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August 26, 2019
Relativity
"Deloitte Now Offering Proactive Monitoring of Electronic Communications With Relativity Trace"
Below is an article originally published by PRNewswire on May 20, 2019. This article is about PowerToFly Partner Relativity. Go to Relativity's page on PowerToFly to see their open positions and learn more.
NEW YORK, May 20, 2019 /PRNewswire/ -- Deloitte has expanded its strategic alliance with Relativity to offer Relativity Trace, a compliance monitoring application, to help clients more proactively detect and mitigate violations of industry regulations and organizational electronic communication (e-communication) policies.
Housed on Relativity's cloud-based platform — RelativityOne — or elsewhere, Relativity Trace offers proactive compliance monitoring for e-communications that can connect to most major enterprise and financial collaboration systems. Capturing structured and unstructured data from more than 40 sources including email, audio, chat and other file types, the solution offers near-real-time alerts on high-risk activities like fraud or collusion that necessitate closer analysis.
"Whether your industry is highly regulated or not, having a solution in place to identify and alert legal, compliance, risk management and other teams when possible noncompliant behavior occurs can mean the difference between containment and crisis," said Chris May, Deloitte Risk and Financial Advisory principal and discovery practice leader, Deloitte Transaction and Business Analytics LLP. "Using a fully customizable solution across enterprise data to identify activity requiring deeper investigation can help accelerate efforts to manage investigative, litigation and regulatory matters, as well as corporate e-communication policy concerns."
Jordan Domash, general manager of Relativity Trace for Relativity, added, "Increasingly our clients are asking for ways to identify high-risk behavior occurring in their businesses. To us, a proactive automated approach with integrated machine learning is key to culling massive amounts of data and reducing false-positives. That said, for such automation to work well, it needs to be customized and monitored by seasoned investigative professionals.
"Proprietary accelerators Deloitte has built on top of Relativity's platform include easy-to-understand dashboards, artificial intelligence-enabled contract review, custom analytics, audio transcription, FOIA and other records disclosure management and a suite of time-saving automation enhancements such as translation, redaction and redaction propagation. Deloitte is part of the RelativityOne Certified Partner program.
With Relativity offered in 28 countries and supported by more than 130 Relativity-certified professionals, the 1,100-member Deloitte Discovery team helps clients manage litigation, investigations and regulatory compliance matters around the world.
About Relativity
At Relativity, we make software to help users organize data, discover the truth, and act on it. Our e-discovery platform is used by thousands of organizations around the world to manage large volumes of data and quickly identify key issues during litigation, internal investigations, and compliance projects. Relativity has over 180,000 users in 40+ countries from organizations including the U.S. Department of Justice, more than 70 Fortune 100 companies, and 198 of the Am Law 200. RelativityOne offers all the functionality of Relativity in a secure and comprehensive SaaS product. Relativity has been named one of Chicago's Top Workplaces by the Chicago Tribune for eight consecutive years. Please contact Relativity at sales@relativity.com or visit http://www.relativity.com for more information.
About Deloitte
Deloitte provides industry-leading audit, consulting, tax and advisory services to many of the world's most admired brands, including nearly 90% of the Fortune 500 and more than 5,000 private and middle market companies. Our people work across the industry sectors that drive and shape today's marketplace to make an impact that matters — delivering measurable and lasting results that help reinforce public trust in our capital markets, inspire clients to see challenges as opportunities to transform and thrive, and help lead the way toward a stronger economy and a healthy society. Deloitte is proud to be part of the largest global professional services network serving our clients in the markets that are most important to them.
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ("DTTL"), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as "Deloitte Global") does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the "Deloitte" name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.
Contact
Shelley Pfaendler
Public Relations
Deloitte Services LP
+1 212 492 4484
spfaendler@deloitte.com
SOURCE Deloitte
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October 14, 2020
Career Advice
Unlocking the Secrets to This Senior VP's Success: Discomfort, Impact, and Intrinsic Motivation
A Conversation with Bounteous' Jen Spofford
Jen Spofford would tell you that she never had her sights set on becoming a partner at The Archer Group, an advertising agency acquired earlier this year by digital transformation agency Bounteous.
Her former boss would beg to differ.
