Making progress in one area but not the others felt frustrating. We decided that the best solution was to spread the work out across the team so we could devote our efforts to all 3 initiatives equally.
Now we meet every 2 weeks and use a set agenda to guide us. This gives us more opportunities to course-correct and have productive conversations.
We tapped 2 additional people (that rotate out every quarter) to lead each of our 3 initiatives. This helped balance out the workload and increased involvement from the whole team.
Asking a few people, with an already full workload, to execute on the ideas from an entire company? Not realistic (or fair).
Making meaningful progress—and avoiding burnout—meant sharing little bits of work with lots of people. Now, we all spend a few hours a week contributing to our 3 D&I initiatives.
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