Category: African American

Black Civil Rights Leaders Making History
[vc_row][vc_column][vc_column_text]In recent years, a new generation of black civil rights leaders has emerged, using their voices and platforms to fight for equality, justice, and systemic change. These leaders have become prominent figures in the fight against racial injustice, advocating for the rights of black communities and marginalized groups. Through their activism, advocacy, and organizing efforts, they have brought attention to issues such as police brutality, voting rights, and gender equality. Their work has sparked important conversations and mobilized people to take action, making a significant impact on the civil rights movement in the 21st century.

These modern black civil rights leaders have utilized various strategies to advance their causes, including community organizing, grassroots activism, and political engagement. They have also leveraged social media and digital platforms to amplify their messages and reach a wider audience. Their leadership has inspired countless individuals to join the fight for social justice and has challenged the status quo, pushing for meaningful and lasting change. In this article, we will explore the work and impact of several prominent black civil rights leaders, including Stacey Abrams, Patrisse Cullors, Alicia Garza, Tarana Burke, Opal Tometi, and Brittany Packnett Cunningham. Each of these leaders has made significant contributions to the civil rights movement and continues to be a powerful force for change in their respective fields.

Key Takeaways
- Modern Black civil rights leaders continue the fight for equality and justice in various ways.
- Stacey Abrams is a prominent figure in the fight for voting rights, working to ensure fair and accessible elections for all.
- Patrisse Cullors co-founded the Black Lives Matter movement, advocating for an end to police brutality and systemic racism.
- Alicia Garza, also a co-founder of Black Lives Matter, works to address issues of racial injustice and inequality.
- Tarana Burke founded the #MeToo movement, bringing attention to the prevalence of sexual harassment and assault.
Stacey Abrams: Fighting for Voting Rights

Stacey Abrams has emerged as a leading figure in the fight for voting rights and political empowerment. As a former Georgia state legislator and gubernatorial candidate, Abrams has been a vocal advocate for fair elections and voter access. She is the founder of Fair Fight Action, an organization dedicated to promoting fair elections and combating voter suppression. Through her work with Fair Fight Action, Abrams has mobilized voters, raised awareness about voter suppression tactics, and pushed for electoral reforms at the state and national levels.

In addition to her advocacy work, Abrams has been instrumental in registering and engaging voters in communities of color, where voter suppression efforts have historically been rampant. Her efforts have helped to increase voter turnout and political participation among marginalized communities, making a significant impact on elections across the country. Abrams’ commitment to ensuring that every eligible voter has the opportunity to cast their ballot has made her a key figure in the fight for voting rights. Her leadership and dedication have inspired countless individuals to become more civically engaged and have brought attention to the urgent need for electoral reform in the United States.

Stacey Abrams’ impact on the civil rights movement extends beyond her work in voting rights. She has also been a vocal advocate for racial justice, economic equality, and LGBTQ rights. Her intersectional approach to activism has made her a powerful voice for marginalized communities and has helped to advance a more inclusive and equitable society. As a modern black civil rights leader, Abrams continues to be a driving force for change, using her platform to advocate for policies that uplift all communities and promote social justice.

Patrisse Cullors: Co-Founder of Black Lives Matter

Patrisse Cullors is a co-founder of the Black Lives Matter movement, which has become a powerful force in the fight against police brutality and racial injustice. Cullors co-founded Black Lives Matter in 2013 in response to the acquittal of George Zimmerman in the shooting death of Trayvon Martin. Since then, the movement has grown into a global network of activists working to combat anti-black racism and advocate for systemic change. Cullors’ leadership within the movement has been instrumental in raising awareness about police violence and mobilizing communities to demand accountability and justice.

In addition to her work with Black Lives Matter, Cullors is a renowned artist, organizer, and activist who has dedicated her life to advocating for the rights of marginalized communities. She has been a vocal critic of mass incarceration, police violence, and other forms of systemic oppression that disproportionately impact black individuals. Through her advocacy and organizing efforts, Cullors has brought attention to the urgent need for criminal justice reform and has worked to build coalitions that address the root causes of racial inequality.

Cullors’ impact on the civil rights movement extends beyond her work with Black Lives Matter. She is also a co-founder of Dignity and Power Now, an organization focused on ending mass incarceration and police violence in Los Angeles. Her commitment to social justice and human rights has made her a prominent figure in the fight against racial injustice, inspiring others to join the movement for equality and systemic change. As a modern black civil rights leader, Cullors continues to be a driving force for justice and equity, using her platform to advocate for policies that address the systemic issues that perpetuate racial inequality.

Alicia Garza: Co-Founder of Black Lives Matter

Metrics Data

Name Alicia Garza

Role Co-Founder of Black Lives Matter

Activism Advocacy for racial justice and equality

Impact Global movement for Black lives

Alicia Garza is another co-founder of the Black Lives Matter movement who has played a pivotal role in advocating for racial justice and systemic change. Garza co-founded Black Lives Matter in 2013 as a response to the acquittal of George Zimmerman in the shooting death of Trayvon Martin. Since then, she has been at the forefront of the movement’s efforts to combat anti-black racism and demand accountability for police violence. Garza’s leadership within the movement has been instrumental in mobilizing communities to take action against racial injustice and advocate for policies that address systemic inequality.

In addition to her work with Black Lives Matter, Garza is a renowned organizer, writer, and advocate who has dedicated her career to advancing social justice and human rights. She is also the co-founder of the Black Futures Lab, an organization focused on building black political power and addressing the needs of black communities through policy advocacy and organizing. Through her work with the Black Futures Lab, Garza has been instrumental in mobilizing black voters and advocating for policies that promote equity and justice.

Garza’s impact on the civil rights movement extends beyond her work with Black Lives Matter. She has been a vocal advocate for LGBTQ rights, gender equality, and economic justice, using her platform to uplift marginalized voices and push for meaningful change. Her commitment to intersectional activism has made her a powerful force for social justice, inspiring others to join the fight for equality and systemic reform. As a modern black civil rights leader, Garza continues to be a driving force for change, using her platform to advocate for policies that uplift all communities and promote equity.

Tarana Burke: Founder of the #MeToo Movement

Tarana Burke is the founder of the #MeToo movement, which has become a powerful force in the fight against sexual harassment and assault. Burke founded #MeToo in 2006 as a grassroots movement to support survivors of sexual violence, particularly women of color from low-income communities. The movement gained widespread attention in 2017 when it went viral on social media, sparking a global conversation about sexual harassment and abuse. Since then, #MeToo has evolved into a global movement that advocates for survivors’ rights and works to end sexual violence in all its forms.