<p>"He likes to tell the story of my interview," says Jen. "I had studied the website and seen pictures of the leadership team, and one of my questions to him was why were there no women in leadership. He responded with 'you know, there just hasn't been the right opportunity.'"</p><p>While the specific role of partner may not have been on her mind, Jen did have her sights set on changing that.</p><p>And she has. Seven years into her career at Archer, Jen made partner. Three years later, she and her four co-partners architected the firm's acquisition by Bounteous, where Jen is now the Senior Vice President of Client Service—and where Jen's picture on the<a href="https://www.bounteous.com/about/" rel="noopener noreferrer" target="_blank"> company website</a> is joined by pictures of two dozen other women in leadership.</p><p>We sat down with Jen to learn about her professional journey, her leadership philosophy, and why she thinks intrinsic motivation is the best path to career fulfillment.</p><h3>Seeking discomfort to find growth</h3><p>Jen was born in Delaware and now works out of Bounteous' Wilmington office (well, she did, in pre-pandemic times), which is just a few miles away from where her dad worked for 40 years. "I felt a little mad at the universe for returning me back exactly where I came from," she jokes.</p><p>She didn't start her career there, though. After studying advertising at Penn State, she worked for several big agencies in New York City, putting in the hours and honing her account management skills.</p><p>"I worked my way through the big guys, and that's kind of how New York felt—you had to constantly be on the move to grow," she says. She got into digital advertising and loved it, and took a role at a boutique firm that specialized in digital in order to learn as much as she could. "It was amazing, but emotional. I had 16 hats and I wasn't always wearing them well," remembers Jen. </p><p>She was looking for a slightly bigger agency that still had digital focus, and that's when she found Archer, which just so happened to be in her home state.</p><p>She came on as an account manager and within a year was leading the whole account management team. She credits her quick advancement to her drive to improve: "My goal was always to continue to better orchestrate the impact of our work, and that happened to lead to another title." She became a partner at Archer in 2016, and now at Bounteous, Jen manages nearly 20 team members and is responsible for all of the agency's business east of Chicago.</p><p>"I know if I push myself to get into uncomfortable situations, those are the places where I'm going to grow the most personally and professionally," says Jen. "Out of those uncomfortable experiences, you forge yourself into something better."</p><h3>Points of impact</h3><p>As she moved up the ranks, Jen wasn't tracking her title changes—she was tracking her scope of impact. "Being in the C-suite of a company was never a long-standing dream, but the idea of contributing meaningfully and of making an impact in whatever I am doing, that's something I have to have," says Jen. "If I'm not making an impact, then I need to find a place where I can."</p><p>Seeking to make a positive impact instead of plotting a way up a career ladder has let Jen focus on what she actually loves to do, which is partnering with her clients to achieve their goals and building a strong team underneath her and helping them to grow. And while yes, the titles and the raises have come, too, and aren't completely irrelevant, Jen credits her success to not chasing them. "I don't think about my next promotion. I think about how I'm going to be able to either keep making an impact or what am I going to have to change so I'm able to make the impact I want to make."</p><h3>3 tips to unlock your growth, at Bounteous and beyond</h3><p>As a manager of a big team at Bounteous, Jen seeks to apply her philosophy of internally-motivated career growth with her direct reports, aiming to understand where each person on her team wants to grow and to create the conditions for their success. That does come with promotions and raises, but she's much more focused on helping her team find career fulfillment than she is on those accolades themselves.</p><p>She has three pieces of advice to share with women looking to find that fulfillment in their own roles:</p><p><strong>1. Pinpoint how you'd like to grow.</strong> Jen highlights how important it is that you as an individual do some soul-searching on exactly where and how you want to grow, beyond whatever promotion is on the horizon. "I just don't believe most people can get a 'senior' in front of their title and will go back to their office and feel satisfied, if they weren't before," says Jen. "You need to understand what it is you wish you could do or try or learn that your current situation is not enabling."</p><p><strong>2. Understand where your pain points are in your current role. </strong>Jen gives an example of when a simple promotion isn't actually what you should be asking for: "Let's say your problem is you can't let go of some of the work that you've mastered and you don't have time for things that are actually teaching you something. Well, it's not a solution to promote you if you still have to do that job from top to bottom. Maybe instead, we need to hire someone to support you." You could then free up your time to learn new things and get to grow as a manager of people.</p><p><strong>3. Make sure you've earned your wins and you know how to communicate them. </strong>Before starting any conversation about how you'd like to grow your career, says Jen, you need to make sure you've proven to your manager you're worth investing in. "I think sometimes people early on in their career need to hear that you do need to work really hard and get those successes so you can talk about the reasons why you deserve that next opportunity," she says. "Once you have that, you can persuade me you're ready for the next level."</p><p>"If you stay open-minded, if you push yourself to do uncomfortable things, and if you work hard, you will be presented with opportunities to do more," says Jen. Part of being open-minded is being willing to collaborate on solutions, she notes. She never wants someone to leave her team because there's an issue they're having they don't know how to solve, be it a desire to work in a different role or an issue with their commute.</p><p>"There's a thousand reasons why you shouldn't leave Bounteous and only a few why you should. I want my team to be open with their challenges and real with themselves. I care about every single person on my team," says Jen. "Everyone that stays or goes, I want to help them grow. I want to give them all the opportunities I can. And I fully believe Bounteous, if it continues on its trajectory, will continue to offer them all kinds of growth."</p><p><em>If you're interested in working with Jen and the Bounteous team, check out their open roles</em><a href="https://powertofly.com/companies/bounteous" rel="noopener noreferrer" target="_blank"> <em>here</em></a><em>.</em></p>
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October 15, 2020
For Employers
How to Deal with Conflict at Work as a Manager
When we talk about fostering a diverse workplace, that means recognizing and celebrating all kinds of diversity: of backgrounds, of experiences, of ideas. A diverse team should include racial and gender diversity, of course, but welcoming diversity means also creating a positive workplace for team members who come from different socioeconomic backgrounds, have different levels of education, have lived in different countries, speak different languages, and have different political views.
