Inclusion Strategy Solutions LLC was founded on the principle that we must work to accomplish equity and inclusion for all people by educating and encouraging self-reflection and empathy. We assert that Black Lives Matter because throughout the history of the United States of America, Black lives have been restricted, endangered, and ended by institutional and systemic racism. We assert that every one of us must do what we can to fight racism and to be affirmatively anti-racist. We are committed to this based on our personal perspectives, our academic research, and our professional experiences. The methods we employ to value and save Black lives must be strategic, intentional, and collaborative, and must be informed by history and knowledge. This is more than a movement to us. This work is critical for the future of our nation and future generations who should be able to sleep, walk, run, breathe, and live in peace.
10 Inclusive Management Best Practices for Remote Teams
March 12, 2020
The challenge of inclusive management is even more critical when teams must function remotely. Each year, more and more employees work remotely at least part of the time. Right now, many organizations across the globe are closing for two weeks or more to stem the spread of the COVID-19 virus. There are also many employees who are being quarantined during this time. The stress of frequent news of quarantines and death can deteriorate the productivity and working relationships of teams.
Here are 10 best practices that you can implement to help to maximize your team’s potential and minimize your stress as a manager during this time:
Updates: Make sure that everyone on the team is updated (at the same time) about any decisions surrounding the COVID-19 that your organization makes. This will reassure staff that they are ‘in the loop’ and decrease their anxiety.
Video Meetings: Conduct meetings via video conference, not just audio. This will contribute to the team’s sense of being connected. Also, people will be more motivated to get up and dressed for a video meeting than they would for a conference call. (Which will contribute to their well-being!)
Team Meetings: Even if it has not been your practice in the past, have team meetings at least once each week during this crisis. This will help everyone to connect and reinforce teammates supporting each other.
Check-Ins: Have daily check-ins with every team member. This can be a video call as short as 2 minutes, but this investment of your will be time well-rewarded with engaged and motivated team members.
Time Management: Schedule times for email check-ins, calls, and video conferences as much as possible. You will find that your team may be even more productive than usual without interruptions and knowing when to expect communication. They will spend less time checking email and more time finishing a project!
Impact: The impact of stress, especially prolonged stress affects each of us differently. Be mindful of the impact of this crisis on members of your team: some may be sleep deprived or social media over-dosed; others may be dealing with anxiety in silence.
Social Distancing: Depending on the personality of each of your team members, social distancing will affect each of them differently. For some, this time will be a relief from social pressures. For others, this will be a severe challenge. Acknowledge that each of us responds to social interaction differently.
Offer Support: Your staff may not be members of a high-risk group, but their family members, partners, neighbors, and friends may be. Ask your team members (privately) if they need to take FMLA, work flextime, or get counseling during the crisis.
Give Positive Feedback: Let your team members and your leadership know how your team is going above and beyond to keep things running during this very challenging time. Giving your team members kudos now will be appreciated for a long time to come.
Practice Self Care: It is always challenging to successfully manage teams, but even more so during a crisis. You need to make sure that you are taking care of yourself so that you can take better care of others. Eat, sleep, take a walk in the park, find ways to vent, watch a funny movie, and spend time with those you love.
No one strategy will magically make you the world’s most inclusive leader or make this crisis disappear, but the 10 strategies outlined above will help you to manage more inclusively and minimize the long-term impact on your team.
We hope that you stay healthy, productive and inclusive while we make it through this crisis together.
Who ‘owns’ diversity, equity, and inclusion (DEI) at your organization? Often, the responsibility for the success, or sadly, the primary accountability for the failure of an organization’s DEI initiatives belongs to the Chief Diversity Officer (CDO) or head of HR. In many organizations, these individuals do not report to the CEO or president, but to the Chief of Staff, Chief Administrative Officer, or the CFO (this last, for reasons that escape us). Successfully advancing DEI requires direct engagement from the C-suite, direct reporting to the CEO by the CDO, and holding all members of the organization accountable in tangible ways.
There is considerable evidence showing that organizations with successful DEI programs have two key components: genuine, organic, interest of at least 10% of non-managerial staff and a demonstrated commitment of executive staff, most importantly the head of the organization.
Commitment is demonstrated in multiple ways. Holding oneself and one’s team members accountable for both the success and failure of the DEI mission, vision, and goals is the most critical.
That accountability can be demonstrated by measuring not only demographics, but participation in DEI initiatives, such as DEI strategic planning, membership on a DEI council, being a mentor or protégé, participation in educational workshops and sponsorship of cultural events (internally and externally). Despite clear opportunities to demonstrate commitment and accountability, how many CEOs actually attend diversity conferences? How many CDOs report directly to the head of their organization?
