In a recent experiment, elementary-school age girls and boys were told a story featuring a “really, really smart” gender-neutral protagonist. Then, they were handed four pictures — two men and two women — and asked to pick out the character from the story. By age 6, girls were significantly less likely to pick the pictures of their own gender, the study concluded. NationSwell Council member Amanda Mortimer is trying change the narrative. As the director of production at The Representation Project, she’s pointing out the stereotypes in our culture and teaching young people to overcome them.
Has there been a time when you’ve been affected by [stereotype] images from pop culture?
I grew up in the 1980s playing with Barbie dolls and watching Disney movies—experiences that taught me the ideal woman must have unnaturally long legs, a tiny waist and large breasts. It might not have been possible, but that was the ideal. As a teenager, when I leveled out at 5’3”, I had to reconcile cultural notions of beauty with realistic ones and, at the same time, learn to celebrate and embrace all of the other skills and traits that make girls great.
What inspired you to change the narrative?
In addition to limiting the gender narratives I absorbed as a kid, I was also part of the generation of girls who was told they could be anything and do anything they wanted. Together, these two narratives create a lot of tension: You can be President of the United States, but you should look like a swimsuit model. I didn’t realize how much these stories were hurting me and other women until I saw the documentary Miss Representation by Jennifer Siebel Newsom. It wasn’t that the documentary revealed compromising images of women I had never seen before, but it connected the dots for me in a powerful way between the limited ways girls and women are pictured and the limited ways women are represented in positions of power and influence.
Last November, our country bared its divisions by race, class and geography. Do you think there is still time to repair our ideas of one another?
The short answer is yes. Years before working in news and documentaries, I worked on political campaigns. Elections always teach us something, and this past presidential election gave us all a lot to think about. The truth is, we are experiencing one of the most extreme periods of economic and social inequality in our nation’s history; people are experiencing vastly different circumstances and opportunities in America today. Sometimes, the fear of economic insecurity can be manipulated and turned into a fear of others. But I believe we are all a lot more similar than we are different and that we actually all want the same things for our children and our parents. In order to move forward, we’re going to have to focus on our common humanity more and on our differences less. That said, I’m not sweeping centuries of structural racism and inequality under the rug. We still have major work to do to acknowledge, reconcile and make reparations for our history of racism and oppression in America.
In your mind, what’s been the most successful way The Representation Project has done that?
Our work is all about awakening minds and raising consciousness about stereotypes that are so pervasive in our lives we sometimes don’t even recognize them. Once you are aware, you can be educated about the costs and consequences of these messages, and then you can start to change attitudes, behavior and, ultimately, culture. We believe that media is both the message and the messenger, so we do a lot of work through media, especially film. We’re working on a third documentary now that will expand the conversation about how our values shape our culture, with a deeper look at how inequality is experienced in America in terms of race, class and gender.
How do you train the next generation of children not to be swayed by what they’re seeing?
Last summer [The Representation Project] held our first annual Global Youth Leadership Summit and brought together an incredible group of youth from all walks of life. The program of experts and celebrities taught these kids how to recognize limiting stereotypes in their media, explained why they are damaging and then taught them how to have conversations about those limiting narratives in their own communities.
Homepage photo by Drew Angerer/Getty Images.
Tag: nationswell council
How Do You Make a Good Idea Even Better?
Digital technology is unleashing potential across the global economy. As CEO of the Gramercy Fund, NationSwell Council member T. Trent Gegax is trying to identify which early-stage companies in web services, social media, biotech and education technology software are poised to harness that energy. NationSwell spoke to Gegax recently about how he’s picking investments at the outset of a third industrial revolution.
I’ve heard some venture capital firms say they have a thesis they play out in their portfolio. In those terms, what’s Gramercy Fund’s “thesis” for what you choose to back?
It comes down to a strong personality, an individual who’s both extremely confident and extremely coachable, someone who knows what they don’t know and is assured in what they do. Investing in people — a real solid founder that we trust — is first and foremost what we look for. Second, it’s marketplaces that are compelling or interesting. Timing is the third element, and probably the hardest. If you’re too early, you’re Friendster or MySpace, not Facebook. Knowing the market sometimes that requires a crystal ball. I said no to Kickstarter because I wasn’t sure if the timing was right for crowdfunding projects. I still kick myself on that one.
Besides confidence, what other qualities do you look for in founders that indicate they’ll be successful?
A single-minded obsession with the problem they’re trying to solve. Basically, having the passion for the business that a baseball player has for the game, who gets to wear funny uniforms and play for a living. We look for founders that pinch themselves because they can’t imagine getting paid to do something they love so much.
How do you coach these founders?
I learned early on, being a board member on companies, that when I said, “You should do this or that,” the CEOs never took my advice. They really shut down. I quickly learned that recommending ideas and options was more effective, couching statements as, “This worked for others,” or “Have you thought about this?” It’s also important to be an ear that listens and doesn’t automatically try to solve the problem that the founder is talking about. Sometimes, founders want to talk to a shrink, and they don’t really want to hear answers. They just want to have an ear to spill into. And finally, always tell them they’re not alone, because a founder in trouble is one of the loneliest people. I can give them context, that these are the problems that everyone’s had and gets through. It’s the Churchill line, “When you go through hell, keep going.”
Founders can be extremely lonely in those dark moments, but if they’re successful, it can also be extremely glamorous. Why do you choose to work behind the scenes, supporting these other ventures?
