Tag Archives: sexual harassment

What Difference Does Difference Make? Is the Candidate Qualified?

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What Difference Does Difference Make?

I have been asking this question for decades: What difference does difference make? It came to me when I was confronted by very privileged individuals who could not even imagine what life would be like for those who are not white, Christian, educated, socioeconomically secure, heterosexual, without a major disability, born in the USA, and for the most part, male. I needed to find ways to get through the resistance to inclusion, to create a bridge that would help those who were taught that difference is bad to cross the chasm from ignorance to inclusion. I needed to develop a methodology to help these people to unlearn the lies that they had been taught all of their lives: that they were not part of the problem of racism nor the cure; that all people who worked hard, followed the golden rule, and kept out of trouble would be able to be successful in American society; that affirmative action was unfair and helped those who were less capable, lazy, and did not deserve the jobs that they got; that the majority of Americans have not been victims of racism, sexism, antisemitism, homophobia, ableism, and other forms of hate; and that discrimination is not a cornerstone of privilege. I have been told hundreds of times by individuals who actively reinforced institutional racism and sexism that they were neither sexist nor racist. Usually, I was told this vehemently.

Intersectionality

With the announcement that Democratic Presidential candidate, Joe Biden selected Kamala Harris as his Vice-Presidential running mate, the internet and media worlds lit up with an incredible range of responses. Most of the statements, however, have not focused on Ms. Harris’ political position on various matters. Most of the statements have focused on her gender, race, or ethnicity, in other words, her intersectionality. As the first woman of Indian and Jamaican descent to be nominated (presumed at the time of this writing) Vice Presidential candidate by one of the two major political parties in the United States, comments regarding Ms. Harris’ intersectionality have abounded. Kamala Harris identifies as a Black woman. She is representative of millions of Americans of mixed ‘race’ and ethnicity. Many of us were deeply, positively impacted by having a President who was of mixed race when we elected President Barack Obama. Now, we have that opportunity again. The opportunity is to normalize and embrace our intersectionality rather than engage in debates over how Black or how Indian Ms. Harris is. At Inclusion Strategy Solutions LLC, we discuss intersectionality in many of our workshops. I, for example, cannot dissect my intersectionality. I cannot only be a woman today, without being a person who is in her 60s, or someone who is half Puerto Rican and half Irish descent. All of my distinct demographic identities combine to make me who I am. They have always shaped and impacted how others see me, respond to me, and treat me. I am the sum of my parts. I am the sum of my experiences and perceptions. I do not need to be aware of the cause and effect of those perceptions for them to exist. I, like Kamala Harris, am among the ‘offspring of the colonial embrace’ – a phrase first coined by Paul Scott, author of The Jewel in the Crown. We have European, African, Asian, and Native American DNA to varying degrees. Kamala Harris is not Indian or Jamaican or African or European, she is American, very American. I love Aurora Levins Morales’ poem, “Child of the Americas” for this specific reason: we are new and cannot go back to those elements of which we are comprised.

Is the Candidate Qualified?

We have an opportunity to pay attention to how we describe and define each other. Kamala Harris is many things as a human being. The most important things that we need to focus on in determining if she should be the next Vice President of the United States, is her qualifications for the position. As a Senator, a former State Attorney General, and a former District Attorney, Ms. Harris clearly meets the qualifications of a dedicated public servant who knows the law and has navigated the pressures incorporated in the positions that she has held.

This is not a political endorsement, but rather an illustration of the recommendations that we make to our clients on a regular basis. When asked for assistance with increasing diversity in organizations, especially at the leadership level, we are often given the proviso that the candidates need to be qualified. My consistent response is that you should never even interview a candidate who does not meet or exceed the qualifications for the position, even if the candidate is a white male. I will further argue that, based on the adversity that Ms. Harris has had to contend with as the child of a Black man and a brown woman, both immigrants, she is more qualified than one who has had a life of privilege. Privilege, for anyone who bristled when reading the previous sentence, does not mean that your life is free of grief or adversity, but that people of color, especially women of color have to deal with all of those things on top of the double edged sword of living in a world rife with racism and sexism.

