Entries by Amanda Hammett

How can workplaces work for working parents with Joann Lublin

Joann S. Lublin, former reporter and editor at The Wall Street Journal and author of Power Moms: How Executive Mothers Navigate Work and Life and “Earning it: Hard-Won Lessons from Trailblazing Women at the Top of the Business World” joins the program to discuss the pressures of working parents and how to create workplaces that work for parents. Joann shares how the workplace is changing and how businesses can successfully retain employees with kids. She also shares her research and tips on how managers can support working parents (and all employees).

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Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

The Transcript - Interview with Joann S. Lublin

[00:00:00] Amanda Hammett: Welcome to wine down Wednesday. Here are your hosts, Jeffery Tobias Halter, and Amanda Hammett.

[00:00:07] Jeffery Tobias Halter: This is "Wined down Wednesday", a contemporary mid-week discussion on current workplace and marketplace issues with a focus on diversity inclusion, intersectionality, and equity, and as always enjoyed with your favorite wine down a beverage of choice.

[00:00:24] I'm Jeffrey Tobias halter. And this is my friend and colleague. Amanda Hammett.

[00:00:29] Amanda Hammett: Hi, and welcome back to wine down Wednesday. It is 2022 y'all and I am here with my best cohost ever. Jeffrey Tobias Halter.Jeffrey welcome. There's

[00:00:41] Jeffery Tobias Halter: 2022. Amanda while can you believe that you know, this is our first episode of 2022.

[00:00:49] And you know, even though it's a Wednesday and we're a couple of days past new year's, I managed to find a leftover bottle of champagne. So, so I think it's only appropriate. [00:01:00] That we pop the cork on 2022. So I am going to enjoy this in my house. Well, what are you drinking today?

[00:01:11] Amanda Hammett: I actually tricky a little Prosecco and pomegranate juice.

[00:01:15] Cheers

[00:01:15] Jeffery Tobias Halter: to you and choirs to you. Happy new year. Happy. There's nothing better than bubbles on a Wednesday afternoon. That

[00:01:23] Amanda Hammett: this is absolutely true. Hmm, good stuff. Good stuff. So what are we talking about?

[00:01:30] Jeffery Tobias Halter: Yeah, I think what we're going to do is we're going to take a look ahead at what's coming. It's 20, 22.

[00:01:37] What is the year look like? And so I picked up two ideas, that I think is gonna really be paramount both for employees and employers. And one is the concept of performance. D E N I, and that's these big commitments that companies made quite frankly, a number of years [00:02:00] ago around black lives matter and leaning into advancing women and underrepresented groups.

[00:02:05] Well, you know what? It's been two years and we're seeing a lack of progress. I think there's going to be a call for accountability and transparency and companies are going to be held. Their feet are going to be held to the fire around what have you. Absolutely. And then I think the other big one, and we've talked about this a little bit in 2021, you know, Mackenzie said allyship 14% of companies are doing allyship training, which is woefully low.

[00:02:32] Well come to find out. Allyship was the number one word by dictionary.com last year. And so it's setting this stage. That allyship is going to be a really big deal in 2022. And companies need to figure this out. Those are going to be two topics that we're going to be exploring throughout the rest of the.

[00:02:53] Yeah. What about you? What's on your mind?

[00:02:55] Amanda Hammett: So what I'm looking forward to in 2022, I am [00:03:00] seeing no end to this labor shortage. I hate to be the bearer of bad news every year. Once a year in bonuses are paid out. We always see an uptick involuntary terminations. I think this year we will see an even greater uptick in those because of the things that you just mentioned, the performative DIII and I, the lack of allyship, all of those.

[00:03:22] Pulling together. Plus, how are people treated coming through 20, 20, 20, 21? I think that's going to be a major, major issue, but my concern is, is that companies are so focused on recruiting, recruiting, new people, new people, filling all these 11 million open job openings, but they're not thinking about the employees that they have today, or the ones that they're going to bring in.

[00:03:44] So retention is, needs to be a focus, and company leadership needs to be thinking about that. But let's break this down. Millennials officially more than 50% of the workforce in the US gen Z, right behind them, [00:04:00] massive generation. And they're quickly flooding the workforce. The cultures that attracted baby boomers, gen X-ers, will be outright rejected by a millennial and gen Z.

[00:04:11] So companies need to start taking a long, hard look at what are they offering. Benefit-wise. Yeah. Are they actually asking the questions about what these employees want to get them to stay and do they need to be ready to listen to those answers? The other thing, and we say this all the time. Jeffery, how diverse is your leadership employees?

[00:04:40] Future employees, potential employees, current employees, they're watching. They're watching. So how diverse is that leadership site? How are you, what are you doing to bring up the people of color, women of color through the leadership ranks? So that. Your employee base looks like [00:05:00] your

[00:05:01] Jeffery Tobias Halter: yeah. Well, 20, 22 is certainly going to give us a lot of topics to talk about from our listeners.

[00:05:08] We're going to be exploring all of these over the years. We're going to have some amazing guest stars and authors. And so on behalf of Amanda, raise your glass, and Jeffrey, we just want to say welcome to wine down Wednesdays 20, 22.

[00:05:23] Amanda Hammett: Cheers. Thanks again for joining us for wine down, Wednesdays, it contemporary mid-week discussion on current workplace and marketplace issues with a focus on diversity inclusion, intersectionality, and equality.

[00:05:37] I'm Amanda Hammett and on behalf of myself and Jeffery Tobias Halter. Thanks so much for joining us and we'll see you in the next episode. Thank you for joining us for"Wined down Wednesday". If you liked this episode, please subscribe to receive more episodes straight to your inbox.

Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

Trends for 2022

Uncorking 2022. Performative DEI, transparency, allyship, and the labor shortage: With no end in sight for the labor shortage, Jeffery and Amanda discuss the topics they are tracking as we enter 2022 – from performative DEI gestures to transparency, allyship, shifting workforce demographics, and talent retention. Over bubbles, they share take-away questions, “How diverse is your leadership?”-- how diverse is your pipeline? Start the new year off with a new habit, Win(e)d Down Wednesdays.

ICYMI: Worthy cocktail tutorial: https://youtu.be/7oOkQx6sgKs

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Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

The Transcript - Trends for 2022

[00:00:00] Amanda Hammett: Welcome to wine down Wednesday. Here are your hosts, Jeffery Tobias Halter, and Amanda Hammett.

[00:00:07] Jeffery Tobias Halter: This is "Wined down Wednesday", a contemporary mid-week discussion on current workplace and marketplace issues with a focus on diversity inclusion, intersectionality, and equity, and as always enjoyed with your favorite wine down a beverage of choice.

[00:00:24] I'm Jeffrey Tobias halter. And this is my friend and colleague. Amanda Hammett.

[00:00:29] Amanda Hammett: Hi, and welcome back to wine down Wednesday. It is 2022 y'all and I am here with my best cohost ever. Jeffrey Tobias Halter.Jeffrey welcome. There's

[00:00:41] Jeffery Tobias Halter: 2022. Amanda while can you believe that you know, this is our first episode of 2022.

[00:00:49] And you know, even though it's a Wednesday and we're a couple of days past new year's, I managed to find a leftover bottle of champagne. So, so I think it's only appropriate. [00:01:00] That we pop the cork on 2022. So I am going to enjoy this in my house. Well, what are you drinking today?

[00:01:11] Amanda Hammett: I actually tricky a little Prosecco and pomegranate juice.

[00:01:15] Cheers

[00:01:15] Jeffery Tobias Halter: to you and choirs to you. Happy new year. Happy. There's nothing better than bubbles on a Wednesday afternoon. That

[00:01:23] Amanda Hammett: this is absolutely true. Hmm, good stuff. Good stuff. So what are we talking about?

[00:01:30] Jeffery Tobias Halter: Yeah, I think what we're going to do is we're going to take a look ahead at what's coming. It's 20, 22.

[00:01:37] What is the year look like? And so I picked up two ideas, that I think is gonna really be paramount both for employees and employers. And one is the concept of performance. D E N I, and that's these big commitments that companies made quite frankly, a number of years [00:02:00] ago around black lives matter and leaning into advancing women and underrepresented groups.

[00:02:05] Well, you know what? It's been two years and we're seeing a lack of progress. I think there's going to be a call for accountability and transparency and companies are going to be held. Their feet are going to be held to the fire around what have you. Absolutely. And then I think the other big one, and we've talked about this a little bit in 2021, you know, Mackenzie said allyship 14% of companies are doing allyship training, which is woefully low.

[00:02:32] Well come to find out. Allyship was the number one word by dictionary.com last year. And so it's setting this stage. That allyship is going to be a really big deal in 2022. And companies need to figure this out. Those are going to be two topics that we're going to be exploring throughout the rest of the.

[00:02:53] Yeah. What about you? What's on your mind?

[00:02:55] Amanda Hammett: So what I'm looking forward to in 2022, I am [00:03:00] seeing no end to this labor shortage. I hate to be the bearer of bad news every year. Once a year in bonuses are paid out. We always see an uptick involuntary terminations. I think this year we will see an even greater uptick in those because of the things that you just mentioned, the performative DIII and I, the lack of allyship, all of those.

[00:03:22] Pulling together. Plus, how are people treated coming through 20, 20, 20, 21? I think that's going to be a major, major issue, but my concern is, is that companies are so focused on recruiting, recruiting, new people, new people, filling all these 11 million open job openings, but they're not thinking about the employees that they have today, or the ones that they're going to bring in.

[00:03:44] So retention is, needs to be a focus, and company leadership needs to be thinking about that. But let's break this down. Millennials officially more than 50% of the workforce in the US gen Z, right behind them, [00:04:00] massive generation. And they're quickly flooding the workforce. The cultures that attracted baby boomers, gen X-ers, will be outright rejected by a millennial and gen Z.

[00:04:11] So companies need to start taking a long, hard look at what are they offering. Benefit-wise. Yeah. Are they actually asking the questions about what these employees want to get them to stay and do they need to be ready to listen to those answers? The other thing, and we say this all the time. Jeffery, how diverse is your leadership employees?

[00:04:40] Future employees, potential employees, current employees, they're watching. They're watching. So how diverse is that leadership site? How are you, what are you doing to bring up the people of color, women of color through the leadership ranks? So that. Your employee base looks like [00:05:00] your

[00:05:01] Jeffery Tobias Halter: yeah. Well, 20, 22 is certainly going to give us a lot of topics to talk about from our listeners.

[00:05:08] We're going to be exploring all of these over the years. We're going to have some amazing guest stars and authors. And so on behalf of Amanda, raise your glass, and Jeffrey, we just want to say welcome to wine down Wednesdays 20, 22.

[00:05:23] Amanda Hammett: Cheers. Thanks again for joining us for wine down, Wednesdays, it contemporary mid-week discussion on current workplace and marketplace issues with a focus on diversity inclusion, intersectionality, and equality.

[00:05:37] I'm Amanda Hammett and on behalf of myself and Jeffery Tobias Halter. Thanks so much for joining us and we'll see you in the next episode. Thank you for joining us for"Wined down Wednesday". If you liked this episode, please subscribe to receive more episodes straight to your inbox.

Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

Great Resignation: What can front line leaders do to drive employee retention?

Uncorking 2022. Performative DEI, transparency, allyship, and the labor shortage: With no end in sight for the labor shortage, Jeffery and Amanda discuss the topics they are tracking as we enter 2022 – from performative DEI gestures to transparency, allyship, shifting workforce demographics, and talent retention. Over bubbles, they share take-away questions, “How diverse is your leadership?”-- how diverse is your pipeline? Start the new year off with a new habit, Win(e)d Down Wednesdays.

ICYMI: Worthy cocktail tutorial: https://youtu.be/7oOkQx6sgKs

Share the LOVE and TWEET about this episode.

