Asking the Questions that Matter: Sponsoring an Employee Network Group
Amy and her “grandpuppy,” Tucker.
Career development has been a passion of mine and an important part of my career since long before I joined Palo Alto Networks three years ago. So, it was a fortunate coincidence that I was asked, within two months of coming to work here, to step in as an executive sponsor for the company’s Early in Career Employee Network Group (ENG).
In fact, the opportunity landed on my lap — my colleague, who was the sponsor at the time, was unable to attend the group’s meet and greet and asked if I could take his place at the event. Soon afterward, he realized that his schedule didn’t really allow him to continue as a sponsor, and it made good sense for me to take on that role. After all, it was congruent with my position at the company, which at the time was Vice President of Corporate Sales — a role that, among other things, involved bringing on new talent through LEAP, the company’s early-in-career recruitment and training program.
The Early in Career ENG plays an important part in helping employees who are just starting out in their careers to make connections, seek advice, share concerns or frustrations, and develop their skills. It doesn’t necessarily mean its members have to be fresh out of college — some have been working for many years but are just starting out in cybersecurity. Issues that crop up for members include such things as establishing work-life balance, navigating finances, finding answers to work-related questions, strengthening time-management skills, identifying mentors, finding training opportunities, building professional and personal confidence, forming friendships, and finding their voice. Events range from book clubs to speaker sessions, educational presentations, training webinars, the occasional virtual happy hour, and much more.
The year 2020 has presented additional challenges, including isolation — many are recent grads and single, living alone — or feelings of disconnectedness from peers. Socials and meet-and-greet events are often a lifeline for those starting out in their careers, and with those opportunities taken off the table due to the pandemic, finding alternative ways to connect and network is essential in helping these employees stay engaged. For those fresh out of college or new to full-time employment, basic infrastructure, such as desks or designated work areas, is lacking, which adds to the difficulty of working from home. The support, advice, and connection this ENG provides are especially valuable to this group of employees, who appreciate being able to share their experiences with others who “get it.”
Being an executive sponsor doesn’t make me a leader, but rather a sounding board, advocate, cheerleader, and advisor. All the various ENG groups at Palo Alto Networks develop programs and events that are intended to be meaningful to constituent members and drive visibility across the organization. This involves considerable planning and budgeting, which I participate in. Because of my background, I can assist them in building their personal brands and bring vision to the group. I can also help spread the word about issues or concerns facing these employees or opportunities for others in the organization to participate in events or be more inclusive of early-in-career employees.
I also see raising questions as an important part of my role — questions related to what outcomes they’re seeking and how they can achieve them. I see it as the executive sponsor’s responsibility to raise questions they didn’t think to consider, to tease out their thinking and help them come up with solutions.
We all remember our first or second job, and we remember the people who were there to help lift us off. That’s why the Early in Career ENG — as well as the many ENGs we have here at Palo Alto Networks — is so important. It offers a sense of belonging as well as opportunities to both lead and follow, growing their confidence as they do. I avidly study social psychology, and one person known in this space, Brené Brown, once wrote, “We’re hardwired for connection.” Without connection in a company as large as ours, a person can easily get lost. An ENG creates a community where a person can feel safe and understood, and in turn, it helps them to feel more closely tied to the company. It not only benefits the individual but as a result, the company enjoys less turnover and happier, more productive, more engaged employees.
A company always has to be cautious that it doesn’t become exclusive in its efforts to be inclusive. That’s why an ENG is valuable for every employee, whatever affinity group we identify with. Participating in an ENG, even if you aren’t early in your career, offers a window into the issues facing those employees, as well as a deeper understanding of their ideas and perspectives, which can aid in innovation as well as recruitment and retention efforts. We’re never too experienced to learn from others which is why establishing and sponsoring ENG groups is a worthwhile investment.
Frog in a Well: Employee Network Groups Expand Your View of the World
There is an old Hindi tale about kupamanduka, which translates to “frog in a well.” In the story, the frog imagines his well is the largest water body that exists and that the small circle of sky he sees above is the limit of the horizon. In his ignorance about the world, he is happy, but the tale offers a cautionary note about the dangers of insularity, which can lead to intolerance and a lack of personal growth or understanding of the world. In the technology sector, where innovation relies on a wealth of diversity, staying in the well can keep you from being successful.
I am originally from a small valley in the Kashmir region of India, where we were isolated and had limited visibility and access to the rest of the world. In short, I was a bit like kupamanduka. It wasn’t until I left for college in urban Bangalore that I came to realize how many different cultures and languages were spoken within India, and I began learning the nuances of other people’s culture like never before. It was only the beginning of my personal transformation as I moved to the United States soon after my bachelor’s degree to work and study for MBA at University of Arkansas.
We often hear of people in technology coming from Asia to the Bay Area, where it is possible to remain inside a bubble with people just like me. I believe if I had done that, to begin with, I wouldn’t have learned as much about American culture as I did. I was in the middle of nowhere and took a job working for Walmart — an American institution I had never heard — and I was one of the first Indians they had hired. It was a very monochromatic culture, mostly white and a few African Americans, so I really stood out as different. I am intensely curious by nature, and during my time there I learned a lot about American culture, had my portion of cultural gaffes, understood better the way Americans do things, and I built a lot of friendships. But I also experienced, outside of work, instances of racism and bias that are inherent with people who are ignorant or don’t know enough about other cultures beyond the stereotypes they’ve heard. I had to overcome that and was extremely fortunate to have really good friends and mentors who stood by me; we learned from each other and expanded our horizons as a result.
