#DEI executive coaching

[inclusiveleadersgroup]

The value of Diversity, Equity, and Inclusion (DEI) in today's corporate environment cannot be emphasized. DEI Executive Coaching has become a potent tool to promote positive change as firms work to create more inclusive environments. The importance, advantages, and ways that DEI Executive Coaching can change your business are all covered in this article.

The Significance of DEI Executive Coaching

Diversity, equity, and inclusion are the pillars of a forward-thinking and prosperous firm; they are not just trendy buzzwords. In order to help leaders negotiate the difficulties of establishing an inclusive workplace, DEI Executive Coaching is essential. Here is why it's important:

[inclusiveleadersgroup22]

MANAGEMENT AND EXECUTIVE COACHING

INTRODUCTION

In today’s dynamic and competitive business landscape, leadership isn’t just about overseeing operations but inspiring and empowering individuals to reach their full potential. Effective leadership isn’t a one-size-fits-all concept; it requires adaptability, empathy, and inclusivity. The DEI (Diversity, Equity, and Inclusion) Inclusive Leaders Group stands at the forefront of promoting these principles. This is where management and executive coaching by the Inclusive Leaders Group comes into play. In this blog, we’ll explore what management and executive coaching entails and how Inclusive Leaders Group is making a difference in this realm.

WHAT IS MANAGEMENT AND EXECUTIVE COACHING?

Management and executive coaching is a transformative process that focuses on developing leadership skills, improving decision-making abilities, and enhancing personal and professional growth. It involves a skilled coach working closely with a manager or executive to identify their strengths, weaknesses, and goals, while providing guidance and support to help them achieve peak performance.

The Role of DEI-Inclusive Leaders Group

DEI-inclusive management integrates diversity, equity, and inclusion principles into everyday leadership practices. It goes beyond just compliance and focuses on creating a workplace where all employees feel valued and can thrive.

Here are some key elements of DEI-inclusive leaders group:

Cultural Competence: DEI-inclusive leaders are culturally competent. We are aware of biases and work actively to mitigate them. We also understand and appreciate cultural differences, which enables us to build stronger, more diverse teams.

Equity: We leaders ensure that every employee has access to the same opportunities and resources, regardless of their background. We work to eliminate systemic barriers that might hinder some individuals’ advancement.

Inclusive Decision-Making: DEI-inclusive leaders actively seek input from a diverse group of employees when making decisions. We value multiple perspectives and encourage open dialogue.

Professional Development: We support the professional growth of all employees, providing training, mentorship, and opportunities for advancement, especially for underrepresented groups.

Accountability: DEI-inclusive leaders hold themselves accountable for fostering an inclusive work environment. We monitor progress, measure outcomes, and adjust strategies when necessary.

However, DEI Inclusive Leaders Groups expand this definition to encompass an organization’s commitment to diversity, equity, and inclusion.

Diversity: DEI-inclusive management acknowledges the importance of a diverse workforce. It encourages the recruitment, retention, and promotion of employees from various backgrounds, fostering creativity, innovation, and a broader range of perspectives within the organization.

Equity: Equity in management ensures that everyone within the organization has equal access to opportunities and resources. DEI Inclusive Leaders Groups prioritize fairness, not just in theory but in practice, by identifying and addressing systemic biases and inequalities.

Inclusion: Inclusive management goes beyond merely having a diverse workforce; it creates an environment where every employee feels valued, respected, and empowered to contribute their best. This fosters a culture of belonging, where everyone’s unique qualities are celebrated.

The DEI-Inclusive Leaders Group is at the forefront of revolutionizing leadership in organizations worldwide. By integrating DEI principles into management and executive coaching, this group is making strides toward more equitable and inclusive workplaces.

DEI-inclusive management and executive coaching are not just about meeting diversity quotas or ticking boxes; they are about harnessing the full potential of every individual in the organization. When leaders embrace DEI principles, they unlock innovation, creativity, and resilience within their teams, ultimately driving the organization’s success.

Conclusion

In an era where diversity, equity, and inclusion are integral to an organization’s success, DEI-inclusive management and executive coaching are critical tools for leaders. DEI-Inclusive Leaders Group is leading the way in fostering a new generation of leaders who not only manage effectively but also champion diversity, equity, and inclusion, creating workplaces where every individual can thrive. As we continue to navigate the complexities of the modern workplace, it’s clear that DEI-inclusive leadership is not just a choice but a necessity for sustained growth and prosperity.

