Karen Penn credits her career evolution with her lack of patience.
The former government lawyer found herself appreciative of the chance to shape DEI policy at a Department of Defense component agency. But it was slow going.
“My analogy is trying to turn an aircraft carrier around on a lake. Or now I can say, trying to get the container ship that got stuck in the Suez canal out,” she says, smiling. “It’s hard for me to wait years and years to see change. Particularly when, in the tech industry, there’s opportunity with the right leadership support to make meaningful, quick changes that set the framework for longer-term impact.”
Now, as the Head of DEI at Elastic, a distributed company that powers search solutions, Karen is able to make lasting changes supported by an internal culture of openness, growth, and a commitment to inclusion. With employees in 40 countries and with 100-plus different nationalities, building a DEI approach that scales globally has been an exciting challenge.
We sat down with Karen to hear more about her career path and about how she’s helping to support and evolve organic DEI efforts to serve Elasticians around the world.
A “Recovering Lawyer”
Like many kids, Karen used to love sitting around the dinner table and listening to her dad’s stories from work. Especially since her dad was a judge.
“I was so enthralled by not only his lived experiences as a Black man, but from what he saw happening in the courtroom every day,” she says. “I wanted to be a lawyer because I wanted to be just like my dad.”
That passion took Karen to law school, where she enjoyed honing her skills in logical analysis, but realized she didn’t want to be taking cases to court as a criminal or corporate lawyer. So after serving as a judicial law clerk, she took a job working for the Office of Civil Rights within the U.S. Department of Justice, where she was responsible for ensuring that grant recipients had equal opportunity plans in place and weren’t being discriminatory.
“That really opened my perspective to what happens to folks who face inequality,” she reflects.
After 4 years, she was ready for something with a faster pace. She applied for an in-house role that grew into becoming the Head of HR for a small company.
“I quickly realized that this thing called HR is what I was supposed to be doing,” she says. “HR is really the cultural heartbeat of an organization, where you’re able to create and implement policy and processes that have influence.”
Volunteering during the 2008 election inspired Karen to get back into government work, though, so that’s when she joined the Department of Defense to stand up their DEI recruitment function in the Defense Contract Management Agency.
When her bureaucracy meter had tapped out again, she started working as an HR consultant, embedding in companies that needed short-term help. Her last placement was with Endgame, a cybersecurity firm acquired by Elastic two years ago.
Because of Elastic’s fast-paced growth, says Karen, there was a need for HR talent that understood the tech space and how to support an inclusive culture in a distributed company. She stepped up and joined the company’s senior HR leadership team, where she currently runs the company’s DEI efforts and their CSR program, Elastic Cares.
“My experiences growing up as a Black woman, hearing stories about inequality and discrimination and experiencing my own, learning about it in undergrad and law school studies, and seeing it at the justice department, it fueled everything I do,” says Karen of her path. “It’s all about equality.”
Solidifying Organic Efforts
Shortly after Karen became part of the Elastic team, George Floyd’s murder sent shockwaves across the U.S. and also across the globe.
At that point in time, Karen describes Elastic’s DEI efforts as “good folks being good, but no cohesive approach.” Organic communities had formed on Slack, bringing together Black employees, LGBTQIA+ employees, and women who worked at Elastic to talk about their shared experiences.
Karen’s first step was to reshape the conversation around DEI as a company. She launched a newsletter that explored the nuance of representation at work, leaning on her lawyer background to explain the difference between quotas (illegal!) and good-faith hiring targets, for instance.She also helped expand Elastic Cares, Elastic’s approach to CSR, to include direct links to DEI efforts. For example, Elastic Cares hosts quarterly sessions featuring nonprofits (NPOs), sourced in collaboration with 7 employee resource groups (ERGs), that have explored intersectional anti-discrimination, underrepresentation in tech, among others. Employees are encouraged to use 40 hours of volunteer time off to support NPOs of their choosing (Karen herself works with a nonprofit that helps resettle refugees); they are also encouraged to utilize a $1,500 (or the equivalent in local currency) gift matching budget to causes they care about, and/or nominate charities for free Elastic cloud clusters through the NPO Granting Program.
“Rolling Elastic Cares under the broader DEI effort gave us a vehicle for when folks say, ‘What can I do to help be part of the solution?’” says Karen.
A Global, Distributed Approach to DEI
The Elastic community responded well to Karen’s early DEI efforts. But Karen realized that what resonated with the U.S. team might not translate perfectly to employees in other countries.