If you are looking for strategies to drive accountability at your organization, you can encourage your CEO to join 900 other leaders by signing the “Pledge to Act On supporting more inclusive workplaces.” https://www.ceoaction.com/pledge/ceo-pledge/ The pledge includes several tangible commitments including a commitment to “create accountability systems within our companies”. Signatories are not just in the corporate sector. Leaders in academia and in the non-profit sector have signed the pledge as well. Individuals can also sign the “I Act On Pledge: I pledge to check my bias, speak up for others and show up for all.” https://www.ceoaction.com/pledge/i-act-on-pledge/ This can be encouraged across an organization as a part of implementing organizational DEI change.
A similar initiative was launched by the UN in 2000. The Global Compact for Gender Equity https://www.unglobalcompact.org/ has been signed by 10,409 companies in 173 nations (599 in the US) and requires a financial contribution based on an organization’s level of participation and time-based goals for creating gender equity.
These types of pledges are powerful because of the public declaration of commitment to inclusion and equity that potential clients and employees can use to help determine whether they will patronize a particular organization or seek employment there.
Whatever approach an organization takes to create and sustain accountability for their DEI success must align with and support the organizational mission and culture. One size does not fit all when it comes to DEI strategies and so an organizational assessment (including anonymous DEI surveys of board members and staff, including the C-suite), will help to determine what will work for you. Additionally, DEI strategic planning is a key component of success in this area. DEI strategic planning should be part of any organization’s overall strategic planning process and should be facilitated or guided by established DEI practitioners.
The strategies outlined above are not a burdensome drain on organizations with even limited resources. While these practical investments in an organization’s well-being are recognized as best practices, demonstrate commitment to DEI, and motivate and engage employees, they are still very rare. These practices are directly supported by categories 1 (D&I Vision, Strategy, and Business Case); Category 2 (Leadership and Accountability); and Category 3 (D&I Structure and Implementation of the Global Diversity & Inclusion Benchmarks, which provide specific guidelines and standards for these strategies. [Learn more here: http://centreforglobalinclusion.org/ ]
If your organization is not holding everyone accountable for advancing diversity, equity, and inclusion, isn’t today a great day to begin?
Wendy Amengual Wark and Paula T. Edgar, Esq.
Partners, Inclusion Strategy Solutions LLC
If I Want to be Inclusive, I Must be Willing to Change
When my partner, Paula T. Edgar and I facilitate workshops on workplace inclusion, we discuss all of the incredible benefits of having an inclusive workplace: more successful collaboration, greater efficiency and productivity, improved employee engagement, retention, and more effective communication, to name a few.
We are transparent with participants about the fact that being inclusive requires work. The hardest part of that work is being able to change how we do things. Valuing diversity is easy, by comparison. I can appreciate that someone cooks differently than I do, especially, if I enjoy their style of cooking. But even if I do not want to eat their food, we can still coexist peacefully and in an engaged and supportive way. Inclusion, however, means that I must change my style of cooking if I am going to successfully collaborate with another human being. I love to cook. I especially love to plan an entire menu so that my guests can enjoy a thematic experience. If I am to be inclusive, I must be able to open myself up to a different approach to the menu and any number of stylistic variations; from how much salt one uses, to what type of oil is best to use.
Vive la Resistance!
People really do not like change, hence the great success of chain restaurants. People get to order food that they have eaten before and apparently enjoyed, and in doing so, avoid surprises. I have heard more times than I can (or care to) recount, “But we’ve always done it this way!” There is security in knowing how things are done. This approach makes great sense when it comes to mundane tasks such as opening doors, turning on lights, or mailing a letter. But even these simple-seeming functions have evolved tremendously in the past 100 years, and continue to do so. When I began working full-time, I used an IBM Selectric typewriter with carbon paper to make an original and two copies of everything that I typed for the law firm that employed me. (I am incredibly grateful that when I mistype something these days I can just hit backspace or delete to correct the error!) So, change is a very good thing – sometimes.
It is fairly easy to get people to embrace change that makes their lives easier or simpler, but when it comes to changing the way that we think about society, and ourselves, things get a bit more complicated. The recent launch of ‘The 1619 Project’ by The New York Times is an excellent example of this. The 1619 Project is intended “to correct the record, reframing the country’s history by placing the consequences of slavery and the contributions of black Americans at the center of the national narrative.” https://www.nytimes.com/interactive/2019/08/14/magazine/1619-america-slavery.html For people who have been excluded from chronicling the history of the United States, this project provides an opportunity to write a more inclusive record. There has been a backlash by some White individuals claiming that essays in the project are either inaccurate, or that the project is not “real history”. These negative reactions (I will not reference any of them here), to this sweeping endeavor to examine the impact of slavery on our systems and institutions, employs the method of questioning the qualifications and efficacy of the messenger to disqualify the content. I can say with confidence as one who studied graduate level history at an Ivy League institution, that change was not something that was embraced in our field, be it a change of perspective or the subject itself. I was challenged when I wrote about the history of Puerto Ricans in New York City for being too close to my subject. So, another way to resist change is to establish that only a small number of people – people who claim to be objective – are truly qualified to research and write about our past. I would posit that no human being is able to be fully objective about our history and so we are all disqualified, according to these criteria.
