Our neighbours to the south have taken center stage in global media yet again. With dramatic imagery of riots and burning building over the racially motivated crime and police brutality filling our news feeds and headlines, there is a need for pause and need for Canadian reflection. Are we as innocent as we would all like to think?
Since the murder of George Floyd in May of 2020, racial violence has been at the forefront of everyone’s minds. Canadians, and subsequent media outlets, have taken a unique stance on the violence south of the border. Thirty-seven million of us have sat on our high horses and looked down at our closest ally and trading partner, acting as if we have nothing to hide and could not possibly be as blatantly racist and violent as them. We could not be more wrong. The media has painted the United States as a chaotic and foreign place in the Canadian press, capturing every minute of the riots and exclusively covering US-based human rights violations. The states are so crazy; how could they possibly not have this under control? How can their people stand for this?
We couldn’t possibly allow such heinous crimes here, right? Think again.
We have collectively turned a blind eye to the national human rights crisis right in our backyard. That is right. A national human rights crisis in Canada that is drawing international attention from other United Nations members. Our indigenous women and girls are being attacked at an alarming rate, and no one seems to care. That is unless you are one of the multiple organizations and governing bodies that seem to be sweeping this under the rug. This is not a small problem, nor a new one. Statistics Canada conducted a study in 2009 and found that Indigenous women were three times more likely to report violent crimes from either strangers or domestic violence. That is if they can report it; that same study also found that Indigenous women are seven times more likely to be a victim of homicide than other racial profiles. This systemic racism is also prevalent in, you guessed it, our police force. Even though Indigenous women make up only 6% of Saskatchewan’s population, they account for up to 60% of the missing person’s cases.
These staggering statistics have two possible explanations. The first being that these crimes are racially motivated and are carried out as hate crimes against the Indigenous population. The second, and much more chilling, is the realization that these women are specifically targeted as victims of violent crimes because the perpetrator believes that they can evade prosecution for their crimes as it is highly likely that the victim will be discriminated against in the judicial system. Perpetrators are selecting Indigenous women as victims because society has proven that we do not seek justice for these women with the same conviction as we do victims of other races. And do not think that Justin Trudeau has this crisis under-wraps. Humanity organizations have brought the issue to the United Nations Council. Twenty-four separate countries voiced concern for Canada’s indigenous women. Few of which, including New Zealand and Switzerland, have called for a decisive plan to be made to protect these Canadian women. Canada did not acknowledge the need for change.
Further, three different international human rights organizations have made trips to Canada to at least in part investigate the crisis. Yet we, as a country, continue to show that we are indifferent to the crisis. Our national hubris prefers to demonize the United States for their appalling lack of government intervention about the racial human rights crisis. At least their people recognize the problem. This national human right crisis has hypocritically been skipped by many of the major news outlets as they cover the soap opera in the United States. We have ignored this messy crisis, resisting accepting that everyone has a part to play in this problem.
This hypocrisy can be seen in the workplace. Our workplace culture must change if we are to save our Indigenous women. We must become more accepting and demonstrate our commitment at a corporate level in our hiring, diversity strategies, and our corporate social conscience to investigate any potential connections to the violence. Organizations must ensure that they are not unknowingly supporting this crisis financially. We must advocate as companies and people to change our culture in and out of the office and prioritize these women’s safety. It is the corporation’s responsibility to educate themselves on the battle’s Indigenous women face in the workplace.
Leveraging a more inclusive recruitment process can be the first step in creating a more accepting environment for these women. Things like adding a wage range, creating a buddy system or reviewing company policies are steps in the right direction to ensure we are being inclusive to everyone, especially Indigenous women. Having the opportunity to thrive in the workplace would give these women the chance to escape poverty and violence in their communities.
Our Indigenous women need the support and protection of their nation. Canadians need to do better. Our systemic racism has landed many Indigenous women in inescapable poverty and precarious situations that put them at high risk for violence. We need to give these women the ability to escape these dangerous situations through education and work opportunities. Support from companies and people alike to make Canada the inclusive place we claim to be could not be more needed right now for the women who started our nation
A significant factor in the crisis is the failures of outdated police procedures that do not consider the alarming and disproportionate rate at which our Indigenous women are going missing. We need to ensure that crimes are being investigated with the same tenacity concern as any seemingly connected violent crimes. These are not random attacks. Our judicial system is failing our Indigenous women through deep-rooted racism and marginalization. These attacks are happening at such an alarming rate that we can not stop at jurisdiction lines. This is a problem across the nation, and our law enforcement procedures fail to consider this.
