The Flourishing Culture Podcast Series
“A Commitment to Justice Work and a Healthy Workplace Culture“
June 29, 2020
Intro: We consider it a great privilege to serve Christian-led organizations making a huge difference in our world. Today we learn from a ministry called Advocates for Community Transformation, known as ACT, in Dallas, Texas. Listen to how they have built a flourishing workplace culture, caring for their employees holistically, so they can better serve under-resourced neighborhoods.
Al Lopus: Welcome to another episode of the Flourishing Culture Podcast, where our goal is to equip and inspire you to build a flourishing workplace. As we all face today’s leadership challenges as a result of the COVID-19 pandemic, we believe having a healthy culture is more important now than ever before. We are here to help you eliminate toxicity, improve your employees’ engagement, speed up new innovation, and grow your organization’s impact.
And before we meet our guest today, I urge you to subscribe to this podcast. As a result, you’ll receive our action guide. It’s our gift to help you lead your organization’s culture to the next level. To subscribe, simply go to bcwinstitute.org/podcast. Hit the Subscribe button, and receive our free action guide.
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And now, let’s meet today’s special guest.
It’s my pleasure to welcome Anna Bridges, the director of talent and culture for ACT—ACT stands for the Advocates for Community Transformation, in Dallas, Texas. Welcome, Anna.
Anna Bridges: Thank you so much. Very excited to be here.
Anna, as you know, we work closely with hundreds of Christian organizations, each church, ministry, or Christian-led company seeks to build a flourishing workplace. And I must say, your organization, ACT, has one of the most compelling reasons for being that I’ve experienced in a long time. So what is the need that ACT aims to solve?
Anna: Well, thank you so much. We really appreciate that. And the short version is that ACT equips underserved residents to take back their neighborhoods from crime and violence. And what that means, that there are people in our city and in other cities who live in underserved areas, and they oftentimes feel like prisoners in their own homes because of violence and crime coming from nearby properties. And so what we get to do is we get to connect those neighbors with other neighbors on their street and with volunteer attorneys who they can come together and resolve that criminal activity through a legal process. And so when we do, families get to enjoy the kind of safe communities that we all hope and expect to experience.
Al: Oh, yeah. And I can particularly relate to that now that we’ve felt like prisoners in our own houses because of COVID-19. But there are people, you’re saying, that just feel like prisoners because they’re afraid to go outside because of drug dealing and other activities that are harmful.
Well, I’m sure you’ve got a favorite story of how lives and communities are being transformed. Just to help us even understand more about ACT, why don’t you tell us a favorite story.
Anna: Sure, sure. So I’ve been at ACT for seven years, which means I’ve had a front-row seat to get to witness and see some of these stories firsthand and get to know these men and women we partner with. And I have to say, they really are truly amazing, humble, and courageous, and just some of my heroes. And so it’s hard to choose just one to highlight, but one of my favorite people that we’ve had the pleasure of working with is a woman named Ms. Stephanie. And she is a former vet who lives in one of the neighborhoods in Dallas, where we work. And before we met her, her neighbors were constantly using her yard to traffic drugs. So she had a drug house behind her, on either side of her, and across the street from her. And so she was getting fed up with it. She feared for her safety and her son’s safety. And so she kept doing what we have been taught to do and that is call the police, and they came, they were very present, but the problem still persisted.
And so one day she ran outside with her gun, fired shots into the air to scare off the intruders, and so that triggered the police coming out and visiting with her. And they actually told her to reach out to ACT and that we might be able to come alongside of her with this legal process that we had developed and help her take care of those drug houses on her street.
And so she did, and we have since had the pleasure of working with her for years and partnering with her on numerous cases. We’ve seen peace come to her street. We’ve walked with her as she started a neighborhood association and really stepped into a place of leadership in her neighborhood.
And so for me, what I love about this story is it highlights the bravery and determination of Ms. Stephanie to see change come into her neighborhood. And it really highlights, too, just the multi-faceted relationships we have in Dallas and partnerships we have with folks like Ms. Stephanie, the police department—we refer cases to them; they refer to us—law firms and others.
Al: Wow. I love that story. It brings a number of interests together, I’ll have to say. It’s really amazing work. And it all begins with amazing talent, isn’t it? You’ve worked there for seven years. You’ve seen the ministry grow to its current size from a much smaller size.