Not All Change Is Created Equal
We hate being wrong! We especially hate being wrong about racism. As a person who is optically White, I can tell you that racism exists everywhere. For years, I called myself ‘a spy in the house of racism,’ because racists would say racist things to me or in my presence based on two false assumptions: first, they assumed that I was White; second, they assumed that I was a fellow racist. When I would correct people and say that as one of Puerto Rican descent, I am a mixed-race person, they would respond in shock; “You don’t look Puerto Rican!” “When I say Puerto Rican, I don’t mean someone like you!” Ah, you mean that you believe I am a better person because I look White – like you. People become very defensive when they are corrected or ‘called-out’ on their racism. I am not a big advocate of calling people out, but sometimes, I just get tired of this ignorance and bias. As a diversity practitioner, I educate people, with love, and help them to change and open their minds and hearts and reexamine their history books. So, if I am facilitating, I focus on feeling empathy for the person who has been mis-educated about slavery, racism, sexism, homophobia, Islamophobia, and immigrant-phobia. Through my empathy I can begin to try to educate them from a place of love. I explain that our goal to create a more inclusive world is not about making anyone feel bad about our past, but rather to help them to see a personal benefit in being able to have really wonderful relationships with people who are quite different from themselves. This means, that we need to understand the distance that the other person has traveled to get to this space that we are sharing at any specific moment in time. This means that we need to study history, anthropology, and sociology from multiple perspectives – even the parts that make us very uncomfortable. Once we receive this new information, we need to be able to have our minds changed by it. Empathy is an incredibly important and powerful experience. If I can feel empathy for another human being, especially a human being who I do not identify with or necessarily like or respect, then I can begin to bridge the chasm of being exclusive.
There are many anti-racism workshops being facilitated across the country as well as examinations on White fragility when it comes to discussions on race. We regularly facilitate these workshops, as well as sessions on how to be an effective ally. Several organizations have gotten a great deal of publicity by providing their staff with one hour of ‘diversity’ training following racist incidents between their employees and their customers. This is a complicated subject and as such, we need to stop trying to find simple, quick fixes for these problems. One hour? Most people binge-watch five hours of the latest series before coming up for air. The average movie is two hours long. The average seating for a dinner in a restaurant is 90 minutes. How can even the most qualified facilitators be expected to accomplish anything of value in one hour? We are requested to meet these unrealistic expectations on a regular basis. We are told that there is not time within the busy work schedule to pull people out for training. We are told that people will not tolerate a training session that is longer than 90 minutes. We are told that the budget ‘will not allow’ such an expenditure; we are told many things about why employees cannot spend a full day in a workshop to learn how to navigate the impact of racism on the workplace. What we need to hear is how much the time and money it costs to respond to litigation; how much time that organizations spend attempting to resolve conflict between employees; how much is invested by organizations on recruitment and hiring only to see those precious investments run screaming from the building because they have been subjected to micro-aggressions on a daily basis.
This work takes time. Time to gather information about the organization’s culture and history; time to develop workshop agendas that matter to the participants and genuinely help them to learn and grow and change; and time for organizations to shift from being reactive to proactive about being inclusive.
What’s Next?
Helping people to develop meaningful communication and relationships with one another is what this is all about. We are asked regularly to give people a list of ‘dos and don’ts’ or a checklist of things that they should read to help them to be inclusive. We resist providing such lists for multiple reasons, but if giving you a list will help to make change a reality, I will break our rule, just this once.
Studies show that people respond to lists including 5 things more than they do to lists containing any other number so, here goes!:
The 5 things that facilitate inclusion:
Curiosity
Vulnerability
Empathy
Accountability
Willingness to change
These are of course, over-simplifications, especially as we are talking about messy, complicated people trying to cope with the daily onslaught of social media messaging and negative news that seeps through the porous walls of every workplace, but this is the outline of a master course in being inclusive. Let us know if you want to join us, the learning never ends.
Onward!
Wendy Amengual Wark
New York, NY
August 26, 2019
Inclusion Strategy Solutions LLC
Helping Organizations to Intentionally Advance Diversity, Equity, and Inclusion!
As we embark upon a new year, we wish you and yours all things wonderful!
2018 was an incredible year! Most exciting was the formation of Inclusion Strategy Solutions LLC – our partnership! (Learn more about Paula and Wendy) We recognize that our skills and competencies are enhanced through our collaboration. Merging our organizations has provided our clients with a greater depth and range of services. Most importantly, our personal missions and visions align and result in greater innovation and impact on diversity, equity, and inclusion in our world!
