In my work, I often guide organizations through complex challenges, helping them find clarity and purpose in promoting diversity, equity, inclusion, accessibility, and belonging (DEIA&B). One client I recently worked with had a particularly transformative experience.
She came into the coaching process feeling uncertain about what she thought she knew, only to realize there was much more to learn. Together, we worked through her uncertainties, ultimately empowering her to lead significant changes within her organization.
The organization serves a community often overlooked by many—providing care for young mothers regardless of their immigration status, financial situation, or background. It’s an essential service that promotes the well-being of individuals and, by extension, the community.
We focused on how she could engage her staff in these learnings and foster a shared language around their mission. The key was not just informing the board but bringing the staff into the conversation—those on the frontlines of care who truly understand the community’s needs and the barriers clients face, such as language and cultural differences.
Facing the Matrix of Oppression
One of the breakthroughs came when we explored the “matrix of oppression“—a tool we used to examine how systems of power, privilege, and inequality impact her organization and the community it serves. As we went deeper into these conversations, it became clear that the organization needed to confront not only external societal barriers, but also internal assumptions that could inadvertently exclude those they aimed to support.
The coaching process helped her recognize that issues such as immigration status, language barriers, and education levels needed more attention. We discussed how these factors, when not fully addressed, could prevent the organization from being truly inclusive. For example, many staff members hadn’t fully considered how non-English-speaking clients might feel when seeking care.
Addressing these gaps became essential to promoting a culture of well-being within the organization and ensuring that staff and board members were creating a welcoming, accessible environment for all.
Integrating the Learning into Strategy
After six months of engagement, my client and her team were ready to integrate their learnings into the organization’s strategic plan. We developed key pillars—program development, human resources, governance, and finance—that aligned with the organization’s mission and DEIA &B goals.
Central to this plan was the understanding that enhancing the well-being of their clients would, in turn, uplift the broader community. The client embraced this process, viewing it as a marathon rather than a sprint, acknowledging that achieving equity and promoting well-being requires ongoing commitment and iteration.
Her organization had already achieved a great deal in its ten-year history, but this new plan would elevate their efforts, ensuring that they were operating with a deeper understanding of the community they serve. Importantly, this was not about quick fixes, but creating sustainable change that was deeply rooted in the values of equity, belonging, and advancing the well-being of both individuals and the community at large.
Moving Forward with Intention
The story of this client highlights how leadership, when paired with intentional reflection and strategy, can lead to meaningful, long-term impact. She’s now taking the lessons learned during our time together and using them to create a shared vision—one that involves not only the board but also staff, partners, and, most importantly, the clients themselves.
By promoting a culture of well-being and equity, this organization is helping to build stronger communities that reflect a healthier, more inclusive society.
This story is a powerful reminder that transformation starts with recognizing where we need to grow, having the courage to ask and answer difficult questions, and committing to the work of creating a more just, equitable, and well society.
