This document provides information to help recruit male allies in advancing gender equality and inclusion. It begins with an agenda covering how to recruit male allies, why unconscious bias training alone does not work, and how to change conversations from blame to accountability. It then lists top ways for organizations, women, and men to engage men in inclusion, such as bringing men together, having honest conversations about impact, and encouraging behaviors that support awareness. The goal is to establish metrics and accountability to drive business outcomes through improved diversity and inclusion.
How can we engage male allies? What's the ROI of inclusionary leadership? What internal struggles hold people back from becoming woke? What can we actually DO to end sexism, racism, and xenophobia?
How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
Equality is not a women's issue – it's a business issue. The race is on for the gender equal boardroom, a gender equal government, gender equal media coverage, gender equal workplaces, gender equal sports coverage, more gender equality in health and wealth, and more...
Gender equality is essential for HM Health Solutionsy to thrive. Here's how we're championing equality in the workplace.
Gender bias is holding women back in the workplace. Whether deliberate or unconscious, bias makes it harder for women to get hired and promoted and negatively impacts their day-to-day work experiences. This hurts women and makes it difficult for companies to level the playing field.
This presentation gives people the tools to address gender bias head-on.
In this webinar, hear from speakers who are fired up about cultivating upcoming generations of diverse leaders. Be inspired by how they’re creatively deepening their talent bench and learn the factors to consider as you construct a pipeline to your ultimate role. You’ll find out what behaviors get “high-potentials” noticed – and see how the succession planning process unfolds behind the scenes. (Panel)
Guest Speakers
Shachella James, PMP, Vice President Technology Operations at CenterPoint Energy and Charles S. Johnson, Sr. Director, Diversity & Inclusion, Ball Corporation.
How can we engage male allies? What's the ROI of inclusionary leadership? What internal struggles hold people back from becoming woke? What can we actually DO to end sexism, racism, and xenophobia?
How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
Equality is not a women's issue – it's a business issue. The race is on for the gender equal boardroom, a gender equal government, gender equal media coverage, gender equal workplaces, gender equal sports coverage, more gender equality in health and wealth, and more...
Gender equality is essential for HM Health Solutionsy to thrive. Here's how we're championing equality in the workplace.
Gender bias is holding women back in the workplace. Whether deliberate or unconscious, bias makes it harder for women to get hired and promoted and negatively impacts their day-to-day work experiences. This hurts women and makes it difficult for companies to level the playing field.
This presentation gives people the tools to address gender bias head-on.
In this webinar, hear from speakers who are fired up about cultivating upcoming generations of diverse leaders. Be inspired by how they’re creatively deepening their talent bench and learn the factors to consider as you construct a pipeline to your ultimate role. You’ll find out what behaviors get “high-potentials” noticed – and see how the succession planning process unfolds behind the scenes. (Panel)
Guest Speakers
Shachella James, PMP, Vice President Technology Operations at CenterPoint Energy and Charles S. Johnson, Sr. Director, Diversity & Inclusion, Ball Corporation.
A call to arms for leaders - 5 rules to reduce biasBinna Kandola
Leaders must realise the unique and powerful part they have to play in reducing bias. Here is a call to arms for leaders - a guide to facilitate change and progress in your organisations:
5 rules for how learning & development can reduce biasBinna Kandola
Reducing bias is a question of motivation, and Learning & Development teams have a critical role to play. If we’re truly willing to recognise the fact we are all biased, there are some straightforward actions that can be implemented in any organisation.
A ManpowerGroup whitepaper on female leadership. Making the case for more women leaders in businesses today. Find out how to get them and keep them in your organisation.
Happy International Women's Day. Cracking the Case. Why you need women leader...Mika Wilén
Maat, jotka ovat onnistuneet sukupuolten välisen tasa-arvon toteuttamisessa, ovat muita kilpailukykyisempiä. Silti naiset ovat yksi suurimmista alihyödynnetyistä osaajaresursseista maailmassa – ja erityisesti yritysten johtotehtävissä. Miksi? Johtuuko tämä siitä, että yritysten henkilöstökäytännöt eivät ole tältä vuosisadalta? Mihin asioihin ylimmän johdon tulisi kiinnittää huomiota, jotta muutos olisi mahdollinen? Lue lisää: Cracking the Case .
This article is based on a presentation Betsy Williamson delivered to CFA Institute members on how women can be successful within the UK's investment industry.
Nora Denzel says, “It’s not what you know and it’s not who you know. It’s who knows what you know.” Your company and colleagues can’t fully appreciate how to leverage you as a resource if they don’t know about your track record and unique talents. Find the approach to amplifying your accomplishments and value that fits your style and is effective in your organization. (Training)
Speaker: Jo Miller, CEO, Be Leaderly
What can you can do to become a better HR pro in 2010?
