The document outlines a 5-step process for becoming an inclusionary leader, emphasizing the importance of engaging male allies in the movement for gender equality. It includes strategies for changing conversations around gender bias, promoting accountability, and creating inclusive environments in the workplace. The document also highlights the significant business benefits of gender diversity, including increased revenue and profitability.

1. THE ALLY’S
JOURNEY
THE 5-STEP PROCESS
TO BECOME AN
INCLUSIONARY LEADER
DALE@INCLUSIONARYLEADERS.COM

2. “
”
"When men help us (with the
gender equality movement)
change happens 10x faster.”
Patricia Arquette, at WITI 2016
YOU WANT TO CHANGE THE WORLD
AND GROW AT THE SAME TIME
SIGN UP HERE FOR A CONSULTATION
Workshops/Training Consulting/Culture Change Speaking

3. As Seen On:
Previous Speaking, Clients and Programming:

4. TODAY’S AGENDA
TODAY WE’LL COVER
1.HOW TO RECRUIT MALE ALLIES TO
HELP END INEQUALITY IN
REPRESENTATION AND LEADERSHIP.
2.WHY “UNCONSCIOUS BIAS” TRAINING
DOESN’T WORK BY ITSELF.
3.HOW TO CHANGE YOUR CONVERSATION
WITH MALE COLLEAGUES FROM
SHAME AND BLAME TO SAFETY AND
ACCOUNTABILITY.

5. PEOPLE
SUPPORT WHAT
THEY HELP TO
CREATE.

6. Top 8 Ways to Engage Men
In Inclusionary Leadership in Your Workplace
If you are an
organization or
Team
If you identify as
a Woman
If you identify as
a Man who
“Gets” it
1. Bring Men
Together
Engage the “woke" men in your
organization to bring men who are still
on the sidelines into the game.
Ask each member of your women’s
initiative to invite a male colleague to
their next event.
2. Have honest
conversations about
the impact of gender
Start a men’s conversation. Share
with employees, suppliers and
investors the potential impact on the
bottom line and stock value.
Companies with high levels of gender
diversity generate 300% more
revenue and 50% higher profit than
the average company.
Include men in the conversation about
the positive outcomes of
understanding the impact of gender
on their lives. “How has the pressure
to ‘perform masculinity’ affected their
self-image, self-confidence, self-worth
and their relationships?”
3. Help men
“get” how
gender bias
exists
Give your workforce the facts. For
easy access to a multitude of
statistics on the current state of
gender bias at work, see Harvard
Business Review’s: “Tell Me
Something I Don’t Know About
Women in the Workplace.”
Share a story with a male mentor or
sponsor from your personal
experience, without blaming or
shaming the people who made you
feel “less than.” Help them see the
reality of the impact of “othering” on
their team.
4. Engage men’s
sense of fair play
Talk openly about the “myth of the
meritocracy” - the idea that men have
earned their place by competing
against the best. Create a sense of
“sportsmanship” by encouraging
diverse talent pools, teams, and
mentorship opportunities.
Be transparent about your internal
representation numbers.
Let men know the facts in your
industry and in your company. Ask
them if they think it’s fair to have a
head start over others, and share that
what you are looking for is a fair shot
at big projects/roles, and a culture
that is welcoming to everyone who
brings talent to the table.
5. Encourage men in
behaviors that are
linked to awareness
of gender bias
Ask influential managers, men who
“get” it, to play an integral role in
inviting employees to participate in
company efforts to increase
inclusionary awareness.
Identify strategic male allies and
engage them in a constructive
dialogue about how to improve the
culture of inclusionary awareness in
the team and company.
6. Encourage men to
be vocal allies and
champions.
Invite the men in your organization
who “get” it to show vocal and visible
support for inclusionary practices.
Show key research about the power
of positive peer pressure.
Ask each member of your women’s
initiative to invite a male colleague to
their next event. Invite men as guests,
show appreciation (but be careful not
to over-praise which serves the ego)
7. Engage the innate
desire to take action
Explore projects that work best with a
cross-functional committee, and invite
people from diverse experience levels
to represent their teams on the “task
forces” or “initiatives.”
Initiate exploratory win-win
partnership conversations with men.
Share the Harvard Business Review
research “Why Diversity Programs
Fail” - and engage men in solutions.
8. Attach
accountability to
actions to support
productive business
outcomes
Establish compelling metrics:
representation, psychological safety
of managers, time to promotion,
retention, balance of gender in the
leadership pipeline, and increase in
female talent attraction.
Evaluate the men you manage on
their performance in building more
balanced teams. Create expectations
of participation in inclusion initiatives.
Tell men what’s in it for them,
personally and professionally.
The personal case, business case,
and moral priority of inclusion.
Explore the ways that gender
expectations have impacted your
life both positively and negatively.
When you walk through the world,
try to imagine what it would be like
to be “other” than your physical
makeup. How much of your self-
perception is dependent on the
way you appear?
Encourage other men to ask the
women in their lives - mother, wife,
daughter, girlfriend, sister, friend - if
and how they have been affected
by gender bias. Challenge them to
listen with the goal to understand -
not to be right or good.
It is possible to be a male and
experience challenge, but it’s rare
to experience challenge because
you’re male. Remind other men of
the real numbers and facts in your
industry and company. Ask them if
they think that men and women
deserve a fair shot at big projects,
jobs and a welcoming culture.
Lead by example in meetings. Pay
close attention to who is getting
the “air time” and ensure gender
balance in the appointments and
teams you manage, control, or
influence.
Tell other men that this is important
to the company, to you, and to the
world. Invite men to events about
diversity and inclusion and create
space for discussion.
Get engaged in the Diversity &
Inclusion initiatives, women’s
ERGs, or start one of your own.
Mentor, sponsor and create space
for “othered” groups.
Share with female colleagues your
intention to be an inclusionary ally
and champion and ask how you can
support them.
INCLUSIONARYLEADERSHIP
GROUP.COM