[kindallevolve]

The Impact of Coaching on Professional Growth

Transformational coaching & consulting in Florida has a profound impact on professional growth, empowering individuals to unleash their full potential. Through personalized coaching sessions, professionals gain valuable insights into their strengths, weaknesses, and areas for development, setting the stage for transformative growth.

Coaching in Florida encourages self-discovery and helps professionals overcome barriers that may be hindering their progress. With the guidance of transformational coaches, individuals can set clear goals and create actionable plans to achieve them, fostering a sense of purpose and direction in their careers.

Additionally, transformational coaching instills confidence and resilience, enabling professionals to navigate challenges and seize opportunities with a growth mindset. The support and feedback received from coaches in Florida aid in refining skills, enhancing leadership abilities, and unlocking hidden talents.

As a result of transformational coaching and consulting in Florida, professionals experience accelerated personal and career growth, leading to greater job satisfaction, increased productivity, and improved overall success in their chosen endeavors.

[hbaconsulting]

Unlocking Organizational Potential: Strategic HR Management

In the ever-evolving landscape of business, one thing remains constant: the importance of human resources. While technology advances and market trends shift, it is the people within an organization who ultimately drive success. This underscores the critical role of strategic human resource management (HRM) in unlocking organizational potential. In this article, we delve into the significance of human resource strategies, exploring how they can shape the trajectory of a company and propel it towards sustainable growth.

Understanding Human Resource Strategy

At its core, human resource strategy involves aligning the management of an organization's workforce with its overall goals and objectives. It encompasses a wide range of practices, from recruitment and talent development to performance management and employee relations. The overarching aim is to optimize the contribution of employees towards achieving strategic objectives.

The Role of HR Strategies in Organizational Success

Effective human resource strategies serve as a catalyst for organizational success in several ways:

Attracting and Retaining Top Talent: A well-defined HR strategy enables companies to attract high-caliber talent by cultivating an employer brand that resonates with potential candidates. Moreover, strategic initiatives such as competitive compensation packages, robust training and development programs, and opportunities for career advancement enhance employee retention, reducing turnover costs and fostering a culture of loyalty.

Enhancing Employee Engagement and Productivity: Engaged employees are more committed, innovative, and productive. HR strategies that prioritize employee engagement through initiatives such as regular feedback mechanisms, meaningful recognition programs, and fostering a supportive work environment contribute to higher levels of productivity and performance across the organization.

Developing Future Leaders: A strategic approach to talent management involves identifying and nurturing individuals with leadership potential. By implementing succession planning processes, offering targeted leadership development programs, and providing opportunities for mentorship and coaching, organizations can cultivate a pipeline of capable leaders poised to steer the company towards future success.

Adapting to Changing Business Needs: In today's dynamic business environment, agility is key to survival. HR strategies that emphasize flexibility and adaptability empower organizations to respond swiftly to market shifts, technological advancements, and other external factors. This may involve implementing agile workforce practices, leveraging contingent workers, and upskilling existing employees to meet evolving business requirements.

Fostering a Culture of Innovation and Diversity: Innovation thrives in environments that celebrate diversity of thought and perspective. HR strategies that prioritize diversity, equity, and inclusion (DEI) initiatives not only contribute to a more inclusive workplace culture but also foster innovation by leveraging the unique experiences and insights of a diverse workforce.

Implementing Effective HR Strategies

While the benefits of strategic HR management are clear, implementing effective HR strategies requires careful planning and execution. Here are some key steps to consider:

Align HR Strategy with Business Goals: Start by aligning HR strategy with the overarching goals and objectives of the organization. This ensures that HR initiatives are directly contributing to the achievement of strategic priorities.

Invest in Technology: Leverage technology to streamline HR processes, enhance data analytics capabilities, and improve decision-making. From applicant tracking systems to performance management software, technology can revolutionize the way HR functions operate.

Empower HR Professionals: Equip HR professionals with the necessary skills and resources to drive strategic initiatives effectively. Invest in training and development programs to enhance HR capabilities and keep abreast of emerging trends and best practices in the field.

Measure and Evaluate: Establish metrics and key performance indicators (KPIs) to monitor the effectiveness of HR strategies. Regularly assess progress against these metrics and make adjustments as needed to ensure continuous improvement.

Promote Collaboration: Foster collaboration between HR and other departments within the organization, such as operations, finance, and marketing. Cross-functional collaboration enhances alignment between HR initiatives and broader business objectives.

Conclusion

Strategic HR management lies at the heart of organizational success, serving as a linchpin for driving performance, fostering innovation, and cultivating a culture of excellence. By investing in human resource strategies that prioritize talent acquisition, development, and engagement, organizations can unlock the full potential of their workforce and position themselves for sustainable growth in an increasingly competitive marketplace. Embracing strategic HR management is not just a choice but a necessity for companies seeking to thrive in the 21st-century business landscape.