What’s one of the core principles or commitments that drive the workplace culture at ACT?
Anna: That’s exactly right. The work itself really does start with the people on our team, and that, for us, is the answer to your question. That is one of the foundational principles that drives our workplace culture is the importance of the people we have on our team and that we’re coming alongside of them in a really holistic way to care for them. So just that mindset of emphasis on the people you have.
For us, it manifests itself in a couple of different ways, and one is the hiring process. And so we place a huge emphasis on hiring and consider it one of the most critical steps in building a great workplace culture. What that means is we have a pretty extensive hiring process. And while in recent years we’ve sought to increase the efficiency of it, we still seek to emphasize the effectiveness of it. And so as we go through the hiring process, another way we approach it is by placing a high premium on culture fit. So we adopt the mentality that skills can be coached, but, ultimately, culture cannot be. And so we’re looking for people who already embody our culture and what we value and can also help us grow and develop it. So that’s one of the first places where we’ve seen outflow of that mindset of this emphasis on the people we have on our team.
A second way we really focus in on that is we strive to care for the people on our team holistically and steward them for and beyond the organization. And so just a couple of examples of that is, one is when it comes to spiritual development. And so we as an organization recognize that this work is not ours but the Lord’s.
And so we have created multiple organizational rhythms that help us stay focused on that. And what’s cool about that is the natural byproduct is that we have an opportunity through those organizational rhythms to spiritually invest in our staff. And so some of those rhythms we have in place is the daily staff prayer from 11:00 until 11:30. So every day, our team puts a pause on the work, comes together corporately in praise of our work, for one another, for our partners. We’ll study some scripture together. We sometimes have monthly themes we focus in on. And like I said, we do that every day from 11:00 to 11:30.
Something else we do, just another rhythm, is we ask our staff once a week on Wednesday mornings to take a couple hours to spend in prayer and solitude and scripture reading. And it really is just an opportunity for us all to put a pause on the work and to re-center on the truth of who Christ is, what He’s doing in us and, we hope, through us. And so those Wednesday mornings are really valuable.
And then, even out from there, on an annual basis, we encourage many people on our team to sort of have an extended Wednesday morning to do what we call silent retreats for a couple days. And again, it’s an opportunity to get away to a quiet, desolate, beautiful place and to spend time and reflection and prayer and scripture reading.
And for me personally, when I look back on my time at ACT and I think about the way the Lord has grown me in my walk with Him, so much of it is through ACT and through these disciplines that we’ve incorporated. And so I’ve definitely appreciated that in my own personal experience, and it’s something I am passionate about for our team as well.
Al: And then there’s one more thing there—salary and benefits seems to come up, too.
Anna: Yes. And so that’s another way we, like I said, seek to come alongside of our team and steward them for and beyond the organization, and that’s to really provide a robust and holistic salary-and-benefits package. And our hopes are that it will enable our team to care for themselves and their families, not only now, but also in the future, through tools such as a 401(k), short or long-term disability or life insurance. And so these are just a couple of examples, like I said, of how we come alongside of our team and express that value to them so that they can, then in turn, go out and do their best work.
But what’s interesting is both of these examples that I shared, both of these points have come up in our last survey, and that is that we have a great team—so we’ve hired well—and that we have a really robust salary-and-benefits package that our team really appreciates. And so one of our takeaways from the survey, which is, as best as we can, to continue to do what we’re doing and continue to do it well and telling that story to our staff.
Al: Well, Anna, these are just great culture basics that you’re outlining, to focus on people, where you have rigorous hiring processes, where culture fit is really a key criteria, and you care holistically, spiritually. And I love your three spiritual-development practices around daily prayer, weekly solitude and prayer time, and then the staff retreats on at least an annual basis, and then holistic salary and benefits for your team.
And you’ve got a president who’s also quite an entrepreneur and a founder of ACT. Where does his voice and passion come in with the culture?
Anna: Yeah, that’s a great question. So like you said, we’re a founder-led organization. So what that means is our culture is very much tied to and reflective of the person and character of our CEO and founder, Reid Porter. And like you said, Reid is an entrepreneur at heart. So he created something that had never really been done before, and so that sort of drive is still very much a part of who we are as an organization.