We are happy to share with you, some highlights of our 2018 accomplishments:
During 2018, we trained over 3,000 individuals in subjects including: Sexual Harassment Prevention (as New York State and other jurisdictions enacted stricter training requirements for employers), Inclusive Workplace and Leadership (Unconscious Bias), and Anti-Racism. The content for these sessions was developed in collaboration with our clients to meet the specific needs and challenges of their organizations. We also developed content to satisfy New York State Bar diversity, inclusion, and the elimination of bias CLE requirements.
We supported our clients with developing diversity, equity, and inclusion initiatives, and strategies and supporting their EEO and HR needs by conducting investigations, facilitating counsel and advise sessions, and advising leadership on best practices.
In our work as diversity, equity, and inclusion consultants, we had the opportunity to travel to Athens, Greece as well as more than 10 US States to facilitate workshops and consult on various subjects. The myriad perspectives across global and regional environments create exciting opportunities for exploring the complexities and nuances of this work.
We’re excited to continue to enhance our opportunities to learn while engaging with a diverse array of people during this new year.
We look forward to the opportunity to support your organization and collaborate with you on your inclusion strategies!
Please visit our new website: Inclusion Strategy.com and let us know what you think. We would love to hear from you.
It was another 7 years before I began working in the EEO (Equal Employment Opportunity) Office at the NYC Department of Transportation. In 1987 I became the Deputy Women’s Advisor for the agency (on top of my day job as Deputy Director of Administrative Services). I had been active in fighting for equity and justice in many different forms throughout my life and the Women’s Advisors’ Program was established to assure that women who worked for the City of New York were not discriminated against or harassed. As part of my Women’s Advisor’s role, I became a member of the NYC Commission on the Status of Women’s (CSW) Sexual Harassment Task Force which was led by Bella Abzug, the CSW’s Chairperson at that time. We read many reports, interviewed hundreds of victims and developed a comprehensive report on the subject. As a result of this, I was invited to join DOT’s EEO Office 1988. I should note that it took a few years of experience investigating claims of sexual harassment and discrimination along with extensive training before I was able to do this work without overly identifying with complainants or mentally condemning every respondent (alleged harasser) prior to completing an investigation. In 1991, shortly after Anita Hill testified in the Clarence Thomas Supreme Court confirmation hearing, I was promoted to Director of the EEO Office. Sexual harassment against women was headline news for a few weeks at that time and employers began implemented mandatory training on sexual harassment and discrimination. The training that was being developed was not, in my humble opinion, effective, so I dedicated myself to preventing harassment in the first place.
In May of 1994, after 7 years at DOT managing EEO investigations, reports, and training, I became the Program Director the CSW. The CSW focused on issues relevant to women and girls in the workplace and beyond. One of my first responsibilities was to support the CSW’s domestic violence task force. In June of 1994, OJ Simpson made the headlines when he was arrested for murdering his wife and her friend. Domestic violence against women once again became headline news for a few weeks. Funds were allocated to protect women and girls from violence and educate professionals on how to effectively deal with and prevent domestic violence. The parallel between domestic violence abusers and sexual harassers is precise and cringe-worthy: control, intimidate, and discredit your victims.
In the 30 years that I have been doing this work, I have seen little improvement in the areas of preventing and responding to sexual harassment. Most employers do not have effective policies or protocols. Those that do have policies and protocols in place rarely implement or enforce them.
Most employers do not properly train their employees to prevent harassment. In my observation, webinars and training segments as short as 90 minute focused on reviewing the laws and definitions relating to sexual harassment do not create self-awareness or modify behavior. Despite this, most employers pay thousands of dollars every year to repeat this mandatory, ineffective exercise. I often refer to this process as ‘death by power point’: the facilitator reads slide after slide after slide and then expects participants to actually retain some of the information.
Most employers do not respond to complaints appropriately and use training as punishment or a form of insurance against litigation. First (and I am not giving anyone legal advice here), training employees does not insure that employers will not be held liable for failing to protect their employees from sexual harassment or discriminatory conduct. Second, having someone who has already had sexual harassment prevention training retake that training in response to their violating your policies or the law by harassing an employee illustrates insanity to me. It is, however, the most common method for responding to sexual harassment by employers. Training (and I prefer using the word educating when referencing educating people on their rights and responsibilities, and most importantly, on self-awareness and behavior) should never be used as punishment. I have facilitated hundreds of sexual harassment prevention sessions where employees drag themselves into the training room like someone being forced to eat their peas knowing that they still won’t get dessert. That is a direct result of organizations inadvertently giving training a bad reputation. It is all too common for employees to expect these sessions to be boring, irrelevant, and insulting. Sending a respondent (a person accused of sexual harassment), whose misconduct has been corroborated, to be retrained is an even greater of a waste of resources.
