"Rounding Third Leadership Series #23: Racial Justice - Putting ‘Eggs’ into Three Baskets"

I have a practice of sorting complex issues into “baskets”.  It helps me decide how much time, emotional energy and action – my “eggs”, if you will - to put into them.  Using this method, I compartmentalized my reaction to the national racial awakening this past summer into three “baskets”.    

Into the first basket – my “personal basket” - went honest feelings and undeniable biases about race and how growing up White in America had advantaged me.  The basket is filled with overt and subtle public and private narratives I had been exposed to from birth.  What new insights I learned about the history of systemic racism and its impact on our country went into this basket too.  I began to see events and issues through a new lens.  I topped off the basket with a recognition of responsibility to take action to advance anti-racism. 

The second basket is marked “leadership”.  I filled this one with the belief that like-minded non-profit leaders can and should work together to promote anti-racism in the organizations they oversee.  Into this basket went a conviction that what is required is a multi-faceted, holistic approach which addresses every aspect of how an organization conducts its work.  This goes beyond recruiting a diverse board and issuing statements of support for diversity, equity and inclusion to transforming practices, procedures, programs and culture and ensuring that solutions generated are persistently re-enforced to prevent regression to past practices. 

The third basket is “grass roots”.  Rather than retreat into the convenient bromide that an individual or small organization can’t “move the needle”, why not take the view that thousands of individuals and organizations across the country can make a difference nationally?  Why not actively resist the temptation to allow the “tyranny of the urgent” to take over and make antiracism a personal and organizational responsibility and value?  This basket has even more eggs:  engaging in honest and courageous conversations; further educating ourselves; intentional listening; what we tell our children; how we vote; who we hire; what we lobby for; what we march in favor of; who we network with.  Those eggs, hardboiled and unbroken, can make a collective difference.  

"Rounding Third Leadership Series #22: Racial Justice - COVID-19 Summer Notes"


These are my “notes” composed over the pandemic summer in reaction to the current national racial justice movement.  I share them with the hope that they may help readers who are experiencing their own awakening to racism.  They include links to readings and videos for those who would like to “go deeper”.  

I am grateful to my friends Judy Neely and Keva White for their help with this.  Judy led a study group on Robin DiAngelo’s book, White Fragility, and added helpful suggestions. Keva, a Fenway network colleague who teaches a wide range of courses on diversity, equity and inclusion and cultural competence, has allowed me to borrow some of his insights and reference materials.  Here his profile for those of you interested in his expertise on the subject:       

https://www.fenwaymanagementadvisors.org/keva.  

*****
Swimming Naked 

Only when the tide goes out do you discover who’s been swimming naked.” - (Warren Buffett)  

The murder of George Floyd uncovered for white people the naked truth about racism in policing we all knew existed, but never did anything about it.  There is so much more to learn beyond the inconvenient truth that some policing practices can be harmfully racist and need reform.  We must resist allowing criticism of the “defunding” narrative to divert attention from the naked core cause: racism, and look to well-reasoned approaches to address the problem.  For example, see this article written by Black police officer David Hughes, “Re-fund The Police, Smarter”, NY Times, p. A-25 (7/17/2020),

*****
“Low-Hanging Fruit”

My wife, Mimi, used to sit close to the ocean to keep a close eye on our young sons swimming in the surf.  Her sister, Mary Ellen, would sit and worry with her.  When a big wave approached, Mary Ellen’s voice would raise an octave as she shouted, “Watch out, here comes ‘Mr. Big’!”

We are now swimming in the calm surf by taking down racist statues and dropping the names of racist figures and by well-meaning organizations issuing anti-racist statements.  While important, these actions are the “low hanging fruit”.  The “Mr. Big” issues – the really tough ones – keep pounding the beach.  The list of structural racism practices we need to upend is so, so very long.  Here’s just a partial one: 

  • What about rewriting and reteaching history to tell – honestly - our country’s story of racism?  

  • The contrast between the physical plants of the Philadelphia schools I have visited to those I am used to seeing in the suburbs is stark.   How will we reform the funding of public schools? Vermont did it over 20 years ago.  https://en.wikipedia.org/wiki/Act_60_(Vermont_law)

  • I watched the documentary “13TH” a while ago, and wondered how we will ever reform our prison system.  We learn from the film right off that with only 5% of the world’s population, American has 25% of the world’s prisoners and they are disproportionately Black.  

  • Systematic real estate development, local government and federal housing policies and practices have excluded affordable housing in the suburbs for low income Black families; and although “most African-Americans are not poor[,] working- and middle-class Black families whose incomes are too high to qualify for existing subsidies are also excluded from neighborhoods … because of their race.”  Richard Rothstein, “The Black Lives Next Door”, The New York Times, Sunday Review, p. 6, 8/14/20, 

  • While COVID-19 has starkly revealed the disparities in the way people of color are treated under our health care system, that issue has been studied and well-known for years in health care circles.  Yet, while I was in the health care provider industry my whole career, I never knew until I saw a recent NBC News report that there is a need for more Black women psychiatrists to help Black women patients. 

  • The 2012 U.S. Supreme Court decision which upheld Obamacare also struck down the provision that require states to expand Medicaid.  Many states declined to expand Medicaid.  To make matters worse, the federal government then allowed states to take Medicaid coverage away from people not engaging in work or work-related activities for a specified number of hours per month.  The combined effect has been to systematically undermine access to important health care for many African Americans without appreciably promoting employment, a situation made even worse by the pandemic.  For more detail on this subject, see this August 12, 2018 report from the Center for Budget and Policy Priorities.

  • Only recently have we heard public discussion about whether and how to structure and finance meaningful reparations for the past sin of slavery.  Ta-Nehisi Coates, The Case for Reparations, The Atlantic, June 2014.

This list only scratches the surface.  Systematic racism, with its many manifestations, seems overwhelming.  I am not sanguine about our nation’s ability to appreciably “move the needle” in my remaining lifetime despite recent polls which show a dramatic shift in popular support for Black Lives Matter, https://www.pewsocialtrends.org/2020/06/12/amid-protests-majorities-across-racial-and-ethnic-groups-express-support-for-the-black-lives-matter-movement/.  

One columnist put it this way:

“Against this backdrop of half-measures and outright hostility [in reaction to changing names, taking down statues, diversifying board rooms, shifting law enforcement resources], it’s easy to envision that the momentum for progress on racial justice will soon be squandered.  But it needn’t be.  To redress systematic racism, America needs to create conditions for systematic reform.  …Transformational change would entail a new opportunity agenda that confronts the root causes of structural racism.”

Susan Rice, “Take the Next Step Towards Racial Equality,” The New York Times, p. A23 (July 22, 2020),

Another commentator put it this way:

“But can we change?  History and culture are against it.  Another one of our great national addictions is convenience fueled by the expectations that things essential for daily living be made cheap, easy and painless.  Racism is a form of convenience, in the sense that it’s designed to make life easier for its beneficiaries.  So is white privilege – the phenomenon of not having to think about the costs of oppression, or about Black people at all.”

Erin Aubry Kaplan, “Everyone’s an Antiracist.  Now What?”, The New York Times, p. A19 (July 6, 2020),

Keva White adds that, looking back, the civil rights movement of the 1960’s was but a “moment” in time.  “Black Lives Matter won’t ‘matter’ five or ten years from now if there isn’t transformative, sustainable action – legislation – to curtail the detrimental effects of government-enabled racist practices.” 

An optimist by nature, I’m fighting to stay hopeful.  

*****
The Fizzle Effect

Like many Americans, I have been participating in formal and informal discussion groups, some with Blacks and whites and others with just whites.  Some have been awkward and difficult, but I’m glad this is happening.  I can’t recall anything quite like it.  I believe we need to be open to listening and commit to active listening.  As one fellow Black board member said, “Listening is not enough.  We need to learn from listening.  And, we need to process what we learn into action”.  Listening, learning and action have the power to transform our own lives, our interactions with others and what we tangibly do to advance anti-racism. My colleague added that it will be “tough … and heavy”.  True, I thought.  Then I thought:  If we multiply our individual actions across millions of white people across the country, maybe dramatic, transformative change can occur.  

However, I am worried about what Keva calls the “fizzle effect”; i.e., that group and national conversations about racism will fade as other public events take over our collective conscience (just like the killing of little children and teachers at Sandy Hook hasn’t resulted in meaningful gun legislation).