[uswanth123]

SUCCESS FACTORS IN HR

Success Factors in HR: Building a Strategic and People-Centric Department

In today’s rapidly evolving business landscape, Human Resources (HR) is more strategic than ever. To excel, HR departments must go beyond administrative tasks and become champions of a company’s most valuable asset – its people. Here’s a breakdown of the critical factors that contribute to HR success:

1. Culture as the Core

A strong organizational culture is the foundation for attracting, engaging, and retaining exceptional talent. HR plays a pivotal role in:

Defining Core Values: Collaborate with Leadership to articulate the values that drive your company’s mission and vision.

Culture Embedding: HR should champion company culture and integrate these values into onboarding, training, and everyday practices.

Measuring Culture: Regularly assess employee perceptions of culture through surveys and feedback mechanisms to ensure alignment.

2. Strategic Talent Acquisition

In a competitive market, finding the right people is essential. A robust talent acquisition strategy includes:

Employer Branding: HR should craft a compelling story about the organization as an employer, showcasing its mission, values, and unique culture to attract top talent.

Proactive Sourcing: Develop proactive sourcing channels beyond traditional job boards, including employee referrals, social media, and diversity partnerships.

Data-Driven Recruitment: Utilize metrics to evaluate the effectiveness of hiring processes, making necessary optimizations for efficiency.

3. Performance Management Reimagined

Shifting away from annual reviews, modern HR focuses on continuous development. Here’s how:

Frequent Feedback: Encourage ongoing conversations about performance, strengths, and growth areas.

Coaching and Mentorship: Equip managers with the skills to act as coaches, fostering a development-oriented environment.

Recognition Systems: Recognize and reward employees for their contributions, boosting morale and motivation.

4. Prioritizing Employee Engagement

Engaged employees are more productive, loyal, and innovative. HR should:

Listen: Create mechanisms for regular feedback, such as pulse surveys and open communication channels.

Act on Feedback: Demonstrate responsiveness by analyzing and implementing changes based on employee input.

Employee Experience: Holistically design a positive employee experience, considering everything from onboarding to workspace design.

5. HR Technology as an Enabler

Embrace technology to streamline processes and enhance HR’s strategic impact.

HRIS: Utilize a centralized Human Resource Information System (HRIS) to manage employee data effectively.

Self-Service Options: Empower employees with self-service tools for routine tasks like accessing HR information or requesting time off.

Data Analytics: Leverage HR analytics to gain deeper insights into workforce trends, make data-driven decisions, and measure HR’s impact.

6. Diversity, Equity, and Inclusion at the Forefront

Prioritizing DEI is not only ethical but imperative for business success. HR must:

Eliminate Bias: Ensure fair and inclusive recruitment, promotion, and training practices.

Foster Belonging: Build a culture of respect where employees feel valued regardless of their differences.

Hold Leadership Accountable: Set DEI goals and track progress, holding executives accountable for fostering an inclusive environment.

7. Embracing Agility

The HR department must be flexible to respond to rapidly changing market conditions and employee needs. This Agility includes:

Adapting to Change: Prepare for workforce trends, disruptions, and shifting priorities with readiness.

Data-Based Agility: Utilize data to predict challenges and adjust HR strategies accordingly.

In Conclusion

HR’s success lies in its ability to evolve with the demands of a dynamic economy. By focusing on culture, strategic talent acquisition, continuous development, employee engagement, technology, DEI initiatives, and Agility, HR departments will unlock HR’s full potential and fuel their organizations’ overall success.

You can find more information about  SAP Successfactors in this  SAP Successfactors Link

Conclusion:

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[jobsmicro]

Executive Coach

Engagement Type: Contractor

Location: Remote

Compensation: $100 – $200 per session

About MantraCare: MantraCare is a forward-thinking corporate coaching platform committed to advancing leadership, personal development, and organizational success. Our platform, MantraCoach, links seasoned coaches specializing in various domains with corporate clients to offer bespoke coaching solutions. Our focus spans executive coaching, communication mastery, leadership development, career progression, sales performance enhancement, and Diversity, Equity, and Inclusion (DEI) initiatives.

Job Overview: We are inviting experienced and versatile coaches to join MantraCare as contractors. Featured on our MantraCoach platform, you will engage in diverse coaching areas, including executive, communication, leadership, career, sales performance, and DEI coaching. This role is ideal for coaches who excel in a multi-faceted coaching environment and are adept at addressing the unique needs of corporate clients across these critical domains.