Don't miss an episode. Subscribe to Win(e)d Down Wednesday.

Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

The Transcript - Drive employee retention

Jeffery Tobias Halter: Welcome, and Amanda, what's your beverage of choice today?

Amanda Hammett: Well, today it's starting to get a little cold, so I'm going with some good old green tea today. What about you?

Jeffery Tobias Halter: Very nice. And you know, I worked there for a, for 25 years and every once in awhile, I like to enjoy an ice cold Coca-Cola with a zero sugar. In fact, now more delicious. How can you argue with that?

Jeffery Tobias Halter: Well, Hi, I'm Jeffery and we've got Amanda with us and we're going to be continuing this conversation around the great resignation and really talking about a topic. So front of mind, and that is what can frontline leaders do to help drive retention? Amanda. You've got some thoughts on this love to hear.

Amanda Hammett: Yes. I have lots of thoughts of this. I actually have a framework that I worked out years ago and that I've been using and encouraging frontline leaders to use for years. It is perfect in this scenario, because think about it, employees. They're more likely to stay, they're more likely, likely to be productive if they really liked their frontline direct manager. So what can you do as that frontline manager? Well, I've got a framework it's called the stay framework and it's four "C"s. It's really easy. It's designed to be done weekly with each individual employee. One-on-one 30 minutes. Every week and it's pretty basic.

Jeffery Tobias Halter: The first "C" is care. The mistake that most employees or employers take is that they go into these meetings and they're like, what have you done? What have we done? Where are we? Where are we? That's a mistake. The first five minutes needs to be about what's going on in their life. This is where you find out like external pressures and, and things like that.

Jeffery Tobias Halter: Then you move on to what have they completed? That's the second "C" what have they completed since the last time you guys had this session?

Jeffery Tobias Halter: The third "C" challenges. Where can you, as the leader step in and maybe run some interference, maybe clear some roadblocks, things like that.

Jeffery Tobias Halter: The fourth "C" coaching, this is where you're asking those deeper questions. You know, what, what do we need to do to move those forward? You know, what are some of the more strategic things. Stuff like that.

Jeffery Tobias Halter: And there's a bonus "C" now this one doesn't happen every week, but you know, once a quarter, especially with your younger employees, this is your career path thing. This is where you're talking about what kind of skills are they looking to develop? What's changed and maybe their idea for where they want to go in their career. And I'm telling you, this framework works, frontline leaders use it. It will help you keep those employees.

Amanda Hammett: Leaders did you like the sound of the stay conversation framework that I just explained to you a few minutes ago. Well, don't worry. You can get your own very free copy from me. Just go to AmandaHammett.com/stay that's S T A Y To download your free copy, good luck and put it to use.

Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

Great Resignation: Empathy as a key to employee retention

Being a manager is so hard today -- and the Great Resignation has double-down on everyone’s stress and burnout levels. Hosts Jeffery Tobias Halter and Amanda Hammett discuss the role of empathy and share the EVOLVE Model as a tool to help hone your skills. This discussion is ideal for leaders at all levels of the organization. Each of us has a role to play to combat the great resignation. Prep your favorite beverage and join the conversation.

Link to the EVOLVE Model: ywomen.biz/leading-with-empathy

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Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

The Transcript - Returning to the Office - Part II

Amanda Hammett: All right. Hey everybody. Welcome back to Win(e)d Down Wednesdays. My name is Amanda Hammett and I am so excited that you are here. I am here with my best co-host ever Jeffery Tobias Halter. How are you today?

Jeffery Tobias Halter: Hey, Amanda, I'm doing great and such a, such a great time to be talking about the Great Resignation and what we're doing, but you know, it is Win(e)d Down Wednesdays. and so we have to acknowledge, ah, what are we winding down with? So, I have my orange shirt on for those, for the listeners on the podcast obviously don't know that, but it's because, uh, my literally favorite beer in the world is Sam Adams Octoberfest. And so this is my wined down beverage of choice. It just tastes like fall. How about you?

Amanda Hammett: Tastes like fall. All right. Well, today I am drinking Banshee again, this is from the Russian River Valley and a zinfandel today. Very nice. Very nice. Yes, yes. Yes. All right. So for those of you who hopefully listened to the last episode, you got to hear Jeffery and I riffing a little bit about the Great Resignation. We talked about millennials, We talked about Gen Z, what to companies need to be doing in a general sense. But I think that there are some even more deeper conversations that need to be had specifically Jeffery, can you talk a little bit about what do individual leaders need to be doing to combat the great resignation?

Jeffery Tobias Halter: Yeah. You know, so much of it is Um, and we talked a little bit about this previously, but it's just getting so genuine with your people. And asking, how are you doing, how are you really doing? How can I support you better? And what can the company do? But I want to, uh, give our listeners a, a tool that you can use that I use in a lot of my training. And it's called the evolve tool. Obviously we want you to evolve as leaders, but it really has a place around this notion of empathy. And so, uh, the "E" stands for explore personal bias. So it's, what is my bias? When an employee asks me, I need to work from home, I need to do something different. My initial reaction is going to be no, we can't do it. So we're going to ask you to pause. You're going to go through the evolve model in a nanosecond, but hopefully this model gives you a chance to just slow down. So first explore your personal bias and what could get in the way. And then the, the "V" the first V is genuinely valued the idea or the person. So what can I say when I respond to demonstrate that I genuinely value that employee or that idea. The "O" is remain open minded. You know, it's a brave new world. It's 2021 going to be 2022, and we need to be open to all ideas. Right? The "L" is listen, and this is listen with your inner voice. And what do I mean by that? Well, for all the listeners out there, it's the little voice that just said what little voice, right? It's your conscience in your head. And so listen to that and, and think about how you could start to make that work. So you've explored biases. You you're valuing the person, the idea you're remaining, open-minded, you're listening. Then we get into how are you going to respond? Validate first, really, really critical. Don't don't dismiss this idea. Be prepared to say, Amanda, is this what you're asking? And, oh, by the way, don't be surprised if you're 180 degrees off base because she may be asking for flexibility. And you think she's asking for something special. So prepare to validate, and then they'll ask if he is engaged and, and that's a double "E" because we say engaged, but also empathize. So I hear what you're saying. Uh, is this true? The validation part, uh, and then how can we explore this? How can we talk about this jointly? And so this takes place in a nanosecond, but if you think about empathy, if you think about evolve as a pneumonic in your mind, it'll just slow you down a little bit to answer that question around, how can I meet you right where you are?

Amanda Hammett: You know, I, I love this. I love this framework. I think that this is something that would be useful for leaders at all levels, uh, you know, early in career through, you know, people that are managing high level performers. What would you expect someone who uses this for the first time? What would you think that their response, you know, for the receiver of this to, to be, would they potentially be a little shocked or taken aback or what?

Jeffery Tobias Halter: You know, at the core of empathy is genuineness. And so that's what you're trying to establish. And I won't, you know, and I, I do my work primarily around gender men and women working together. And I won't say that men are less empathetic than women, but you know, the tendency is there and I think it will surprise some people the first time you use this. You know, if you're in a command and control atmosphere where, you know, you're not used to opening up, you're not listening, um, be prepared for when Amanda asks for an exception to the rule because your personal bias is immediately going to go. We can't do that for you cause we'd have to do it for everybody. But you touched this in your, in our first section around, uh, the Great Resignation. Nine times out of 10, it's not more money. It's flexibility and its flexibility during the day. It might not even be, Hey, you want me at work this day or that day it might be. You know, for women specifically, my world just falls apart from four until six. I've got to, I've got to pick up, I've got to do all the family stuff. I've been on zoom calls for six or eight hours. I'm wiped out. I'm burned out. So, you know what, ask what they want, what you're hearing flexibility work from home when in fact it might be, no, I need two hours and, and, and. You know, and, and then my response to two leaders who don't get this is what's the alternative because I will acknowledge being a leader today. Being a manager today is so tough. You got so many things on your plate, but then ask yourself a question. What happens if I lose Amanda? Is that going to make my day and my job easier or harder? And that to me is the final test. And that's how we can find out if this works.

Amanda Hammett: Absolutely. That reminds me of a task that I frequently give my leaders. If someone were to walk into your office one day and say, I quit, would it make you happy? Or would it make you sad? And that is how I think you need to think about this because this is a very real reality for all of us, right now. Absolutely. All right. Well, wonderful. Well, this concludes today's riff session on empathy to combat the great resignation. Thanks again for joining us. And we will see you next time.

Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

Returning to the Office – COVID, Gender, Women of Color – Part II

In Part II of Jeffery Tobias Halter and Amanda Hammett’s conversation with Tamika Curry Smith and Elba Pareja-Gallagher, two senior executives from the heart of corporate America, they continue the discussion on returning to the office in the wake of Covid. The conversation explores covering, remote work and why, for many women of color, remote work is preferable to returning to the office. Pour your favorite beverage and join the conversation.

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Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

The Transcript - Returning to the Office - Part II

Jeffery Tobias Halter: Hi, I'm Jeffrey Tobias Halter. And I want to welcome you back to our Win(e)d Down Wednesday's episode, Winning the War for Talent in a Post Pandemic World. We're going to kick off part two of our session. Hopefully, you were able to listen to part one with our amazing guests. You it’s Win(e)d Down Wednesdays. And so we always celebrate with a beverage of our choice. And so I have a Rodney Strong cabernet that I'm enjoying today, taking advantage of this fall weather, to change things up. And so with that, I'm going to kick this over to my cohost, Amanda Hammett, real quickly, because we’ve got so much to cover.

Amanda Hammett: Oh, my gosh, we do have a lot to cover today. So before I introduce our lovely guests, I am, because it's been a week, I am drinking vodka and club soda with lots and lots of lime. So it's been that kind of week already. All right. But enough about me, let's get into our guests today. We have Tamika Curry Smith and Elba Pareja-Gallagher with us. Ladies, introduce yourselves.

Tamika Curry Smith: Elba, why don't you go first this time?

Elba Pareja-Gallagher: Hey, I am so happy to be here. I too have my drink of choice. My go-to blueberry pomegranate martini. Great to be with you to talk about diversity, equity, and inclusion as we're coming back to work. My background is I've been a UPS team member for 24 years. All in finance, lots of different roles including, including investor relations. I worked in marketing. I've worked in Miami, but more recently in January year 2021, I joined the sustainability team at UPS. So I love that work. Also, you'll see, from my background here, I founded a nonprofit organization. ShowMe50 Our goal. Our vision is to achieve 50% women in senior leadership positions. And we do that by both helping women lean into their careers, as well as influencing companies to address the inequities in talent management systems. So thank you so much. For letting me be with you today. Wonderful.

Tamika Curry Smith: Hi everyone. I'm Tamika Curry Smith, and my drink of choice is a margarita. So I'm in a lime country with Amanda. I'm so excited to be here. And in terms of my background, I have been doing diversity equity and inclusion work for over 20 years, including previously leading DEI at Deloitte, Target Corporation. Mercedes-Benz USA and Nike, Inc. I'm also president of the TCS Group, Inc, which is a firm that does human resources and DEI consulting. And in that capacity, I've worked with nonprofits, colleges, and universities, and small, medium, and large businesses to help them start and elevate their DEI efforts. I'm also a recovering accountant. I started out my career out, outdoing accounting and management consulting. And that really is part of how our approach to DEI work is, is as a business imperative that will really unlock, both people and business outcomes. So thanks for having me so excited to be here and continue the conversation.

