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On May 14, 2018, women from ad agencies across the Twin Cities gathered at Colle McVoy to show their support for the TIME’S UP/ADVERTISING movement. The event was part of the movement’s launch when community meetings took place in 15 cities across North America to begin drawing a roadmap for real change. Here is a recap of highlights and learnings from the TIME’S UP/ADVERTISING Minneapolis event.
We carried out a survey among members of Minds@Work. Minds@Work aims to break the stigma of depression and anxiety in the working world. We want to create mentally and emotionally healthy and human workplaces where individuals can flourish and organisations prosper.
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Please Follow directions or I will dispute!Please answer origi.docxbunnyfinney
Please Follow directions or I will dispute!
Please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words each
Page 1 Original Forum with References
page 2 Justin response with references
page 3 Giovanni response with references
Original Forum
Examine your organization and leadership through the following questions:
1. How does your organization foster trust and open communication?
2. How is teamwork, power, and authority defined? Look deep at self interest vs. a common goal and empowerment.
3. What are the goals that people share in common? Motivations?
4. How would you describe the culture and leadership from the top down?
5. What recommendations do you have for your organization to enable others to act?
Your initial post should demonstrate and integration of readings and lessons to support your views.
Support your work with references and intext citations.
Student response
Justin
I work in a small budget office that has four members and is a part of a bigger finance office of 12. Between our small office, communication from the top to the bottom is extremely good and all trust each other very well. I believe our top manager is a strong leader and he creates a culture that embraces working together and encourages us to speak about problems at work if one arises. At the same time, he allows us to take risk and will allow us to work the way that works best for us. Leadership does not care how we get to a point as long as the end goal is achieved which does allow us to feel empowered. If we have a question, they just want us to work together to try and search for the solution but will help us once we give our thoughts or if it is time sensitive.
I do think we share a common interest or vision to provide strong budget advice to our commanders and resource advisors so they can execute their budgets legally and efficiently. I do see issues with personal goals getting in the way from time to time though. I think we build such good relationships that leadership hesitates to say anything when someone does focus on their own self-interest over the goals of the office. I find it interesting that some studies actually show leaders that promote a little value in promoting self-interest usually increases the follower's trust in the leader (Scherwin, 2009). I see this in our office. Our leaders help us with promotion, take care of family, and urgent personal tasks when time allots. I honestly think it encourages us to work harder towards the shared goals of the office when the work load is heavier and to have each other’s backs.
No office is perfect and always can improve. Leaders should always be pushing for improvement and looking for ways to improve any part of the group. For the finance office I work in, I would recommend that the leaders do try to make accountability more of a factor. Many times, leaders in the larger office will not ...
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How much better are great workplaces than the average U.S. company? Why and how does Great Place to Work® assess Trust, Maximizing Human Potential, Values, Leadership Effectiveness, Innovation By All, and Values to determine Certification and Best Workplaces™ list rankings? What makes a workplace stand out as one of the best in 2022? My survey scores seem really high, why didn’t I make a list? What areas should I be focusing on to improve my Certification score?
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How to start a movement in our modern connected society. Discover key principles and fundaments of making shifts happens by connecting people with purpose.
This presentation profiles the vision and mission of Youth \'N Action, a Washington State organization working to include youth culture and youth voice in public policy.
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Please Follow directions or I will dispute!Please answer origi.docxbunnyfinney
Please Follow directions or I will dispute!
Please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words each
Page 1 Original Forum with References
page 2 Justin response with references
page 3 Giovanni response with references
Original Forum
Examine your organization and leadership through the following questions:
1. How does your organization foster trust and open communication?
2. How is teamwork, power, and authority defined? Look deep at self interest vs. a common goal and empowerment.
3. What are the goals that people share in common? Motivations?
4. How would you describe the culture and leadership from the top down?
5. What recommendations do you have for your organization to enable others to act?
Your initial post should demonstrate and integration of readings and lessons to support your views.
Support your work with references and intext citations.