Key Responsibilities: – Conduct personalized coaching sessions in your areas of expertise (executive, communication, leadership, career, sales performance, DEI). – Develop tailored coaching strategies to meet specific goals and challenges of each client. – Facilitate group sessions and workshops as needed. – Collaborate with the MantraCare team for optimal client satisfaction and coaching effectiveness. – Utilize the MantraCoach platform for session management and client communication.

Qualifications: – Minimum of 1 year of experience in coaching with specific expertise in one or more of the following areas: executive, communication, leadership, career, sales performance, DEI. – Accredited certification from a recognized coaching institution (e.g., ICF, EMCC). – Strong understanding of corporate dynamics and specific coaching areas. – Exceptional communication, interpersonal, and facilitation skills. – Proven track record in developing and delivering effective coaching programs.

Contractor Role Benefits: – Flexible work schedule and remote work opportunity. – Exposure to a diverse client base across various industries. – Opportunities for professional development and networking through MantraCare resources.

Apply Here => Jobs Micro

[executiveadvisory]

Direct Access: Your Gateway to Board Appointments Starts Here

In the ever-evolving corporate governance landscape, securing a board of directors’ position is more than a badge of honor; it signifies an elevated tier of responsibility and decision-making power within an organization. Such appointments are not mere ceremonial roles; they carry substantial influence and demand a strategic approach in both planning and execution. For those who aspire to achieve this level of leadership, understanding the path towards these board roles is crucial. In this journey, professional guidance can be immensely beneficial. With its two-decade legacy in Chicago, Jim Johnston Executive-Advisory Inc provides a well-structured methodology, advanced tools, and personalized coaching that ensures aspirants successfully reach their board appointment objectives. It's through their expertise, they help navigate the over 20,000 paid board seat openings available each year, thereby opening doors of opportunities for executive leadership.

Navigating the Landscape: The Board Appointment Ecosystem

The journey to a board appointment begins with a comprehensive understanding of the ecosystem in which such decisions are made. Boards seek individuals with a diverse set of skills, experiences, and perspectives to contribute to their strategic vision. These coveted positions are often filled by candidates who possess a blend of industry expertise, leadership acumen, and a profound understanding of governance principles.

To navigate this landscape effectively, aspiring board members must invest time in cultivating a robust professional network. Establishing meaningful connections with individuals already serving on boards, attending industry conferences, and engaging in thought leadership activities are essential steps. These efforts not only enhance visibility within relevant circles but also demonstrate a commitment to staying abreast of industry trends—a quality highly valued in boardroom discussions.

Strategic Board Readiness: Positioning Yourself for Success

Achieving board readiness is a multifaceted process that demands both a proactive and strategic approach. This journey commences by critically evaluating one's skill set, pinpointing areas of unique expertise, and diligently addressing any gaps through continuous learning and professional development. Boards, in the current competitive landscape, are increasingly on the lookout for candidates with a diverse and comprehensive skill set. This spectrum of skills extends beyond traditional functional roles, encapsulating areas such as technology, risk management, and sustainability. Jim Johnston Executive-Advisory Inc underscores that the path to board readiness requires a robust strategy, a commitment to growth, and the ability to demonstrate a wide range of competencies that align with the evolving demands of board governance.

Moreover, cultivating a strategic mindset is imperative. Board members are entrusted with steering organizations through complex challenges and opportunities. Demonstrating the ability to think strategically, anticipate future trends, and assess risks will set aspiring candidates apart. This often involves gaining experience in roles that expose individuals to decision-making processes and the intricacies of corporate strategy.

In addition to individual readiness, demonstrating a commitment to diversity, equity, and inclusion (DEI) is gaining prominence in the board appointment process. Boards are recognizing the value of diverse perspectives in fostering innovation and navigating the complexities of a globalized business environment. Candidates who actively champion DEI initiatives and showcase a track record of promoting inclusivity within their professional spheres enhance their attractiveness to boards seeking a well-rounded leadership team.

Direct Access Platforms: Facilitating Board Connections

Amid the evolving digital era, attaining board appointments has been significantly streamlined by the advent of specialized platforms, such as Jim Johnston Executive-Advisory Inc. These innovative platforms function as virtual arenas, marrying a meticulously selected pool of executive talent with myriad board opportunities. Such platforms aim to transform the landscape of board recruitment by fostering an environment where aspiring board members and corporations in need of their expertise can connect effortlessly, thereby facilitating a seamless transition into board roles for countless executives.