Do Amazing Things is a collection of short, actionable ideas – things you can do this year to become a better HR professional.
The Gender Gap At The Top: What's Keeping Women From Leading Corporate America?Subha Barry
This Working Mother research project takes a comprehensive look at the experiences of women - and men - at all levels of corporations to ascertain what perceptions and realities are keeping them out of the highest ranks and to offer real solutions to close the gap.
Results and analysis from a survey I took of changemakers from May-July 2013. I wanted to better understand the biggest obstacles and sources of support for people trying to change their organizations, their communities, or the world for the better.
Lindy will examine how to build the dream startup team and will talk about how differences in individuals’ backgrounds, values, personalities, and work styles may all affect how team members interact and perform. Understanding how to ideally compose your team across these differences, how to structure and guide your team to extract value from this diversity, and how to avoid the potential downfalls will be the focus of this session.
11 Ways to be Seen as a Leader at Work (Even if it's not in Your Title)GetSmarter
getsmarter.co.za
Forget your job title for a moment: effective leadership is not about position - it's about perception.
Here are 11 ways to build your reputation as the kind of leader others want to follow.
A call to arms for leaders - 5 rules to reduce biasBinna Kandola
Leaders must realise the unique and powerful part they have to play in reducing bias. Here is a call to arms for leaders - a guide to facilitate change and progress in your organisations:
5 rules for how learning & development can reduce biasBinna Kandola
Reducing bias is a question of motivation, and Learning & Development teams have a critical role to play. If we’re truly willing to recognise the fact we are all biased, there are some straightforward actions that can be implemented in any organisation.
A ManpowerGroup whitepaper on female leadership. Making the case for more women leaders in businesses today. Find out how to get them and keep them in your organisation.
Happy International Women's Day. Cracking the Case. Why you need women leader...Mika Wilén
Maat, jotka ovat onnistuneet sukupuolten välisen tasa-arvon toteuttamisessa, ovat muita kilpailukykyisempiä. Silti naiset ovat yksi suurimmista alihyödynnetyistä osaajaresursseista maailmassa – ja erityisesti yritysten johtotehtävissä. Miksi? Johtuuko tämä siitä, että yritysten henkilöstökäytännöt eivät ole tältä vuosisadalta? Mihin asioihin ylimmän johdon tulisi kiinnittää huomiota, jotta muutos olisi mahdollinen? Lue lisää: Cracking the Case .
This article is based on a presentation Betsy Williamson delivered to CFA Institute members on how women can be successful within the UK's investment industry.
Nora Denzel says, “It’s not what you know and it’s not who you know. It’s who knows what you know.” Your company and colleagues can’t fully appreciate how to leverage you as a resource if they don’t know about your track record and unique talents. Find the approach to amplifying your accomplishments and value that fits your style and is effective in your organization. (Training)
Speaker: Jo Miller, CEO, Be Leaderly
What can you can do to become a better HR pro in 2010?
Do Amazing Things is a collection of short, actionable ideas – things you can do this year to become a better HR professional.
The Gender Gap At The Top: What's Keeping Women From Leading Corporate America?Subha Barry
This Working Mother research project takes a comprehensive look at the experiences of women - and men - at all levels of corporations to ascertain what perceptions and realities are keeping them out of the highest ranks and to offer real solutions to close the gap.
Results and analysis from a survey I took of changemakers from May-July 2013. I wanted to better understand the biggest obstacles and sources of support for people trying to change their organizations, their communities, or the world for the better.
Lindy will examine how to build the dream startup team and will talk about how differences in individuals’ backgrounds, values, personalities, and work styles may all affect how team members interact and perform. Understanding how to ideally compose your team across these differences, how to structure and guide your team to extract value from this diversity, and how to avoid the potential downfalls will be the focus of this session.
11 Ways to be Seen as a Leader at Work (Even if it's not in Your Title)GetSmarter
getsmarter.co.za
Forget your job title for a moment: effective leadership is not about position - it's about perception.
Here are 11 ways to build your reputation as the kind of leader others want to follow.
Discover the barriers holding companies back from having the diversified teams needed to boost their results, ignite innovation and excellence. Learn what can be done to bridge the gap.
How to Attract and Retain Female Talent - LVI Associates.pdfonline Marketing
Covering the state of diversity in the transportation market, LVI Associates Principal Consultant Sarah Davis discusses the challenges hiring managers and job seekers face within engineering, as well as how firms can attract female talent in a competitive market, and the importance of retention. Please visit: https://www.lviassociates.com/blog/2022/09/attract-retain-female-talent-in-engineering
Strategies on how to attract and retain female talent - LVI Associates.pdfonline Marketing
Covering the state of diversity in the transportation market, LVI Associates Principal Consultant Sarah Davis discusses the challenges hiring managers and job seekers face within engineering, as well as how firms can attract female talent in a competitive market, and the importance of retention. please visit: https://www.lviassociates.com/disciplines/transportation
Report on the key themes from the Masculinity in the Workplace report organised in November 2018 by Token Man and #HeANDshe. Produced by The Hobbs Consultancy and Utopia
Diversity and Innovation are both important dimensions to achieve business growth. BCG shared in a recent study that entities with above average diverse workforce can generate 45% more revenues from innovation. With International Women's Rights Day today find a point of view I delivered on 7 March at the IICF conference in London. You will also find a few tactics to consider as part of the strategic design of your initiative.