7. TEDX TALK:
HOW GREAT MEN THINK ALIKE
LINKEDIN

8. LEADERSHIP
THE ALLY’S JOURNEY
(GOING UPSTREAM)
1.Acknowledge that I have my own
bias and privilege
2.Acknowledge the impact of my bias
and privilege… without justifying.
3.Connect with my heart, listen with
empathy and compassion
4.Commit to new practices
5.Speak out against the unacceptable
behaviors

9. SO, STEP ONE:
UNCONSCIOUS BIAS TRAINING, RIGHT?

10. SHAME
BLAME
IMPACT
INVITATION

11. BAD GUYS GOOD GUYS

12. THIS IS WHAT WORKS TO
CHANGE THE
CONVERSATION SO THAT
ANGER OR PAIN CAN BE
HEARD AND EVEN JOINED

13. WE’RE UNCONSCIOUS OF OUR PART
IN THE ISSUE…
AND WE THEREFORE ASSUME WE’RE
NOT PART OF THE SOLUTION.
Dale Thomas Vaughn
WHY “UNCONSCIOUS BIAS” TRAINING DOESN’T WORK BY ITSELF

14. M
N
le
a
a
o
g
w
deserving employees fair and objecti
Nearly 50% of men think women are
well represented in leadership in
organizations where only one in ten
senior leaders is a woman

15. HOW TO CHANGE THE CONVERSATION ABOUT ALLIES
FROM SHAME AND BLAME TO SAFETY AND ACCOUNTABILITY
1. IMPACT
WHY DOES THIS MATTER TO ME?
2. COMMUNICATION
HOW CAN I ACTUALLY OPEN THE DIALOGUE?
3. COMMITMENT
HOW DO WE SHOW AND MEASURE
BEHAVIOR CHANGE?
4. LEADERSHIP
HOW CAN I BE A VISIBLE ALLY AND MODEL?
5. SUSTAINABILITY
AWARENESS VS. CULTURE CHANGE

16. IMPACT
WHY DOES THIS MATTER TO ME?
1

17. THE PROBLEM

18. 4 Based on a comparison of the full participant set for 2012 to 2015, averaged by company, with results weighted to match Fortune 500 industry composition.
REPRESENTATION IN THE CORPORATE PIPELINE BY GENDER AND RACE8
% OF EMPLOYEES BY LEVEL IN 2017
ENTRY LEVEL MANAGER
SR. MANAGER/
DIRECTOR
VP SVP C-SUITE
11%
WHITE WOMEN
WHITE MEN
2016
PIPELINE
% WOMEN
2017
PIPELINE
% WOMEN
CHANGE9
46%
47%
1%
37%
37%
0%
33%
33%
0%
29%
29%
0%
24%
21%
-3%
19%
20%
1%
54%
47%
70% 67%
9%
31%
26% 26% 23%
12%
36%
61%
18% 18%
17%
11% 8%
6% 4%
3%
13%
16%
16%MEN OF COLOR
WOMEN OF COLOR

