Today’s Racial Reckoning: a New Opportunity to Choose Hope Over Fear

BY Earl Hopkins | November 12, 2022

Many historians and educators recognize two of America’s most pivotal civil rights eras: the aftermath of the Civil War and the revolutionary uprising of civil rights advocacy in the 1960s. But right now, Peniel Joseph, a professor of public affairs at the University of Texas at Austin and the author of the new book, The Third Reconstruction: America’s Struggle for Racial Justice in the Twenty-First Century, says we’re in the midst of another foundational moment that could define the fabric of the country.

While progress towards racial equality has been made, fragments of the Jim Crow era that civil-rights leaders like Martin Luther King Jr. and Malcolm X combatted still exist. “Austin was living in one of the most racially economically segregated cities in the United States. So yes, the age of segregation and Jim Crow ended in one perspective, but it also continued,” Joseph said.

The author joined Evan Smith, CEO and co-founder of the Texas Tribune, at From Day One’s Austin conference to discuss the fight for equality in the 21st century, the strides the Black Lives Matter movement has made toward racial justice, and the damaging effects of the “lost cause” mythology about the Civil War. “Texas is one of the founding states of that ‘lost cause,’ and that’s basically this story that we tell ourselves about the Civil War and race and conflicts that turns white supremacists into heroes,” Joseph said. The effect is that it “really justifies moral violence and memorializes confederates who were betraying the union. And we make that story about honor, this story about heroism, this story about duty.”

Much of the conversation that emerged in the fireside chat was drawn from Joseph’s book, which chronicles how America’s reconstruction eras drew battles between supporters of multiracial equality and advocates of white supremacy. The book highlights how Barack Obama’s presidency and the ending of Donald Trump’s presidential term in 2020 helped define a new reconstruction period, and one that bears the same injustices as past eras. “A lot of what we witnessed in 2020 goes back 150 years ago, an America created after the Civil War,” Joseph said.

Joseph, left, was interviewed at the conference by Texas Tribune CEO Evan Smith (Photo by Kaylan Clemons/From Day One)

He asserts that the third reconstruction was sparked when Obama was elected President in 2008. While his presidency made Obama a “game-changing historical figure,” his political rise was built on a form of American exceptionalism that Trump’s presidency later debunked with the amplified voices of White supremacists and anti-Black groups.

Joseph admires the legacy of Obama, but feels his presidency painted an image of a flawed America that’s made huge steps toward a utopia of equality, using his story of political rise as proof. But the progress Obama often alluded to was deceptive in scale. “I believe in American exceptionalism,” Joseph said. “The danger is that, as we’ve seen, when you think about voter suppression, or when you think about the recurrence of antisemitism in Austin–and nationally and globally–progress is not linear.”

Throughout the discussion, Joseph explained how the stories Americans have been told by their parents and grandparents–whether true or not–have shaped their views and often blinded them to America’s true past and current state. “You can have a huge love of this country and also be critical of this country,” Joseph said. “There are narratives we tell ourselves about each other and the country we live in. A lot of what I do in the book looks at the way those narratives have been shaped since the Reconstruction era.”

Joseph said movements like Black Lives Matter is a resurgence of the activism of the civil rights era. While the BLM movement’s efforts to establish new political policies have been met with resistance, it has made a notable political and social footprint and placed a spotlight on groups within the Black community that are often neglected. “Black Lives Matter is this 21st-century abolitionist movement,” he said. “I think what’s really neat about Black Lives Matter, and I chronicle it in the book, is the way so many Black women were the architects and co-architects of that movement and they made an argument that all Black lives should matter. They were interested in folks that were disabled, and queer, trans, poor and HIV positive–all these groups of people who even within the Black community are marginalized.”

Wrapping up the conversation, Joseph suggested larger progress will be made when America starts looking at itself in the mirror, acknowledging the hideous scars of its past and treating its current wounds. You can love a country and also critique it,” he said. “The fight is asymmetrical, but part of what I argue is that we tell ourselves a different story about America and American history. [Martin Luther King Jr.] called it a ‘bitter but beautiful struggle.’”

Joseph predicted it will take a certain kind of idealism “to get out of this mess.” Instead of vilifying people on opposite ends, he said it’s important we take another approach to help unify the country. “I don’t think the way out is by demonizing people you disagree with, or by dehumanizing the people you disagree with and having talks of violence and civil war.”

Earl Hopkins is a culture reporter for the Austin American-Statesman. He’s also a freelance music writer whose words can be found in Complex, MTV News, GRAMMY.com, Stereogum, UPROXX and other publications.