I’m a former reporter, and I covered the early days of the Internet, war and presidential elections back in the ’90s. I love having a front row seat in history, being the first to see things and investigating whatever I’m seeing. It’s not a big jump between being a reporter and investing. I probably take five to seven calls a week looking at new businesses. It’s hard for me to say no, just because I never know when the next Kickstarter’s going to come. I’m terminally curious. This moment in time — the third Industrial Revolution, from analog to digital — is a transformation. There’s more opportunities than meets the eye. I tell you, it’s exciting. The big risk is if I bet on a bunch of bad ideas and the fund goes to zero, but so far, we’ve had some decent exits and nice markups.
What book would you recommend to someone who wanted to understand your work?
The book that really taught me how startups work and how difficult it is to succeed in this area is Ben Horowitz’s “The Hard Thing About Hard Things.”
What innovations are you eyeing as opportunities for growth?
This isn’t breaking news: the combination of artificial intelligence and sensors of all sorts capturing data everywhere around us is creating the opportunities for automation that we can’t even begin to understand yet. (That’s why you have so much talk of the impending domination of our robot overlords.) Also, in transportation, transforming how we relate to vehicles will transform cities. I’m a bit of an urban planning geek, and you can imagine automated vehicles in the future literally changing the cityscape: street parking, off-ramps, the opportunity to bike and get around.
What do you wish someone had told you when you first started this job?
There’s an old saying in journalism, “If your mother says she loves you, get a second source on it.” I didn’t take that to heart with some of the very initial investments. I was new and didn’t know much, so I erred on the side of being a little too trusting. That didn’t last long: my journalism expertise kicked in after I made a few mistakes in my first few investments. You always fall in love with an idea the first time you hear it. Now, I always sleep on it.
To learn more about the NationSwell Council, click here.
This article has been edited and condensed for length.
A Better Way to Boost Civic Engagement
In 1933, President Franklin D. Roosevelt launched the environmentalist Civilian Conservation Corps, one of America’s first experiments in public service (aside from the traditional routes of joining the military or running for office). Decades later, John F. Kennedy’s global Peace Corps and Lyndon B. Johnson’s domestic anti-poverty program, VISTA, followed. And later, Bill Clinton formed AmeriCorps to instill service as a core ideal. NationSwell Council member MacKenzie Moritz, chief of staff and head of partnerships at Service Year Alliance, believes that civic engagement is about to reach its apex, as more young people sign up for a year of service. NationSwell spoke to him by phone in Washington, D.C., about how 12 months of service could heal the country’s divides.
What is a service year? Who can participate, and what do they do?
A service year is an opportunity to do a year or two of full-time, paid service with a nonprofit, government or university, working to address an unmet societal need. Some of the best-known examples out there are things like the Peace Corps, AmeriCorps programs like Teach for America and City Year, and the Jesuit Volunteer Corps. Our focus is really on this idea of how to provide opportunities for people to act on the responsibilities of their citizenship. [With Service Year Alliance,] we primarily focus on recruiting 18-to-28-year-olds — whether after high school, during college or after — to have this opportunity really early in life, because we think it will unlock a next level of civic engagement for the rest of their lives. Of course, they’re certainly not limited to those ages; plenty of people decide to do a service year later in life.
Why is a service year so important now?
After two years in Philadelphia, where I taught ninth-grade world history, I ended up leading Teach for America’s national recruitment strategy and technology team. At that time, we were seeing 60,000 applicants every year for 6,000 positions. There was just a tremendous interest from young people to give back, to leave their mark on society. The vast majority of people that were raising their hand to volunteer were ultimately told they weren’t a good fit. They were being rejected, only to go home and read a newspaper article about how Millennials care only about themselves. With our politics, people aren’t feeling as connected to larger systems as they had historically, leading to declining rates of social trust. We need something new that restores the fabric of our country.
What would you say to the person who thinks service years are well and good for others, but not for them?
The Franklin Project got started at Aspen Ideas Festival a couple years back, when Gen. McChrystal was asked whether he believed in the draft. He said, “I think you’re asking the wrong question. The right question is, ‘Should every young American serve?’ I think the answer to that is yes. But does the military need everyone? I think the answer is no. We need to create a lot more pathways for young people to serve.”
He went on to say that citizenship is a membership. We spend a lot of time talking about its rights, and we spend very little time talking about its responsibilities. About only 1 percent of Americans serve in the military, and frequently those are folks who come from families that have a long history of serving in the military. It’s really dangerous for us, as a country, to get into the mindset of thinking that service is someone else’s job, that it’s not a shared responsibility across all of us. Service years involve exploring your identity as a citizen.
Is there a book you’d recommend for someone who wants to understand your approach to public service?
“Heart of the Nation: Volunteering and America’s Civic Spirit,” by John Bridgeland, chair of the domestic policy council in the Bush administration during 9/11, does a really good job of providing a history of service in America and outlining a future of where we could go.
What do you wish someone had told you when you first took this role?
If I had been holding myself to the expectations I had for myself as a college graduate at 21 years old, I would not be doing any of what I’m doing today. There’s so much out there that I didn’t know existed back then. There are a lot of different levers that exist out there for changing our society. It’s very easy to fall into focusing only on the ones you know. With how fast the world is changing, there’s a lot more that are being created all the time. I hope that, 10 years from now, I’m doing something that doesn’t exist today.
What are you most proud of having accomplished?
When I was a teacher back in Philadelphia, I had the opportunity to meet a lot of amazing young people. My male students, you’d ask them what they want to do, and they’d say [play in] the NBA or the NFL. In a moment of frustration, I ended up taking a trashcan and putting it on a stool. I said, “Alright, everyone get out a piece of paper. Crumple it up. On the count of three, shoot.” Ninety-five percent of them didn’t go in. “Okay,” I said, “We need a backup plan here.”