In addition to her work with #MeToo, Burke is an activist, advocate, and organizer who has dedicated her life to supporting survivors of sexual violence and promoting healing and empowerment. She is also the founder of Just Be Inc., an organization focused on supporting the well-being of young women of color through leadership development and community organizing. Through her advocacy work, Burke has brought attention to the urgent need for comprehensive support for survivors of sexual violence and has worked to create spaces where survivors can heal and find solidarity.

Burke’s impact on the civil rights movement extends beyond her work with #MeToo. She has been a vocal advocate for racial justice, gender equality, and intersectional activism, using her platform to uplift marginalized voices and push for meaningful change. Her commitment to supporting survivors of sexual violence has made her a powerful force for social justice, inspiring others to join the fight for equality and systemic reform. As a modern black civil rights leader, Burke continues to be a driving force for change, using her platform to advocate for policies that uplift all communities and promote healing and empowerment.

Opal Tometi: Co-Founder of Black Lives Matter

Opal Tometi is a co-founder of the Black Lives Matter movement who has been instrumental in advocating for racial justice and systemic change. Tometi co-founded Black Lives Matter in 2013 as a response to the acquittal of George Zimmerman in the shooting death of Trayvon Martin. Since then, she has been at the forefront of the movement’s efforts to combat anti-black racism and demand accountability for police violence. Tometi’s leadership within the movement has been instrumental in mobilizing communities to take action against racial injustice and advocate for policies that address systemic inequality.

In addition to her work with Black Lives Matter, Tometi is an advocate, writer, and strategist who has dedicated her career to advancing social justice and human rights. She is also the executive director of the Black Alliance for Just Immigration (BAJI), an organization that advocates for immigrant rights and racial justice. Through her work with BAJI, Tometi has been instrumental in building coalitions that address the intersectional issues facing black immigrants and advocating for policies that promote equity and justice.

Tometi’s impact on the civil rights movement extends beyond her work with Black Lives Matter. She has been a vocal advocate for immigrant rights, racial justice, and global solidarity, using her platform to uplift marginalized voices and push for meaningful change. Her commitment to intersectional activism has made her a powerful force for social justice, inspiring others to join the fight for equality and systemic reform. As a modern black civil rights leader, Tometi continues to be a driving force for change, using her platform to advocate for policies that uplift all communities and promote equity.

Brittany Packnett Cunningham: Activist and Educator

Brittany Packnett Cunningham is an activist, educator, writer, and leader at the intersection of culture and justice who is dedicated to advancing social change. She is an NBC News contributor who provides analysis on issues related to race, justice, politics, culture, education, equity & economic empowerment across NBC News platforms including MSNBC & NBCBLK.com. She was also an appointed member of President Barack Obama’s 21st Century Policing Task Force.

In addition to her media work with NBC News & MSNBC as well as writing at NBCBLK.com & TIME Magazine where she covers issues related to culture & justice Brittany is also an educator who teaches at Harvard University’s Institute of Politics & is an alumna fellow at Harvard’s Kennedy School’s Institute of Politics where she taught “The Intersection of Social Change & Storytelling.” Brittany is also an appointed member of The Ferguson Commission & Campaign Zero’s Planning Team.

Brittany’s impact on social justice extends beyond media & education as she is also an activist who co-founded Campaign Zero which is focused on ending police violence in America & was one of three national leaders who led “We The Protesters” which was focused on ending police violence & mass incarceration while working towards solutions that build thriving communities where all people can live free from state violence.
Brittany’s dedication to social justice is evident in her work as an activist and co-founder of Campaign Zero, a movement aimed at ending police violence in America. She also played a key role in leading “We The Protesters,” a national initiative focused on ending police violence and mass incarceration. Through these efforts, Brittany has been instrumental in advocating for solutions that promote thriving communities where all individuals can live free from state violence. Her impact on social justice extends far beyond media and education, demonstrating her commitment to creating meaningful change in society.

FAQs

Who are some modern black civil rights leaders?

Some modern black civil rights leaders include Alicia Garza, Patrisse Cullors, Opal Tometi, DeRay Mckesson, Brittany Packnett, Tarana Burke, and Tamika Mallory.

What contributions have these leaders made to the civil rights movement?

These leaders have made significant contributions to the civil rights movement through their activism, organizing, and advocacy for racial justice, police reform, and social equality.

How have these leaders impacted the modern civil rights movement?

These leaders have impacted the modern civil rights movement by raising awareness about systemic racism, police brutality, and social injustice, and by mobilizing communities to take action and demand change.

What organizations or movements are these leaders associated with?

These leaders are associated with organizations and movements such as Black Lives Matter, The Women’s March, Campaign Zero, and the Me Too movement, among others.

What challenges have these leaders faced in their activism?

These leaders have faced challenges such as backlash, criticism, and threats for their activism, as well as navigating the complexities of organizing and advocating for social change.

How have these leaders inspired others to get involved in civil rights activism?

These leaders have inspired others to get involved in civil rights activism by sharing their stories, speaking out against injustice, and providing platforms for marginalized voices to be heard and empowered.

What is the significance of these leaders in the context of black history and civil rights?

These leaders are significant in the context of black history and civil rights as they continue the legacy of past civil rights leaders and pave the way for future generations to continue the fight for racial equality and social justice.[/vc_column_text][/vc_column][/vc_row]
June 17, 2024
The rise of diversity and inclusion in the USA | Leadership

Business Chief speaks with workplace culture experts to discuss the current state of diversity and inclusion in the United States.

In recent years, Dr. Rosanna Duncan MCIPD, Chief Diversity Officer at Palladium, has “seen giant strides not only in America, but globally, as more women gain a seat at the top table.” Both Dr Nancy Doyle, psychologist, founder and CEO of Genius Within and Patricia Hume, CEO of Canvas GFX, agrees with Dr. Duncan that “the diversity conversation in corporate America is louder and more widespread than it’s ever been before, and that is having an impact. Even more emphasis is being placed on the need for a diverse workforce and the benefits this can bring,” says Humes. ”The barriers have really been broken down thanks to role models, solid data collection and legal statutes. However, although there is now a heightened awareness when it comes to diversity and inclusion, as well as some solid breakthroughs, we’re still not there yet,” adds Dr. Doyle. Agreeing with Dr. Doyle, Dr. Duncan highlights that it is important to remember amidst this positive growth, that “diversity and inclusion in business is much more than just gender. There cannot be a meaningful impact beyond the boardroom if we fail to consider race and class. We know that diversity adds real value to the bottom line by improving decision-making at all levels. However, in the race to achieve gender parity, we risk treating women as a homogeneous group in which female board members come from similar racial and social backgrounds, and express similar perspectives to their mainly white male counterparts.”