We’re never stagnant. We’re always looking ahead to where we might share our model next, both in and outside of Dallas. So that brings definitely a creative energy to our culture. And it means we naturally attract team members who are drawn to that sort of work and who like to build. And so that just continues to further strengthen and develop our culture as an organization.
But also in terms of workplace culture, Reid sought to create the sort of organization he wanted to work for. That’s why he brought in the daily staff prayer. I mean, that was something he wanted to do on a daily basis. And so he did a really great job in some of those things he introduced to ACT early on, and it’s really laid a great foundation for us to build upon.
Al: Well, I’ve often seen and experienced CEOs, founders, who have had bad experiences someplace else, and they really create a place where they would like to work, and they take it seriously. And you can tell that Reid has taken that seriously at ACT.
Let’s go back. You first surveyed with the Best Christian Workplaces Institute in 2018. Why did you survey? You could have just gone, kept going forward. But what motivated you to ask your employees for their candid, anonymous feedback about your culture? What was the beginning?
Anna: Right. That’s a great question. So at ACT, we strive to be what we call a data-informed culture. So we seek to learn what we can from numbers and metrics throughout our organization. But something we realized is that it really should not just be confined to our program—what are we achieving on the field?—but we want to take a look internally as well. And so we wanted to understand how we’re doing internally and how we were working as a team and if we were thriving from a culture perspective. And so we started to shop around for different employee-engagement platforms, and we were in contact with a group that has worked with you guys in the past, and they referred BCWI. And so, like I said, we looked at a lot of different surveying platforms, but we ultimately chose BCWI because of the alignment spiritually. And as we’ve already talked about, the spiritual is such an intentional part of our culture. And so using another platform that engaged that was really just painting a complete picture.
And then after we took that survey in 2018, like you mentioned, we were just so pleased with the quality the reports provided; Kevin, our consultant, and, really, y’all’s entire team; it was a no-brainer to continue to work with you guys this last year in 2019. And we have every intention of continuing in the years ahead.
Al: Yeah, great. Kevin Scheid is the consultant that’s worked with you for the last couple of years. And, yeah, we love Kevin, no question about it.
So the survey revealed the true health of your culture. I love what you’re saying—you’re a data-informed organization. You look at data to see if your programs are working, but also applying data and looking at data to see how your culture is internally.
So here’s some areas that is really interesting to me that you scored high in. You scored high in what we call inspirational leadership; and then outstanding talent; and especially high, we’ve already talked about the reward and compensation and benefits. So what’s the lesson that you’ve learned as an organization when it comes to compensation and benefits? Let’s start there.
Anna: Absolutely. So one thing that we realized very early on, and as we’ve already talked about, I believe it started with Reid in the founding days. We can’t expect our team to do their best work if they and their families aren’t able to meet their basic needs and live fairly comfortably in the Dallas-Fort Worth area. And so while we can’t compete directly with the for-profit world necessarily in terms of compensation, we do try to get close and provide holistic care for our team.
So one way we also think about this is we like to borrow ideas and learn from their organizations and adapt them to our workplace. And so one such idea that we’ve leaned into pretty heavily over the last couple of years is this idea of the redemptive framework, which comes from a group we follow out of New York called Praxis. And they talk a lot about Christian workplaces’ calling to move beyond just doing the ethical in their operations and to push towards what they call the redemptive edge. And they define redemption as creative restoration through sacrifice. So for us, in terms of the way we care for our team, we have sought to really adopt a mindset of seeing the amazing value of each and every individual on our team, their unique story, and gifts from the Lord. And then from there, this leads us to really seek to do our best to care for them holistically.
And so one way that manifests itself is through providing, like we’ve talked about, a really robust salary-and-benefits package. Another way is through modeling for our team how to work hard and rest well, and fight and curb those signs of burnout, which also is where spiritual disciplines are helpful on that as well.
So to take it back to the redemptive framework of creative restoration through sacrifice, we have to recognize that these sorts of measures do come as a sacrifice for the organization, but we believe it is one that is right and worthwhile, and we’re seeing the effects of it.
Al: Anna, I’d be interested, can you tell us a little more about this organization called redemptive framework? I don’t think our listeners are familiar with that.