Jeffery Tobias Halter: Tamika, Elba. Thank you so much for joining us. It's going to be a great conversation. So, for our listeners, I want to reference back, we are still examining a Future Forum study of almost 10,000 knowledge worker employees. Where 93% of knowledge workers want a flexible schedule and 76% want flexibility in where they work. But the article goes deeper and specifically talks about the challenges and barriers for women of color. And this just sits within a guiding principle that Amanda and have that we want to bring to you a lens of intersectionality. Because we know, not all women are having the same experience. And we certainly know that the challenges faced by women of color are often, far more challenging than the barriers faced by white women. And so I just want to pull out a couple of statistics from this and then get our guests to, to react to this. Flexible work is a game-changer for working women and women of color. Black respondents continue to have a higher sense of belonging when working remotely. Relative to work in the office compared to a weaker sense of belonging among white respondents. This also translates in their return to office preferences, 80% of Black, 78% Hispanic, 77% of Asian women want to flexible work experience either through hybrid or rework or remote only models. What they're actually saying is. We don't want to go back to work. We don't have to deal with the drama. And so I just want you to, to comment on what are some of these barriers that we're, most of us are totally unaware of that, that women of color face. If thinking about going back. Tamika, do you want to start?

Tamika Curry Smith: Sure. This is such an important issue, and I appreciate both of you taking this lens to this work because not to your point, not all people are the same, and not all women are the same. And when you think about women of color and, they have almost felt liberated by remote working and not having to go to the office every day and not having to cover and face the exhaustion of, continuously adapting, who they are to survive in the workplace that we know has particular ideas around, around what is professional? What does success look like? What does a leader look like? And for women of color to not have to face that has been game-changing for them. I also want you to even think about the concept of what Zoom has done or, or whatever, you know, virtual meeting platform you're using. Everyone is on the same playing field. We're all in a square. Right. So there's, there's equity and equality there. We also have the ability to, um, put thumbs up or clap in the color of our skin tone. We also can. Decide to speak up and come up microphone, or we can put something in the chat. So depending on how we feel that day, we can do that. And so there have been some innate things that come with remote working that have actually driven inclusion. And so when you talk about. The fact that women of color feel more belonging, not in the workplace. It's because that playing field is more level and a lot of the kind of noise and the politics and the weight of expectations of others is minimized when you're working remotely.

Jeffery Tobias Halter: Wow, this is fascinating Elba.

Elba Pareja-Gallagher: Yeah. And so, you know, I'll tag along just a little bit on, on how in this case, black women are feeling less than in the old way we used to work, right. There was a recent Gallup poll that said that black women were less likely than other demographics to feel that they were valued members of their team and that they were treated with respect, and that their coworkers treated everyone fairly. And so, you know, to Tamika makes some great points. I love those examples of how the technology has really enabled us to be. Working in the ways we feel comfortable actually back to our first conversation around flexibility, right? Even this offers flexibility. The fact that we can either chat or mute or be on camera or not be on camera. Right. And you can't do those kinds of things when you're in person. So, that is a plus. You know, I'm going to go back to something you asked specifically Jeff, and you said, Hey, what are the things that may be leaders aren't aware of? Well, I'll speak a little bit about the Hispanic community. I was born outside the country. I'm an immigrant. I came as an infant, which is why I have no accent, but, um, I came from Latin America. I was born in Venezuela and I think in our culture. What women face at home is that many Hispanic men are not as embracing of doing more of their share at home. And so as a Hispanic woman with a family, you may not have that support system as much at home. And so, you know, keep that in mind. And again, back to what I've talked about, communication, how are you communicating with your employees to ensure that they can feel comfortable telling you about what they need and what support they need from you? You know, I want to talk about another word, which is psychological safety. I think one thing we can do as leaders is to make sure that our own leaders and managers. Are able to communicate in a way that creates psychological safety for employees, meaning that, We listened to them that we take in their input that we acknowledge what they're contributing and that we really think through what they said, and then come back to them with follow-up and not, you know, make them feel like they're going to be embarrassed. You know, penalized for speaking their mind on any type of sensitive topic. So psychological safety, I think is important too, as we think about coming back to work, um, for, especially for women of color that are having to face these difficult situations.

Amanda Hammett: All of it, all of those things. I love it. Elba, would you mind diving a little bit deeper into psychological safety? What are the implications of a leader doing that or not doing that in the workplace for a team specifically?

Elba Pareja-Gallagher: I think it does a lot for engagement. You know, there's a huge war for talent. And we talked a little bit about what's happening in the, the talent space. Really, it's kind of like, I've heard the term great, the great resignation, right? As people are reevaluating, what they really want out of work. And so I think the benefits of, of creating a workplace of psychological safety is number one back to the data that Tamika is referencing right. You're going to save money from not having to recruit people all the time. Right. Improve your retention, attract that kind of talent. We've got to have places where people feel like they are included and, and valued as that Gallup poll said. A lot of employees don't feel that way. I'm part of another organization and other groups where we contribute our ideas around creating more love and less and fear in the workplace. And so that's another thing that creating psychological safety creates that feeling of love, right? You feel like, okay, I feel valued here. I want to come back to work here. I want to grow with this company. But it takes, it takes effort. And so as the example I gave earlier, right. Asking your employees, input, listening to them, really thinking through it and then having to come back and say, Hey, I liked what you said, this is why I did this, or I did not do this, that takes time. And so it's an investment in our people to create that environment.

Amanda Hammett: And I will just say, just to add onto this as someone who spends a lot of time studying and researching and interviewing early in career talent. So your millennials and your Gen Z's psychological safety is something they have been talking about. For a long time. However, now it is becoming front and center. It is more important of a conversation for them than ever. And so I, I thank you for even bringing it up and bringing it up in this context. I think that this experience of the pandemic has really made us reevaluate and reassess everything about what we've been doing. So thank you.

Jeffery Tobias Halter: So I want to jump in, and, and ask Tamika a question. You mentioned that term called, covering, in your statement. And I don't know that all of our listeners know what that is. Can you define that? And then give us an example and also the impact of covering on companies and what it costs them.

Tamika Curry Smith: Yes. So covering is downplaying a known, stigmatized identity in order to fit in, in the workplace. You, there are other terms you may hear things like code-switching. This is an example of covering. People may change, what they're talking about and their, their vernacular, to come to an organization, an example of covering would be right now you see my hair is curly. Covering would be wearing my hair straight all the time because my workplace thinks that, natural hair is not professional. And unfortunately, that's the truth. We see that it happens all around the country. There actually is. A law that's trying to be passed that would make, discriminating against someone due to their hair illegal because it happens every day now. So those are a couple of examples of covering and, and basically what happens is that we all covered to some degree and covering is, is, is a bit of this. Well, I won't talk about that at work, or I won't bring my full self to work because. We were almost raised not to talk about certain things in the office or don't let everyone see who we fully are, but all the data and statistics showed that women of color, people of color and even more, so women of color who then have both gender and race and ethnicity to contend with, they cover more, they cover more because they're now faced with the double whammy of what is considered, normal, when it comes to race, ethnicity, and gender. And so. The, the impact of women of color. For example, in this space is there's less of a need to cover. You know, I, if I am at home, I don't need to worry about some of those same things that I would be worrying about before we talked about, uh, what zoom allows us to do. I could even guess what I can even. Take a walking meeting and be not on camera at all and say, Hey, do you mind if we talk on the phone and, and still have a very productive meeting. So back to the point around flexibility and giving people choice, this is so important when we think about this return to work, I've heard a number of leaders say, oh, I can't wait to get back into the office. Well guess what not everybody feels that way and it, and it's incumbent upon you to understand why is that? And going back to the point we made earlier, rather than going back to normal. How do you create a new normal whereas women of color, they feel more comfortable coming into the office. And how do you create an environment that's more inclusive that has less microaggressions, where I feel the need to cover less because some of those things that I had to address and deal with before I no longer have to worry about because we're now more aware and are being more intentional in creating that environment of belonging in our companies.

Elba Pareja-Gallagher: You know what I have to step in here because this just occurred to me, this conversation that we're having right now, um, you know, you have a Hispanic woman and a Black woman, and we're really telling you what it's like. I want to ask can this type of conversation happened in the workplace? You know, I can't imagine that we have a small team meeting where, you know, there's, let's just say there's just one Black woman or maybe one Hispanic woman in the room. Would they feel comfortable having this conversation and, and saying all these things about why we preferred working from home. Why it made us feel better? Why we felt more empowered. Why we didn't like being on camera or having to cover. You know, I don't know. That's kind of like an open question, right. You know, to everybody could this happen at work and why not? And that goes back to psychological safety and creating an environment when we really could have this conversation. And that would be a breakthrough. Right. How many people could hear this directly and say, wow, I never thought of that. Right. Because I didn't have to experience that. I've never had to cover. I don't know. What do you all think? Could this happen in a conversation at work?

Tamika Curry Smith: I mean, I think that's, that's what we're trying to create as environment where we can talk about these. And now I'll bring another point that I don't know that we've addressed, is the financial component of why women of color have embraced working from home. Um, we know that women of color make 60% or less per for every dollar that a white man makes. So if you also think about it, I don't have to worry about gas. I don't have to worry about, you know, other expenses, parking, and, and other expenses that I would typically have to incur to go to a work environment. So by working from home, it actually also creates more pay equity because women of color who are already at the bottom of the financial wrong in terms of an equity perspective, are now able to keep more of that income in their pockets. And so I I think that's another example where leaders may not even be thinking about something like that, that has a real impact to the people on their teams and in their organization. That is so wonderful

Jeffery Tobias Halter: And I want to build on something Elba said, and it's really the whole purpose of this podcast. And that is, you know, my work focuses on engaging men, listen to these podcasts. Share them with your team. If you don't feel comfortable sharing with them, your team, take them to your business resource group. There is no greater time for BRGs to demonstrate their value then right now. Where leaders need to know your collective opinions. And so I hate to say this, but we're really, really close to being out of time. And so we're going to do a 30 second per person wrap up. I'm actually going to kick this to my cohost, Amanda, from the millennial expert perspective and go to the other amazing women on the call, just close out with the 30 seconds each one thing you wish companies would do around either millennials, women, women of color. What would that be? Amanda, do you want to start?

Amanda Hammett: Yeah, I mean, I will start in this has been something that has been said throughout both episodes that as millennials and Gen Zs, as senior leaders, we need to be listening to, and re evaluating our plans. We need to be taking into account everybody's at a different life stage and things that are important to us, whether it's childcare or what is my pension gonna look like. Those things need to be taken into account. Senior leaders really need to be tuning in and listening to others outside of themselves. Thank you.

Elba Pareja-Gallagher: Okay. So I'm living in my dream world. So what I would love to see it's all about executive accountability. I would love to see executives be required to hold meetings. Even an example of this right here, like you said, Jeffery is to show this podcast, right. Have a team meeting and show a communication from an outsider who can talk about a challenging, difficult subject. And then the team has a discussion about it. And that the executive leaders have these discussions. And then itfilters back all the way up to the top. Hey, we've met three times this quarter, et cetera. So really, executive accountability so that it flows downward about these issues are important.

Tamika Curry Smith: I would say, really making sure organizations are not stuck in this desire or yearning for the good old days or going back to what we used to do. I'm still hearing that as very pervasive. What got us here is not what's going to get us there. People are reevaluating, what's important to them. And competition, uh, is also recognizing that they need to change. So for organizations, if you don't If you don't change, if you don't listen, if you're not proactive, if you don't build flexibility and choice into what you offer, someone else will, and people have options now. And when you think about losing your top talent, no one wants to do that. And then also if you want to
attract talent, it's a new day. The game has changed and we all have to play by a new set of rules. So make sure those rules are flexible and inclusive to give yourself a fighting chance.