Representation

When I think about the question: What difference does difference make? The answer to me is obvious: Difference makes a tremendous difference! I did not have a single Puerto Rican teacher until I was in college and did not have any Puerto Rican professors in graduate school. This is astonishing to me still as one who was born and raised in New York City. I had a Puerto Rican baseball coach as an adolescent and he provided me with an incredibly positive role model as a man of color who, despite tremendous odds, achieved his master’s degree. Kamala Harris represents so many people who are not accustomed to seeing people like themselves in positions of power. She represents so many people whose parents came to the United States because of its reputation as a democracy where anyone, everyone has an opportunity to succeed. That representation also means that issues of importance to women, Black people, children of immigrants, people of mixed race and heritage, have a greater likelihood of their concerns and issues being addressed.

To those who are threatened by difference, I want you to think about your role models, mentors, teachers, influencers. Who in your world has held a mirror up to you so that you can see your future self? Who has created a bridge for you to cross from poverty to economic stability? Who shared stories of overcoming obstacles so that you could have hope of a better, brighter future? Those of us who are the majority of the human beings on this planet have had too few of those representatives. Kamala Harris has not been successful because she is a woman of color, but despite being a woman of color who had to and continues to overcome barriers that most white people cannot even begin to imagine. Representation matters. History matters. If we are to create a future based on equity and inclusion, difference matters.

Onward!

Wendy Amengual Wark
Partner
Inclusion Strategy Solutions LLC

New York City
August 16, 2020

Wendy@InclusionStrategy.com
www.InclusionStrategy.com

 

Genuine Change Requires Genuine Self-Examination, Strategies, and Transparency

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Genuine Change Requires Genuine Self-Examination, Strategies, and Transparency

Help!

During the past week my partner, Paula T. Edgar and I have received at least two dozen requests for help from potential clients. These requests have varied in terms of the specific type of help that they were seeking, but mostly people wanted help drafting their “Black Lives Matter” statements. Several people reached out asking if they could “pick our brains” (aka get free consulting), but that is the subject of another blog post. We have provided several of our clients with feedback on their statements, which is totally appropriate as Diversity, Equity, and Inclusion (DEI) consultants. These statements should be personal and reflect an organization’s culture and history. (Please see Paula’s blog post “Say Something. Organizations Cannot Be Silent About Black Lives.” ) In other words, if you want to make a statement about an emotionally and politically charged issue, it really needs to be genuine. Here, as an example, is the statement that Paula and I released on “Black Lives Matter” last week.

We get frequent requests from potential clients interested in diversity, equity, and inclusion work that fall in the ‘window dressing’ (not really genuine) category. Some examples:

“We don’t have the resources to do a whole DEI assessment or strategic plan. Can you just give us a checklist of dos and don’ts?”

“We have had several ‘issues’ lately. Can you do a 45-minute webinar on unconscious bias?”

There are many more examples that I could share, but you get the idea. Racism, bias, inequity, and exclusion have dominated human interaction for millennia and yet people expect this to be effectively addressed by a single 45-minute ‘diversity workshop’ or an email from the CEO expressing their commitment to being inclusive. These ‘strategies’ give meaningful diversity and inclusion efforts a bad name.

The Walls Are Porous

The walls are porous. I have been saying this for a very long time. What I mean is that what happens out in the world impacts people inside of the walls of the office or hospital or restaurant where they work. Whether employees are comfortable discussing the Black Lives Matter protests or not, does not mean that they have not been impacted by racism and violence against Black people. The devastation resulting from the Coronavirus on a global scale has made this point painfully clear as many people are doing their jobs while being out in the world. The new workplace walls might be one’s bedroom or closet or kitchen walls. WFH (working from home) is what many ‘non-essential’ employees have been doing for the past few months. It is impossible for any organization regardless of function or size, to avoid being impacted by this pandemic. There have been hundreds of articles providing advice on working and managing from home. (I wrote a blog and presented a webinar on this in March: “10 Inclusive Management Best Practices for Remote Teams” ) The challenge of navigating the Coronavirus and its impact on the workplace was greatly compounded on May 25th.