When it comes to increasing diversity and inclusion, Hume strongly believes that “education on the value diversity and inclusion can provide from an early age is essential. Making sure equal opportunities are available throughout the education process and within the workplace is vital. I believe that the more time people spend in diverse, collaborative communities, the less likely they are to focus on differences.” Both Dr. Doyle and Dr. Duncan further elaborate that to stand a chance of increasing diversity within America, organisations also need to turn their back on old-fashioned and outdated methods of recruitment. “One solution would be to introduce approaches that purely test capability and potential, as opposed to favouring candidates with postgraduate qualifications, even when a high level of technical expertise is not required. On the face of it, this may seem an equitable differentiator. But this can exclude some groups including African Americans or other racial minorities, as well as those from low income backgrounds. It’s not due to their lack of ability, but a lack of opportunity and considerable financial constraints,” comments Dr. Duncan, who highlights that according to a study by Georgetown University’s Center on Education and the Workforce, “less than a third of nursery school children from low-income families – who achieve high test scores – end up with a college education and a decent-paying entry-level job. By contrast, those from families in the highest-income brackets with low test scores have a 70% chance of reaching the same education and job level. It is not surprising then that many low-income students, who have had access to fewer resources, struggle to maintain the advantages they may have had as infants. Employers need to look at a wider range of educational pathways including those who have studied part-time, flexibly, and even vocational qualifications.”

Ultimately, “there’s no silver bullet” when it comes to increasing diversity and inclusion within a business, says Dr. Duncan. “Real change takes time and can only be achieved when everyone works together. The difficulty can lie in helping organisation to think about diversity beyond gender, and to see that everyone is responsible – from executives to the front line – for creating a diverse and inclusive environment. Whilst having conversations on gender parity has over time become an easier conversation and is now part of the zeitgeist, I’m afraid that racial and socioeconomic parity in the workplace has been neglected.” However, Duncan does explain that there are steps, that when put together, can help move an organisation in the right direction. “The first of these is to give diversity and inclusion a place at the top table. One of the biggest risks is the perception that diversity and inclusion is a bolt-on to HR, or of too little strategic value to merit proper commitment. Secondly, senior leaders should be held accountable. At Palladium, we hold quarterly forums and require senior leaders to be transparent, reporting on our KPIs to all staff, including targets on equal pay and blind recruitment. Additionally, the conversation needs to be flowing – internally and externally – constantly sharing ideas, debating issues, and encouraging people at all levels to develop their own thought leadership on the subject. Finally, behaviours which are unacceptable should be called out. Creating a diverse workforce is pointless unless you create an inclusive environment where everybody can feel safe, that they belong, and can reach their full potential.” Agreeing with Dr. Duncan, Hume adds that, “when we bring our differences together in an environment where people feel respected, accepted, and included, amazing things happen. It is crucial to remember that diversity is fundamentally good for business, a diverse team is better at serving a diverse audience.”

Business Chief speaks with workplace culture experts to discuss the current state of diversity and inclusion in the United States.

In recent years, Dr. Rosanna Duncan MCIPD, Chief Diversity Officer at Palladium, has “seen giant strides not only in America, but globally, as more women gain a seat at the top table.” Both Dr Nancy Doyle, psychologist, founder and CEO of Genius Within and Patricia Hume, CEO of Canvas GFX, agrees with Dr. Duncan that “the diversity conversation in corporate America is louder and more widespread than it’s ever been before, and that is having an impact. Even more emphasis is being placed on the need for a diverse workforce and the benefits this can bring,” says Humes. ”The barriers have really been broken down thanks to role models, solid data collection and legal statutes. However, although there is now a heightened awareness when it comes to diversity and inclusion, as well as some solid breakthroughs, we’re still not there yet,” adds Dr. Doyle. Agreeing with Dr. Doyle, Dr. Duncan highlights that it is important to remember amidst this positive growth, that “diversity and inclusion in business is much more than just gender. There cannot be a meaningful impact beyond the boardroom if we fail to consider race and class. We know that diversity adds real value to the bottom line by improving decision-making at all levels. However, in the race to achieve gender parity, we risk treating women as a homogeneous group in which female board members come from similar racial and social backgrounds, and express similar perspectives to their mainly white male counterparts.”

When it comes to increasing diversity and inclusion, Hume strongly believes that “education on the value diversity and inclusion can provide from an early age is essential. Making sure equal opportunities are available throughout the education process and within the workplace is vital. I believe that the more time people spend in diverse, collaborative communities, the less likely they are to focus on differences.” Both Dr. Doyle and Dr. Duncan further elaborate that to stand a chance of increasing diversity within America, organisations also need to turn their back on old-fashioned and outdated methods of recruitment. “One solution would be to introduce approaches that purely test capability and potential, as opposed to favouring candidates with postgraduate qualifications, even when a high level of technical expertise is not required. On the face of it, this may seem an equitable differentiator. But this can exclude some groups including African Americans or other racial minorities, as well as those from low income backgrounds. It’s not due to their lack of ability, but a lack of opportunity and considerable financial constraints,” comments Dr. Duncan, who highlights that according to a study by Georgetown University’s Center on Education and the Workforce, “less than a third of nursery school children from low-income families – who achieve high test scores – end up with a college education and a decent-paying entry-level job. By contrast, those from families in the highest-income brackets with low test scores have a 70% chance of reaching the same education and job level. It is not surprising then that many low-income students, who have had access to fewer resources, struggle to maintain the advantages they may have had as infants. Employers need to look at a wider range of educational pathways including those who have studied part-time, flexibly, and even vocational qualifications.”

Ultimately, “there’s no silver bullet” when it comes to increasing diversity and inclusion within a business, says Dr. Duncan. “Real change takes time and can only be achieved when everyone works together. The difficulty can lie in helping organisation to think about diversity beyond gender, and to see that everyone is responsible – from executives to the front line – for creating a diverse and inclusive environment. Whilst having conversations on gender parity has over time become an easier conversation and is now part of the zeitgeist, I’m afraid that racial and socioeconomic parity in the workplace has been neglected.” However, Duncan does explain that there are steps, that when put together, can help move an organisation in the right direction. “The first of these is to give diversity and inclusion a place at the top table. One of the biggest risks is the perception that diversity and inclusion is a bolt-on to HR, or of too little strategic value to merit proper commitment. Secondly, senior leaders should be held accountable. At Palladium, we hold quarterly forums and require senior leaders to be transparent, reporting on our KPIs to all staff, including targets on equal pay and blind recruitment. Additionally, the conversation needs to be flowing – internally and externally – constantly sharing ideas, debating issues, and encouraging people at all levels to develop their own thought leadership on the subject. Finally, behaviours which are unacceptable should be called out. Creating a diverse workforce is pointless unless you create an inclusive environment where everybody can feel safe, that they belong, and can reach their full potential.” Agreeing with Dr. Duncan, Hume adds that, “when we bring our differences together in an environment where people feel respected, accepted, and included, amazing things happen. It is crucial to remember that diversity is fundamentally good for business, a diverse team is better at serving a diverse audience.”