Jeffery Tobias Halter: Awesome. Awesome. Awesome. What a great segment. I want to close out with one story. I heard, I got the privilege to work with a company when Asian when Asian hate crimes were really in the headlines and they still are to some degree, uh, this organization did a panel and, and talk about. Asian Pacific leaders and the microphone was handed to a woman and asked, you know, how do you feel? And she said, look at work. I feel totally fine. I don't see any issue. This it's a great company. She said for the first time in my life, I'm worried about my children going to school and what is happening to them. And I know that same story could be told by women of color everywhere. And it's only through the stories that you start to get. I'm sorry, men to sit up and go, oh my gosh, this is a really, really big deal. So take these stories back, take them back to your organization. Host a staff meeting around these podcasts are absolutely free, uh, on behalf of Amanda, Tamika and Elba. Thank you so much for joining us on Win(e)d Down Wednesdays. And we look forward to talking to you again sometime soon. So cheers everybody.

Thank you.

Thank you.

Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

Women of Color Returning to the Office: COVID, Gender, Inclusion – Part I

For months, the national conversation has revolved around how companies would return to the office in the wake of COVID. This week, Jeffery and Amanda talk with two senior executives from the heart of corporate America, Tamika Curry Smith and Elba Pareja-Gallagher. This episode delves into diversity, equity and inclusion, workplace flexibility, gender and the impact of COVID. Grab your favorite beverage and join the conversation.

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Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

The Transcript - COVID, Gender, Inclusion - Part I

Amanda Hammett: Welcome to Win(e)d Down Wednesdays. This is Amanda Hammett and I am so pleased to have my two guests here today, as well as my co-host, Jeffery Tobias Halter. Jeffery, how are you doing today?

Jeffery Tobias Halter: I'm doing great, Amanda. How are you?

Amanda Hammett: Now, before we kick-off, I need to share with the audience because it is wind down Wednesday and we do like to wind down with our beverage of choice. So today my beverage, because it's been quite a week, is a Vodka and club soda with lots and lots of limes because it's been that kind of week already. What about you Jeffery?

Jeffery Tobias Halter: You gotta manage that auto-immune so that lime part is really, really important. So, I'm going to introduce our speakers in just a second. I am enjoying a Pinot Grigio from the Engelheim winery right here in Georgia. Got up, got a drink, local and stay local. So, Georgia winemakers. And now it's my pleasure to introduce two very good friends of mine. And they're gonna be our guests today. Tomika Curry Smith and Elba Pareja-Gallagher, And they're going to do self-introduction in just a moment. So Tamika, why don't you start.

Tamika Curry Smith: Sure. Well, thank you for having me, Jeffery and Amanda. It's a pleasure to be here. I will start with my drink of choice going with the line theme that Amanda started. This is a margarita, and it is definitely one of my faves and I agree it's been quite a week as well. So I’m right there with you. In terms of my background, I am a diversity equity and inclusion practitioner who's been doing this work for over 20 years. I previously led. DEI at Deloitte, Target Corporation, Mercedes-Benz USA and Nike, Inc. And I also have done DEI consulting with dozens of organizations, everything from nonprofits to colleges and universities to small, medium and large businesses. As a part of my consulting work, one of the things that I'm doing right now is working with Goldman Sachs and their private equity group. And I consult with the portfolio companies that are part of their group that they're focusing on to try to have them go public and grow and, and spin off and really helping them who are early in their journey as a company in general, helping them infuse DEI into their DNA from the very beginning. I think we say that all the time, but when you work with earlier stage companies and startups, you really are able to get on the ground floor and help them from that. I'm a little bit of a, I call myself a recovering accountant. I started out my career at Deloitte doing accounting and management consulting. And I just mentioned that because my business back on really does impact the way I approach DEI work. As not just the right thing to do, but also as a business imperative that drives people and business outcomes. So once again, thanks for having me here. Really excited for the conversation. Awesome. Thank you.

Jeffery Tobias Halter: Elba, go ahead, please

Elba Pareja-Gallagher: Hey everybody. I'm so excited to be here. I have a drink of choice. Here it is. Any guesses? Kinda it's a blueberry martini, actually a blueberry pomegranate martini, which is what gives it kind of that pink color. So, anyway, thank you. I like to say it's not just about wine down Wednesday, but sometimes I need those Monday, Tuesday, Thursday. But Hey, thank you again for having me. I am Elba Pareja Gallagher. I think I've been in DEI my entire life actually. I think I was born talking about diversity, equity and inclusion. I've spent the last 24 years working at UPS, mostly in finance until I found my charm in sustainability. So my more recent role is as director of stakeholder engagement at the sustainability group at UPS. So it's a thrilling place to bring my business acumen experience. While I was there, I've worked throughout the organization. I worked in Asia, I've worked in Miami. I've held numerous roles, investor relations. Primarily, what I loved was when I was the chair of the Hispanic inclusion group or the business resource group. Fantastic opportunity. And in about 2015, I launched this non-profit that you see in the background here on that side, showme50.org. My true passion, trying to achieve 50% women in senior level positions, across all organizations, all organizations, all institutions. We need more women leading and we're workingreally hard to teach women and men just like Jeffery, right? Engaging men, not only to improve women's talents and our skills and abilities, but really the other half of the equation is having organizations improve their talent management systems to be more transparent, more fair, more inclusive. So, yeah, that's what keeps me busy. Two full-time jobs really.

Amanda Hammett: Wow. I'm impressed ladies. This is my first time meeting both of you. Jeffery brought and mentioned that you guys were old friends and I'm just, I'm blown away and I'm just thrilled to be here with you. And I cannot wait. This is going to be the first of two episodes. So come back and see us for the next one because we have even more to share. In part two. But let's get into part one. So let's talk a little bit about returning to work. That is the big conversation everyone is having it. There have been numerous studies that have come out, talking about what employees want. A recent one was actually put out by the Future Forum. They did a study of 10,000 knowledge workers. Now, what that study showed was that 93% of employees were looking for flexibility in when and how they worked. But also I think this surprises nobody -- more than half of employees are open to a job change. So ladies. Let's talk about this, Tamika, why don't you go first? What is going to make this transition back to work easier? Or what is some of the companies that you're working with? What are they doing to make this easier?

Tamika Curry Smith: Yeah, I mean, it's such an important question and one that I think a lot of companies are still trying to figure out. It's a bit of a, you know, flying the plane while you're building it. And I will say the trends that I'm seeing is that one, this phased in approach. So, although I think we all left the workplace due to COVID in a bit of a dramatic way where it was like the offices are closed, don't come in, that the thought about coming back is how do we have more of a phased in approach? How do we help people get their feet wet again? Some people are already going into the offices, kind of on an ad hoc basis and they almost need people to pilot it and see, does it work? And how do you check in and how do you make sure that people are safe and secure and that they're physically distancing and all those kinds of things. So I think part of it is making sure that you test the waters before you just jump in. The other thing, and I think you hit the nail on the head -- flexibility. And what I'm seeing is a bit of what I call freedom within a framework. So there's a framework around what that return to work looks like, but employees have freedom and choice, and that requires an approach that is not one size fits all. And so I think organizations are really trying to figure out how, I mean, this, this is to me like the diversity and inclusion at its best is how do you appreciate the diversity of everyone'experiences, but also create an approach that's inclusive and mindful of everyone's experiences. And so, you know, really thinking about things like for some of the framework items, team meetings will still be virtual because you may have people that are in different locations and you don't want to go right back to our old behavior, which was to sometimes be exclusive to people who weren't physically in a location. So making sure that we keep that virtual aspect of it. Thinking abou days in the office are flexible except with an asterix. So there may be times when due to an important meeting or due to decisions that need to be made or an effort that requires cross-functional collaboration, we do need people in the office at a particular time. I think the other thing that is not always talked about, but it's critical in this is technology. How can organizations leverage technology to make this hybrid workplace work? So how do you keep track of where your employees are in and when, and if there is a feeling around collaboration, can you provide some kind of scheduling system, perhaps where people are able to say, here are the days I intend to come in and maybe then I can go look at that system and say, oh, Amanda and Jeffery are going to be in on Tuesday. Maybe I'll go in on Tuesday as well. So I think there are a number of technology solutions that are being considered to make the logistics part of this work as well.

Amanda Hammett: Perfect. Elba, what about you? I mean, what is it going to look like at UPS? I mean, obviously you guys have an interesting workforce in that you have your knowledge workers, but you also have people out there, you know, handling packages to the end user, but you also have them, you know, sorting and getting them all through the massive system you must have. What is that going to look like? Elba Pareja-Gallagher: Yeah. It's challenging. Well just think about just the COVID environment when we first started. Right. We are all essential workers at UPS, certainly our frontline employees. Right. They're out delivering what you needed when you needed it. So what I'd like to focus on is what I know best, which is around the corporate setting. Right? And what are we going to do around bringing employees back? So I think Tamika’s comments are right on. It is going to be an experiment, it's going to have to be staggered. It's going to have to be flexible in every way that we know flexibility is, you know, I like to think also bring in the concepts around innovation and how we innovate and that we can't just have linear thinking. I liked in the article where they talked about embracing nonlinear work methods and work days. Right? So also I like to think about career when you're progressing a career, you always thought that you had to go up right in a linear format, but we talk about career ladders and how you can move around in all different directions and still achieve a goal. And so I think that's what's going to be key with working, coming back to work, coming back into the office is how can we navigate a non linear way? So it requires flexibility in all forms. Some days you might work one way, some days, you might work another way. I think what's key is communication from our senior levels and ensuring that people feel comfortable, that they understand and that they know that things can be flexible. When there's no communication or unclear communication, then employees tend to jump to conclusions. And I think that could be part of the issue of why there's a lot of anxiety, including my own of the thought of having to go back to the way things used to be. If we know that our leadership understands things are going to be different and we are going to be more flexible, I think that helps allay a lot of the fears. Another thing I really enjoyed in the article, it talked about curated collisions. And how can we as leaders help our employees find those both physical locations and even
on zoom or through other technology. As Tamika mentioned that we can curate people to come together for specific collaborations that we take on. So I think that's important and also recognizing that we have bursts of activities and so on sometimes, you know, some days, some weeks we may need a lot of in-person interactions and some not. Right. And so we're going to go in some waves and we just have to be ready for that, but it is going to be challenging no matter where we work, big company or small company adjusting. And I think we've got to enter it. with an open mind and a positive attitude and just kind of just show up and let's see how it goes. I think we all are willing to be flexible.

Jeffery Tobias Halter: Yeah. And I want to build on that, you know, I love the non-linear thinking and the flexibility part, I would love to get your opinions as experts in the industry. Right? As you think about, is there a best practice out there that you've seen a company doing? What does that look like? Because what I'm finding is this is such a complex challenge right.? Leaders really don't know what to do from one day to the next. You've got policies around flexibility, but then there's always this manager discretion element to that. I thought the article was interesting. It was kind of contradictory to say, you know, people want flexibility, but they also enjoy a structure of coming together. And so what's a manager to do. And so I just love real quickly, one best practice maybe you've seen from a company in your studies around what they're doing now, Elba, would you like to start.

Elba Pareja-Gallagher: Sure. I think a best practice is for the highest level leaders to meet in small groups with their teams that's happening at UPS. And it's working fantastically where, you know, a senior executive leader is holding, not really focus group meetings, but just a meeting to engage with the frontline and find out how they're feeling about the coming back to work policy and just listening. So listening sessions at the senior level, I think that's a best practice. Very effective. Wonderful.

Jeffery Tobias Halter: Thank you. Tamika

Tamika Curry Smith: Yeah. I would also add a data-driven approach. So I've seen organizations that are. Literally mapping out their workforce and they're seeing where is everyone physically located? How close are they to an official office? Can they leverage, for example, we work or other types of flexible workspaces to provide for collaboration. And they're really taking that data-driven approach to understand where the critical mass of people are and how they can manage that. And I think the listening part is so important, but even more than listening is how do you prepare and equip your managers who are trying to navigate through this? And so I think there really has to be a focus on almost training and level-setting managers around flexible work arrangements, around inclusive leadership and how to think about that because I think the worst thing organizations can do, and I've heard some use this term. Well, we just want to go back to normal. No, there's no going back to how we were before. You have to co-create a new normal based upon management expectations, what employees need and what will help the organization thrive. And I think understanding each of those pieces of the puzzle is important to develop a plan that works for everyone.