The funny thing is that one of the students ended up playing in the NBA, which makes me look foolish, but I was right for the rest of them. The students I’m most proud of are two of the students I taught as ninth graders, who, after college, did Teach for America back in Philadelphia and now, after completing that, are staying in the classroom. It’s been such a privilege to mentor them over the years, stay in touch with them and see the cycle go all the way around. There’s just so much talent and potential in all of America’s classrooms. I got to play a small role in helping people to realize that, and I’m excited to continue to help with that through all the work that I do.
To learn more about the NationSwell Council, click here.
Note: Since the publication of this article, Service Year Alliance has become a NationSwell advertiser.
A Washington Insider’s Advice for the New Administration
President Obama confronted a number of foreign policy issues during his two terms in office: a covert mission to kill Osama bin Laden; the expansion of settlements in Israel; a failure to curb Russian aggression in Crimea; military strikes in Libya; a red line and refugee crisis in Syria; the rise of the Islamic State; the reopening of relations with Cuba; and a nuclear deal with Iran. Behind the scenes, NationSwell Council member Matt Spence worked on many of these issues in the White House’s National Security Council from 2009 to 2012 and as head of Middle East policy in the Defense Department from 2012 to 2015. As Donald J. Trump readies to be sworn as president this week, NationSwell spoke to Spence, now a partner at the venture capital firm Andreessen Horowitz and a fellow at Stanford, about the world the next commander-in-chief will face.
How did you get interested in international policy? Why did these big global issues matter to you personally?
In some sense, it’s unusual. I grew up in Southern California and lived in the same house my entire life. I’d never been out of the country until college. But when I was born, my father was in the Army reserves, and I remember him being deployed to Korea in preparation for the first Gulf War. My mom was the first in her family to be born in the United States; her grandparents and two uncles had come here very suddenly during World War II when the Nazis took over. So, in the background, there was a strong interest in international issues. I remember my dad reading a lot of military history and international affairs when I was growing up, and I was just fascinated.
You’ve credited your first White House role to a doctorate in international relations and “a fair amount of luck.” Why did you choose to join the Obama campaign in 2008?
I got very excited about Barack Obama when he was a candidate after reading a speech he gave in 2007 to the Chicago Council on Global Affairs. He talked about how the way to keep America safe was by pursuing smart policy and supporting development throughout the world. I’d written my doctoral dissertation at Oxford about the impact of democratization on developing the rule of law and what America could do to support that in Russia and the former Soviet Union. I was really struck that the danger in these societies was not that they’re aggressive, but that they were so weak and broken. I remember Obama at the time talking about how a starving child in the Middle East or Africa is as much a threat to the United States over the long term as the spread of weapons of mass destruction. I think we’ve seen that now with broken states, refugees, the rise of totally ungoverned spaces. Obama got that at a real visceral level, and he was saying this, by the way, when he’d only been a senator for a very short time.
Looking back on your time in the White House, what was the greatest test of your resolve?
I started at the White House on the first day after the inauguration, and I was just working all the time. I was at my desk by 6:30 or 7 in the morning, and I would leave around 10:30 or 11, as one of the last people leaving the West Wing. There is so much that is happening at the same time; the sheer bandwidth of the diverse issues is just mind-blowing. At the beginning of an administration, one of the most valuable qualities is just stamina to come in and work those types of hours. But the key, in the middle of all that, is to try to think about how to keep your head above water. What do you actually want to be doing? How do you think about history?
[ph]
How did you maintain perspective amidst all the pressure?
I got a great piece of advice from my boss at the time, the national security adviser. He said, “Always make time to read history.” In the middle of these 14-hour days, I read the memoirs of past national security advisers, secretaries of state and other figures. I remember finding a passage in Zbigniew Brzezinski’s memoir from when, as Carter’s national security adviser, they dealt with the Iranian revolution. I gave it to the national security adviser as we were thinking through the protests surrounding Egypt’s president, Hosni Mubarak, in Tahrir Square. You don’t want to overgeneralize from history: Those were very different events in very different historical times. But there’s something humbling to think through the changes that occurred decades before. These issues appear very unique; everything looks new to you, in a sense. Essentially, how do you try to learn from your mistakes before you make them?
You had the chance to travel with and brief President Obama. What did you learn from him about leadership?
He has an amazing sense of priorities. Many times, sitting in the Situation Room, he would say very explicitly, “Look, this is a presidential-level decision. I’ve made my decision. You guys go execute and figure it out.” He was very clear on which issues rose to his level that he needed to handle and which he could delegate, which is incredibly important for an executive. There’s a lot of noise in national security or business decisions or running an organization. Given this huge glut coming at you, what are the key things you really need to pay attention to?
During your tenure at the Defense Department, what was the most important development that will shape the future of the Middle East?
When you ask anyone about the Middle East, they picture conflict, chaos, danger. We have to try to think about opportunities. We’re facing a real time of American isolationism. Americans don’t feel that the Middle East is unimportant, but they throw their hands up and wonder if there’s anything we can do about it. Can we maintain leadership without having tens of thousands of troops in the region that most Americans don’t really support?
I remember going to Jordan to lead defense talks with the government. We were in the process of providing a huge amount of military assistance, because they share a border with Syria and Iraq, they had a very serious refugee crisis and they were facing threats from neighbors. A senior member told me, “We deeply appreciate the military assistance that you’ve given us, and we need it. But what we need even more is millions of jobs.” In a sense, it sounds cliché, but as a representative of the most powerful military in the history of the world in a region that’s deeply hungry for security, these countries were thinking about how to educate and employ this next generation. When you spend your days thinking about war planning, that wasn’t what I expected. The most valuable export we have is not from these $750 billion defense budgets, but economic opportunity and entrepreneurship.
What piece of advice would you give to the incoming Trump administration?