Most employers do not hold harassers responsible for their actions and will often allow perpetrators of harassment and discrimination to victimize multiple employees before taking any action whatsoever. When it is confirmed that an employee has violated the law by sexually harassing another employee, an organization’s response sends a clear, loud message to all of the other employees. Usually that message is, “We won’t take any strong action, because we don’t want to be sued by the respondent for wrongful termination.” So, some employees learn that they can harass with impunity, especially if they are high up on the organization chart. Most employers do not hold leaders responsible for their own conduct or for managing the conduct of those who report to them. Accountability by leadership is critical to sending a message that harassment and discrimination will not be tolerated in an organization.
Most employers do not support victims who come forward to complain about being harassed. This goes back to protocols and policies. People who are not trained to investigate allegations of harassment and discrimination should never be involved in an investigation. Even worse, complaints are often mishandled from the start because employees are told to go to their supervisors with their allegations. If I work in IT, my supervisor is trained to code computers, not handle difficult and complex sexual harassment complaints. Organizations often do not realize that they put supervisors at risk when they ask them to become involved in allegations of discrimination.
Sexual harassment and assault are in the headlines again: Hollywood, Wall Street, Silicon Valley, and other places occupied by humans are being exposed as unsafe places, especially for women. The claims of the hundreds of women who have come forward in recent months range from having been recipients of inappropriate comments to having been victims of sexual assault. Headline news grabs our attention, upsets us, results in many articles and conversations about how pervasive and insidious sexual harassment is, and devastates the organizations that they expose. But, headline news has not resulted in effective prevention of or response to sexual harassment in the workplace. Not before 1991 and not since. Isn’t today a great time to change that?
I will address the solutions to the problems outlined above in #METOO and What I Do About it: Part 3 – Solutions which will be posted later this week.
Please share your stories and any other feedback that you have so that together we can create lasting solutions to this ancient problem.
We work in places that can be marked on a map with an ‘X’. Those places are occupied by people who come from many other places, with multiple perceptions, and experiences. The walls of our workplaces look and feel solid, but they are porous. Personal experiences and responses to all that occurs in our respective worlds seep into the workplace and impact the relationships that used to be separated (or so we thought) by political, religious and class differences. Regardless of where we are on the political or religious spectrum, regardless of our race, gender, or national origin, we all have thoughts and feelings about what is happening in our world and the impact of those events on our lives.
The workplace is not a microcosm of our world, nor is it a metaphor of our world, it is our world. Just as our home, our community, our city or town, our state, our nation, is our world. So, when we are thinking about what we just read on Twitter or saw on the evening news, those thoughts come with us into the workplace and impact our relationships in that part of our world.
As one of our first steps to aligning communication, let’s make sure that we are using the same vocabulary.
Relationships: the way in which people, groups, countries, etc., talk to, behave toward, and deal with each other.
Social Justice: a fair and just relationship between an individual and society.
The Work
Creating inclusion out of our diversity, helping people to relate more indivisibly, teaching leaders to lead more effectively and communicators to communicate more successfully, is a type of activism. We work to raise people’s awareness that their relationships matter, that empathy matters, that inclusion matters. Our work is a form of social justice as we strive to help people treat each other fairly and justly.
Social Justice is exhausting. It’s big. It’s important. We may think it’s a mandate, and it is for some, but not for all. (ironic?) We may think it’s a right— and it is until it isn’t—or it was until it wasn’t. We may hear it’s a privilege- and it isn’t. It’s evidence that we have come a long way and that we have many more miles to go.
On the good days, there’s the organizing, meeting, defending, advocating, listening, collaborating, reading, scanning, posting, talking, campaigning, calling, aligning with others, learning and a sense of making progress.
On the not-so-good days, there’s the organizing, meeting, defending, advocating, listening, collaborating, reading, scanning, posting, talking, campaigning, calling, aligning with others, learning and a sense of defeat.
And as long as we maintain that Social Justice is big and conceptual, we lose. Sometime, somewhere, each of us has likely said or thought “how can my thoughts/actions possibly make a difference with ‘X’?” And then one day, we maintain that Social Justice is not big and conceptual. It is personal. Our thoughts and actions are engaged and activated. We are touched personally and emotionally. Sometime, somewhere, each of us has likely said or thought: ‘The status quo of ‘X’ is unacceptable. This is my fight and my right. I can help make a difference with ‘X’.” We engage and connect, and we fight for justice— a place where winning means our actions may have impacted others; a place where the hearts and minds of others have shifted to see, accept, adapt, embrace, perceive and live differently.
A Call to Action
In the workplace, the focus of diversity and inclusion, as well as leadership development, is frequently on sharing the ‘big ideas’ and explaining the ‘right thing’ (as mandated or spelled out in the law.) We comply with the bare minimum by signing up for classes in person or on-line. We complete the seat-time and check the box. The minimum standard is met. We have participated in the big and the conceptual.
And then one day at work we have an experience that triggers something personal. Whether it happens directly or indirectly, we feel the need to speak up, take action, and hold someone accountable for better behavior in “X”. We are on the path for taking action for the social justice in our immediate community— at work, at home, in our teams, or when we look in the mirror.