Anna: Sure. Yeah, I’d love to talk about them. So the group is called Praxis, and like I said, they’re based out of New York, and they really are a thought leader in this idea of how do we as believers renew the culture around us. And so they love to come alongside of founders of for-profit and nonprofit organizations alike and really help them to see how their work, their company, can influence the culture and bring the kingdom of God to bear in this world. And so we’ve loved learning from them. They have a variety of programs, and we’ve participated in some of those and are just thankful to be a part of their network and relationship with them.
Al: Great. Thanks for sharing.
Anna: You bet.
Al: I trust you’re enjoying our podcast today. We’ll be right back after an important word for leaders.
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Al: And now, back to today’s special guest.
Let’s talk about positive feedback you received from Millennials. We oftentimes find that sometimes there’s a break between even 18- to 44- or 45-year-olds, then that will be a different score than those above 45. And you’ve really done a phenomenal job with young employees, especially those from, as we have in our category, 18 to 29. So what do your Millennial team leaders and team members bring to the table to advance the bold mission of ACT?
Anna: So, we have historically been a fairly young organization, meaning that we have a good group of young folks on our staff, including myself. I fall into that category. And so with that, there’s definitely an eagerness and excitement and creative energy in the way we work. Regardless of age, those who thrive at ACT have a willingness to roll up their sleeves and jump in, which is one of the many reasons I love our team.
But specific to your question, Millennials are known for being very mission driven and typically have a desire to integrate their work with all areas of their lives and relationships. And so that is definitely true of this age group and what it brings to ACT.
Also, so another point I think is important to make here and just really ties into what we’ve been talking about already with this particular demographic is what are they looking for in terms of benefits and a benefits package? And so we’ve been very intentional and kept this demographic in mind as we’ve built out our benefits package over the years. And we’ve asked ourselves, where are they in life, and what do they care about? It has also informed the way in which we roll out these new benefits. So we can assume that many of these folks in this demographic on our staff haven’t had a lot of life experience to understand how to navigate the healthcare system or what to do when they need to access really long-term disability. And so we really take a posture of teaching and trying to show them how to maximize these benefits if the situation ever arises. And so this has just been a big focus of our team over the last few years, there’s like I said, as we’ve built out this program. I think it’s been reflected in our survey results, for sure.
Al: So you’ve really focused on the design and communication of your benefits. And I’m just curious, as you look at your benefits, is there a unique feature of your benefits program as a result of the feedback that you’ve received from your younger employees?
Anna: Yes. It’s mainly been the communication of it, like you said, of understanding where they are and the level of inexperience in the systems, particularly with the healthcare system. We all know it can be very complicated, and so we’ve sought to find good partners to work with, who can help us navigate that and help our staff navigate the assistance as well.
Al: Given all that you’ve shared here, what lessons have your Millennials taught you? What do you need to say to the many leaders who are listening in that might say, “We just don’t understand how to work with Millennials”?
Anna: That’s a great question. So as we’ve talked about, Millennials typically view their work as an integrated part of their lives, and so that mindset has helped and encouraged us to provide spaces for strong relationships to develop in the workplace. And so there’s opportunities at staff prayer, perhaps to share something personal going on in one’s life, where the social space is, and after work. Those are things we like to encourage.
And as we’ve already talked about, as Millennials, what we have tried to do and have found helpful and would encourage other leaders to do as well, is to recognize that this demographic is now starting in raising families. As I mentioned before, we have to ask ourselves as an organization, how can we come alongside of them during this unique time of their lives? And really, that’s something that goes for any demographic. I think a staff member wants to know if the organization is mindful of what is going on in their life outside of the workplace and that they care about that as well and care about them in a holistic sense.
Al: Yeah. Great example.
You know, it wouldn’t be a surprise to any of our listeners, based on what we’ve already said and what you’ve expressed about the practices around spiritual development at ACT with your daily prayer, solitude, and prayer time each week and then spiritual retreats, but it really came out that there’s something that’s distinctively Christian about ACT. So tell us. It might have something to do with an Old Testament prophet, Micah. Tell us a little bit about what’s distinctively Christian about ACT.
