OF 
OTHERS ON OUR TEAM SO WE ARE NOT 
THE ONE PERSON AT THE TOP WHO IS 
DOING IT ALONE AND I KNOW THAT 
THE SOS INSTITUTE HAS A LOT OF 
RESOURCES ON HOW TO 
OPERATIONALIZE THIS IDEA OF 
SHARED LEADERSHIP. NEXT SLIDE. 
AND TALKING ABOUT HOW OUR DAYS 
HAVE BEEN AND KIND OF THINGS 
THAT WE HAVE HAD TO MANAGE AND 
STRUGGLE AS A BLACK WOMAN VERSUS 
HIM HAVING -- MOVING THROUGH THE 
WORLD AS A WHITE MAN, VERY 
DIFFERENT. AND SO THINKING ABOUT 
WHEN PEOPLE ARE LEADERS AND THEY 
ARE ALSO MEMBERS OF GROUPS THAT 
HAVE BEEN MARGINALIZED AND 
OPPRESSED. WE NEED TO CONSIDER 
BOTH TODAY'S WORLD AND HOW FOLKS 
ARE BEING SEEN BECAUSE OF THEIR 
IDENTITIES AND ALSO THE HISTORY 
OF GROUPS WHO HAVE BEEN 
MARGINALIZED AND OPPRESSED NOT 
GIVEN THE OPPORTUNITY TO BE 
LEADERS, RIGHT?
THERE IS A LITTLE BIT OF A 
VACUUM WHEN IT COMES TO 
LEADERSHIP FOR PEOPLE OF COLOR, 
PEOPLE WITH DISABILITY AND 
IMMIGRANTS AND THINKING ABOUT 
HOW WE CAN HELP LIFT UP THOSE 
VOICES AND EXPERIENCES AND MAKE 
SURE THAT THEY ALSO VAN 
OPPORTUNITY TO BE LEADERS. 
AND HOW CAN WE FIGURE OUT THE 
AREAS OF FRICTION. OF COURSE 
BEING A NEW LEADER, I'VE BEEN IN 
MY POSITION FOR ABOUT ALMOST 
FOUR YEARS NOW. SO I DO STILL 
CONSIDER MYSELF A NEW LEADER AND 
WHAT IT MEANS TO TRY TO REALLY 
EMBRACE THIS ROLE AND ALSO KNOW 
THAT I AM -- I HAVE UNIQUE 
EXPERIENCES THAT OTHER LEADERS 
MIGHT NOT HAVE, YOU KNOW, IN 
TERMS OF REALLY FACING MICRO 
AGGRESSIONS AND GASLIGHTING, 
OFTEN HAVING TO SERVE AS -- 
COMING TO THE DEFENSE OF OTHER 
STAFF OF COLOR AND KIND OF BEING 
THAT SPOKESPERSON AS A WOMAN OF 
COLOR LEADER. 
I WOULD LOVE TO HEAR FROM YOU, 
YOU KNOW, AS YOU NOODLE ON THESE 
CONSIDERATIONS WHAT YOU WOULD 
LIKE TO ADD. 
>> YEAH, THANK YOU. YOU KNOW, 
YOU BRING UP SOME REALLY GOOD 
POINTS IN JUST FIGURING OUT, YOU 
KNOW, HOW DO WE BALANCE WHEN WE 
ARE A PART OF THIS GROUP, RIGHT?
AND WE HAVE ALREADY SOME OF THE 
OPPRESSIVE PIECES THAT COME 
ALONG WITH BEING A WOMAN AND 
BEING BLACK OR A PERSON OF COLOR 
AND THEN NOW YOU HAVE TO KIND OF 
NAVIGATE THE PROFESSIONAL WORLD 
IN A WAY THAT'S REPRESENTATIVE 
OF YOUR PEOPLE BUT ALSO OF 
YOURSELF. SO WE PLAY THAT 
BALANCE OF, YOU KNOW, TRYING TO 
CREATE OPPORTUNITIES FOR THOSE 
WHO ARE COMING BEHIND US AND 
BESIDE US. AND REALLY THAT CAN 
BE CHALLENGING. I LIKE TO TELL 
PEOPLE ALL THE TIME IT IS GOOD 
THAT WE TALK ABOUT THESE THINGS 
BECAUSE IT CAN BE EASY FOR US TO 
FEEL ISOLATED WHEN WE THINK 
THAT, YOU KNOW, NOBODY ELSE'S 
EXPERIENCE IN THOSE 
MICROAGGRESSIONS OR THOSE 
DIFFERENT THINGS THAT WE KNOW 
ARE PERIOD HAH -- ARE HAPPENING. 
FOR THE FOLKS AND PROGRAMS WE 
SERVE, THAT'S ONE OF THE MAIN 
THINGS IS REDUCE THAT ISOLATION 
AND TO CONNECT SURVIVORS WITH 
SUPPORTS THAT THEY WANT, NEED, 
AND DESERVE. HOW CAN WE ALSO 
BUILD LEADERSHIP STRUCTURES THAT 
ARE DOING SOMETHING SIMILAR, AND 
THIS IDEA OF MENTORSHIP, YOU 
KNOW, HOW CAN I FIND SOMEONE WHO 
LOOKS LIKE ME, COMING FROM A 
SIMILAR BACKGROUND AND COMMUNITY 
AND HELP ME NAVIGATE NOT JUST 
THE NITTY GRITTY OF REPORTS AND 
ALL THE NUISANCES THAT GOES INTO 
LEADING A REALLY DIVERSE TEAM. 
>> EXTRA LAYER. 
>> ALL RIGHT. WE'LL MOVE TO THE 
NEXT SLIDE. SO, NOW WE'RE GOING 
TO TALK ABOUT SPECIFIC 
STRATEGIES FOR LEADING WITH 
HUMILITY. THIS IS A LITTLE BIT 
OF OUR ROAD MAP OF THE FOUR 
DIFFERENT STRATEGIES WE'RE GOING 
TO BE TALKING ABOUT TODAY. SO 
ONE IS CENTERING HUMILITY AS A 
VALUE. SO WE'RE NOT JUST GIVING 
IT LIP SERVICE BUT REALLY BAKING 
IT INTO OUR TEAMS, CREATING 
PSYCHOLOGICAL SAFETY. SO HOW CAN 
WE IMPROVE THAT WORK PLACE 
CULTURE SO THAT FOLLOW ACTION ON 
OUR TEAM FEEL THAT THEY ARE ABLE 
TO BE VULNERABLE, TAKE RISKS, 
ASK QUESTIONS, MAKE MISTAKES 
WITHOUT THAT FEAR OF 
RETALIATION. EMBRACING 
RELATIONSHIP BUILDING. SO THIS 
IS SO HARD TO THINK ABOUT AS WE 
ARE PUSHED UP AGAINST LOTS OF 
DEADLINES AND DELIVERABLES THAT 
DON'T NECESSARILY PRIORITIZE 
RELATIONSHIPS BUT WE ALSO KNOW 
THAT THIS IS SO CRITICAL TO 
BUILDING A HEALTHY TEAM, AND 
THEN, PRIORITIZING 
ACCOUNTABILITY AND FEEDBACK AND 
I THINK THAT THIS IS ACTUALLY 
THE AREA WHERE WE GOT A LOT OF 
QUESTIONS AND COMMENTS FOR FOLKS 
THAT REGISTERED TO THINK ABOUT 
HOW CAN WE BALANCE 
ACCOUNTABILITY AND FEEDBACK FOR 
OURSELVES AND FOR PEOPLE ON OUR 
TEAM USING THIS FRAMEWORK OF 
HUMBLE LEADERSHIP. SO WE'RE 
GOING TO MOVE TO THIS FIRST 
STRATEGY, CENTERING HUMILITY AS 
A VALUE. AND AGAIN, I'M GOING TO 
SHARE A LITTLE BIT OF AN 
EXPERIENCE OR STORY. SO AS THE 
NATIONAL HEALTH INITIATIVE TO 
ADDRESS VIOLENCE AND ABUSE, THAT 
IS REALLY A MOUTH FULL FOR THE 
WORK THAT WE DO ON THE HEALTH 
TEAM. ONE OF THE IMPORTANT STEPS 
THAT WE TOOK WAS TO CREATE A 
LIST OF OUR TEAM VALUES. SO THAT 
WE COULD MAKE SURE THAT ALL THE 
WORK THAT WE'RE DOING TOGETHER 
AND DOING APART SOMETIMES IS 
REALLY ALIGNING WITH WHAT WE 
KNOW WE FEEL IN OUR BONES IS 
IMPORTANT. SO ONE OF THOSE 
VALUES WAS REALLY THINKING ABOUT 
HUMILITY AND THE PRIVILEGE THAT 
WE HOLD AS THESE NATIONAL 
TECHNICAL ASSISTANCE PROVIDERS. 
SO HERE IS THE VALUE THAT WE 
CREATED. WE AIM TO BE MINDFUL OF 
OUR INDIVIDUAL PRIVILEGES AND 
IDENTITIES AND HOW THEY MAY SHOW 
UP IN OUR WORK. WE ACKNOWLEDGE 
THAT WE DON'T HAVE ALL THE 
ANSWERS. WE COMMUNICATE AND SEEK 
FEEDBACK FROM OTHERS. SO 
ALTHOUGH WE HAVE THIS FANCY 
TITLE AS A TRAINING AND 
TECHNICAL ASSISTANCE PROVIDER, 
WE KNOW THAT IT'S ACTUALLY BEING 
IN THE COMMUNITY AND LEARNING 
FROM OTHERS WHERE WE DO OUR BEST 
WORK. AND KNOWING OUR LANE, 
KNOWING OUR LIMITS, UPLIFTING, 
THE VOICES AND CONTRIBUTIONS OF 
OTHER PEOPLE, KIND OF GLOBALLY. 