Just as an “X” marks the spot on a treasure map, so does it mark a spot for discovering the issues or insights that incite you to action; and if you are incited to action, you are likely to be intrinsically motivated to do the ‘exhausting’ work and be energized by it.
The first step in doing the real work of diversity and inclusion, as well as leadership development is to articulate your “X”. Next, the work becomes designing the journey to get there in the most meaningful way possible— “X”-ercising your right to make a positive difference— for yourself and others.
The Big Picture
When we work with clients to facilitate a more inclusive socially just workplace, we are the guides: a person’s path to empathy or an organization’s inclusiveness can only be accomplished and maintained by its citizens – those in relationship with others – for whom there is a great deal at stake. We do our best to never mistake the map for the territory.
In the next installments of ‘X’ Marks the Spot, we will share some of our most successful strategies and techniques. We will discuss how, for us, this work is personal and local and global and matters.
Over the past twenty-five years, Judy has worked in multiple industries in both private and public sectors with internal and external clients eager to align organizational structure to emerging business needs, improve global implementations, define improved strategies for effective transitions, and fine tune organizational integration processes.
Judy holds a Doctorate in Educational Leadership and Masters in Education from Northeastern University and a BS in English Education from Boston University. Her professional certifications include International Coaching Federation Professional Coaching Certification, Myer-Briggs Type Inventory, Facet5, Trust Works, Emotional Competency Inventories, Authentic Leadership, and various 360 assessments.
Wendy Amengual Wark, the Founder of Inclusion Strategy Solutions LLC has worked in the field of diversity and inclusion since 1988. Wendy helps employers to develop and implement practical and sustainable inclusion processes such as cultural assessments, strategic diversity planning, inclusive communications, customized training, mentoring programs, and employee resource groups. Wendy is in demand as a speaker and presenter at conferences and writes a blog on all things inclusion. She is writing the upcoming book, Let’s Not Be Polite: Overcoming Barriers to Inclusion.
Wendy has studied at Columbia University, Graduate School of Arts and Sciences; the City College of New York, City University of New York; and the University of Cambridge, Cambridge, England and achieved several high academic honors, including Phi Beta Kappa and a Ford Foundation Fellowship.
The first time that I saw a billboard with the message, “Diversity = White Genocide” I was honestly a bit confused. After all, what most people call diversity (the inclusion of diverse people), is the opposite of genocide. Groups subjected to genocide historically include: Armenians, Jews, Cambodians, Rwandans, and Bosnians. Yesterday was Holocaust Remembrance Day. This matters because once we forget what happens when we exclude any group of people, we are destined to repeat the horrors of the holocaust and other shameful episodes of human history. “Genocide” is a combination of the Greek word génos (“race, people”) and the Latin suffix -cide (“act of killing”). The United Nations Genocide Convention defines genocide as “acts committed with intent to destroy, in whole or in part, a national, ethnic, racial or religious group”. Genocide conjures up the most horrific images and acts that humans perpetrate against ‘others,’ members of groups other than their own idea of their specific sub-set, whether race, religion, or tribe.
I have since learned that there is an entire movement, a growing movement, of people who claim that Anti-Racists are ‘Anti-White’. Yes, that is an oxymoronic concept. In my blog post “What’s in a Word,” (December, 2013), https://www.inclusionstrategy.com/blog/?p=11 I wrote about the importance of vocabulary, the power of words to harm and to exclude. I will continue to posit that words and how they are used is a critical element of advancing equity and social justice. I must continue to use words to try to persuade those who are threatened by diversity and inclusion that we are really not so bad, those of us who work to bring humanity together, to find our common ‘touch points’ and share some love. Words are actions and our words can be loud and clear and true.
Truth
I must also continue to use words to state the truth. Racism, anti-Semitism, sexism, and Islamophobia all rely on distortions of the truth. Racists have embraced the false premise that they, based on a concept of what race is, are superior to others, hence the term ‘White-Supremacists’. Obviously, there is no single group or sub-set of human beings that is superior to any other sub-set, yet all we need to do is look at a chronological list of genocidal epochs to know that the lie of superiority over, or the fear of, others has resulted in the murder, rape, mutilation, imprisonment, and ‘bans on’ or exclusion of people for millennia. How do you ban an entire group of people? This is not only a violation of the Civil Rights Act of 1964 and the Charter of the United Nations, it violates several U.S. treaties, most notably the Treaty of Tripoli ratified unanimously in 1797 by the US Senate:
“As the Government of the United States of America is not, in any sense, founded on the Christian religion; as it has in itself no character of enmity against the laws, religion, or tranquility, of Mussulmen (Muslims); and as the said States never entered into any war or act of hostility against any Mahometan (Mohammedan) nation, it is declared by the parties that no pretext arising from religious opinions shall ever produce an interruption of the harmony existing between the two countries.” (Art. 11.)