Listen and surround yourself with good people who are dedicated, know what they’re doing and will be thoughtful about their role. Right now, there really is an opportunity to show what he’s going to do to govern, and he should show he’s going to govern in a very different way than he campaigned. He said he’s going to do that, and just match the work now.
To learn more about the NationSwell Council, click here.
Building a Better City Through Big Data
In the nation’s capital, 28 percent of children live in a household that’s below the federal poverty line, and another 20 percent grow up barely above it. As executive director of DC Action for Children, NationSwell Council member HyeSook Chung studied exactly where this deprivation could be found and, more importantly, why. “What are we doing that’s not working, and why are we investing in it?” she asks repeatedly. Unlike the ideological think tanks that populate D.C.’s corridors, she’s a relentless empiricist who searches for answers in data. At DC Action, she partnered with DataKind and joined the Annie E. Casey Foundation’s Kids Count community to publicly post a number of visuals about the city online, graphically comparing, say, youth unemployment, Medicaid enrollment or the number of parks in every D.C. neighborhood. Last month, Chung accepted a new role as D.C.’s deputy mayor for health and human services. As she makes the transition, NationSwell caught up with her to discuss the data-driven accomplishments at her last job and reflect on what her new role means for the city.
How does better data guide decision-making in Washington, D.C.?
At DC Action, we were the first ones to really look at the neighborhood level. Looking at wards — the equivalent of a county level — was too broad. As a parent, I live in D.C. and my kids go to DCPS, and I wanted to know why parents in certain areas were able to move the needle, despite the lack of support from the city’s administrative offices. With neighborhood data, we could question why a cluster of a few elementary schools were doing better than all the others in that ward. It could be race or income, but I wanted to know exactly why.
That led to visual analysis and asset-mapping that we can show a council member. “Look at grocery stores and the lack of fresh produce in Wards 7 and 8. Look at the poverty in Wards 1, 4 and 5 that’s starting to kick up.” We were able to have a different conversation with city leaders. Some of the big fights in the city are about state representation and all the things happening on the Hill, so I don’t think they were ready for an organization to show up with data on the neighborhood level. Because then, the solutions are really localized solutions, not these macro, citywide policies. That’s a different way of thinking: One solution is not going to meet the needs of all 108,000 kids under 18.
There’s been a lot of debate about how data can be misused. How do you avoid trusting misleading figures or building biased algorithms?
Data is not so black and white, especially in human resources. People dealing with people is very subjective. How can you have an automated evaluation for hiring or firing? In public education, there’s this drive for outcomes in test scores that need to be improved if the teacher is to be effective. I heard from one teacher who scored 6 percent [in his evaluations] one year, then 97 percent the next. The educator said that nothing changed; the calculations were just different those two times. Their salaries, pensions, even their jobs are determined by these equations some person is putting together. That is one thing about open data about which we have to be conscientious.
As the repository for Kids Count at DC Action, we focused on making sure we had the most up-to-date, reliable, unbiased data out there, but we also kept track of how that data is used. We all have biases that data can further or can debunk. We took our role very seriously to be as unbiased as we could, to give as much context as we could, then let the data speak for itself.
How can service providers change their operations to keep better track of their data?
I was training a few of the intake coordinators at one community-based organization, and I walked them through why everything they do is so important to track. I referenced Amazon: As a user, every movement, every click is tracked to give me popups based on what I might like. For nonprofits, the only difference is you meet families and children every day, and you have all these interactions and conversations. But none of that is being recorded or tracked. One of the pitfalls of social finance data is that we’re very great about tracking quantities and caseloads, like how many families you served or how many kids graduated, but we’re not so good about tracking progress or the quality of services. That’s been something I’ve been pushing recently: It shouldn’t be about how many preschool slots we have, because we have to narrow down how many of those are quality. They’re not all equal. We’re trying to set a new bar. Caseloads are not enough information to show progress.
DC Action, in making public data widely available, is really just scratching the surface on the reams of information agencies could collect. What does the future look like if the public sector fully embraces this tool?
Can you imagine what the impact would be on the social-service sector if we had real-time data? It’s profound: Netflix and Amazon are able to adjust, in a matter of seconds, based on consumer knowledge. At nonprofits, we have a long way to go to embrace that and redefine accountability. Of course, it’s not truly transferrable from the private sector, but our decisions about service delivery could be much more engaged and responsive to live information from a family. We have to be careful; we don’t want to profile. But how do we translate, with these ethical and business questions in mind, those insights to the social sector to be more effective for families? That’s my interest. I want to get to a place where we can say, “Because of this investment here, we had this result.” It’s not about money; it’s about how we use the resources we have. If a program is not improving outcomes, have the courage and the data to adapt it. We’re not quick enough, and that’s frustrating to me. I just don’t know why we are in this rut of not giving our kids what they deserve.
How do you define leadership?
Two words come to mind: integrity and resiliency. Being an executive director is really hard work. I’ve made decisions, I’ve dealt with funding changes, I’ve let go of friends and fired people. At the end of the day, if my integrity is intact, I can go to bed, knowing I did the best I could. There were plenty of times I cried a lot and had to make hard decisions. But the work continues, because the bottom line is kids need us. The mission keeps us moving.
Why did you decided to take a new job in city administration?
At DC Action, we were called upon by the mayor’s executive offices to help make data-informed decisions. In many ways, we were partners in an advisory capacity helping departments achieve results and made decisions based on outcomes, not simply compliance. After meeting with Mayor Muriel Bowser, I knew [this job] was another wonderful opportunity to push our starting principles to a much larger scale. The mayor invited me into the administration to help highlight the critical importance of data-driven work for some of the toughest challenges we have before us as a city: homelessness and reform of the Temporary Assistance for Needy Families benefits. As a public servant, I am thrilled to be asked to think more strategically and systematically about how we can truly make a difference in the lives of our residents in need.