Anna: Yes, absolutely. So Micah 6:8 is our capstone verse, so to speak. And it says, do justly, love mercy, and walk humbly with your God. I’m not sure if you’re familiar with Tim Keller’s book Generous Justice, but we do borrow a lot from there. And he talks about this verse. It could be understood, as do justice out of a merciful love. And justice means participating with God in His work of repairing that which is broken in our world. So that means for us at ACT, that the grace and mercy we have experienced in Christ compels us to be part of bringing His kingdom to this earth by helping make right what is broken.
And so in this case, in Dallas, for us here at ACT, what that means is we seek to support these brave men and women who live in historically disenfranchized communities, to help them not have to live under the brokenness of violence and crime anymore. And so with that, we still have a lot to learn here in ways we can continue to develop our theology and the expression of it in the workplace. But at the end of the day, theology is a very big deal to us because it answers the why behind our work, and our culture is a natural outflow from that. It’s very purposeful, that before I ever start onboarding an employee and jump deeply into training them about our culture, I always start with the theology and the why behind what we do.
Al: Boy, that’s fantastic.
You also have something called justice partners. So who are these people, and why have they been so critical to the work that you do?
Anna: Justice partners are people from all over our city, who have made a commitment to justice and to neighborhood safety with their time and their treasure. So they really put themselves behind it, so to speak, and they give monthly support to ACT’s work financially, and they participate in classes and events and volunteer opportunities. And so they really are critical to our work because they support our amazing staff and serve as advocates within our city for justice. And so we’re really thankful for our justice partners and those men and women.
I’d also love to highlight here, too, we are also connected to a fantastic group of churches, law firms, government agencies, and neighborhood leaders all over our city. They’re all committed to this work as well with their time and talent and treasure oftentimes. And so this, I think, has been one of my favorite things about being at ACT is really just getting a bird’s-eye view of all the people who care about what we care about and how ACT is really just a small piece of the whole entire picture. And so we know that making right what is broken is not our thing; it’s God’s thing. And so we really are just a part of a much larger community of people who see themselves as helping bring God’s kingdom to bear in our city.
Al: Yeah. This is a tremendous story that you’ve got here, bringing God’s kingdom to bear in the city, especially as it comes to resolving justice issues that come up. So, boy, this is great.
Growth is needed if you’re going to continue to walk humbly to bring about God’s justice and mercy. There’s no question. There’s plenty of opportunities out there. Every organization certainly has its growing pains. Would you be willing to share with us maybe one or two ways where your workplace culture is being stretched, considering the growth and the challenge that you’re facing?
Anna: Yes, definitely love to share some of the things that we’ve learned. And really, one of the ways we’ve really begun to grow and have made strides over the last couple years has been on this topic of racial equity. And really, it was one of the key things that we noted that came out of our 2018 survey results was that our team really desired for our organization to wrestle with this issue of race and diversity. And so this was something we were already beginning to recognize prior to this survey, through conversations with some of our team members. But the survey really helped us verify that and see the importance of it for our team.
And so this topic is very important on a couple different levels. One, it very much impacts our work externally, because the truth is we are serving in a city that unfortunately has a complicated history when it comes to systemic racial injustice, and the communities in which we work have oftentimes been adversely affected by that for years. And so we’re wanting to understand this more and learn more about racial equity so that we can do our work in a way that helps bring about reconciliation versus the opposite of contributing to the injustice. And so that’s one reason we really honed in on this topic as an organization.
The second reason it’s important to us is that racial equity impacts the way we work internally. And so there are a variety of lived experiences represented on our team, and so we are learning how we can create safe spaces for our team members to share their lived experiences with one another and to also learn from one another in this way.
And so just to get practical here for a minute, some of the steps we’ve taken since having these conversations back in 2018 and seeing the results come up in the survey is we formed a racial-equity committee to focus on this topic for ACT. That is a cross section of staff members who across the organization and from different departments. And then one of the recommendations the committee made was that we work with a consultant named Dr. Alvin Sanders, who wrote a book called Bridging the Diversity Gap. Our staff read this book together, we discussed it weekly in small groups for about a month, and then we invited Dr. Sanders out to lead our team through a two-day workshop on the topic. And it really, it was just such a fantastic experience, and I’d highly recommend him and his book for any Christian organization looking to make changes in this area.
