Meet HCAA president Schone Malliet ‘74. Then “White Privilege Revisited…Where are we Now?”
Fred opened the meeting with a thank you for CHARA’s successful year-end campaign and an announcement of CHARA’s upcoming presence on campus 2/20/2024.
Members will be on campus during lunchtime to share information about CHARA. There will also be an afternoon session at 3:00 with alumni, staff, faculty, plus a zoom meeting in the evening.
Schone Malliet ’74 President of the Holy Cross Alumni Association joined to discuss his role and share his vision for the future of the HCAA.
HCAA aims to be a connection vehicle through activities and events back at the college.
HCAA’s charter is to engage all alumni for life.
Schone’s motivation is to use HCAA to provide value to alumni.
The HCAA does not raise money and is not driven by fundraising. They have money through past fundraising from trips, insurance, and similar offers.
Because the president of the HCAA is a college trustee, it is Schone’s job to represent all alumni to HC’s board.
Schone is interested in Chara’s mission, why we exist, and how we measure success.
He asked because there are 35,000 alumni of diverse ethnic groups, geographies, connections to school, etc.
Schone feels that we need to embrace behaviors and culture that would sustain changes, rather than physical characteristics. He does not necessarily embrace DEI because we must be careful regarding judging representation according to an external physical characteristic. He hopes to ensure a sense of values that allows anybody to feel comfortable. Values are the driver of behavior and culture, not necessarily how one looks.
Values/behavior/culture Shone uses to guide HCAA:
Welcoming –a safe place for alumni to be their authentic selves, to connect to the school the way they want
Embracing –celebrating the uniqueness of the individual
Empathy – understanding each other’s journey without judgement
Belonging – a space that people feel is theirs, where they know the written and unwritten rules
Schone confirms the HCAA board represents the broadness of experiences and refuses to pick one characteristic.
Len added that CHARA seeks more dialogue, not necessarily agreement. For example: CHARA backed the Critical Race and Ethic Studies department to ensure belonging and a safe dialogue within HC community in a diverse way. Belonging should begin in school.
Schone believes belonging should exist without judgement. To change behavior, we must change culture. It is not hard work, but thoughtful work. Shone experiences HC already changing with Vince as president.
Schone’s aim is not anti-racism, but pro-belonging.
Schone talked about reaching disengaged, young alumni through the HCAA. In one example, the HCAA aims to connect graduates of the last decade with a younger peer mentor, rather than an older CEO, in the HC network for a closer pairing.
When asked how CHARA can help the HCAA, Schone called us to be thoughtful ambassadors of the college and share our experiences with the world.
During the second half of our meeting, we revisited White privilege: Unpacking the Invisible Knapsack by Peggy Macintosh, which first appeared in Peace and Freedom Magazine, July/August 1989, pp.10-12, a publication of the Women’s International League for Peace and Freedom, Philadelphia, PA.
https://nationalseedproject.org/key-seed-texts/white-privilege-unpacking-the-invisible-knapsack
Small groups discussed the following questions:
Where are we now?
What am I going to start doing?
What action/behavior am I going to stop doing?
What action/behavior am I going to continue?
What challenges have you faced in corporate America as women of color?
TB:
Tough often being the only woman and person of color in the room
Outside the US, difficulty dealing with cultural norms, patriarchal cultures that were not accepting of a woman as a decision maker
It was often “baptism by fire,” trying to find mentors, times when you felt like you were failing or being painted as “the angry Black woman” because you’re trying to get your point across
Being questioned constantly – Is this your company? Do you have a partner?
Had to learn to persevere, navigate, get better tactics, mature, evolve
PS:
Working as a young black woman in IT, it was challenging to navigate the space in which for many people that she worked with, this was the first time that they had to engage, listen to, or sometimes take directives from a person of color.
Felt that she was not being asked questions, but being questioned regularly. Difficult dynamic led her to want to start her own company
Within Cannabis industry facing challenges due to increasing corporatization of cannabis – changing from a culture of small, independent growers, barriers to entry are high, politically charged environment
Only woman and person of color chosen from a field of 27 applicants to receive a license in Springfield. Wasn’t prepared for the criticism that played out publicly – was she qualified enough, smart enough, doing this of her own volition or being controlled by another corporate entity
Also facing challenges of systemic racism within the industry, including people questioning the idea of a Black family-owned cannabis company
What advice would you give to our student ambassadors to bring back to HC Campus to students of color to consider as they try to enter the corporate market and/or what advice would you give to allies within corporate America?
PS:
“Fear and Faith can’t co-exist.” (borrowed from her mentor, Ron Lawson). The time you spend fearing, creating scenarios for things that haven’t occurred yet, is less time that you are developing the faith in yourself to get it done, to execute, and to believe in yourself.