To learn more about the NationSwell Council, click here.
The Foreign Policy Expert Who’s Helping Americans Better Understand the Muslim World
In August 2013, scholar and author Shadi Hamid wrapped up the research he was doing in Egypt and left the country. Two days later, security forces slaughtered at least 800 protesters who supported the first democratically elected Islamist president, Mohamed Morsi, who had just been ousted in a military coup. To Hamid, a senior fellow at the Brookings Institution’s Project on U.S. Relations with the Islamic World, the event marked an end to the promise of the Arab Spring. Where democracies once seemed possible in Egypt, Syria, Libya and elsewhere, civil wars dragged on, religious factions stifled dissent or lost power in coups, and extremist groups like the Islamic State filled power vacuums. The question he ponders now is how to decipher what role religion plays today in Middle Eastern politics. NationSwell spoke to Hamid from his home in Washington, D.C.
What’s the best advice you have ever been given on leadership?
Believing in something is very important. That sounds banal, in the sense that it should go without saying. But as someone who lives in Washington, one thing that bothers me about this town is when people lose sight of why they do what they do. Sometimes the passion is lacking, and people get stuck in a routine. You don’t want to ever lose sense of why you set out to do something.
Speaking for myself, I want to do what I can to improve US policy toward the Middle East. I have strong beliefs about America’s role in the world. We, as Americans, have a moral responsibility to try to live up to our own ideals when it comes to our foreign policy. Ultimately, we need to be inspired by something — whatever that happens to be — and not lose sight of that as we get stuck in endless careerism.
What’s the one book that you’d recommend to someone who wants to better understand the Arab world today?
“Misquoting Mohammad” by Jonathan Brown. It covers politics, history and theology, so it provides a good overview of how Islam, as a religion, has evolved over time and interacted with different political environments. A big focus of the book is on Islam’s encounter with modernity, and it helps challenge a lot of the Western-centric assumptions about the role of religion in public life.
What developments in the Middle East are you most excited about right now?
To be honest, very little. Watching Tunisia’s evolution gives me some optimism, though excitement is probably not the right word. Here is a country where Islamists and secularists might hate each other, but they’ve agreed to hate each other within the democratic process. The goal is not to get the other person to agree with you and come to your side; it’s to accept and respect those differences peacefully. Tunisia is an example of what that might look like in practice.
One other thing that gave me a brief jolt of optimism was the images coming from Turkey during the failed coup attempt in July. Yes, [President Recep Tayyip] Erdogan has become increasingly authoritarian in cracking down on his opponents, but in that moment — and that moment will matter for the foreseeable future — ordinary Turks took to the street to oppose a military coup. You had people who were unarmed facing off against tanks, and usually in the Middle East, people-power doesn’t work. This was one of the only times in recent years where the tanks didn’t win out. That, to me, was a powerful moment to watch.
Given the negative outlook, where do you find the motivation to continue your research?
What keeps it interesting for me is that I like to challenge myself in my own research. In my new book, “Islamic Exceptionalism: How the Struggle Over Islam Is Reshaping the World,” it started out as one thing and ended up as something else, because through the process of research and writing, I found my own ideas evolving and even changing in ways that I was slightly uncomfortable with. Some of them are controversial, not just to other people, but also to me. But as a researcher, you have to be faithful to your findings, even if you’re not super-happy with them. But that’s also exciting, because it feels like I haven’t been stationary in my own work and that I’ve evolved based on what I’ve seen in the region and spending time in the field. I hope that in the coming years, my views will continue to evolve, and I’ll be challenged by world events that will force me and others to reassess opinions.
What do you wish someone had told you when you started this job?
I wish someone told me about taking work-life balance more seriously. Really, for the past 10 years, I’ve constantly had an overarching, almost all-consuming project to worry about. First was my Ph.D. dissertation, then it was my first book, then it was my second book. There wasn’t much of a gap between any of them. That’s 10 years where, in the back of my mind, I’ve been like, “I’ve gotta be working on this.” I wish, in retrospect, I had spent more time thinking about my priorities, finding that balance and having more perspective about what’s ultimately important. You worry sometimes that your work almost becomes a vehicle for contentment. Yes, that’s a part of what makes us happy, but when it’s so intertwined with your identity it’s not always super-healthy.
What does a perfect day look like to you?
I love exploring new beaches. So being in front of the water, having a really good book, taking a nap and not worrying about work. Presumably, I wouldn’t be there all by myself, but with friends. And if I’m in D.C., I really enjoy binge-watching my favorite TV shows for, like, five hours straight and totally diving into a character-driven series.
What accomplishment are you most proud of?
My new book is probably what I’m most proud of, because in some ways, it’s more personal. Every day, I grappled with the ideas, and I wasn’t really sure what the end product was going to be. There was a lot of uncertainty: Would I be able to do this, given that the vision in the beginning wasn’t as clear? But there came a point where I was able to let it go and to be happy with it. It may not be perfect, but in this moment, it’s perfect for me and I’m ready to have other people read it and, hopefully, enjoy it.
Beyond Big Unions: How One Labor-Rights Advocate Envisions the Future for Workers
Carmen Rojas’s parents immigrated to the U.S. as teenagers. Her father drove trucks, and her mother filed papers at a bank. Neither had finished middle school. A generation later, their daughter had graduated with a Ph.D. in urban planning from the University of California, Berkeley, and traveled to Venezuela on a Fulbright scholarship. Today, Rojas heads The Workers Lab, a Bay Area accelerator that backs early-stage, labor-focused ventures. When Rojas thinks about her family’s upward mobility, she’s both pleased and disturbed: “It kills me to imagine that I might be part of the last generation in this country to benefit from an economy and a government that saw opportunity as core to its existence,” she says.
