Katherine Plumhoff
Writer and editor who crafts stories about travel, food, feminism, and communication. Formerly at a hedge fund in NYC, currently a content-creator-at-large roaming around Latin America. Big fan of carrot cake and honesty.
Find her at kathmeetsworld.com or on Instagram @kplumhoff.
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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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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 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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October 08, 2020
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How 12 Companies Are Facilitating Inclusion for Employees with Disabilities
October is National Disability Employment Awareness Month, and the Department of Labor has focused on the theme "Increasing Access and Opportunity" for 2020, which is also the 30th anniversary of the Americans with Disabilities Act.
<p>The United States has come a long way since the ADA was signed into law in 1990. After decades of lobbying, protesting, testifying, and organizing, the disability rights movement secured rights to work, take public transit, and be served in restaurants, among others. But the fight continues today, whether pushing back against the <a href="https://time.com/5168472/disability-activism-trump/" rel="noopener noreferrer" target="_blank">Trump administration's proposed cuts to Medicaid</a> (the main insurer for people with disabilities), pushing for accessible technology, or <a href="https://www.nytimes.com/2020/07/22/us/ada-disabilities-act-history.html" rel="noopener noreferrer" target="_blank">highlighting the relationship between race, disability, and police brutality</a>.</p><p>In the past, we've shared how some of our partners have taken action to become more<a href="https://blog.powertofly.com/how-companies-are-working-to-be-anti-racist-2647074777.html?rebelltitem=2#rebelltitem2" target="_self"> anti-racist workforces</a> or to better support their <a href="https://blog.powertofly.com/how-companies-are-supporting-working-parents-2647536873.html" target="_self">working parents</a>. This month, we want to take a moment to highlight PowerToFly partners who know just how much people with disabilities add to a team and how their companies elevate, accommodate, and celebrate their employees with disabilities.</p><p>We hope these ideas inspire other companies to follow suit and give job seekers an inside glimpse at how these organizations live out their values and lift up their employees.</p>
NSA is enabling diverse perspectives
<p>"At the National Security Agency, bringing together diverse experiences and perspectives is a key part of solving ever-changing mission needs. We ensure that employees have reasonable accommodations, access to assistive technology such as braille readers, independent communication tools for people who are deaf or hard of hearing, magnifying software, sign language interpreters, personal care attendants, closed captioning services as needed, and more. In addition, our People with Disabilities (PWD) Employee Resource Group (ERG) helps identify and address barriers to the PWD community. The PWD ERG helps all members of the workforce by ensuring a diverse and inclusive environment where everyone can thrive. To achieve success in hiring and retaining the best talent, NSA continuously works to create a culture that is welcoming, inclusive, and open to different perspectives. 'NSA staff really helped to make what could have been an intimidating experience seem very comfortable and welcoming,' says NSA employee Timothy O."</p><em>Learn more about NSA </em><a href="https://powertofly.com/companies/national-security-agency-nsa" target="_blank"><em>here</em></a><em>.</em>Contrast Security is rewarding employees for their effort, not their limitations
<p>"At Contrast, we celebrate our employees and their unique qualities in a number of ways. One example is how we've increased access to opportunities for our employees through our employee performance management process. Our organization has established a uniformed cadence for employee check-ins to address performance related issues. In addition, the check-ins enable managers to not only address performance challenges but to readily identify limitations in performance due to an employee's disability. Our managers are trained to reward and promote employees for their efforts and not their limitations. Lastly, we've revamped our 2020 talent strategy to ensure we're engaging with communities that not only have talent pools of individuals who are unrepresented, but talent pools of persons with disabilities."<br></p><em>Learn more about Contrast </em><a href="https://powertofly.com/companies/contrast-security" target="_blank"><em>here</em></a><em>.</em>Bounteous is bringing accessibility to all projects, online and off