The truth can be distorted, ignored, and hidden. If it is raining, my saying that it is not raining is meaningless, as the apparent and obvious evidence of the falling rain dismisses my statement. So, if someone or some group states that ‘diversity equals white genocide’, the absurdity of that statement is blatantly obvious. However, the groups promoting this concept are growing and the current President of the United States has re-tweeted messages by these groups. A search on the Southern Poverty Law Center’s (SPLC) website for ‘white genocide’ brought up 179 results. There have been many billboards since the first one appeared in Harrison, Arkansas in 2014. These signs are not limited to the American south, but have also been put up in numerous locations from Washington State to Great Britain. People have come to Black Lives Matter rallies with ‘white genocide’ banners and they continue to appear at various events across the country.
Hate
The Hate Index created by City University of New York Graduate School of Journalism‘s NYCity News Service has documented 318 hate crimes in the United States since January 10, 2017. https://hateindex.com/ January 10 was only 18 days ago! In other words, we are averaging 17.6 hate crimes per day in the United States. That number includes only crimes that can be confirmed as hate crimes, not those where hatred based on the victims’ protected class status (race, religion, sexual orientation, gender, or national origin, etc.), is the suspected motive for the act. The SPLC identifies 892 hate groups on its Hate Map: https://www.splcenter.org/hate-map. These numbers are staggering in comparison to 10 years ago.
The Uniform Crime Reporting program (1930), the Hate Crimes Statistics Act (1990), and the Hate Crimes Prevention Act, 2009 require data be collected on all crimes motivated by hate based on race, age, religion, gender, sexual orientation, ethnicity, and physical and mental disabilities. The total crimes classified as Hate Crimes in 2009 was 688.3 (including murder, rape, aggravated assault, robbery, and vehicle theft) or 1.88 crimes per day.
Words are actions and words that are hateful incite actions that are dangerous and deadly. Words matter. It is also vitally important to remember that not only are those who are from certain countries, or members of certain religions being targeted by those who hate, those who appear to be foreign or gay or Muslim or Jewish or different are also being targeted.
Call to Action
So, why am I sharing this negative information? My intention is not to add to the already overwhelmingly negative news updates that seem to come at an amazingly rapid rate. Nor is it my intention to provide a political commentary. My arena is inclusion, the inclusion of diverse people in organizations, such as our entire civilization, the quintessential organization of people. When the daily news updates increasingly include decisions, actions, words, and thoughts that exclude, divide, defame, or discriminate against human beings, it is my business. Literally.
Many people have reached out to me in recent weeks and asked what I plan to do to help people and organizations to cope with so much divisiveness. Yesterday, someone reminded me that I need to be blogging every week and sharing a call to action. So, I will continue to do what it is that I do: to facilitate conversations intended to bring people together across their differences of opinion, to remind people that we all have a responsibility to advance inclusion, that we all have a great deal to lose if we isolate from others, that we all have SO much to gain when we are part of a diverse group of people – people from all parts of the globe, of all faiths, of all races, of all tribes. Diversity does not result in any type of –cide! Inclusive diversity results in creativity, intellectual growth, innovation, and better health. Lewis Mumford referred to cities as utopias because of their diversity which encourages curiosity! “Urban life in Greece began as an animated conversation and degenerated into a crude agon or physical struggle.” (1961)
So, let’s talk. Let’s talk about fears of the other. Let’s talk about anger resulting from conflicting views and opinions. Let’s talk about fear of change. Let’s have an animated conversation about our diversity. When we stop talking we resort to our primal or lizard-brained selves. When we stop talking, we lose our sense of connection and belonging to a tribe. We all belong to one tribe – the human tribe. There are hundreds of sub-sets; how can we decide which is better or worse? All that we can hope to do is learn and grow as a result of our connections. The concept of divide and rule (or conquer) goes back to the Roman invasion of Macedonia. We are not the masters of ourselves if we give in to hate. Hate does not participate or converse or receive or learn – hate blocks information about ‘the other’. Enemies are regularly de-humanized to enable their haters to kill, maim and attack them. Hatred cannot coexist with appreciation of another person’s beauty, brilliance, talent, or generosity. Hatred can only scream “NO”!
To me, you – my fellow human beings – are beautiful and complicated and brilliant and diverse, and that makes life, not death, possible and wonderful.
Onward!
~ Wendy
P.S. If you are in the greater NYC area, let’s meet for a conversation. If not, let’s Skype or talk on the telephone, or at least email.
P.P.S. Next week I will share some other positive steps that we can take to protect human rights and each other from hate.
My husband Chris and I have an annual tradition. On New Year’s Day, if we are able, we head to the ocean, regardless of which coast we are on, to welcome the new year. The rhythmic cycle of the waves; the energy and beauty of the elements: air, water, earth, and fire of the sun collaborate to create the possibility of renewal. This year began on the beach at the Shinnecock Inlet which separates Hampton Bays from Southampton, NY. It is a place of incredible energy formed by the great hurricane of 1938, where the ocean crashes against the jetty as it squeezes through the inlet creating truly dramatic waves.