“We have a reached a moment where we can no longer deliver on the promise of what work is,” says Rojas over lunch at a Thai restaurant in midtown Manhattan. To live in New York City, for example, even a $15 minimum wage wouldn’t cover the expenses of raising two kids: At minimum, each parent needs to earn $18.97 hourly to adequately support their family. Yet only a tenth of American workers are unionized, about half of what it was in 1983. “The 20th-century labor movement as we imagined it — the labor union, collective bargaining — is no longer in a position to protect and create opportunity for the vast majority of workers.”
Those shortcomings have led people to second-guess traditional institutions, as the rise of Donald Trump suggests. Capitalizing on the hot-button issue of income inequality highlighted by Occupy Wall Street and Fight for 15, The Workers Lab is trying to reimagine what the future could be. “That’s why we exist,” Rojas tells NationSwell, “to jump-start the next-generation workers’ movement.” She shared five current initiatives that illustrate what that future might look like.
1. CLEAN Carwash Campaign, California
Cooperatives place businesses back in the hands of workers, where they share in profits and decision-making. They can be a tool for advancement, nurturing professional skills among blue-collar laborers. The CLEAN Carwash Campaign, which fought legal battles on behalf of Los Angeles’s largely undocumented force of carwasheros, tested whether they could open a worker-owned car wash in South L.A. The model has prompted Rojas to start looking for opportunities elsewhere, including a farm in the Coachella Valley. If that co-op, owned by 7,500 workers, actually gets off the ground, it will be the largest in the country. No small feat for an industry that’s known for some of the worst working conditions in this country, says Rojas. “This farm conversion — and the fact that we’re even talking about cooperatives outside of Vermont or Maine — is awesome.”
2. The Coalition of Immokalee Workers, Florida
With the rise of the conscious consumer — the person who reads labels and researches brands online — certification has become one of the easiest ways to push businesses into compliance. In South Florida, which produces most of the nation’s tomato supply during winter, the Coalition of Immokalee Workers created a powerful set of standards for tomato-pickers to ensure they get paid on time, have a voice in the workplace, aren’t subjugated to sexual harassment, and can safely submit complaints without retaliation. They then brought these guidelines straight to buyers like McDonald’s and Yum Brands (Taco Bell and Pizza Hut’s owner), rather than the farms’ managers. Fast-food companies and supermarkets agreed to buy tomatoes only from companies that met certifications, forcing the industry as a whole to catch up. “The coalition was so good at creating the standard,” says Rojas.
3. Worker Defense Project, Texas
With just two OSHA inspectors for the entire state, Texas’s construction sites might as well be unregulated, says Rojas. “Employers aren’t required to pay workers’ compensation, and Texas has the highest rate of mortality in construction in the whole country.” For five years, the Worker Defense Project, an immigrant workers’ rights organization, had been advocating for policy change. They won concessions from some high-profile projects, but the sector as a whole wouldn’t budge. So rather than shaming those who wouldn’t get on board, the group launched its Build It Better campaign, which offered incentives instead. “Their idea was to create a certification for developers’ construction projects,” explains Rojas. For adding on-site monitors and training, the Workers Defense Project in turn would work to fast-track permits and reduce the insurance rate. As Rojas points out, “If people aren’t dying on your projects because they’re being trained, then you don’t need as much insurance.”
4. Coworker, District of Columbia
Rojas is still trying to figure out if digital tools are simply an offshoot of old-school worker organizing or something different entirely. But she is clear about which online project is her current favorite: Coworker, which is a petitioning platform that allows disparate workers to make collective grievances about hyper-specific issues known to employers, without the huge undertaking of forming a union. “For instance, they have 25,000 Starbucks baristas who have all signed different types of petitions and that Starbucks has responded to,” Rojas says of Coworker’s impact. “Often, there is no way for you as a barista in one of hundreds of stores in Manhattan to unify your voice with other baristas around scheduling, wages or appearance. Coworker created that way.”
5. Universal Basic Income, California
While the movement toward a universal basic income has yet to be realized (aside from a small pilot project in Oakland), Rojas is intrigued by the idea. Advocating this policy, which guarantees every family a minimum wage regardless of whether they work, might have gotten you laughed out of a room as a “crazy communist” in the past, but it’s now gaining traction. “The appeal of a basic income — a kind of Social Security for everyone — is easy to understand,” The New Yorker’s James Surowiecki wrote this summer. “It’s easy to administer; it avoids the paternalism of social-welfare programs that tell people what they can and cannot buy with the money they’re given; and, if it’s truly universal, it could help destigmatize government assistance.” Adds Rojas, “I’m interested in what it means for somebody who has spent his entire life in the labor movement to imagine non-labor institution solutions for the issues facing workers.”
To learn more about the NationSwell Council, click here.
Fighting Terrorism and Warding Off Cybersecurity Attacks Are All in a Day’s Work for This Lawyer
Former federal attorney Brendan McGuire has won convictions against some of the world’s worst criminals and terrorists. He successfully prosecuted cases in New York City courtrooms against Faisal Shahzad, a Pakistani immigrant who tried to detonate a car bomb in Times Square, and Abduwali Muse, a Somali pirate who hijacked Captain Richard Phillip’s American-flagged cargo ship (that drama was captured in the 2013 Oscar-nominated thriller “Captain Phillips”). This spring, he moved to the private sector, joining the law firm WilmerHale where he helps white-collar clients identify illegal money laundering, fend off cybersecurity attacks and comprehend the complexities of international trade law. In a conversation with NationSwell, McGuire reflected on the value of his public service and what the country can do to attract younger workers to government jobs.