<p>"Inclusivity is intrinsically embedded in our core values and we understand that a diverse workforce is more empathetic, collaborative, and innovative. This translates to flexible work-from-home schedules, take-what-you-need paid time off, weekly wellness surveys, and well-championed ERGs. For team members who want to work from one of our collaboration centers, we ensure that our physical space is also comfortable, safe, and accessible. A good example of this is our recent Chicago headquarters expansion. In addition to adjustable desks, hoteling and private spaces, gender-free restrooms, and mother's rooms, we purchased new ADA-compliant equipment, lowered countertops in our kitchens and bathrooms, and added handles to all doors. At Bounteous we believe every experience—online or offline—deserves to be treated equally for all users, regardless of ability. When we co-innovate with our clients to transform their digital landscapes, accessibility standards and best practices are front and center to be inclusive of the widest possible audience. Check out some of our thought leadership on this topic:<br></p><p>·<a href="https://www.bounteous.com/events/2020/03/20/midwest-drupal-camp-how-my-disabilities-made-me-better-developer" target="_blank"> How My Disabilities Make Me a Better Developer</a></p><p>·<a href="https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.bounteous.com%2Finsights%2F2020%2F04%2F16%2Faddressing-accessibility-concerns-virtual-conferences%2F&data=02%7C01%7Csarah.baker%40bounteous.com%7Cfb28bc8db5f54026c12008d866273586%7C9d343c00481447ebabcde3a0761d628b%7C1%7C0%7C637371665888261411&sdata=DMkrtT5HiKCMlo0twq%2FX5%2B0XVVhjoLxcG4bJh6iDaIE%3D&reserved=0" target="_blank" rel="noopener noreferrer"> Addressing Accessibility Concerns for Virtual Conferences — A Case Study</a></p><p>·<a href="https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.bounteous.com%2Finsights%2F2019%2F05%2F16%2FCelebrating-Accomplishments-Web-Accessibility%2F&data=02%7C01%7Csarah.baker%40bounteous.com%7Cfb28bc8db5f54026c12008d866273586%7C9d343c00481447ebabcde3a0761d628b%7C1%7C0%7C637371665888271396&sdata=jfMP5tiLlFEfpWKySciwMAjyBylx%2F52TdQeqLTxv1Do%3D&reserved=0" target="_blank" rel="noopener noreferrer"> Celebrating Accomplishments & Becoming A Resource in Web Accessibility</a></p><p>·<a href="https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.bounteous.com%2Finsights%2F2019%2F03%2F22%2Forange-you-accessible-mini-case-study-color-ratio%2F&data=02%7C01%7Csarah.baker%40bounteous.com%7Cfb28bc8db5f54026c12008d866273586%7C9d343c00481447ebabcde3a0761d628b%7C1%7C0%7C637371665888271396&sdata=SsHxgKOlgB4lqZgpPNeGgGfQQrNM%2BDqTUTuKoZRikEE%3D&reserved=0" target="_blank" rel="noopener noreferrer"> Orange You Accessible? A Mini Case Study on Color Ratio</a></p><p>·<a href="https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.bounteous.com%2Finsights%2F2018%2F07%2F19%2Faccessibility-508-ada-wcag-essential-knowledge-and-actions%2F&data=02%7C01%7Csarah.baker%40bounteous.com%7Cfb28bc8db5f54026c12008d866273586%7C9d343c00481447ebabcde3a0761d628b%7C1%7C0%7C637371665888281390&sdata=J5wQy7O2ZTac1hhrhPxf4HqX9ItVWhVbgw2mOWJQch0%3D&reserved=0" target="_blank" rel="noopener noreferrer"> Accessibility: 508, ADA, WCAG – Essential Knowledge and Actions</a></p><p>·<a href="https://nam12.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.bounteous.com%2Finsights%2F2018%2F05%2F17%2Fempathy-web-accessibility%2F&data=02%7C01%7Csarah.baker%40bounteous.com%7Cfb28bc8db5f54026c12008d866273586%7C9d343c00481447ebabcde3a0761d628b%7C1%7C0%7C637371665888281390&sdata=ptPxwB69ch8a3j%2B71rnFWaBTGKI1MDSh11Tg1PNN7Vk%3D&reserved=0" target="_blank" rel="noopener noreferrer"> Empathy in Web Accessibility</a>"</p><em>Learn more about Bounteous</em><a href="https://powertofly.com/companies/bounteous" target="_blank" rel="noopener noreferrer"> <em>here</em></a><em>.</em>Deloitte is collaborating on inclusion
<p>"At Deloitte, everyone contributes to our DE&I efforts. Everyone has a role to play. Our inclusive culture inspires us to try new things, speak openly, and be bold and empowers us to connect, belong, and grow. Our goal is to understand, engage and support people of diverse abilities to contribute to our growth and success. We are dedicated to supporting people with disabilities through a variety of ways throughout the entire employee lifecycle. Disability:IN named Deloitte one of 2019's "Best Places to Work For Disability Inclusion. While being recruited or at any other time in the employee lifecycle, candidates and employees can request an accommodation. Our Inclusion Councils bring together people from different backgrounds and experiences and engage in activities and events related to inclusion, well-being, development, and community involvement. Many of our offices have BRGs, including AbilityFirst chapters, which collaborate with our Inclusion Councils."<br></p><p><em>Learn more about Deloitte</em><a href="https://powertofly.com/companies/deloitte1" target="_blank"> <em>here</em></a><em>.</em></p>Spotify is creating spaces to share
