Havas New York Leaders Discuss Allyship and Necessity of Advocating for LGBTQ+ Community
With Pride Month drawing to a close the Havas New York and TRIPTK executive leadership took some time to chat about their goals as allies to the LGBTQ+ community and their hopes for growing the company as a more inclusive and diverse space. As anti-queer bills continue to find footing in an increasingly anti-queer legislative and judicial United States, it’s become more important than ever to hear what leaders—LGBTQ+ and otherwise—are doing to support their queer identifying employees through these tough times.
Necko Fanning, Director of DEI, Havas New York (NF)> Thank you all so much for taking the time to sit down and chat with me about queer allyship at Havas.
Sam Hornsby, CEO, TRIPTK (SH)> Love this, Necko. Excited to contribute.
Dan Lucey, Chief Creative Officer, Havas New York (DL)> This is great.
(NF)> I know you’re all busy so let’s dive right in! Sam, you’re known to have a very empathetic leadership style and to advocate for different underrepresented groups. Where does your passion for allyship comes from? Do you believe all leaders should be as passionate about these issues as you are?
(SH)> I feel very fortunate to have been exposed in my upbringing to a spiritual education that emphasizes human universality. To some this may sound abstract in relation to the very tangible and specific problems and injustices in our society but, for me personally, I try as best I can to operate from the perspective that we are all One at a fundamental level.
Every leader brings their own unique conditioning, experience and talents to their role and I think it’s important their allyship reflects that authentic self. At TRIPTK we place emphasis on a kind of ferocious curiosity in our culture; about more than being ‘interested’ and, rather, a willingness to engage with the perspectives and experiences of others. Even, and perhaps especially when those conversations are uncomfortable. It’s my experience that embracing ‘otherness’ in all its forms is the underpinning of empathy and allows us to progress on the journey to be better humans and professionals.
(NF)> I love that you’re able to make your identity as a leader so personal. I’m curious about your views on access. While cisgender gay men, most of whom identify as white, don’t report as many issues breaking into our industry, we know that transgender and gender non-binary folks struggle quite a bit to enter these spaces. None more so than those queer folks of color. What do you think leaders should be doing to break down some of these access barriers?
(SH)> There’s a lot to unpack there, including situating industry access as one important and highly relevant node within a larger system of prejudice and structural inequality. I’m inclined to think that we can all be leaders when it comes to advancing acceptance, inclusion, and equity in our lives, and in our careers, and I think we can do this more effectively when we feel safe and supported. For there to be structural change and improvement in opportunity access across all dimensions I think meaningful progress starts - but by no means ends - with recruitment and hiring practices. It’s possible to feel overwhelmed by the sheer scale of the problem but I think we shouldn’t underestimate the power of the micro to redefine the macro – the impact of seeing or meeting just one person ‘like me’ in a team or company can be transformative.
(NF)> That’s a great point, Sam, and a great segue into talking about our recruitment. Claire, empowering and training recruiters in today’s market is indisputably challenging. What are some of the challenges that go into finding LGBTQ+ folks for open positions? How are you and your team working to mitigate those obstacles?
Claire Telling, Chief People Officer, Havas North America (CT)> My team and I are committed to making our talent pool as diverse was the world we live in. Working in a creative industry, which historically has been a little friendlier to the LGBTQ+ community, plays to our advantage when recruiting because it can naturally attract more talent from those communities.
But as part of our commitment to LGBTQ+ talent, we do measure what percentage of our employees identify as LGBTQ+ so we can amp up recruiting efforts in areas where representation is lacking. When our recruiting team meets candidates who identify as LGBTQ+, we make sure they know they can show up as their whole selves at Havas, and that if they join us, they’ll have the support from leadership and their managers to build a fulfilling professional and personal life. I think the creative work we’ve recently done in support of LGBTQ+ youth has helped us reach new talent prospects, because it demonstrates that we’re really walking the walk when it comes to queer rights and advocacy.
Additionally, we’re developing new partnerships with groups that specifically work with up-and-coming LGBTQ+ talent and to raise awareness about Havas as a career option for the LGBTQ+ community. This’ll include things like focused LGBTQ+ recruiting fairs and targeted social media outreach later this year.
(NF)> I remember one of the very first things I knew about you was that you were an ally to the LGBTQ+ community. In fact, if I remember correctly, you went out of your way to make sure I, as a gay man, knew this and it really made my early experiences with the company very positive. Do you think it’s important for leaders to be outspoken about their allyship?
(CT)> Being an ally has been an important part of my life for a very long time. My most cherished family members and closest friends are gay, and they’ve educated me and given me the skills to be comfortable and confident in expressing my love and support for this community. When I meet a candidate who identifies as LGBTQ+, I have an immediate instinct to let them know that I stand with them. I try to make sure they know that as a leader I will do all I can to protect and support them (at work or otherwise) because I’ve seen the struggles my LGBTQ+ friends and family have gone through. I try to be hyperconscious of the unique obstacles and challenges LGBTQ+ people face.