“When you have a global organization, it’s really important that you’re not talking only about representation of African Americans, because that’s not going to translate to someone in Poland or Israel,” she says.
To help with that, Karen has focused on a broad definition of what diversity means. “It’s cognitive, it’s language, it’s learning style; it’s limitless,” she says.
As Elastic’s DEI efforts scale globally, Karen leans on the company’s Source Code, or a set of shared ideas that all employees are building towards. Part of the Source Code reads as follows:
Our products are distributed by design, our company is distributed by intention. With many languages, perspectives, and cultures, it’s easy to lose something in translation. Over email and chat, doubly so. Until we get a perpetual empathy machine, don’t assume malice.
A distributed Elastic makes for a diverse Elastic, which makes for a better Elastic.
That idea, says Karen, is manifested in a new practice called “Respect the Pause, and Pause and Explain.” It describes an approach to dealing with awkward interactions around the topic of DEI that can be partially attributed to cultural differences, and gives employees a procedure for exploring those topics while still assuming positive intent.
Karen is also leveraging ERGs to better support employees around the globe, including efforts to offer more expansive options for self-identification and ensuring that every ERG has cross-regional representation and diverse executive sponsorship.
Commitment to Evolution
Elastic hosts an annual global conference called Elasticon. At the last two events, Karen was pleased to see managers around the globe talking about managing within a DEI framework, unprompted.
“Before it was always HR talking about it, and now I’ve seen more leadership and senior management incorporating this into their day-to-day,” she says. “Employees are asking more, and the asks are more complex and they’re more frequent, which is great.”
Karen and her HR peers know that Elastic isn’t done addressing DEI—they’re just getting started.
But she’s excited to keep building.
“We’ve got a long way to go. We have some managers who are already doing this, and others that aren’t yet, that say, ‘Oh, I don’t have time for that,’” she says. “But it’s our position that you have to make time, because we cannot achieve the performance that we desire without incorporating this into everything we say and do.”
💎 How to build trust in your team? Watch the video to the end to find out!
📼 How should you work to build trust in your team? Play this video to get three top tips that will help you. You'll hear from Veronica Setzke, Senior Director of People Ops at Pax8, who shares tips and tricks she learned through years of coaching.
📼 How to build trust with peers in your team? Tip #1: Relationships. There's no better way to start forming relationships than having regular one-on-ones. It doesn't have to just be with your supervisor. It can be with your coworkers. It can be with those people that you collaborate regularly with. And it's really important in these one-on-ones that we're spending time listening. Take the time to be present and listen. Also, spend time together not working. Have lunch together. Go for coffee. Take a five-minute walk around the building and just have a conversation. Relations are a key element to trust!
📼 How to build trust? Open yourself in your team Tip #2: Vulnerability. Allow yourself to be vulnerable. Ask for feedback, whether it's feedback about a project, a process, or even maybe a leadership behavior that you're trying to master. This allows those on your team and those around you to see you as willing to be vulnerable. Trust and vulnerability go hand in hand. It doesn't mean that you’re weak, but rather that you’re open. It allows your team to understand that it's a safe place for them to also be vulnerable.
How To Share To Build Trust In Your Team - Tip #3: Clear Is Kind
Keep the team informed and say as much as you can about what you know. There are times that we hold information that could be shared. We could share that information that impacts others' work and have them have the opportunity to use that to do better. If you've learned something that could help your colleague make a better decision, share that! Try to ensure that your communication with others is clear. When you make the effort to be clear about your intentions, your work, and your roadblocks, it opens others up to do the same.
📨 Are you interested in joining Pax8? They have open positions! To learn more, click here.
Get to Know Veronica Setzke
She works as a People professional because she sincerely believes that people want to be excellent, and it is her role to help move the obstacles to their achieving success. She believes the employees deserve a culture that values their work and will respond to such a culture by creating amazing results. If you are interested in a career at Pax8, you can connect with Veronica on LinkedIn. Don’t forget to mention this video!
More About Pax8
The company simplifies the way organizations buy, sell, and manage cloud solutions, empowering its partners to achieve more with cloud technology. At Pax8, they know that they are only as great as their people. They realize that every individual has unique personal and professional aspirations, which is why they strive to offer a complete and competitive Total Rewards offering for their members and family.
💎Want to implement change in your team or organization? Watch the video to the end to do it successfully.