On May 25th, the video of George Floyd being murdered by Police Officer Derek Chauvin ‘went viral’ and the traumatic impact was immediate. I have conducted thousands of investigations of allegations of discrimination in my career. It is exceedingly rare that ‘smoking gun’ evidence exists. The almost 9-minute video (which is extremely difficult to watch) is more than a smoking gun. In response, protests calling for justice and asserting that Black Lives Matter have been happening in cities and small towns from the United States to New Zealand and include people of all races, ages, genders, and religions. The protests have been inclusive and effective. Elected and appointed officials across the country are scrambling to write and pass legislation that creates accountability and transparency for law enforcement agencies and protects people from hate crimes. As with the Black Lives Matter’s protests in 2014 and 2016 White people have marched alongside Black people to call for justice. Unlike in 2014 and 2016, however organizations have had to acknowledge the impact of these events on their employees and customers and figure out if, and how to address and share their position on Black Lives Matter.

In the midst of the complicated process of trying to bring staff back to work safely (as more and more states ‘open up’ during the current recession of Coronavirus cases), leaders also have to assess the impact of institutional and systemic racism on their organizations.

The walls between the members of your organization and recent events have virtually disappeared. People are streaming life; and personal-life and work-life are now blended. So, the porosity of walls – when external issues seep into and impact an enclosed space (office) – has become more complicated for organizations to manage.

In every organization, employees have been disparately impacted by the Coronavirus. Black and Brown people have been disproportionately impacted by the Coronavirus in terms of infections and deaths. Some employees have had family members die because of the virus, some employees have had the virus and are struggling to fully recover and deal with its long-term impact on their lives. Others are primary care givers of a family member with the virus or must cope with their kids not going to school or summer camp. People are being bombarded by a tremendous amount of negative news and images. All the above is impacting our ability to sleep, eat properly, relax, renew, and refuel. We are asked: “How can you expect organizations to manage DEI during all of this?” My response: how can you not? DEI impacts everything that is happening now. So, now is the time to mindfully address your organization’s DEI issues. 

Do The Work

Inclusion takes work. Equity requires an investment of time, money, and other resources. Inclusion doesn’t happen organically. No one wants to hear that. Potential clients sometimes think that when we recommend a thorough, multi-leveled and strategic approach to DEI that we are simply trying to sell them more services. We are not. We are being genuine with you and we know what works

Paula and I try to explain that a coordinated and sustained effort is required to achieve healthy organizational change, especially if the organization has a demonstrated history of racism or other forms of discrimination. Employees need tangible evidence that leadership is serious in words and deeds about creating inclusion.

If your organization has not done anything in the DEI sphere, say so, along with sharing your commitment to change. If your organization has had false starts in terms of your DEI efforts, say so, while sharing how you have learned from those failed efforts. If your organization has done some genuine DEI work and realizes that the elusive goal of being an inclusive organization requires ongoing work, say so, while mapping out how you intend to continue doing this vital work! Expect that those who are reading your “Black Lives Matter” statement can read between the lines and determine how genuine you are based on what you do and do not say. Members of your organization know what you have and haven’t done in the past and so, if you distort that history, they will know that you are not being genuine or transparent.