AND I BRING THAT, I HOPE, TO MY 
APPROACH TO LEADERSHIP AS WELL. 
SO I ALSO AS AN INDIVIDUAL, YOU 
KNOW, TRY TO ACKNOWLEDGE THAT I 
DON'T ALWAYS HAVE THE ANSWERS TO 
GET FEEDBACK. I CAN'T IGNORE 
THAT I DO HAVE POSITIONAL POWER 
IN THE ORGANIZATION, BUT KIND OF 
THINKING ABOUT WHAT WE SHARED IN 
THE BEGINNING ABOUT HAVING A 
TEAM APPROACH AND WORKING 
COLLABORATIVELY. 
NOW ZENEBIA'S GOING TO SHARE THE 
NEXT TWO STRATEGIES. WE DO THAT 
WHEN WE'RE SHOWING OUR STAFF 
RESPECT AND WE'RE GIVING THEM 
PERMISSION TO BE ABLE TO BRING 
THINGS TO THE TABLE, RIGHT?
S GIVING THEM THE OPPORTUNITY TO 
MAKE MISTAKES AND TO LEARN AND 
GROW FROM THEM. SOME OF THE 
ELEMENTS OF PSYCHOLOGICAL SAFETY 
ARE INCLUSION, LEARNER SAFETY, 
CONTRIBUTOR SAFETY, AND THEN, 
ALSO, JUST AGAIN BEING ABLE TO 
PROVIDE SOME OPPORTUNITIES FOR 
THEM. SO WHEN WE THINK ABOUT 
INCLUSION, WITH OUR 
ENVIRONMENTS, RIGHT, WE'RE 
REALLY SAYING THAT WE ACCEPT YOU 
FOR THE PERSON WHO YOU ARE TODAY 
IN THIS MOMENT AND FEEL THAT 
BELONGING AND TO KNOW THAT WE 
RESPECT THEM AND ACCEPT THEM. SO 
WHEN WE WORK TOWARD THIS, IT 
MEANS THAT WE'RE LISTENING AND 
THAT WE'RE GIVING THEM 
OPPORTUNITY TO BE ABLE TO 
EXPRESS THEMSELVES AND BE 
THEMSELVES IN THOSE SPACES. IT'S 
ALSO BEING ABLE TO ACKNOWLEDGE 
AND LET THEM KNOW THAT, YOU 
KNOW, VERBALLY AND IN WRITING 
AND IN DIFFERENT WAYS OF 
COMMUNICATING WITH THEM, THAT 
THEY ARE VALUED AND THEY ARE 
APPRECIATED. WE APPRECIATE WHAT 
THEY BRING TO THE TABLE. WE MOVE 
INTO THINKING ABOUT LEARNER 
SAFETY. THAT LEARNER SAFETY IS 
REALLY, YOU KNOW, THE FEELING 
THAT THEY'RE ABLE TO LEARN 
WITHOUT THE FEAR OF HAVING 
EMBARRASSMENT AND CHANGE. SO AS 
LEADERS, WHAT WE'RE DOING IS 
WE'RE CREATING THOSE 
OPPORTUNITIES AND IT LOOKS LIKE, 
YOU KNOW, ONE OF THE THINGS WHEN 
I'M TRAINING SOMEONE FOR THE 
FIRST TIME AND AS THEY'RE 
GETTING TO KNOW ME AS A TRAINER 
AND AS A LEADER, I'M LETTING 
THEM KNOW THAT YOU'RE GOING TO 
MAKE A MISTAKE. IT'S 100% A 
GUARANTEE THAT YOU'RE NOT GOING 
TO DO SOMETHING PERFECT AND THAT 
YOU AND I WILL WORK THROUGH THAT 
TOGETHER, THAT, YOU KNOW, WE 
HAVE A CULTURE OF LEARNING HERE 
AND WE WILL BE ABLE TO GET 
THROUGH THAT. SO BEING ABLE TO 
BE CLEAR THAT THAT IS THE 
CULTURE THAT YOU HAVE CREATES 
THAT LEARNER SAFETY, RIGHT?
SO THEY'RE ABLE TO LEARN AND 
GROW FROM THOSE MISTAKES AND ONE 
OF THE ONES THAT I ALSO LIKE IS 
THE CONTRIBUTOR SAFETY AND I 
HAVE A FUNNY STORY ABOUT THIS. 
IT'S FUNNY TO ME NOW. BUT 
CONTRIBUTOR SAFETY IS WHEN WE 
EMBRACE THAT FREE THOUGHT 
THAT -- WHAT WE LIKE TO CALL 
PRODUCTIVE CONFLICT AND THE 
FUNNY STORY IS, YOU KNOW, BEING 
IN A LEADERSHIP POSITION, I WAS 
IN A MEETING WITH A FEW PEOPLE 
AND THERE WAS ANOTHER LEADER WHO 
WASN'T FAMILIAR WITH MY 
LEADERSHIP STYLE AND IN THE 
MEETING WE HAD SOME OF MY DIRECT 
REPORTS. AND WE WERE DISCUSSING 
A TOPIC AND I ALLOWED THEM TO -- 
THEY GOT PASSIONATE ABOUT IT. 
THEY WERE EXPRESSING A LOT OF 
PASSION. A LOT OF ENERGY. YOU 
ALL KNOW WHAT I MEAN BY THAT AND 
AT THE END OF IT, YOU KNOW, WE 
WERE ABLE TO COME TO A SOLUTION 
AND ALL OF THAT WAS -- IT WAS 
GREAT, BUT THE LEADER PULLED ME 
TO THE SIDE AND THEY WERE LIKE, 
OH, THEY CHALLENGED YOUR 
AUTHORITY, AND I WAS LIKE, NO, 
THEY DIDN'T CHALLENGE MY 
AUTHORITY. WE HAVE THAT TYPE OF 
RELATIONSHIP WHERE I EXPECT FOR 
THEM TO GIVE ME THE RAW DEAL. 
LIKE, LET ME KNOW TRULY, TRULY 
WHAT IT IS THAT IS ON YOUR MIND 
AND WHAT YOUR THOUGHTS ARE. 
BECAUSE ULTIMATELY, WE LEARN AND 
WE GROW FROM EACH OTHER AND IF 
WE DON'T HAVE THOSE CHALLENGES 
IN THE WORK PLACE, THE 
PRODUCTIVE CONFLICTS, THEN WE 
LOSE OPPORTUNITIES FOR OUR TEAMS 
TO BE CREATIVE AND THAT CREATIVE 
IS WHAT REALLY MOVES US TOWARD 
INNOVATION AND BEING ABLE TO 
THINK OUTSIDE OF THE BOX. SO 
THAT'S WHAT CONTRIBUTOR ASSAULT 
WITH A FIREARMTY MEANS TO ME IN 
REAL TIME AND WHAT IT LOCKS 
LIKE. AND ANOTHER PIECE IS 
HAVING THAT HEALTHY DIALOGUE. 
WHEN YOU'RE WORKING WITH PEOPLE, 
THEM KNOWING THAT YOU HAVE THAT 
OPEN DOOR POLICY, THAT YOU ARE 
WILLING TO LISTEN. THAT YOU ARE 
WILLING TO HAVE HARD 
CONVERSATIONS. YOU'RE 
ACKNOWLEDGING THAT THE PERSON IN 
FRONT OF YOU IS A PERSON FIRST 
AND WE CAN CONNECT ON THAT 
LEVEL. EVEN IF I DON'T KNOW ALL 
THE THINGS THAT YOU HAVE 
EXPERIENCED, I CAN STILL CONNECT 
TO YOU ON THAT PERSONAL LEVEL 
AND THAT HELPS TO SHOW -- TO 
SHOW THAT PERSON THAT YOU'RE IN 
IT TOGETHER AND THAT I TAKE YOUR 
CONCERNS TO HEART AND I'LL BE 
ABLE TO SUPPORT YOU THROUGH THAT 
PROCESS. AND ALL OF THAT REALLY 
LEADS INTO THAT COLLABORATIVE 
CULTURE, RIGHT?
BECAUSE IF PEOPLE ARE FEELING 
PSYCHOLOGICALLY SAFE TO HAVE 
THOSE CONVERSATIONS WITH YOU AND 
FEEL THAT SUPPORT AND SENSE OF 
BELONGING WITHIN THE TEAM, THEN 
THE COLLABORATION PART, THAT'S 
THE BYPRODUCT OF IT. 
SO IT'S REALLY EXCITING, YOU 
KNOW, TO REALLY THINK ABOUT HOW 
WE CAN CREATE THOSE THINGS. SO 
ONE OF THE THINGS I DO WANT TO 
TALK ABOUT IS SOME OF THE 
PRACTICES THAT WE HAVE AT THE 
CENTER FOR WOMEN AND FAMILIES 
AND HOW WE UTILIZE PRACTICES TO 
FOSTER A COLLABORATIVE CULTURE 
AND SOME OF THOSE THINGS ARE, 
AND YOU PROBABLY HAVE HEARD THIS 
SO MANY TIMES IN SO MANY WAYS 
AND I KNOW THAT WHEN I FIRST 
HEARD ABOUT TEAM BUILDING, IT 
WAS WAY BACK EARLY ON IN MY 
CAREER. I WAS AT A CALL CENTER 
AND TEAM BUILDING MEANT A PIZZA 
PARTY. I DON'T KNOW IF ANYBODY 
ELSE HAD THAT SAME ASSOCIATION 
WITH TEAM BUILDING. BUT REALLY, 
IT'S NOT JUST A PIZZA PARTY, 
RIGHT?