Canada has an immediate need for a coordinated nationwide effort and action plan to stop this human rights crisis in our own homes. We need it, and we need it now. We can not continue to look at the United States as if we have any moral high ground. We are allowing the slaughter of an entire peoples right under our noses yet shaming the United States and holding rallies with thousands of people for a single man thousands of kilometres away. But we turn our backs when our people need us? We need to show that this is the news we care about and the policies we all need to care about before it is too late.
It is already too late for hundreds of Indigenous women and their families.
The summer of 2020 was like no other. For the first time in years, the world came together as we watched the Novel Coronavirus halt the world that never stops in its tracks. Millions stood paralyzed as they watched the virus sweep its way across the globe taking life as we knew it, with its undiscriminating claws. Meanwhile, our heroes in scrubs suited up for the battle of their careers. Weddings were lost, hard-earned graduations robbed, lives were stolen. Coronavirus has had devastating effects on our economies, societies, and, importantly, our mental health. Everyone’s individual experience coping with the COVID19 pandemic has resulted in a range of long term cognitive effects of the trauma we have experienced. Both the Canadian Journal of Psychiatry and Journal of Affective Disorders has published findings linking the pandemic to increased rates of mental illness and the need for safe crisis intervention. People have reported increased anxiety, depression, PTSD, and other mental health disturbances.
What is Emotional Exhaustion?
Though you may not feel as though what you are experiencing is accurately described by one title or disorder, you may still feel generally unwell. Emotional exhaustion is the perpetual feeling of being emotionally drained or worn out. It is caused by times of significant life stress or change, like a global pandemic. Emotional exhaustion can present in many different forms, varying person to person; the following are common exhaustion signs:
● Changing Moods (anxiety, depression, apathy, lack of motivation, etc.) ● Difficulty thinking critically ● Changes in appetite ● Heart palpitations ● Poor self-esteem ● Poor work performance ● Social Withdrawal ● Headache ● Fatigue
Though traditionally reserved for those in high-stress situations or careers such as front line workers, the effects of emotional exhaustion have been seen in the majority of people as they navigate the stress of the pandemic. Emotional exhaustion can affect one’s workplace performance as those suffering will withdraw from friends and coworkers and feel alienated from others around them. It is no surprise that those suffering will have a measurable reduction in performance standards at work due to the negativity clouding their judgment and self- confidence.
During difficult times when we can not control our surroundings, we must be mindful of the impacts of trauma and exhaustion on us. Healing and recovering from emotional exhaustion can be a months-long process, especially given the pandemics enduring nature. Be mindful of not only yourself but of your friends and family as they too endure their stresses and experience
During COVID19. Recovery from emotional exhaustion can involve multiple methods, such as the following:
● Reduce added stress ● Emphasize a healthy lifestyle ● Maintain a healthy work-life balance ● Connect with others such as friends, family, and professional help ● Change your attitude
Emotional exhaustion alone may not seem concerning. We all feel burnt out from time to time. But during times of unrest, those burnt out moments can seem never-ending. It is important to recognize emotional exhaustion before it can lead to more severe health concerns such as a compromised immune system. The pandemic has proven itself to be here for longer than anyone initially thought. We must learn to adapt to the increased stress in our everyday lives and cope with our physical and mental well-being threats. Stay safe; stay together.
Leonord, J. (2018, October 24). Emotional exhaustion: Causes, symptoms, risk factors, and prevention. Retrieved September 15, 2020, from https://www.medicalnewstoday.com/articles/323441
We all know that diversity of thought in teams is important. The problem is, most of the discussion around diversity and inclusion happens at a high level. People talk about changing an organization’s culture as if it is an easy task. In fact, it is as simple as fixing the office printer, a labyrinth of increasingly frustrating challenges.
That is the focus of this article, to highlight simple changes that will negotiate a more inclusive company culture. Throughout this article, discrimination is referred to as the bad habit that humanity has developed over centuries that we are trying to correct in a few short years. Fixing every bad habit begins with one simple step: a desire to move forward. Implementing these suggestions to your everyday office function can lead to a happier, more productive, and innovative team without busting the office budget.
