0:00:03 - Briar
Hello everyone, Welcome to Faith's new computer.
0:00:11 - Faith
Faith is still learning it.
0:00:15 - Briar
It's all a process. I'm Briar Harvey. This is the Neurodiversity Media Network. Today, we are here with the incredible Faith Clarke. Y'all, if you have not caught the previous episodes in this series, i deeply encourage you to go and catch them. So what we've been talking about is how to create a work culture by design, and today we want to talk about the organization. How does an organization create something that allows for people to be loyal to it, and this has truly a lot of nuance to it. There's a lot that goes into it at the organizational level, and if you need assistance with that, truly just call Faith and let her do it for you. If you are in the organization, there are a lot of things that you can do to help cultivate the culture that you are looking for, and that is what we're going to be talking about today. So, faith, hello.
Hello, hello I'm very happy to be doing this one. Where do you want to start?
0:01:45 - Faith
Well, i think when you talk about being loyal, i think one of the things that blocks loyalty a lot is when trust gets violated. Because conflict isn't handled well, as I've experienced and people who have listened to some of the stuff I've said I said but what happens when you say, hey, this or that is going on, and then you get a clap back And, honestly, my response is often I think that place is not healthy, you got to leave it. But there is this deep need that we have, even in well-meaning teams run by wonderful, well-meaning people, to allow ourselves to feel like we belong. But the moment we start to do that and there's an infraction, a violation of trust is really it feels worse than if you were in a place that was just horrible. So, yeah, we could talk about how to be in that and how to navigate that, but more how to cultivate, how to create something different.
0:02:51 - Briar
And I think that's what's key At this point in time. we all, truly y'all I think everyone on some level recognizes that the structure of work is broken. It's not working for anyone. It's not even really working for the people at the top who are making all of the money. So if the culture is fundamentally broken, you have to we all start somewhere. Some of us opt out entirely, go on and build our own businesses and then, unfortunately, take that culture with us. That's how we know how it's broken. So what? how do you?
0:03:37 - Faith
start, and so I think this conversation is really well targeted to anybody who acknowledges that they have influence in the space that they work. A team leader, a manager you supervise one person. You have influence. There's an opportunity to design that relationship and that relationship with three people so that you have a use case, you have a business case for the thing you're advocating for. When you talk about culture, there's always the dynamic inner culture and then the slower moving external culture, and for some of us, that slower moving external culture is the big boss and that team. So how do you start? Start where you have influence and be committed, be clear and committed to creating something. Sometimes we are in spaces and we really just want to be on the receiving end, and I have no critique on that. But this work of shifting is really for a creator. It's for a person who's going to be a catalyst for something and invite some other people along for the ride. So if you have two people that report to you for anything at all, this is the place to figure this out.
0:04:56 - Briar
And we start with what action.
0:05:05 - Faith
So if you have those two people together, i think a team is really well defined by a bunch of people who are going to interact with each other around a common goal. We all know that we have common work goals, but for the sake of this culture design conversation, the common goal needs to be to work together a certain way. What's that certain way? Often we don't have movies that play in our mind about the work that we want. We just have designs for the. We just know about what we don't want, right, when you think about athletes or even medical people or whoever, these people all watch all kinds of videos on how to do the thing, and we, you know how the human brain is. When we can see something, then we know what we can create. So together, let's repurpose one of these many meetings. We talked about meetings the last time. Together, let's figure out what's the thing, even in spite of the wider environment. What's the thing that we want here? What's the thing that we'll agree to hear, what's the way that we want to be with each other And how are we holding that up And how do we need to protect it, eyes wide open in some ways, from the wider environment. Right. I've spoken to and supported some team leaders that said we threw management under the bus. And I'm not advocating that you throw management under the bus, but there's a sense of a leader and an influencer saying hey, from me to you, we're going to do something, regardless of what's happening out of there, right? And so what's the agreement on how we want to work And, particularly, how do we want to handle the yucky stuff that happens? If you've been in that place a lot, you already know what kind of conflicts tend to come up. We already know what's difficult. So, instead of just all walking around and not talking about the thing it's like, the thing that happens here is and really lay it all out And then so what does that mean in terms of how we want to be supportive of each other and how we want to make this easier for each other? How do we want to understand each other And can we have some agreements around how we want to believe in each other, how we want to trust each other and so on. Sometimes, this is why you might need an external consultant. So, if it's possible, call it training and have a person come in and be with your team, because sometimes the trust infractions are among the three of you, even if it's just three, and so some healing of some of those things and some kind of authenticity and vulnerability is needed.
