Rework Work

Rework Work Reimagining inclusion one workplace at a time. And we believe it is important to choose an employer who will love you back!

Here at Rework Work, we subscribe to the philosophy that if you choose a job you will love, you will never have to work a day in your life. Rework Work is the brainchild of Founder, Stacey Gordon with a focus on reworking how companies work, including how they recruit, hire and engage women and professionals of color. Frustrated with hearing that companies don’t have the resources or are unable to

identify skilled diverse professionals, Stacey combined her diversity & inclusion knowledge with her recruiting expertise to create education workshops, leadership development and provide other resources to help companies with their ‘pipeline’ problem as well as advise executive leaders on DEI strategy.

09/04/2026

Your leadership team is not stuck because the problem is hard. It is stuck because everyone is hunting for the right answer, and there isn't one.

I got into this last month on the Leading Through Crisis podcast with Céline Williams. In a genuine crisis there is no the answer. There is a spectrum of answers, and the only real question is which one looks best with the information sitting in front of you right now.

That framing changes what a good decision even means. A good decision is one made thoughtfully, with the data available, at the moment it had to be made. Six months later you may look back and see it was not the right call. It can still have been the best call available at the time. Those are two different judgments, and most organizations only make the first one.

Here is what that costs you. When people know a decision will be judged by outcomes nobody could have predicted, they stop deciding. They stall. They build paper trails. They wait for somebody more senior to own it, so there is a name attached to the blame when it goes sideways.

Then there is the second trap. We built cultures where changing your mind reads as weakness, as if new information should not move you. Information changes. The plan has to be allowed to change with it. Getting a quarter of the way there and correcting course is not indecision. It is the entire skill.

Most solutions leave no room for adjustment. That is the part that quietly breaks organizations.

If your team is slow to decide and quick to assign blame, that pattern is fixable, and it is the work I do with leadership teams. Follow along for more of these conversations, and tap the link in bio to learn more. I would love to be in conversation with you about what this looks like in practice.

09/01/2026

Sometimes I catch myself and think, am I being Pollyanna about this?

I said that out loud last month on the Leading Through Crisis podcast with Céline Williams, because I do believe something that gets treated as naive. I believe a leader can be genuinely good to their people and still hit the numbers. Those two things have never been in competition. We have just been taught to sequence them backwards.

Most organizations start with profitability and work back toward the humans. It goes the other way. There is no profit without people. Not one dollar of it.

So the question I ask leaders is simple.

How are you treating the people you work with, and what are you doing to make sure they can do their best work and be their best selves inside your organization?

Get that right and you get loyalty. You get productivity. Profitability follows, because it was always downstream of the people producing it.

Get it wrong and you find out quickly. Employees treated like cogs, never listened to, working without psychological safety, become resentful employees. They quit. Some of them are quietly working a second job on your time, because when a company makes clear it does not care about you, the care stops running in both directions.

Then leadership sits in a room wondering why the numbers are soft.

People first. Profit follows

If your engagement numbers are telling you something your leadership team has not fully reckoned with yet, that is the work I do. Follow along for more of these conversations, and tap the link in bio to learn more. I would love to be in conversation with you about what this looks like in practice.

08/28/2026

Three words got turned into three letters, and that is exactly how the work got dismantled.

I talked about this last month on the Leading Through Crisis podcast with Céline Williams, and it is worth saying here too.

Nobody stands up in a meeting and argues against fairness out loud. It is much easier to argue against an acronym. Letters have no faces attached to them. Letters do not force you to say what you actually object to.

So try it without the shorthand. Say diversity. Say equity. Say inclusion. Then finish the sentence about which one of those you have a problem with, and notice how much harder it becomes to defend once the objection has to be spoken in plain language.

Because objecting to equity is not neutral, it means being comfortable with women earning less than men, with white women earning more than Black women, with disabled employees paid below everyone else in the building. That is not a philosophical position. In many cases, it is a legal exposure sitting quietly on your payroll.

Here is the harder truth for organizations. If yours could be scrapped the moment it got uncomfortable, it was never embedded to begin with. It was sitting on top of the business, decorative, easy to lift off. The work that actually holds is the work built into how you hire, pay, promote, and lead.

If that describes your organization and you want to build it properly this time, that is the work I do with leadership teams. Follow along for more of these conversations, and DM SUPPORT to learn more. I would love to be in conversation with you about what this looks like in practice.

08/21/2026

America has never been a meritocracy. Let me explain it with a swimming pool.

I used this example as a guest on the Monthly DEI Clinic LinkedIn Live with .joun where the topic was "Are we being too polite with DEI?"

Put two swimmers in a pool.

One is white, one is Black.

The white swimmer swims.

Why?

His family could afford lessons. There was a pool in the backyard where he could practice. There was a country club where he could race other kids and get better every season.

The Black swimmer sinks.

Why?

Every time he went to the public pool, it was broken, dirty, or closed. When he tried the pool in the white neighborhood, he was told he could not be there.

So we hand him a flotation device. We are not making him faster. We are helping him stay above water long enough to actually learn.

And that is the moment people cry cheating.

That is the moment it becomes unfair.