Recognize Your Own Bias
We all have our bias. Yes, even you reader. Bias are actually a great thing that every human has. Your bias is a learned memory. Implicit bias is a learned behavior. The recognition that hunting a deer versus a bear was a safer choice is an example of a learned bias transmitted through generations. This concept of selection bias was an adaptive strategy for generational survival. We learned how to hunt and gather the correct foods to feed ourselves. This is the root of where bias came from. (Abrams, Abigail, “Yes, Impostor Syndrome Is Real. Here’s How to Deal With It”, Time Magazine, June 2018)
Fast-forwards a few hundred centuries and these biases are still present in our society with good and bad implications. Biases are ingrained in us to help us make every decision, without even being conscious of it. The only way to control your bias is to be aware and recognize it. The more educated you and your team become about bias the more cognisant you can be of correcting the habit.
Break Down Traditional Organizational Structure
In today’s organizational structure is segmented to produce solutions and products in the most efficient way possible. But how often does the finance team and the human resource team talk, let alone collaborate? How often do top directors and front-line workers chat about strategic decisions? Often we miss what an outside opinion can do because they are not deemed relevant to the task. You never know what knowledge and experience someone has until you ask them. Start to take initiative to break down the traditional structure and learn from different people in your organization. They may just teach you a thing or two.
3. Lead By Example
How many times have we listened to a CEO preach about diversity and inclusion, but the board of directors looks like a game of spot the difference?
First, a point of correction, looking at a board of directors will not let us know what diversity of thought they are bringing to the table. We can not know what the experiences, backgrounds and skill set of an individual is based on what they look like.
Addressing the need for equity, diversity and inclusion can start with a single person, making a single difference. Diversity of thought is about the people you surround yourself with. Thus, the most obvious way to diversify is to bring in new members with different perspectives and experience. Presenting more opportunities to people of culturally diverse backgrounds such as education and promotions to provide the opportunity and ability to champion more diversity across the organization. Diversifying educational workshops offerings and guest speakers are phenomenal methods to role model diversity within your organization efficiently. Hiring speakers from diverse backgrounds will also broadcast their messages and stories of underrepresented groups in the corporate environment.
Creating a more inclusive work environment can begin with something as simple as making an effort to use progressive language to role model the standard you hold your team to. Small gestures such as recognizing other people’s cultural celebrations and practices can make a team member feel more welcomed into a workspace. If you are unsure of how best to make your team member feel comfortable and welcome, simply asking and starting a dialog will lead you to the correct answers opposed to assuming incorrectly.
Offer Flexible Workspaces
Whether you are getting the kids to soccer practice, or have a weekend getaway booked, everyone’s schedules are hectic. The diversity in our teams also means that we all have different schedules and priorities. Offering flexibility to your employees can create a happier and more inclusive workplace. Remote work opens the opportunity to succeed and create a healthier work life balance by allowing employees to work when and where they are comfortable.
Despite major advancements in workplace cultures, parents still often struggle to raise a family and maintain a career. Women are especially susceptible to feeling the social pressure both financially and socially to quit her career to raise their family. Removing this pressure by allowing parents to choose when they work creates a more inclusive environment because parents who would have previously quit their jobs can succeed at both raising a family and their professional career. Encouraging employees to utilize a flexible schedule to allow for family duties will result in happier and more productive employees as they can work when they feel they are most productive. No one needs to explain how much more a happy employee is worth opposed to a new one.
Communication, Communication, Communication
If you have heard this line once, you have heard 1000 times. It is the root of all success and the downfall of all failures. Communication. When managing for diversity, good and frequent communication is the key to blending a diverse team together. Convey the diversity of your team not just to the world but to your own team. Working to communicate the diversity of your team unify their differences to create a cohesive team. Broadcasting success stories of other employees in leadership, educational and mentoring opportunities available to people of culturally diverse backgrounds can elevate and inspire your team to achieve their personal and career goals.
Thank you for reading and we at Veza Global hope you found this educational and entertaining. Please let us know what you think of this and other blog posts at hello@vezaglobal.com.
