My Reason for Being: Why I’m Passionate About Building Inclusive Workplaces

Ikigai.

This Japanese phrase translates into “reason for being,” and the entire concept resonates deeply with me. 

When my grandmother passed away years ago, it affected me greatly. In my grief, I took the time to pause and reflect on my reason for being. I have always been about building community — from my school days staging theatre and dance productions to my recent years as a professional who thrives in engaging employees.  I verbalize my Ikigai to be connecting and supporting people on their journey. 

My curiosity leads me to seek knowledge about the culture around me and my passions guide me to utilize the information to connect people to their next dot. Streamlining processes and building out systems with a “business mind; creative heart” approach makes me nerd out. My vibe is authentic, genuine, awkward, and compassionately honest.

Naturally, I would gravitate toward companies that are:

  • value-aligned;

  • celebrating diversity and embracing differences;

  • supporting and investing in the surrounding community;

  • prioritizing the well-being of their employees and building a culture around work-life balance.

These are the parameters I need to be able to produce my best work. Here’s the thing: Tons of organizations market themselves in these ways; and yet, behind closed doors? It’s an entirely different story. 

The Deception

Oftentimes, the messaging and branding that you see advertised on a company career page are not always reflected within the organization. 

After you join an organization and the honeymoon phase is over, you realize that alarming behaviors have little-to-no systems and policies in place to hold accountability. Even more so, the behavior is ignored and accepted throughout the company, especially by leadership. 

STORYTIME! When I was first starting out my career, I accepted a role with an organization that promised to set me up for success and ensured there was room for growth. Within months, I found myself working 10-12 hours per day, not getting paid out on my commissions, and subjected to abusive texts by my supervisor for refusing to work while out on PTO. When I approached HR about how my manager’s behavior wasn’t living up to the promise of “setting me up for success,” I was told, “Oh, that’s just their personality. I’m sure you can manage it.”

The deceit of this company and many organizations like it leads to:

  • overworking and underpaying employees who are actually committed to the stated mission and values;

  • rewarding employees whose behavior directly contradicts those values;

  • underutilizing the potential of great talent;

  • and hindering those with innovative ideas that could bring significant value to the business.

When I was in a toxic work environment, I felt that it was näive and too idealistic to show up to work as my whole self. There was no room to be transparent and honest in my communication, and vulnerable in all aspects of my work. I was left to shrink the authentic, genuine, awkward, and compassionately honest person I know myself to be.

After multiple experiences like this, I honestly thought toxic work culture environments were the norm.

I am happy to admit that I was wrong.

There are healthy work cultures out there. You just need to know how to spot the real from the frauds.

Writer Marijana Stojanovic does well in outlining how to identify a healthy work environment from a toxic one. 

*Please note that there is an error in the chart. In the line of “Human resources,” it should be switched.

*Please note that there is an error in the chart. In the line of “Human resources,” it should be switched.

The Repercussions

It took so much of my energy to readjust and compromise myself to fit within a system that constantly said “no… not good enough… no… not worthy enough.” It was exhausting, and I knew I had to make a choice.

I had to be honest with myself in what I wanted to do and who I wanted to be. So, I quit. 

Ultimately, these toxic experiences took a toll on my psyche and left me with emotional trauma I still feel to this day. It takes time to navigate, unravel, and heal from these problematic structures. 

Yet,  the leaders who refused to address and fix problematic behaviors also had to pay a price. Aside from the fact that employee stress negatively impacts productivity – attrition is expensive. It costs $312,500 to replace a technical/leader-level employee salaried at $125,000, according to LinkedIn Learning. To replace an entry-level employee making $50,000, leaders can expect to take a $25,000 hit. 

Allowing toxic behaviors to continue is harmful to both the employee and the organization.

Be the change

At the end of the day, I believe we need to be the change we want to see in the world. 

My approach to this change is through generating systems of accountability and policies that invest in the well-being of people within the workplace.

If you’re ready to start creating a more engaged workplace that truly aligns with the mission and values reflected in your marketing, feel free to reach out. I’d love to walk you through best practices that will enable your employees to show up to work as their best selves. 

Andie Washington