Amanda Hammett: Oh, wow. I have so many things that I want to ask you, and this might be like a month-long session now. So, let's as we wrap up this first session, because again, we are going to go into a part two right after this, could we talk a little bit specifically about how you see any additional challenges coming up as we co-create this new normal for women specifically?

Tamika Curry Smith: Yeah. I mean, I can start and I'm sure Elba will have some amazing points to make it, you know, this has been such a, I would say in some ways a blessing and a curse, it is provided, I think flexibility to many people and women as well, but it's also, as we know, from all the data has resulted in more women leaving the workforce than we've seen in decades. And in some cases erasing the gains that we've made from a DEI perspective, specifically around gender. And so I think I go back to that, it's not one size fits all. You really have to understand the needs of your female employees. And so really understanding that having those listening sessions that Elba mentioned earlier, and then taking a look at your benefits offerings. And what additional support can you provide around things like childcare, around backup? Like I said, I'm seeing many organizations now offering things like backup childcare or a stipend that employees can use. They are being less, less adamant about the times that people work. So, and I can attest to this. I have an almost 11 year old son and he starts school, you know, in the fall as many of us do. So I'm already thinking about how do we, how do I take breaks in the day to drop him off and pick him up and in a way that, that now is acceptable and okay. And actually embrace and understood as opposed to frowned upon, because I may be taking a break in the middle of the day.

Amanda Hammett: Absolutely great points, great points. Elba.

Elba Pareja-Gallagher: And I would say let's reflect back when COVID first started. I was just the other day I was thinking, I think it was March 16th when it was like, they told us go home. And that those immediate times women especially were under so much pressure. School was still in. They were trying to figure out, you know, what are we going to do with our children and what we were. Recommended to do is make sure we're talking to our employees, right. Just like Tomika said, right? Keep those communication lines open to understand what are the needs of different employees, but especially women McKinsey and company annually comes out with their women in the workplace study. It's coming in September and they do a lot of great work around the data and also giving us advice on how to work with women. And so I nwould encourage all of us to be on the lookout for that coming out in September and really taking a look at what we can do to support the women and the different ways that they're having to navigate their life. You know, how can we help them work, work into their life instead of the other way around? Also think about on-ramp programs. Another great way to engage women and not lose all the gains that we've had through the years in terms of advancing into leadership roles is to recognize that if women do need to take some time away for whatever reason do we provide a way for them to come back? So an on-ramp program enables you to stay in touch with women who may be, need to go to a part-time role or even take some type of leave of absence, but then engaging them in such a way that they will be able to come back and more easily flow into the traffic of the workplace. So think about an on-ramp approach. Wonderful.

Jeffery Tobias Halter: Gosh such amazing ideas. I mean, and our time is always so short. And so we kind of got to put a bow in this and, and wrap it up. But, you know, what you're starting to talk about is really going to be the key focus of part two of this, which is this notion of intersectionality where, you know what, no two women's experience is the same through COVID. We talked about mothers, we've talked about, you know, more mature women or, or women with no children or men. Specifically, we're going to talk about that intersectionality and the article about women of color. And the significant challenges beyond what we've already talked about, that women of color are facing. So on behalf of Amanda and Tamika and Elba, I want to thank you for joining us. Join us for mod two, and catch up with this real soon, on Win(e)d Down Wednesdays So thanks for joining us.

Cheers.

Cheers.

Cheers.

Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

Great Resignation: What Gen Z and Millennials want employers to know

Another 4 million workers left the workforce for the 5th month in a row, Jeffery Tobias Halter and Amanda Hammett catch up on the business and personal impact of the “The Great Resignation”. While there isn’t one reason employees are leaving, business leaders are grappling with how to retain and attract talent. In the episode your hosts outline the perfect storm of voluntary turnover, social justice and burn out as several of the causes and why it will take more than enhanced perks to stem the tide.

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Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

The Transcript - The Great Resignation

Jeffery Tobias Halter: Hi, I'm Jeffery Tobias Halter. Welcome to Win(e)d Down Wednesdays. We're going to be examining the Great Resignation today. This is such a hot topic, and there are so many areas that you can look at that it's impacting both the business world and people's lives. And so I'm here with my co-host, Amanda Hammett, and Amanda, what is your wined down beverage of choice today?

Amanda Hammett: All right today, I am drinking a Cabernet Sauvignon from the Banshee, out in Napa Valley. So cheers.

Jeffery Tobias Halter: Very nice, enjoy that. And, uh, and I'm going the seasonal route. I actually have a Pumpkin Spice Latte, that I'm enjoying today as part of the seasonal flare

Amanda Hammett: Who is the millennial here?

Jeffery Tobias Halter: That's pretty funny. So anyways, so the Great Resignation, you know, we wanna, give our listeners really a couple of things today, uh, talking about. What can companies do? I think one of them is acknowledging the issue and then, you know, talking about, uh, what are the answers? Uh, I've got some data that I'll just throw out there that I think is so critical about the current state of this. This came out of a business insider headline, another 4 million workers quit for the fifth month in a row, an average of 3.4 million workers per month quit during the first half of 2021. This is unprecedented in the last 20 years. And so, you know, we're going to explore this from, from age Millennials, Boomers, Gen Z. We're going to look at the impact of COVID. And so go ahead and kick us off what are your, what are your thoughts around this?
and really, you know, what are, what are the employers need to be doing?

Amanda Hammett:You know, Jeffery, I, I'm not going to say I told you so, but I did at the very beginning of COVID say this is going to be a perfect storm. Whenever cyclically, the US is coming out of a recession, we always have a massive amount of voluntary turnover. So those are the people that are quitting their jobs of their own volition. And, I said, it's going to be a perfect storm between, you know, seeing how they were treated with COVID seeing how they were treated, uh, with all the rise of the social justice issues. And just, being burned out from just 2020, this is going to be a perfect storm. And it has been a perfect storm in every company is clamoring figuring out how do we hold on to people? How do we bring in new people? And it's actually creating, I think, a bigger problem within companies because they are they're causing it themselves internally. So one of the things that I'm seeing specifically, not just with my Gen Z's and millennials, but with my Gen X-ers and with my boomers is that company culture is tightening the ropes. They're trying to control a lot when they really need to be saying, Hey, we're individuals, we're people first. We need to be treating our employees as people, and that is something I think that's been missing. It's been really bottom line focused when we really need to focus on the people. That's something across the board generationally, but from our millennials, my Gen Z's, they are really looking at diversity, actually great places to work just put out a study that came out today, in fact, and it says the top five things that Gen Z is looking for in a workforce.

Amanda Hammett:Number one, Diversity. Diversity at all levels. They're looking at these things. When you're trying to recruit young employees, they are looking for diversity, diverse slates at all levels. So not just the people that they're going to be working with directly, but the people throughout the entire company. And I think that COVID and 2020 did not do us any favors. As far as diverse slates were concerned throughout leadership.

Amanda Hammett:Yeah.

Jeffery Tobias Halter: Can you talk about the other, uh, two or three top ones?

Amanda Hammett:Yeah.

Amanda Hammett: So the other two or three top ones, where of course flexibility was one and then, um, you know, being able to learn and move up and not just having a very linear career path.

Jeffery Tobias Halter: And you know, and I think it's interesting and I'd love your perspective because you also work in, uh, you spend a lot of time in tech. You spend a lot of time in startups. you know, we think this is a, we think this is a big company issue when in fact it's everywhere. And it's not just food service, uh, it's truck drivers. We need a hundred thousand truck drivers. We've got a supply chain issue. Well, it's not just the ports. There's no truck drivers. We've got construction issues. We need general laborers. Uh, we need IT professionals. Uh, you know, what are your Uh, leaders talking about doing a, when you talk to them, cause you talked to some of the smartest people in the biz and how are they solving this?

Amanda Hammett:That's a great question, there is a lot of hand wringing going on. You know, we don't understand where we're offering more money. We're going out with more perks. And I keep explaining, it's not a perk. It's not about beer taps in there, you know, kitchen or bean bag chairs, or even more money, even though the money is nice. Um, but it's also about, and this is something we're going to check check-in on in the next riffing session is empathy. Those frontline leaders developing them to actually communicate human to human with those early in career employees or, or everybody treat everybody as a human, not as a number. And that is something that we need to develop in within our company cultures. Yeah.

Jeffery Tobias Halter: And I think that's so important. It just, you know, and it's something as simple and yet it's so hard, right? It's it's the once a week asking your employees, how are you doing? How are you really doing? I mean, you know, I'm going, gonna use my self first-person and I'm embarrassed to acknowledge this. Um, I worked in the field, but I had an admin in the, in the company headquarters three. I worked, uh, she supported me for three years. I never knew the name of her husband or her children. It was just kind of, we put our head down, we worked, she supported me. She supported about eight of us. And we never thought about this. We never thought to check in. And just the simple question, how are you doing? I think leaders need to add this at a macro basis and say, how are you really doing and what's going on? Because you know, for, for boomers, it might be aging parents. Plus COVID for millennials. It may be school aged kids, you know, we're going through yet another surge. Our school is going to be opened. Our school is going to be closed. Um, you know,this is just mind-boggling.

Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

What Deloitte Transparency Study Says About DEI Today – Jeffery Tobias Halter

Welcome to Win(e)d Down Wednesdays with gender strategist Jeffery Tobias Halter and generational strategist Amanda Hammett -- a podcast that focuses on diversity, inclusion, intersectionality and equity through the lenses of a Boomer and a Millennial. They delve into DEI topics, examining business implications, talent strategy, and what today’s senior leaders need to know in order to recruit, retain and develop the next generation. In this episode, the hosts continue their conversation about the recent Deloitte Transparency Study. They delve into the findings that highlight the need for accountability to ensure the success of corporate DEI initiatives and how to effectively engage men as allies and advocates.

Link for Deloitte Transparency Study - https://www2.deloitte.com/content/dam/Deloitte/us/Documents/about-deloitte/dei-transparency-report.pdf

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The Transcript - Deloitte Transparency Study

Amanda Hammett: I'm Amanda Hammett and welcome to Wine Down Wednesday, a contemporary mid-week discussion on current workplace and marketplace issues with a focus on diversity, inclusion, intersectionality, and equality, and it's always best enjoyed with your favorite wine down beverage of choice. Now as you join us today, we want to remind you that Jeffery and I only reflect a very small spectrum of the diversity realm. In future episodes, we will have a series of guests joining us in which we'll talk about everything, including the unique challenges faced by women of color in the workplace, ageism to issues affecting the LGBTQ workers and a number of other dimensions of diversity.
Jeffery Tobias Halter: We also want to hear about what you want to hear about in the future. So please drop us a line and let us know what some of your challenges are. Also, we're going to talk about some potentially emotional issues. Our goal each show is to discuss these in a calm and respectful way. You don't need anyone screaming at you about the challenges of work today. We get it. You have enough stress in your life. Hence the theme: Wine(d) down Wednesday. And so this Wine Down Wednesday, I'm choosing to enjoy a nice Cabernet Sauvignon from the Napa Valley. Amanda, you already showed yours. What's your beverage of choice?

Amanda Hammett: I am having a Blue Moon, my favorite beer. So our show today is going to focus specifically on advancing women in the workplace and the need for greater male advocacy. So we also want to continue to examine transparency as a key factor in advancing women. So Jeffery, your focus is on engaging men in women's leadership advancement. Talk about why you chose to focus in this area.