Veza Global is an Equity, Diversity and Inclusion (EDI) organization advocating for equity and equality for underrepresented groups with a focused lens on the leadership journey of people of culturally diverse backgrounds.
Diversity of Thought and Inclusive Culture are the pillars of the approach that Veza takes to build capacity for organization to execute on their EDI strategy. Veza offers EDI Assessment and Audits, EDI strategy development and Inclusive Leadership Training and Coaching.
Through Veza’s Equity, Diversity and Inclusion Assessment tool, companies can identify under an hour where they are on the EDI Maturity Model and receive a list of detailed recommendations and actionable next steps for their EDI strategy to move forward to a more inclusive organization.
Veza Global Founder, Manpreet Dhillon, Listed as Empower’s EMpower 100 Ethnic Minority Future Leaders List
Vancouver B.C., Today, Veza Global founder and CEO, Manpreet Dhillon, was ranked 15th on EMpower 100 Ethnic Minority Future Leaders List supported by Yahoo Finance. The annual list showcases business leaders who are breaking down barriers at work and working hard to smash the ceiling for ethnic minorities in the UK, Ireland, Europe, and people of colour in the United States and Canada. Past leaders on the Ethnic Minority Executives and Minority Leaders lists have included: Farah Siddiqui, Andrew Monu, and Deon Pillay.
These lists continue the conversation around equity, diversity and inclusion. I’m so grateful that as hard as this work is on some days, we can have conversations around #blacklivesmatter in the workplace, people can ask for leadership to notice where equity needs to be, leadership is vulnerable in their communications when things haven’t been right. It is now that we can create the change most of us have wanted to see.
Manpreet has earned recognition for her continued dedication to supporting ethnic and gender diversity in the corporate landscape when being named the 15th of EMpower 100 Ethnic Minority Future Leaders List. Annually, EMpower names the top role models across the UK and North America breaking the barriers for ethnic minorities.This list is published by INvolve, an organization championing gender and ethinc diversity leaders and executives.
Through career and business coaching, workshops, and international trade missionsVeza has been working globally to elevate women to leadership roles and attain board seats. Veza also offers corporate equity, diversity, and inclusion training and consulting services working on country wide and province wide initiatives with selected organizations including UN Women, Organisation for the Prohibition for Chemical Weapons, HR Tech Group and Immigrant Employers Council of BC Manpreet Dhillon founded the organization in 2017 after independently consulting in the diversity and inclusion space since 2011. Individually, Manpreet is a twice contributing author to Chicken Soup for the Soul as well as a contributing author for online platforms including Forbes and Thrive Global speaking about leadership of women of culturally diverse backgrounds, feminine and masculine leadership, social justice, social impact, gender/culture diversity.
Representing multiple sectors and industries, those on our EMpower Role Model Lists have not only achieved success in their careers but also used this to actively drive for more inclusive workplaces. Full list of winners and role models can be found at: https://empower.involvepeople.org/
This morning I was reading a tweet how there was a call out for black producers in a Facebook group and there were comments how it was anti-white, racist and whatever else the individuals decided to call it.
This thread triggered for me a lesson I learnt back in 2012 when I first fully stepped into working with at that time ethnic women (now use the term women of culturally diverse backgrounds). I was tasked with doing research on what are challenges for women in general professionally and business. I decided to include the angle of first generation and immigrants as I felt the challenges would be different than those of white women. At that time, there was not much research available how race and culture influences pay equity and career paths so I had to figure out a way to test my hypothesis that there was a double glass ceiling for women of culturally diverse backgrounds. I remember having many conversations during that time that the issues for women were all the same and it was not sitting well with me. It also wasn’t sitting well with me that we would make networking groups exclusive as then we are not practicing inclusion then either.
I continued to do my own research and held a focus group of women of various cultural backgrounds to understand what were their challenges and barriers they needed to overcome in the workplace and in business in hopes that I would be proven wrong that we don’t really need to have culturally focused groups.
Fortunately and unfortunately, I was proven wrong. In this focus group and much more research to follow, it was proven that individuals do find a deeper sense of belonging, acceptance and being understood when there were people who they felt would understand their background, upbringing and maybe even resembled them in some way. There was an affinity (the unconscious tendency to get along with others who are like us. It is easy to socialize and spend time with others who are not different) bias that shows up naturally and there was a sense of bonding and community that existed amongst others who felt familiar to them.