I think there's a word, a phrase called brave space that's sometimes used in DEI and used in educational settings. Figuring out how to hold the brave space around the few things that have already happened among you feels like it's really really important, and the brave space tends to be a space that's not prioritizing comfort but is prioritizing. A respectful interaction is prioritizing. The airing is prioritizing. Mindfulness is prioritizing.
I will hear you and believe the best of you, and I will share my voice as well. So I think the initial set of things that I would invite that person to do is even if it's a lunchtime, even if it's over wine, at the end of the day we all know that the quality of our working together so impacts our well-being, our anxiety, our burnout, like. Even if there isn't space given by whoever the bigger bosses are to do this, it's worth it to do it if your team or our direct reports want it, so that everybody has an improved experience and just less effort at everything and just not not sick Like I think we could just do it. Some not sick, which is what we're seeing a lot now.
0:08:54 - Briar
And I just want to encapsulate this that it is not about the end result, this is about the journey. this is how do we get to where we're going together.
0:09:13 - Faith
And it's about the journey that consists of lots of micro steps that we all need practice taking, you know, it's about being able. Yesterday, marisa and I talked about it as the interpersonal agility. Like, if everybody on Instagram thinks I need to be flexible, perhaps because I do, and so all of the Instagram reels are showing me all these you know, hip isolations, there are all these tiny micro movements that I do on repeat to build the agility and the flexibility, and that's what we need with each other. But the external systems are definitely, if anything, they're building rigidity right. So it is about the interactions that we have, being willing to notice what's showing up for us, willing to notice the repeated conflicts and get underneath.
Why Is this really about the fact that I don't like Slack, you know, or what is going on under there?
Oh, i feel like you are dictating the way I should take in information when, since I was a child, it has been hard for me, and that's about me being feeling seen by you, and when we can, kind of three of us, get to that place where faith doesn't feel seen by me for the quality of work or the kind of work she does, then we can be repairing the right things. Oh, this isn't really about Slack, right? So there is an interpersonal agility which is made up of many tiny interactions that we want to get good at. If we don't get good at those things, then when big conflicts show up in a diverse team, there can be a conflict around anything to do with anybody's identity. That shows up in something that looks like a microaggression or looks like you know just. It shows up as harm, but we can't, we don't have the skills to be with that if we can't be with the little things, like what's going on, you know, in Slack.
0:11:12 - Briar
Yeah, and the issue is scale. It's hard enough to do this with one person or two people. How do you do it with 10 or 20 or a thousand?
0:11:26 - Faith
Yeah, so you can't do it with a thousand people, right? You can do it in clusters of two or three or five. One of the best things my very first boss in corporate this is Mary Lynch, back in the day did for me It felt like a slap, but it wasn't. After a couple of conversations, she said I'm going to have you report directly to, and she gave me a person who was, you know, lateral to me, so she, in essence, promoted this person, sort of. What she did, though, was provide me with a smaller pocket, and both this person and I built some skills in some reps that she was not able to do with a team of 10.
Like as a leader, that has to be part of how we're thinking. How do we manageably build these skills? Because what we should know at this point that, the moment we go to scale, what we're doing is increasing quote unquote efficiency and decreasing quality, and we know this. We know it with clothes, we know it with food And, for sure, we know it with human relationships. We know it with communication, we know it with. You know all of that. So what we need to do is to reproduce quality in pockets, and that means building skills in whatever the manageable pocket size is for your organization.