And then from that workshop, something we did is we have formed a working group of leaders here at ACT to really hone in on a strategic plan that takes what we have learned and infuse that into our vision and goals as an organization and into the future. And so we still have a long way to go on this journey, but it’s one that we’re committed to and have already learned so much from.
Al: Well, this is really challenging to think about this, and the work that you’re doing with racial equity, gosh, that’s challenging. And I think your approach is one that other Christian organizations, if they want to really address the racial-equity issue, to work from and to do something like create a racial-equity committee, read some background resources. You mentioned Dr. Alvin Sanders, Bridging the Diversity Gap. I’m sure there’s other great resources as well. But that’s fantastic. Thanks.
You know, every leader who’s listening to us wants to know how your organization is dealing with this national pandemic. You were mentioning earlier how people in their neighborhoods feel like they’re in prisons, and many of us feel like we’ve been in prison here for the last six or eight weeks. What’s one or two things that you feel like you could celebrate or maybe a challenge that you’re facing during the COVID-19 pandemic?
Anna: You know, again, it really just comes back to our team, and we’re celebrating how our people have been stepping up into leadership and creatively coming together to solve challenges. Our challenges are not unique to what organizations are facing. It’s a question initially of how do you work remotely? Now it’s how do you reenter the workplace in a safe way? How do you move your work forward or adapt your work to the changing environment? How do you raise funds? I mean, those are all questions we’ve had to face in challenges. But like I said, our team is just really resilient and creative, and we’re just celebrating how they’re stepping up and facing these challenges.
Al: Great. Well, Anna, I’ve really enjoyed what we’ve learned today. You know, just really touched with the way you describe your culture and how you continue to build your culture with your focus on people, your rigorous hiring patterns, your focus on culture fit, your holistic approach to people when it comes to spiritual development as well as their salary and benefits. It’s just really, really great. And how you picked to actually measure the health of your culture because you’re a data-informed culture. And of course, Christian nonprofits, having data on programs and program outcomes is certainly important, but taking that same philosophy internally is really a great idea. And I love what you said about Millennials having a number in your group and how they’re so mission focused. And the way you’ve customized, particularly the communication of your benefit programs for your Millennial group and how you’re mindful of what they need. But then this whole discussion on racial equity has been one that I think our listeners are particularly interested in, especially, as you said, with the history of race relations in Dallas and throughout the South and how innovative that is and to possibly consider a racial-equity committee, if that’s an issue that you want to address. Boy, these are great learnings. And, of course, my congratulations on just the way you’ve worked to help build the healthier culture over these last couple of years.
But to put a bow on our interview, Anna, what’s one final thought, considering all we’ve talked about, one final thought or maybe an encouragement that you’d like to leave with our listeners?
Anna: Absolutely. Well, thank you so much, Al. And I assume if you’re listening to this podcast, you probably already understand the impact of intentionally investing in your people and in your culture. And so my encouragement is just to keep at it. Those practitioners should just keep doing it and continuing to listen to your team and continuing to responding in creative ways, both big and small. And I know I’ll continue to listen to this podcast. I can learn from you all as well.
Al: Well, thanks, Anna. Ladies and gentlemen, Anna Bridges, the director of talent and culture for ACT in Dallas, Texas, thank you so much for sharing your wisdom, Anna, your insights, and stories, and thank you for investing yourself in everyone who’s been listening and benefiting from all you’ve shared with us today. Thank you.
Anna: Well, thank you for inviting me. And we’re just honored to share what we’ve learned and are really grateful to BCWI for all the amazing work you’re doing in helping Christian workplaces thrive.
Al: Thank you.
Outro: Thank you for joining us on the Flourishing Culture Podcast and for investing this time in your workplace culture. If there’s a specific insight, story, or action step you’ve enjoyed, please share it with others so they can benefit, too. Please share this podcast with friends on social media, and show your support by rating, reviewing, and subscribing wherever you listen.
This program is copyrighted by the Best Christian Workplaces Institute. All rights reserved. Our writer is Mark Cutshall. Our social-media and marketing manager is Solape Osoba.
Remember, a healthy workplace culture drives greater impact and growth for your organization. We’ll see you again soon on the Flourishing Culture Podcast.