*****
“Hope is Not a Strategy”

The Philanthropy Network of Greater Philadelphia sponsored a program on White Supremacy with Marcus Walton who heads up Grantmakers for Effective Organizations, https://www.geofunders.org/related/marcus-walton.  He made some good leadership points:

  • The term “White Supremacy” triggers anxiety for white people, but we have to overcome that anxiety.  Philanthropic organizations need to be brave to change.  

  • “Whiteness” is a better term to use than “Whites” or “White People” when discussing white attitudes towards racism.  Understanding racism isn’t about identifying as “White”.  It’s about “whiteness”; i.e., the perpetuation of the political/cultural norms which have given whites privilege and denied resources to Blacks and other minorities.

  • Real change won’t result from changing hearts and minds, important as that may be; it will come from dismantling imbedded racist practices.  

  • The focus for changing racist practices should be on becoming “race-centered” in perspective; i.e., understanding that many factors (e.g., gender, wealth, age, geography, culture) influence racial practices.

  • There is no cookie cutter approach.  “We haven’t figured this out yet.”  Therefore, as we try to do so, we will make mistakes.  Black and white people should work together to figure out where the gaps are and then find ways to reconcile.

  • White volunteer board members of non-profits have barriers to overcome.  They have positional power, operate from a position of privilege, are busy with other priorities and have unspoken biases and fears just like everyone else.  A tactical “screwdriver” approach using “intentional analysis” is better than a “hammer” approach in getting them to become self-aware and understand what they don’t yet know about racism. 

  • “Adaptive Leadership” is a key.  Foundation leaders need to shift their mindset from looking at grant making as transactional to “trust-based” grant-making with the non-profits they fund; i.e., foundations should “set the table” by asking questions to the organizations “that do the work” and being open to learning from them how to effect change.  We have to “imagine” what change would look like and work collaboratively to achieve it. 

In making the above points, Mr. Marcus reminded listeners that “hope is not a strategy”.  As noted above, action is needed to change racist practices.  As he was making this point, I kept thinking that “hope” is important in another sense.  Leaders need to believe that changing anti-racist practices can be accomplished, that the work they do will matter.  Here are some reasons for hope:

  • “This Does Feel Different”:  Many people I respect of both races have been saying this.  More white people than I would have expected appear to be honestly self-reflecting and learning about the impact of racism on their own attitudes.  The kind of open dialogue I have heard is tangibly different from anything I’ve experienced going way back to the Civil Rights movement.  

  • Sharing Experiences:  Keva believes that uncovering of “hidden histories” is a good way to educate whites about racism.  “If you didn’t live in New York City in the ‘70’s, John, you would not be aware of the Rosedale Housing issue.  I grew up 10 minutes away from Rosedale.  It’s impact still resonates with me today.”  Take a look at this video to see what he means:  

Rosedale Queens Housing Discrimination: https://www.youtube.com/watch?v=nrVdaxDgr2g&t=9s

So did the Black Power salute Tommy Smith and John Carlos gave a at the 1968 Olympic Games. 

In both cases, white mainstream American reaction was very negative.  Today our attitudes are still influenced by what we see and hear in the media, but the media is now multi-media and immediate.  Colin Kaepernick’s “taking one knee” during the National Anthem before an NFL game in San Diego quickly became viral and controversial.  

Unlike the Ali and Smith/Carlos era protests, Kaepernick is just one of many prominent voices.  There has been a steadily increasing role played by prominent Blacks in positively influencing public opinion and culture through elected officials, professional news reporting, business leadership, board roles, movies and TV programs.  Entertainment and sports figures like Malcolm Jenkins are using their platforms to speak out persuasively about racial justice like never before.  https://www.youtube.com/watch?v=zReNJQcPp-E.  Present and former Major League Baseball players have formed The Players Alliance to publicly support of Black Lives Matter.

White people are listening and learning.  

  • Soul of America:  I read Jon Meachem’s book, Soul of America, before the current national focus on racism, but still lean back on its hopeful theme.  Meachem traces horrible chapters in our nation’s history, including racism in particular, and demonstrates how we somehow (in our “soul”) have had the capacity to find our “better angels” to turn our nation back in the right direction.  History shows us that there will be steps forward, then steps backward, then mores forward, but with an upward trajectory. 

  • Other Movements:  There are other major social justice movements and moments (e.g., election of a Black President, Me Too Movement, legalization of gay marriage, elected women officials) that give hope.  From them we have seen that public opinion can turn quickly, allowing change.  

  • Demographics:  In less than 25 years, it is projected that white people will no longer be the majority of our country’s population, and there are even signs that diversification is accelerating faster than expected (see HERE).  It stands to reason that our politics and culture will change with it.  

  • Economics:  I think America will eventually figure out that the equitable provision of resources to Blacks so they can succeed in our society will have economic benefits for all.  Why in the world would we not want to harness the intellectual and human resource capital of Blacks for the economic gain of all?  

  • Youth:  I asked my granddaughter Lily, a sophomore in college, why there were so many young whites joining with Black youth in the demonstrations across the country.  She responded, 

“We grew up in the wake of 911 and came of age during Obama’s presidency which was full of hope.  We’ve been dealing since then with the opposite.  We will be voting.  We hold people accountable through social media and person-to-person. We will make a difference.”  

*****
“It’s Economics, Stupid”

Economic inequality is another “Mr. Big”.  Many white people have been conditioned to view Blacks as “poor” in a negative way without a fundamental understanding of the underlying racist causes of urban poverty.  (See Keva White’s course on “Understanding Urban Poverty”,).  Now, it seems mainstream media stories are … finally … pointing out the glaring Black/White wealth gap in this country and the structural reasons behind it.  Some examples follow: 

Ron Allen, NBC News, 7/2/20, addressing why so few Black families have wealth (lack of intergenerational wealth, student loans, lower wages):

“Having capital gives you breathing room.  If you don’t have it, you’re not breathing, you’re suffocating.”

David Leonhardt, “The ‘Invisible Men’ Problem, NY Times, 6/25/20, The Black-white income gap is as big as it was in 1950. 

“That’s remarkable. Despite decades of political change — the end of enforced segregation across the South, the legalization of interracial marriage, the passage of multiple civil rights laws and more — the wages of black men trail those of white men by as much as when Harry Truman was president. That gap indicates that there have also been powerful forces pushing against racial equality.”

David Leonhardt & Yaryna Serkez, “American Exceptionalism”, NY Times, 7/5/20, p. 11:

“It is no surprise that the median Black family had roughly one-tenth of the wealth of a white family as of 2016.  The gap not only limits education and career options, it’s also a source of gnawing anxiety about how the bills will get paid in the event of a job loss or costly illness – setbacks facing millions of families, again disproportionately Black during the COVID-19 pandemic.

“Nearly half of Black households have limited access to retail banking services, or none at all.  And Black customers who have bank accounts pay more - $190 more for a checking account – compared with white customers, according to one study.  That’s because banks in communities of color generally require higher opening balances and minimums to avoid fees, and they charge more for A.T.M. transactions and overdrafts.  Seemingly small differences in bank fees pay off handsomely for the industry.”

The 1 Percent” documentary by Jamie Johnson boldly demonstrates the nature and impact of the wealth gap in our country: 

*****
Patience 

During a zoom call with a group of whites a friend said she had participated earlier in the week in a zoom call sponsored by the national Episcopal and Lutheran churches.  A church leader on the call had counseled patience because dramatic change is hard and takes time given the obstacles.  

I reminded my friend of Dr. Martin Luther King’s remarks about patience in his letter from the Birmingham jail (emphasis added):

We know through painful experience that freedom is never voluntarily given by the oppressor; it must be demanded by the oppressed. Frankly I have never yet engaged in a direct-action movement that was ‘well timed,’ according to the timetable of those who have not suffered unduly from the disease of segregation. For years now I have heard the word ‘Wait!’ It rings in the ear of every Negro with a piercing familiarity. This ‘wait’ has almost always meant ‘never.’ It has been a tranquilizing Thalidomide, relieving the emotional stress for a moment, only to give birth to an ill formed infant of frustration. We must come to see with the distinguished jurist of yesterday that ‘justice too long delayed is justice denied.’ We have waited for more than 340 years for our constitutional and God-given rights. The nations of Asia and Africa are moving with jet like speed toward the goal of political independence, and we still creep at horse and buggy pace toward the gaining of a cup of coffee at a lunch counter. 