<p>All of those differences, when thoughtfully considered and managed, can lead to teams that perform better, have more creative ideas, and learn with and from each other. </p><p>But those differences, if <em>not</em> so thoughtfully managed, can lead to conflict, whether seemingly innocuous (like teasing or passive-aggressive comments) or quite serious (like harassment or discriminatory behavior).</p><p>As a manager, conflict on your team might look like:</p><ul class="ee-ul"><li>Team members having a hard time working together because they have different views about the upcoming election</li><li>Employees from different generations struggling to communicate</li><li>A new hire facing retaliation by a peer for identifying toxic team behaviors </li><li>Or any number of other issues</li></ul><p>If you're looking for how to resolve conflict at work as a manager, you'll want to focus on these three things:</p><ol class="ee-ol"><li>Actively creating an environment where your employees feel listened to, understood, and respected</li><li>Identifying what is a difference of opinion and what is unacceptable work behavior and who should solve a given conflict</li><li>Understanding a process for how to mediate conflict at work in coordination with the impacted parties</li></ol><p>This guide will walk through each of the above, enabling you to deal with conflict at work as a manager.</p><h2>Conflict resolution starts with creating an open-minded environment</h2><p>As a manager, the way you approach conflict will become the way your team approaches conflict. Is it something that you understand to be normal and welcome? Or something you shy away from and pretend doesn't exist?</p><p>Here are some managerial decisions that can help encourage an open-minded environment:</p><ul class="ee-ul"><li><strong>Holding group meetings.</strong> Make sure that you bring your team together on a regular basis and encourage honesty in these meetings. Consider asking regular poll questions, like what's been going well each week and what's been going poorly, to facilitate sharing. </li><li><strong>Having an open-door policy.</strong> Encourage your employees to bring problems your way by yes, <em>literally</em> having an open door, but also sharing "office hours" on your public calendar so your team knows there is dedicated time they can reach out without bothering you. (That's especially important for all-remote teams.)</li><li><strong>Holding regular 1:1s</strong>. There will be things your employees don't feel comfortable sharing in a group setting and won't be proactive enough to bring to you on their own, so setting aside 10 minutes in your regular 1:1 meetings with employees to ask them about any issues is a good idea.</li><li><strong>Investing in training.</strong> To give your team the vocabulary needed to better understand and engage in some forms of workplace conflict, consider investing in anti-bias, anti-racism, and conflict resolution training for all employees, not just managers. </li><li><strong>Coming up with rules of engagement for your team. </strong>Your company probably has formal policies for communication and conflict resolution, but it's unlikely that your team feels very much ownership of them. Encourage them to take an active role in the kind of environment they'd like to work in by setting aside a team meeting to focus on coming up with principles of how they'd like to be with each other, like "We will seek to understand before we seek to be understood" or "We will discuss political topics, but will not accept viewpoints that call into question anyone's humanity." </li></ul><p>You want your employees to be able to show up as their full selves at work and be celebrated for it. That means creating space for employees to learn about their differences and explore them without judgment or hostility, which isn't something that happens automatically. But by investing in the ideas above, you can create a true sense of inclusion where everyone feels comfortable sharing their perspective and working to understand the perspectives of others. </p><h2>Difference of opinion or unacceptable work behavior? Conflict identification and categorization</h2><p>It may sound counterintuitive, but some conflict at work is good. For instance, two employees disagreeing about the direction for a new marketing campaign and working through their different points of view might end up creating a much stronger campaign in the end. </p><p>And some conflict at work is neutral. For instance, a few teammates having an open-minded discussion about the latest news on Trump's tax returns over lunch might not have any great consequences, positive or negative, on their work. </p><p>But if you're here, reading this article and wondering how to mediate conflict at work, you're probably thinking of bad conflict. Conflict that causes divisions in your team, destroys morale, and might have legal ramifications.