Over the last few years, I continued to support women of culturally diverse backgrounds while using the term “culturally diverse” to encompass all those who do have cultural influences either it be the race, ethnicity, culture and location. This was my way of creating inclusion for all women regardless of the color of their skin with the understanding the color of our skin does impact our experiences in this world differently.
As I read the tweet this morning, I was inspired to share that there is a place for groups to come together based on their commonalities as it provided them a safe space and a sense of belonging that other places can not provide. It provides them a place where others understand their experiences. It provides them a place where they can show up as their whole selves without having to explain anything. It is a place which may be less exhausting for them as they can just be. Therefore it is not anti-white nor is it a way to perpetuate racism. It is a space for them and that’s it. It is about them.
Join us as we talk about the ways we can incorporate both our left and right brains – the creative and analytical approach – to our work, even if we have never considered ourselves “creatives” or “storytellers.” Everyone has a story to tell, either about their work, personal lives, history, culture, or the way they see the world. It’s our superpower and so many of us keep it hidden because, at some point in our lives, we were told we aren’t smart enough, creative enough, or capable enough. In this chat, we will discuss tangible steps on how to cultivate more thought leaders and empower them to tell their stories and speak from their lived experiences.
Stephanie Raghubar (She/Her)
Stephanie Raghubar has almost eight years of extensive experience in the market research field in Canada, analyzing and bringing data to life through interpretation and visualization.
She has led partnerships with Procter & Gamble, Jamieson Wellness and other consumer goods companies, designing strategic solutions to complex business problems.
After taking an extended backpacking trip across South and Southeast Asia, Stephanie has pursued a career as a freelance Market Research & Data Expert, providing analyses, guidance and presentations on largely survey and advertising data. Stephanie holds a Bachelor’s Degree in Economics.
Stephanie currently spends her time between various places in India, and her hometown near Toronto.
Jaspreet Kular (She/Her)
Jaspreet has a strong diverse background in International Relations, specializing in Geopolitics and Connectivity, Immigration (corporate, family class, student, and humanitarian streams); and Human Resources Compliance. Currently, she is working on a PhD research proposal examining the tactics and images used by organizations for fundraising drives to benefit populations of the Global South.
The objective of her proposal is to generate images and narratives that disrupt the uneven and colonial power dynamics between the Global North and Global South, without negatively impacting target amounts for donations. The assumption that drives this proposal is that reifying stereotypes of the Global South hinders progress for long-term solutions whereas community empowerment, through narrative and image shifts, could lead to locally-developed, locally-led, sustainable solutions. Jaspreet originally hails from Vancouver and currently resides in the Netherlands.
Ishu Kler (She/Her)
Ishu Kler is a photographer and Social Media Manager at Veza Global. She currently owns and operates a freelance photography company called Ishu Kler Creative where she specializes in branding, portrait and event photography. Born and raised in Vancouver, B.C., her love and passion for photography led Ishu to travel and live in New Delhi, India, where she obtained her Diploma in Photography. She also travelled to Costa Rica in 2015, where she obtained her Certificate in Documentary Photography from Photographers Without Borders.
“My love for stories came from my love of travelling to new places, learning new things and hearing of all the experiences people across the world have had and live. Diversity and inclusion has always been something I have been passionate about, and through my work at Veza I have been able to learn so much about the power that inclusion and belonging have. As a photographer, one of the most rewarding experiences I have is being able to bring out the inner-confidence of my clients. It’s more than taking a photo, it’s listening and working through self-doubt, confidence and my client’s past experiences in their lives. Diversity and inclusion is so important in my work, and I want for people to be able to know that the sky is the limit, regardless of what background they come with.”
Jodi Dodd (She/Her)
Jodi is a passionate writer, editor, and organizer with high attention to detail. Committed to clear communication and integrity, Jodi works with individuals and organizations who are making the world a better place, helping them express their essence and reach more people.
Her experiences in travel, working with equity-deserving communities in other countries, holding space for healing, and studying human behavior for over 15 years have given her a compassionate perspective and open mind to bring more inclusion, belonging, and diversity of thought to all her projects at Veza Global and beyond.