Jeffery Tobias Halter: Yeah, Amanda, thank you. You know, it's interesting. If you think about corporate America, men still comprise 80% of the leadership in most companies. And so I have a belief that if we are 80% of the population, we could be 80% of the problem and not advancing women, but we could also be 80% of the solution. And so what I spend my days doing is working with men who want to become better, organizations who want to become better. And they realize that active male advocacy is the key to driving long-term change, you know, women and other underrepresented groups have been talking about advancing diversity for 40 years and, and really engaging men and specifically guys like me -- older, white men -- are one of the key solutions.

Amanda Hammett: So how do you start to find men who want to be advocates?

Jeffery Tobias Halter: Yeah, this is really fascinating, um, you know who they are. They're the men in your organization who want to help. And they may not be overt about it. They're the good guys. They're the people who are already mentoring or sponsoring or having a woman's back, just having you on a project team or inviting you in. I call them “ready now” men. And my belief is that 30 to 40% of men in the workplace want to help. But they need to be invited in. It's not a place most men are ready to go to. And then it becomes a brand adoption model. If we get 30 to 40%, then you might get another 50% who want to help and they'll come along. They understand the business reason. If they understand why this is important to them. And then I want to be very clear because we've left out about 10% of the people. And what I'm going to tell you is that 10% of people will never get this topic. They won't understand why we're talking about it. And it seems in corporate America that we focus on this lowest common denominator. My belief is if you have an organization that embraces inclusion and equity, people who don't share that view are going to work their way out of your company. So let's not train idiots. I've been doing this work for a long time. I'm not an idiot whisperer. Go and find “ready now” men who want to help, and let's invite them in.

Amanda Hammett: That's fantastic, I love your boldness there. What are the barriers and the solutions for men in wanting to engage in this work?
Jeffery Tobias Halter: Yeah. What I've found in doing this work is there’s organizational barriers. Right? And, and, you know, that's hiring and slating and succession planning. I'm going to put those aside for right now and talk about what I have found to be the four barriers around engaging men to become advocates. The first one is simply a lack of empathy. Many men don't believe that men and women are having a different experience in the workplace. They get it a little. But they really haven't internalized it. You know, empathy is kind of challenging for men. I don't want to gender that, but you know, women tend to be more empathetic than men. Um, and so a lot of men will just say, yeah, I understand it, but it's not that big a deal, right? Yeah. The second one then is apathy. What's the big deal? We've been talking about this for 40 years. There's no change on the horizon. And, and quite frankly, if this was important, my boss would talk about it. My company would talk about it. We'd have a staff meeting once a month. All we ever talk about is sales and profit and turnover, but do we really talk about it? And, and oh by the way, if leaders aren't talking about it, we talked in another episode about how, if frontline managers are not talking about it, why should I care? So apathy is the second barrier. Lack of accountability. You know, the Deloitte report demonstrates this and this chart shows what Deloitte looks like top to bottom and we see actually a pretty good picture at a board level on a senior leadership level. But as you get down in the organization, you know what the numbers are 70, 30, oh, by the way, that's pretty good. Compared to most companies, Deloitte’s, you know, going to show that. The other thing they're showing us customer facing roles, and this is where we get into. It's so important to have a diverse sales force, a diverse customer force, to meet the needs of the customer you’re servicing. Hmm. And so accountability, lack of accountability is a big one. Then the last one, quite frankly, is just fear. Men are scared to death that we will say or do the wrong thing. And, and, you know, part of that is #MeToo. Part of that is I'm not ready to have a conversation around race. I'm certainly not ready to give feedback to women of color. And so as a white man, I can have a really long career by kind of giving this diversity thing a wink and a nod and choosing not to do anything about it. I'll just go along. But at the core of it, I'm afraid. So lack of empathy, apathy, lack of accountability and fear. All right.

Amanda Hammett: Yep.

Jeffery Tobias Halter: And so those are the barriers.

Amanda Hammett: I could not agree with you more on that. You know, what I find in the diversity and inclusion world is that we spend a lot of time talking academically and not really talking about what we are, how does that look in everybody's day-to-day life? And so what I would love to hear from you is what would be an easy, easy first step for companies to get started in identifying those ready now, advocates that you talked about earlier.

Jeffery Tobias Halter: Yeah, it's funny. And this is not the answer that your listeners are going to want. It's not easy. It's not easy. Right? What I’ll share with you though is an, is an acronym that I've found works, and it's called listen, learn, lead, and have the will. And each of these aligns to one of the barriers that I identified. The most important thing we want all of our listeners to do is one thing. And that's, listen, go have a conversation with a woman or a person of color or somebody unlike you, and then ask the simple question. Are you having a different experience than I am? And I'm going to tell you. We'll call her Terri. Terri is not going to say anything. Terri doesn't want to represent all women at the company. Ask a second time. Is there something I don't understand? Terri will start to talk, don't interrupt her and don't say, Hey, you know, we've got a program for that. Or have you thought about this? Listen and then ask a third time. And in that last 10 minutes, you're going to hear root cause issues that Terri has experienced that you had no idea occurred, and you're going to start to develop empathy. So if there is one easy step, it's to go out and talk to people, but it's got to go a little further then. So to overcome apathy people have to learn, you know, one of the reasons for this show we're going to share with listeners so much data and so much research, and it seems really dry. I mean to tell you, if you want to engage men, they love that stuff. They love facts and data, and that's going to help you to overcome the apathy. You know, in future shows, we're going to talk about women as consumers and drivers of 85% of the B2C economy. What's your local business case? What's keeping you up at night? To overcome accountability or lack of accountability, you’ve got to lead and I'll share a story I've heard dozens of times. It's a senior leadership team who wants to support diversity inclusion and a job comes open and there are no ready now women or people of color or other represented groups on the slate. And the senior leader goes, why don't we have any? And another senior leader just felt well, we don't have any. You know, we just don't have any ready. They're just not there. They're not in the pipeline. And sadly, most senior leaders will say, yeah, I get it. When in fact leaders need to say, that's not acceptable. The next time this job comes open, I want to see a slate of candidates. Jim, I want to know what you're doing to train people unlike you. Amanda, this is what senior leaders do. They ask tough questions and people go and do stuff.

Amanda Hammett: Yep.

Jeffery Tobias Halter: And so it's just one more question. What are you doing to get some ready? And then to overcome fear in doing this work, I've found the real key is you have to have the will. And this comes with advocacy of anything, you know, whether it's diet or exercise, what's your due north at the end of the day. And what I have found is that most men never make a connection. That if I'm not advocating for women or other underrepresented groups today, I'm hurting the people in my life. I'm hurting my mother, I'm hurting my wife or significant other, I'm hurting my daughter. I'm hurting my friends and colleagues. And the simple fact is most men never make the connection between our daily actions and holding others back. And this really flies in the face of everything you might think. You know, and I use myself in this, you know, I had a long successful business career, but it never dawned on me that if I wasn't advocating for gender equity, my daughter, who I ensured went to a great school, got a great education, is going to come out and make 85 cents to my son. And is going to deal with the same issues and biases that you know, other women have to. And so the way you overcome fear simply to have the will and you asked for a simple solution, you know, that's the 601,have the will. But first go out, have a conversation and just listen.

Amanda Hammett: Absolutely. You know, those conversations are key. I think when you can start developing that empathy, that can drive so many other things. I've heard so many stories in the past year of leaders who had never had real conversations about race with people, with employees that have been working with them for 10 years. Yeah. And all of a sudden they saw things in a different light. I had another leader that I've worked with for a long time, and he's a huge advocate for women in the workplace. And when I got down to his story on why, what drove him, it was really interesting. He told me about, uh, his mother. She had been a single mom raising two boys. And when he got to corporate America, he had heard all the stories that she had worked with and dealt with over those years. Not getting promoted or not getting a raise, not, you know, making anywhere near what her colleagues were making. And you better believe when he got into any kind of leadership role, that was not the case with the women that were on his team. He was a strong advocate, so wonderful. You know, Jeffery, this has been really awesome and amazing. And I love the different points and the ready now. And I think that men and women can walk away from this episode with some really phenomenal things. So thank you. All right, you guys, that is our show for today. Thank you for joining us. And we would love to hear from you. You can leave a message for me. Amanda Hammett on Linkedin, or you can find me on my website, AmandaHammett.com and you can shoot us your suggestions for topics or even guests.

Jeffery Tobias Halter: And I'm Jeffery Tobias Halter (www.ywomen.biz). Again, thanks for joining us. Go take a deep breath, relax a little, it's Wednesday. You're going to make it through. And we're here to help you. So on behalf of Amanda and I, thank you very much for joining us.

Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

What Deloitte Transparency Study Says About DEI Today – Amanda Hammett

"Welcome to Win(e)d Down Wednesday with gender strategist Jeffery Tobias Halter and generational strategist Amanda Hammett -- a podcast that focuses on diversity, inclusion, intersectionality and equity through the lenses of a Boomer and a Millennial. In each episode, they delve into DEI topics, examining business implications, talent strategy, and what today’s senior leaders need to know in order to recruit, retain and develop the next generation. This week, they discuss the recent Deloitte Transparency Study and key takeaways regarding millennials, Gen Z, remote work and social justice in the workplace.

Link for Deloitte Transparency Study - https://www2.deloitte.com/content/dam/Deloitte/us/Documents/about-deloitte/dei-transparency-report.pdf"

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Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

The Transcript - Deloitte Transparency Study

Jeffery Tobias Halter: So today I'm enjoying a nice French dry rosé.help you relax, reflect, and deal with some of the challenges we know you're facing. Our show will focus on diversity, inclusion, intersectionality, and equality through the lens of a boomer and a millennial. Amanda, what's your beverage of choice today, and tell our listeners a little bit about who you are and why you're known as the “millennial translator”.

Amanda Hammett: Well, thank you, Jeffery. So today, being the good millennial that I am. I am drinking kombucha. My favorite flavor happens to be a raspberry hibiscus, which I drink regularly. It's stocked in my fridge all the time. Professionally I’m known as the millennial translator. What I really am as a generational strategist, I help companies figure out how to recruit, retain, and develop that next generation of leadership. So we're focusing on millennials and Gen Z. And how do we communicate? How do we bridge those gaps between communication and leadership skills? So that is what I do. And that is all about me, but different. What are we talking about today?

Jeffery Tobias Halter: Yeah. Um, well, we want to get into is kind of my lens and my role in this and how we're gonna interact today. Um, so my day job, I'm a gender strategist. And so I work with Fortune 500 companies and I actually use gender as a gateway to start to have deeper conversations because I've been a diversity professional for 20 years. And when I find it. It's very hard to jump in with elements like race or multiculturalism. So my company is focused on using gender as a gateway, but I'd call it gender plus. And what do we mean by that? That said, we're going to talk about gender, but then we're going to talk about millennials and this intersection because my belief is you need to go out and talk to other people about this. Particularly, people like me -- old white guys. And so we want to start conversations with all of you and give you tips and tools to go forward. And so our focus today is going to be me talking to Amanda about some recent research that's come to light.. but it jumped into this. Deloitte recently published its transparency report. it's a big consulting house. They've been a leader in diversity for over twenty-five years. And this is the first time a company of their size has actually published what their company looks like. And the demographics are fascinating. And this really started the purpose of our conversation and why I started talking to Amanda. Amanda. tell us about our first conversation. Recap that for the listeners.

Amanda Hammett: Well, our first conversation was just a recap of 2020 and project updates and really everything that happened in 2020. It was a year of a lot of change in the workplace, obviously. COVID-19 was a massive disruptor to the way that we've always worked. But then as we moved into the spring and summer, we started seeing a lot of issues with racial and social injustice coming to light, and the world seemed to be on fire. And it was really interesting how those fires, globally, were playing out in the workplace And so you and I were just there to talk about it and we're really like, we have a lot to say, maybe we should share this with an audience.