Be Strategic

I have been writing and talking about the importance of (DEI) being part of an organization’s strategic planning process for years. We do not recommend that you invest in a strategic planning process and then, three months later stitch on a DEI patch. That “patch” will inevitably fall off after minimal wear. DEI needs to be woven into your strategic planning process – from the beginning. All stakeholders need to be part of the process – from the beginning. Organizations need to be prepared to implement the strategies that they commit to and establish a budget and other resources for that purpose. The plan needs to be communicated to all staff and key stakeholders along with an invitation for their participation and feedback. Too often, executive teams craft DEI statements and plans in a vacuum without inviting the input of those most deeply impacted by the outcomes of those plans. The fear of hearing the truth does not make the truth disappear. Many organizations reach out to us for help in cleaning up the messes that result from not being genuine in the first place.

Be Transparent

Once you have crafted a collaborative, time bound DEI strategy, complete with accountabilities and dedicated resources, you need to communicate that plan to those impacted by it. Then, you must actually carry out the plan, to the best of your ability, including modifications as needed for unexpected situations such as, the Coronavirus. Communicating a plan without carrying it out will make it difficult for employees to trust that your commitment is sincere, especially if there have been DEI challenges in the past.

Self-Examine

Organizations need to conduct a DEI assessment so that they can incorporate the findings into their DEI strategic planning process. A rigorous assessment will employ methods that make it safe for all employees to share their perspectives and challenges including: an anonymous DEI survey, confidential interviews, and focus groups. A review of an organizations’ DEI histories, documents, prior DEI training efforts, and public image, including social media should also be conducted. (It is amazing that in 2020 many organizations have websites that require multiple clicks before there is any hint of where they stand on diversity, equity, and inclusion. That is too many clicks for most people to bother with.)  

These best practices are developed to support an organization’s unique culture and sub-cultures. Asking us to come in and facilitate a workshop without having a clue as to what DEI issues the members of your organization are struggling with is like asking a doctor to prescribe medication without conducting an examination. The results can be unhealthy and require more serious treatments. Many organizations waste an incredible amount of resources by not making an appropriate investment in the first place. DEI workshops should be customized (by experienced, qualified professionals) to meet the specific needs of your organization. This can only be established through an unbiased (externally conducted) DEI assessment and collaborative DEI strategic planning process.

We really want to help you and I am being genuine when I tell you that with very rare exceptions, we can. The question that you have to ask yourself is: “How much do I want to change?” (That is an intentional double entendre.) If you want genuine change within your organization, then you need genuine self-examination, strategies that have been developed mindfully, and transparency about your history, intentions, and commitment.

If you want genuine change, isn’t today the right day to begin?

Onward!

Wendy Amengual Wark

June 10, 2020

Postscript:

I have written blog posts in the past about the tragedy of racism and specifically, about Black people who have been murdered by police officers. It is chilling to re-read these posts that are four and six years old. Today, we are experiencing continued violence against Black people and in response hundreds of thousands of people have taken to the streets despite the risk of contracting the Coronavirus. Legislation is being submitted at the Federal, state, and local levels to create accountability and transparency of law enforcement agencies. The good news is that many, many organizations realize that they cannot stay silent regarding their position on “Black Lives Matter.” This makes me optimistic. They are embracing the need for genuine change. We can do this. It will not be easy, but we if we are willing to do the work, can do this – together.

My July, 2016 blog post, “In Light of Recent Events” Addresses strategies that employers can implement to support employees traumatized by the murders of Alton Sterling and Philando Castile.

In December of 2014 I wrote, “Divided We Fall” about the responses to the murder of Michael Brown in Ferguson, MO.

 

Announcing Inclusion Strategy Solutions LLC!

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January 14, 2019

Dear Friends and Colleagues,

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.

Sincerely,

Wendy and Paula

Wendy Amengual Wark: Wendy@InclusionStrategy.com

Paula T. Edgar, Esq.: Paula@InclusionStrategy.com

 

#METOO and What I Do About it: Part 2 – The Problem

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Continued from #METOO and What I do About it: Part 1

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.

Onward!