Student response
Justin
I work in a small budget office that has four members and is a part of a bigger finance office of 12. Between our small office, communication from the top to the bottom is extremely good and all trust each other very well. I believe our top manager is a strong leader and he creates a culture that embraces working together and encourages us to speak about problems at work if one arises. At the same time, he allows us to take risk and will allow us to work the way that works best for us. Leadership does not care how we get to a point as long as the end goal is achieved which does allow us to feel empowered. If we have a question, they just want us to work together to try and search for the solution but will help us once we give our thoughts or if it is time sensitive.
I do think we share a common interest or vision to provide strong budget advice to our commanders and resource advisors so they can execute their budgets legally and efficiently. I do see issues with personal goals getting in the way from time to time though. I think we build such good relationships that leadership hesitates to say anything when someone does focus on their own self-interest over the goals of the office. I find it interesting that some studies actually show leaders that promote a little value in promoting self-interest usually increases the follower's trust in the leader (Scherwin, 2009). I see this in our office. Our leaders help us with promotion, take care of family, and urgent personal tasks when time allots. I honestly think it encourages us to work harder towards the shared goals of the office when the work load is heavier and to have each other’s backs.
No office is perfect and always can improve. Leaders should always be pushing for improvement and looking for ways to improve any part of the group. For the finance office I work in, I would recommend that the leaders do try to make accountability more of a factor. Many times, leaders in the larger office will not ...
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name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
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For All Summit 2022: Plante Moran Focus Session
1. Pivoting from understanding to
action: How Plante Moran is creating
an intentional culture of inclusion
Hawzien Gebremedhin
Diversity, Equity & Inclusion Leader
Lou Longo
Diversity, Equity & Inclusion Council Chair
5. Take action with us!
Use your tokens to show which organizations mean the most to you.
6. About Plante Moran
Plante Moran is among the nation’s largest certified public accounting and
business advisory firms. We provide clients with audit, tax, business consulting,
and wealth management services.
8. Today’s conversation: What toexpect
Learn how to be more intentional and hold leadership accountable for
creating a “For All” culture where all employees belong, contribute, and
grow.
Learn how to leverage your employee resource groups (ERGs) to inform
and influence DEI business strategies.
Learn how to integrate your DEI efforts into employee professional
development and compensation.
9. We knew we needed to
“understand”
before we could move into action.
2020:
A tipping point
10. We want to hear from you:
Where are you in your journey?
14. We must hold leaders accountable
Creating an inclusive culture starts at the top
15. We must hold leaders accountablethrough:
Dedicated leaders in DEI — and C-suite alignment
Performance metrics
Financial impact
Promotion consideration
16. Createsafe spaces for conversations
Psychologically safe spaces encourage risk and
vulnerability
17. Staff feedback
on Year of Action events
WORLD REFLECTION SESSION
“I’m Ukrainian American, and when the war started, I was already talking
to my team partner about how I was feeling. Clearly, I wasn’t the only
one — and this war wasn’t the only conflict. So, I was glad we had this
forum.
Because no one was required to be on camera, and there wasn’t an
organized panel, I think people — including myself — felt more
comfortable sharing how they were impacted and talking about who they
knew in different parts of the globe.”
18. Staff feedback
on Year of Action events
MENTAL HEALTH SESSION
“I appreciated the tip to ask people how they’re feeling instead of how they’re doing. I’ve done
that with members of my team, and I notice it elicits a different response beyond the typical ‘fine.’
I actually joined the call because I wanted to get other perspectives on where my team members
might be coming from. It’s not always about project work and deadlines. It’s about finding the
comfort zone with your staff and building good connections with them. We’re not robots. We
want to show emotions and treat people the right way, and I think the session showed we can do
that — and in fact, it’s the right thing to do.”
19. Staff empowerment:
ERGs
Our message to staff: If you don’t see yourself represented,
build an ERG.
If you have ERGs, what do you think is most interesting or
impactful about them? What feedback have you received?
20. The power of staff resource groups at Plante Moran
Jimmy is the co-founder of Minds of All Kinds:
“In the process of forming this group, I met Tyler who was open about
his autism, and that helped me realize I’m not the only one. Just by
talking to others, I’ve gained more confidence, and I’m not afraid to
share that I’m autistic with the firm now.”