This content was originally published here.

April 4, 2024
12 Embarrassing Albums That Everyone Owned Back In The Day

It’s difficult to explain the music industry in its prime to young listeners. First of all, it was participatory — ads and artists weren’t served to you, you had to go out, buy records, concert tickets, magazines. And if/when you did, you got inundated with what the industry had decided was cool, or what they wanted you to buy. These trends always stemmed from something they didn’t fully understand and couldn’t invent themselves — you should’ve watched the piranhas surge when Slipknot blew up — but the amount of money, effort, and forced style put into them was mind-blowing.

Maybe that’s how we ended up owning all these mortifying albums. Somehow, in an age where you still had to pay for physical CDs, every single person on earth owned a handful of albums that were kind of embarrassing from the moment you purchased them. Even if a few of them had a solid single or two — the compilation albums and soundtracks were especially cringe-worthy — they weren’t the sorts of records you were proud of your friends finding in your car.

Here are 12 albums that we all owned for some goddamn reason…

Full Devil Jacket, s/t (2000)

When your best song is titled “Mr. Wiggly,” you know you’re not going to top the rock charts. Full Devil Jacket were big for a hot second, playing alongside acts like Slayer on big bills like Tattoo The Earth. Maybe that’s why everyone owned this record, even though it was the most standard not-quite-nu-metal album out there. Definitely one where you didn’t want anyone to stop and read the band name.

The Misfits, Project 1950 (2003)

The Michale Graves Misfits albums were actually really solid, and before we knew Graves was a hardcore pro-cop nutter butter, the band were like, “Danzig who?” But their entrenchment in then-ultra-nerdy horror fandom resulted in this EP, which features Jerry Only taking over as lead singer for covers of “The Monster Mash” and “This Magic Moment.” The band’s renewed popularity ensured everyone bought it, but it quickly remained interred in your CD binder.

Various Artists, MTV: The Return of the Rock (2000)

Man, the cover of this compilation CD, illustrated by satanic garage artist Coop, probably wouldn’t fly today. What’s worse, though, is the general tone of this record – this embracing of rawk, but the lack of balls needed to put an actual nudie devil girl on the cover. Instead, you’ve got MTV trying to tell us that a red-skinned-but-hornless groupie in a pink tank top is somehow the height of contemporary rock and roll. You didn’t even need to listen to any of the tracks on here to cringe at this cash-grab.

KISS, Psycho Circus (1998)

For KISS fans, Psycho Circus was a big deal because it featured the original line-up, together again at last. So why the fuck did the rest of us buy it? Probably because between the cover art, the Todd McFarlane action figures, and the brutal promotion of the record that was repeatedly shoved down our throats, there was a feeling that this was somehow a monumental record. But it was just a KISS record, as we all learned spinning it and wondering why we spent $19 on this aggressive comeback attempt.

Rob Zombie, American Made Music to Strip By (1999)

Man, why the hell did we all buy the Rob Zombie remix albums? At least with White Zombie’s Supersexy Swingin’ Sounds, there was a feeling of novelty. Electronica and metal! Crossing genre border! But with American Made Music to Strip By, the statement seemed to be, I’m just doing one of these for every album now. That said, the “Dragula” remix was everywhere, so you kind of had to own it. Definitely what your aunt got you for Christmas.

Bleeding Through, This Is Love, This Is Murderous (2003)

This was just a perfect storm of crossing trends. You had your heartfelt metalcore, your HIM-driven love metal, your Cradle-based cinematic black metal – it all came together on This Is Love This Is Murderous. Bleeding Through‘s big album album managed to work its way into even death metal fans’ CD binders due to the gory cover art. But it also felt eyeliner-fueled and emotional enough that you still felt the need to explain it away.

Various Artists, Spawn: The Album (1997)

In a lot of ways, the Spawn soundtrack was the ultimate late-’90s crapfest. At the time, the cross-genre thing felt so powerful – Rock and electronic acts, together at last! This’ll be cool in the club! But the tracks were so ball-chain-necklace basic and the movie was such an overwhelming shitshow that the record quickly became a symbol of anger taken out at the Auntie Ann’s at the mall. Somehow, it was still the best thing about this flick.

Iced Earth, Horror Show (2001)

Horror Show had a phalanx of excuses going for it. Iced Earth were super old-school metal! It’s just about monster movies, so there’s nothing challenging or political about it! But it’s also some American power-chug, so it feels kind of manly and rugged! And yet together, that makes this album – a huge one for the band – a gem of total wackness. It’s too trad, too nerdy, too earnest. And now, of course, it shows that you’ve long been a fan of the New American Revolution or whatever the fuck.

Amen, We Have Come For Your Parents (2000)

If you want to blame anyone for your ownership of We Have Come For Your Parents, you can blame Kerrang! and Metal Hammer. The UK press got behind Amen in a big way, touting their mixture of punk, thrash, nu-metal and the then-exploding emo-goth aesthetic as the next big thing. And while the record has some excellent moments of extremity, it just felt too petulant and fashionable to be really cool. By then, though, it wasn’t even worth returning to Sam Goody.

Drain STH, Freaks of Nature (1999)

Even we can’t remember how Drain STH’s Freaks of Nature ended up in all of our possession. Maybe it was that “Simon Says” was one of those songs that made it way onto a lot of bad soundtracks. Or maybe it was that an all-female Swedish aggro metal band was novelty enough to be touted by every magazine looking to promote diversity in metal. Either way, we all owned this disc, and it was never a favorite.

Six Feet Under, Maximum Violence (1999)

For a hot second, your average metal fan was convinced that Six Feet Under were rad. Look at the Paul Booth cover art! Listen to “Bonesaw” and “This Graveyard Earth!” So we all spent $17.99 on it, and then guess what, it’s just a lot of plodding riffs and RAA RAA RAA. Even before Chris Barnes lost his shit in front of the entire metal scene, this album was kind of a cuckoo’s egg. It found its way into our cars and discmen, but no one was proud of it later.

Kid Rock, Devil Without a Cause (1998)

We’re gonna blame this one on the singles – “Bawitabaw” and “Cowboy” were huge enough that we ended up owning this record whether we liked it or not. Kid Rock also was the favorite of kids who weren’t ready to go full metal, and enjoyed the rap-metal-country mix of the album. Hell, even Metallica got behind him. But for the record, none of us knew exactly what a dingus Kid Rock was at the time. I mean, we should have. Listen to this record, what a mess.

The post 12 Embarrassing Albums That Everyone Owned Back In The Day appeared first on MetalSucks.

This content was originally published here.