You have a big incentive to invest in gender equality in your workplace. Not only is it the right thing to do, but organizations that leverage diversity also produce better results. Use these #LeanInTogether “Tips for Managers” to identify and fight back against gender bias in your workplace.
Neurologists have proven that our thinking, perception and actions are shaped by activity in our brain that occurs outside of conscious awareness or control, this results in unintentional influences that may not align with our values, or the values of your company. We call these unintentional influences "unconscious bias" and they are neither good nor bad. In this interactive workshop, participants will have an experience of how our unconscious mind works, discuss how unconscious patterns impact groups particularly around decision making at work, and put in place strategies and actions that can be taken by each of us to balance conscious intent with unconscious beliefs to build a more inclusive environment.
A good book is more than a product, it’s more than marketing… it can define your brand and put your business above a crowded, noisy industry. Imagine what it would feel like to have your own book.
There were 297 Million non-traditional books sold in 2016, most of them self-published. You don’t need a big publisher to be successful as an author. The truth is that you can be competitive in almost any genre… and there are huge opportunities for books that match under-served genres.
In Self-Publish Your Big Idea Book, Dale Thomas Vaughn sorts out facts from fiction about self-publishing, while breaking down his systematic approach to structuring, writing and publishing books. As a result, attendees will understand how to harness the power of self-publishing to raise your profile in your industry.
What You Will Learn
• Ways to identify key characteristics of your target audience so as to create standout books
• How to target your book to a hungry audience
• Strategies for writing and formatting your book
• Ways to leverage Amazon to be a Best-Seller and sell more books
Attract High Value Publicity - Be Seen on TV, Radio, Podcasts, Print & BlogsDale Thomas Vaughn
My media system has earned hundreds of millions of impressions for my clients on major media outlets. Imagine yourself in your ideal audience's most trusted news, radio, podcast or television... what are the possibilities for you if you were that well-known?
To schedule a strategy session with me to find out your best next steps, visit dalethomasvaughn.com/media-training
I help social entrepreneurs get seen and become well-known experts in their industry.
If you're tired of seeing someone else with less expertise in your field get all the media attention, I am going to teach you the secrets to build your profile, pitch your story, and create a campaign to become the go-to expert in your field.
I'm a big believer in teaching people how to fish, rather than simply catching fish and selling them to you (which is what publicists do). Most small companies and nonprofits can't afford and frankly don't need a publicist or PR firm - they just need the tools and the confidence to try to book themselves. That's what I love to do for entrepreneurs and nonprofit leaders. Take the skills in-house and you'll have the ability to get media attention forever going forward.
by Dale Thomas Vaughn
Inspirational Quotes on How to Thrive from Dale Thomas VaughnDale Thomas Vaughn
We all need short, powerful lessons in motivation, self-confidence, and personal growth. These are meant to remind you of your own greatness. I hope they help you get energized, motivated, and ready to create the life you love to live.
These are direct quotes from pieces of the EmpowerMentorship Institute curriculum... a program for guys who want to move past stagnancy and self-doubt, and start living a more purposeful, self-confident reality.
If that sounds like you, EmpowerMentorship.com has everything you need to get started. If you want to bring me out to speak to a group, head over to DaleThomasVaughn.com.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
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
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.
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
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
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 YOUR CONVERSATION WITH MALE COLLEAGUES
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
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?
24. 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
25. 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.
26. 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.
28. I GET IT
GENDER PARTNERSHIP
IS GOOD FOR BUSINESS
WHAT’S IN IT FOR ME?
29. 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
30. “FEMINISM WILL MAKE IT
POSSIBLE FOR THE FIRST TIME
FOR MEN TO BE FREE.”
Michael Kimmel
THE PERSONAL CASE
31. 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
32. I GET IT
GENDER PARTNERSHIP
IS GOOD FOR ME
BUT IS IT TOP PRIORITY?
33. 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.
35. “97% OF MILLENNIALS THINK THEIR
GENERATION WILL FINALLY ACHIEVE
EQUALITY OF OPPORTUNITY FOR
EMERGING FEMALE LEADERS.”
ManpowerGroup
THE FIRST NATIVE GENDER-NEUTRAL GENERATION
39. 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
43. 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.
45. 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