21. Measuring impact
When more staff begin sharing and thinking in new
ways, it benefits everyone.
22. The power of being yourself at Plante Moran
James, an eight-year staff member, came out as transgender ahead of
our Trans Experience Panel
“It was about visibility versus invisibility. While I didn’t want me being trans to become
the sole defining aspect of who I am at the firm, I took the chance because that was
less important than the longing to be visible. People need to know we exist.
I was proud to be on this panel because if there’s one person at the firm who’s early in
their transition, I want them to know they’re not alone and career paths are open to us.
Building personal connections is the most important way to get other people to see our
humanity.”
23. The power of supportiveleaders at Plante Moran
Kyle, a first-year team partner, on providing safe spaces for Rachel
“As a white, bald, heterosexual man, I don’t sit at
any oppressed corners, but I want everyone on my
team to have the same opportunities and resources
that I’ve had — and that can only happen if people
feel comfortable here.”
24. DEI focus
Principle of Diversity, Equity, & Inclusion:
It is our intent to uphold the dignity of each staff member.
When each person feels there is a place for them at the firm,
we become a stronger organization. It is, therefore, the shared
responsibility of all staff to acknowledge and embrace
differences, and contribute to creating a shared sense of
belonging among all staff members.
TALK ABOUT YOURSELVES (4 mins)
Hawzien: If not me then who, creating a culture for allHawzien first, then Lou
TALK ABOUT YOURSELVES (4 mins)
Hawzien: If not me then who, creating a culture for allHawzien first, then Lou
TALK ABOUT YOURSELVES (4 mins)
Hawzien: If not me then who, creating a culture for allHawzien first, then Lou
HAWZIEN (1-2 min)
Before we get started, we’d like to point out the token and note at your seat. Since we have a year of action at our firm that we’ll be talking about today, we’d like to include you in an activity.
Rather than hand out a Plante Moran pen, key chain, or other swag item, we thought we’d take what we would have spent and, instead, donate it to a good cause. Before you leave the room today, take the token at your seat and drop it into one of four jars at the back of the room. Each jar represents a different charity. You can choose from The Trevor Project, To Write Love on Her Arms, the Gary Sinise Foundation, or Teen Hype.
We selected them because they're important to our staff resource groups.
You can find information on each of these great organizations on the cards at your seats or at the back of the room. We’ll provide a donation to whichever organization gets the most votes. You will find out the results when GPTW sends out the conference newsletter later today.
With that, let’s get going.
LOU (4 mins – slides 6&7)
LOUTHIS IS OUR FIRM AT A GLANCE
HAWZIEN (1 min)Honored to be here, talking about DEI initiatives, but we have to start by saying we haven’t found all the answers. We’re always learning. And we hope to learn from you today. Your experience matters to us.
In fact, this is how we’re trying to have engage conversations at Plante Moran. We hope today’s talk can be collaborative and you feel this is a safe, open space for this conversation.
HAWZIEN (5 mins)
A bit of background on the story of DEI at Plante Moran.
We first launched our DEI council 20 years ago but have made more progress over the last year than the last 20 years. Why is that? Like a lot of orgs, 2020 was a time of change for us. Racial reckoning. Society changing. We recognized we needed to do more, but what was our response going to be? How much whats happening outside of our doors, is impacting whats happening inside. "Maintaining professionalism in the age of Black death" - we are not able to just turn it off.
LOU
Share the sparkler analogy. Sparklers are short lived whereas we wanted to create meaningful, lasting change. We knew we needed to “understand” before we could move into action. DEI became a deliberate focus. We had to do the work that would get us to the change we wanted to see.
LOU (5 mins)Before we talk about our response, show of hands: How many of your organizations did something in response to the events of that summer? Keep your hand up if you’re still doing something?
Ok. It looks like a lot of you were amping up your DEI efforts at that point. We’d like to talk about how we approached it,
HAWZIEN (2 mins)Describe year of understanding.
We’d like to share a couple of things that we learned through this process.