0:12:51 - Briar
So okay, i am in an organization, i have perhaps one direct report. How do I build something on the micro level that can affect the macro?
0:13:10 - Faith
If I had one direct report, I would start with some vulnerable disclosure, come to an agreement about here. We want to do something different. We want to have a work relationship and a work experience. That isn't something we need to go home and recover from. How do we do that? So we're going to have some disclosures, bring all the things on the table that feel like they would be hard. I would use a tool. Sometimes I use tools like a personality profile and just look at who we are as people. Personality profiles aren't necessarily accurate, but they do give us other language for talking about Right, it's about the language.
Because if I say you know I am, so I'm an on time person, then that kind of makes it feel like me not being an on time person is something bad. But when you use, like, a culture assessment and the culture assessment talks about the relationship to time and your relationship to time is one way and mine is another way, then it feels less like you're saying I'm bad. So if you can have a tool, you know, just between the two of you, and talk about your differences and talk about how this shows up at work, and talk about what your, what kinds of supports your differences need, and figure out if those things are already in the organization, if they need to be added or if it's something about a difference in the way you need to work together. So I think that's the initial set of conversations and that can be done on repeat until we come to some clarity. And then and I think this is the hard part That first part can feel hard because it can feel long. The actual hard part is not falling into the habits that we've already created, because we already have a way that we work right. It's the way that we don't like, but we do it. So then when we, the very first time, we notice any one of us notice that we're not doing it the way we just said that we want to be doing it, somebody has to take responsibility and say, hey, i didn't blah, blah, blah, even though we said whatever it was. And so that means you know, we talked about this already, to that, this agreement that we have, that we want to create this together, and it's therefore safe for somebody to say to us Hey, this is a thing. I would have to have all of that up front. So when I feel some kind of way, because you came to me and said you know faith, you didn't, you know, fill in the thing in notion, like we said, when I feel some kind of way, i need you also to know that, okay, that's some of my own work, oh, this is me feeling you know, whatever this kind of ways.
And when I see teams that are persistent with noticing each time they break, quote, unquote their agreement or their rules, without jumping on each other, just say, hey, that's, remember, we said we're going to the habit forms much faster, and then they get into a new rhythm with each other. That's really beautiful, right? Because they start to kind of Oh, we know how this works. When this happens, people even start to know how to prevent the infractions that other people are going to have. Well, faith is going to not use notion. So somebody's going to come and say Hey, faith, remember, and hand it to me, or whatever it is, and then they start to know how to work with each other in this new way that reinforces the things that we agreed on.
So, as a team leader or as a person with one direct report, i would commit myself to being the one that calls me. I am going to call myself in public, as in with the person, i'm going to say Oh, my goodness, i didn't do this thing. We just said I'm so sorry. I noticed that it's. This is the thing that's showing up for me. How did I feel for you when I didn't do that thing? Did you notice it? I'm going to start opening up the conversations, not about the task, but about this way that we are with each other.
0:16:52 - Briar
I imagine that that can be contagious.
0:16:59 - Faith
It starts to become a new normal that we begin to expect from the people around not even expect, but we start to do it with other people who are outside of the agreement right. And I think when you have a trusting and we have a secure partnership, you know, whether in your private life or in any other place and you can do that with, it gives you some armor for practicing those skills outside of that right. So in the broader team meeting, if I then say, but didn't we say we talked about you know our value around inclusivity and blah, blah, blah, and then this thing sounds like we're not you know, and then somebody blows up in the meeting or they, you know, i get an attitude or whatever happens. In the broader context I have my safe space where we've already agreed to a certain way of being, and it gives me courage to be able to represent myself in a certain way in the broader world or in the broader office or organization or whatever it is.
0:18:02 - Briar
Yeah, Because it is unrealistic to expect that culture changes will happen overnight.
0:18:16 - Faith
I mean, culture evolves and shifts in the micro anyway, and it's not like you don't wake up and become whoever, except if you have a pandemic.
0:18:28 - Briar
Okay, that one, maybe that one.