March 16, 2024
Jackson tears up as Sen. Booker says she earned her historic Supreme Court nomination

Sen. Cory Booker cut through a tense third day of hearings on the Supreme Court nomination of Judge Ketanji Brown Jackson on Wednesday with a speech on racial progress that drew tears from the nominee and held the rapt attention of colleagues.

Booker, a Black Democrat from New Jersey, said he could no longer hold back his emotion over how Jackson has conducted herself in the face of combative questioning about her handling of child pornography cases, her representation of accused terrorists and her views on anti-racism teaching in schools.

“You faced insults here that were shocking to me,” Booker said, speaking directly to Jackson, who is nominated to become the first Black woman on the high court.

“Nobody’s taking this away from me,” Booker continued, choking up as he spoke. Republicans are “gonna accuse you of this and that. But don’t worry, my sister. Don’t worry. God has got you. And how do I know that? Because you’re here, and I know what it’s taken for you to sit in that seat.”

Jackson, who was sitting silently with her hands clasped, unlocked her fingers to grab a tissue and wiped tears streaming down her cheeks. It was the first time in nearly two dozen hours of questioning from senators that she had showed that much emotion.

Since the beginning of Jackson’s hearings Monday, Democratic and Republican senators have saluted the nominee’s history-making appointment, praised her pedigree, and noted her pleasant temperament and empathetic approach to the law.

But Booker used his remarks to ground Jackson’s elevation to the Supreme Court in a significance beyond simple diversity. In order for Jackson to sit before the panel, he said, she had to overcome systemic barriers and overachieve at every level. Only then could she have the chance to break through one of the last remaining racial ceilings in American democracy.

“I want to tell you, when I look at you, this is why I get emotional,” Booker said. “I’m sorry, you’re a person that is so much more than your race and gender. You’re a Christian. You’re a mom. It’s hard for me not to look at you and not see my mom. I see my ancestors and yours.”

He added: “You have earned this spot. You are worthy. You are a great American.”

After a day of charged partisanship, every Republican in the room gave Booker their full attention. Save for some sniffles, the room was completely quiet for the duration of his remarks.

Judiciary Committee Chairman Dick Durbin, D-Ill., recessed immediately after Booker’s remarks for a short break. Jackson left the room quickly, accompanied by her husband.

During the recess, a line of people, including Jackson’s father, approached Booker and hugged him, several wiping away tears.

When the hearing resumed, a question from Sen. Alex Padilla, D-Calif., about her being an inspiration to young Americans elicited more emotion from Jackson. She said his remarks and question were “very moving.”

Jackson choked up as she told the story of walking around at Harvard University, feeling as if she didn’t belong, when another Black woman who she did not know passed and seemed to understand what she was feeling. “Persevere,” she said the woman told her.

“I hope to inspire people to try to follow this path, because I love this country, because I love the law, because I think it is important that we all invest in our future,” Jackson said. “And the young people are the future.”

This content was originally published here.

March 27, 2023
Sherri Charleston on 1st-year as diversity and inclusion chief

This week, the Office for Equity, Diversity, Inclusion and Belonging released its first Community Update under the leadership of chief diversity and inclusion officer Sherri Charleston, who began her work in the role in August of 2020.

The Gazette spoke with Charleston to hear her reflections on her first year-plus on the job, how she is building out the capacity of OEDIB (which was recently renamed), how her team has created new opportunities for community engagement and organizational excellence in their work over the past 14 months, and what her plans are for the future. This interview was edited for clarity and length.

Q&A

Sherri Charleston

GAZETTE: We last checked in with you about a year ago, when you had just begun in your role as chief diversity and inclusion officer at Harvard. How are things going now that you’ve been in the job for about 14 months?

CHARLESTON: I can’t believe it’s been 14 months since I started in this role. The time has really flown by.

I began my tenure at Harvard by listening, learning, and gathering data from the community. This was a critical first step. I spent the first four months connecting with members of the Inclusion and Belonging Task Force, leaders from across campus who had been driving this work for years, and approximately 2,500 members of the community. In all, we collected about 500 hours’ worth of listening data, which helped us identify key areas for long-term strategic planning that would allow OEDIB to have the broadest impact, both over the long term, and in the coming weeks and months. This helped us to develop a five-year strategic model to guide Harvard in our pursuit of inclusive excellence.

We have also worked to clarify what we mean by inclusive excellence. Inclusive excellence is a framework that embraces inclusivity and equity as foundational to the true excellence espoused in Harvard’s mission and is key to our ability to maintain our distinction as a great university. The aspiration to achieve inclusive excellence is an acknowledgment of the real value and excellence that is derived from including a diversity of people with unique experiences, skills, thoughts, backgrounds in the pursuit of common goals.

OEDIB’s mission is to champion and support inclusive excellence by helping to foster a campus culture where everyone can thrive. This is a community-wide effort that we catalyze by creating partnerships and convening campus stakeholders, by serving as a consultant in support of Schools, units, and central leadership, and by aligning equity, diversity, inclusion, belonging, and anti-racism initiatives across the University.

We’ve now embarked on the first phase of our five-year planning model. For the last 14 months we have been in our organizational phase — building our office and engaging a distributed group of leaders from across campus. In the next two phases we will work collectively with campus partners to establish our common goals and assess our shared progress.

GAZETTE: As part of this organizational phase, you have already been making important updates to the work of your office. One of the very prominent changes you’ve made is that, moving forward, the office will be called the Office for Equity, Diversity, Inclusion and Belonging. Tell us more about why the addition of “equity” is important and what that means for your work.

CHARLESTON: The decision to change the name was an outgrowth of the conversations we were having across campus; we heard a clear call from the community to articulate a focus on inclusion, belonging, and equity within the mission of the office. The word equity is so important to capturing the full breadth of OEDIB’s work, which, by the way, will still be pronounced “O-dib,” for those who know us by our acronym.

Also, the Affirmative Action/Equal Employment Opportunity team joined OEDIB last January. We’re proud to house their important mission in our office, and adding the word equity is an acknowledgment of their work.

GAZETTE: You’ve been expanding upon the capacity of your office in your short time at Harvard.

CHARLESTON: When we spoke a year ago, I talked about my four pillars for achieving inclusive excellence: organizational excellence, community engagement, asset-based approaches, and research-informed practices. The additions that we’ve made to the team, and plan to make moving forward, are reflective of those four pillars. We now have a senior director for administration and operations, and we have hired two new staff members, a senior outreach officer and a senior manager of community engagement, over the past six months. We will also fill two additional openings, one focused on equity, diversity, and inclusion learning, and one focused on research and assessment, in the months to come.

GAZETTE: OEDIB just released a community update. What can you tell us about this report?

CHARLESTON: We’re really excited for the community update, which details the University leadership’s commitment to EDIB work, our office’s progress in key areas over the past year, and highlights the important work of various campus partners.