Jeffery Tobias Halter: And so, examining the Deloitte report, you've got this slide and, we can share this information with you. One of the things Amanda and I want to do every week is give you tools to take back to your company, in order to start conversations. And today we're going to focus on millennials at Deloitte. And this is so rare that you get a company this size, that number one says, we want to do the right thing. We want to demonstrate transparency, which is at the core of advancing all types of people, all groups, all underrepresented groups, but Deloitte has some really unique policies. If you, if you're a senior partner mandate, if you're not a senior partner, mandatory retirement is 60. So they have one of the youngest, most dynamic workforces out there. And so this is where we're going to go. And we're going to explore this with Amanda. Because a significant portion of their workforce, upwards of 70% are millennial and Gen Z. This is our snapshot. So Amanda, let's get into this. As we begin to think about going back into the office, will we be going back in the office? what are the major concerns that you see for employees as they return?

Amanda Hammett: You know, Jeffery, I think that this is something, every company is wrestling with. Every company is releasing statements and talking about, you know, this move to a hybrid work environment or a move to completely move everybody back in. And there's, there's some frustration and there's some tension between employees and leadership. And, and how are we going to work this out? But for employees, they're really concerned about childcare, particularly in that, um, millennial gen X. age range. We're also talking about mental health. How are we going to address what happened in 2020 and moving forward? And we're also talking about safety, general safety How are we going to keep our employees safe? Are we going to require vaccinations to come back in? Are we going to require masks to come back in? What is this going to look like? All in the scope and lens of a hybrid world, what will it look like?

Jeffery Tobias Halter: And so. Dig into that just a little bit more. What does, what does the new normal look like?

Amanda Hammett: The new normal? That's a great question. You know, I keep I'm asked this a lot. But the answer's going to vary from company to company, even team to team, I'm working with some large Fortune 50 companies, and they're really making each team, each organization, each business unit make the call. They're not putting out a widespread, you know, blanket statement that everybody's back in or everybody's at home. They're making each team make that decision. And I think that that is going to be the best-case scenario. I think that's going to be the wisest course of action here because if you put out a blanket statement, there's, that’s going to cause some issues one way or the other, either the people that are pro-go-back-into-the-office or pro-stay-home, there's going to be some tension.

Jeffery Tobias Halter: You made a comment earlier that I want to build on. 2020 is a really tough year. And really for the first time, social justice issues are showing up in the workplace. Companies have to have a statement on Black Lives Matter, Asian hate crimes, a whole, a whole host of social issues hitting the business world. I want you to talk for a minute about the fact that having an answer for this is so critical to millennials that this isn't just some kind of check the box, but it's their heart and mind.

Amanda Hammett: I will tell you that as soon as companies started putting out statements after the death of George Floyd about supporting black lives matter, it was really interesting to watch the teams that I support, the young employees that I support, across the, across the spectrum. And it was very clear that they were watching, they saw the statements coming out by their companies, but the question was Great.
What are you going to do now?
How are you going to put this into practice?
And if you, as a leader, don't think that they're watching or that they have forgotten. I can guarantee you that they have not. Furthermore, beyond the current employees, you have the employees, the future employees, the ones who are going into the workplace in the next 6 or less months, even a year, they're watching as well. They're looking at the companies that they have been applying to, that they're being recruited into and they're asking, okay.
I saw your statement on social justice. How is this playing out? How are you actually putting this into practice?
Are you just putting words out?
Is this performative activism or is there actually some substance there?
I will put money on the table right now that there will be people in the next 12 to 18 months that say, okay, I gave you plenty of time. You've done nothing with your statement other than just make it I'm gone. I guarantee you that's gonna happen.

Jeffery Tobias Halter: Yeah. And it's really fascinating when you think about this, you know, today, even, even in a post COVID world, there's 11 million job openings today. During COVID millennials became the largest portion of the workforce over 50%. And so if companies aren't doing genuinely what they need to do. Um, people, millennials, Boomers are going to vote with their feet and say I'm going elsewhere.

Amanda Hammett: Absolutely. When you look specifically at the Deloitte information, you know, millennials are pushing for greater transparencies around how business is put into action. You mentioned that, do you think publishing data is the first step or what more can companies do? And another question is how do we get more companies to publish this data?

Amanda Hammett: Well, first of all, I applaud Deloitte.. You know, tremendously. Sometimes it is really difficult to look inward and see some of the numbers that are not where you want them to be. And then to put a spotlight on them. That is courage, that is leadership in the broader business community. So I applaud them for doing that, obviously. I mean, they're aware their numbers are not exactly where they'd like them to be. And, but the fact that. One they're measuring it. That to me is huge. What, what you want to change, you got to measure. So they're measuring it, they're watching it and they're doing it year over year. That's tremendous work. That is something that I would love to see them call some of their competitors, some other colleague companies to the carpet and say issue a challenge. I would love to see that I would love to see that, But, that being said Publishing data's not enough. There has to be hard work behind it. They've got to engage at all levels from the top down and the bottom up the bottom up is where I think a lot of companies miss out, they hear, oh, you know, in surveys, that's just those millennials complaining again. Or those Gen Z's are complaining again. You need to listen. They're talking to you and they're doing it openly. You need to listen to what they have to say and say, okay, this is our future. This is the profitability of our company on the line. We need to take this into account and start moving forward because the numbers in Deloitte, 70% millennials and Gen Zs, that's not something you can ignore. And I will tell you, it's not just Deloitte. I mean, they're millennials, we're already predicted millennials, and gen Z's were already predicted in 2020 to hit 50% over 50% of the workforce. But the way that the economy shook out it's even higher. I don't think the US labor US department of labor has put out like specific numbers yet, but from what I'm seeing, anecdotally. They're much higher than what they were expected to be. So companies have to start paying attention. They have to start making moves and they have to start saying, oh, they're whining. We can't, you know, we just need to get the work done, put our head down and get the work done now is the time to make some change.

Jeffery Tobias Halter: So thanks so much for sharing. Great thoughts. Great comments. As you kind of wrap up this, this millennial point of view on what's going on to. Uh, are there one or two more key actions that you think either companies need to take or, or quite frankly, employees need.

Amanda Hammett: Yeah, absolutely. As far as a company needs to take right now is the time to be really diving in and developing your frontline of leaders. I know that right now, it does not seem like it would be an obvious choice of times, but your frontline is where you make or break your young employee, your early in career. Experience those very frontlines. That's the person that they're interacting with. That's the person that is, you know, giving them the advice on the day-to-day that is the person that's helping them have either a phenomenal experience at an organization or one that they can't wait to leave. So really taking the time and making the investment in that frontline is critical to what you're doing moving forward. For employees Well, I applaud everyone, all the young millennials and who have been making their voices heard, keep doing that. You have power and the power is in your voice. So keep using it. That is going to change the world, the, both the business world and the greater good for all of us.

Jeffery Tobias Halter: That's amazing. Thank you so much for your comments. And now we're going to start to wrap up and figure out what next steps are for Win(e)d Down Wednesday.

Amanda Hammett: Absolutely

Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

How are moms coping during the pandemic? Parenting Panel – Part II

For working parents, especially moms, COVID has been the great disrupter. Smriti Rao, Red Hat, and Jessie Wei, EY, join Win(e)d Down Wednesday hosts Jeffery Tobias Halter and Amanda Hammett for a candid conversation about their experiences at work and at home. In this episode we delve into pandemic parenting, returning to the office, and what working parents want their managers and senior leaders to know. Settle into your chair, pour your favorite beverage and join the conversation. You won’t want to miss a moment of these insights.

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Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.

The Transcript - Parenting Panel - Part II

Jeffery Tobias Halter: Amanda, I want to serve up to your wheelhousethis new normal, and, you know, millennials tend to be the parents right now, even though, you know, we all have children and obviously Zs are coming up, but you know, what are you hearing from your clients and colleagues about millennials and the new normal?

Amanda Hammett: Yes. So millennials and the new normal. Unfortunately I hear that term used in a very negative “oh those millennials” way. And I'd like to just put some things out there that I've noticed. It's not just millennials who are now really in a desirable position of workingfrom home. I have seen multiple senior leaders in the past month that have told me, you know, what, if I have to go back into the office, if it is mandatory, I'm either taking a retirement package or I'm going to go somewhere elseAnd these are senior leaders that are doing this. These are not necessarily millennials.So I think that we need to make sure that we're not placing negative blame on one group of people.This is the entire workforce.We need to be flexible for the entire workforce. What is going to work for each individual team? Like Jessie was saying. I think that's the ideal situation, but what I'm seeing is a lot of companies and what works at the top levelare trying to mandate from the top down may not work at the frontline level. And so there needs to be some flexibility. Now on the other side of that, I can see also I have concerns about my younger employees, that those early in careers, if they switch over to a fully hybrid model, I have some concerns about their development.Um, just because there are these micro coaching and training moments that happen, you know, at the water cooler, so to speak or as a, you know, more, you know, someone who's further along in their profession might walk by and hear you talking to a client over the phone and hey just next time, try this, or try that. Those little micro coaching moments can be pivotal in someone's career, and we're going to miss out on those. So we need to find a way to capture those moments. I don't know how it is or how it's done, but we do need to figure that out. So those are my two conflicting concerns on both sides.

Jeffery Tobias Halter: Yeah, I love that

Smriti Rao: I was just going to piggyback off of what you said, Amanda, which is those micro coaching moments and there's just being able to be in an environment where you can develop freely, especially if you're early in career. But I think also for someone, you know, it's like a mid-career professional like myself, um, I think what the office provides or what being around people provides is just a sense of camaraderie that it's hard to get that over the zoom calls or over WebEx calls only because it's so scheduled and then people want to get to work and they want to finish.Whereas, and, and you're only dealing with your team. If you're working in a cross-functional environment, you're dealing with themin a very professional cross-functional environment. There's really no safe space to make friendships or vent, or, maybe ask for advice in a way that is kind of beneficial to you professionally.I think the office provides those moments, which, I mean, I am a hundred percent work from home.I love it. Like, I just, I'm fine not going back to the office, but those are the thingsthat I personally miss.It's just those micro moments of just hanging out with people that, you know and you like.

Absolutely,

I could not agree with that more.

Jeffery Tobias Halter: And the point I want to bring to this is back to our ongoing dialogue around diversity equity and intersectionality, and everyone is having a different experience. And I think that's the really key point for companies is there is no one new normal, and what I'm seeing is you've got one shot at this and you really need to get it right.And the sense of urgency needs to be there.There's 11 million open jobs. The economy is coming back.I loved Amanda's point, not just millennials, but Boomers, everyone is exercising their options to say, if this isn't going to work for me, I’m going to go somewhere else. There's 2 million job openings right now on LinkedIn.And so this is where this
conversation needs to shift from from company policy to culture, right?Cause you know, Jessie I loved your EY example and they are a trailblazer in DEI. There's other companies that have stated policies, but the culture's not there and it boils down to the individual manager.Right? So we have a formal flex policy.Everybody can abide by this.Oh, but if that individual manager is not allowing that to happen, people are going to opt out.People are just going to choose not to come back to the company. So we're getting onto about our last 10 minutes.We want to kind of segue into really hearing more about maybe people in your lives, the great experiences.I think it's interesting you had to solve the childcare issue and you were lucky enough to have mothers come in. So Jessie, I'm curious as a single parent going through the pandemic and building these infrastructures, you know, what would you say to other single parents to help them cope, to get through one more day or one piece of advice you would have for them.