0:18:31 - Faith
Maybe you feel something like that. You know what I'm saying, But a hurricane or whatever. But I think what happens is that I worked with a team that wanted to change one aspect of how they were showing up, and they were all on board in a bunch of areas, but there's this one outcome that wasn't happening, A combination of what I just said, that longer like who do we want to be and how does this, and then what does this mean for this one particular product? and defining that And then giving someone responsibility. What I just said was the team leader or the supervisor would take responsibility. In the case of that team of eight people, somebody had responsibility for being the eyes that watches for it. So that person had an automatic let's. I'm paying attention, I'll call it gently, I will say, Hey, what about kept reminding, pointing to the thing? you know, whatever?
That persistence calling in every minute took two and a half years towards three years for it to show up automatically without that, Like the person. Gradually, their role gradually disappeared that role because people started to just do it, because they were modeling it. And as humans, this is what we do. We actually do what we see other people do if it's working And so people started modeling it. That person wasn't the team leader but the team leader. It started to show up in PowerPoints, It showed up in presentations outside the team, became part of you know whatever, you know proposals. It started to filter into the language and into the business flow because somebody was just monitoring it and curating it, you know, in the day to day work. But that was two and a half years and this is a team of 10 people. So you want to be realistic in your like sense of you know how long is this going to take?
Yeah, we have half a million employees all over the world. Well, you can't do something like this with half a million employees all over the world. What you can do is, in your pockets of influence, do whatever it is and give people the power and the tools to do this kind of work in their pockets of influence. But what it looks like with a team in, say, india is not what it's going to look like for a team in California, which is not what it's going to look like on the East Coast. here And then, if you have a hybrid team, you have different things that you are going to be curating, even though you're using the same same way of being present, the same guidelines of being vulnerable, the same you know context of being brave. What you're going to be brave about, what you're going to be vulnerable with, is going to be different.
0:21:10 - Briar
But that's the whole point, right, it is going to be different. We're not the same. So, our ways of coming to the table have to be different.
0:21:21 - Faith
Absolutely, and I think this is a classic. This is a great mistake that we've made, that we thought that we're going to create something that's mechanized and everybody fits into their box and kind of runs along the conveyor belt And scaling has been about multiplying that system, when really what we need to be thinking about is how do we ecosystem little clusters or how do we network little boutique entities and how because they're these little personalities that will form among people and there's an agility to respond to the actual humans are on the table, and then those people leave and other people come, and then there's a reorganizing, which is what alive things do, and that's going to look different from the other pockets and the other pockets, but still we're all connected in this kind of network or in this ecosystem of people who are doing this main goal of the organization. And we have to change our minds about this or we will continue to harm people.
0:22:21 - Briar
Okay, so even on the micro level, there are things that we can do. What steps can I take if I'm not in charge and I don't have any direct reports?
0:22:36 - Faith
I think that as much I don't encourage anybody to jeopardize their income, right. So that's, that's a bottom line there, within the context of your sense of safety, i think doing the work to feel like you have voice, enough voice to be able to express and be seen as much as possible as who you are building communities outside of the workplace of like minded people to be your support, to talk to, to work this through, to have the wisdom of that collective to help. You know, you know what's the way forward, what's not. I have a colleague who's in a corporate space medical systems that has built a really large network outside of the medical space of like minded women, and so I think that's very important that we all have these communities that we could be building. So, number one, number two, make sure that you feel comfortable not going to jeopardize your income through use your voice, and then use your voice for what I think it's really important to disclose who you are and another way of being.
