Members of the Same Club: Adding Value in Workplaces and Communities

I've debated about writing publicly about my experience as a job seeker with a disability during a global pandemic that doubles as the worst economic crisis since the Great Depression. Happily outspoken on LinkedIn as a supporter and advocate for Black Lives Matter, I am not apolitical online, even before the aspirational changes the US has made toward social justice elicited by protests following the murder of George Floyd. The moment motivating this post lasted fewer than three minutes and came from a surprising source: 13-year-old New Hampshirite Brayden Harrington, who stutters.

Brayden spoke eloquently and thoughtfully about meeting Vice President Joe Biden, when the two shared strategies for communicating in a world that repeatedly judges them, including marking certain syllables on printed paper for emphasis when reading or speaking aloud. Brayden beamed with pride as he showed millions of viewers the text of his own speech, black ink carefully placed from top to bottom. I grinned back at the screen through tears, not from inspiration -- instead, pride. Pride as someone else who has strategized in a world not built for them, supported along the way by other disabled strategists and outside-of-the-box forward thinkers, because of our lives - and as I'll explain - livelihoods, depend on it. Brayden's courage has me reflecting on my own story and the difference that shining light on our stories makes on being legible in our workplaces and communities, especially virtual ones, like LinkedIn. ....................................................................................................................................................

After being born ten weeks premature and experiencing a bleed in my brain, I live with Cerebral Palsy, a neurological and physical disability that affects how I move. This experience, with me since my life began, prompts strategic thinking multiple times a day, every day. Before COVID-19 prompted widespread shifts to virtual learning and work, I spent days (and many evenings working on group projects or clarifying concepts to students in TA office hours) on campus at Cornell ILR School, earning my master's degree in Industrial and Labor Relations, looking forward to a new career in human resources. Between statistics problem sets and HBS case studies, I strategized about how to get around a beautiful environment that regularly presented physical danger with its hills, steep inclines, and seemingly endless winters. Being disabled in a world not built for us means people (and employees) with disabilities cannot ever fully turn off strategic mindsets, out of necessity for our safety, wellbeing and the possibility of thriving. This "always on" dynamic has meant that I can quickly zoom in on nuance, anticipate challenges, build relationships that engender trust and vulnerability, and identify the problem we're trying to solve because life (literally) depends on it. In particularly snowy or icy times in Ithaca, I asked for help (a steady arm next to me) in getting from one end of a walkway to another. These moments prompted connection - bemoaning sleet and impending readings - and meant I could safely get home -- to do it all again the next day.

I experienced tremendous relief spending the first few weeks of January at home in the (comparatively balmy) San Francisco Bay Area with my wife, with whom I was navigating a long-distance marriage since we decided I'd take Cornell up on the chance to learn as an aspiring HR leader. I found the idea that I could be paid (more) fairly to do impactful (and meaningful) work incredibly alluring. I wanted to be a steady, reliable financial provider for our family in one of the most wonderful (and expensive) regions of the world. Then COVID-19 happened, and strategic thinking continues to be necessary -- in my job search, and life, every day.

Going back to school meant exploring topics I never imagined mastering (sustained competitive advantage, differentiation, value chain analysis), remembering my values through learning about Certified Benefit Corporations, analyzing the Business Roundtable's statement on the purposes of a corporation, and meeting brilliant, thoughtful, kind peers -- now friends and colleagues I look forward to pinging long into the future -- with whom to imagine solutions. I continue to be impressed by how we all (my peers, and ILR faculty and administrators) met the moment - and continued to engage with and rely on each other, leveraging technologies that shortened tens, hundreds, and sometimes thousands of miles in geographical distance. We're better equipped to partner with our organizations' distributed businesses and employees as advocates, greeters, guides and listeners. And as the process of networking, practicing persuasion with recruiters and new connections, and submitting job applications continues, I'll strive to keep Brayden Harrington, his ingenuity, courage, and persistence in mind.

....................................................................................................................................................

Elizabeth Thompson, newly minted Cornell MILR in HR & Organizations, was an educator and leadership development facilitator before pivoting to corporate human resources. In addition to the skills outlined above, she is adept at onboarding and orienting new employees, building, organizing and leading learning and development initiatives, process improvement for People functions, DEIB initiative creation, iteration and assessment, and employing deep listening, humor and empathy in relationship building. She's looking for her next HR role in tech in the SF Bay Area, and welcomes the chance to chat. Comment to share your thoughts on this post, and message her if you can imagine her on your team.