There are 48 countries in Asia, and roughly 25 of those are represented by employees here at Palo Alto Networks. For many non-Asian people, their understanding of those countries as distinct, and of the great diversity found among Asian people, are a lot like the frog’s — greatly limited. Ensuring that our Asian employees feel heard, understood, and supported and that others within the organization have the opportunity to learn from them and expand their understanding of the world, are top priorities in this organization. That’s why the InnovASIAN employee network group (ENG) was established in early 2020, joining a whole host of ENGs for a wide range of underrepresented populations within Palo Alto Networks. When I was approached about being the executive sponsor for this new ENG, I saw it as a great opportunity to expand horizons for myself and our employees.
As executive sponsor, I’m not leading or making decisions for the group, but I’m helping by offering guidance, advocating on behalf of the group to inform decision- and policy-making, and lending executive-level perspective to education and events. I can help spread the word about activities and discussions the group is developing, and lead by example by participating in them.
I’m able to use my role to offer guidance on career growth among our company’s Asian community — providing advice on finding mentors, taking on new responsibilities, and developing professional skills — and I can play an active role in trying to eradicate biases by helping our group to be external facing and educate others about our cultures, mentorship programs, through activities such as fares of Asia, making foods native to their countries, or participating in cultural holidays or observances. For example, for Diwali, the Festival of Lights, we welcomed our company CEO and Chairman Nikesh Arora and President Amit Singh to participate in making chai (tea) and share what Diwali means to them. It’s education that feels approachable, not onerous, and yet is powerful in how it allows people of different backgrounds to feel connected.
Since coming to America, I’ve seen that what makes us great is the diversity of thought and ability to surround ourselves with people from all walks of life and learn from each other, regardless of caste, color, or creed. It is only by doing this that we “frogs” can see beyond our wells and truly understand the world. That’s the power of an ENG.
Serving Those Who Served
When most people think of military veterans, they acknowledge the courage, the selflessness, and the discipline it takes to serve. They’re grateful, recognizing the sacrifices that often accompany the choice to stand and take an oath to defend their country against all enemies. Not many people can do that.
When veterans return home, they often face unexpected difficulties in transitioning the skills they’ve earned to civilian life and the workplace. Yet veterans are a tremendous asset to any workplace. They bring outstanding leadership skills, a willingness to volunteer for challenging assignments, as well as an ability to adapt to various situations quickly. They have sticktoitiveness that allows them to press through obstacles and accomplish goals in spite of them. Of course, from a technology standpoint, veterans also bring an impressive and unique skill set to any organization or enterprise. You know when you hand projects off to a veteran, those projects will be taken across the finish line successfully.
By the time I was 12 years old, I knew that I wanted to serve. I went on to attend the United States Naval Academy and served in the U.S. Marine Corps for five years. In my post-military career, I’ve been passionate about veterans affairs and advocating on their behalf, and I have actively sought opportunities to contribute in that way. It’s what led me to become a board member of the Marines Memorial Association, a nonprofit organization that honors veterans and their families through education and service. And a few months ago, another valuable opportunity landed in my lap — I was asked to serve as the executive sponsor for Palo Alto Networks’ employee network group (ENG) for veterans, the Veterans Employee Network.
The Power of ENGs
For those who participate in the Veteran Employee Network, the group offers a way to connect with others who have similar backgrounds and perspectives. This opportunity is a global one as nearly all veterans share common principles of the workplace and ethics. Though we come from different areas around the globe and served in a multitude of ways, those of us with military experience naturally seek out others who share that background and commitment. An ENG provides a convenient venue in which we can seek out professional connections and friendships with others who have similar mindsets and values. And it’s a way to enable veterans to join together in service efforts, such as fundraising events or other opportunities to volunteer for the community. Plus, who better to offer support to a veteran than another veteran?
ENGs in general provide an avenue for expressing concerns to company leaders, and they can act as a unified voice for a population that may not otherwise be understood or considered in the decision-making process. An ENG can amplify members’ input, for example, on how to attract and hire veteran talent or engage or support existing employees. Palo Alto Networks’ Black employee network, Ujima — a group for which I was executive sponsor until recently — was particularly valuable in the summer of 2020 during a period of intense social unrest. The perspectives shared by Ujima members were particularly valuable in helping to shape how company leaders approached and made decisions about the organization’s messaging on the issue and how it would take care of its employees. An ENG allows leaders to take a group’s pulse, solicit feedback, and use that feedback to shape their actions.
As an executive sponsor, the responsibilities of the role are mostly strategically oriented. I offer suggestions for increasing engagement by our company’s veterans and how we might have more impact as part of the Palo Alto Networks workforce. I can help share messaging about events so that veteran and non-veteran employees alike feel welcome to attend and can benefit from the insights offered. And as a member of the executive team, I can act as a conduit for information so that the group’s input is truly heard by the people who need to hear it.
Diversity and inclusion are top priorities at our company, but I also believe that every company can do more to identify prospective employees who are veterans and tap into the talents and experiences they can bring to the job. The two areas are in fact complementary to one another and not mutually exclusive. That’s why all employees are welcome to participate in ENGs, not just those who identify as members. In the Veteran Employee Network, we have members who are related to veterans and are familiar with those experiences and challenges and perhaps have even lost loved ones who served.
It’s so important that we give employees the space to continue to be who they are in the workplace and to express what makes them unique. And it’s crucial that their colleagues and managers understand the distinct challenges they face and what attributes they can bring to the table. Being an executive sponsor or participant in an ENG enables this kind of exchange.
I often joke with my wife that on my tombstone, I want written, “Husband, father, United States Marine.” I only served for a handful of years, but it made such a huge impact on who I am, personally and professionally. Most veterans feel that way about their service; it’s a component of their personalities, and I’m proud to say that our ENG provides space in which to share that.