~ Wendy

November 1, 2017

 

#METOO and What I Do About It: Part 1 – My Story

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I cannot remember the first time that I was sexually harassed. Was it the man in Central Park who exposed his genitals to my sister and me on a sunny afternoon in 1968? Was it the gang of boys on the street telling then 12 year old Wendy what they would like to do to her? [I will not share my response here as it is NSFW.] I can say that I have experienced so many incidents of sexual harassment and discrimination that most of them have blurred in my memory. For the record, I have never been sexually harassed by a woman.

If I limit my experiences of being sexually harassed to the workplace, I have to go back to my waitressing experience while in high school when a customer slid his hand under my uniform to touch my behind. Unfortunately for him, I was holding a full pot of hot coffee and the shock of his invasion resulted in my ‘accidentally’ spilling that hot coffee in his lap. Alas.

Two incidents were too painful to become blurs in my memory. The first was while I was working at a proxy firm on Wall Street when I was 20 years old. Two important pieces of background information: First, the President of the company promised me that I would be reimbursed for the tuition that I paid to NYU for work related classes that I was taking. Second, after being on the job for 7 months, I happened to be in the Personnel office and glanced down to see a payroll record for an employee who I supervised. This man was an old Army buddy of my boss’s boss, ‘Hugh’. He was lazy, incompetent, and spent large segments of the day roaming around and smoking cigarettes in the staircase. I was appalled to learn that this person was being paid $10,000 more than I was. My immediate supervisor was away on vacation so I marched into Hugh’s office and confronted him. He explained to me that ‘Frank’ had a family to care for and needed the money. I replied that this information was irrelevant. I should not be supervising someone, especially someone who was not carrying his own weight, who made more money than me. Hugh said that we would discuss this when my supervisor returned. He added that they were very pleased with my performance and that I would be pleased with my bonus and salary increase, which would be shared with me at the end of December. During the holiday party a few weeks later, I went into the kitchen area to get a drink and the President of the company came up behind me, grabbed me by the shoulders, turned me around, pushed his body against mine, pinning me to the cabinet behind me, put his lips on mine and shoved his tongue into my mouth. I was stunned! I reflexively pushed this man away who was easily more than twice my age and a foot taller than I. I ran from the area into the restroom where I repeatedly rinsed my mouth in the sink. After some time, I skulked out of the bathroom and left the party.

The next week, the bonuses and raises were announced. I received a standard 20% raise and a $250.00 dollar bonus. The staff member with the ‘family to raise’ also received a 20% raise and based on his higher salary, a $500.00 dollar bonus. I lost my ability to control myself.  I had also repeatedly been told that my tuition reimbursement check would be included in this pay period, but it was not. I went into the President’s office and although I was trembling terribly, said that this situation was unacceptable and that I expected him to remedy the ‘error’ on my bonus and increase and to have a check issued for my tuition, as agreed upon. He began very slowly to tell me that he really should not have promised me tuition reimbursement as it was not ‘official’ policy and other employees might feel jealous if I were to get special treatment. He also said that there was nothing that he could do about the raise or bonus as that was ‘Hugh’s’ responsibility and he would not interfere in an executive’s decisions about his staff. He then stood up and walked out of his office. His tone and facial express clear to me that he was punishing me for rejecting his sexual overture. I stormed into ‘Hugh’s’ office and, after telling him what I thought about his favoritism, resigned and left the office. I felt disgusted, defeated, and afraid that since I had resigned with so much drama, I would neither get unemployment or a reference. I did get both. In retrospect, I am guessing that they decided that they got a break when I resigned and kept my silence. I did not have the vocabulary at the time to identify my situation as ‘Quid Pro Quo’ sexual harassment.