What’s the best advice you have ever been given on leadership?
The best advice I’ve been given is really rooted in communication and understanding how to make those with whom you’re working feel invested in whatever it is they’re doing. Obviously that can take a number of forms. But in many respects, some of the most effective leaders have been those who attempt to build up the people they work with in such a way that, in theory, the leader could be rendered irrelevant.
A really formative experience for me was playing basketball in college. I had two coaches who understood that you don’t need the five best players on a team to win a championship. What you need are the five most complementary players, players who are going to do different things and have different strengths and weakness. But ultimately, they must be prepared to surrender themselves to the mission of the team. [This was instrumental] for me in setting goals once I entered the professional world.
What’s on your nightstand?
Right now I am reading a biography of George Washington, which approaches him in a frankly different way: not as the first president of the country or as the first great general, but as the first entrepreneur in the United States. It is an interesting, different take on a relatively well-known figure. And then I’ve got a bunch of other half-read books about terrorism and intelligence, which is what on what I focus on for work.
What innovations in your field are you most excited about right now?
Law enforcement, in many ways, is a very traditional field that is often playing catch-up with the next innovative criminal method or criminal objective. One of the true challenges now, which the current administration has made a real effort toward, is trying to harness technological innovation to support the country’s intelligence and its counterterrorism and other law enforcement efforts. Continuing to foster a productive relationship among Silicon Valley, younger generations and the intelligence community will be key to national security. Doing so will also dispose with the myth that the government, in aiming to protect us, is always trying to spy on us and dispel any misconception, particularly among younger Americans, that they can’t feel good about serving the country. There is an ability to balance privacy and security. To me, the most important innovation we should be focused on is really a human one, and that is continually trying to make government service, particularly in the cyber field, as appealing as possible — that’s the direction the world is heading in and for which there will be an incredible need in this country and around the world.
You’ve prosecuted some tough, high-profile cases, and I imagine they caused a lot of sleepless nights. Where do you find your inner motivation?
There’s a lot of cynicism about certain aspects of government today, and that can allow for misconceptions about working in government. Many people who have served in government in different capacities will often tell you that it is the most rewarding job they’ve ever had – that it combines the privilege of serving with a job where your self-interest aligns with the public’s. When you’re able to do that, there’s real potential for significant satisfaction, because you’re doing something that is both personally fulfilling and serves a higher cause. It can be very challenging work; there are nights without necessarily a great deal of sleep. But for those who find fulfilling government jobs, that’s a very small price to pay.
What do you wish someone had told you when you started this job?
Focus most of your time on doing your job, and don’t obsess over the next job. Often, those coming out of school and graduate programs feel pressure to script their professional narrative from day one, which means they’re spending time figuring out their next chapter as opposed to doing the best job they can in their current chapter. You can’t be blind to the future but, in many respects, the next thing will take care of itself if you prove yourself to those you work with. If you treat people with respect and do what you’ve been hired to do, a lot of things will present themselves naturally.
What’s your perfect day?
I wish I could tell you that I’ve discovered the formula, but for me, the perfect day is not having to check my phone and getting to look instead at my two kids for as many hours of the day as I can. Probably, at this point, with a 5-year-old and a 1-year-old, it’s as simple and boring as that.
What’s your proudest accomplishment?
Professionally speaking, it was being sworn in as an assistant U.S. attorney in New York. It was a position that my father had when he was younger. It was the job that I had sought for many, many years, and one that I always had hoped would be my dream job. And it ended up being that. Looking back on it now, that day where they actually let me in the building and I held up my right hand to be sworn in is probably the day I’m most proud of.
What don’t most people know about you?
I’ve mounted my own private protest: I have refused to attend a New York Knicks game for about 10 years because of the team’s current ownership.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
Homepage photo by Alex Wong/Getty Images.
Can New Tools End the AIDS Epidemic by 2020?
In 1995, Perry Halkitis watched as New York City’s AIDS crisis unfolded around him and quit his job to focus full-time on the plague killing thousands of gay men. Professionally, it probably wasn’t an advantageous move, but he never doubted that it was the right thing to do. Halkitis, who, at age 18, came out to his Greek immigrant parents in 1981, is now a professor of public health, applied psychology and medicine at New York University. Two years ago, he completed a book about HIV+ gay men who survived that era, and he’s now working on a book about the experience of coming out across generations. Speaking to NationSwell in his Greenwich Village office, Halkitis recalled the experience of witnessing two devastating decades of the AIDS epidemic and his hope of finding a cure.
What innovations in your field are you most excited about right now?
I do work in gay men’s health, part of which is HIV. I emphasize that because too often people think about gay men’s health work as being synonymous with HIV. The thing that is most exciting me is that there are biomedical interventions that have been developed over the course of the last decade that provide another way to fight the epidemic. Now what do I mean that? We have something called PrEP now, which is administering an antiviral once a day to people who are HIV- that prevents them from becoming infected. It’s miraculous. We also know very clearly that HIV+ people — now living longer, fuller lives — who adhere to their treatment have viral suppression and are un-infectious. That is remarkable to me that these biomedical advances enable people to deter both acquiring and spreading the infection. We haven’t fully realized the power of these tools, and there are some challenges with them. But in the absence of a cure, it is the best thing we have.
Are these tools powerful enough that we can talk about ending the epidemic?
There are conversations about ending the epidemic. In New York, two years ago, Gov. Andrew Cuomo put forward a mandate to end AIDS by 2020. By that, he meant making infections go from 3,000 to 750 a year by use of these tools. So, do I think these tools are, in and of themselves, enough to bring an end to AIDS? They can get us near the end. We know perfectly well that people don’t finish their antibiotics and that people don’t exercise regularly. Being dependent completely on administering medicine on a regular basis is challenging reality. So I’m going to say that we’re going to do a really good job at deterring new infections.