THEY CREATE OPPORTUNITIES FOR 
STAFF WHILE THEY ARE THERE, 
WHILE THEY ARE AT WORK SO 
SOMETIMES THAT LOOKS LIKE MAYBE 
WE HAVE A BREAK. SO WE'RE GOING 
TO TAKE, 5 OR 15 MINUTES TO GET 
UP FROM OUR DESK TO TAKE SOME 
TIME SO INTRODUCE MEDITATION OR 
EVEN COLOR SOMETHING, RIGHT?
SO BEING ABLE TO IDENTIFY FROM 
THE STAFF WHAT ARE THE THINGS 
THAT WOULD HELP YOU THROUGHOUT 
YOUR WORK DAY, THROUGHOUT YOUR 
WORK WEEK THAT YOU FEEL COULD 
CONTRIBUTE TO YOUR WELLBEING AND 
SOMETIMES THAT'S JUST EATING 
LUNCH TOGETHER AND JUST THINK 
EVERYBODY MAKING THE AGREEMENT, 
WE'RE GOING TO EAT LUNCH 
TOGETHER AND NOT TALK ABOUT 
WORK. HOW MANY TIMES -- I KNOW 
I'M GUILTY OF IT, HOW MANY TIMES 
DO YOU GO ON LUNCH WITH YOUR 
CO-WORKER AND ALL OF A SUDDEN 
YOU'RE TALKING ABOUT WORK AND 
NO, THIS IS OUR LUNCH BREAK. SO 
WE HAVE THOSE OPPORTUNITIES FOR 
STAFF. AND OF COURSE WHEN WE 
THINK ABOUT HOW WE MAKE OUR 
DECISION AND HOW WE'RE MAKING 
PROGRESS AND WE'RE DEFINITELY 
PULLING IN THEIR OPINIONS AND 
WHAT ARE THE THINGS THAT WE'RE 
SEEING. SO ONE OF THE THINGS 
THAT WE DO AS LEADERS AT THE 
CENTER IS WE DO SHADOWING 
OPPORTUNITIES. SO THAT IS WHERE 
WE'RE ABLE TO FOLLOW ALONG WITH 
OUR STAFF. WE'LL GO WITH THEM 
TO -- IF THEY'RE DOING A 
PREVENTION THING, WE'LL SHADOW 
THEM WITH THAT. THEY COULD ALSO 
BE SITTING IN ON A CASE 
MANAGEMENT SESSION, WHATEVER 
THAT LOOKS LIKE, BUT IT GIVES US 
THE OPPORTUNITY TO BE ABLE TO 
GIVE REAL LIVE FEEDBACK TO THEM 
AND AS A MATTER OF FACT, I JUST 
DID ONE RECENTLY AND AFTERWARDS, 
THE STAFF MEMBER SAID, YOU KNOW, 
I AM SO GLAD THAT YOU WERE 
THERE. YOU WERE ABLE TO SEE, YOU 
KNOW, WHAT I WAS EXPERIENCING, 
WHAT I WAS TALKING ABOUT, AND 
YOU WERE ABLE TO GIVE ME 
FEEDBACK AND I THINK I CAN APPLY 
THAT IN MY NEXT SESSION, RIGHT?
SO THAT IS LIKE A BIG PIECE OF 
BEING ABLE TO HAVE THAT OPEN 
COMMUNICATION AS WELL. WE HAVE 
REGULAR ONE-ON-ONE. SOME PEOPLE 
MAY CAUSE THEM SUPERVISION. IT'S 
ESSENTIALLY WHERE YOU'RE BEING 
INTENTIONAL AND YOU'RE SITTING 
IN WITH THEM AND YOU'RE TALKING 
ABOUT HOW ARE THINGS GOING, 
RIGHT?
HOW ARE THINGS GOING WITH YOUR 
CASE LOAD?
HOW ARE THINGS GOING IF YOU'RE 
DOING PREVENTION, LIKE, HOW IS 
IT GOING WHEN YOU'RE GOING TO 
THE COMMUNITY PARTNERS, AND JUST 
REALLY BEING INTENTIONAL ABOUT 
WHAT ARE THE THINGS THAT THEY 
NEED SUPPORT AROUND. THAT'S ALSO 
A GOOD OPPORTUNITY WHERE WE WILL 
ASK FOR FEEDBACK. WHAT AM I 
DOING THAT YOU WANT ME TO STOP 
DOING?
WHAT AM I DOING THAT YOU WANT ME 
TO KEEP DOING?
AND WHAT AM I NOT DOING?
WHAT DO YOU NEED ME TO DO?
SO REALLY GIVING THE EXPECTATION 
THAT I CARE ABOUT THE FEEDBACK 
THAT YOU HAVE TO GIVE TO ME AND 
I'M CREATING SPACE AND 
OPPORTUNITY FOR YOU TO BE ABLE 
TO PROVIDE THAT TO ME AS WELL. I 
DON'T THINK WE HAVE TIME TO GO 
OVER THOSE NOW BUT IF YOU HAVE 
THE STRATEGIES AND YOU WANT TO 
SHARE THEM IN THE CHAT, FEEL 
FREE TO DO THAT AND PEOPLE CAN 
HAVE THE OPPORTUNITY TO SEE WHAT 
GREAT WORK YOU'RE ALL DOING TO 
HELP FOSTER A COLLABORATIVE 
CULTURE IN YOUR ORGANIZATIONS. 
NEXT SLIDE PLEASE, SO ANOTHER 
PIECE IS, YOU KNOW, BEING ABLE 
TO EMBRACE THAT RELATIONSHIP 
BUILDING PART. SO I LIKE TO 
THINK ABOUT IF ANYONE IS 
FAMILIAR WITH MOTIVATIONAL 
INTERVIEWING AND, YOU KNOW, YOU 
HAVE THAT -- THE BASELINE IS 
ENGAGEMENT, RIGHT?
AND THAT ENGAGEMENT PIECE IS ALL 
ABOUT THE RELATIONSHIP AND WHAT 
THEY TELL YOU, YOU CAN'T MOVE UP 
FROM THAT AND YOU CAN'T MOVE UP 
FROM THE RELATIONSHIPS. YOU MAKE 
PROGRESS WITH THE CLIENT OR MAKE 
PROGRESS IN WHAT YOU'RE TRYING 
TO DO. YOU'RE BEING AWARE OF 
WHAT ARE THE VALUES OR THE 
BELIEF SYSTEMS THAT YOU BRING TO 
THE TABLE AND THAT YOU HAVE AND 
THEN WHAT DOES THAT LOOK LIKE IN 
PRACTICE FOR YOU, RIGHT?
SO SOMETIMES, IN A LOOKS LIKE 
BEING ABLE TO CLEARLY STATE WHAT 
YOUR BOUNDARIES ARE. A LOT OF 
TIMES WE TALK ABOUT OTHER 
PEOPLE'S BOUNDARIES AND 
LEADERSHIPS BUT WE ALSO HAVE TO 
BE ABLE TO IDENTIFY WHAT OUR 
BOUNDARIES ARE TOO SO BEING ABLE 
TO COMMUNICATE THAT AND HAVE, 
YOU KNOW, CLARITY AROUND THAT 
CAN HELP THAT PROCESS. AND 
SOMEONE MENTIONED IT IN THE CHAT 
ALREADY AND THAT'S PRACTICING 
THE POWER WITH AND NOT THE POWER 
OVER. THIS IS THE WAY THAT WE'RE 
ENGAGED IN POWER SHARING. THIS 
IS NOT SITTING ON THE TOP 
LOOKING DOWN, RIGHT, AND SAYING, 
YOU DO THIS BECAUSE I'M THE 
BOSS. IN FACT, I DON'T LIKE MY 
STAFF TO CALL ME THE BOSS. I'M 
LIKE, DON'T CALL ME BOSS. CALL 
ME Z. YOU CAN, YOU KNOW, BECAUSE 
TO ME, LIKE THAT, BOSS SOUNDS 
LIKE POWER, RIGHT?
AND REALLY WHAT I WANT IS FOR US 
TO SHARE THAT. AND THEN TRUST. 
SO IF WE ARE DOING THE THINGS 
THAT WE TALKED ABOUT AROUND 
HAVING PSYCHOLOGICAL SAFETY IN 
THE WORK PLACE, THAT TRUST IS A 
BYPRODUCT OF THAT AND TRUST IS 
EARNED AND JUST BECAUSE YOU HAVE 
THE TITLE OF A LEADER DOESN'T 
MEAN THAT YOUR TEAM IS GOING TO 
TRUST YOU. THERE'S ALSO 
COMPETENCY ALONG WITH THAT. SO 
SOMEONE CAN TRUST THAT YOU'RE A 
GOOD PERSON BUT THERE'S ALSO 
TRUST ON ARE YOU A COMPETENT 
LEADER. ARE YOU BEING ABLE TO 
EFFECTIVELY LEAD OUR TEAM AND 
LEAD OUR ORGANIZATION, ALL 
RIGHT?