Kelsey Kalyn (She/Her)
Kelsey is a passionate Multimedia Designer & Communications Specialist with a diploma in Multimedia Production and over nine years of diverse design experience in different areas of the world including roles within multinational in-house marketing teams Microsoft and Technetix, marketing agencies and freelance. These experiences have led her to develop strong use of design principles, skills in Adobe Creative Cloud, knowledge in motion graphics and video editing, and knowledge in creating effective communication for a wide range of audiences and cultures.
Currently she is finishing a Bachelor in Professional Arts Major in Communication Studies, a degree program that compliments her multimedia production background with theory and research from the communications field, allowing her to apply her expertise within national and international mass media and communication contexts.
Shreya Seghal (She/Her)
Shreya is currently an IDEA+B Consultant with Veza Global, and passionate about creating inclusive environments for everyone. Shreya has spent 6 years in the Technology industry, focusing on Talent, Operations, and DEI. Shreya’s purpose in life is to help others by making their lives easier and ensuring everyone is treated fairly along the way.
Shreya looks for opportunities to improve processes, and create efficiencies everywhere she goes, with the IDEA+B lens on everything. Most recently, Shreya worked with an edu-tech company, where she was able to blend her passion for creating equal opportunities and inclusive environments for everyone by owning Talent Operations and leading their IDEA+B initiatives.
Shreya has also taken a coaching course through the International Coaching Federation, and loves to mentor her peers. At Veza, Shreya contributes to process improvement and People & Culture related projects.
Manpreet Dhillon (She/Her)
Ranked #15 globally on the 2020 EmPower Ethnic Minority Future Leaders list, Manpreet Dhillon is the Founder, Veza Global. Over the past 15 years, Veza Global has built and supported the implementation of IDEA-B throughout all levels of an organization by applying research-based organizational maturity models and utilizing proprietary assessment technology developed from our international experience. Manpreet has over 20 years of leadership, coaching, human resources, and community development expertise. She focuses on creating systemic change to address institutionalized inequalities through representation from the communities being served.
Manpreet serves as an Ambassador with the Women’s Enterprise Center and as a past Business Coach for Entrepreneurs with Disabilities program. Veza has worked with several notable organizations including UN affiliate: Organization for the Prohibition of Chemical Weapons, UN Women, HR Tech Group, Immigrant Employers Council of BC and Terramera. Manpreet has also led a trade mission of women entrepreneurs to Croatia – one of the first held by a private company to further the mission of increasing export by women entrepreneurs. She has held positions as a board member of Canada India Education Society, liveBIG Society, British Columbia Institute of Technology Alumni Board of Directors, past Board Member of Royal Roads University, and has served on various arts and health boards.
Manpreet received her Masters in Organizational Management as is a Certified Human Resources Professional, Certified in Gender Mainstreaming and Certified Internal Auditor and is a settler, born in Canada with parents from India. She is a contributing author to Chicken Soup for the Soul, and a contributing author to Forbes, Thrive Global, and CHRP People Talk.
Andisheh Fard (She/Her)
Andisheh is an IDEA-B Consultant at Veza Global. She has experience in community engagement, facilitation, anti-racism, anti-oppression, human rights, as well as mass atrocity prevention and response. She holds a Master of Arts in Human Rights Studies from Columbia University and a Bachelor of Arts (Honours) in Political Science with International Relations from the University of British Columbia. She has worked with and volunteered for numerous organizations, including Impact North Shore, Simon Fraser University, the International Coalition for the Responsibility to Protect (ICRtoP), Asia Pacific Foundation of Canada, UN Women in Afghanistan, and the North Shore Women’s Centre.
Andisheh was born in Tehran, Iran and is a visitor on the unceded and ancestral territories of the Sḵwx̱wú7mesh (Squamish) and səlil̓ilw̓ətaʔɬ (Tsleil-Waututh). For Andisheh, inclusion means having a sense of belonging and freedom to be your true self without fear. As an EDIB constant at Veza Global, Andisheh works with clients to embed Equity, Diversity, Inclusion and Belonging across their operations.
John Kehinde Atoyebi (He/Him)
John is an IDEA-B consultant with Veza Gobal. He has over ten years of experience in the justice sector. He worked in a private law firm, as a government counsel and in the Nigerian judiciary, first as a researcher and later as a judicial officer. He led diverse teams in the justice sector and collaborated with relevant stakeholders to promote and protect the human rights of the people. In addition, John has experience in community mobilization, and he has worked with several organizations and communities to create peaceful and inclusive societies.