“Perhaps it is easy for those who have never felt the stinging darts of segregation to say wait. 

“But when you have seen vicious mobs lynch your mothers and fathers at will and drown your sisters and brothers at whim; 

“When you have seen hate-filled policemen curse, kick, brutalize, and even kill your black brothers and sisters with impunity; 

“When you see the vast majority of your 20 million Negro brothers smothering in an airtight cage of poverty in the midst of an affluent society; 

“When you suddenly find your tongue twisted and your speech stammering as you seek to explain to your six-year-old daughter why she can’t go to the public amusement park that has just been advertised on television, and see the tears welling up in her little eyes when she is told that Funtown is closed to colored children, and see the depressing clouds of inferiority begin to form in her little mental sky, and see her begin to distort her little personality by unconsciously developing a bitterness toward white people; when you have to concoct an answer for a five-year-old son who is asking in agonizing pathos: ‘Daddy, why do white people treat colored people so mean?’ 

“When you take a cross country drive and find it necessary to sleep night after night in the uncomfortable corners of your automobile because no motel will accept you; when you are humiliated day in and day out by nagging signs reading ‘white’ men and ‘colored’ when your first name becomes ‘nigger’ and your middle name becomes ‘boy’ (however old you are) and your last name becomes ‘John,’ and when your wife and mother are never given the respected title of ‘Mrs.’, when you are harried by day and haunted by night by the fact that you are a Negro, living constantly at tip-toe stance, never quite knowing what to expect next, and plagued with inner fears and outer resentments; 

“When you are forever fighting a degenerating sense of ‘nobodiness’—then you will understand why we find it difficult to wait. 

“There comes a time when the cup of endurance runs over, and men are no longer willing to be plunged into an abyss of injustice where they experience the bleakness of corroding despair. I hope, sirs, you can understand our legitimate and unavoidable impatience.”

Many of the types of oppression Dr. King described still exist today, over a half century later.  Since the Civil Rights Movement of the 1960’s, the Civil Rights Act of 1964 and Voting Rights Act of 1965 and Great Society programs enacted during the Lyndon Johnson years, the political narrative has focused on the middle class and waging war.  As I see it, suggesting that Black people should be patient for change is just another way white people rationalize their own inaction.  After 400 years, white society can’t realistically expect the Black community to be patient.  

*****
Responsibility 

What can leaders do to meaningfully address racism?  As noted above, it’s important to translate active listening into learning and then learning into action.  Part of the learning process is to admit, with humility, that your organization (and you!) have not addressed racism in a meaningful way and that your own inbred attitudes towards Blacks, shaped by years of living in a racist society, may have influenced your past actions and, most likely, your lack of attention to the impact of racism.  Then, assume the responsibility of taking meaningful steps to eliminate racism.  This means owning the issue as a top priority, executing actions effectively in a sustainable way and being accountable, just like any other personal or business imperative.   

I am fortunate to serve on the board of a non-profit foundation which over the better part of 2019 reexamined its vision and mission through a social equity lens.  We committed as an organization “and as individual board members” to “recognize that the roots of inequity run deep in our society, and we strive to understand our own roles in sustaining structural inequity.”  https://healthspark.org/history  For board members who are white, myself included, this represented a leap from being theoretically opposed to racism to recognizing our own role in perpetuating structural racism through our inbred bias, actions and inactions and doing something about it in the way we make grants, manage our investments, recruit new board members, hire consultants, honestly talk to each other and, I hope, much more. 

There is, of course, no cookie cutter approach because organizations are different, and actions taken need to be consistent with the organization’s mission although it may very well mean a reexamination of that mission.  It may take a wholesale equity audit of all practices and creative thinking.  It’s not just about recruiting a more diverse board or having non-discriminatory hiring practices.  I suspect it will take innovative solutions and courage to take risks.  If it’s easy, ask seriously whether you are doing the right thing or doing enough. 

Here are a few ideas I’ve written about in previous “Rounding Third” blogs.  The first is from my April 23, 2018 blog, "Rounding Third" #12: "My Black Playmate Next Door":

“…the calls of well-intentioned leaders for board, executive and employee diversity are not enough.  Neither is hiring a minority person to a top HR position. Recruiting people of color (and other minorities) to board and executive positions isn’t either.  White leaders must first learn about and appreciate the underlying causes and effects of racism, poverty and white privilege in this country, and they must honestly identify and confront their own subliminal biases.  Without these foundational understandings, there will be no personal leadership commitment to, or basis for, transforming organizations to eliminate discrimination and capture the full value that comes from a diverse board, executive team and creative workforce.”  

The second is from my January 23, 2019 blog, "Rounding Third Leadership Series #17: We Can't Give Them Both Offers":

“Inspired leaders lead by personal example. A now retired executive friend ran a $1 billion nonprofit health system. In discussions with minority vendors in the surrounding community, he discovered these vendors couldn’t meet the system’s purchasing conditions because the financing they needed to invest in new resources to meet the system’s demand was not available to them. Unwilling to let that be a roadblock, he persuaded the system’s principal bank to lend money to the minority vendors with the system’s backing. The vendors invested the funds as planned, they got the contracts and they performed well.”

It may mean training your board members on diversity, equity and inclusion, boycotting offending business partners, making socially responsible investments, stop hiring white friends and paying them better than a more qualified person of color or rethinking how you market.  It will take authentic leadership commitment.  

***** 
“A Picture is Worth a Thousand Words”

For many Americans and me, the image of the Minneapolis police officer kneeling on George Floyd’s neck as he gasped for the breath of life represents Black oppression.   

 


Another compelling one is the “Equity Image” which demonstrates that providing equal opportunity doesn’t work unless the disenfranchised also have access to equal resources:


 
 

And, the fence the kids are behind represents the obstacles created by institutional racism.  We need to tear them down so the next generation of Black Americans are “in” the game. 

Yet another image describes the “interlocking forces of oppression” that impact Blacks because of systematic racism.  It is the “birdcage” in White Fragility, p. 23, which is attributed to Margaret Frye, The Politics of Reality: Essays in Feminist Theory (Trumansburg, NY: Crossing Press, 1983):

“…If you stand close to a birdcage and press your face against the wires, your perception of the bars will disappear and you will have an almost unobstructed view of the bird.  If you turn your head to examine one wire of the cage closely, you will not be able to see the other wires.  If your understanding of the cage is based on this myopic view, you may not understand why the bird doesn’t just go around the single wire and fly away.  You might even assume the bird liked or chose its place in the cage.

“But if you stepped back and took a wider view, you would begin to see that the wires come together in an interlocking pattern – a pattern that works to hold the bird firmly in place. It now becomes clear that a network of systematically related barriers surrounds the bird.  Taken individually, none of these barriers would be that difficult for the bird to get around, but because they interlock with each other, they thoroughly restrict the bird.”

*****
The Power of Stories

A few people in all-white discussion groups have made the point that we need to learn on our own about racism.  It’s our responsibility and we should not burden Black people to do it for us.  I pushed back, believing from my own experience that honest discussions about racism with Black people who have experienced racism in their own lives has helped me understand and deal with my own innate prejudices.  Here are just a few stories I have personally witnessed recently, each one rooted in institutional racism: 

  • The masters-trained social worker whose high school guidance counselor told him he was not good enough to go to college.  

  • The meticulous steps taken by a father with his family in preparation for being pulled over late at night by state troopers on the NJ Turnpike on the way back to South Jersey from a visit with his elderly mother in New York City.  

  • What it feels like to be followed around a store when shopping.  

  • The worry in the voice of a social service professional who works with abused children when relating how many of those children say they hate white people.  

  • The high school honor student (now a sophomore in college) who did all her high school homework and term papers on a smart phone because her public school didn’t provide laptops and her parents couldn’t afford one.

  • A group of college students raised in the foster care system talking candidly about not being able to go “home” for Thanksgiving or Christmas. 

  • A food insecure mother who gets to her college class just in time from her job only to find she has to park illegally because there are no on-campus parking places left. 

