Learning Objective: Strengthen diversity strategies for inclusion, leadership, and performance Are you ready to stop spinning your wheels? Do you want to upgrade your diversity GPS? There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive your message, implement best practices, and integrate your diversity strategies to increase talent acquisition, enhance performance, and strengthen leadership skills. At the end of this seminar, participants will be able to: a. Explore best practices in diversity and inclusion leadership practices. b. Examine the process of developing sustainable diversity and inclusion initiatives. c. Discuss leadership and talent management strategies. d. Create a process or plan that works within their organizational needs. e. Use tools and tips for engaging effective consultants and outside vendors.

1. DIVERSITY AND INCLUSION
IN ACTION:
Why Inclusion is So Hard and What to
Do About It (for Choir Members)
Moderator: Pamela Carter – Boeing
Presenter: Lonney Gregory - iRIZE Performance Consulting, LLC
Panelist: Monica Moody – Pepco Energy

2. Inclusion Defined:
Dictionary
• The action or state of
including or of being
included within a group
or structure
• Include: comprise or
contain as part of a
whole
In organizations
• All employees feel as though they
belong, accepted for who and
how they are, and valued for their
uniqueness
• Employees are recognized for
their commitment and energy
towards the organization
Inclusion at work is related to full engagement of
discretionary effort towards fulfilling goals & objectives

3. Exclusion Vs. Inclusion
Exclusion Inclusion
Passive * Active: It’s all about action
Disengages/isolates the target Engages/brings in the “target”
Lack of social attention
and treatment
Increase in social attention and
treatment
Can be due to oversight, or deliberate Takes foresight
Difficult to develop rules against Difficult to execute
Decreases work commitment Increases work commitment
Requires no courage* Requires courage

4. Uniqueness and Belonging
4
Belonging
Uniqueness
Differentiation
• Unique, but does not belong
• Often asked what group they
belong to
“You’re different from us”
Exclusion
• Feels like they don’t belong
• Treated like they don’t belong
• Their “uniqueness” is a burden
“Go away”
Inclusion
• Belongs and seen as unique
• The organization takes advantage
of all the individual has to offer
• Actively and passively contributes
as an individual and member
adding value to organizational
goals, objectives, and culture
“You are valued for who you are”
Adopted from “Inclusion and Diversity in Work
Groups,” in Journal of Management: Shore, Randel,
Chung, Dean, Ehrhart, and Singh, 2011
Assimilation
• Belongs, but their uniqueness is
not prominently considered nor
openly valued
• Their background or differences
are not take advantage of
“We’re supposed to be the same”

5. Uniqueness/Belonging Introspective View

6. Why Inclusion Is So Hard
Adapted from: Leading Strategic Change: Breaking Through the Brain Barrier, J.
Stuart Black and Hal Gregersen, NJ: Prentice-Hall, 2003.
Inclusive Behaviors
DoneWellDonePoorly
6
Stage 1 Stage 4
Stage 3 Stage 2
DoneWellDonePoorly
Current Thing New Thing

7. Barriers to Inclusion
• Unconscious bias
• Micro-inequities
• Organizational culture
Explicit/Conscious, Implicit/unconscious
bias - A positive or negative attitude or
behavior towards a person, thing, or group
that a person holds at a conscious or
unconscious level
Stereotypes – Characteristics, qualities, or
traits assigned to people based on their
membership in a group, such as race,
gender, nationality, religion, sexual
orientation, education, etc

8. Unconscious Bias
• Everyone has unconscious bias; it’s a result of our cultural heritage,
our upbringing, and our experience, things that influence us
• Unconscious bias is a part of our brains functioning to keep us safe
quickly
• Unconscious bias is part of our mind set – it is fast thinking
• Most people believe that others are more biased than they are!
• The goal is to bring unconscious bias to the conscious level

9. Mitigating Bias
• Slow ThinkingFast Thinking Slow Thinking Mitigation Strategy
“This is too risky” How much risk is there? “Let’s quantify the risks”
“Who’s fault is this?” What are the
contributing factors?
“Let’s perform causal
analysis”
“I don’t need any help” What would help? “Let’s identify sources of
support”
“This isn’t going to work” What is possible? “Let’s come up with some
options”
“That will never happen” How can we make this
happen?
“Lets identify others that
have similar experiences”
“S/he can’t cut it” What will be their biggest
challenges?
“Let’s work towards
ensuring their success”

10. Micro-Inequity
Micro: Small events that
are difficult to pinpoint
Micro-Inequity Acid Test:
When two people in the
same context are treated
differently.
[Usually] Subtle verbal and
nonverbal cues that an
individual or group is
unwelcome, invisible, or
incapable of performing well.
(Franklin, 2004; Solorzano,
Ceja,& Yasso; and Sue, 2004)
Inequities: Different treatment for
a single person or group that
diminishes power and value

11. Culture Resides Here
Culture
People
Processes Policies
Vision Strategies
Goals Pressures
History
Unwritten
Rules
How things
Really get done
Stories
TraditionsValues
Perception
FeelingsBeliefs
Culture is the result of a complex group learning process

12. Organization Culture Remnants
• Artifacts and
Objects
• Stories and Myths
• Relationships
• Rituals and Rites of
Passage
• Rights & Privileges
• Cultural Dig Exercise
– In triads discuss each of
the 5 remnants
– Identify the most obvious
– Identify the most subtle
– Recommend a change
– Discuss how the change
negatively impacts the
organization or will be
met with resistance
– Mitigate impact

13. Being Included: Strategies for Supporting the
Inclusion Effort
• Pay attention to what’s actually happening beneath the
judgments and assessments you are privy to
• Acknowledge your own reactions, interpretations, and biases
• Understand that other reactions, interpretations, and judgments
equally legitimate
• Search for the most empowering, productive way to deal with
the situation
• Engage in dialogue and Execute a plan for action

14. Strategies for Supporting the Inclusion Effort
Where are you and others like
you in the uniqueness
belonging model?
Assess uniqueness and itemize
potential value
Turn value into relationship
Itemize and confirm norms.
Assess assimilation options
Introduce complementary
cultural additions
When included, include others

15. Build Trust