<p>"At Spotify, our Able ERG serves as a community for employees with disabilities and their allies. Through various channels, we have discussions about everything from ADHD hacks to supporting a partner with a disability—and beyond! Even with the wide range of lived disability experience, having a place to go where people have had similar stories of exclusion inside and out of the workplace is invaluable. In terms of working with the efforts of the company, we've had a chance to work closely with the Global Workplace Services team on efforts to ensure that the office is accessible and inclusive, as well as with HR on inclusive hiring efforts and meeting accommodations. Our community hopes to help Spotify continue to build an accessible, welcoming environment while also raising awareness throughout the company of the talents and perspectives of our members."<br></p><p><em>Learn more about Spotify</em><a href="https://powertofly.com/companies/spotify" target="_blank"> <em>here</em></a><em>.</em></p>Mindbody is celebrating progress
<p>"Mindbody's ERG A11iance is here to create a culture of accessibility at Mindbody by raising awareness among employees, customers, and consumers and empowering them to take tangible, actionable steps. In other words, we're here as an accessibility advocacy group, spreading information, advocating for change (within the MB product line and the company culture), and celebrating each step MB takes towards accessibility for ALL."<br></p><p><em>Learn more about Mindbody </em><a href="https://powertofly.com/companies/mindbody" target="_blank" rel="noopener noreferrer"><em>here</em></a><em>.</em></p>MongoDB is making resources accessible
<p>"MongoDB continuously evaluates and adds to our disability benefits offerings. We provide standard short-term and long-term disability pay and address accommodation requests to aid employees in working more comfortably and effectively. MongoDB also offers services and resources such as behavioral and mental therapies; apps for virtual therapy; veteran-specific mental care; family forming assistance; and services for cosmetic surgeries to improve or alter appearance related to appearance-based self-esteem issues and gender dysphoria. We promote a culture that increases access and opportunity for all employees and are in the process of creating an employee resource group to bring together people with physical and/or neurological disabilities. Here, members can connect with others and help MongoDB identify benefits that best serve them. Our internal Decoding Inclusion events share foundational knowledge about D&I topics, including disabilities. These events are accessible to employees across the globe and build a community amongst employees."<br></p><p><em>Learn more about MongoDB</em><a href="https://powertofly.com/companies/mongodb" target="_blank"> <em>here</em></a><em>.</em></p>LogMeIn is recruiting thoughtfully
<p>"At LogMeIn we're building a workforce that is a better representation of the world around us. Where everyone can do their best work and be their authentic self. We believe a business that's built by everyone works better for everyone. We have partnered with Recruit Disability, CareerCast's Disability Network, and DisabilityJobs.net to ensure we are including and inviting differently abled workers into recruiting process. Additionally, we offer working flexibility, including schedules and locations, that are adaptable to the many different needs of our employees. Lastly, we are able to collaborate remotely using our own technology, such as our GoTo Suite of products, that have been designed to meet and exceed the many different accessibility requirements of our customers and employees."</p><p><span></span><em>Learn More about LogMeIn <a href="https://powertofly.com/companies/logmein-inc" target="_blank">here</a>.</em></p>Elastic is building and leading with empathy