It’s one thing to read about these types of stories or hear them on TV, and quite another to hear them from people you know and respect.  I try to empathize about how these types of experiences would make me feel, but I can’t feel the emotional hurt they must generate for the storytellers.  While some of the listed experiences may happen to white people too, it doesn’t happen to them because of the color of their skin or as a result of the long-term impact of institutional racism.  

*****
“Steve”

I participated in a book group reading “White Fragility” by Robin DiAngelo, PhD, the “hot” book this summer for white people trying to learn about their own racist feelings triggered by the George Floyd murder.  One group member asked if we could talk about our personal relationships with Black people.  Some group members admitted not knowing many (even any) Black people.  Many white people (myself and friends included) live, socialize and worship in mostly white communities.  

I didn’t recall encountering Black people before “My Black Playmate” referred to in "Rounding Third" #12: "My Black Playmate Next Door".  I was 10 years old then.  My mind ran through a list of men and women of color I have met, worked with and, to a lesser extent, socialized with since then.  Then, a Black person I never knew emerged.

My father, Edward Arlington Kepner, died when I was 11 years old.  I have very few memories of him, but three that remain helped shape my views on racism as a young boy.  One I recounted in Blog #12, referenced above.  

The second was a debate my dad and I had on this question:  Who was the greater president, Washington or Lincoln?  He gave me the choice of presidents.  Wanting an advantage, I picked Lincoln because I knew my dad favored Lincoln “because he freed the slaves”.  

When my father was a youngster in Royersford, PA 100 years ago, there was a Black man named Steve who drove a wagon through town.  Steve used to let young “Arlington” ride next to him.  My dad was ridiculed about this by the town’s people who called him “Little Steve”. I tell the story with thanks for Big Steve showing kindness to a little boy and with pride at my father accepting the gift of his name.  You see, my father was called “Steve” for the rest of his life.  And, no doubt, when people asked him how he got the name, it gave him the opportunity to tell them why.  

Other References

  • Keva White, Training Course Power Point: “The Race to Social Justice”, available here:  https://bit.ly/3kFPsVn).

  • Peggy McIntosh, Essay: “White Privilege: Unpacking the Invisible Knapsack”, available here: https://www.racialequitytools.org/resourcefiles/mcintosh.pdf

  • Layla F. Saad, Me and White Supremacy: Combat Racism, Change the World, and Become a Good Ancestor (Sourcebooks, 2010)

  • Debby Irving, Waking up White and Finding Myself in the Story of Race (Elephant Room Press, 2014)

  • Ibram X. Kendi, Stamped from the Beginning: The Definitive History of Racist Ideas in America (Bold Type Books, 2016)

"Rounding Third Leadership Series #21: Director Leadership in Crisis"

The COVID-19 crisis has been a “once-in-a-life-time” experience for everyone, including directors of non-profit organizations, large and small.  I have had the privilege, as a director of three very different non-profits, to observe how several non-profit organizations have reacted to the crisis from various governing board perspectives.  I have also had the fortune of working with a wonderful fellow board member on a presentation on this subject for other non-profit board members.  Many thanks to Larry Berger, former General Counsel to The Philadelphia Museum of Art and, before that, a partner with the law firm of Morgan Lewis for his help.  Our presentation on behalf of Philadelphia Youth Sports Collaborative covers the role of non-profit directors in addressing crises from legal, financial, practical and experiential perspectives.  A link to our presentation is HERE

"Rounding Third Leadership Series #20: Saying "No"

On a long walk through the woods the other day I thought back on memorable professional experiences.  The most impactful ones had things in common. I’ve picked three to illustrate the point. 

  • The CEO of a large health system convened his executive team and outside advisors to decide whether and how to respond to a request for proposal (RFP) from a competing non-profit hospital seeking to be purchased.  Intelligence indicated that the RFP had also gone to several for-profit hospital chains which would be new market entrants and formidable competitors. Conventional wisdom suggested that the health system should submit a preemptive bid to buy and eliminate its competitor.  Instead, the health system took competitive advantage by building a hospital half-way between its urban flagship hospital and the competitor. The new hospital was a huge success. 

  • The most powerful third-party health insurance company in the region informed a small suburban non-profit hospital with very little negotiating leverage that it was drastically cutting its reimbursement rates when its current contract expired.  While there were credible antitrust claims this and other hospitals had, none of them had ever brought suit to advance those claims, fearing protracted, expensive litigation and other reprisals. After careful planning with advisors and an honest discussion with board members, the hospital brought suit on its own.  On the eve of the deposition of the insurer’s CEO, the insurer agreed to reasonable rates and the suit was withdrawn. 

  • A new trustee of a non-profit social service agency was called into his first finance committee to review and approve a deficit budget for submission to the board soon thereafter.  Sensing that management was used to getting “rubber stamp” approval, he voiced concern that management had not yet addressed the tough issues causing the budgeted deficit and told the committee he could not support the budget without a plan to address those issues.  Given the tight time frame and after collaborative discussion, the committee and board voted to approve the budget with two strict provisos: the issues had to be addressed over the coming year and the following year’s budget had to be balanced. Thereafter, balancing the budget became an institutional norm.

Conventional wisdom, circumstances and/or the usual way of doing business would have suggested a different result.  Instead, each organization basically said “wait a minute, let’s think this through”. A disciplined decision-making process was followed that included obtaining blended points of view after looking objectively at the relevant facts and circumstances.  A long-term, strategic view was taken. Important stakeholders were consulted. Consensus was stressed. Ultimately, courage was called upon to say “no”. 

"Rounding Third Leadership Series #19: Trustee Recruitment - Building Your 'Farm Team'"

Non-profit organizational success hinges on having a “major league” trustee board.  That means having in place: the right board size; clear board membership criteria; a well-defined trustee recruitment and orientation plan; access to needed trustee skill sets and expertise; succession planning for trustee term renewals and unexpected resignations; appointment of trustees to committees fitting their expertise and interests; empowering trustees to contribute to decision-making; and a well-run and well-connected governance committee.  

It is also critical to build a reserve of potential qualified trustees to fill current (sometimes emergent) and future board slots.  It’s a delicate process. Potential trustees may not be well-known by existing trustees. There may be few or no trustee openings. Otherwise interested candidates may have time, financial giving, conflict of interest or other constraints.  

Fortunately, there are several ways to build a “farm team” of engaged trustee candidates. 

Board Committees:  Committees are often a good proving ground.  But, avoid appointing prospects to committees which have decision making authority (e.g., an executive committee authorized to act between board meetings); have responsibility for board recruitment (e.g., governance committee); or deal with sensitive information (e.g., finance and audit committee).

Advisory/Auxiliary Groups:  Some non-profits convene volunteer advisory or program alumni groups for fundraising and/or other purposes.  It’s important to charter these organizations carefully so their roles support the organization without ceding authority which runs counter to the board’s responsibilities. 

Community Volunteers:  In this model, a small number of qualified, well-vetted people from the community are recruited for a year to attend and participate in committee and board meetings and community programs sponsored by the organization.  

Single Event Participation:  Volunteer leadership of annual fundraising, advocacy or social events gives prospects the opportunity to contribute in a way which can be managed around other time commitments. 

Ambassadors/Reviewers:  Grant-making non-profits recruit knowledgeable, well-trained volunteers as representatives to community programs they sponsor and/or to perform interim, on-site reviews to see how effectively grantees are using grant money. 

Ad Hoc Studies:  Some organizations ask outside volunteers with subject matter expertise to join ad hoc groups convened to make recommendations to the board on specific issues that cut across board committee roles. 

Pro Bono:  Professionals with specialized marketing, development, financial, legal and other expertise may be recruited to help on a pro bono basis subject to ethical and other professional constraints. 

These constructs should not be initiated unless they fit the non-profit’s game plan in a way which the board concludes will add value.  And, you will need a ready, willing and able “coaching” staff to manage the farm team volunteers, including:  

  • Prospects should be screened appropriately before being asked to join; 

  • Their positions should be meaningful (A-level prospects won’t volunteer unless they believe they add important value to the recipient organization);

  • Expectations need to be carefully managed (be open with prospects about whether or not an eventual board position is in the offing); and 

  • Use the opportunity to test their expertise and commitment and get to know them better.  

A good game plan, well-executed and with good coaching, should position the board to call up its best prospects to the “Majors” when the time is right.  

"Rounding Third Leadership Series #18: Board Giving - Is 100% Enough?"