SO WHEN WE'RE ABLE TO DO THOSE 
THINGS AND WE'RE ABLE TO WALK IN 
HUMILITY, IT GIVES US 
OPPORTUNITIES TO BE ABLE TO USE 
OUR SKILL SETS. FOR US TO BE 
ABLE TO BUILD THE TRUST THAT'S 
NEEDED WHEN IT COMES TO THOSE 
RELATIONSHIPS. AND THEN OF 
COURSE NAVIGATING THE 
DIFFERENCES IN POWER. AND AND 
SOMETIMES -- NOT JUST SOMETIMES 
BUT ALL THE TIME. YOU HAVE TO 
NAME WHEN THERE ARE POWER 
DIFFERENTIALS AND BE ABLE TO 
ADDRESS IT AND PUT THINGS IN 
PLACE SO THERE'S SOME CHECK AND 
SOME BALANCES THAT WE'RE ABLE TO 
CHECK OURSELVES AS LEADERS AND 
GIVE OPPORTUNITIES FOR STAFF TO, 
AGAIN, GIVE US THAT FEEDBACK 
WHEN MAYBE SOMETHING THAT WE'VE 
DONE OR SAID OR OUR BEHAVIOR OR 
SOMETHING HAS CAUSED HARMFUL 
IMPACT. AND THEN HAVING THE 
SHARED PURPOSE. VIRGINIA SHARED 
VALUES EARLY, LIKE THE TEAM 
VALUES THAT THEY CREATED BECAUSE 
WE ALL COME TO WORK TODAY -- WE 
CALL COME TO WORK FOR A REASON, 
RIGHT?
AND HAVING A CLEAR SHARED 
PURPOSE AND VALUE AND MISSION, 
LIKE, WHY ARE WE HERE HELPS US 
TO RESENTER WHEN THINGS GET 
ROCKY. SO THAT IS SUPER HELPFUL 
TO BUILD IN THOSE RELATIONSHIPS. 
VIRGINIA, YOU'RE GOING TO TALK 
ABOUT HOW DO WE PRIORITIZE?
>> YEAH. I KNOW THIS IS A VERY 
JUICY PIECE OF THIS PRESENTATION 
AND REALLY THINKING ABOUT 
ACCOUNTABILITY AND FEEDBACK AND 
IT IS IMPORTANT TO NOTE, THIS 
BECOMES LESS TENSE, I THINK, IF 
YOU HAVE IMPLEMENTED THE THREE 
PREVIOUS STRATEGIES THAT WE 
TALKED ABOUT IN TERMS OF 
CENTERING HUMILITY AS A VALUE, 
CREATING THAT PSYCHOLOGICAL 
SAFETY AND REALLY EMBRACING 
RELATIONSHIP BUILDING. IF THOSE 
THINGS ARE IN PLACE, THEN 
CONVERSATIONS AROUND 
ACCOUNTABILITY AND FEEDBACK CAN 
BE MORE OPEN AND KIND OF ENTERED 
INTO WITH LESS DEFENSIVENESS AND 
FEAR, AND SO I THINK THAT'S PART 
OF WHY WE LEAVE THIS ONE UNTIL 
THE END BECAUSE IT'S SO 
IMPORTANT TO HAVE THAT GROUND 
WORK ALREADY DONE. SO WHEN WE 
THINK ABOUT ACCOUNTABILITY, 
REALLY THINKING ABOUT POSITIVE 
ACCOUNTABILITY. SO, YOU KNOW, 
MOVING AWAY FROM DEFENSIVENESS, 
PUTTING RESPONSIBILITY ON OTHER 
PEOPLE, TAKING OWNERSHIP, RIGHT?
MAKING SURE THAT YOU ARE ENGAGED 
IN A CONVERSATION AND IT'S NOT 
LIKE SOMEONE IS WRITING YOU A 
TRAFFIC TICKET. IT'S REALLY 
IMPORTANT TO MAKE SURE THAT AS 
WE ARE TAKING ACCOUNTABILITY, WE 
HAVE A PROCESS THAT INCLUDES 
CONVERSATIONS AND REALLY 
ADMITTING WHEN YOU HAVE MADE A 
MISTAKE. ALSO, ACCOUNTABILITY 
CAN BE A WONDERFUL THING, RIGHT?
TALKING ABOUT THE SUCCESSES AND 
THE VICTORIES THAT YOU ALSO HAVE 
BEEN APART OF. AND ALSO 
ACKNOWLEDGING OTHER PEOPLE'S 
PIECES AND MAKING THOSE 
SUCCESSES POSSIBLE AS WELL. 
SOMETIMES WE HAVE TO TAKE 
ACCOUNTABILITY FOR RESULTS WE 
ARE NOT IN CONTROL OF. ONE OF 
THE RESPONSIBILITIES WE HAVE 
BECAUSE WE ARE GIVEN THIS 
POSITIONAL POWER. BECAUSE WE 
OFTEN HAVE HIGHER SALARIES, YOU 
KNOW, JUST BLUNTLY THAN OTHER 
FOLKS THAT ARE ON OUR TEAM AND 
HAVE THAT KIND OF RESPONSIBILITY 
TO SEE THE BIG PICTURE. WE 
CANNOT BE IN CONTROL OF ALL OF 
THOSE MOVING PIECES AT ALL 
TIMES. AND WE WANT TO DO GOOD 
WORK AND MAKE DECISIONS ON THEIR 
OWN AND ULTIMATELY, WE HAVE 
TO -- WE'RE LIKE WHERE THE 
RUBBER HITS THE PAVEMENT. SO 
REALLY THINKING ABOUT WHAT THAT 
MEANS FOR US. AND ALL OF THIS IS 
IN THE CONTEXT OF REMEMBERING 
THAT IF WE WANT TO CREATE A 
STAFF CULTURE OF -- A TEAM 
CULTURE OF ACCOUNTABILITY FOR 
FOLKS THAT WE MANAGE, COACH, 
SUPERVISE, WE NEED TO HAVE THAT 
FOR OURSELVES, RIGHT?
AND SO, CONVERSATIONS ABOUT 
ACCOUNTABILITY ARE NOT JUST, 
OKAY, IT'S TIME FOR ME TO REVIEW 
WITH PEOPLE ON MY STAFF BUT IT'S 
ALSO, WHAT ARE THE MEASURES THAT 
WE'RE LOOKING AT FOR MY 
PERFORMANCE AND WORK AND HOW CAN 
WE MAKE SURE THAT THERE'S A WAY 
THAT FOLKS UNDERSTAND HOW THEY 
CAN ALSO PROVIDE THAT FEEDBACK. 
SO GREAT SEGWAY INTO THE SECOND 
CONCEPT OF FEEDBACK AND REALLY 
WELCOMING IT. NOBODY WANTS TO BE 
IN A POSITION WHERE WE'RE BEING 
TOLD YOU'RE DOING A BAD JOB. HOW 
CAN WE FRAME CONVERSATIONS 
AROUND FEEDBACK THAT ARE OPEN 
AND ALSO ACTIONABLE AND 
REALISTIC, RIGHT?
SO THINKING ABOUT HOW WE CAN 
BUILD BECAUSE WE HAVE CREATED 
THAT SAFETY, BECAUSE WE HAVE 
REALLY THOUGHT ABOUT 
RELATIONSHIP BUILDING, WHAT IS 
THE PROCESS THAT WE ARE GOING TO 
SEEK OUT FEEDBACK FROM OTHERS 
AND HEAR IT AND ACCEPT IT AND 
THEN OF COURSE IT'S NOT JUST 
RECEIVING IT BUT ALSO ACTING ON 
IT. AND COMMUNICATING TO OTHER 
PEOPLE. MAKING SURE THAT IF YOU 
HAVE MULTIPLE TEAMS IN YOUR 
ORGANIZATION THERE'S FEEDBACK 
OPPORTUNITIES THERE AND ACROSS 
THE ORGANIZATION. SO HOW CAN WE 
BUILD ADDITIONAL OPPORTUNITIES 
TO BE IN PARTNERSHIP AND 
COLLABORATE ACROSS OUR 
ORGANIZATION. AND THEN THE LAST 
PIECE THAT I'LL JUST FOCUS ON 
AROUND FEEDBACK IS CHALLENGING 
THIS IDEA OF PERFECTIONISM. MANY 
OF US OVER THE PAST FIVE OR SO 
YEARS HAVE BEEN THINKING ABOUT 
THE HABITS OF WHITE SUPREMACY. 
HOW THAT SHOWS UP IN OUR WORK 
AND ONE OF THEM IS THIS IDEA OF 
PERFECTIONISM AND, YOU KNOW, 
PERFECT BEING THE ENEMY OF GOOD. 
IS THAT HOW IT IS?
I NEVER GET THEM RIGHT. BUT, YOU 
KNOW, WE CAN'T HOLD OURSELVES TO 
A STANDARD WHERE QUOTE UNQUOTE 
PERFECT IS THE ONLY ACCEPTABLE 
OUTCOME. AND FIGURING OUT AS 
LEADERS HOW WE CAN RESIST THAT. 
