John Pepper, Co-founder of Boloco Speaks on Navigating Public Health and Engaging with the Black Lives Matter Movement
“As states partially reopen and brace for a possible second wave of the coronavirus, the outlook remains uncertain. John Pepper, CEO of Boston-based fast-casual restaurant chain Boloco, is seeking to beat the odds and build a future for his company. He cofounded the firm in 1997, and after a break, returned to lead it in 2015. Since then, the company has become a Benefit Corporation, integrating its social and environmental goals into its business model. John joins me today to discuss how a company focused on a triple bottom line approaches a crisis like Covid.”
5 Things All Businesses Can Do
Here are G3, the UN’s Sustainable Development Goals inspire us to not only do better, but be leaders of sustainable development in the many sectors we operate in. So far, we have applied 14 of the 17 Sustainable Development Goals! If you’d like to learn how to get started in making a difference in not only your business, but the world, check out this article for a step-by-step process. Alone, we can do great things, but together, our impact can ripple throughout the world.
Now Is the Perfect Time to Create a Culture of Asking for Feedback
By Ted Bauer
“We can’t accidentally bump into people virtually, so we need to reach out and schedule a time to talk about bigger issues. These topics can’t just come up in the flow of a break room conversation, as they often do with in-person situations.
This all raises an interesting question: Once people are back in physical offices more, will they be better equipped to ask for feedback?”
The Pandemic Has Accelerated Demands for a More Skilled Work Force
Even groups that regularly disagree on labor issues said there should be significant public investment in programs that can upgrade the skills of American workers.
The New York Times delivers an important point–our world is changing, and the people need sufficient training to keep up.
5 Ways to Boldly Create Diversity and Inclusion in the Workplace
1. Education in the workplace – Mistakes in the workplace, from improper comments to actions, often stem from a lack of knowledge and understanding.
2. Communicate in every way – Don’t be afraid to talk about tough subjects. Get comfortable with the uncomfortable.
3. Compassion and understanding – As a business leader, promote a company culture that’s built on compassion and understanding.
4. Take immediate action – It’s not OK to stay quiet anymore. Employees expect you to have conviction and to take a firm stance on inclusion and diversity.
5. Celebrate diversity – Make it a point to celebrate your differences. Maybe it’s as simple as throwing a party where everyone is encouraged to bring a dish that celebrates their heritage, or a happy hour where everyone comes together.
Building Diversity and Inclusion Into Company DNA
By Laura Gallaher, business.com writer | Jul 13, 2020
Making diversity part of a company’s DNA requires an ongoing commitment to embracing all races, religions, nationalities, ages, sexual orientations and gender identities.
Businesses across the nation are working to get workplace diversity and inclusion right. The Mercer 2019 Talent Trends report revealed that 49% of U.S. executives are concerned about delivering on diversity. They recognize that not only is diversity a moral imperative, it is a business imperative too. Diverse teams offer broader perspectives, drive more innovation and creativity, and promote better decision-making.
Coming Back Together
How to Talk to Children about What’s New When They Return
As children come back to pre-school and childcare, we know that many things may be different. This sheet offers ways to remind children that many things are still the same and acknowledge what is different.
Talk Isn’t Enough
By Daniel Goleman
I grew up in a small city in California’s Central Valley in the 1950’s and 1960’s. It wasn’t until I met John Ogbu that I realized how racially and ethnically segregated my hometown was. Ogbu was an anthropologist from Nigeria, and my mother, a sociology professor, was hosting him while he did his research. His topic: the caste system in my town, Stockton.
Through Ogbu’s eyes I realized that the three high schools in my town had been neatly arranged; mine was almost all White, while the others were predominantly Black, Hispanic and Asian.
In the past three weeks, protests against discrimination and police violence led to a world-wide conversation on systemic racism…
The Disparate Racial Impact of Requiring a College Degree
In response to the senseless and brutal killing of George Floyd, major brands are flooding social media with statements in support of the black community. Bank of America followed up with a $1 billion philanthropic commitment. As of June 18, Fortune 100 companies had pledged more than $2 billion to demonstrate that they are listening and responding.
But if corporate executives want to address systemic racism, they can do more. In addition to philanthropy, they should change their hiring and management practices to focus on…
Digging Deeper: White Privilege
The Age of We Need Each Other
Edgar the Lyft driver showed how to perfectly respond to an unhinged, racist customer
A Lyft driver in Reno, Nevada is the perfect example of staying calm in a heated situation with a racist.
The trouble started the minute that Edgar, the driver, picked up Richard who requested a four-mile ride to his home. After Richard got in the car, Edgar asked him to wear a mask, explaining that members of his family had been infected with COVID-19.
We cannot credibly build an inclusive economic system without addressing the fundamental injustice, inequity and violence that disproportionately impact Black people and other People of Color.
As a community of responsible business leaders, we must get to work to move beyond rhetoric and take meaningful action against racism.
Take Care of Your People, and They’ll Take Care of Business
Leaders have guided their companies through rough waters before, but those experiences likely pale in comparison to the COVID-19 crisis.
Some have called this time a “new normal,” but considering the pace of change, the term “now normal” might be more apt. In addition, leaders must keep their eyes on the horizon and be mindful of the “next normal” as well. Leaders are working feverishly to manage issues like revenue and expenses — but there’s another critical need in this “next normal” that leaders must invest in to protect their organization’s long-term survival: employees’ wellbeing.
State Updates Child Care Reopening Guidelines After Criticism
When Massachusetts released the guidelines for child care reopenings, some parents and providers felt the restrictions were too extreme.
They said the staff-to-child ratio, social distancing requirements and cleaning guidance felt like something that wouldn’t be possible with small children. Following criticism, state officials eased the guidelines as a local congresswoman filed a bill Tuesday aiming to help a “range of providers” reopen.
The language on social distancing was updated to say that a distance of 6 feet is always recommended, but if it’s not possible then individuals should wear masks or face coverings. The guidelines still say that activities that encourage physical contact should not be permitted.
Building Resilience: How Managers Lead Post-Crisis Performance
Organizational leaders have many questions about the right way to return to work: how do we help our people and preserve our culture to emerge stronger post-crisis.
How can your organization ensure success?
Gallup’s recent research shows that engaged organizations have higher levels of resiliency than not-engaged organizations. And, organizations with above-average levels of engagement are better positioned for post-crisis success.
In this session, we will share recent Gallup research that shows how engaged organizations have higher levels of resiliency – and are better positioned for post-crisis performance.
We also identify key areas of focus for leaders and managers to ensure organizational success – including the important role of managers in driving that success.
A Center of Gravity
By building a membership of top experts, innovators and influencers, the Council creates a center of gravity for the field, elevates the field in stature and clout, and helps build relationships among those with the ability to shape the direction of policy and practice and the quality of the national conversation.
Membership serves as acknowledgement of the accomplishments of established leaders and as an honor to which the next generation of criminal justice trailblazers can aspire. It helps develop a strong cohort of people ready and able to understand, manage and lead the field through the complex challenges of the future, and supports the advancement of professionals and emerging leaders who are under-represented in the field, such as formerly incarcerated people, women, and career-changers.