What motivates you to do this work?
My decision, about 25 years ago, to enter this field was purely directed by the loss I experienced in my life. I was trained as an applied statistician working at a testing company, and at night, I was an activist. I was in New York City; AIDS was all around me. I witnessed friends dying. I decided to merge the two: to take my skills as a researcher and combine them with my passion as an activist. I find my motivation in the memory of the people who I’ve lost. I find my motivation in making sure that a new generation is free of this disease. And I find my motivation in training my students who are going to continue the good work once I’ve finished. I want gay men to be healthy, and I’m going to do everything in my power to see that.
What do you wish someone had told you when you started this job?
Don’t expect it to get easier over time. It’s going to get harder and more complicated. The more I learn and the more writing and research I do, the less I think I actually know. Which is good: it opens up more questions. I would have told myself in 1995 to be prepared for any possibility that might happen in this epidemic. I would tell myself to keep hope. I don’t think I had a lot of hope in 1995 that there was going to be an end to this epidemic. I was going to fight the battle for as long as I needed. And I would have told myself to be better about writing about my day-to-day life, which I haven’t done. It would have been an interesting story.
What’s your proudest accomplishment?
My book “The AIDS Generation,” where I documented the lives of 15 men who were long-term survivors. It could be the period at the end of the sentence of my career, if I did nothing else. (Surprise, I’m doing more.) I’m incredibly proud of that book, because it got a lot of attention in the popular press, and it inspired a conversation. Sean, one of the guys in the book, reminds me all of the time: “You started all of this.” I don’t really know if that’s true, but I like to think that I contributed to the beginning of the dialogue about long-term survivors.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
Homepage photo by Mark Wilson/Getty Images.
The Importance of Slowing Down in Schools
After striving for years to create public after-school and summer educational opportunities, Charissa Fernández came to the realization that, no matter how effectively her programs worked, “they could not compensate for the inadequate education during the rest of the school day,” she says. Since becoming the executive director of Teach for America’s (TFA) New York chapter in 2013, Fernández has worked to establish a homegrown, more diverse TFA pipeline, as well as partnerships with local principals and other classroom educators. NationSwell spoke with Fernández, who’s quick with a laugh, at TFA’s headquarters in Lower Manhattan.
What’s the best advice you’ve ever been given on leadership?
Keep a long-term view. Perspective adds value to any situation. That is the notion of wisdom: the combination of experience and time. I was fortunate in my career, when I was younger, to work with older professionals who identified and nurtured talent in me, and they taught me that lesson. When you are inclined to freak out because something is happening, they told me this has happened before, it will happen again, and it will also be okay.
What’s on your nightstand?
I have a lot of things virtually stacked up on my phone, but I am excited to start reading Angela Duckworth’s new book, “Grit: The Power of Passion and Perseverance.” It’s a little nerdy, but for someone who works in education and has children, I have both a personal and professional investment in getting this right. How do I instill this in my own children, and then help teachers instill it in the children they work with?
What innovations in education are you most excited about right now?
One is the integration of mindfulness into schools and workplaces — for both students and educators. We just welcomed our 2016 corps of teachers, and the opening workshop we did with them was on emotional resilience. We bring in people who are incredibly passionate and want to do everything to help kids. They have to take care of themselves to do right by their students, because teacher stress can have a profound impact on student behavior and student performance.
What do you wish someone had told you when you first started this job?
There are two things. One is just to make time and space for processing. In the urgency of working to improve public education, we always think we have to do one more thing: I have to go to that meeting, have to write that email, have to do that proposal. There are opportunities to make connections that we miss because we’re moving so fast. It’s information overload, unless you carve out time for processing, both individually — who are the people I met this week, what were the key ideas, how do they connect to each other, do I need to go back and ask additional questions — and as a group.
The other lesson, related to that, is how much this work is all about people. I believe, as a leader, the time invested in supporting people’s growth and development is generally always time well spent. Everything comes back full circle. When I think about starting my career, the first year, I taught 9th grade English, and one of my students is now a principal in the Bronx who hires TFA corps members. I never imaged that would be the case. It all comes down to relationships. You can’t over-invest in people.
What inspires you?
We live in a world that’s really set up to support being passive, to maintaining the systems as they are: inertia, the status quo, whatever you want to call it. In that context, when people choose to act, and particularly when they choose to do so without self-interest, I find that incredibly inspiring. The vast majority of our corps members are recent college grads, but we have two incoming members who are fifty-something, African-American men, both of whom have had successful careers in the private sector. I want to get inside their heads: what leads somebody to do that?
What’s your perfect day?
I usually wake up in the morning and say I want to accomplish roughly three things. If I get through all three in a day, that is remarkable. But I have to say, it doesn’t happen that often. Everything takes longer than anticipated, and there’s a million interruptions. A good day is one where I get through all my priorities.
What’s your proudest accomplishment?
I never think of this as my accomplishment, but I would tie it to finding great people and bringing them into the organization. I think about having left places, and when I’m making my goodbye speech, I’m proud that I brought these people here. I’m leaving, but they are still here and will continue the impact of what they are doing. It’s about identifying and nurturing talent.
What’s something most people don’t know about you that they should know?
When I think about my professional career — and I don’t think this was intentional — the jobs I have have all been public-private partnerships. I had an old boss who told me the reason I did a good job at those strategic partnerships was because I came from a big, complicated family.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
MORE: Why It’s Important for Children to Learn Mindfulness at a Young Age