How I built bridges and equalized power at my workplace – Nonprofit News

In recent years, workers have been increasingly organizing across the country, from workers at Starbucks and Amazon to new forms of cooperative ownership and shared governance. NPQ’s column, “We Stood Up,” features the voices of those working hard to achieve economic justice in the workplace. These stories come from workers who want to share their experiences building democratic economies and a more just world so that others can learn from their efforts. .

As a health reporter for Parallel News TV, an online news platform, I have always had a passion for storytelling. I am similarly driven by the belief that everyone is entitled to a fair and just working environment. I speak up when I notice that some colleagues feel sidelined during meetings and that editorial decisions are often determined by a few voices at the top. I felt the time had come. For me, standing up wasn’t just about making the workplace better. It was about making sure all voices were heard and that our reporting reflected a variety of perspectives.

It all started one day during a weekly editorial meeting. I saw a fellow junior reporter take issue with an idea for a story that focused on the struggles of local healthcare workers. The proposal was ignored without much consideration. This moment struck me because it reflects a pattern in which experienced staff make important decisions while junior team members have little opportunity to meaningfully contribute.

I decided to step up. I started chatting informally with colleagues, listening to their concerns and asking how we could ensure a more inclusive discussion. To build bridges, we emphasized that change will only happen if we make a concerted effort. Slowly, a small group of us began to meet outside of work hours to discuss our vision for a more democratic workplace, one where ideas are evaluated based on their merits, not who gives them an opinion. Ta.

The biggest barrier to achieving change was existing power relationships. Some senior staff resisted changing the structure that had worked so far. There were also concerns among some colleagues that pushing for changes could affect job security. To address this, we focus on having open conversations with leaders and viewing our efforts not as a challenge to authority, but as a way to enrich newsroom coverage and boost team morale. We positioned this as a way to strengthen the system.

One successful democratic practice we implemented was rotating the role of meeting facilitator. This simple change empowered everyone – junior reporters, researchers, and even interns – to lead the discussion and ensured that diverse perspectives were considered. We also introduced a system for anonymous submission of story ideas before each meeting. This makes it easier for everyone, regardless of their position, to have their proposals evaluated without bias.

Over time, I noticed a change. Those same junior reporters who once felt unheard now have the confidence to regularly present their story ideas. More importantly, the quality of reporting has improved as more voices are actively shaping the content.

For me, that was the most rewarding part of the journey. I learned that I was able to help create a space where all voices could contribute to building a more just world, one story at a time.