Conventional wisdom dictates that all trustees of non-profit organizations contribute annually.  Trustees are told often that this is what grant-making foundations expect.  Similarly, trustees are often expected to make their organizations one of the top three charities to which they contribute.  These two commitments are, for sure, important indicia of board engagement that foundations look to for assurance that their grants are well-placed.  

But, are they enough?  Afterall, “100%-Top 3” board giving won’t guarantee that grantee organizations will steward foundation largess well.  Nor will grant criteria, outcome measures, grantee reports and other mechanisms foundations typically use.

In looking at governing board financial contributions as one important factor, what other elements of trustee giving can foundations address in assessing a board’s organizational commitment? Here are some questions to consider:

  • Does the grantee organization have a written board policy mandating board giving or at least a set of discretionary guidelines?

  • Are trustees “required”, or at least “encouraged”, to give a minimum annual amount, and/or give according to their means?

  • What is the trend?  Has trustee giving been increasing, static or decreasing?  

  • Are trustees asked to identify the other top two charities to which they contribute because doing so may indicate either opportunities for collaboration or even conflicts?

  • How long have the policy or guidelines been in place and how frequently are they reviewed, modified and confirmed by the board?

  • Do the policy or guidelines apply to capital campaigns?  Planned giving?

  • Are trustees expected to (and do they) not only give but also “get”; i.e., do they approach their contacts to give them an opportunity to contribute?

  • In meeting a board policy or guidelines, must trustees give individually only or are they also credited for matching gifts and contributions from family members and family foundations?

  • Do grantee organizations budget annually for a realistic level of board contributions?

  • How are trustees held accountable for their commitments?  There are various ways; e.g., performance dashboards shared throughout the year with the board; inclusion of board giving in annual written commitments trustees are asked to sign; and board chair and advancement committee reminders and follow-up calls.

  • Are prospective trustees recruited with an expectation that they will meet the board’s policy or guidelines?

  • Does the grantee recognize the importance of other factors in addition to board giving as also critically important to organizational viability (e.g., subject matter expertise, time commitment and influence)?

Foundations may address all or some of these questions informally through prospective grantee discussions or more formally through the application process and on-going reporting on multi-year grants.  Provider boards will differ widely in the degree to which they address these questions, and foundations may want to remain flexible in their inquiries depending upon the nature and level of grants. However, the common thread these questions address is whether the grantee organization has developed, or is in the process of taking tangible steps to develop, a culture of giving, a culture that reflects the individual and collective trustee devotion – even passion - to meet the organization’s charitable mission on a sustained basis.

"Rounding Third Leadership Series #17: We Can't Give Them Both Offers"

During my first year as a law firm associate (1972), we had two female summer associates for the first time. By summer’s end it was clear that the women had out- performed the other two men law students. And, the word was out: the firm would make only two offers of permanent employment. I naturally assumed the two women, being more qualified, would get those offers.

When I pointed this out to one of our corporate partners, he responded, matter-of-factly, “We can’t give them both offers.”

Checking my rising anger, I countered. “I don’t understand. We had only a few women in my law school class, but the number is going up fast and will be half of incoming classes in no time. What if our competing law firms hire the best law students regardless of whether they are women? Wouldn’t our quality suffer and we’ll fall behind?”

I had him.

As he paused, I drove home another point. “And, what about your three daughters? If they go to law school, do you want them to lose out on getting law firm jobs just because they are women?”

Almost thirty years later, I returned to the firm – interrupting my business career – to manage the business department. That corporate partner, now in his late 60’s and contemplating retirement, confided that he was transitioning some of his biggest clients to one of the firm’s best younger partners, a woman whom he had mentored.

As my story illustrates, discrimination may be countered by economic and personal arguments. Educating people to discrimination’s negative societal effects is important too. In many cases, it’s against the law. Most important, as Lyndon Johnson argued when engineering passage of the Voting Rights Act, it is morally wrong.

Leaders must make the case for diversity and inclusion, use their influence to make it a priority and persuade others to back a plan of action to achieve it. Incentives to spur action, enlisting champions and spreading the initiative to all organizational levels help too.

Inspired leaders lead by personal example. A retired executive friend ran a $1 billion nonprofit health system. In discussions with minority vendors in the surrounding community, he discovered they couldn’t meet the system’s purchasing conditions because the financing they needed to invest in new resources to meet the system’s demand was not available to them. Unwilling to let that be a roadblock, he persuaded the system’s principal bank to lend money to the minority vendors with the system’s backing. The vendors invested the funds as planned, they got the contracts and they performed well.

"Rounding Third" Leadership Series #16: Developing Leaders: A Strategic Priority

(Part 2)

My last “Rounding Third” invites inquiry into what should be covered in a leadership development program.  The following elements come to mind.  I believe that, taken together, teaching these elements will equip leaders to create organizational value.

Organizational Elements

First, managers need to understand the very essence of their organization.  I used to carry my employer’s mission statement in my wallet.  Managers should know what the mission is, how it originated, why it is important and how it integrates into the organization’s business model.  They should understand that missions change over time for many reasons (e.g., transformative technology advances, changes in government funding priorities).  The IBM of today is far different from the IBM of yesteryear.  

Values were written right below the mission statement on my wallet card.  Organizational values link to mission.  Example: “we honor the dignity of our patients”.  

The business purpose of a for-profit company is to acquire, grow and retain customers at a profit.  This purpose supports its mission, and the mission in turn informs the organization’s purpose.  Strategic plans, product and service offerings, customers and how the organization goes about making a profit may change over time as the business environment changes.  Sometimes, the environment changes so radically that the company’s mission itself is altered.  However, the underlying purpose is unchanging: it’s always about getting, retaining and growing a customer base in a way that makes money.  

The business purpose of a non-profit organization has a different spin, but it too doesn’t change.  The people served by a non-profit (referred to as “clients”, “patients” or some other term usually preferred over “customers”) and how they come to the organization (how they are “acquired”) may change over time (e.g., the needs may change, the needs may be met in new ways or the government changes the way it covers needed services). Again, the changes may be so significant that the organization’s very mission must be revised.  But, the unchanging organizational purpose of a non-profit is to offer services which meet client needs, serve as many clients with those needs as is feasible and grow those services (or refer the clients to other organizations) if their needs aren’t being met.  Instead of doing this to turn a profit, non-profits strive to do this on a sustained basis.  It’s the old adage:  no money, no mission. 

A consultant friend used to say that an organization’s vision (sometimes confused with its mission) is that one big goal “you can recite at gunpoint”.  JFK’s classic space vision 50 years ago was to “put a man on the moon by the end of the decade”.  A vision, once achieved, will give rise to a new vision as the organization’s strategic plan changes over time.  

Good leaders translate mission, values, purpose and vision into value-creating action.  They deploy best practices for strategic and operational planning, implementation and organizational effectiveness. And, they create a motivating culture of success.  

Leaders keep things simple. Whatever one may think of his politics, Ronald Reagan was known for consistently and effectively championing and communicating a few simple themes.  He didn’t get lost in the details.  

Relational Elements

Leaders master the art of relating well to others to create organizational value.  

They manage effectively up (to senior executives), laterally (to peer managers), down (to their direct reports) and outside (to business partners).

They know how to build and run teams and design workable processes for teams to get things done. 

As influencers and negotiators, they put themselves in the shoes of other people to understand their motivations and expectations.  

Leaders look for win-win relationships where both parties create value together and compromise for the greater good.  Compromise involves giving something up.  In win-lose relationships, one side must always win.  That may pay off in the short run, but the loser is left hurt with a bitter memory that come back to haunt. 

Personal Elements

Effective leaders are “all about” the organization rather than themselves.

Strong leaders demonstrate by word and actions genuine personal values of humility, fairness and caring for others in their dealings with employees, board members and business partners.  

They have a value creation mindset fueled by life-long learning and curiosity.  

I remember a United Way leadership seminar called “Leaders Lead”.  I took it to mean that leaders are decisive.  They take prudent risks.  They tackle the tough issues others ignore at their jeopardy.  

One of my favorite football slogans is “when the going gets tough, the tough get going”.  Today we say leaders have grit and resilience.  

Finally, leaders are healthy.  They take care of their personal selves.  