</p><p>Not every disagreement is something you need to get involved in. In fact, you should set the expectation that your employees will solve low-level conflicts on their own; it helps hold them accountable and empowers them. But there are certain conflicts that you must be involved in. </p><p>There are three categories of conflict at work from a manager's point of view: </p><ul class="ee-ul"><li><a href="https://blog.powertofly.com/examples-of-conflict-in-the-workplace-scenarios-2636222089.html" target="_self">Issues employees can handle on their own </a></li><li>Issues where you should intervene to help resolve or meditate</li><li>Issues where you need HR to help resolve or mediate </li></ul><p>When a non-trivial issue crops up, ask yourself the following questions to determine whether you can work through it on your own or whether your first stop should be HR:</p><ul class="ee-ul"><li>Does the issue fall into a protected category (via <a href="https://www.shrm.org/legalissues/federalresources/federalstatutesregulationsandguidanc/pages/titleviiofthecivilrightsactof1964.aspx" target="_blank">Title VII of the Civil Rights Act</a>): race, color, national origin, gender, religion, or sexual harassment? (An example would be an employee saying something like, "I feel like [coworker's name] is making me look bad in front of clients because I am a woman.") If so, you'll need to engage your company's HR team to help resolve the conflict, since there are specific legal obligations for how companies need to investigate alleged discriminatory practices. </li><li>Is the issue retaliatory in nature? For example, is an employee concerned that their team lead is giving her worse assignments because she flagged that the team lead was engaging in problematic behavior previously? If so, this is another case for HR.</li><li>Does the issue involve aspects of your employee policies or handbook? For instance, is the problem about one employee repeatedly wearing clothes with political messaging on them to work despite that being against company policy? Again, you'll need to involve HR and make sure that you follow any company-wide disciplinary processes as you investigate.</li></ul><p>If the conflict at hand doesn't have to do with a protected category, a retaliatory complaint, or a specific violation of company policy, you're probably in the clear to handle without HR intervention (but do go ahead and consult with them if you'd like). </p><p>Understanding the nature of the complaint will help you determine what the right conflict-resolution process to address it might be. Is it an issue around different communication styles? Is it stemming from a gossip problem? Are divergent cultural values at play? </p><h2>Applying a conflict-resolution process</h2><p>For a work conflict that can't be worked out by the involved parties themselves and doesn't need to go through a formal HR investigation, consider the following conflict resolution process when determining how to mediate conflict at work:</p><ol class="ee-ol"><li><strong>Hear from both sides.</strong> Ideally, you can hear from both parties together, in the same room, to encourage each to be as honest as possible in conveying what's happening. You want to understand the facts of what's happened. Give each person a chance to speak. Ask them to use statements like "I feel" versus "You made me" to avoid defensiveness. Allow them to share their emotions, but make sure it doesn't veer into personal attacks.</li><li><strong>Have the involved employees define the real issue. </strong>Ask each employee to restate the other party's point of view. Have them summarize what's really causing the conflict by asking "what need of [the other person] is not being fulfilled?" For instance, if one team member is frustrated that their coworker took credit for a project they both worked on, perhaps the unfilled need is one of recognition and appreciation. Find areas of agreement by getting both parties to acknowledge the issue at hand and the needs unfulfilled.</li><li><strong>Explore solutions</strong>. Once you've defined the problem, ask each employee how they think they could resolve it. Encourage them to provide several alternatives and to open-mindedly explore each one. Try not to offer your own advice and instead encourage your employees to come up with their own solutions. Explore the merits of their ideas and come up with a solution that everyone involved can agree on. Make sure each party knows what they will have to change going forward. </li><li><strong>Agree on next steps.</strong> After your working group has decided on a solution, make sure to communicate the takeaways to the rest of the team, if appropriate. Agree to meet with the parties at hand in a few weeks to determine how the solution is working, and get in sync on what you'll do if it's not, including taking disciplinary action. </li><li><strong>Document.</strong> Write up a summary of the conflict, the cause, the proposed solution, and the go-forward plan. This will allow you to have a clear record of the issue if it does bloom into a bigger problem.</li></ol><h2>Conflict will always be a part of work</h2><p>With a diverse group of people working together, you're bound to run into differences of opinion. That's especially true in a broader political environment that's as emotionally charged as ours is right now. </p><p>But as a manager, you have the ability to create a work environment that centers tolerance and encourages open-minded exploration of differences. Knowing when to allow employees to work things out themselves, when to get HR involved, and when (and how) to mediate a conflict on your own is a big part of that. The most important thing to keep in mind, though, is that conflict will happen, and only by exploring it can you grow from it. </p>
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June 25, 2020
For Employers
How Leaders Can Support Their Black Employees
A five-step framework for addressing systematic racism at work
The world has changed in the past few weeks.
We're watching corporations and organizations across the world come out in support of Black lives in droves. Many of those organizations are doing so for the first time in their history.