I encourage everyone to read the update, as it is our way of communicating our progress and our plans going forward. To this end, we’ve also launched a new diversity and inclusion webpage at Harvard.edu that captures the breadth of work happening across Harvard, and that hopefully makes it easier to find information related to EDIB activities across the institution. These are both important steps in fulfilling our commitment to greater community involvement and to developing a shared vision for all members of the community.

GAZETTE: Tell us more about some of the new University efforts you’ve put in place since you began at Harvard.

CHARLESTON: Over the past year, we focused on building out the work within the pillars of community-wide engagement and organizational excellence and making advances in those areas.

In terms of community-wide engagement, we’ve focused on using targeted initiatives to improve campus coordination. We focused our work last year on two areas of concern: anxiety caused by the multiple pandemics (COVID-19, racial injustice, and polarization) and promoting dialogue across differences. In partnership with practitioners from Harvard University Health Services and the Harvard Chaplains, we hosted Community Spaces to support members of our community who were experiencing heightened anxiety in response to the issues of the time, including the ongoing pandemic, racial injustice, and a contested election. In the coming weeks, we will relaunch these as Affinity Spaces.

We also hosted a Community Dialogues series in partnership with the Office of the President and several schools, which featured a conversation with former Massachusetts Gov. Deval Patrick, and an event with Ted Olson and David Boies, the attorneys who argued Bush v. Gore. These events were designed to bring people into dialogue across difference. Other events that we co-hosted over the past year included Harvard’s first weeklong celebration of Juneteenth, the second annual Black, Indigenous, and people of color virtual welcome event, and a celebration of the 31st anniversary of the Americans with Disabilities Act.

On the organizational side, we’ve been working with campus partners, including the DIB Leadership Council, which is our network of chief diversity officers and associate and assistant deans for diversity, to establish a distributed model for advancing EDIB work. This academic year, we formed a new group with an expanded membership, the DIB Leadership Network, which met for the first time last week. The group seeks to connect individuals, create opportunities for collaboration, share best practices, provide professional development, and build capacity for the community of change-makers at Harvard. The DIB Leadership Network includes over 60 individuals from across campus who are working on issues of equity, diversity, inclusion, and belonging, whether as the designated lead or in a more informal capacity. This year the focus of our work will be on re-engaging with and reimaging our community.

GAZETTE: As part of the University Discrimination and Bullying Policy Steering Committee and Working Groups that were convened last January, you were asked by Provost Alan Garber to chair a Non-Discrimination Policy Working Group in order to examine how the University can best address forms of prohibited discrimination other than sexual and gender-based harassment. What can you tell us about the conversations that took place and recommendations that have emerged from that important project?

CHARLESTON: I’m grateful to Provost Garber, Deputy Provost Peggy Newell, and the deans for leading and supporting this effort toward cultural change, and to the members of our community who gave their insights and their feedback and helped us to better understand what the needs were. Representatives from all facets of the Harvard community, from faculty to staff, to postdocs, to students, to graduate students, and across Harvard’s Schools and units, were all a part of the process, not only in the formation of the actual working groups and their memberships, but also throughout listening sessions that have been convened since this past January. I’m hopeful that our community will see recommendations that will support our mission of creating a community where everyone can thrive.

GAZETTE: In many ways, your first year has been a difficult one, for many members of Harvard’s community and beyond. How would you reflect on starting in this role, amid the COVID-19 pandemic, and, as you said when we last spoke, during a time when the nation had reached a “boiling point” with regard to racial inequity?

CHARLESTON: When I started this journey a year ago, I believe I shared with you then that a colleague had said to me that Harvard is so much more than its buildings. Harvard is its people, who are warm, diverse, and welcoming. And that is absolutely true. I want to thank members of the Harvard community for being so supportive and for being so warm, and welcoming.

During my campus tour, I attended an online video meeting and was asked one particular question that I never forgot. I was asked, with everything that we have to accomplish and everything that lies ahead: What gives you hope? And I looked at each person on-screen and realized it was every one of them. As I said to them, every time I walk into a room of people who recognize that the work is not mine and mine alone, but see this as our shared commitment, it gives me hope, because it means that I have thousands of partners and co-laborers to do this work alongside. We know that the greater the diversity of a group, the greater our chances of solving even the most challenging problems. So that is what gives me both the hope and unwavering confidence that we will be able to solve our greatest problems together.

GAZETTE: And what does OEDIB have in store, looking ahead?

CHARLESTON: We have a couple of very exciting events I’d love for community members to take part in this week and next. This year’s first Affinity Spaces event will be on Thursday, Oct. 21, and other identity-based support events will follow throughout the year.

Also in October, we’re hosting “Lost and Found” events to support community mental health as we return to campus and a new normal. In addition to an on-campus event on Oct. 26 and an online event on Oct. 28, there is an online board to share reflections throughout the semester. We’re co-sponsoring this series alongside the Harvard chaplains and Memorial Church. Support will also be provided by Harvard University Health Services, Human Resources, Campus Services, and the University Police Department.

That said, the next phase in this journey will take time, intention, and will require all of us. I am grateful for the many community partners who have rolled up their sleeves, who have joined us at numerous events, and who have extended their thoughtful offers of support, as we chart our collective path forward. I look forward to continuing on this journey together, in community.

This content was originally published here.

November 11, 2021
Queens College appoints alumna Jerima DeWese as its first chief diversity officer/dean of diversity – QNS.com

Queens College President Frank Wu announced the school’s first chief diversity officer (CDO)/dean of diversity during his “State of the College” address on Monday, Nov. 1.

Jerema DeWese, a Queens College and CUNY alumna, will serve as the school’s CDO/dean of diversity at the school’s leadership level, supplementing the duties of the existing Title IX compliance officer, to enrich its commitment to diversity, equity and inclusion.

Following a national search, Wu said DeWese brings extensive experience from both the public and private higher education sectors to the position and will provide essential leadership to help Queens College advance diversity, equity and inclusion as prominently envisioned in its new strategic plan.

“As an alumna, Jerima is well-acquainted with our exceptionally diverse student body; this perspective, in addition to her expertise, made her an excellent candidate. It gives me great pleasure to welcome her home to the college.” Wu said. “Together, with Michael Das, our deeply committed Title IX compliance officer, Jerima will be rolling out anti-bias training that will address not only egregious discrimination, but also implicit bias.”

DeWese, who earned an MA Degree in urban affairs and public management from Queens College in 2011, has more than two decades of higher education experience in the areas of diversity, equity, and inclusion (DEI), student affairs, academic affairs, enrollment management, human resources, diversity and compliance, alumni affairs, and fundraising and development.

As a New Yorker, a product of the CUNY system and a Queens College alumna, DeWese says she is truly honored to be given the opportunity to serve as chief diversity officer/dean of diversity of Queens College.