"Rounding Third" Leadership Series #15: Developing Leaders: A Strategic Priority

(Part 1)

Many organizations I’ve worked for or advised have had fine performance evaluation processes for senior and mid-level employees.  They had subjective performance reviews conducted by supervisors, usually coupled with employee self-evaluations.  Some tied performance reviews to financial incentives, measuring performance by success in meeting predetermined, objective personal work and organizational goals.  In some cases, the incentives were triggered (or not) by meeting an organizational profitability goal beyond the employee’s individual ability to influence directly.  

One organization used the performance reviews as the basis for senior management to plot their managers’ relative potential to advance in the organization.  Occasionally, I also saw managers tested for personality types (Myers Briggs) or to determine how people inside and outside of the organization perceived their leadership strengths and weaknesses (360 Degree Leadership).  

These well-intended practices were only indirectly and episodically aimed at helping senior and mid-level managers gain leadership skills.  Yes, most organizations encouraged and some required managers to select from, and take, a variety of educational courses and reimbursed managers for continuing education essential to maintaining professional licensure.  But, leadership development was simply not a strategic organizational priority that translated to an organized, well-resourced program with a goal of helping managers become first-rate leaders.  

This has baffled me.  What could be more important than developing a cadre of strong future leaders?  After all, leaders create new organizational value.  Developing a bench of leaders in waiting is essential to senior leadership succession planning.  And, what a great morale builder for managers who are made to feel valued by a caring organization willing to help them build leadership skills.  

Of course, some managers who develop into leaders will be recruited elsewhere.  However, grateful leaders who go elsewhere may end up repaying the organization that invested in their leadership development as future business partners, promoters, board members, investors or donors. 

The next “Rounding Third” (#16) addresses what to cover in a leadership program.  

"Rounding Third" Leadership Series #14: Power Brushes

You never know when a life-altering moment is going to happen.  A former law partner of mine loved to tell about an acquaintance, John Filo, who snapped the iconic picture of the Kent State shooting in 1970.  Filo, a junior, drove the picture to the Pittsburgh Post-Gazette instead of waiting to publish it in his college paper.  He talked them into running it, and he won the Pulitzer Prize.

I spent Spring 1968, my junior year in college, in the Washington Semester Program at American University in Washington, D.C. with students from across the country.  It was a heady time to be there given the Vietnam War, Gene McCarthy’s Presidential candidacy and the prospect that Bobby Kennedy might also challenge the President in ’68.  

I was primed for my own life-altering moment, and for good reason.  We had almost daily seminars with Supreme Court Justices, Senators, Congressmen, agency heads, journalists and the like. 

My semester project was a study of Robert Kennedy’s staff.  I interviewed 25 or more of his staff, the largest on the Hill, working my way up to Joe Dolan who ran the operation.  I wanted to hear from him and interview Kennedy’s highly publicized legislative assistants, Peter Edelman and Adam Walinsky.  Dolan got wind of my project and invited me on the spur of the moment into the Senator’s office.  There I was, google-eying his children’s drawings on the wall, imagining I might even get a chance to interview RFK.  But, then, instead of answering my questions, Dolan cut off further staff contact, fearing I would release my findings to the press. He didn’t buy my “I’m just a student doing a term paper” argument.  He called me at the end of the semester, asking for a copy.  I refused.  

Back at Wesleyan in the fall I was chagrined to learn from government professor David Adamany (later President of Temple University) that he knew Dolan, Edelman and Walinsky and could have helped me get those interviews.  The “B” I was lucky to get on my incomplete paper could have been an “A+”.  

Called Strike One!

Half-way through a seminar with Joseph Califano at the White House he abruptly invited us to join him on the South Portico to greet Vice President Humphrey who was arriving by helicopter to report to President Johnson on his trip to Europe.  There I was again, in the midst of power, surrounded by the entire cabinet and Congressional leadership.  The President marched out to the portico, reached out his hand and … somehow missed mine in favor of Hubert’s.  

Foul tip, Strike Two!!

I became fast friends with another Washington Semester student who lived in Cincinnati.  We both worked part-time for our home town Congressmen.  Mine was Peter Rodino who later ran the Judiciary Committee’s Watergate hearings.  As a reward, Rodino invited me to join him on the floor of Congress to hear General Westmoreland, home from Vietnam, address a joint session of Congress.  I wore the only sports jacket I had with me, a red silk one my mother had imported from the Orient.  When we arrived at our seats, Rodino introduced me to Wright Patman, powerful Chairman of the House Banking Committee.  Before I could say anything, Patman barked, “that coat sticks out like a sore thumb” and banished me from the floor to sit “back with the ambassadors”.  

Swing and a miss, Strike Three!!!

My friend Dick fared better.  He and I drove to Charlottesville on a Friday afternoon to visit another friend of mine for “Easters”, the party weekend at the University of Virginia.  Early that evening as we were walking from frat house to frat house, beers in hand, Dick’s Congressman’s staff somehow tracked him down.  If Dick could get back to D.C. in time, the Congressman – Robert Taft, Jr. of Ohio, President Taft’s grandson – wanted Dick to accompany him to breakfast on Saturday morning with President Johnson. 

Well, we did what all red-blooded college students would do:  we continued to party.  I drove Dick back to Washington in the middle of the night, just in time to change and meet Congressman Taft for The Breakfast.  

When he walked in with Taft to see the President, Johnson sized up Dick, poked his face towards him, paused and said, “Son, you look like shit!” 

                                                                       __________  

What have I learned from this story?  

Stay Cool: When Joe Dolan called me asking for a copy of my paper, why did I tell him to “pound sand”?  I lost a great opportunity to ask him for a personal meeting to deliver the paper and discuss my findings.  That would have shown my good intentions.  Who knows, it might have led to a summer internship working with Edelman and Walinsky.  

Think Critically:  It never occurred to me to touch base with my professors back at Wesleyan to see if any of them knew the Senator or high-level members of his staff.  Instead, I had networked through a family member on the Hill who had low level contacts.  And, I never thought about asking another student to borrow a sport coat appropriate to sitting among Senators and Congressmen at the august seat of our nation’s government.  

Fact Check:  I emailed Dick, managing partner of a big law firm in Cincinnati, a few years ago to fact check this story, thinking it would be a good yarn to write someday.  His reply: “I have no recollection of that”.  It’s highly unlikely that my friend blocked the incident out of his mind.  I have no idea how I made up the story or came to believe it.  Once it got laughs, I retold it and then kept telling it.  People believed it.  Fortunately, the story hurt no one.  It just made me feel good.  Now, when I tell it, I add Dick’s denial.  

 

 

 

 

"Round Third" Leadership Series #13: When Things Go Bad

CEO’s project confidence and command for good reason:  they get to the top by achieving success along the way, and they have access to resources their subordinates don’t.  Yet, some admit it’s a lonely job. By voicing concerns to, or seeking advice from, their board chair or senior staff they risk being viewed as indecisive, vulnerable and weak.  So, they don’t and remain isolated.

This can be especially problematic when the organization is in extremis.  People won’t risk association with and may even abandon a leader struggling to save an organization.  Their own careers come first just when the leader needs loyalty and assistance.

How can a leader protect against this?   

  • Be Prepared:  Executives love to grow businesses.  But, not actively managing risks inherent in core operations and expansion can be fatal.  Building a management mindset which identifies and manages risk, has back-up plans ready and is prepared to cut losing operations can help avoid crises.  

  • Confront Tough Questions:  An obnoxious executive everyone tolerates, a legacy operation that just breaks even, an overly aggressive big donor no one wants to aggravate: these types of tough problems go unanswered too often.  They undermine leadership and can corrode an organization. Deal with them.

  • Cultivate Ideas From Within:  Traditional top-down management assumes all wisdom resides at the executive level.  This wastes the potential of a workforce to contribute new ideas. An open culture which promotes, cultivates, harvests, implements and rewards new ideas which are respected by senior management promotes innovation and hedges against business downturns.

  • Develop An Enlightened Board: The best executives work hand-in-hand with board leadership to create a diverse group of engaged and independent board members vested in the organization’s success.  They collaborate with Board leadership to educate board members, provide material information transparently and encourage Board members to participate and think critically, strategically and, when necessary, surgically.  An enlightened board reduces the risk of, and will serve the leader well if, a crisis develops.  