I know not all leaders have these kinds of personal experiences and connections to draw on. Which makes it more important for anyone in a position of power to be outspoken about their allyship when they do. It’s not just important for your employees but also for your leadership peers. When you let other leaders know that you stand with the LGBTQ+ community and are proud to do so, it takes some of the burden of having to educate leaders off the shoulders of employees. The more overtly and authentically allied leaders demonstrate our support for LGBTQ+ talent, the more seen and supported they feel. And, hopefully, this isn’t something that stays just at Havas but radiates outwards to other communities and parts of the world.
Pride is such a wonderful month and this year it’s a reminder that LGBTQ+ rights are still deeply under attack in this country. Leaders need to be relentless every day, year-round, in demonstrating our support, using our voices, and fighting for our friends, families, and employees to have equitable opportunities, and above all else, know they’re loved and valued.
(NF)> That was really powerful, Claire. Thanks for sharing and for being such an outspoken supporter. As we’re talking about our Havas employees experiences, I can’t think of anyone better suited to give us insights into how things are going than Shannon. As someone connected so closely with the lives of employees at this company it must be particularly meaningful to see our policies begin to shift to reflect more inclusive ideals. What’s an area you’d like to see some additional shifts moving forward?
Shannon Novak, Chief Human Resources Officer, Havas Creative North America (SN)> Ah, that’s a good question. You know, Havas works to be an incredibly supportive environment. The amount of empathy and passion regarding these topics from leaders across the organization to implement wellness and compassionate polices for our staff has always been so encouraging.
We try to focus a lot on supporting the overall mental health of our employees. Whether it’s offering counseling through our EAP or making sure employees have paid access to Head Space, mental health has become a central focus for our agency. Given that focus, I’d love to see us develop some mental health support that dials down and cares for the individual needs of specific communities. I’m hoping with our new ERG launch—thank you, Necko—we can learn what some of those needs are and how we can do more and do better.
(NF)> That’s a great idea! Our ERG leaders are gearing up to do some amazing stuff and I’m sure they’d be excited to chat about mental health programming. I think you mentioned once that you really enjoy Pride Month and have for years. As someone who doesn’t identify as LGBTQ+ what excites you about this month?
(SN)> Everything! What’s not to love? When people come together to celebrate their lives, their love and support for one another, the struggles they’ve overcome, their fight for equality and justice, it’s inspiring and brings me so much joy. I have many family members, friends, neighbors, and coworkers who are members of the queer community, so Pride Month has always been a reminder to celebrate them. It’s also a great reminder of my role as an ally; to support and to learn.
(NF)> It’s so great to hear leadership talk so much about being an ally. It’s tough to always get things right though. Frank, what’s one area you’d like to grow in as an LGBTQ+ ally?
Frank Mangano, Chief Operating Officer, Havas New York (FM)> You know, to be honest, I’d like to educate myself on areas where I could do better as an ally. I suspect I need to be more accessible, but I also think I need to set dedicated time aside to dig into what separates great allies from so-so ones. As someone with many close friends and family in the community, it’s important to be to be an effective LGBTQ+ ally. It’s vital that I continue to support them and learn. I wish that for everyone.
(NF)> You raise an interesting point about allyship and the difference between talking-the-talk and walking-the-walk, so to speak. Based on our partnerships and the work we’ve been putting out I think it’s safe to say that we value LGBTQ+ folks as essential contributors to the growth and success of Havas. Yet, as someone tasked with the fiscal responsibility of our company it can’t be easy to see so many demographic groups with great needs and have the decision on how best to spend our funds fall to your shoulders. How do you make such difficult decisions?
(FM)> It’s not always easy. Havas is such a supportive organization, and we are always looking for ways to give back to our people and communities that need support. Becoming a B Corp helped us refine our focus to support underserved youth in our community. So, I let that be my focusing point when making those tough choices.
(NF)> That’s great, thanks Frank. Laura, you’ve got to be so proud of all the work being pushed by folks at your company with regards to LGBTQ+ rights and protections. Just listening to your fellow leaders and their passion for advocacy must be a great feeling. But there’s always room for improvement. What’s an example of an improvement area you’re currently focused on?
Laura Maness, Chief Executive Officer, Havas New York (LM)> I’m incredibly proud of our leadership! The good news is there are several areas we’ve been focused on improving. That’s a big part of why you’re here, Necko! Formalizing your role as Director of Diversity, Equity, and Inclusion, establishing a budget and transparently sharing that budget and action plan for clearer support and resources for ERGs, was another step in keeping us accountable to our Commit-To-Change action plan.
While I’m proud of the strides we’ve made to accelerate women’s careers at Havas through global advancement programs like Femmes Forward and Next Gen leadership, the introduction of new management training, development, and wellness initiatives, and the improvements in inclusive parenting benefits, we’re still not where we need to be with regards to representation and ensuring that the work experience—and the work we create—reflects the societies in which we live.
As a Public Benefit Corporation and a certified B Corp, we committed to holding ourselves to the highest standards when it comes to social justice and our environmental impact. We have an even greater responsibility to continue to build a diverse culture where everybody feels they belong, and where people can truly grow and thrive.