“I am so looking forward to the fulfilling experience to collaborate and partner with the entire Queens College community — students, faculty, and staff — to [as stated in the Queens College mission statement] ‘prepare all students to serve as innovative leaders in a diverse world that they make more equitable and inclusive,’” DeWese said.

Most recently, DeWese served as the chief diversity and affirmative action officer, Title IX coordinator, and ADA Section 504 compliance officer at Purchase College of the State University of New York (SUNY), where she oversaw the school’s Office of Diversity and Compliance and its Multicultural Center.

While at Purchase, DeWese created and implemented a DEI Call to Action Plan comprising nine points to symbolize the nine minutes-long assault resulting in George Floyd’s death. Her accomplishments include securing grant funding for campus faculty diversification efforts; conceived, implemented, and oversaw campus-wide Title IV, VI, VII, IX and Section 504/ADA compliance laws, requirements, training, instructional programs and activities.

Additionally, DeWese has also implemented and facilitated campus-wide anti-bias training for all college stakeholders, secured and maintained Hispanic Institution (HSI) designation for the college, and chaired the college’s Diversity, Equity, and Inclusion Strategic Plan Committee.

As CDO/dean of diversity at Queens College, DeWese will partner with Wu and campus constituents in spearheading efforts to establish diversity, equity, and inclusive excellence as core values throughout all aspects of the school community. She will champion the importance and value of a diverse and inclusive college environment and lead the development of a vision and effective strategy to create such a culture.

The CDO/dean will work with all levels of the institution to promote processes and procedures to positively impact student, faculty and staff development, community relations, and organizational effectiveness by recommending diversity-oriented programs and initiatives.

DeWese has served in senior administrative and educational leadership positions in the areas of student affairs, student development and campus life, career and transfer services, enrollment management, gifts and records, development and external affairs, and admissions services.

She also holds a BS Degree in public administration and human resources administration, and an AAS Degree in business management and human resources.

This content was originally published here.

November 11, 2021
Purdue’s Polytechnic Names Levon T. Esters Inaugural Associate Dean of Diversity, Equity, Inclusion and Faculty Affairs | Diverse: Issues In Higher Education

Purdue University’s Polytechnic Institute has appointed Dr. Levon T. Esters as the college’s first associate dean of diversity, equity, and inclusion and faculty affairs.

This content was originally published here.

August 26, 2021
Community College: Advancing Equity, Diversity, and Inclusion in the Post-COVID Labor Market | Diverse: Issues in Higher Education

Today’s workforce is in the midst of considerable change, where in the next couple of years, the demographic profile has been forecasted to comprise of more than five generations. In addition, the U.S. Census projects that the United States will become a majority minority population by 2044. This projected demographic shift will be accompanied by technological advances, making many lower-skilled occupations obsolete and subsequently accelerating the era of “new collar” jobs. These jobs represents the on-going shift from low-skilled manual labor to more technical work influenced by automation and other technology. Acknowledged in a 2020 National Governors Association report, workers will need to acquire advanced skills to compete for these 21^st-century jobs, thus accelerating the urgency of systematically preparing America’s workforce for these occupations.

This urgency is especially relevant for younger Generation Z Americans, who were born after 1996 and among whom people of color constitute the largest demographic profile. Though communities of color are the fastest growing sectors of the population, history and research inform us that they also are most at risk in the pursuit of these careers. Thus, the need to prepare for the up-skilling, training, and credentialing of this population in a scalable and sustainable manner will require navigating complex socioeconomic, job readiness, and education accessibility issues. This opinion piece provides an example of why community colleges given their role and legacy are well positioned in partnering with the K–12, community-based organization, and business sectors in engaging and preparing America’s diverse workforce to meet the labor market skills of the future.

Why Community Colleges?

Seated at the frontline of socioeconomic issues, community colleges employ an equity-based mission of open access as part of society’s aspiration of ensuring educational opportunities. This mission includes serving a disproportionate number of students who are low-income, nontraditional, first-generation, immigrants, and ethnic and racial minorities. These institutions have served more than 12 million students, or more than 40% of the U.S. undergraduate population, since their founding as a transformative agent in advancing the democratic ideals of building a stronger workforce. Their legacy of providing accessible, high-quality, and low-cost education and training has been accomplished via diverse pedagogical approaches and innovative instructional models that include a wide array of customized work-based learning, credit-based career and technical education (CTE), and non-credit program offerings, all of which accommodate underserved populations.

Two notable offerings from the community college sector are apprenticeship and CTE programs. Apprenticeship programs entails a partnership between employers, educators and students that creates on-the-job training and formal instruction, where the employer and educator collaborate on developing curricula and competency standards for training in a particular vocation or skill. Students who participate in these paid 2- to 5- year programs receive onsite employee training and mentorship in jobs such as manufacturing, construction, health care support, information technology, and other fields. By offering real-world experience and training, apprenticeship programs offer a cost-effective educational option for students to attain marketable skills. Moreover, paid apprenticeships can minimize or even eliminate potential financial barriers to education. Upon completion of their programs, apprentices receive industry credentials and are set up for a job with the employer union or association that sponsored the program. It should be noted that the number of apprenticeship programs within the United States has grown by over 200,000 since 2015. Much of this growth has received strong federal support from the U.S. Department of Education Office of Career, Technical, and Adult Education and the U.S. Department of Education Pathways to STEM Apprenticeship for High School Career and Technical Education students. Despite this growth, these opportunities have not yet realized its potential in attracting minorities and women. Given their structure, it is clear that apprenticeship programs hold great promise to engage people from underrepresented populations who are new to the workforce and link them with careers involving highly sought-after skills.

CTE programs offers an additional pathway to opportunities based on student interests and unique learning needs. As shared in a 2018 paper by the Manpower Demonstration Research Corporation, federal, state, and local policy makers view CTE as a way to improve economic competitiveness and reduce educational inequity, thus making CTE one of the few policy ideas to attract bipartisan support. Most importantly, in terms of advanced credentialing, high school CTE programs create pathways to postsecondary programs of study or additional training after high school, including degrees, certificates, apprenticeships, and employment.

In its work with the Center for Urban Education, the Lumina Foundation (2017) asserted that no U.S. state can meet its workforce demands without addressing long-standing equity gaps. Following the 2008 Great Recession, community colleges played active roles in breaching these gaps and driving economic recovery. This effort can be repeated, perhaps even more successfully, in the wake of the COVID-19 pandemic. However, developing a robust, agile, and responsive workforce ecosystem will require equity in the level of engagement, investment, and commitment by other key stakeholders. As the workforce modernizes and becomes more global, the sustained involvement of state and federal policymakers, the k–12 education system, and philanthropic, business, and industry sectors will be critical in enhancing scalability and ensuring capacity-building in programs and curricula. Building a robust and diverse talent pipeline will require a clear and cohesive long-term strategy with an equity-based collaborative and entrepreneurial spirit. This strategy also should embrace a more holistic approach to engagement, education, and empowerment of the country’s diverse talent pool to optimize economic opportunities for both employers and employees.