Jessie Wei: That's a really great question. Jeffery is this challenging to be a single parent, working and having young kids or kids of all ages is a huge challenge.I personally, when I was a parent that was married or a single parent, now Icontinue to struggle with, which is one thing is gosh, asking for help.It takes a village to raise your kids.And culturally, I am Asian descent, Chinese born and raised. I migrated to the US so culturally it is very different. We don't ask for help.We only kind of try to reach out to families, but through this process, working together, joined a Facebook group of single parents and having other parents to help.We arrange, ask your neighbors for help.Ask your family to help.You cannot do this alone.I am very fortunate that I have a really great co-parenting relationship with the boys’ dad, he's in IT.So he doesn't have so many calls during the day as I have in my role at work. So if I have a very important meeting or a very busy day, sometimes I'll call him and see Whether I can drop the boys off at his house so that they can be there and he can take a few hours with them and we just swap.I think we have to remain flexible and not be afraid to ask for help. I've had friends that are also single parents, very close friends, and I have offered to help.Hey, why don't you bring your kids over?And we'll have all the kids have a little playdate and they'll keep each other busy.I am not bothered by the noise in my house. So if you have some errands to run, right, you gotta get a doctor, you got to take care of certain things or you have to go into work for whatever. I'm happy to look after your kids.And I think it’s asking for help.And also if you see your friends needing help, it's offering that help.

Amanda Hammett: Yes, offering that help. That is something that I've seen that we need to do as a community of parents. We need to be more willing to not judge, but just go in and Hey, how can I help you? What do you need? What can I do for you right now? So, yeah. Great point.

Jeffery Tobias Halter:I wanna build on that just for a second. There's some recent McKinsey research that came outthat just said, women areburnt out women. You know what? It's been over a year and they're tired and they're opting out and they don't feelthey're fulfilling themselves at work. They're not a great boss. They're not a great parent. What advice would you give women?and parents in general, just to get through one or two more days and, and stay engaged. And Smirti I'll go over to you.

Smriti Rao: Oh my God. I think the only thing that I would tell other womenis just give yourself a break.You don't have to be perfect.You don't have to have perfect children.Your children don't need to get likeperfect grades, be great at piano, violin. Just give yourself a break.If they're, especially if they're younger children.I do think that the pressure that we have culturally and just societally, it's like all my children are great.They're doing well in this pandemic.I would say focus on making sure that your children feel okay. mentally, like that's the only thing that I would sort of tell moms and dads.For child fine mentally, find those avenues for them to sort of let loose play if you're okayhanging out with other children, let them do that. But I think focusing onthings like even though it's virtual, you must get perfect grades.And even though we haven't done practice, you must be really good at this. Those kinds of things really burn you out.It's unnecessary stress on yourself, on yourparenting relationship as well.Because you and your spouse may not have the same parenting styles. So that's what I would say is just give yourself a break.This is just hopefully a blip in our lives and that is what children need to see.You thriving as a parent, you being okay mentally as a parent, it's only then that they will, they feel confident, less anxious.So, like they say to fill your own cup before you can go to the others to fill their buckets or cups or whatever. So that would be my one piece of advice is you don't have to be perfect.Just get stuff done.

Jeffery Tobias Halter:That's awesome. anything to add?

Jessie Wei: Yeah, I think that's great. And it's about perception, and I'm working with a coach now and she asked me a question and I was like, that was a great question.She asked me how often during a day, do you tell yourself that you are doing a great job or you’re beautiful oryou're killing it? And I was like, I don't.She was like, well then how often do you actually do that?I don't remember the last time I did that.I tell my children, Hey, great job.Thank you for picking up.I think you did well here.I just want you to try or I tell my team, Hey, thank you.I think this, it looks great.But I forgot to give myself a pat on the back. You did great too.You made it through today.That's all that counts.You know, everyone survived.And I think we just need to, you know, like Smirti said, let it go, a knowledge that we're doing really well, and it's all about perception. I remember one of my bossesshared this with me, and I never forgot how he observed this.I was going through my divorce. And I told him, I don't think I'm doing so well. I don't think I'm getting things done.And he said, that is your perception because we did not notice a difference. So you need to take more time for yourself and don't kill yourself to get to the 110%.You know, when you can give us 80, we'll take 80. When you give us 110, we'll take 110, but not to be afraid to take more time for yourself and take care of what you need to take care of. It's your perception that you're not doing well from where I sit, you're don't well,you're still like killing it. And that I remember very clearly from him. And that was a huge compliment. And you know, also a confidence booster. So I would say, give yourself a pat on the back. You're doing great. Trust me, nobody notices something's not working. It's only you. So you're doing great. Keep going.

Jeffery Tobias Halter: That's awesome, Amanda,

Amanda Hammett: You know, for me, I actually started being very vigilant on two things. I've had an off and on relationship with meditating.I'm a 5 a.m. riser, which Jeff just cringes when I say that.So I get up and I meditate and then I go work out.But I'm off and on, but I noticed I was feeling very burned out during the early days of the pandemic.I was stressed, you know, I have employees to think about, I have their families to think about and I was feeling it.And so I started getting back into meditation and then I started noticing that. All of my meetings were zoom or WebEx or Microsoft teams or Skype. Well, not anymore, but anyway, it was just, it seemed more exhausting to me because I feed off of the energy in the room of other people and I wasn't getting the same.So I was more exhausted by the time five o'clock came around. I just wanted to just pass out.So I recognized that I needed to start taking 30 minutes at five o'clock or whenever my last call wrapped up and just shut my door and my bedroom and read, and it can't be a business book. It can't be anything that's going to make my brain start spinning. It has to be, you know, something where I really don't have to think, but I just need to go into my room and I just need to do this. It just needs to shut my mind off.And once I started doing that, I recognized that not only was I a better leader, I was also a better parentand I was also a better partner in all things.And so I was just taking those 30 minute net nuggets of time for myself, saved me really through this pandemic.

Jeffery Tobias Halter:That's awesome. That's awesome. So as we start to wrap up, I want to close out with really moving to action. And what do we do about this? And so, you know, this is for all of you. What is one thing companies need to stop doing tomorrow? And what is one thing companies need to either start or double down on and do more of. So who'd like to start?

Amanda Hammett: Well, I will go first. So I think that the thing, what I'm seeing across the board with all of the companies that I work with and all the companies that I'm researching currently isthey need to stop with the top-down decision-makingfor how we're going to manage this coming back to the office. That needs to stop. The policy really needs to be, everybody makes their own decisions, team to team. The other thing that I would like to see more of, and I think Jessie touched on this earlier is I would like for us to continue the focus on burnout, mental health how can we support employees holistically versus production, Numbers Because I think we've learned that the whole employee is all we care aboutis better than what you're going to get out as a burned out employee.Yeah.That's okay. So Jessie, Smriti?

Yeah.

So go ahead.

Yeah.

Smriti Rao: Yeah. I was just gonna say, I agree with the top-down policy that companies are just not in a position right now to issue those mandates, asking their workforces to return to work.So I think a top down policy, it may not be that beneficial on andon the, on the other side of it, I think companies need to take a more proactive approach to providing support to working parents, whether that is either tying up with daycares or children care center to provide thosebackup care options for children or even for adults that may need extra help.They need to take a more proactive approach toward that because how are you going to keep women engaged?And in the workforce, if working mothers don't have the support that they need from, you know, from where they're spending the most time of the day, like I spent like almost eight or 10 hours a day at work.And if I don't get support from my work to carry outmy work, like, why would I, why would I be a hundred percent productive? Right. So that's something that companies need to think of no top-down policies or be very mindful of that.And the second thing is having those parental programs to support working parents, especially working mothers.Jessie.

Jessie Wei: My stop doing is stop thinking going back to the old way. That is gone, that ship has sailed.I think everyone, personally or companies, really have to stop thinking that things would go back to where they were. It's just never going to happen.Whether it's work, whether it's how to interact with their own customers and stakeholders.I would suggest all companies and everyone, including me, to start havingmore conversations, to continue having those conversations about what works and what doesn't work and really understand from all levels, all areas.Also cultural differences, right?People from a different region, if you were working for a global company, we experience very differently than people in the US where we're sitting today.So I think it's appreciating, acknowledging and really learning how to make it work and continue to grow and start bringing everyone like Amanda said, bringing your whole self to work.How can we enable and champion our employees to bring their whole self to work.And that includes the families,who have been our co-workers for the past year and a half or so. Continue to let them come into work.Right.Appreciate.And I wanted parents to feel okay, your kids are your coworkers, and they should see what you do, because that's what they will be doing when they grow up. I love that.

Jeffery Tobias Halter: They're your coworkers.And I'm going to chime in on this one.I think companies need to just stop using the word working mother. There's a lot of research around the negative connotations, you know, it's rarethat someone says, well, you know, he's a working dad and all the connotations, like, you know, I love Smirti the way you were always using working parent.And so if we can just shift this dynamic and pick that word and all thenegativity that corporations see and working mom and shift that to working parents, I think that could be huge.I think they need to start new employee resource groups around young parents. There are so many challenges and where are you going to build this village?And, you know, we, we know there's the traditional ERGs that are in most companies,very few companies have a new parent ERG.And I think that could be one thing that we could start with.So as we start to wrap up, I want to share a quick story that you may find humorous. And this was pre-pandemic and I was invited to a women's conference. I was one of the speakers, but Brene Brown was the keynote. Everybody knows Berne, and she's an amazing keynote. And the room was, picture 500 C-level, high level women, and Brene’s talking about, So as you got ready to come to the meeting today, did you put little post-it notes on your admin’s office wall.And did you call your admin on the way to the airplane? Did you call your adminas soon as you landed to check up on them?And of course the women said, no, we've got great staff. We trust them. And then Brene said, how many of you have done this with your husband or your significant other?Where you leave notes for them, you make sure thatthere's food in the refrigerator and that the laundry is done and you call them nine times while they're traveling. And of course, all of the women laughed and said they are all guilty of this.And I'll tell you, as I heard this story, what went through my mind as a man was, oh my God. The last thing I want to do when you call to check-in is I have to utter the words I've killed the children. I forgot to feed them.Oh my God. You know, Jenny went to work in and to play in a dirty soccer uniform and she died.Men don't want to kill your children.Right?But you've got to stop coddling us.We're going to feed them.They're going to get their homework done.They're going to go to school.And as we return to a new normal and people are getting on airplanes,again, just stop coddling, but also realize we might do things a little differently than you do.And pizza is actually a pretty good meal, three days in a row for breakfast, lunch, and dinner.Okay.So with that, this has been an absolute pleasure.This is a topic we're going to continue to revisit as we go into, I'm not even gonna use the word anymore,Amanda, you did with the new normal, we're going to call it work today.So, I just want to close by thanking you all andone last word, if you could give one last word to help people get through this and see the light on the other end, what would that be? So, Jessie, you're shaking your head. What would that be?

Jessie Wei: Take care of yourself. Take a five-word answer. Absolutely.

Smriti Rao: I would say done is better than perfect. Love that.

Jeffery Tobias Halter: So Amanda, bring us home.

Amanda Hammett: Well, just gratitude. I'm thankful for everybody in my life that has made it possible to get through this pandemic.possible to get through this pandemic. So I'm incredibly grateful to everyone. And I'm grateful to all of you on the screen with me today, this has been a really fantastic conversation and I have truly, truly enjoyed it. And I want to thank Jeff for being the guide through this one.

Jeffery Tobias Halter:Thank you for that. You know, it is interesting having two millennial children. uh, two millennial children.Yes. And watching the struggles that they have, this topic is actually very near and dear to my heart. But I'm seeing firsthand the day-to-day decisionsthat they've got to make andI'm doing everything in my power to talk to corporations and senior leaders. Amanda, I know you are, and I know, you know, Jessie and Smirti, you are too. So, thank you for your time and thank you for coming on. I know how busy you are. And so we're going to let you get back to your days. So thank you all for joining us for Wine Down Wednesday.

Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.