(NF)> It’s encouraging to see the “all in” mentality with regards to leadership but I agree we could up our game in different areas. As an employee and leader it’s exciting to hear our CEO acknowledge our gaps and speak passionately about how we can fix them. I’m curious, what are some areas you’d love to grow as an LGBTQ+ ally?
(LM)> When I think about my personal journey as an LGBTQ+ ally, I actually think back to when I was playing softball. While I was being scouted for collegiate softball, I was met with a stream of anti-lesbian comments and gay epithets. It struck me how hurtful and ignorant these comments were and how, as someone who doesn’t identify as LGBTQ+, doubly damaging this type of hateful language must be to people who do identify as LGBTQ+; because I openly supported my lesbian teammates and coach there was an assumption about my own sexual identity. It was a taste, a small taste, of the discrimination my teammates and a vast majority of queer people deal with daily. And a constant reminder of the bigotry that the LGBTQ+ community has to daily overcome. I remember the sting of those words today and it only adds to my passion for defending others who might be met with the same type of ignorance and hate.
I believe in a universal truth about business; “companies can’t grow if people can’t grow.” Every single day is a chance to expand and improve, and to use my platform and privilege more effectively. As a wholehearted CEO and decision-maker, as a working parent, as a volunteer, as a board director and advocate for equity and underserved youth, as an engaged community member, and as a strong ally to underrepresented identities of all kinds, using my privileges for advocacy is a vital step in taking action as an ally. To become a better ally, I’m working on leading with greater vulnerability, unpacking bias, and intentionally surrounding myself with people who challenge imprinted beliefs from my upbringing and lived experiences.
Despite being a fixer and fighter committed to breaking tradition in our industry—and all industries—who continuously tackles the old paradigms that have ruled for so long, I’m working on decentering and getting out of the way to give others the platform and resources for their voices to be heard, for them to be seen, and for their pain to be felt. As a woman in a position of leadership who’s worked hard to use my voice to champion change, learning to take a step back so people from underrepresented communities have a chance to speak as well has been a balancing act and a reminder of the importance of empathetic leadership.
A big mindset shift for me, like many leaders, took place in the summer of 2020. I recognized how much time and energy I’d been spent fighting against the patriarchy that I’d neglected fighting to end systemic racism as an active anti-racist. In many ways this helped me reevaluate how I can holistically serve as an ally to many without letting my passion for women’s rights and gender equality blind me to the challenges others face. For instance, as an LGBTQ+ supporter, I’ve discovered that my platform gives me a unique ability—and responsibility—to ensure the work we create represents the people from within these communities.
(NF)> That’s such a thoughtful response, Laura, thank you. Dan, we’ve chatted about the creative work quite a bit up to this point and your department has created a few different LGBTQ+ campaigns and partnerships. The Ali Forney Center campaign, for example, was a meaningful piece of work for a lot of LGBTQ+ folks because it brought awareness to our most heavily targeted population, children. What was something you learned about the queer community and LGBTQ+ identifying youth from doing that?
(DL)> I learned that 40% of all homeless youth are LGBTQ+. It’s a staggering number and one that puts a spotlight on the hardship many people from this community experience at home. These children either felt safer on the street than with their families or weren’t given a choice and were forced from their homes simply because of their orientation or gender expression. Hearing their stories is heartbreaking. As a father of two, it shakes me to my core knowing they didn’t get the love and support that every child needs.
Creating a safe space for these children when they end up homeless is vital, but there is clearly so much work to be done around educating families and communities to be more accepting of their LGBTQ+ children.
(NF)> That’s such impactful work. I’m so proud of our agency for choosing Ali Forney to support in that way. You know, much of the creative work we’ve done in the LGBTQ+ space has been brought forth by LGBTQ+ identifying folks on your teams. Most recently, the #burythebills campaign, which was an outstanding success for the New York Pride Parade, and an idea generated by a queer member of your team. How important is it for leaders to create inclusive spaces for LGBTQ+ folks? How do you think you could make your spaces even more inclusive?
(DL)> You can’t foster creativity or a creative community unless you create a safe, inclusive space. So, I think it’s actually the most important thing you can do as a leader. All members of our organization must feel like they can be their true selves whether they identify as LGBTQ+ or not. Each employee must be able to express themselves authentically both on the businesses they work and the causes they believe in.
Having a diverse set of leaders, which includes members from the LGBTQ+ community, is also an essential part of the equation. Only then can we truly create conditions for everyone to thrive.
I don’t pretend to have it all figured out, but I’m hoping that if an employee had a suggestion to make our work culture more inclusive, they would be comfortable sharing. And if they don’t then that’s on us as leaders to fix.
(NF)> This has been such a great experience and I’m so excited it gets to conclude on that note of accountability, thanks Dan. And thank you all so much for taking time out of your busy schedules to speak to your passion as allies and be vulnerable with these questions. I hope our queer employees are as encouraged to have such strong LGBTQ+ advocates as I am.