Hampton Bays, NY W. Amengual Wark 2017
Proper renewal begins with reflection. 2016 was like all of the years that came before: with losses and gains, successes and failures, challenges and achievements. We grieved, celebrated, worked (a bit too much), and played (a bit too little). We wish we had seen more of you and that time did not speed by as it does!
We are optimistic about the coming year, despite the many serious challenges to inclusion, globally and locally. The song, “Get Together” by the Youngbloods, is as relevant today as when Chet Powers wrote it in 1963. We are reminded of how powerful we each are: “You hold the key to love and hate all in your trembling hand.” The song ends with urgency: “Right now, right now.”
So, resolutions aside, what do you want to create in 2017? My hope for 2016 is to be the best Wendy that I can be, to pay attention and live with intention. I hope that you will join me as I strive to test Henry David Thoreau’s observation that: “…if one advances confidently in the direction of his dreams, and endeavours to live the life which he has imagined, he will meet with a success unexpected in common hours.”
Wishing you all things wonderful in 2017, and beyond!
In light of recent events, employers are asking if they should be discussing race and violence in the workplace. Discussions of this nature have been avoided historically as they can become emotionally charged and may result in more division than inclusion. Diversity ‘subject matter experts’, such as myself are often in the awkward position of being the first to observe and address what difference difference makes. What are we to advise employers to do? Does it sound like a sales-pitch if we recommend that we should be facilitating town hall conversations in the workplace about the state of racial and ethnic tensions in our nation?
What Are They Talking About?
Everyone is talking about the recent shootings of and by police officers in the United States – everyone. So, whether you employ people who design widgets, make widgets, sell widgets, count widgets, or monitor the impact of widgets, your organization is affected by these events. People are talking about this violence around the new water cooler which is accessible 24 hours a day, 7 days a week. This new water cooler offers the cover of anonymity that eliminates the need for people to be ‘politically correct’ or even civil. The water cooler of choice might be Twitter or Facebook or some other internet vehicle. Then, employees will discuss what they just read on the internet in person – at the actual water cooler in the workplace. Of deeper concern, is what is not discussed – what is simmering just below the surface of polite workplace discourse that can erupt at any time in response to the latest headline.
Conflict Resolution
Every controversial issue has sides or camps such as, “Blue Lives Matter” versus “Black Lives Matter”. Members of various segments of society have strong feelings and opinions on these subjects. Helping people with entrenched philosophical differences to find common ground or to resolve their conflict often requires a facilitator or mediator. In the world of EEO (Equal Opportunity Employment), this is a regular part of resolving complaints of discrimination or harassment. Holding people accountable for their actions, having them take responsibility for those actions, and requiring them to treat each other with respect, is a critical element of conflict resolution. Getting people to move from anger and enmity to a place of empathy is the ultimate goal of the interaction.
Experience Matters
Pop-up stores have been a trend for the past few years. They might sell seasonal items, such as beach chairs in the summer, or the latest fashion craze, such as stuffed animal purses, but they are meant to be temporary and to fill empty real estate between ‘real’ stores. Pop-up experts, on the other hand, especially in areas fraught with complexity and nuance such as race relations in the United States, can cause a great deal of damage. (I have discussed this in earlier blogs when examining the history of and strategies for the work of diversity and inclusion. Link) There is a great deal at stake when we ask people to trust each other enough to discuss subjects that are painful, and as we see every day in the news, possibly dangerous.
In working to resolve conflict between employees I have been screamed at, threatened, spit at, and assaulted. This work is not for the faint of heart. It takes many years and much training to learn appropriate techniques for diffusing conflict. People, unlike widgets, are unpredictable, messy and well, human. So, in considering strategies for dealing with employees’ emotional responses to traumatic events be sure that the facilitator has experience in conflict resolution.
Opportunity
Employers have an opportunity to address the state of diversity-based conflict that is affecting everyone, hence every organization. The high level of frustration resulting from too much talk and too little action provides an impetus for implementing strategies that can support employees suffering from an over-load of traumatic events in the news. The City of New York, for example is providing information and support for those overwhelmed by the frequency of violence in the news: LINK
In addition to emotional and psychological support, there is an opportunity to provide structured dialogues across cultural differences to create empathy, find community, and develop respect. This goes beyond examinations of unconscious bias, white privilege, and political correctness. This is about creating an organizational culture that is actively, intentionally inclusive. That means that when the Twitter-sphere lights up with chatter about disparate treatment of people of color, your organization is prepared to respond in a thoughtful way, ensuring that all voices are heard and that employees have an opportunity to discuss the issue among their peers.
Organizations, regardless of geographic location, sector or industry, have an opportunity to resolve conflict resulting from diversity. If you employ people and you are not creating a space where they feel safe, supported and respected, isn’t this a great time to begin?