You can see the flotation device. You never saw the lessons, the backyard pool, or the country club membership. Years of accumulated advantage were invisible to you, and a piece of foam is what has you up in arms.

What advantages have you noticed operating in your own workplace? Leave them in the comments. If this is the kind of conversation you want more of, follow along or tap the link in bio if you want to know more about the work I do.

08/18/2026

There is a saying I keep coming back to. From a distance, if you argue with a fool, nobody can tell who is who.

This came up in a recent conversation with Su Joun about whether we are being too polite with DEI. It is genuinely what runs through my head now before I engage with anything.
Does this warrant a response? Does this person actually want to learn, or are they rage-baiting? Is this someone worthy of my time and my energy, when I could spend that energy on almost anything else, including rest?

You will notice I do not comment much under my own posts anymore. Not because I have nothing to add. Because I said what I said. My stance is crystal clear and I do not need to keep repeating myself to prove it.

I am done apologizing for how I show up.
I am done apologizing for what I have to say.

Tell me in the comments how you decide what deserves your response and what does not.

Follow along for more of these conversations, and tap the link in bio if you want to know more about the work I do.

08/14/2026

We have been too polite.

I said it out loud in a recent conversation with .joun about whether we are being too polite with DEI, and I will say it again here. Somewhere along the way, politeness stopped meaning respect and started meaning silence. We do not want to offend. We do not want to rile anything up. We do not want to seem petty. We want to be the bigger person, so we say nothing, and the nothing costs us.

Here is the distinction I keep coming back to. There is a real difference between being petty and spitting facts. Petty is personal. Facts are just facts. When I tell you what the data says about who gets hired, who gets promoted, and who gets paid, I have not insulted you. I have told you the truth.

If someone takes a fact the wrong way, that is not my problem to solve. That is theirs.
Being polite has never once fixed a broken system. It has only made the people running it more comfortable while it stays broken.

Tell me in the comments where you have felt that pull to soften something you knew was true. Follow along for more of these conversations, and tap the link in bio if you want to know more about the work I do.

What does it mean to lead with inclusion when the stakes are high?In a recent Lead With Inclusion newsletter, I explored...
08/11/2026

What does it mean to lead with inclusion when the stakes are high?

In a recent Lead With Inclusion newsletter, I explored a question that extends far beyond one news story: Who gets left behind when no one is paying attention?

This issue examines why inclusive leadership isn't just about values. It's about the standards leaders establish before difficult moments happen.

Inside, I share:
Why "Onlys" continue to carry disproportionate risk in workplaces
What duty of care looks like in practice

How seemingly small leadership choices shape trust, belonging, and accountability every day
The most effective leaders don't wait for a crisis to decide how they'll show up. They build the culture they want long before it's tested.

🔗 Read the full newsletter. Link in bio.

Your team already knows what is broken.They know where the bottlenecks are, which policies are slowing everything down, ...
08/07/2026

Your team already knows what is broken.

They know where the bottlenecks are, which policies are slowing everything down, and what needs to change. They will tell you all of this if you ask.

The leaders who struggle most are often the ones who have always had independent, high-performing teams and never realized how much those teams were covering for gaps in their leadership.

A good leader does not come in with all the answers. A good leader listens, gets out of the way, and removes the roadblocks so the work can actually move forward.

If your leadership team needs this conversation, send me a message. Link in bio to learn more about how I work with leaders and organizations.

If you cannot show your employees the math behind your compensation structure, that is not a transparency issue.That is ...
08/04/2026

If you cannot show your employees the math behind your compensation structure, that is not a transparency issue.

That is a warning sign.

The gap between what frontline workers are paid and what sits at the top of most organizations is not a market forces issue. It is a structural inequity. Decisions get made about who has value, whose contributions are worth compensating fairly, and whose labor is considered expendable.

I have said this in rooms full of CEOs. If you are making millions of dollars and you are not ensuring your organization is fair and inclusive, you are not doing your job. You are paid more because of the responsibility, not despite it.

The organizations doing this well are not waiting for a lawsuit to examine their compensation structures. They are building leaders who understand that fair pay is not generosity. It is accountability.

If your pay gap is something you would be uncomfortable defending publicly, that discomfort is telling you something important.

If your organization is ready to take an honest look at this, send me a message. Link in bio to learn more about how I work with leadership teams.

Between 316,000 and 389,000 Black women lost their jobs last year.That number alone is significant. The context makes it...
07/31/2026

Between 316,000 and 389,000 Black women lost their jobs last year.

That number alone is significant. The context makes it more so.

For at least five years before that, the fastest growing demographic of small business owners in the United States was Black women. They were building at a rate faster than any other group.

They had clients, contracts, and businesses built from the ground up.

Then the contracts dried up. The clients pulled back. The jobs disappeared.

Nobody is talking about what happened to those women. The number that gets reported is the jobs lost inside corporations. It does not account for the business owners who lost everything that followed.

This is what happens when organizations stop treating inclusion as a business imperative and start treating it as optional. The people who were already carrying the most get hit first and hardest.

Every company, regardless of size, is made up of people. The leaders of those companies either understand why inclusion matters or they do not.

This conversation is not going away.

If your organization needs this conversation, send me a message. Link in bio to learn more about how I work with leadership teams.

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