<p>But supporting Black people goes beyond sharing a mission statement or putting out a press release. It requires dedicated, ongoing work and resources.</p><p>As leaders in the Diversity and Inclusion space, PowerToFly has been getting questions from business leaders on what else they can do. How can they make Black employees feel supported at work? What kind of analysis should they be doing on their own processes and policies to root out systematic racism they may be perpetuating? And how can they keep these conversations about race and racism going even after the media coverage has died down? </p><p>A few weeks ago, in my role as PowerToFly's Director of Global Diversity and Inclusion, I held a chat-and-learn two weeks ago focused on how individuals could be better allies to their Black colleagues and friends. (You can watch a recording of our conversation <a href="https://powertofly.com/career/live-chats/276535-being-an-ally-to-black-colleagues-and-peers" target="_blank">here</a> and read my summary of takeaways <a href="https://powertofly.com/career/webinars/277594-how-leaders-can-support-their-black-employees" target="_blank">here</a>.) Two weeks ago, I held another webinar, this time focused specifically on what leaders—whether CEOs, executives, HR managers, or frontline team leads—can do to support their Black employees. You can<a href="https://powertofly.com/career/webinars/277594-how-leaders-can-support-their-black-employees" target="_blank"> watch a replay</a> or read on for my summary of key points and advice on the subject. </p><p>A reminder: none of what's going on right now is a Black problem. This is an American problem and even a global problem. Black people cannot end systematic racism or white supremacy, and we need white Americans and other allies to work together to end it. We need everyone in the boat with us, rowing together, if we're to see any real change. I know that fighting for that change isn't always comfortable or easy, but it's vital that we do it. It's especially important that all of you leaders, who have seats at the table to change policy and be actively anti-racist in your organizations, do it. </p><p>Thank you for joining the fight.</p><h2>A five-step framework for addressing systematic racism at work</h2><p>Most of us were taught not to discuss race, politics, or religion at work. But times are different now, and ignoring how race and racism impact work is the wrong thing to do. It's vital to address racism in the workplace not just for your employees, but also for the general public, who are noticing which companies are speaking up for what's right and which companies aren't. It'll be increasingly important in the future for leaders to commit to this change as workers and consumers alike seek to align themselves with organizations that share their values. </p><p>To aid you as you start doing that work, here are five steps you can take to start addressing racism at the workplace.</p><h3>1. Get comfortable with having candid conversations about race.</h3><p>There's no such thing as being colorblind. Saying so is problematic. We can't address the things that need to be fixed if we don't see color. Start by acknowledging that there are certain groups of people who are treated differently or haven't had the same opportunities. Start by accepting that you don't have all (or even any) of the answers, but that you're committed to working towards them.</p><h3>2. Do regular, mandatory training on inclusivity, sensitivity, and other race-related topics.</h3><p>Most workplaces have certain courses that are required, at least for managers and leaders, like sexual harassment courses or compliance training. If you want to make it clear that race is important and that racism won't be tolerated at your workplace, you need to invest in mandatory inclusivity training.</p><p>It has to be more than just a check-the-box activity. Your approach can't be, "Oh, everybody took unconscious bias training, we're good to go."</p><p>Just like anything else in your business that you really care about, you'll need to devote money and time to actively dismantling systematic oppression. That looks like monthly or quarterly workshops, having a speaker series where you invite SMEs to take on diversity topics, and investing in a D&I leader or in a resource group and partnering with them to regularly train and educate your workforce.</p><h3>3. Address systemic issues in how you hire, pay, and promote employees.</h3><p>A Black Lives Matter press statement is necessary but not sufficient when it comes to addressing racism at your company. It's a great first step, but if you don't start addressing and making changes beyond the company values section of your website, it's all for naught.</p><p>Start by looking at your salaries. Is there equity in what you're paying Black employees compared to white employees? Don't assume that there is without taking the time to analyze the situation.</p><p>Do the same for employee promotion rates. Who is moving up into bigger management jobs—and who isn't?</p><p>Look at project allocation, too. Are the same people getting the same chances to appear and present in front of executives? Are your Black employees getting opportunities to work on stretch projects?</p><p>Once you understand where the inequities are in your business, address them. These issues have deep-rooted causes and won't go away overnight. You'll need to come up with an action plan and start working against it.</p><h3>4. Review your employee referral program.</h3><p>While employee referral programs can be great, they are often not the best way to attract diverse candidates. If you have a mostly male white workforce, then your employee referrals are going to reflect that. The majority of companies don't have diverse workforces, which warrants a closer look at how these programs are implemented.</p><p>Consider running specialized referral programs through employee resource groups for underrepresented minorities. If you have a Black or Latinx group, for instance, work with your HR or Recruiting teams to source referrals from those pools.</p><h3>5. Create executive sponsorship opportunities for Black employees.