RELATED STORIES

The Latest Word on Benefits to Help Employees Thrive Personally, Physically, and Financially

The biggest distinction that Sandi Stein, managing director, and global head of total rewards at the financial-planning firm Brown Brothers Harriman makes for benefits is ‘uppercase B’ and ‘lowercase b’ benefits. An example of the lowercase benefits is food, she says. “Instead of trying to bring people into the office, try to use food to keep people in,” she told Wall Street Journal columnist Callum Borchers at From Day One’s Boston benefits event.In the past couple of years, employers had to be particularly generous on the benefit front to attract top talent, but now that the labor market is not as tight and competitive, employers have more leverage. “We don’t think about taking stuff away,” said Stein. “There are many employers here that might have tightened their belts. That’s not the way we’ve approached things.”Stein always goes back to the place in terms of benchmarking to understand prevalence. “That’s how we get things done,” she says. “There have been years where I have been trying to implement certain benefits where benchmark data would suggest we should, and it was not so easy with respect to costs or concerns about cost.”Relevant areas for capital ‘B’ benefits include flexible work arrangements, mental health benefits that allow access to high-quality providers, family planning resources, and more. “Another important area is PTO,” Stein said. Brown Brothers Harriman even offers paid caregiver days, separate from childcare.Sandi Stein was interviewed by Callum Borchers of the Wall Street JournalSomething related to flexibility is still a work in progress. They offer flexibility through small but impactful ways, like scheduling walking meetings or setting meetings for 25 or 50 minutes, she says. This allows people a break to move their laundry from washer to dryer, or get something to eat, she says. “[These efforts are] happening within particular teams, not coming from the top.”Stein says still has some ingrained behaviors. “I feel obligated to respond to an email that comes in at 9:30 pm., I wake up in the morning, as I did today, with an onslaught of emails from Europe and Asia. We have not found the secret sauce,” she says. “But it’s great to see other employers actually walk the walk and do that. They’re really demonstrating the commitment to allowing employees to have boundaries, not something we’re great at,” she said.Stein still places a lot of importance on being seen. “Relationships matter. [In remote workplaces], you don’t get the same benefit in terms of in-person collaboration.” She has someone on her team who has about a two and a half hour commute one way. “She was in the office yesterday. And I know she’s going to be in the office tomorrow,” said Stein. “It’s breaking my heart, but she’s got some high visibility meetings that she does not want to be remote for. She understands the importance of in-person meetings and being seen.”This also brings up the importance of mentorship. “We’ve had mentorship programs, there's a lot of good to it. And certainly, pairings don’t always match,” she said. “I don't know that having a formal mentorship program has the desired outcomes. So we’re doing this thing called Coffee Connections, which brings people together.” They have been more successful with employee resource groups and business resource groups. “That provides them with opportunity in terms of visibility” and it’s more organic, she says.“You can sometimes pop in and pop out, versus a more structured program.”Physical wellness is another focal point. Companies historically offered wellness programs, such as a discount on a gym membership or a nutrition program. Now, employees are starting to clamor for more cutting-edge treatments like Ozempic and Wegovy. “This is a very interesting area,” she said. “We cover drugs as treatments, where there’s no assurance that the treatment will actually lead to that desired state. So you really need to think about this as an employer.”Wellness programs are more challenging than they seem, she says. “I think we all recognize that our wellness programs really are focused on changing behavior, and if changing behavior were easy, we would all do it,” she said.Angelica Frey is a writer and a translator based in Boston and Milan.

Angelica Frey | April 19, 2024

Does Your Company Genuinely Care About Well-Being? How to Show It Through Your Culture