Direct access platforms leverage technology to match candidates with the specific needs and criteria set by organizations seeking board members. These platforms often employ advanced algorithms to ensure compatibility between a candidate's skills, experiences, preferences and the requirements of a given board. Aspiring board members can create detailed profiles, highlighting their professional achievements, governance expertise, and commitment to diversity and inclusion.

Moreover, these platforms offer educational resources, such as webinars and workshops, to help candidates refine their boardroom skills and stay informed about governance best practices. By providing a centralized space for networking, learning, and applying for board positions, these platforms streamline the otherwise intricate process of securing a board appointment.

At Jim Johnston Executive-Advisory Inc they affirm that the journey to a board appointment requires a comprehensive and strategic approach. It involves the intricate task of navigating through the complex terrain of corporate governance, which demands not just individual readiness but also a profound grasp of the dynamic expectations and priorities that underpin today's modern boards. Aspiring board members are charged with the responsibility of positioning themselves as strategic thinkers, fervent advocates of diversity and inclusion, and perpetual learners. This journey necessitates an understanding that securing a board seat goes beyond mere qualifications; it asks for a commitment to continuous learning and adaptability in the face of changing business landscapes.

They serve as an effective bridge between ambitious individuals who aspire to board opportunities and corporations in search of proficient leadership. By embracing these platforms, along with maintaining a proactive commitment towards professional growth and robust networking, one can markedly amplify their odds of clinching that sought-after spot at the boardroom table. Remember, the pathway to board appointments commences with a carefully designed and well-executed strategy, and platforms like Jim Johnston Executive-Advisory Inc. are here to assist you in charting your journey towards board leadership.

[inclusiveleadersgroup]

Organizations are realizing more and more the value of developing a culture that values diversity, equity, and inclusion (DEI) in today’s diverse and inclusive society. Companies are working hard to develop a culture that respects and values people from all backgrounds, therefore strong leadership is essential to advancing DEI projects. DEI executive coaching is crucial in this situation. This article will discuss the idea of DEI executive coaching, as well as its advantages, essential elements, the function of a DEI executive coach, and more.

[inclusiveleadersgroup22]

Management & Executive Coaching by Inclusive Leaders Group

Join the Inclusive Leaders Group for personalized coaching, empowering leaders to drive diversity, equity, and inclusion while achieving peak performance. Gain insights, strategies, and confidence to lead inclusively in today's diverse workplace.

CONTACT US: https://inclusiveleadersgroup.com/solutions/executivecoaching/#

[kindallevolve]

How do I become an organizational change management consultant?

Becoming an organizational change management consultant requires a strategic approach and specialized skills.

Firstly, obtain relevant education in business, management, or organizational psychology. Pursuing courses or certifications in organization consulting training enhances expertise. Gain practical experience through internships or entry-level consulting roles. Develop strong communication, leadership, and problem-solving skills, essential for guiding organizational transformations. Network with industry professionals to gain insights and potential job opportunities. Establish a personal brand by writing articles, attending conferences, and showcasing expertise on relevant platforms.

Finally, seek advanced certifications in change management to stand out in the field. With determination, continuous learning, and a passion for driving organizational success, one can become a successful organizational change management consultant, influencing positive transformations in various businesses and industries.

[roysexton]

Mark your calendars for a VERY special Legal Marketing Coffee Talk on Friday, May 19th at 4 PM Eastern! On Facebook: https://facebook.com/events/s/legal-marketing-coffee-talk-wi/1580884809069244/

LinkedIn: https://www.linkedin.com/video/event/urn:li:ugcPost:7062550243493474304/

Nearly a month ago, over 1,100 legal marketing professionals gathered in Hollywood, Florida, for #LMA23, and now we’re hitting the highlights (and high notes) with “#LMA23 … the Aftermath LIVE”—Andy Cohen and the Bravo team only wish they could produce a reunion show this juicy and grand!

LMA ‘23 fab keynote speaker – acclaimed best-selling author, catalyst, and executive coach, Laura Gassner Otting – will join us to share her reflections on the event, as well as chat about her background, love of dogs, supportive family, her new book, “Wonderhell,” and… well, any other topic that springs to mind. This is sure to be a joy-filled, funny, candid conversation with host Roy Sexton.

But wait! There’s more! That Greek Goddess, the Queen of Miami, Athena Dion, will be putting in an appearance as well, revisiting that moment this trio stormed the stage in Florida for their definitive, sequin-filled musical statement on the importance of inclusion and community. Don’t miss this episode!