  • Check Your Ego:  The best leaders exhibit genuine humility.  They admit that they don’t have all the answers and sometimes make mistakes.  They seek advice from their senior leaders, actively listen to them and carefully weigh advice when given.  With such openness, the executive suite won’t be so lonely if the business turns south.  

  • Have An Objective Counselor:  A no-nonsense counselor who knows the leader well, can think critically and quickly and has no financial or personal agenda with the leader can be invaluable.  The value comes from helping the leader to be physically, mentally and emotionally healthy and making sure the leader is thinking clearly, engages in excellent processes with stakeholders, is disciplined in approach and acts decisively and ethically.  

These measures won’t guarantee less lonely isolation if a crisis comes.  But, why risk it?

 

"Rounding Third" #12: "My Black Playmate Next Door"

In 4th grade, my family moved to Glen Ridge, New Jersey, an all-white NYC suburb.  In my senior year, Glen Ridge voted 90% for Goldwater. My house backed up on an all-black neighborhood in the town next-door, Montclair.  Our rear fence literally demarcated segregation.

When I began playing in my back yard with the black child from Montclair whose home abutted ours, our next door neighbor called my dad.  It was not appropriate, he asserted, for me to be playing with that black “so and so” in our neighborhood.  My father told him to “pound sand”.  

That began my social justice journey.  In college, I led the movement to integrate my fraternity, I was inspired by Martin Luther King who spoke on campus and I marched with our black community when he was assassinated.  While in law school, I worked for both Newark and Camden Legal Services and read a great deal of black literature during down time in the Army Reserves. I admired Muhammad Ali’s stand against the draft.  As a young associate in a corporate law firm, I regularly staffed the firm’s poverty law office in West Philadelphia. I advocated to our partners that integrating women and blacks into our law firm was not only right but made economic sense.  I was proud when assigned to mentor our first black lawyer, now a college president. I have supported diversity on governing boards I’ve joined, and in organizations where I worked; and I have volunteered for 40 years with a social service agency serving minorities.  

I patted myself on the back.  

Then, a few years ago, I attended a racism conference which included self-awareness exercises.  I later read a book about white privilege.* I began to understand – for the first time – just how much  deep-seated institutional racism, poverty and white privilege have negatively impacted our fellow black citizens.  On a personal level, I recognized my own buried biases and realized how often white privilege had benefited me over my life at the expense of minorities.  I began to wonder what this revelation meant for organizational leadership.

I concluded that the calls of well-intentioned leaders for board, executive and employee diversity are not enough.  Neither is hiring a minority person to a top HR position. Recruiting people of color (and other minorities) to board and executive positions isn’t either.  White leaders must first learn about and appreciate the underlying causes and effects of racism, poverty and white privilege in this country, and they must honestly identify and confront their own subliminal biases.  Without these foundational understandings, there will be no personal leadership commitment to, or basis for, transforming organizations to eliminate discrimination and capture the full value that comes from a diverse board, executive team and creative workforce.  

That transformation will require an organization-wide culture change, one that will take commitment, understanding and persistence.    

* Debby Irving, Waking Up White, and Finding Myself in the Story of Race (2014)

 

“Rounding Third” Leadership Series #11: The Element of Surprise

The executives around the table early that Monday morning bent in, listening intently to the CEO.  He was recounting a horrible mistake over the weekend which cost a patient’s life. When he finished, one-by-one his administrative team went into damage control:  what and how to report to regulatory authorities, how to handle the press when the word got out, how could such a thing happen, who was to blame, has the insurance carrier been notified, what did legal counsel say, how should this be communicated to the board, how to deal with fall-out from the patient’s family.  Everyone had clicked automatically into a liability mitigation mindset.

Everyone, that is, except the CEO.  Suddenly, he exclaimed “Stop!” After a pause, pregnant with anticipation, he added calmly and with emphasis, “Forget liability.  Our liability will take care of itself. Right now we have to talk to the family, tell them we screwed up and let them know we care.”  And, they did.

Another hospital CEO realized early on that he had inherited years of negative baggage when he assumed his new role.  He gathered his employees in the auditorium and asked them to write down on note cards their fears, regrets and complaints.  He collected the notes in a box and led the employees in a silent procession outside where he conducted a burial. Into the ground went the box and, symbolically, the baggage.  Now they were ready to build together a new, positive culture.

To make a similar point, another CEO led his employees out the door one morning after they had punched in on the time clock.  Under his arm was the time clock. He threw the clock into the pond in front of the hospital. He was effectively telling his employees that he trusted them to do their important jobs and that was more important than micro-managing their comings and goings.  

These stories have common elements.  The leaders used the element of surprise for an impactful purpose to help their employees and thus the organization.  They used the tactic rarely, thereby increasing the likelihood that their employees would remember the experience and act on it.  They thought through use of the tactic in advance and executed in a serious manner to project authenticity so that no one could misinterpret it as a silly exercise.  Finally, the exercise did not embarrass, demean or intimidate anyone.
 

“Rounding Third” Leadership Series #10: Sixty One and Counting

This is the final of three blogs looking at lifetime leadership lessons.

Ages 61 to 70:  I went to Italy without my computer when I was 60.  I could get emails, texts and calls on my phone, but didn’t.  My wife and I were on the go and having too much fun to be bothered.  When I returned, business had gotten on just fine without me.

This got me to thinking that I wasn’t actually indispensable.  I had just thought I was. I had impressed myself, rationalizing that my work (and, by implication, I) was needed and, therefore, important. Outstanding performance reviews and worthy results were not my exclusive province.  Most of my superiors and peers also worked hard and smart. People moved laterally to other organizations, took new positions elsewhere and retired. Yes, some even died. Healthy organizations had survived, even thrived, without them as new talent moved in.  The best leaders, understanding they were replaceable, served as enlightened caretakers entrusted by their organizations as stewards during their tenures until well-groomed successors took over in smooth transitions. Those leaders were defined not by their positions, but by their character.  

71 and Beyond:  If your life is defined by your job, recognizing that you can be replaced can be deflating, even depressing.    Fortunately for me, recognition that I was replaceable in my early 60’s was liberating. It was as if I had lifted my head at daybreak from my keyboard, switched off my phone, looked out my window and saw a bright new sunrise of opportunity.  Rather than hide my plans to leave my employer as I neared age 65, I let everyone know.

Some executives who have been defined by their jobs enter “retirement” without a plan.  But, with nothing else to do, golf can get old fast.  Instead, I recommend what my mentor friend John calls “re-fire-ment” ; i.e., getting fired up to take advantage of your new found personal freedom.  

Before committing to anything new, spend a “sabbatical” year of discovery.  Read and reflect on subjects of intellectual interest. Try new professional and leisure activities.  Identify new endeavors that will capitalize on your best leadership skills. Challenge yourself in new ways.  Resolve to achieve a meaningful personal purpose. Enjoy life on your own terms.

Seize the lifetime opportunity to become truly indispensable to yourself and your loved ones.

“Rounding Third” Leadership Series #9: Thirty-One to Sixty

This is the second of three blogs looking at leadership lessons learned over my career.

Ages 31 to 40:  These were the formative years of legal practice when I chose health care over securities as a practice specialty and built my firm’s health care practice.  I learned how to: develop a business strategy (I wrote a business plan - unheard of for lawyers at the time!); develop and market a practice differentiated from our competition; recruit and manage  talented support staff; establish a reputation for client service and trust; and capture administrative efficiencies. Looking back, it all came down to value creation for clients and my law firm. Value creation for customers became a theme essential to leadership.   

Ages 41 to 50:  During these years my health practice grew and I then joined a large university hospital in a business capacity to help develop a regional health system.  Recruiting talent to support this initiative was crucial. I found that identifying smart future stars with great personalities and strong values, selling them on partnering to achieve a dynamic vision of growth and excellence and then cultivating their personal development and careers was a winning formula.  Great people are often destined for great things. So, when they were promoted or left for better jobs, it became an occasion for celebration rather than protestations of disloyalty or cause for regret.

Ages 51 to 60:  The CEO of our health system, which was growing in a very competitive market, told our senior team that “we don’t need to become the biggest, we just need to be big enough to be the best.”  As I helped executed the growth strategy, in a kind of on-the-job MBA mode, I realized that growth for growth sake, without a focused purpose and plan, is a formula for failure. Having the best product or service, top talent, best management, superb strategy execution, phenomenal customer impact and strict accountability are more important than volume or growth increases.   Scale is important, but only if it yields profitability. Over-expansion is folly.