I CAN SHARE MANY EXAMPLES OF 
SHARING FEEDBACKS ON DIFFERENT 
PROJECTS, WHETHER IT'S A 
RESOURCE OR AN EVENT AND HAVING 
TO REALLY THINK ABOUT, OKAY, 
THAT'S NOT THE WAY I WOULD DO IT 
BUT THAT'S OKAY AND REALLY 
VALUING THE CONTRIBUTIONS AND 
STRENGTHS AND CREATIVITY ON MY 
TEAM RATHER THAN FEELING LIKE 
THERE'S ONE RIGHT WAY TO DO 
THINGS WHICH IS MY WAY. WHY 
DON'T WE MOVE TO THE NEXT SLIDE 
AND WE'LL DO A ZOOM POLE AND 
REMEMBER THAT ZOOM POLES ARE 
COMPLETELY ANONYMOUS. AND YOU'LL 
ANSWER THIS QUESTION, WHAT IS 
YOUR COMFORT LEVEL ADDRESSING 
AND RESPONDING TO MISTAKES MADE 
BY THE STAFF YOU SUPERVISE. 
SO THE SCALE IS FROM 1 TO 10,000 
COMFORTABLE YOU ARE. ALL OF THEM 
ARE SHOWING UP. THE NEXT 
QUESTION IS WHAT IS YOUR COMFORT 
LEVEL ADDRESSING AND RESPONDING 
TO MISTAKES YOU MADE. SO REALLY 
HAVING TO THINK ABOUT OUR OWN 
HUMILITY AND ARROGANCE AND 
VULNERABILITY AND THEN THE LAST 
ONE IS AN OPEN ENDED SHORT 
ANSWER -- HOW DO YOU INITIATE 
RECEIVING FEEDBACK FROM STAFF. 
ALL RIGHT. SO I FEEL LIKE I 
SHOULD DO THE FINAL JEOPARDY 
LITTLE JINGLE HERE. GOT GREAT 
PARTICIPATION HERE. EVERYONE IS 
ANSWERING THE QUESTIONS. SO ON A 
SCALE OF 1 TO 10, COMFORT LEVEL 
ADDRESSING AND RESPONDING TO 
MISTAKES MADE BY THE STAFF YOU 
SUPERVISE. THE HOT -- IT'S 
AROUND A 7 OR AN 8. OKAY?
AND THEN LET'S TAKE A LOOK. I'M 
GOING TO COMPARE THAT TO THE 
NEXT QUESTION. WHAT IS YOUR 
COMFORT LEVEL ADDRESSING AND 
RESPONDING TO MISTAKES MADE BY 
THE STAFF YOU SUPERVISE. THAT'S 
THE SAME QUESTION. WHAT IS YOUR 
COMFORT LEVEL ADDRESSING AND 
RESPONDING TO MISTAKES YOU MAKE?
THAT'S MORE OF AN 8 OR A 9. DOES 
THIS SURPRISE YOU. HAS THIS BEEN 
YOUR EXPERIENCE OR -- WHERE YOU 
WOULD HAVE GONE WITH YOUR GUT?
IT WOULD HAVE BEEN COOL TO SEE 
HOW LONG YOU'VE BEEN IN THE 
LEADERSHIP ROLE BECAUSE AS WE 
GROW, WE LEARN THE TECHNIQUES. 
WE LEARN HOW TO DO THE DISK WITH 
ADDRESSING CONCERNS AND WE LEARN 
THOSE DIFFERENT PRINCIPLES, WE 
LEARN ALL OF THAT BUT WHEN WE 
ARE GRAND NEW, THAT'S MORE 
CHALLENGING AND HAVING TO FIGURE 
OUT LIKE HOW DO I ADDRESS THESE 
THINGS SO I WOULD BE INTERESTED 
TO KNOW WHERE PEOPLE ARE. BUT 
THAT SOUNDS LIKE QUESTION 2, WE 
HAVE A LOT OF PEOPLE WHO ARE 
ALREADY, YOU KNOW, EMBRACING 
THAT HUMILITY PIECE OF THE 
LEADERSHIP, RIGHT?
AND RECOGNIZING THAT, YOU KNOW, 
WE DO HAVE TO BE ABLE TO ADDRESS 
IT WHEN WE'VE MESSED UP. SO THIS 
IS AWESOME. I LIKE THIS. 
>> YEAH. AND LET'S SEE IF WE CAN 
GET ANY RESPONSES, SOME SHOUT 
OUTS FOR THAT THIRD QUESTION, 
WHICH IS A SHORT ANSWER 
QUESTION, HOW DO YOU INITIATE 
RECEIVING FEEDBACK FROM STAFF?
DO WE KNOW HOW WE CAN ACCESS 
THOSE RESPONSES?
>> WE'RE GOING TO MOVE ON. IF 
ANYONE WANTS TO SHARE IN THE 
CHAT KNOWING THAT IT'S NOT 
ANONYMOUS, YOU'RE WELCOME TO 
TALK ABOUT HOW YOU INITIATE 
RECEIVING FEEDBACK FROM STAFF. 
LOOKS LIKE A LOT OF PEOPLE 
ANSWER SO I APOLOGIZE. HOW CAN I 
SUPPORT YOU ON YOUR ROLE. ASK, I 
WELCOME YOU TO LET ME KNOW IF I 
COULD HAVE GONE ABOUT THAT IN A 
WAY THAT WOULD HAVE WORKED 
BETTER FOR YOU. OKAY. SHARE 
RESULTS. WHAT DOES MY SUPPORT 
LIFE LOOK LIKE FOR YOU, I AM 
NEVER THE SMARTEST -- OH, BOY, 
SEE PEOPLE ARE TYPING IN SO 
FAST, I CAN'T EVEN READ THEM. 
I ADMITTED MISTAKES TO MY KIDS 
SO IT MADE IT EASIER ONCE I WAS 
IN A LEADERSHIP POSITION. OH, 
BEING A PARENT WILL PUT YOU IN 
THAT HUMBLE PLACE REAL QUICK. 
ALL RIGHT. THANKS FOLKS FOR 
SHARING YOUR RESPONSES IN THE 
POLL AND ALSO IN THE CHAT. SO 
WE'RE GOING TO MOVE TO THE NEXT 
SLIDE THAT TALKS ABOUT THE FOUR 
PARTS OF ACCOUNTABILITY AND THIS 
IS FROM AN AMAZING WRITER, 
EDUCATOR AND TRAINER ON 
TRANSFORMATIVE JUSTICE AND 
DISABILITY JUSTICE. SHE HAS 
IDENTIFIED THESE FOUR DIFFERENT 
PARTS ACCOUNTABILITY. SO WE'RE 
GOING TO REVIEW THOSE QUICKLY. 
WHENEVER WE ARE CONFRONTED WITH 
SOME MAYBE FEEDBACK OR, YOU 
KNOW, YEAH, COMEANTS THAT WE -- 
THAT FEEL CRITICAL, KIND OF 
TAKING THAT STEP BACK AND REALLY 
BEING ABLE TO EXPERIENCE WHAT 
THAT PERSON IS SHARING WITH US, 
APOLOGIZING, I THINK WE'LL SEE 
POWER AND IMPORTANCE OF 
APOLOGIES AS WE GROW OLDER. 
AGAIN, THINK ABOUT PARENTING. WE 
SPEND A LOT OF TIME AS PARENTS 
OR CAREGIVERS OR SUPPORTERS OF 
CHILDREN TO ENCOURAGE THEM WHEN 
THEY HAVE MADE A MISTACK OR HURT 
SOMEONE TO APOLOGIZE AND THAT IS 
SEEN AS WE GET OLDER, AS A SIGN 
OF WEAKNESS IN SOME CIRCLES AND 
SO, HOW CAN WE BRING BACK THE 
IMPORTANCE AND VALUE OF 
APOLOGIZING. THINKING ABOUT THAT 
REPAIR, SO YOU HAVE SAID YOU ARE 
SORRY AND NOW HOW CAN WE -- 
WHAT'S THE FIX, RIGHT?
WHAT CAN WE DO TO HELP MEND THAT 
LITTLE TEAR THAT WE HAVE IN OUR 
RELATIONSHIP AN THEN, OF COURSE, 
YOU HAVE TO FOLLOW THAT UP WITH 
ACTUAL BEHAVIOR CHANGE. SO, YOU 
KNOW, THAT SUGGESTION OF HOW 
THINGS COULD BE DIFFERENT AND 
BETTER, THOSE ARE EMPTY WORDS 
UNTIL YOU ACTUALLY, YOU KNOW, 
TAKE SOME ACTION AND CHANGE YOUR 
BEHAVIORS. SO NEXT SLIDE. 
SO IN TERMS OF REALLY THINKING 
ABOUT THOSE STEPS FOR 
APOLOGIZING. 
A COUPLE OF THINGS LEADING UP TO 
IT, REALLY ADDRESSING THINGS AS 
SOON AS POSSIBLE. NO ONE WANTS 
TO HAVE THOSE LINGERING JUST 
KIND OF WEIRD CRUNCHY FEELINGS. 