📼 To implement change you need to follow certain steps. Play this video to get three top tips on how to do it the best possible way. You'll hear from Kyle Lisboa, Support Operations Manager at Esri, who shares her experience with you!
📼Why implement change? Tip #1: Identify the reason. Think about the business reason for the change. If you understand why change is needed, it helps you explain it to others. Avoid making change for change's sake and implement solutions that solve problems.
📼Plan to implement change! Tip #2: Develop a plan. Create a detailed plan to help implement the change. If you create steps and timelines, this will guide the process. It also helps others understand how you are progressing towards the implementation and what the next steps are.
To Implement Change You Need Others - Tip #3: Seek Feedback
Gather feedback from those affected before, during, and after any changes are implemented. Allowing others to provide their feedback helps to create an inclusive atmosphere where everyone feels part of the solution.
📨 Are you interested in joining Esri? They have open positions! To learn more, click here.
Get to Know Kyle Lisboa
Kyle is an experienced Strategic Operations Manager with a demonstrated history of working in the computer software industry. She’s skilled in Arcgis Products, Databases, Management, Geography, and Cartography. If you are interested in a career at Esri, you can connect with her on LinkedIn. Don’t forget to mention this video!
More About Esri
At Esri, they build cutting-edge geographic information system (GIS) technology that customers use to solve the world’s most complex challenges: slowing climate change, stamping out disease, designing a better city, fighting crime, and much more. Their ArcGIS software is helping communities around the globe respond to the COVID-19 pandemic by monitoring the surge, managing testing sites, aiding essential workers in finding childcare, mapping food and essentials, and keeping residents informed and safe.
Nearly 80% of workers want to work for a company that values diversity, equity, and inclusion, per a CNBC survey.
But how do prospective employees — and, for that matter, current ones — know whether an organization takes diversity, equity, inclusion, and belonging (DEIB) seriously?
Metrics can help.
What are DEI metrics?
Diversity, equity, inclusion, and belonging metrics are measurements of how a company is doing against its stated DEIB goals. They help track progress, light up problems, synthesize momentum over time, prioritize investment, and allow a company and its employees to have accountability over DEIB intentions.
How can DEI metrics help my overall DEI strategy?
Creating a DEIB strategy is the first step in making your workplace more equitable. But having DEI metrics is a vital second step in ensuring that progress happens.
DEI metrics help a company actualize their strategy, live out their values, meet employee expectations, and make the workplace more fair for all employees.
10 examples of DEI metrics
1. Hiring: the diversity of your candidate pipeline.
How diverse is your applicant pool? Have your candidates self-identify and track what representation looks like in your candidate system.
2. Representation: the demographics of your current employees.
Many companies put pressure on their new hires to make up for gaps in their existing employee population — so make sure you’re benchmarking against data on what your current workforce is made up of.
3. Representation: the demographics of your leadership team.
People need to see that there is a path for success for people who look like them at your organization. What does the makeup of your board look like? Your directors? Your managers? And what does the promotion pipeline look like into those roles?
4. Representation: the demographics of your suppliers.
The money that you spend can significantly impact communities around you — so you should be measuring whether you’re doing that in a way that challenges bias and champions equitable treatment.
5. HR systems: pay equity.
Do all employees, regardless of gender or race, make the same amount of money if they’re doing the same job? If not, what’s your gender / race pay gap and how quickly are you closing it?
6. Employee experience: HR issues.
It’s important to track wins when it comes to DEIB, but it’s also vital to track times when your organization falls short. How many HR / People issues related to DEIB, including allegations of unfair treatment or bias, has your organization dealt with in the past year? What was the result of them? How quickly did issues get resolved? These metrics are key to know.
7. Employee experience: satisfaction with DEI progress.
When you send out employee satisfaction surveys, make sure you include questions on how employees perceive your current progress on DEI goals. They’re the ones most impacted by your strategy — and their opinion matters.
8. Employee engagement: participation in communication platforms.
How often do employees participate in Slack? What about by-channel participation? Looking at data on who talks to who and when can help highlight issues with inclusion or culture. Some companies are using AI-enabled text analysis tools to look for signs of frustration or for problematic language.
9. Employee participation: ERG membership.
Employee resource groups can be hugely helpful in creating community around different identities, interests, and demographics. They can also provide guidance on how to actualize your organization’s DEIB goals. (Which is part of the reason you should pay ERG leaders for their efforts, but that’s a topic for a different blog.)