</h3><p>Sponsors can make or break a career path. They can fast-track someone to a leadership role, create opportunities, and give an employee cover to try something new. But if Black employees haven't had a chance to get in front of executives—if they aren't playing golf with them, going out to dinners and lunches with them, or working with them on high-priority projects—they won't get those benefits. Add an explicit diversity focus to current sponsorship initiatives, and if none exist, create them in partnership with ERGs.</p><h3>Tips and guidance to inform your approach</h3><p>In implementing the above five steps, you may find yourself feeling unsure or uncomfortable. That's natural, especially if discussing race is something you haven't done before. Remember that to do this work well, you need to be willing to listen and to learn. Below, I've provided answers to some community-sourced questions on how exactly to do that.</p><p><strong>How can I navigate a conversation with Black employees in a way that makes them feel supported?</strong></p><p>As business and HR leaders, you might be wired to be very solution-oriented and to want to fix things for your employees. But you can't immediately fix racism or fix an employee's experience with it at work.</p><p>When talking about race with employees, do not make it about you. If an employee is talking to you about what they're feeling or going through, you can say things like, "I'm so sorry you're going through that" or "I hate that you're feeling that way" or "I care about you." Do not say "I know what you're going through" if you don't. Do not apologize on behalf of the white race or in any other way make it about what you're feeling, whether that's guilt or frustration or anything else. Just listen.</p><p><strong>How can I—or should I—check on Black employees without disrupting their privacy?</strong></p><p>Keep in mind that Black people have been taught to assimilate and blend in as much as possible, especially at work. Being called out at work specifically for being Black is not going to be a comfortable thing for many people. Do not zero in on the one Black person on your team in a meeting, for instance, and ask them how they're doing with everything that's going on.</p><p>If you are going to do a check-in, do it in a one-on-one setting. Give your employee an opportunity to give you cues. Are they bringing up what's happening in the news? Are they sharing that they went to a protest? If not, maybe they don't want to talk about it.</p><p>If you decide to check in anyway, don't direct the conversation. Tell them that you're there to help if they want to talk and that you want to know how they're feeling. But if they don't want to engage, let it go. Remember, this is not about you and what you think you need to do to be a good or inclusive leader. This is about your Black employees and what they are feeling.</p><p><strong>How can I address colleagues who have implied or explicitly stated that they are not allies?</strong></p><p>Be conscious of your energy. There are policies to create at work. There are protests to attend in your neighborhood. There are kids to raise and jobs to do. Investing time in someone who does not care or opposes who you are or what you believe in is not good for you, so minimize those debates and focus on what you can change.</p><p>That being said, don't change your message to make people comfortable. Now is a time to take a stance. If your colleagues aren't willing to do that, it might be time to leave them behind. </p><p><strong>How can a primarily white team or organization support the Black community right now, especially if financial levers like expanding hiring aren't available?</strong></p><p>It's important to move towards creating a more equitable workplace and culture even if you don't have a Black employee on your team. It's the right thing to do. Remember that allyship is essential, and that white allies can have huge influence within organizations and communities. So start with the five steps above. If you have a budget beyond that, invest it in additional D&I training. Provide resources for doing anti-racist work in-house. Dedicate time every week in your team meeting to talk on topics relevant to the Black Lives Matter movement, whether that's defining what being an ally is, learning about systemic oppression, or brainstorming ways to get involved in your local community.</p><p><strong>How can I use levers to make sure my internal and external recruiting is as diverse as possible without being discriminatory?</strong></p><p>First of all, there's nothing discriminatory about asking for a diverse slate of candidates, whether you're asking an external recruiter or an internal team. You're not promising anyone a job based on their identity; you just want to make an effort to see a range of candidates. Hiring diversely doesn't happen by chance. You don't post a job and then just see a flood of resumes that perfectly represent all races and identities. That's called the "post and pray" approach and it's destined to fail.</p><p>If you're hiring internally, start by going to employee groups and encouraging group members to apply. Ask if they have anyone they'd recommend for the position. Make an effort to ensure that people know about open opportunities and what you're looking for.</p><p>If you have a recruiter or sourcer working with you, tell them that you want to look at a diverse pool of candidates.</p><h3>Going forward</h3><p>These are tough subjects to tackle and doing so will require sustained focus and resources. Thank you for doing this work. If there's anything we at PowerToFly can do to help as you continue down the path towards becoming an actively anti-racist organization, please feel free to reach out to me and my team at answers@powertofly.com!</p>
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October 13, 2020
Career Advice
Taking Career Risks: Why Snap's Farnaz Azmoodeh Sees Her Career in Two-Year Cycles
Farnaz Azmoodeh used to dislike running. She was really, truly, actively not interested.
But after suffering through it for a few months, it's now one of her favorite things to do. "I get so much joy out of it," says Farnaz. The same thing happened when she started making pottery: she says the first month was "terrible" as she struggled to shape the clay with no success but shares that she came to love the process of building after getting through an initial period of learning and adjusting.