IT REALLY -- AFTER YOU HAVE THAT 
TIME TO SELF-REFLECT, MOVING 
INTO APOLOGY, BEING GENUINE, 
PEOPLE CAN TELL IF IT'S A FAKE 
APOLOGY. GIVING YOUR FULL 
ATTENTION AND, YOU KNOW, YOU 
DON'T WANT TO BE IN A SPACE 
WHERE YOU'RE DISTRACTED, KIND OF 
HALFWAY THERE, BECAUSE, AGAIN, 
THAT IS NOT -- THAT'S PRETTY 
DISINGENUOUS, REALLY TREATING IT 
AS SACRED AND SERIOUS, IT'S NOT 
JUST LIKE AN OFF THE CUFF OH I'M 
SORRY BUT REALLY HONORING HOW 
IMPORTANT THAT PROCESS IS AND 
THEN, YOU KNOW, BEING PROACTIVE, 
APPROACHING THE PERSON THAT YOU 
HAVE HARMED AND NOT RELYING ON 
THEM TO COME TO YOU. SO THE 
STEPS OF THE APOLOGY, YOU HAVE 
TO SAY THAT YOU'RE SORRY. THOSE 
WORDS, I AM SORRY ARE REALLY 
POWERFUL. I'M SURE IN RECEIVING 
APOLOGIES, THINKING BACK TO 
TIMES WHERE WE HAVE HEARD 
SOMEONE SAY I'M SORRY, YOU CAN 
FEEL IT IN YOUR GUT, YOU KNOW, 
HOW IMPORTANT AND POWERFUL THAT 
IS. NAMING THE HURT OR THE HARM. 
SO IT'S NOT A GENERAL APOLOGY 
BUT I AM SORRY FOR THIS SPECIFIC 
THING THAT I DID AND THAT HELPS 
THE PERSON WHO IS RECEIVING THE 
APOLOGY REALLY UNDERSTAND, 
AGAIN, THAT YOU ARE GENUINE IN 
THIS APOLOGY. NAMING THE IMPACT, 
REALLY OWNING HOW THIS HAS 
EFFECTED THE PERSON THAT YOU'RE 
APOLOGIZING TO. TAKING 
RESPONSIBILITY BY NAMING YOUR 
ACTIONS AND THEN COMMITTING TO 
NOT DOING THE HURT OR HARM 
AGAIN. THOSE ARE KIND OF THE KEY 
CRITICAL ELEMENTS IN AN APOLOGY 
TO REPAIRING THAT RELATIONSHIP 
AND BEING ABLE TO MOVE FORWARD 
IN A POSITIVE WAY. 
ALL RIGHT. SO WE'RE GOING TO 
MOVE TO THE NEXT SLIDE. 
>> OKAY. SO YOU HAD A HOMEWORK 
ASSIGNMENT. HOPEFULLY YOU DID 
IT. FOR YOU TO START THINKING 
ABOUT KIND OF A TIME WHERE -- 
AND WHILE YOU WERE A LEADER, 
WHERE YOU MAYBE MADE A MISTAKE 
OR MAYBE YOU DID IT AND YOU 
DIDN'T SHOW UP THE BEST WAY THAT 
YOU FELT THAT YOU COULD HAVE 
POTENTIALLY, AND SO WE CAN 
REFLECT ON IT TOGETHER. SO WHAT 
I'M GOING TO DO IS I'M GOING TO 
BE VULNERABLE WITH YOU ALL AND 
I'M GOING TO SHARE ONE OF MINE. 
THIS WAS A SITUATION THAT 
OCCURRED FAIRLY EARLIER ON IN MY 
LEADERSHIP CAREER. I WAS UNDER A 
DIFFERENT LEADER AT THE TIME, A 
DIFFERENT DIRECT LEADER AND ALSO 
A DIFFERENT ORGANIZATIONAL 
EXECUTIVE LEADERSHIP AND AT THE 
TIME, WE MADE A DECISION IN ONE 
OF OUR TRANSITIONS WITHIN OUR 
PROGRAM TO CHANGE OUR OPERATING 
HOURS. AND WE USED THOSE 
OPERATING HOURS FOR A COUPLE OF 
YEARS UNTIL WE HAD NEW 
LEADERSHIP THAT CAME IN AND BY 
THIS TIME, I HAD RECEIVED 
ANOTHER PROMOTION AND I'M STILL 
OPERATING UNDER THE IMPRESSION 
THAT THE OPERATING HOURS THAT WE 
HAD WAS OKAY UNTIL I MET WITH MY 
NEW LEADER. SO MY NEW LEADER, 
YOU KNOW, QUESTIONED, KIND OF, I 
NOTICED THAT YOUR HOURS OF 
OPERATION IN THIS LOCATION IS 
DIFFERENT FROM THE OTHER 
VOCATIONS. AND I SAID OH, YEAH, 
YEAH. THIS IS WHAT IT WAS. IT'S 
BEEN THIS WAY FOR A FEW YEARS 
NOW AND, YOU KNOW, EVERYTHING IS 
OKAY. BUT I COULD TELL THAT SHE 
HAD SOME MORE QUESTIONS THAT SHE 
DIDN'T NECESSARILY HAVE BUT I 
COULD TELL THAT THERE WAS SOME 
CONCERN. 
AND FAST FORWARD TO SOME MONTHS 
LATER, AND OUR CEO WAS ASKING 
ABOUT THE TIME CHANGE AND DURING 
THAT -- IN BETWEEN THAT TIME, 
BECAUSE I KNEW FROM THAT FIRST 
TIME, THE FIRST CONVERSATION 
WITH MY DIRECT LEADER THAT MAYBE 
THEY WERE GOING TO WANT TO 
CHANGE SOMETHING, RIGHT, JUST 
MAYBE, I PROACTIVELY HAD A 
CONVERSATION WITH THE PERSON WHO 
I WAS SUPERVISING AND MENTORING 
AT THE TIME AND WHAT I SAID TO 
HER WAS, HEY, JUST SO YOU KNOW, 
I JUST HAD ANY ONE-ON-ONE WITH 
MY BOSS AND I DON'T THINK SHE 
LIKES THAT WE HAVE THESE HOURS 
OF OPERATION, BUT DON'T WORRY 
BECAUSE, YOU KNOW, SHE DIDN'T 
TELL US TO CHANGE ANYTHING YET 
AND IF SHE DOES, I'LL FIGHT IT. 
SO FAST FORWARD TO THE CEO 
REACHING OUT AND QUESTIONING 
ABOUT, YOU KNOW, THAT TOMB -- 
THE TIME OF OPERATION. SO I 
ENDED UP HAVING A CONVERSATION 
WITH OUR TEAM. SO I DECIDED TO 
SAY TO THEM, THIS CHANGE IS 
GOING TO BE HAPPENING OR THIS 
CHANGE MAY BE HAPPENING OVER THE 
NEXT COUPLE OF MONTHS. I'M NOT 
QUITE SURE BUT DON'T WORRY, I 
HAVE YOUR BACK. I'LL FIGHT FOR 
US TO HAVE THESE HOURS OF 
OPERATION. OH, MAN, FIGHT FOR 
YOU, I HAVE YOUR BACK. THAT 
SOUNDS LIKE A STICKY SITUATION. 
WELL, GUESS WHAT, IT WAS. SO 
HERE'S WHAT ENDED UP HAPPENING. 
SO TIME WENT BY WHEN WE ACTUALLY 
DID HAVE TO IMPLEMENT THE CHANGE 
AND WHAT I NOTICE WAS A CHANGE 
IN MY TEAMS PERCEPTION OF OUR 
EXECUTIVE TEAM. SO MY LEADERS, 
THE PEOPLE WHO WERE ABOVE US. 
AND THAT IT BECAME ALMOST A 
CULTURE OF THEM VERSUS US THAT I 
HAD UNINTENTIONALLY CREATED 
BECAUSE I WAS THE GOOD GUY WHO 
WAS I'M GOING TO FIGHT FOR YOU 
AND I'M GOING TO ADVOCATE FOR 
YOU AND I'VE GOT YOUR BACK. WHEN 
I STARTED TO SEE THE CHANGE IN 
THE TEAM THAT CAUSED ME TO PAUSE 
AND REFLECT. LIKE WHAT HAS 
HAPPENED HERE?
NOW WHEN WE HAVE A VISITOR FROM 
OUR EXECUTIVE TEAM, I CAN SEE 
THERE'S TENSION HERE. SO WHEN I 
REALIZED I CONTRIBUTED TO THE 
BEHAVIOR, I HAD TO GO TO THE 
TEAM AND SAY ALTHOUGH I DON'T 
REGRET THE OPPORTUNITY TO SHARE 
THAT THE CHANGE WAS HAPPENING 
THE WAY THAT I DELIVERED THAT 
WAS NOT OKAY AND THE LANGUAGE 
THAT I USED WAS NOT APPROPRIATE. 
I HAD TO GO BACK TO THE 
SUPERVISOR THAT I WAS MENTORING, 
BY THE WAY. SHE FOLLOWED ME 
ALONG THIS WHOLE PATH. I HAD TO 
GO BACK AND SAY, YOU KNOW, 
SOMETIMES IT'S HOW YOU SAY IT 
AND THE WAY THAT YOU SAY IT AND 
WHEN WE USE WORDS LIKE I'M GOING 
TO FIGHT FOR YOU, THAT MAKES IT 
SOUND LIKE THERE'S AN OPPONENT 
BUT WHEN WE WORK FOR AN 
ORGANIZATION, WE ALL HAVE A 
SHARED VALUE. WE ALL HAVE THE 
SAME MISSION. WE'RE ALL ON THE 
SAME TEAM. SO THERE'S NO 
FIGHTING, RIGHT?
SO BEING ABLE TO FIGURE OUT THE 
CORRECT LANGUAGE TO BE ABLE TO 
USE. SO I HAD TO WALK BACK WHAT 
I SAID AND HOW I SAID IT. LATER 
I HAD A MEETING WITH ONE OF THE 
EXECUTIVES AND JUST KIND OF 
TALKED TO HER ABOUT, YOU KNOW, 
HOW I LEARNED FROM THAT. AND I 
WANTED HER TO KNOW HOW WE USE 
OUR WORDS, BEING AWARE THAT EVEN 
IF IT'S NOT OUR INTENTION, THAT 
DOESN'T ERASE THE IMPACT THAT IT 
HAS AND BEING MORE CAREFUL IN 
HOW WE'RE HAVING THOSE 
CONVERSATIONS. SO THAT'S WHAT I 
TOOK FROM THAT LEARNING AND I 
HOPE THAT YOU GOT SOMETHING FROM 
THAT. 