I think there's a way that this monolith is centering is so pervasive The more we can let our differences be seen, the more permission the people around us will feel to let their differences be seen, because we will just identify, we will recognize each other And I think that if we can continue to share the workplace as a diverse place, even in homogenous spaces you know ten white men named Clay there is so much diversity that we've just ironed out And the more we can let that difference be seen and then the more we can be interacting with difference, the more reps that we can build around interacting with the bigger differences. So those would be my first two statements And I think we can take advantage, as we always have, especially people with marginalized identities it just gets tiring. It's really tiring to constantly be advocating for yourself, right, and we take that and we understand that and we need to be supported and to support ourselves in whatever ways. But when things happen, it's really important that we figure out how we take a stand around those things in support of our difference And let that be, let that be clear and let that be seen. So when George Floyd stuff happened, i talked about the fact that I have black adult men And so it's not just well, i feel some kind of way, but the fact that I have black adult men that I've parented, that means something about how I work with you right now I have feelings that are getting in the way of my ability to work. When I say that I don't feel well, it's not just a virus, right, i can say I don't feel well because I have a cold, but I don't feel well because I have period pain. I don't feel well because I am worried to sickness about my son And I think the more we're able to let our humanity be seen, the more it can just be like it can't be ignored And I think as much as possible that's really critical. I think, also advocating there's a thing about how we work that I am learning to advocate for how I work best. Sometimes people are asking you to do things that go against the way you actually work And the more self-knowledge that you can have, there's a way that we are co-opted into believing what they've told us, that, whatever it was lazy or disorganized or whatever it is that they've said, my brain just works a different way And I have a way that I work And getting as much support as possible to be clear on that, so that you're not just saying I can't use that or not just being ineffective or not meeting the deadlines, but you can actually say this is the way I work.
Sidebar joke about the young man I might have also said this in the series older gentleman who has autism and worked in a what's that? a mail room, but he realized that after 4.30 the place was quiet, so he just stopped showing up. He could get in at five and so he got in and he just worked. They thought he wasn't coming to work. I don't know why. I don't know why they couldn't see that the work was being done. So he got reported and it all came out.
His mother had to show up and she was like oh, he said, yeah, i come at five and I leave at eight. It gets more work done in the three hours than he was. So we actually know how we work. And advocating for this way of working and then advocating for the withness of how we work, like if I need to go into my corner to work and you need conversation to work, then we can figure out a time when you can be in conversation with me and I can listen and dialogue, but then I need a time to go into my corner to work. So there is this advocating for how you work and then working together with others to figure out what are these new joints between our work? So it's not just we're all working in a meeting, or it's not just we all go off and work and come back. You know what I mean.
0:28:00 - Briar
But there's something here. So your gentlemen in the mailroom, how did they not know that the work was getting done?
0:28:13 - Faith
That's amazing to me. I don't know either. This is amazing to me, which is a different problem. To be honest, i feel like that has to be a problem of systems that don't make sense, like is he doing meaningful work? Is that work like what's happening there? Why they don't know that the work is actually happening. Because I'm sure, like in every space, i've worked, but I've always worked in small spaces.
If I didn't do the work, it would be an obvious gap. Right, there's something about, in some ways, a sense of busy work and the way we are assigning work. And then you know the fact that I have friends who, whether on the spectrum or otherwise, the nerdy, like twice exceptional type of people who tell me the boss will say, hey, can you get this done by March or fifth? And they say, sure, they could get it done by tomorrow, but they're not going to tell anybody they could get it done by tomorrow. So they get it done by March or fifth.
So there's a way that people have compensated. They do a march forth, though, let's be honest, or because this particular guy who was like he did it by tomorrow. He just didn't tell anyone, he had their sitting And then on March or fourth, he dusted it out, glanced at it again and then released it a day early. You know, i think there's a people have been both struggling and compensating for the inefficiencies of this mechanized system, and so then it shows up in stuff like this that the system itself has work in there that's meaningless and redundant, yeah.
0:29:53 - Briar
And I think that there's something here for folks. If you need to be able to advocate for yourself and your needs, then what are the metrics of performance? How can I demonstrate that, in fact, i can get all the mail delivered in three hours instead of eight if I just come in after everyone has left the building? What does that look like in your workplace, and how do you indicate that your way is better?
0:30:32 - Faith
I mean in spaces where that's hard to do, it really is Not the space for you. You know it's, it's just not the space for you. And then How do I indicate that It's a really hard thing to do if you're being paid by the hour. So basically, i need to say that I'm gonna do, you know, three hours of work and get paid half the rate. So in some, for some people, it may need, may mean Advocating for a project based type of earning versus an hourly type of earning So you can get stuff out to the way and move on.