<p>Farnaz draws a parallel from her approach to hobbies to her approach to her career. She's currently a Senior Director of Engineering at Snap, a role she's earned after taking several calculated risks at work, each of which came with its own uncomfortable period of growth and adjustment. She's learned to chase those periods and value them for the growth that they bring.</p><p>We sat down with Farnaz to hear about her path to Snap, how she first identified the benefits of taking risks at work, and what advice she has for other women looking to make bold moves to advance their careers.</p><h2>Learning to go for it</h2><p>Farnaz was working on her PhD in computer science at USC when she got an email from Google. They were recruiting for engineers. She'd just completed the required courses for a master's and wasn't planning on leaving her PhD program, but the opportunity made her reconsider her plan. She realized that she wasn't feeling fulfilled by having to go so deep (versus broad) in her studies and wondered if making the switch from academia to industry would allow her to get more meaning from her work. "I was really frustrated," explains Farnaz. "I'd be doing this amazing work, and the output was often a paper, as opposed to putting what I'd built in the hands of people to use."</p><p>So she took the first of many risks in her career and left her PhD to join Google's publisher quality team. In her first few months on the job, she realized that instead of just focusing on making sure that the content Google's advertisers were showing up on was brand safe and removing bad content, they could also try to proactively find quality content. Farnaz set out to work on that and soon found herself preparing to present her team's findings to Google's founders.</p><p>"It was really exciting for me, presenting my project to these legends," she remembers. "I was nervous. Either they were going to promote me and this was going to jumpstart my career, or I was going to get fired, and I wasn't sure which one."</p><p>As you may have guessed, it ended up working out just fine, and Farnaz went on to spend almost 10 years at Google. Halfway through her tenure there, she ended up taking another big career leap: this time, stepping up to be a manager.</p><p>"In our field, you either need to go down the direction of being a technical lead or becoming a manager in order to multiply your impact," explains Farnaz. She chose the latter, but didn't find it to be the smoothest transition.</p><p>"It was extremely difficult for me," she says. "I went from being able to pinpoint what I was responsible for, going home and knowing exactly what I accomplished that day, to this role where I couldn't get a tangible sense of the impact I was having." (Eventually, she learned to quantify her impact as a leader with the help of mentors who had made the same transition, but the learning curve was certainly steep!)</p><p>When the opportunity to work at Snap came up, Farnaz recognized it as a risk from the beginning—but she also saw that the company was built on embracing that risk. "Imagine the DNA of the company where the idea is 'hey, I'm going to go build an app with disappearing photos and videos.' It's such a different way of looking at it. The culture at Snap empowers people to take risks and be creative about solving old problems from a different perspective," says Farnaz. "Snap acknowledges the importance of being a risk taker, being creative."</p><h2>Every two years: a framework for signing up for constant growth</h2><p>When Farnaz became Senior Director of Engineering at Snap and had to learn how to run the platform engineering team, she was certainly forced out of her comfort zone—she didn't have a background in platform engineering and remembers having to "study almost every night" to pick up the skills she needed to be successful.</p><p>But just like with running or pottery, Farnaz got the hang of things pretty quickly. Looking back now, she's realized that her career has tended to follow a pattern.</p><p>Farnaz explains it as a two-year cycle. First, she takes on a new role outside of her comfort zone and feels overwhelmed. Then, she builds up the skills and experience to do that role well. After some time operating from a place of relative expertise and comfort, she needs to take on something new to make sure she's still growing.</p><p>"I've learned that this cycle repeats almost every two years. That's how long it takes me to get comfortable, and if I don't make a change at that point, I'm going to get really bored, and that's not a good state for me," she says.</p><p>She doesn't think about it as a hard and fast ticking clock, but she does make sure to stay open to new opportunities. "Keeping myself and my options open helps me absorb opportunities a lot better than having a fixed mindset around 'this is what I want to do in two years,'" she explains.</p><h2>3 ways to be bold in your own career</h2><p>Farnaz acknowledges that the right ratio of challenge to comfort will be unique to each individual, but she does want to encourage others to stretch themselves and take risks when it's right for them. She left us with a few tips for getting started: </p><p><strong>1. Do your homework. </strong>"Taking educated risks requires you to do some real homework and be conscientious about what it is that you're doing, how you're going to avoid mistakes, and ensure that you're not jumping hastily into commitments," says Farnaz.</p><p><strong>2. Invest in your confidence.</strong> Farnaz's two-year approach allows her enough time to get comfortable in her past role before taking a new one, and she highlights the importance of spending some time in that comfort zone before moving on. "Learning and absorbing is really fun, but at the same time, it's very humbling. After every major change, you often find that you're the person in the room who doesn't have much to add. But then you ramp up slowly and you get to the point where you're actively contributing, and I've learned I need to stay in that zone for a little bit to build my confidence back up and be able to remind myself when I'm facing the next challenge that I've been through it before."<strong></strong></p><p><strong>3. Don't be afraid of failure.</strong> Being scared to fail or to be judged is an understandable feeling before taking on something new, says Farnaz, but a misplaced one. "We all have the grit required to be successful, even though it might take time," she says. "There isn't even a single 'failure' I can look back at and not see a ton of positives that came from it. I would remind people that, particularly in tech, there are so many opportunities that there is no real failure. You can bounce back right away."</p><p><em>If you're interested in joining Farnaz at Snap, check out their open roles </em><a href="https://powertofly.com/companies/snap-inc-co" target="_blank"><em>here</em></a><em>. </em></p>
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October 09, 2020
popular
What does BIPOC mean?
What does BIPOC mean?