>> THERE'S SO MANY NUGGETS OF 
WISDOM AND TRUTH IN THERE. JUST 
TO HIGHLIGHT SOME THINGS THAT 
REALLY STUCK OUT TO ME IN OUR 
QUEST TO BE SEEN AS LEADERS, THE 
MISTAKE OF CREATING THAT US 
VERSUS THEM. WE WANT OUR TEAM 
MEMBERS TO FEEL LIKE YOU HAVE 
THIS KIND OF LIKE, YOU'RE 
WEARING YOUR SHIELD AND YOUR -- 
I AM PICTURING LIKE A KNIGHT ON 
A HORSE, RIGHT?
AND HOW THAT CAN BE REALLY 
DAMAGING TO, FIRST OF ALL, THEIR 
OWN FEELINGS OF AGENCY, 
SELF-WORTH, SELF-ADVOCACY AND 
MANAGING RELATIONSHIPS WITH 
OTHER TEAMS IN OUR ORGANIZATIONS 
AND THEN, OH, GOSH, NOW IT'S 
ESCAPING MY BRAIN. I'M SURE I'LL 
COME BACK TO IT. SORRY ABOUT 
THAT. BUT, YOU KNOW, I THINK 
THAT THAT EXAMPLE WAS A REALLY 
POWERFUL ONE IN TERMS OF REALLY 
TAKING US THROUGH A PROCESS OF 
HOW WE CAN INTEGRATE MORE OF 
THESE CONCEPTS OF LEADING WITH 
HUMILITY INTO OUR EVERY DAY 
PRACTICE. ALL RIGHT. SO OF 
COURSE WE ARE COMING VERY CLOSE 
TO THE END OF OUR TIME. WE DO 
WANT TO MAKE SURE WE HAVE SOME 
TIME FOR QUESTIONS AND ANSWERS. 
SO WE ARE GOING TO SKIP THE NEXT 
COUPLE OF SLIDES. THEY WILL BE 
AVAILABLE IN YOUR PACKET THAT 
YOU'LL BE RECEIVING. SO WE'RE 
GOING TO CLOSE OUT WITH THESE 
TIPS REAL QUICK AND THEN MOVE 
INTO QUESTIONS AND ANSWERS. SO 
REALLY THINKING ABOUT SOME BASIC 
TIPS FOR LEADING WITH HUMILITY, 
CREATING THAT CLIMATE IN WHICH 
PEOPLE FEEL FREE TO TAKE 
INITIATIVE. WHICH I THINK IS 
PRETTY CLOSELY LINKED TO THE 
FOLLOWING TWO WHICH IS GIVING 
PEOPLE DISCRETION AND AUTONOMY 
OVER THEIR TASKS SO THEY'RE NOT 
FEELING MICROMANAGED. AS 
LEADERS, WE HAVE TO TRUST THAT 
WHEN WE ARE CREATING SPACES FOR 
OTHERS TO TAKE ON THAT WORK, WE 
ARE GOING TO FULLY GIVE IT OVER 
TO THEM. OF COURSE, WITH 
SUPPORT. 
WE WANT TO CONSIDER OURSELVES A 
RESOURCE RATHER THAN A MANAGER. 
IT'S SO TRICKY TALKING ABOUT 
THIS, OF LIKE, AM I A 
SUPERVISOR, AM I A COACH, AM I A 
MANAGER?
AND SOMETIMES IT'S NOT THE 
TITLES AREN'T AS IMPORTANT, BUT 
WORDS ARE MEANINGFUL WHICH IS 
ANOTHER LESSON THAT WE GOT FROM 
YOUR SCENARIO, FROM YOUR CASE 
STUDY. SO ENTERING IT MORE AS A 
COACH AND THEN OF COURSE HELPING 
CREATING THAT CULTURE OF TRUST 
AND COMMUNICATION. IN A REALLY 
IS GOING TO UNDER LINE OUR 
ABILITY TO BE EFFECTIVE HUMBLE 
LEADERS. SO WE HAVE A LITTLE BIT 
OVER TEN MINUTES. WE DEFINITELY 
ENCOURAGE FOLKS TO ENTER SOME 
QUESTIONS, THOUGHTS, IN THE CHAT 
PERSPECTIVES AND WE DID GET SOME 
REAL JUICY ONES AND I'M GOING TO 
OPEN US UP WITH ONE THAT I WOULD 
LOVE TO HEAR YOUR PERSPECTIVE 
ON. HOW DOES IT LOOK WHEN THERE 
ARE DIFFERENCES OF OPINION. 
>> I THINK SOMEONE MENTIONED 
EARLIER ABOUT NOT WANTING TO BE 
THE SMALLEST PERSON IN THE ROOM 
OR LIKE SOMETHING, IF YOU EVER 
HEARD THAT, AND TO ME, WHEN 
THERE'S A DIFFERENCE OF OPINION 
THAT MEANS THAT THERE'S 
DIFFERENT PERSPECTIVE AND THAT 
MEANS THAT THERE'S DIFFERENT 
EXPERIENCES TO THAT. WHICH MEANS 
THAT I CAN -- I CAN LEARN FROM 
THOSE DIFFERENCES EVEN IF I 
DON'T, YOU KNOW, TAKE ON ALL OF 
IT, I THINK THERE'S STILL AN 
OPPORTUNITY TO BE ABLE TO LEARN 
FROM IT SO HOW CAN -- HOW CAN 
WHAT YOUR PERSPECTIVE IS AND MY 
PERSPECTIVE, HOW CAN WE MEET IN 
THE MIDDLE. WHAT IS THAT 
COLLABORATION AND PIECE LOOK 
LIKE. SO A GOOD WAY THAT I DO IT 
IS THINK ABOUT WHAT IS THE TASK 
AT HAND. WE TALK ABOUT DOES IT 
CONNECT TO OUR MISSION OR TO OUR 
VALUES?
OR IF WE'RE DOING STRATEGIC 
PLANNING, RIGHT?
WHICH LINE ON THE STRATEGIC PLAN 
DOES THIS FIT INTO AND DOES THIS 
MEET OUR OUTCOMES, RIGHT?
LIKE, THIS IS GOING TO GET US TO 
THE END RESULT?
AND SOMETIMES IT'S TRYING THE 
THINGS THAT ARE DIFFERENT THAN 
WHAT WE WOULD DO, LIKE WE 
MENTIONED EARLIER, VIRGINIA, TO 
SEE, YOU KNOW, CAN WE GET TO THE 
SAME CONCLUSION, RIGHT?
EVEN IF IT'S NOT THE WAY THAT I 
WOULD DO IT BECAUSE, LIKE YOU, 
I'LL FIGHT WITH THE PERFECTION 
DEMON MYSELF. SO BEING ABLE TO 
WEIGH THAT. SO THAT'S HOW I 
WOULD APPROACH IT. 
>> I SIGNED ON TO EVERYTHING 
THAT YOU'VE SHARED DEFINITELY 
AND REALLY THINKING ABOUT, 
AGAIN, IF WE CREATED THIS 
ENVIRONMENT OF COLLABORATION, 
PSYCHOLOGICAL SAFETY, THINGS 
THAT CAN BE PERCEIVED MAYBE AS 
CONFLICT, WE'RE ABLE TO 
COMMUNICATE IN A WAY THAT IS 
HONEST, DIRECT, AND RESPECTFUL 
AND SO, OF COURSE, THERE ARE 
DIFFERENCES OF OPINION THAT ARE 
GOING TO COME UP AND THAT IS 
HEALTHY. 
>> YEAH. WE HAVE ANOTHER SUPER 
JUICY ONE IN THE Q AND A. I'M 
PICKING THE HARDEST QUESTIONS 
HERE. 
>> OH BOY. 
>> HOW DO YOU CREATE SAFETY WHEN 
THERE'S SOMEONE ACTIVELY 
SABOTAGING OTHERS?
>> YEAH, THAT'S A GOOD ONE. I 
THINK THAT GOES BACK TO LIKE, 
HOW -- LIKE HAVING THOSE REGULAR 
POKING SESSIONS, THOSE REGULAR, 
YOU KNOW, ONE TO ONE, CREATING 
OPPORTUNITY FOR STAFF TO BE ABLE 
TO SHARE THINGS WITH YOU SO THAT 
YOU CAN SUPPORT THAT PERSON, 
THAT INDIVIDUAL WHO MAYBE IS 
CONTRIBUTING TO THAT TOXIC WORK 
ENVIRONMENT, AND, YOU KNOW, AND 
REALLY JUST HELPING THAT PERSON, 
AGAIN, BRINGING IT BACK AGAIN TO 
THE VALUES OF, YOU KNOW, WHAT 
BROUGHT YOU TO WORK TODAY?
WHY ARE YOU HERE?
RIGHT?