Workforce development efforts that incorporate diversity, equity, and inclusion as core principles are not uncommon. However, in light of the future workforce needs, the challenge and opportunity reside in implementing initiatives that are sustainable and result in long-term change. Community colleges are the one constant in this shifting market. Given their credibility in their local communities and their direct connections with the business and industry sectors, community colleges can serve as an ideal conduit for further advancing this mission.

Dr. Evon W. Walters is the Northwest Region President of the Allegheny Campus and North Campus at Community College of Allegheny County in Pennsylvania.

This content was originally published here.

August 22, 2021
Navy Secretary Tasks Team to Promote Diversity, Equity, and Inclusion

The Acting Secretary of the Navy Thomas Harker on Monday released a memo outlining his efforts to promote diversity, equity, and inclusion (DEI) in the Navy.

The memo serves as a framework for ongoing DEI efforts in the Navy. It directs the Chief Diversity Officer of the Navy, Assistant Secretary of the Navy (Manpower and Reserve Affairs) Cathy Kessmeier, to lead a Strategic Planning Team and develop an action plan to promote DEI.

“Equal opportunity is the bedrock of our democracy and diversity is one of our greatest strengths; both are critical to the readiness of our Navy and Marine Corps team and, ultimately, to our mission success,” said Harker in the memo.

“Aligned with these guiding principles, it is the policy of the Department of the Navy (DON) to continue making transformative and meaningful steps that promote diversity, equity, and inclusion (DEI) in our policies, programs, and operations across the enterprise. This review will examine both Navy and Marine Corps policies and build on existing efforts within both services,” it said.

The memo also directs Kessmeier oversee and direct a 60-day review of contractors to identify improvements needed to “promote supplier diversity and ensure proper implementation of equal opportunity and diversity policies in contracts.”

She will also oversee a 60-day review of policies and conventions of naming Navy and Marine Corps assets, “to identify measures to improve diverse representation.”

She will oversee 90-day reviews of precepts for selection and assignment boards to remove potential barriers to diversity and diversity within the Senior Executive Service to “improve the pace of diversity and the strength of the applicant pool, while remaining cognizant of the merit system principles.”

Furthermore, she will conduct 90-day reviews of Navy and Marine Corps grooming policies to inform potential changes to policy, and to examine “an appropriate authoritative data environment for DEI.”

The Navy will release the findings and actions it intends to take following the review periods.

“Equal opportunity is the fundamental promise of the United States. The Department of the Navy is committed to rooting out inequities that have sometimes kept that promise out of reach for underserved and underrepresented communities,” Kessmeier said in a statement.

“We recognize the need to understand the barriers that face our workforce, and we need to ensure our policies and processes are constructed to support diversity, equity, and inclusion for every officer, Sailor, Marine and civilian,” she said.

“Advancing equity requires a systematic approach and the Strategic Planning Team will work to address inequities in DON policies and programs that serve as barriers to equal opportunity.”

The Biden administration has made diversifying the workforce at the Pentagon and in the military a major priority.

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This content was originally published here.

May 21, 2021
JPMorgan Chase Appoints Brian Lamb as Global Head of Diversity & Inclusion – Savoy

JPMorgan Chase announced that Brian Lamb has been named the Global Head of Diversity & Inclusion, a newly created position at the firm. Lamb, who will report to the firm’s Co-Presidents, will be responsible for executing a strategy that builds on the firm’s existing work and further incorporates a diversity lens into how the firm develops products and services, serves clients, helps communities and supports employees.

“Brian’s deep experience is precisely what we need to help our firm build on our diverse and inclusive culture, and drive it into every corner of our company,” said Gordon Smith, Co-President for JPMorgan Chase and CEO for Consumer & Community Banking. “Building a culture where all employees and customers are treated equally and feel welcome is a business imperative, and we’re fortunate to have Brian’s leadership in this critical area.”

This new role will strengthen and improve coordination of the firm’s existing strategy to support underserved communities as well as elevate the firm’s existing Diversity & Inclusion initiatives, including Advancing Black Pathways, Advancing Black Leaders, Military & Veterans Affairs, Women on the Move, the Office of Disability Inclusion, Global Supplier Diversity, and regional and line of business diversity functions. These focused efforts to-date have strengthened the firmwide culture in important and measurable ways.

The firm recently identified a number of areas across the company that, with enhanced, scaled or new programming or processes, would serve to ensure the firm’s culture is not one where racism can live or thrive. Those include enhancing the employee feedback process, making it easier for customers to access products and services in all branches, bolstering hiring to build a stronger pipeline of diverse talent, implementing additional required diversity and inclusion training firmwide, and increasing the diversity of businesses the firm partners with across the world.

“I’m excited to join JPMorgan Chase and help to further foster a culture where diversity and inclusion are a central and driving force,” said Brian Lamb, Global Head of Diversity & Inclusion, JPMorgan Chase. “A company that is diverse and inclusive can better serve our customers, employees and communities — and that is good for business.”

“Applying a diversity lens to everything we do is critical to running a successful business,” said Daniel Pinto, Co-President for JPMorgan Chase and CEO, Corporate & Investment Bank. “We are more effective when we take a diverse and inclusive approach to our work, and with Brian on board, I believe we’ll be more successful all around.”

Lamb joins JPMorgan Chase from Fifth Third Bank where he served as Executive Vice President and Head of Retail Banking. His 13 year career there included time as Head of Wealth & Asset Management and Chief Corporate Responsibility & Reputation Officer, where he was responsible for building the comprehensive strategic framework for the Bank’s civic commitments, inclusion & diversity and reputation management.

Throughout his career he has remained passionate about diversity and inclusion. Notably, he partnered with the National Community Reinvestment Coalition to launch a $30 billion community commitment that focused on access to capital for small businesses, first-time home ownership and educational opportunities for underserved communities and people of color.

He currently serves on the United Way Campaign Cabinet, Greater Cincinnati Urban League and is Vice Chair of the Florida Board of Governors. He previously served as Chair of the University of South Florida (USF) Board of Trustees where he also helped to lead a campaign to close the graduation rate achievement gap between women and people of color as compared to white students. While at USF, he mentored hundreds of women and minority students and established a scholarship fund for first-generation minority and female college students.

Brian also served as Chair of the Tampa Bay Partnership and held board positions with the Florida Bankers Association and Florida Council of 100.

Lamb holds a graduate degree from the Stonier Graduate Banking School at the University of Pennsylvania and a bachelor’s degree and MBA from the University of South Florida.

This content was originally published here.

April 12, 2021