You know, but like it takes a certain close attention For yourself to then and a trusted ally in the workplace and say how do we do this within this system? Because we don't want to be opening the door to sell you. Oh, you need more work. If you can do this in three hours, it means you need more work. I know I don't think that's what we're saying. I'm just saying you know This is a thing and I can do it at this time between these hours, when it's sensory, wise, upsetting or otherwise Not good for me, i need to be somewhere else or to be doing something else and get paid differently for that, you know. So one lots of spaces can't, can't accept Awesome. That's part of why we're trying to do this revolution right And then, in the spaces that are open to it, have an ally to be able to talk it through first and then advocate for work arrangements that make sense.
0:32:04 - Briar
And I think that's where I'd like to tie this all into a bow. How do we find those people when Work is potentially a hostile environment, when we don't have someone readily available to advocate for us and our needs, and we are for some reason unable to do that for ourselves? Who are we looking for? How are we finding them?
0:32:33 - Faith
I don't know how we would find it in a general way, but I would start And I you know I'm I'm ornery, so I start with our values, the values conversation like what are the organization's values and how does this translate to the particular issue that I'm facing? then I would go to HR or people and culture or whoever whatever those people roles are, even learning and development, and start to have initial conversations just to see where, where's the in That could make this more available to me. If you start, if we have those conversations Individually around this value like how do we, you know this, this value that we have, and this struggle that I hear other people having, how do we handle this? This is a training thing. Is this? having those initial types of conversations might help us know who is A good ally, because you might hear the HR person say we've seen this so many times And I'm not sure how, but I've wondered what. And then you can begin to have some synergy between two people or To the. You know, if your boss feels like the kind of person so many times, a manager is a great person to have a conversation with, but they feel stuck in the big system. But if there can just be friendship. There's like sometimes I wonder how people who blah, blah, blah manages and then person says I wonder too, and then you can see if there's synergy there to have the deeper conversation around How do they cope and see if we can trust each other to how do we cope. So I think I always attach it to the values of the organization.
If there is no value That I can attach it to, i should not be there. I just should not be there. If the company thinks that it wants to do this thing in a particular way, as expressed by their value or something in their mission, then I'm going to translate that back. So one company that I'd worked with said that they build inclusive communities and they build inclusive communities for the them's And I'm like great, we are a work community. How do we translate the mechanism we use for the them's here? What does this mean? because I noticed when we're working with those communities, we do this thing. I wonder what's our way of doing that thing here? So just, you need something within the company is like fiber to attach to and someone who already agrees with that, and I'd start having those Conversations. Affinity groups are a great place to look as well.
0:35:00 - Briar
The problem is affinity groups don't often have any actual authority.
0:35:07 - Faith
Right, but the affinity groups a host, because they don't have authority. In some ways They have courage to talk about things and hold them as you know training in a thing, or workshop in a thing, or whatever and then Executive team members feel compelled to show up and So, because they did it, you know, fund the thing right. So it becomes a way to say here's a thing We've noticed we've brought in a person. So, although you might not hire a person for you, we've brought in this person to talk about this thing and we all are having an experience with it. It just starts this process of awareness. And so, yeah, i've, like, i've done things on behalf of affinity groups and then seen VP show up in the room. They don't say anything, but they're there, and I think that that's interesting A place to begin some of the explorations.
0:36:00 - Briar
Because again, this just takes time.
0:36:04 - Faith
Yeah.
0:36:05 - Briar
Yeah, what is a reasonable length of time if I'm not seeing change in Six months, two years, i mean? what does that actually structurally look like?