For our first entry in our now-monthly glossary of diversity, equity, and inclusion (DEI) terms, we're going to cover BIPOC, a (relatively) new term in the space. We'll answer questions like "What does BIPOC stand for?", "Are Asians and Latinos BIPOC?", and "BIPOC vs POC — which should I use?"
<p>As always, our goal in this series is to empower you to lead and participate in efforts to make your own workplace inclusive and supportive of all talent. DEI is always evolving, and we're here to learn and grow right along with you. If you have other terms you'd like to see us cover after BIPOC, leave a note in the comments or reach out at hi@powertofly.com!</p><h2>BIPOC meaning and definition</h2><p>BIPOC is an acronym. It stands for Black, Indigenous, and people of color.</p><p>Within that, Black usually refers to people with darker complexions, who may have African or Caribbean ancestry, and may or may not be descended from people who were enslaved. Indigenous usually refers to people whose descents were native to the Americas or here before European colonizers arrived. People of color is a broad term for non-white people; it includes Black and Indigenous people but also may also those of Asian, Middle Eastern, Pacific Islander, or Latin descent.</p><h2>BIPOC vs POC</h2><p>BIPOC builds on (and in some contexts, replaces) another popular DEI acronym, POC, or people of color, but highlights the unique discrimination faced by Black and Indigenous groups. Instead of lumping all non-white people into one category, which has been seen by some as erasing the significance of anti-Black sentiment, it adds more nuance to a term used to reference all non-white people.</p><p>Cynthia Frisby, a professor of strategic communication at the Missouri School of Journalism, <a href="https://www.nytimes.com/article/what-is-bipoc.html?" rel="noopener noreferrer" target="_blank">explained the expansion of POC to the <em>New York Times</em></a>: "The black and Indigenous was added to kind of make sure that it was inclusive. I think the major purpose of that was for including voices that hadn't originally been heard that they wanted to include in the narrative, darker skin, blacks and Indigenous groups, so that they could make sure that all the skin shades are being represented."</p><p>The term was first used in 2013, but took off in May 2020 after protests against anti-Black police brutality exploded after the death of George Floyd. There was some initial confusion over what the term actually means, with some people reading it as "bisexual people of color" or "Black and Indigenous people of color"—that is, a combination of Black and Indigenous people versus a broader category that includes other non-white people. </p><p>It's now well understood to mean Black, Indigenous, and people of color, and while the intention behind the term is to be extra inclusive, which is why you'll see it used in DEI spaces, not everyone sees it that way.</p><p>From a <a href="https://www.npr.org/2020/09/29/918418825/is-it-time-to-say-r-i-p-to-p-o-c" rel="noopener noreferrer" target="_blank">September 2020 episode of NPR's Code Switch</a> podcast: "I feel that the term POC is nonsense, and I think it's a way for non-Black people to sit comfortably in their anti-Blackness because they're so afraid to say Black," says Christine Harris. "So they come up with these terms that make them feel comfortable with their whiteness or their adjacency to whiteness. And I get irritated — not irritated, vexed — when people refer to me as POC or BIPOC. Like, no, absolutely not. I'm Black, don't play me."</p><h2>Are Asians BIPOC? Are Latinos BIPOC?</h2><p>For people of Asian descent, yes. Since POC includes all non-white people, and Asian Americans are non-white, BIPOC includes them.</p><p>For Latinx people, sometimes. Remember that the term Latinx refers to geography, noting people residing in Latin America or descended from people who resided there. (The related term Hispanic describes anyone descended from Spanish-speaking populations.) Neither refers to race, which in and of itself is a social construct and not a biological classification. Therefore, a Black or Indigenous Latino might identify as a person of color whereas a white Latino might not.</p><p>The relationship between Latinx people and race is a complicated one, particularly in the U.S., where people who look non-white (including Latinx people with darker skin tones) or have Hispanic-sounding names may face discriminatory treatment more similar to the ways that Black and Indigenous groups have historically been treated than the ways white people have been treated. So in that way, Latinx people are often considered to be included under the banner of POC.</p><h2>When to use BIPOC vs POC or other terms</h2><p>Like a lot of what we talk about when we talk about inclusive terminology, it really comes down to the preferences of the people you're referring to. For instance, some people may prefer to be called Black and others might like African American better. One person may identify as Native American and another as Indigenous and still another as a member of a specific tribe, finding umbrella terms like Native American to strip away the history of her tribe. If you don't know, listen to how your coworkers or employees refer to themselves or ask them outright what they'd prefer.</p><h2></h2><p>Do keep in mind whether you're using umbrella terms like POC or BIPOC to avoid addressing the specific experiences of one underrepresented group. For instance, while using the term BIPOC might be a good way to talk about the broad non-white experience, BIPOC isn't a substitute for Black people. Don't erase a specific group's history, issues, and perspective if you mean to highlight them. And overall, <em>ask</em> the group you're trying to include what kind of terminology or behavior would make them feel included. You don't have to have all the answers—you just have to make space for the people who do.</p>
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