10. Brand reputation: customer perception.
We’ve talked about key groups for whom DEIB metrics matter — prospective employees, current employees, leadership — but they matter to your customers, too. Whether you add a DEIB component to your existing NPS process, conduct 1:1 customer interviews, or get feedback some other way, it’s important to see whether your customer base is seeing progress on your DEIB goals, too.
Have you ever been so exhausted that you quit your job?
You may have been experiencing burnout.
Burnout is characterized by overwhelming exhaustion, detachment from your work, and a sense of ineffectiveness.
And while anyone can experience burnout, if you have ADHD, you may be more susceptible to it.
Before you get to the point where quitting feels like your only option, there are steps you can take to set healthy boundaries and start feeling more like yourself again. Read on to learn how you can recognize burnout in yourself, and what to do if you’re experiencing it!
How Does ADHD Burnout Feel?
There are some clear signs that you’re burning out, but ADHD can make the descent to burnout harder to detect. These warning signs include:
- Lack of motivation - not wanting to do the things you need to do or the things you love.
- Exhaustion - feeling overly tired both mentally and physically.
- Irritability and mental fatigue - feeling short-tempered, mean, or like you snap easily.
- Physical discomfort - body aches, low energy levels, and general pain.
- Negative outlook - the tendency to find something wrong with nearly everything.
- Emotional dysregulation - feeling weepy, sad, or unable to smile or connect with others.
Generally, burnout starts with taking on too much. Exhaustion creeps in, and you feel like every day is working against you because you are constantly overwhelmed. You may start to feel like the entire world is spinning out of control, or like no matter what you do you can’t keep up (or catch up).
If this resonates with you, you might be on the road to ADHD burnout.
Why People with ADHD Can Be More Susceptible to Burnout
So why does ADHD make some folks more susceptible to burnout? There are a few common ADHD traits that often result in behaviors correlated with burnout (taking on too much, working too long, etc.):
- Hyperfocus - ADHD is not exclusively about attention deficits. In fact, hyperfocus is the opposite – a deep, intense concentration to the point of being oblivious to your surroundings. Per WebMD, hyperfocus is a state of highly-focused attention that lasts for an extended period of time. You concentrate on something so hard that you lose track of everything else going on around you. When hyperfocus sets in at work, it can be hard to unplug or be aware of the people and environment around you.
- Time Tracking - Losing track of time is one thing, but if you find yourself losing track of hours without realizing it, that could be related to burnout. People with ADHD perceive time not as a sequence of events the way others usually do, but as a diffuse collection of events viscerally connected to the people, activities, and emotions that fill them.
- Difficulty Prioritizing - Do you take on too much and then struggle to prioritize it? When someone asks for help, does everything often go to the wayside so you can jump in? Or maybe the daunting anticipation of the tasks ahead prevents you from starting. Per ADDitude, ADHD impacts your temporal processing abilities, which can affect executive functioning.
Combating ADHD Burnout
If you think you may be suffering from ADHD burnout, there are a few ways to take back control. Here are three tips for combating ADHD burnout:
Reserve Your Yeses - Pump the brakes when you recognize the early signs of ADHD burnout. Start reserving your yeses right away. Say no, and practice not apologizing. It is okay to say, "I have a lot on my plate right now and cannot take that on. Thanks for thinking of me." Saying no is nothing to apologize for, and it should be celebrated! You are working to protect your energy above all else.
Practice Over-Estimating - If you think you could knock something out in a day, give yourself a week. Overestimate on time and allow yourself the grace to have a little more time than usual to complete projects. Slowing down when starting a new job or role will help you produce high-quality work and prevent ADHD burnout.
Drop the Mask - Be honest with your employer and friends. Let them know that although you seem to keep up internally, you struggle. Identifying ADHD burnout from the outside can be extremely difficult. Your honesty and transparency will position you to determine if your environment is supportive and inclusive.
How to Support Colleagues Dealing with ADHD Burnout
The experiences above may not resonate with you personally, but perhaps you’ve noticed other people you work with describe or experience them.
If you’re a manager, there are several ways you can support colleagues with ADHD (as well as neurodivergent employees more generally) to help prevent burnout. Ask for clarity on when they have felt the most supported at work. Discovery questions like, “how did you feel at that time?” or “how was the pace of that project?” can help you to understand their actual capacity.Download this free guide if you’re looking for more ways to support your neurodivergent coworkers. Work with your DEIB and HR team to develop new neurodivergent inclusivity standards to help you stay ahead of the ADHD burnout cycle.