19. THE PROBLEM
GENDER AND INNOVATION
▸ Tech, Telecom and IT are
underperforming in a KPI that is
positively correlated to product
innovation…
▸ …there is a market correction
coming.
REPRESENTATION OF WOMEN ACROSS INDUSTRIES
% OF WOMEN BY LEVEL
6–7 | WOMEN IN THE WORKPLACE: CORPORATE PIPELINE
MANAGERENTRY LEVEL
SR. MANAGER/
DIRECTOR
VP SVP C-SUITE
ENTRY LEVEL MANAGER
SR. MANAGER/
DIRECTOR
VP SVP C-SUITE
A CLOSER LOOK
Different industries have different
talent pipelines
Although women are broadly underrepresented in corporate America, the
talent pipeline varies by industry. Some industries struggle to attract entry-
level women (technology), while others fail to advance women into middle
management (food, beverage, and restaurants) or senior leadership (insurance).
REPRESENTATION OF WOMEN ACROSS INDUSTRIES (CONT.)
% OF WOMEN BY LEVEL
54% 47% 38% 27% 23%
59%CONSUMER
PACKAGED GOODS
49%
38% 29% 20% 17%
57%
INSURANCE
RETAIL
60%
54% 48% 45% 33% 31%
TECHNOLOGY
(HARDWARE & SOFTWARE) 36% 30% 27% 25% 20% 17%
MEDIA &
ENTERTAINMENT
50% 48% 43% 41% 34% 27%
TELECOM &
IT SERVICES
33%
24% 23% 21% 14% 15%
AUTOMOTIVE
& INDUSTRIAL
MANUFACTURING 26% 20% 20% 18% 16% 13%
TRANSPORT,
TRAVEL, LOGISTICS &
INFRASTRUCTURE
53%
33% 32% 24% 13% 19%
51%
42% 36%
28% 25% 18%
BANKING &
CONSUMER FINANCE
48% 43% 42% 34% 22% 26%
PROFESSIONAL &
INFORMATION SERVICES
(INCLUDING LEGAL)
47% 35% 32% 23% 17% 17%
ASSET MANAGEMENT
& INSTITUTIONAL
INVESTORS
HEALTH CARE 51% 44% 40% 35%
73% 69%
46% 40% 36% 26% 22%
52%PHARMACEUTICALS &
MEDICAL PRODUCTS
39% 33% 26% 20%
49%
22%
FOOD, BEVERAGE &
RESTAURANTS
ENERGY &
BASIC MATERIALS
40%
22% 22% 22% 15% 16%

20. “RESEARCH SHOWS THAT IN MALE-
DOMINATED SETTINGS, TOKEN WOMEN ARE
MORE LIKELY TO WORRY ABOUT THEIR
STANDING, SO THEY’RE RELUCTANT TO
ADVOCATE FOR OTHER WOMEN.”
Sheryl Sandberg, New York Times
THE PROBLEM WITH TOKENISM

21. “THE MOST SIGNIFICANT OBSTACLE
IDENTIFIED IS AN ENTRENCHED MALE
CULTURE, A BARRIER THAT EVEN MEN
ACKNOWLEDGED MUST CHANGE.”
ManpowerGroup
WHAT’S THE HOLDUP?

22. THE OPPORTUNITY

23. FIRMS WITH THE GREATEST GENDER DIVERSITY
AMONG EXECUTIVES AND BOARD MEMBERS
[EARNED] 300% MORE REVENUE
AND 50% HIGHER PROFIT
THAN THE AVERAGE COMPANY
UC Davis
400 public companies reviewed
THE BUSINESS CASE

24. THE BUSINESS CASE
A PREPONDERANCE OF EVIDENCE
▸ Of 7,615 firms surveyed by the London Annual Business Survey, businesses run by
culturally diverse leadership teams were more likely to develop new products than
those with homogenous leadership.
▸ In Innovation: Management, Policy & Practice, 4,277 companies in Spain were
analyzed… companies with more women (gender diversity) were more likely to
introduce radical new innovations into the market over a two-year period.
▸ In a global analysis of 2,400 companies conducted by Credit Suisse, organizations with
at least one female board member yielded higher return on equity and higher net
income growth than those that did not have any women on the board.
▸ A 2015 McKinsey report on 366 public companies found that those in the top quartile
for ethnic and racial diversity in management were 35% more likely to have financial
returns above their industry mean, and those in the top quartile for gender diversity
were 15% more likely to have returns above the industry mean.

25. THE BUSINESS CASE
“THE MAGNITUDE OF THE EFFECTS IS NOT SMALL”
▸ …the correlation between women at the C-suite level and firm profitability is
demonstrated repeatedly, and the magnitude of the estimated effects is not small.
▸ For example, a profitable firm at which 30 percent of leaders are women could
expect to add more than 1 percentage point to its net margin compared with an
otherwise similar firm with no female leaders.
▸ By way of comparison, the typical profitable firm in our sample had a net profit
margin of 6.4 percent, so a 1 percentage point increase represents a 15 percent
boost to profitability.
▸ When considering a broader set of firms, both profitable and unprofitable, the
result is even more striking. For the sample as a whole, the firm with more women
can expect a 6 percentage point increase in net profit, while overall median net
profit was just over 3 percent.