@LMAintl @heylgo @robkates

#lma23 #lmamkt #lgbtqiaplus #dei #blm #inclusion #limitless #wonderhell #dogs #amplify #drag #dragisnotacrime #love #bekind #lgbtq #lgbtqrights

[technsavi]

5 Tips for Finding Effective DEI Coaching

Diversity, equity, and inclusion (DEI) coaching can be an underrated way for school leaders to learn how to better promote those goals within their district or at their school, says Dr. Courtney L. Teague, an experienced educator who is now a certified executive coach.  “What a diversity, equity, and inclusion coach does is provide an individual with support in identifying their unconscious…

[essaysfromthefield]

A.R.T./New York

We Are A.R.T./New York, and We Demand Better

To the A.R.T./New York Board of Directors,

We, the representatives of current and former BIPOC (Black Indigenous People of Color) staff members at The Alliance of Resident Theatres/New York (A.R.T./New York), in solidarity with certain white allies, present this letter and list of demands as a unified front in an effort to name and dismantle the systemic racism rampant at this organization. James Baldwin taught us, “If [we] love you, [we] have to make you conscious of the things you don’t see.” We love the theater and we are here to tell you that, underneath your dress of respectability politics, your slip is showing.

Your slip is showing boldly; it looks like your predatory tokenism of BIPOC staff members, your opportunistic fundraising, and your calculated obstruction of anti-racist programming. Your slip has glaringly shown when staff and consultants witnessed your Executive Director lay her hand on a Black employee at a board recruitment event and say that change would not happen while she was in charge because she just wasn’t ready. Your slip continues to show when your board says, “We can’t afford ongoing anti-racism work,” but spends money on a life coach for your Executive Director, token HR consultants, and severance agreements with employees who call out your racism and abuse.

Your slip has repeatedly shown as your Executive Director perpetually demanded emotional labor from employees of color. We do believe in transformative justice and pray that hearts and minds can change, but the staff, particularly BIPOC, are not safe to do the work of undoing racism with her at the helm. She has abused her power to permanently damage the careers of whistleblowers and explicitly stated that the organization cannot progress on anti-racism work because she is not yet comfortable.

Your slip is fully exposed; the racism, and those who enable it, are deeply embedded in your systems, and we have no trust in the structures created within this institution to enact change. At a minimum, we demand the immediate removal of the Executive Director, Ginny Louloudes. Her presence is toxic, abusive, and an obstacle to progress. This fish is rotting from the head.

The following are a handful of documented incidents of her subversive and toxic behavior. Each of these incidents and more have been repeatedly reported internally with no action or support provided from HR or the Board of Directors. These lived experiences with Ginny have deeply impacted our ability to serve our members and to carry out our operations, our external communications, and the health and safety of our work environment:

During the final panel adjudications for The Andrew W. Mellon Theatre New York Theatre Program, Ginny became visibly uncomfortable with the outcomes of the scoring

and conversation. It was clear that many of her friends who lead predominantly white

organizations and had historically benefited from this grant program were no longer going to be funded. She raised concerns about this to this panel and expressed concern about “reverse racism.” A power dynamic emerged in the room where panelists danced around her emotions, trying not to upset her while also defending their choices.

When preparing for the 2019 Gala, Ginny continued to mispronounce a BIPOC contract artist’s name and attempted to joke with them about her struggle to remember. After the artist made clear that this was indeed offensive and requested to move on from the topic, Ginny repeatedly commented to staff and consultants that this artist was unprofessional and overly sensitive despite more than one conversation explaining the validity of the artist’s request. On multiple occasions, her casual comments went so far as suggesting that other artists be considered for future events to avoid further interaction.

After several weeks of work to create a fundraising campaign supporting DEI (Diversity, Equity, & Inclusion) initiatives for December 2019, Ginny abruptly told the team to change course, saying directly to two BIPOC team members, “It won’t make money. The truth is our funders and our Public Board don’t care about diversity.” She also asserted that donors simply would not resonate with diversity like they would with accessibility or sexual harassment prevention, thus erasing the intersectionality of those three topics. Attempts to defend the campaign with field research were dismissed, and Ginny told staff members that she would not allow any further discussion on the matter.

Following a traumatic shift in leadership in 2018, an HR consultant was brought on to provide confidential support for staff, at their request. As time went on, Ginny expressed to staff her frustration and disappointment with their meetings, claiming that these confidential sessions made her feel like something was wrong. Eventually, in an all-staff meeting, employees were informed that the consultant’s role was now to support the Executive Director directly and that all communications would no longer be private. There have been no efforts made to provide staff support in lieu of this change.