When Betsy Kippenhan, VP of global talent acquisition at Comcast, moved from Denver to Seattle in July 2018, the first thing she did before checking into her temporary home was join a gym in the neighborhood. It was crucial that her relocation be as much a personal transition as it was a career transition.“Things have been going pretty well in my career. But my husband and I had two children, and I think that the part of me that was let go was my own well-being,” Kippenhan said. “So it was really about creating new routines. And I’m proud to say for the past five years, I’ve continued to add to those routines, whether it’s listening to a new audiobook or juicing every Sunday. I’ve found that far more important than my career.”Kippenhan spoke alongside three other senior leaders at From Day One’s conference in Seattle in a panel titled “Does Your Company Genuinely Care About Well-Being? How to Show it Through Your Culture.” The panelists, in conversation moderated by Diana Opong, a reporter with KUOW Public Radio, discussed how organizations can avoid the “well-being washing” trap and translate their promises into meaningful action. But change, as they often say, begins at home. Each panelist began by outlining measures they take to ensure their own personal well-being.For Muhammad Umar, Divisional VP, talent diversity and change management at REI, well-being comes in the form of regular walks. Melinda Mansfield, head of business development at SecureSave, says for her, it comes from being able to prioritize important tasks rather than getting caught up in everything coming at you at once.But how does this translate into their roles as leaders? Should leaders be mandated to incorporate a culture of well-being from the top down? Umar believes the keyword here shouldn’t be “mandated” but “modeled.”“A leader’s role is to guide their teams both personally and professionally. But how do we start to talk about well-being on a regular basis so that it’s something that a leader models? A leader that I know puts everything that she does to focus on well-being onto her calendar publicly. This includes, ‘I’m gonna walk my dog for five minutes.’ She does that to make sure that she sets the tone of her team.” Mansfield agrees, outlining how crucial it is that managers show their commitment to well-being so employees are encouraged to value it themselves. Managers who send out emails on the weekends or late at night display a lack of work-life balance, even if they don’t necessarily expect employees to respond at those times.“I think putting things on the calendar so that everyone can see where you’re prioritizing yourself gives them permission to do it as well,” she said.The panelists discussed the topic "Does Your Company Genuinely Care About Well-Being? How to Show It Through Your Culture" at From Day One's Seattle conference Andy France, corporate wellness consultant & head of enterprise accounts at Burnalong, says that leaders should simultaneously be encouraged to share authentic stories, not just of their successes but their struggles. “Because when people hear that, they resonate and feel comfortable speaking up,” he said. However, as we often see, there is a significant disconnect between the top management and employees. Middle management is thus expected to play a significant role in bridging that gap, or as Opong puts it, “to help employees balance hustle culture and their own well-being.”Kippenhan says this will only be possible when managers are equipped with the right training and tools. The expectation of a leader five years ago is vastly different from what it is today, the VP says. “We have frontline leaders who have been working with some of the same people for 30 years. And now, all of a sudden, they’re having conversations that they’ve never been asked to have before. We can’t just ask them to do something without giving them the tools and the how.”Umar adds that employee expectations have similarly evolved. More individuals than ever before are entering the workforce, expecting their leaders to have conversations about mindfulness and wellness.Meanwhile, France points out that the ever-compounding role of middle management professionals has led many to suffer from burnout. They, too, he believes, can benefit from resources dedicated to well-being and from somebody to talk to.Mansfield says that one of the key benefits of this top-down managerial approach is that it encourages workers to be more vulnerable and normalizes talking about mental health. “The stigma is less than where it was 10-20 years ago,” she says. “But it’s still something that employees might not tell the people closest to them, much less go to their manager and let them know they’re struggling.”A solution Kippenhan outlines to keep the conversation going is the concept of a check-in question. “In every staff meeting, we give people a chance to breathe and maybe share some things. Sometimes, they can be fun. Other times, they can be a little bit more serious. And obviously, people have the choice to share what they want and how much they want.”It’s equally crucial to keep track of how these questions have changed over time, says Umar. “I remember when I first used to ask those questions, people would have a very canned response. Now, I feel they’d be more honest.”He says this is a sign of the changing conversation around mental health and traction that organizations can’t afford to lose.Kippenhan further emphasizes a proactive approach to mental health. This involves getting every employee engaged at an early stage and preventing challenges from reaching a crisis point. Companies should take steps to ensure that their mental health benefits are available 24/7.Recent research finds that just one in three women in the workforce feels their employer is actually upholding its commitment to well-being. Similarly, people with disabilities may find their experience to be different from their able coworkers. So the question remains: While there are many common stressors, how can employers take an inclusive approach to ensure employees from across backgrounds are heard? For Umar, it starts by identifying the common stressors and building programs to address the many things that could occur. “We have a program at REI, which is pretty handy. It allows you to navigate the experience you’re going through and find a solution based on that. So you actually meet a person and talk about some of the stuff you’re going through.”It’s also crucial to have employee resource groups to avoid taking a one-size-fits-all approach to well-being, says Mansfield. “If you’re having an issue that is inclusive to a demographic that you’re in or a certain situation, you’ve got groups and mentors and peers that you can go to, as well as the benefits your employer is giving you.”Keren's love for words saw her transition from a corporate employee into a freelance writer during the pandemic. When she is not at her desk whipping up compelling narratives and sipping on endless cups of coffee, you can find her curled up with a book, playing with her dog, or pottering about in the garden.