<p>"At Elastic, accessibility is an integral part of equity and inclusion. We want to ensure that <a href="https://www.elastic.co/blog/culture-accessibility-awareness-day-at-elastic?ultron=eb&blade=powertofly&hulk=web" target="_blank">Someone Like Me</a> and <em>you </em>feels welcome and have the tools necessary to <a href="https://www.elastic.co/about/our-source-code?ultron=eb&blade=powertofly&hulk=web" target="_blank">come as we are</a>. That's why Elastic managers and interviewers take Minus the Bias training to avoid issues of unconscious bias and to promote psychological safety at work. We can improve, but we're working on it. Our Accessibility Working Group is an employee-led, equity-seeking group that works to create and develop a disability-inclusive workplace by building awareness and empathy towards people with disabilities, understanding and addressing the barriers faced by employees living with a disability, influencing adoption and integration of accessible and inclusive practices across all Elastic teams, and investing in employee education and training. As for products, <a href="https://www.elastic.co/blog/making-kibana-accessible?ultron=eb&blade=powertofly&hulk=web" target="_blank">Kibana is working towards Level AA compliance</a> and we are continuing to improve accessibility components for better navigation of all our products."<br></p><p><em>Learn more about Elastic</em><a href="https://powertofly.com/companies/elastic" target="_blank" rel="noopener noreferrer"> <em>here</em></a><em>.</em></p>Bristol Myers Squibb is helping people with disabilities prevail
<p>"Bristol Myers Squibb (BMS) is a global pharmaceutical company whose mission is to discover, develop and deliver innovative medicines that help patients prevail over serious diseases.<br></p><p>DAWN (Differently-Abled Workplace Network) is a People and Business Resource Group for BMS employees that fosters an inclusive work environment where employees with disabilities are valued and encouraged to bring their authentic selves to work, use their diverse perspectives, and contribute in a unique and meaningful way. DAWN strives to develop a culture of disability inclusion by increasing the talent pool of job candidates with disabilities through inclusive targeting efforts such as STEM mentoring programs and virtual career fairs; enhancing culture through inclusion best practices, captioning, self-ID, and addressing stigmas; supporting diverse disability suppliers (DOBEs); addressing public health disparities that impact people with disabilities; and adding signature programs that support employees with disabilities and their families such as an employee Cancer Support Network."</p><p><em>Learn more about Bristol Myers Squibb</em><a href="https://powertofly.com/companies/bristol-myers-squibb" target="_blank"> <em>here</em></a><em>.</em></p>Lockheed Martin is sponsoring education and advancement
<p>"Lockheed Martin Missiles and Fire Control (MFC) is a member of the Florida Ability Inclusion Network (FAIN). This organization focuses on helping veterans and people with disabilities find a career in Central Florida. FAIN has not been active this year due to COVID-19, but normally the group sponsors biannual business initiatives in which local veterans, their spouses and people with disabilities meet with Lockheed Martin managers for coaching on their job hunting, resume development, interviewing and offer negation skills. Additionally, Able and Allies, an MFC business resource group, has a mission to build an environment that empowers employees with disabilities to contribute professionally to the full extent of their abilities. The organization strives to educate employees and leaders on disabilities and recommend best practices to promote a disability-friendly workplace. Able and Allies has been achieving this mission by participating in the Dallas mayor's employAbilitiy Job Fair, as well as sponsoring mental health and disability awareness webinars."<br></p><p><em>Learn more about Lockheed Martin </em><a href="https://powertofly.com/companies/lockheed-martin" target="_blank"><em>here</em></a><em>.</em></p>Snap Inc. is promoting respect
<p>"One way we support employees with disabilities is through SnapAbility, one of our Employee Resource Groups. ERGs are created and led by members of the Snap Inc. family. They empower us to come together to celebrate a common cause, raise awareness, encourage advocacy, and refine our approach to recruiting. SnapAbility is a community for team members who identify as persons with disabilities, and it includes the many allies, guardians, and advocates who support them — both at Snap and beyond. Their mission is to promote empathy, respect, and kindness for all people, regardless of ability level or mental health status. By fostering open conversations around these topics, partnering with organizations like Angel City Games, and making Snap products more inclusive and accessible to all users, they're driving forward on this mission every day."<br></p><p><em>Learn more about Snap Inc. </em><a href="https://powertofly.com/companies/snap-inc-co" target="_blank"><em>here</em></a><em>.</em></p>
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