Acknowledge that “No” is a complete sentence.
TB:
You are enough. Period. You have all the skill sets and everything that you need to make it. Don’t look for outside validation, because you won’t get it. You are more than enough. You are more than qualified. Stay the course.
Have you seen any change or improvement over the years or are things still the same?
TB:
Definitely, more women of color in leadership spaces, in very visible roles.
Still resistance, but there has been a lot of change.
Noted the generational changes that have occurred, that her daughter’s viewpoint of the corporate world was such a different take than she had at the same age
Appreciative that this younger generation now has language for things, e.g. microaggressions, gaslighting, allowing them to name and call out behaviors and say I’m not participating in that
Excited by the evolution – younger generation recognizing their value and being empowered to walk away sooner from situations in which they are tolerated vs. celebrated
PS:
Things getting worse in the cannabis space. MA is the first state to legalize adult use cannabis and see numbers decline in both groups of race and gender.
Nationally, that 2% is decreasing as larger groups drop partners – starting to see a focus on corporate entities that are operating in multiple states, as opposed to small independent players
Changes to the taxation law is furthering the dynamic in which it is making it harder for smaller players to exist.
How have you maintained your longevity moving independently, especially through challenge such as COVID?
TB:
Relationships have been a saving grace – built a reputation in this space and relationships are strong
When deciding to pivot or facing challenges like Covid – able to call share idea, brainstorm, ask questions, go back to old partners – re-present with new skills, new expertise.
Important to know what the endgame is.
Covid allowed for reflection on experience and challenges and reaffirmed that after 12 years working for herself, she never wants to go back to spaces where she has to deal with being second guessed, overwork just to be acknowledged as successful, deal with micro and macroaggressions, etc.
Do you have recommendations to CHARA that we might try to institute to hit change at any levels at HC?
TB:
If you are intentional about change and it is the way the college/institution wants to move, then it can be done.
A lot of education, training, hard conversations, have to be intentional and the will to want to change has to be there. There will need to be shift in the way that people see things and the way that people engage. Change is hard.
PS:
Allyship: what does that look like and what is your action saying about how you are willing to treat that person when they are not in the room.
Looking back at relationships at HC, did an individual have an openness and willingness to learn after I identified their ignorance?
Shared experience of running for co-president of SGA with her white, male running mate. Campaign posters were defaced. Highlighted the difference between the person who would take a picture of defaced poster and send it to her, as opposed to the person who took down the poster and asked if she had another one they could put up to replace the defaced one.
Were you being intentional as you engaged me as a friend and how you were thoughtful about my feelings in that process? Were you taking a stance or were you just reporting back? Reporting back felt like death by a thousand cuts because it let me know you would tell me before you would do something to defend me. Helped to frame the way she has formed the business relationships that she has kept close.
How do you learn to know your worth and ask for it?
TB:
Took a long time. Trial and error.
Wait your turn, work twice as hard, until you say this is not worth it.
Took a long time to understand that you may be in some spaces that will never let you have your role and that’s when you have to go into spaces where you are celebrated, not tolerated. Takes a while to understand the difference.
PS:
Certain that she wanted to work for herself, had to understand her skills and talents in terms of what she could bring to building the business
Throughout the process of building her business, there were many people telling her it was going to get harder, maybe she should sell her license and be a general manager, etc.
These challenges fueled her over time helped build her worth because she could sense that they were afraid of what would happen if she could open doors. The attention she was getting and the fact that people were offering her money for her business made it evident that she was building something of value.
She had family support in the business
A lot to figure out in a short amount of time helped accelerate her confidence/sense of worth
Ways that Tanya and Payton are working to share their expertise and experiences:
TB:
Very intentional about working with small, minority owned businesses in helping them be strategic with how they grow their brands and businesses
Frequently sits on panels, does webinars, makes herself available for one-on-one sessions
Loves working with young people of color – sees so much talent and so many great ideas
PS:
As part of a Black family-owned business in the community she is from, committed to hiring from within the community and professionalizing the roles to help them get the support they need
One of few dispensaries with a mission statement and values that align with it, employees have to be accountable relative to trainings on a monthly basis, giving them the verbiage related to diversity, equity and inclusion, bimonthly town halls – bring in groups that help with financial literacy, community colleges that help in terms of work force development to keep them employed,
6 Bricks brings in interns from local community colleges
Exploring ways in which Cannabis companies can donate to non-profits and hopefully starting up first Cannabis scholarship fund within Western MA
Meeting with young people in community to discover need and destigmatize cannabis as a method to get more people involved
Not just about being able to supply jobs, but actually helping people to progress in a meaningful way in terms of understanding the core tenets of being a professional and being able to climb