“Rounding Third” Leadership Series #8: Zero to Thirty

As I look to new beginnings at age seventy, this is the first of three blogs looking at leadership lessons learned over the decades of my life.

Ages 0 to 10:  I was, essentially, an only child.  I had loving parents and friends, but my siblings, much older, were in high school and college during my formative years.  I spent a lot of time alone but wasn’t lonely. I engaged in a wide range of creative play, building baseball stadiums with plastic bricks, pitching nine inning games against the barn door and conducting Olympic track and field and swimming events on my vibrating electric football field.  Later, I enjoyed using games, some I invented, for ice breaking, morale boosting, stress relief and team building for my leadership teams. They were effective in building camaraderie and a common sense of purpose.

Ages 11 to 20:  When my dad died early in my second decade I escaped into a hardworking, competitive mode, striving to be tops in Boy Scouts, athletics and academics.  By age twenty, I knew that hard work can produce excellence. I also realized that: competition for the sake of self-winning only, rather than achieving a higher purpose, can be self-destructive; and competition, which gets stiffer as life goes on, is also about losing. Learning how to deal emotionally with loss and minimizing the chance of loss while taking risk are important leadership skills.

Ages 21-30:  My third decade was spent in formalized and on-the-job learning in law school and a law firm and trying hard to balance achievement in those environments with a new wife and first child.  Focus, discipline and critical thinking became valuable assets achieved too often at the expense of my family, meaningful leisure, spirituality and other intangibles which make life truly joyful.  Looking back, I can’t believe I paid that price. While focus, discipline and critical thinking are, indeed, crucial leadership traits, great leaders apply them in all aspects of life, not just their business lives.  Doing so yields emotional intelligence and empathy and sets an example for people they lead.

“Rounding Third” Leadership Series #7: Is 'Busy-ness' Good Business?

We called him “Busy Timmy” growing up.  Our second son always had something to do, catching frogs, batting practice, playing his guitar, reading books.  

Many executives are the same.  They bounce from meeting to meeting, one-on-one sessions with subordinates, check-ins with higher-ups, lunches with key stakeholders, speaking engagements, confidential calls scheduled weeks in advance, cell-phone calls from the sidelines of a daughter’s lacrosse game.   I know. I regularly dictated memos to my assistant from my car on the way to work at 6:30 a.m. and finished calls with business associates at 9 p.m. in front of my garage door.

If you are busy, it’s because what you do is important, right?  Or, is it that you are important?   And, I suggest you ask, is this “busy-ness” really effective?

In between bites of a hotdog at a ball game I asked my friend, Ed, a 50-year-old, rising executive at a large health system, what he thought was the single most important leadership trait.  He answered immediately, “Life/work balance”. I was skeptical, having heard that bromide often. So, I pressed him.

“Well,” he offered, “If you spend more time with your wife and family and pursue personal interests, it forces you to keep it simple at work.  You can’t over-process matters and you make crisp decisions. I can’t tell you how many people I observe who are busy from early to the end of the day and accomplish little.  Keeping it simple also sends a positive message to your staff about the importance of life/work balance and being efficient. And, it keeps you healthy.”

I would add to this wise counsel that planning un-busy time at work gives you time to think and plan.  And, time to listen and keep in touch with your organization, if your door is open to others and you walk the floors.  

“Rounding Third” Leadership Series #6: Getting Great Ideas Done

There’s nothing more frustrating for a leader than to see a great strategic idea die.  

Great ideas frequently fail.  No one follows up. Layers of approvals delay implementation.  The cost is too high. Attention is diverted to other priorities.  Everybody is already too busy. The list goes on.

When ideas fail, nothing happens.  Perhaps inattention forced the idea into oblivion.  Or, people conveniently forgot about it, retreating to their “day jobs”.  Reasons (read: “excuses”) for the failure are conveniently conjured. There is no post mortem to figure out what really happened.  

It doesn’t have to be that way.  Insightful leaders avoid those pitfalls by taking four critical steps to bring their ideas forward.

They cultivate up front Critical Thinking.  The leader and senior staff, sometimes with outside help, take time off from normal distractions to evaluate the idea from all angles, identifying and evaluating its most critical aspects, both positive and negative.  The leader encourages and is open to honest debate. Early passion and excitement about the idea’s potential are tempered with cold, objective, realistic analysis.

Next, if the idea holds water, a Good Process is designed.  This is an end-to-end set of steps that will translate the idea into action, through to fruition, on an expedited basis.  My mantra on this is simple: “Good Process Yields Good Results; Bad Process … well, you finish the phrase”.  

Then, the leader finds someone to “Own” the Process, along with the leader, and get the job done.  This person is well-respected, knows the organization, has the right skill sets for the project and has ready access to the leader.  The leader empowers the process owner with the people, technology and funding to succeed.

The final ingredient is Accountability to the organization through the board, executive and senior leadership.  The key question to ask throughout is whether the new initiative is likely to create value with desired positive outcomes on a sustained basis for the organization’s customers, the people it serves and other stakeholders.  If not, drop it.

But, if the answer is still a “yes” at the end of the process, then you have an idea worth pursuing.  It might just be a great one.

“Rounding Third” Leadership Series #5: Cornering the Dog

“It’s none of your business.”  “Let’s get down to business.”  “That’s enough of your funny business.”  “The dog did his business in the corner.”  We use “business” loosely in many ways.  Pause and think: Can you recite the definition of business?  …Don’t’ worry. No one I’ve asked can.

Two companies I once worked with had it down pat.  For them, the unchangeable purpose of business was to acquire, grow and retain customers at a profit.  (For non-profits, just change “at a profit” to “on a sustained basis” and you’ve got it.) They went further, breaking the definition down to five inter-related factors they used in real time, all the time, to effectively run their businesses, from strategy development through operations.  

The first, offer a service or product matching what your customer needs (or thinks he does).  Second, acquire your customers. Next, retain your customers and grow that customer base. Fourth, manage the key elements that drive profitability.   If you think about it, your organization won’t ultimately survive unless all four of those cylinders are pumping smoothly.

It was the fifth that surprised me:  Continually manage the constraints on your organization.  Constraints are internal (the aging founder who is losing touch, the disruptive board chair who donates a lot) and external (new regulations, delayed government funding, changing political environment, down economy).  Constraints are, by definition, often outside of your control to influence. But, failure to identify them, project their impact, minimize their effect and/or turn them to your advantage can jeopardize your organization’s very existence.  Sometimes, managing the constraints may even mean managing the other four core elements in ways which will change your organization’s mission, who it serves and whether it needs to partner with others.

So, keep Fido in his corner and, by all means, don’t step in the “business” he does there.  

“Rounding Third” Leadership Series #4: Lawyer Jokes

I sat at the end of the table next to the CEO at my first hospital board meeting as an outside general counsel.  The medical staff president walked into the nearly-full board room, and upon eyeing me, immediately asked the assembled group, “Do you know the difference between a dead dog and dead lawyer at the side of a road?”  After a pregnant pause, he answered, “there are skid marks in front of the dog”.

I took the barrage of lawyer jokes in stride.  But, lawyers are no laughing matter.

Many years later, a colleague who, like me, had transitioned from lawyering to the business side of health care, told me about a lunch he had with Jack Welch, the former CEO of General Electric, on the eve of being named president of a national health insurer.  “You only have to remember one thing about leadership,” Jack advised him. “Have a great lawyer and a great CFO you can trust.”

I remember a call from the CEO of a major health care organization asking me to handle a novel transaction with a large physician group.  His words were telling, “Getting this deal done is ‘mission critical’. I understand there are compliance issues. You can take us up to the edge, but don’t let us go over the line.”  

It’s simple, really.  A leader cannot risk the mission, reputation and financial well-being of the organization - no matter what.  Having a trusted lawyer who knows the business, knows how to lawyer and has the courage to exercise independent judgment is essential.  

Much the same is true for the CFO.  Having strong financial reporting and accounting controls and solid analytics to support decision-making are essential.  The CEO needs a CFO who, armed with those tools, has the gumption to tell the bad news, the grace to qualify good news with evidence-based warnings about future contingencies and the relationship skills to collaboratively problem-solve with management.  

April 2016