John is a human rights activist and has taught graduate students International Human Rights Law in the University. He has attended several human rights training in prestigious institutions, including the Centre for Human Rights, University of Pretoria and the Lucerne Academy for Human Rights Implementation, University of Lucerne, Switzerland.
John holds a bachelor’s and master’s degree in law. He was called to the Nigerian bar. He is also a graduate of the Master in Intellectual Property and Development Policy programme, jointly organized by the World Intellectual Property Organization, the Korean Intellectual Property Office and the Korea Development School of Public Policy and Management.
He is an experienced public affairs analyst, a policy researcher and analyst, and a community mobilizer. He is a leadership expert who became exposed to leadership as a teenager. He has since participated in numerous youth-centred programmes and initiatives locally, nationally, and internationally while also providing leadership.
He is a certified IDEA-B professional. His principal motivation for joining Veza Global was to contribute to creating a world where humans will live daily in the consciousness of the truth of their shared Humanity— the truth that every one of us is sacred, has dignity, and has the right to wellbeing in this human experience. As a consultant to Veza Global, he Provides strategies and advice on how to help organizations embed Equity, Diversity and Inclusion in their operations.
To John, inclusion is means that no one is denied the right to enjoy the collective human experience.
John is a visitor to the unceded and ancestral territory of the Musqueam, Squamish, and Tseil-Waututh Indigenous peoples of Canada.
Ramya Kandhasamy (She/Her)
Ramya is a Leadership Training Consultant at Veza. A Change Agent, Ramya has spearheaded several transformational initiatives around strategy, KPIs, marketing, hiring, company culture, processes, employee engagement, and more.
Creating an accessible and inclusive work environment is at the core of every leadership role Ramya has essayed. Her work has helped mitigate bias in business planning and strategy across multiple organizations. She has nurtured innovation through diversity of thought while cultivating a climate for progressive feedback. All this enabled Ramya to build high-performing and super-engaged teams of 70+ individuals.
Her passion for enabling organizations to thrive led her to leave behind a rewarding 11-year career at Yahoo to start her own Strategy Consulting business in 2021 as a new immigrant in Sweden.
Michelle Casavant is mixed heritage, French, Cree-Metis, and Irish from central Saskatchewan. She has been a visitor on the unceded territory of the Musqueam, Squamish, and Tsleil Waututh people since 1997. Michelle has a background and formal training in fine arts, education and law. As a member of the urban Indigenous community in Vancouver for 20 years she has been actively involved in breaking down barriers for Indigenous peoples and students and building bridges with non-Indigenous peoples and communities.
Michelle’s work in Aboriginal law began 15 years ago. She has worked for the federal government for 10 years in numerous roles involving Indigenous peoples and communities: she was part of the legal team at the Department of Justice that conducted the Independent Assessment Process hearings for residential school survivors, she has been a Negotiator with Crown-Indigenous Relations, and managed a consultation team for major projects with Indigenous Services Canada.
Michelle has sat and sits on many boards and committees providing Indigenous perspectives to policies and programming. She has a passion for sharing her culture. Michelle actively hosts Indigenous authors book clubs, cultural competency training, community engagement, and cultural workshops.
Ishu Kler is a photographer and Social Media Manager at Veza Global. She currently owns and operates a freelance photography company called Ishu Kler Creative where she specializes in branding, portrait and event photography. Born and raised in Vancouver, B.C., her love and passion for photography led Ishu to travel and live in New Delhi, India, where she obtained her Diploma in Photography. She also travelled to Costa Rica in 2015, where she obtained her Certificate in Documentary Photography from Photographers Without Borders.
Kelsey is a passionate Multimedia Designer & Communications Specialist with a diploma in Multimedia Production and over nine years of diverse design experience in different areas of the world including roles within multinational in-house marketing teams Microsoft and Technetix, marketing agencies and freelance. These experiences have led her to develop strong use of design principles, skills in Adobe Creative Cloud, knowledge in motion graphics and video editing, and knowledge in creating effective communication for a wide range of audiences and cultures.