SO SOMETIMES HELPING PEOPLE TO 
BE ABLE TO RECONNECT WITH THAT 
CAN SOMETIMES HELP. AND 
SOMETIMES WE CAN AS LEADERS AND 
THIS IS A TOUGH THING TO SAY, 
BUT SOMETIMES WE DO ALL THE 
COACHING, WE GIVE ALL THE 
RESOURCES, WE PROVIDE ALL THE 
TRAINING AND SOMETIMES THAT 
PERSON IS JUST NOT A FIT FOR, 
YOU KNOW, THE CULTURAL FOR OR 
THE ORGANIZATION OR FOR THE 
MISSION, RIGHT?
AND SOMETIMES THAT IS A 
DIFFERENT CONVERSATION IF 
SOMEONE IS REALLY STRUGGLING 
WITH THE CULTURE THAT YOU'RE 
TRYING TO CREATE. 
>> YEAH. DEFINITELY, THANK YOU 
FOR THAT. ALL RIGHT. WE'RE GOING 
TO TAKE OUR LAST QUESTION FROM 
ONES THAT WERE SUBMITTED DURING 
THE REGISTRATION. HOW DO YOU 
SUPPORT A BIPOC ADVOCATE WHO HAS 
SHARED TRAUMA FROM WHITE LEADERS 
IN THE PAST AND IS RESERVED. 
>> THESE ARE SOME REALLY GOOD. 
>> I KNOW. I LOVE WHEN FOLKS ARE 
IN IT WITH US. I PUT YOU ON THE 
HOT SEAT FIRST SEVERAL TIMES, SO 
I CAN GO FIRST. 
>> YEAH, YOU GO FIRST. 
>> I DO THINK THAT AS LEADERS OF 
COLOR, YOU AND I HAVE AN 
OPPORTUNITY TO CONNECT WITH 
FOLKS MAYBE IN A DIFFERENT WAY 
IN TERMS OF SHARED EXPERIENCES 
AND HISTORY. I DEFINITELY WOULD 
WANT TO FIRST OF ALL KIND OF 
ACKNOWLEDGE AND THANK THE PERSON 
FOR BEING VULNERABLE AND SHARING 
THAT THEY'VE HAD THAT EXPERIENCE 
AND ENSURING THEM OF OUR 
COACHING RELATIONSHIP, WHICH 
INFORMATION IS CONFIDENTIAL AND 
THEN, YOU KNOW, THINK ABOUT, 
OKAY, SO HOW CAN WE MAKE THIS 
RELATIONSHIP DIFFERENT SO THAT 
WE CAN BUILD THAT TRUST?
IT'S TOTALLY UNDERSTANDABLE IF 
YOU'VE BEEN BURNED SO MANY TIMES 
IN THE PAST, IT'S GOING TO BE 
HARD TO BELIEVE THAT THE NEXT 
PERSON IN THIS ROLE IS GOING TO 
SUPPORT YOU AND SO, I WOULD 
MAYBE LEAD WITH THAT AN THEN I 
DID WANT TO MENTION, PLUG MY OWN 
PROGRAM HERE THAT THROUGH THE 
HEALTH TEAM WE HAVE A COURSE 
SPECIFICALLY FOR BIPOC ADVOCATES 
OF COLOR ON SELF-CARE AND 
RESILIENCY AND WE'LL SHARE THAT 
COURSE IN THE CHAT BECAUSE WE 
HAVE IT STARTING UP AGAIN IN 
OCTOBER. 
Z, WHAT ARE YOUR THOUGHTS ON 
THIS. 
>> YEAH, I THINK EVERYTHING YOU 
JUST SAID, AND I WOULD ADD TO 
THAT, YOU KNOW, REALLY LETTING 
THE PERSON KNOW THAT I WANT TO 
GET -- I WANT TO GET TO KNOW YOU 
AS AN INDIVIDUAL AND HOW YOU 
LIKE TO RECEIVE FEEDBACK, HOW 
YOU LIKE TO COMMUNICATE BECAUSE 
I THINK, YOU KNOW, WHEN I'M 
SITTING IN MEDIATIONS WITH, YOU 
KNOW, LEADERS OR, YOU KNOW, WITH 
STAFF, A LOT OF IT JUST BOILS 
DOWN TO THE LACK OF 
COMMUNICATION OR THE 
MISUNDERSTANDING WITHIN THE 
COMMUNICATION. SO IF WE ARE ALL 
COMING FROM DIFFERENT 
EXPERIENCES, DIFFERENT 
PERSPECTIVES, DIFFERENT 
BACKGROUNDS, IT IS INEVITABLE 
THAT WE ARE GOING TO NOT ALWAYS 
BE ABLE TO COMMUNICATE 
EFFECTIVELY IN THE BEGINNING 
WHEN WE DON'T KNOW EACH OTHERS 
COMMUNICATION STYLE. WE DON'T 
KNOW WHAT WE'RE BRINGING TO THE 
TABLE. SO BEING ABLE TO JUST, 
YOU KNOW, SAY THAT, SAY I WANT 
TO MAKE SURE THAT YOU AND I HAVE 
GOOD COMMUNICATION BECAUSE 
THAT'S IMPORTANT TO ME AND THAT 
IS THE FOUNDATION RIGHT?
AND BEING ABLE TO, AGAIN, HUMBLE 
LEADERSHIP, APOLOGIZE FOR 
MISUNDERSTANDINGS OR BEING ABLE 
TO MOVE FORWARD FROM THAT AND 
IT'S ALSO HELPFUL TO DO SOME 
CULTURAL LEARNING ON OUR OWN AND 
NOT RELYING ON THE PERSON IN 
FRONT OF US WHO IS MAYBE FROM A 
MARGINALIZED POPULATION FOR THEM 
TO EDUCATE US ON THINGS. THEN, 
YOU KNOW, SOMETIMES THE BURDEN 
CAN FEEL LIKE IT'S ON THAT 
PERSON AND THAT EVERY SESSION I 
NOW HAVE TO TELL YOU HOW, YOU 
KNOW, MY PEOPLE OPERATE, RIGHT?
I THINK THERE'S SOME OF THAT TOO 
WE ARE ENTERING THIS WAY OF 
LEADERSHIP WITH OPENNESS, 
VULNERABILITY AND SPIRIT OF 
COLLABORATION AND LEARNING. SO 
I'M GOING TO PASS THE MIC BACK 
TO OUR HOST WHO HAVE SOME 
CLOSING RESOURCES TO SHARE. 
>> THANK YOU SO MUCH. VIRGINIA 
WAS ACTUALLY MY SUPERVISOR FOR 
ABOUT A YEAR WHEN I FIRST JOINED 
FUTURES SO I CAN DEFINITELY 
CO-SIGN ON THE STRATEGIES THAT 
SHE SHARED AND SHE WAS ONE OF 
THE FIRST PEOPLE THAT CAME TO 
MIND FOR US WHEN WE WERE 
THINKING ABOUT THIS WEBINAR AND 
ZENEBIA HAS PARTICIPATED IN OUR 
EXECUTIVE DIRECTOR LEADERSHIP 
COHORT AND WAS FIRST OF MIND 
WHEN WE WERE THINKING ABOUT THIS 
AND SO I JUST REALLY APPRECIATE 
YOU BOTH FOR SHARING SO MUCH 
WISDOM TODAY. WE DO HAVE TWO 
MORE WEBINARS COMING UP SOON WE 
WANTED TO SHARE WITH YOU ALL 
THAT ARE CONNECTED TO THIS 
TOPIC. SO THE NEXT ONE IS ON 
OCTOBER 23rd. WE'LL BE GETTING 
INTO COURAGEOUS CONVERSATIONS AS 
A CATALYST FOR GENERATIVE 
CONFLICT, COURAGEOUS LEADERSHIP 
AND GREATER IMPACT. SO WE'RE 
REALLY EXCITED FOR THAT ONE. 
REALLY HAVING AN OPPORTUNITY TO 
HAVE MORE TIME TO TALK ABOUT 
CHALLENGING CONVERSATIONS BOTH 
AS A LEADER BUT ALSO JUST AS 
PEER TO PEER, COLLEAGUE TO 
COLLEAGUE AND THEN IN NOVEMBER, 
WE HAVE ANOTHER WEBINAR ON 
MANAGING UP AND ACROSS. SO 
STRATEGIES FOR COLLABORATING 
WITH YOUR PEERS AND THEN ALSO 
BEING ABLE TO OFFER YOUR 
SUPERVISOR FEEDBACK, HAVE SOME 
OF THOSE CHALLENGING 
CONVERSATIONS WHEN IT'S SOMEBODY 
WHO IS ON A DIFFERENT 
HIERARCHICAL LEVEL IN YOUR 
ORGANIZATION OR ON THE SAME 
LEVEL AS YOU. WE'LL SHARE THE 
INFORMATION REGISTRATION FOR 
THAT IN THE CHAT AND THEN WE CAN 
GO TO THE NEXT SLIDE. WE REALLY 
DO READ ALL THE EVALUATIONS AND 
CONSIDER THEM AND TAKE THEM INTO 
ACCOUNT WHEN WE PLAN FUTURE 
WEBINARS. SO WE WOULD REALLY 
APPRECIATE IT IF YOU ALL CAN 
FILL THAT OUT, SHARE YOUR 
THOUGHTS WITH US, REQUEST 
TECHNICAL ASSISTANCE THROUGH THE 
SOS PROJECT, AND JUST STAY IN 
TOUCH WITH US. SO THANK YOU 
AGAIN SO MUCH EVERYONE FOR 
COMING TODAY AND YEAH, HOPEFULLY 
WE'LL SEE YOU AT ANOTHER WEBINAR 
IN THE FUTURE.