Keren Dinkin | April 16, 2024

Improving Employee Mental Health and Wellness Benefits

There’s no one-size-fits-all approach when it comes to improving mental health. At From Day One’s Boston benefits conference, a panel of industry leaders shared how they promote mental well-being in their own lives.Jodi LaMae, benefits principal, global total rewards at biotech company Boston Scientific, enjoys hot yoga and walking her dogs. Navin Vettamvelil, senior director of total rewards at software company SoftServe, tries to swim four times a week, which he considers underwater meditation. Other responses included boxing, daily meditation, Muay Thai, and cooking.Mental health benefits are no longer a nice-to-have. Recent research shows that 77% of workers are very (36%) or somewhat (41%) satisfied with the support for mental health and well-being they receive from their employers. In a 2024 survey of 50 benefits leaders across the U.S., 94% of respondents say offering mental health benefits is “very important” to prospective employees—nearly triple the rate of benefits leaders who said this a year earlier.“It’s imperative that we let employees know that mental health is just as important as physical health. A lot of preventive medicine is covered, but many charge for therapists,” said Shawna Oliver, the AVP and head of global benefits and wellness at Manulife. “It’s important to signal to your employees ‘we want you to do this.’ The minute everyone starts talking about it, that’s when barriers start coming down.”Despite the strides made in the workplace, misconceptions and stigmas remain. “As a vendor who works for hundreds of employers, I found that there’s a recognition that mental health and substance abuse are highly stigmatized,” said Yusuf Sherwani, CEO and co-founder of substance abuse management clinic Pelago. “These are not things that people choose. Specialized solutions can be very effective. The final piece is about promoting utilization—by [letting people know] it’s safe, and it’s confidential,” he said.The panel of speakers from left to right included moderator Katie Johnston, reporter at the Boston Globe, Jodi LaMae of Boston Scientific, Robin Berzin of Parsley Health, Yusuf Sherwani of Pelago, Navin Vettamvelil of SoftServe, and Shawna Oliver of ManulifeAnother strategy to support employee well-being is focusing on preventative care. “When it comes to life therapy sessions with a counselor, we put limits” offering three sessions a month or ten a quarter, says Vettamvelil. “Our real focus is about the prevention rather than the cure. If you can nip it in the bud, you can control things down the line.”Robin Berzin, MD, founder and CEO of holistic health company Parsley Health, agrees. A lot of people aren’t getting the right care, she says. “When I was in training, we created a revolving door between primary and specialized care,” she said. “When 60% of adults have a chronic condition, that does not work. At Parsley, we treat the root cause to see if we can slow down the revolving door.”She reports that 25% of their users have two or more conditions. “When we look at the mental health component, I want to ask why everyone is so anxious. It’s not all in our heads. We sit 11 hours a day. A sedentary lifestyle will cause anxiety, insomnia. We’re not a set of organs in jars.” Investing in mental health benefits has a significant impact on ROI.“A lot of times when we say we cover mental health care people look at me like it’s a money pit,” said Oliver. The reality is that it’s less than 1% of the budget, and on top of utilization going up, she reports that short-term disability dropped. “Benefits are not a silo. It’s our job as leaders to say it’s the entire package.”The panelists agreed that communicating benefits is equally important to the offerings themselves. “We have a team that ensures there’s info on mental health benefits in the rec room,” said LaMae. Manulife is now actively planning out mental health month initiatives, offering activities nearly daily, says Oliver. It’s also important to raise these discussions and prioritize well-being as leaders. “We have to talk about it, and say ‘Hey, I’m going for a walk to clear my head,’” said Oliver. “If it doesn’t start with you, it’s never gonna happen.”Holistic care should also be family-inclusive. Sherwani urges people to see mental health and substance abuse not just as an employee challenge, but as a family challenge. “18 months ago we expanded to adolescence, previously an underserved demographic,” he said. “In terms of promoting these programs, people can just put up their hands and know when to reach out.”Not all cultures have the same openness toward mental health as America. Americans abroad might need services that are not as widely offered in their current countries, like telehealth, says LaMae. “Promoting wellbeing is important: make sure employees know about their benefits and they know how and where to get care,” said LaMae. “Work with ERGs,” she advises, “sometimes people aren’t comfortable going to HR, but having employees that double as well-being champions [really helps].”Angelica Frey is a writer and a translator based in Boston and Milan.

Angelica Frey | April 09, 2024