Moving from strategic priorities into an action plan is riddled with opportunities for us to backslide into dominant culture practices. In this final session, we will offer an approach to design an action plan for one of your strategic priorities that integrates antiracist pivots throughout the planning process, provides opportunities for feedback on mental blindspots, and assesses the pace, process, and structures needed to truly redesign organizational processes with transformative, antriacist practices.
Moving from strategic priorities into an action plan is riddled with opportunities for us to backslide into dominant culture practices. In this final session, it is time to wrap up what has been learned, share out plans, and develop creative strategies for ongoing support as needed. There will be time provided in this session for teams to work in small groups to share out their plans, get feedback, and plan for hurdles.
This is a 90 minute bonus Coaching session!
Work with a BTCC consultant to complete the follow-up action items from the previous session. In this individualized session, your coach will take your leadership team through a process to:
This is a 90 minute bonus Coaching session!
Work with a BTCC consultant to complete the follow-up action items from the previous session. In this individualized session, your coach will take your leadership team through a process to:
Most organizational leaders are selected, promoted and valued for their ability to hold a long-range vision, turn strategic priorities into concrete next steps, manage and grow staff, and hold functional expertise in critical areas such as human resources, finance, operations, or program design. As your team engages in a process to center racial equity in organizational culture, this new North Star must be incorporated into the job descriptions of leadership team members. Studies show that while anyone can attend a training or read a book on antiracism, about 50% of current leaders will not be able to internalize antiracist values in ways that will allow them to lead from this perspective. When leadership team members are divided - some holding dominant culture ideals with others struggling to pivot towards antiracist practices - an inertia will overcome the system. In this session, leadership team members will:
Most organizational leaders are selected, promoted and valued for their ability to hold a long-range vision, turn strategic priorities into concrete next steps, manage and grow staff, and hold functional expertise in critical areas such as human resources, finance, operations, or program design. As your team engages in a process to center racial equity in organizational culture, this new North Star must be incorporated into the job descriptions of leadership team members. Studies show that while anyone can attend a training or read a book on antiracism, about 50% of current leaders will not be able to internalize antiracist values in ways that will allow them to lead from this perspective. When leadership team members are divided - some holding dominant culture ideals with others struggling to pivot towards antiracist practices - an inertia will overcome the system. In this session, leadership team members will:
Inviting, intuiting and receiving feedback is a critical muscle that an organization must develop in the journey towards Antiracism. Everyday racism persists because leaders are able to silence feedback that is constantly being sent by those with less positional power. Some ways they do this include minimizing the feedback itself (that complaint is unreasonable), making the feedback about an individual versus a systemic issue (if that person was on top of their work this wouldn’t be an issue), or becoming confused by the message (I don’t even understand what they were saying. It must not be important.). In this session we will review feedback your leadership team collected in session one, dig into generating examples and specifics of areas of opportunity, and designing transformative practices to test in the coming weeks.
Inviting, intuiting and receiving feedback is a critical muscle that an organization must develop in the journey towards Antiracism. Everyday racism persists because leaders are able to silence feedback that is constantly being sent by those with less positional power. Some ways they do this include minimizing the feedback itself (that complaint is unreasonable), making the feedback about an individual versus a systemic issue (if that person was on top of their work this wouldn’t be an issue), or becoming confused by the message (I don’t even understand what they were saying. It must not be important.). In this session we will review feedback your leadership team collected in session one, dig into generating examples and specifics of areas of opportunity, and designing transformative practices to test in the coming weeks.
In this session, organizational teams will explore the impact of dominant culture ideals (based on the work of Tema Okun) such as perfectionism, sense of urgency, and individualism in organizational practices. These beliefs pervade most of our organizations through our practices. We will define fourteen organizational practices steeped in white supremacy beliefs and reflect on areas of strength and opportunity for the organization/team. Participants will then identify transformative practices, as alternative ways of getting work done while preserving relationships, rigor and effectiveness. Finally, the group will choose one practice exercise to explore greater power sharing, transparency, or collectivism.
In this session, organizational teams will explore the impact of dominant culture ideals (based on the work of Tema Okun) such as perfectionism, sense of urgency, and individualism in organizational practices. These beliefs pervade most of our organizations through our practices. We will define fourteen organizational practices steeped in white supremacy beliefs and reflect on areas of strength and opportunity for the organization/team. Participants will then identify transformative practices, as alternative ways of getting work done while preserving relationships, rigor and effectiveness. Finally, the group will choose one practice exercise to explore greater power-sharing, transparency, or collectivism.