27. I GET IT
GENDER PARTNERSHIP
IS GOOD FOR BUSINESS
WHAT’S IN IT FOR ME?

28. PERSONAL CASE FOR MEN
WHAT MEN GAIN PERSONALLY
▸ Less worry
▸ Less time at work
▸ More quantity AND quality
time with loved ones
▸ Better relationship satisfaction
- MICHAEL KIMMEL; MCKINSEY & LEAN IN

29. “FEMINISM WILL MAKE IT
POSSIBLE FOR THE FIRST TIME
FOR MEN TO BE FREE.”
Michael Kimmel
THE PERSONAL CASE

30. IF YOU ARE NOT ADVOCATING FOR
WOMEN IN THE WORKPLACE, YOU
ARE HURTING YOUR DAUGHTERS’
FUTURE.
Jeffery Tobias Halter
Why Women?
PERSONAL CASE FOR MEN

31. I GET IT
GENDER PARTNERSHIP
IS GOOD FOR ME
BUT IS IT TOP PRIORITY?

32. The economic case for gender parity
of additional annual GDP in 2025 in the full-potential
scenario of bridging the gender gap...
… equivalent to the combined
US and China economies today.
$28 trillion
Equal to 2x the likely contribution of women to global GDP growth in the business-as-usual scenario
McKinsey Global Institute’s Gender Parity Score points to
where 95 countries stand on gender parity.
could be added in 2025 if all countries matched their
best-in-region country in progress toward gender parity.$12 trillion

34. “97% OF MILLENNIALS THINK THEIR
GENERATION WILL FINALLY ACHIEVE
EQUALITY OF OPPORTUNITY FOR
EMERGING FEMALE LEADERS.”
ManpowerGroup
THE FIRST NATIVE GENDER-NEUTRAL GENERATION

35. COMMUNICATION
HOW ARE WE GOING TO TALK ABOUT
THE ELEPHANT IN THE ROOM?
2

37. WHAT IS
INVISIBLE TO YOU
RELATED TO YOUR
GENDER?

38. Go on a bias scavenger hunt
Bias or Blind Spot
Whose blind spot? Mine
or someone else’s?
How the bias is
holding us back
Male-bonding activity:
Watch for male-centered team activities like golf
or cigars. Ask women what they would like to do
as a team builder.
Mansplaining:
Watch for a man explaining something to a
woman who is likely to know as much or more
than him about the topic.
Manterrupting:
Watch for a man talking over or interrupting a
woman as she voices a concern or an idea; or a
man repeating what a woman says, only louder,
and then getting undue credit for her idea.
Irrelevant gender assumptions:
Watch for pre-judgments about what a person
might want because of their gender. For
instance, reading CVs and assuming a woman
won’t want to move or travel because she may
be a mother.
Gender Leadership Group
Be Time aware:
Watch for snap judgments that reward men.
Research shows that unconscious bias tends to
favor men in time crunches, and tends to be
more balanced when there is time to fully
examine all of the options.
Bias Scavenger Hunt
Inclusionary Leadership Group

39. COMMITMENT
BY WHEN DO WE EXPECT TO ACTUALLY
CORRECT SYSTEMIC ISSUES?
3

41. LEADERSHIP
WHO ARE VISIBLE ALLIES AND ROLE MODELS?
4

42. LEADERSHIP
WHAT YOU CAN DO AS A LEADER
▸ Get interested and learn about your unconscious bias and how it influences your
leadership.
▸ Contemplate the unintended impact of your unexamined biases. Ask others in your life
(colleagues, friends, wives, sisters and daughters) to share with you how they have been
impacted by gender, race, class, or any other bias.
▸ Lead by example in ensuring inclusion in the teams you lead, manage, control or
influence.
▸ Consciously choose to mentor and sponsor women and potential achievers from
minority groups in your organization.
▸ Further develop your empathy skills.
▸ Identify other strategic male partners in a constructive dialogue about their own gender
perspective.

43. SUSTAINABILITY
ANCHOR INCLUSION
TO BUSINESS IMPERATIVES
5

44. The Inclusionary Leadership
Road Map
SUSTAINABILITY
LEADERSHIP
COMMITMENT
COMMUNICATION
IMPACT
• Workshop: Engaging Men as Allies [Live or Virtual]
• Inclusion Initiative/Task Forces
• Inclusionary Leadership Training Program
• Enrollment of senior executives as advocates
• Enrollment of middle management
• Roll-out throughout organization
• Anchoring as a core value
• Policies Examined
• KPI Measurement
• Teams, Tactics, Tasks
• Structures and systems
Experience
and Education
Solutions
and Systems
Leadership
and Commitment

45. THE ALLY’S
JOURNEY
THE 5-STEP PROCESS
TO BECOME AN
INCLUSIONARY LEADER
DALE@INCLUSIONARYLEADERS.COM