In 2018, Ginny called a Latinx staff member into her office and presented the employee with a list of donor names. Ginny asked the staff member to read the list and tell her who might be Latinx based on their names. The staff member declined to do this and spent time educating Ginny on the underlying racism in this request. Ginny repeatedly asked this employee to spend dozens of hours in similar conversations where Ginny would ask questions about anti-racism and thus make the employee feel obligated to provide education and emotional labor, despite the fact that this was well beyond the employee’s designated job duties. Ginny has made similar demands of other staff based on their identities (such as asking one self-identified queer employee and one self-identified West Indian employee all her questions about the LGBTQIA+ community and the West Indian community, respectively).

In 2019, Ginny terminated organization-sponsored Affinity Spaces for BIPOC staff members to convene in confidence. These typically took the form of company-paid lunches for BIPOC staff to meet and connect with each other outside of the office. When she disallowed future Affinity Spaces, she claimed that anything paid for by A.R.T./New York must be accessible to all staff members, which has never been considered or enforced as a policy for any other organizational purchase.

During the months of November 2019 to March 2020, Ginny continually misnamed a Singaporean Chinese immigrant employee both verbally and in written form. The two most egregious examples include calling her “Ling Ling” (a Chinese-born panda who has since died) and “Ma-Yi” (as in the Asian American theatre company). Despite apologizing each time she was corrected, Ginny nevertheless continued to make these unacceptable mistakes, indicative of her internalized racism as well as her severe lack of care. On this employee’s last day, Ginny also echoed anti-immigration sentiments in an email to this employee, that A.R.T./New York hadn’t been able to support the employee in her visa application process because they could not convincingly tell the immigration authorities that no American could do this employee’s job. This directly contradicted what the employee was told when she was hired: that A.R.T./New York would be able to support her in this process. Ultimately, the organization’s mishandling of visa-related paperwork ended in the employee’s termination and deportation.

Despite all of the above transgressions, and more that are not accounted for here, Ginny Louloudes continues to name “diversity, equity, and inclusion” in her appeals to donors and remarks at events. She tokenizes BIPOC staff, Board Members, and programs like Diversifying Our Organizations for the benefit of herself and the organization, and she takes credit for leading the work around anti-racism in the field despite consistently undermining, devaluing, and harming the BIPOC staff members and allies who attempt to change the organization from within. It is clear from her actions that, in her position of power, she will continue to maintain the status quo of white supremacy within A.R.T./New York.

The racism, and those who enable it, are deeply embedded in your systems. Your Board, senior staff, and external consultants have protected Ginny and perpetuated racism despite the explicit pleas of BIPOC employees who continue to ask for support. Racism is a system and not a static action, making her removal merely the beginning of the work that must be done. For years, the staff members of color have been trying to lead the change within the structure of this organization. The time for discussion has passed. We demand action, acknowledgment, and transformative justice—and not just to remove your liability for being called out.

Racism and white supremacy are embedded into the very fabric of this industry we call the non-profit Off/ Off-Off-Broadway theatre arts sector. It is not enough to have a solidarity statement. Values and statements mean nothing unless they’re backed up by leadership, programming, budgeting, and operations. We demand that A.R.T./New York back up their

statements against racism with concrete actions. As a pillar of the non-profit theatre community directly serving 420+ New York theatre companies, A.R.T./New York has a moral obligation to lead the charge with regard to racial justice and to lead by example.

Many of you have known these issues for far too long and remained complicit despite our concerns. Our trust is broken, and we have no faith in the systems you claim to have in place to enact change. Therefore, in addition to writing this letter, we are sharing these grievances and demands with the members, your funders, and the theatre community at large. We trust that together, we can all hold you accountable for your complicity and transform the culture of A.R.T./New York, together.

In addition to the immediate removal of Ginny Louloudes, we demand:

A guarantee of no retaliation—financially, verbally, or by the withholding of services and opportunities—against the current and former staff and any member theatres that come forward in support of this call to action.

A protected line item in the organizational budget every year to continue anti-racism, equity, and inclusion work for both current employees and member companies.

Ongoing affinity spaces for BIPOC staff and member companies.

The creation of a secure, transparent, and standardized practice for reporting racism and microaggressions that does not leave staff vulnerable to abuse or require them to take care of the person causing them harm.

The implementation of mandatory racial bias and anti-racism training for all board members and staff with direct reports.

Finalize, approve, and update the organization’s values to explicitly state anti-racism and anti-oppression as part of A.R.T./New York’s mission.