Oftentimes quick fixes can be a Band-Aid. How can you act without knowing? How can you make change without understanding? If you don’t deeply understand the core issues, any solution will be short-lived.
Cultural competence wasn’t ideal: Jim’s story George Floyd > affecting staff
Intent versus impact
Connect to GPTW staff survey results. We were more analytical in the YoU in looking at results to gauge the experiences of our staff, wanted the deeper understanding. How is the diverse experience different from majority white staff experience?
HAWZIEN (1 min) And we didn’t take our foot off the pedal. The journey continues to be very intentional for us.
Slow, hard work. Identifying gaps. Developing a plan. Our four pillars.
Explain how year of action along with grassroots staff efforts across the region are contributing to firmwide change:
(6 mins)
Question for audience: Who in this room has said term - "they're not a good fit" - who has said, "they're a perfect fit"
- we do it all the time. But here's the problem with it - "cultural fit perpetuates the status quo"
HAWZIEN
Explain image/lead discussion if we can show video. (FOR ALL CULTURE)
LOUCultural fit: Lou’s story of MC Intern Presents. As he reviewed comments, realized there’s more to be done when we talk about how people belong at Plante Moran. Too many references to cultural fit. Mention the GPTW staff survey question: Management hires people who fit in well here.”?
HAWZIEN (1 min)
Created safe spaces for conversations. Talk about events—starting with world reflection event. Lead into quote on next slide.
HAWZIEN (1 min)
Talk about mental health session. Lead into quote on next slide.
HAWZIEN (1 min)
HAWZIEN (3 mins)Our people have an appetite to “do”--to get things done. We have the kind of culture where understanding isn’t enough—it's the application of it.
While we believe that our YoA is driving change, a lot of that change is because staff are feeling more empowered to create the change they want to see. One path for that is through our SRGs. What are they? Why are they impactful?
LOU
<takes it to audience> If you have ERGs, what do you think is most interesting or impactful about them? What feedback have you received?
HAWZIEN>SRGs
At Plante Moran, the SRGs we had before the YoA: Pride, Veterans, AA SRG, Satellite
Talk about the SRGs we’ve added and their origin stories: MOAK and Unidos.
Introduce quote on next slide.
HAWZIEN (1 min)
HAWZIEN (2 min)
We know we’re making a difference because of what our staff are saying and doing.
- Fortune data (most recent survey data; we are having positive impact - "I feel seen")
- Other Data: moving the needle is slow – still at 11%; racially diverse staff attrition hire than white
HAWZIEN (1 min)James transitioned 13 years ago. Everyone knew him as a leader and a gay men. Well respected and liked.
Coming out didn’t stop his career. In fact he was promoted to senior manager this year
LOU (2 mins)Team Partner Kyle and Rachel story:
He knew she was queer
He told her about our PM Pride SRG
And then he offered to go attend a meeting with Rachel so she wouldn’t feel awkward and alone
HAWZIEN (3 mins)
We know we're not perfect, but the organization we want to be is the one we've laid out in our Principle.
Ultimately we’d like DEI to be so woven into the fabric of the firm that it’s not a separate function/focus. So how are we doing this?
Lou’s story of Hawzien talking to him after the AA SRG meeting. Story speaks to creating psychological safety, courage, and risk.
Scheduled recurring meetings with top leadership and DEI team. Meaningful because it means DEI efforts have access to, and the support of, the management team. Creates transparency. Not just on an ad hoc basis.
Fellowships and special project contributions. They’re not being asked to do DEI work “in addition to” but rather as part of their hours. Mike Emily story or Stacey with Unidos story. Ties to their bonus.
HAWZIEN— (10 mins)
Near the end of our conversation, but we want to hear from you. Our goal is not only to share what we're doing but to learn what you're doing.
LOU
>Who’d like to share one thing you’re struggling with? >What is one thing you’re really proud of that your company is doing?>What are you doing that we could take back with us?
What questions do you have for us?
HAWZIEN & LOUAs always, we welcome input and questions. We’d love to connect on LinkedIn and keep the conversation going. This is a collaborative process. We’re always learning from each other.