0:36:20 - Faith
I don't have time as a structure for myself. What I think is that there is Work we, the goal is for work not to be extractive. So if what you are receiving is Less than what you're putting out, then you want to have a certain internal calibration for what that breaking point is and then back off of it. And so there is this sense of how long can you sustain? And like we don't want to get worst case scenario. But you're in a context that you are getting home and feeling like, oh, this is so overwhelming. So then how long can overwhelming sustain given life If you're a single guy, no kids, and it's just you know, and you can go home and recover, have at it, because you can slowly build up, build your influence and change the world and change the organization.
On the other hand, if you are caring for kids and parents and your own complex chronic illness, you probably don't want to do that for very long. So if it feels like, huh, i'm gonna, i'm gonna advocate, i'm gonna plant some seeds, but I'm also looking to see if I can be in an environment that's healthier, because it's a healthier you that can actually facilitate the change. There's no point in sacrificing yourself, i think So. It's different for every person.
0:37:51 - Briar
How do we get rid of the savior complex? Because I feel like there are so many of us who go in very idealistically I'm gonna change the world from the bottom up, And when that doesn't happen, it's very disillusioning. How do we let go of that and recognize that this is just never going to be the right environment for us?
0:38:18 - Faith
I don't know if it's never going to be, but it's not right now. And if it's not right now, then us sacrificing ourselves doesn't make it. So I don't know how we get rid of savior. I'm like if somebody could tell me. But I'm a recovering people pleaser.
But one thing that I've come to realize is that the people I really love and this is the marker that I use what would I say to my daughter? What would I tell my kids? That, for me, is how I help myself. Like if my kids came to me and described this work environment, what would I say to them? Then I'm gonna apply that to myself, and that usually gets me away from the sacrificing myself to save the world, cause if I sacrifice myself to save the world, then who's gonna take care of my kids? That's usually. That's like I'm like no, i actually want to be around.
If I'm gonna sacrifice myself for anything, it's them and I'm not. I shouldn't, right? So I think having a north and like a north center, that helps. You know, this is where I'm actually going. Everything else that gets saved is peripheral. It's fascinating Briar In organizational spaces. You see a key executive die and the business just goes on right. When you see that life seems to continue, when people just disappear, then you're like do I want to be that person Or do I want to keep myself advocating in spaces that it makes a difference, that can have an impact on these people?
0:39:58 - Briar
So And I think a big part of this is going to be our conversation next time which is how you create communities of care in the workplace and how you develop that culture without being in a position of influence. Right That there is. There's a lot that we can do if we look at the relationships that we're cultivating.
0:40:32 - Faith
Yeah, and so I think we'll dive deeper into the whole idea of the cultivation of the brave space, as well as just what to do when the big conflicts come up within a community of care.
0:40:44 - Briar
yeah, Faye, thank you so much. This is, as always, a delight, and I wish that more people were bringing you in so that you could fix the workplace, because, boy, we all know that there are structural problems here.
0:41:06 - Faith
I'm a recovering fixer as well, so I'll say that you know we can help our spaces heal as we heal ourselves. That's how I'm trying to transform my own fixer. but thank you, i appreciate that.
0:41:21 - Briar
And I think that that's what it comes down to. We cannot expect environments that we're not willing to provide for ourselves. Yeah, yeah, all right, my friend. So y'all two weeks, we will be talking about how you create a community of care. If you require faith assistance, how can they get in touch with you, my friend?
0:41:47 - Faith
Faithclark.com or they can email me faith@faithclark.com And I'm Faith Clark in most of my social media. Actually, i'm working on an assessment. It's kind of like if you and one person how do you evaluate what's going on? like the culture, wise, so you can know, just like what you know. Brahru and I talked about what's your specific next step. So if that's something you're curious about, hit me up, because maybe I can factor in what you're saying into my just figuring out the assessment.
0:42:18 - Briar
I mean, get in now, y'all, before it's changing the world. Thank you, faith y'all this has been amazing, And this is what we're building here at the Neurodiversity Media Network a chance to have these kinds of dynamic conversations and explore the ways in which we can personally make the world better. It takes all of us doing the work that we're good at, and I can't thank you enough for being here, faith y'all. This was amazing. We will see you again next time for creating communities of the kneadable platforms.
Transcribed by https://podium.page
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