To meet the above demands, we propose:

A working meeting with A.R.T./New York staff and the Executive Committee of the Board of Directors on Wednesday, July 15, 2020 without Ginny Louloudes with the intention of drafting a formally announced plan to address these demands and dismantle systemic racism within the organization. This plan will clearly state the organization’s updated values and detail timelines and action items to meet the demands listed above.

Additional meetings (as many as needed) following this working meeting to revise and approve this plan before the Board Meeting scheduled for July 28th, 2020. This plan must be voted on and approved by the A.R.T./New York organizing committee before it is presented to the full Board.

Approval of this plan during the July Board Meeting.

We care about the future of this organization, and do not believe that any person currently employed at A.R.T./New York is qualified or trusted to fill the position of Executive Director at this time. We demand that for a period of no less than 12 and no more than 24 months, an

Interim Executive Director be brought in from outside the organization, vetted by our coalition, board, and members. We demand that any candidate seriously considered have a strong

anti-racism practice and a proven track record of supporting the BIPOC community. We envision a candidate who identifies as BIPOC, disabled, and/or LGBTQIA+ so they can truly reflect the communities and audiences we serve.

During this interim period, we demand that the Board of Directors work with the staff to define the goals and values of the organization and collaborate in the search for, and vetting of, a more permanent Executive Director. We propose this as a solution, while holding space for the possibility that, during this period of value definition, it may be found that an alternative power structure might better serve the growth of the organization. The true power of A.R.T./New York lies in the collective effort of its dedicated staff and the passion of its members. We Are A.R.T./New York, and our potential is even greater than our previous accomplishments.

To define our strength and success as the result of Ginny Louloudes’s leadership alone is not only inaccurate, but insulting to the dozens of abused laborers that created and continue to support the organization.

We’ll close this letter with some words from Ginny herself. During an internal staff meeting (on July 30th, 2019) to discuss the new values for A.R.T./New York, the conversation became heated around the decision to include the words “anti-racism” and “anti-oppression” in defining what justice and equity should look like for A.R.T./New York. These are Ginny’s exact words:

“If I saw [anti-oppression], I would feel like that’s an organization I can’t belong to because I don’t feel like I do that work every day...I think what I’m coming from is that my generation of cisgender white individuals feel like, right now, A.R.T./New York is valuing everything but cisgender white people. And that cisgender white people are not seen in these values because you say ‘anti-oppression,’ and you say ‘diversity in all its forms,’ and it says the word ‘inclusive,’ but they’re not really included because they’re discriminated. [pause] They are not getting all the same benefits. And if you do anti-oppression, you have to acknowledge that you are trying to right a wrong and you’re going to basically shift the power. And if you’re going to do that, and you have a white straight executive director, it doesn’t make sense. You know, I don’t feel like I should be running A.R.T./New York if you’re going to shift the power. You need to have somebody else running A.R.T./New York.”

Listen to the audio recording of this quote here and view the full transcript here.

We Are A.R.T./New York, and we demand better.

Signed,

The We Are A.R.T./New York Coalition: Hope Chávez

Melissa Dognazzi

Alyssa Garland Jeannely Lopez Audrey Rush Sim Yan Ying Bo Suh

Kirsten Sweeney Nathalie Thomas

To add your voice and show your support for the demands in this letter, sign your name

here.

[sethshead]

When DEI serves as a flimsy cover for antisemitism, homophobia, and other forms of bigotry.

Lesson: just because someone wields intersectionality buzzwords, doesn’t mean they’re progressive or interested in justice. If your anti-racism doesn’t reject all forms of hate, it is bullshit.

[jmj-process-journal]

Let’s Goooooooo

I am excited to join the newest IYA cohort and learn from and with you all. I am a finance professional with experience in stock market, corporate equity and FP&A world. I also have extensive experience in the DEI/ERG space and executive coaching with an emphasis on inclusivity and thought leadership.

My goal is to always activate the right and left side of my brain while allowing space for my heart/passions to exists in every room I walk in and with every exchange I have. 

My creative expressions include dance, learning about technology and how it impacts the macro economy, 3D design, engaging in community service, participating with my sorority (Delta Sigma Theta Sorority, Inc.) and growing with my beautiful family (Tj - husband, Myjoi -13yo daughter, Khari 3yo son).

I am looking forward to meeting and building with you all! Shoutout to the leaders of NOW!

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In today's rapidly evolving business landscape, the concept of Diversity, Equity, and Inclusion (DEI) has become an integral part of organizational success. As companies strive to embrace diversity, they recognize the need for skilled leaders who can navigate the complexities of a diverse workforce effectively. This realization has given rise to a significant trend – DEI Executive Coaching.