Two years later, I was working in NYC’s Garment District for a manufacturer of accessories. I was reporting to two vice presidents (marketing and sales). I went into the office of the vice president of operations to ask him about a shipment for an important customer. We were leaning over a work table in his office scanning several computer printouts. It was the early 80s’ and I had on a pencil skirt, man tailored blouse and a skinny 1950s era tie. He said, “Nice tie!” and ran his hand down my tie which was hanging down as I leaned over the table. I felt the hairs on the back of my neck stand up, but before I could move, he grabbed me, spun me around and pushed me down on the table. My skinny high heels slipped out from under me and I was falling back onto the table and felt that I would fall onto the floor. In a panic with my right hand, I grabbed his tie which was now hanging down on me, to keep myself from falling. My left hand landed on the table in an attempt to keep myself from slipping onto the floor. I realized that my hand was on a pair of scissors. I remember thinking “What is a pair of scissors doing here?!” I grabbed the scissors and cut off his tie. He went flying back across the room. I fell down with the scissors in one hand and a section of his tie in the other. I scrambled up off the floor and without seeing or thinking ran down the hall to my office, which I shared with three other people. My co-workers, seeing my distress ran to me asking what had happened.

Once I calmed down, I went to the senior vice president’s office. My attacker as well as my two bosses reported to her. She was married to the President of the company. She came around from her desk and sat next to me, hugged me, handed me tissues and water, told me that it must have been shocking. She said that she would call the car service to take me home. That I should take off the next day (Friday), and have a relaxing weekend with my husband. She said that on Monday morning we would meet and figure out what to do. (Some relevant information about this vice president is that he was having an open affair with another woman in the office. He was married and every few weeks his wife would come to meet him prior to their going out to dinner or wherever. I always cringed when she came in because I could not believe that she did not know that her husband was cheating on her.) The President of the company also had a reputation as a ‘womanizer’ and I avoided being alone with him because he made me uncomfortable.

That Monday morning, I came into the office ready to be told that my attacker had been fired. My mother worked for the NYS Department of Labor and I had called her and discussed the matter. She explained that sexual harassment was against the law and that the employer had the responsibility to protect employees from this kind of treatment. When I arrived at the office, two of my co-workers told me that a few of the other women had had similar experiences with ‘Frank’. I was confident that the organization would do the right and legal thing. So, when the senior vice president told me how remorseful ‘Frank’ was, that this would certainly never happen again, how valued I was as an employee, how I had such a great career opportunity with the company, and blah, blah, blah. I told her that this was unacceptable. I shared what I had learned about the other employees who were being harassed by ‘Frank’. I told her what my mother had told me. Her tone and demeanor changed completely. She sat up straight and said, “Frank has a family to take care of! Do you expect us to throw him out into the street after all of the years he has worked here?!” I just stood up and said, “No.” I was nauseated as I walked to my desk and collected my things. My co-workers were extremely upset and tried to keep me from leaving, but there was no point. I filed for unemployment and my claim was denied. So, I filed a sexual harassment complaint with the State. My unemployment claim was approved as was 3 months of ‘front pay’ to allow me time to find a new job. My resignation was considered ‘constructive termination’ as the workplace was so hostile that effectively, I would not be able to do my job. At the time, I had no idea how important this and my other experiences as a victim of sexual harassment would be in preparing me to do the work that I was meant to do.

For the rest of the story, please read #METOO and What I Do About it: Part 2 – The Problem and #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.

Onward!

~ Wendy

October 30, 2107

 

 

Why [Women] People Don’t Report Sexual Harassment

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“It’s Not Just Fox: Why Women Don’t Report Sexual Harassment” by Claire Cain Miller in the April 10, 2017 The New York Times offers some concise observations and recommendations.  I responded in the comment section, but those comments are limited to 1500 characters.  The original comment is below along with a few additional points:

I have worked in the field of EEO, discrimination and harassment prevention since 1988 and have the following observations:

  1. Many employers lack practical protocols and deal with sexual harassment in a reactionary manner.
  2. Often, the individuals responsible for investigating claims of sexual harassment have not been effectively trained, lack sufficient experience, authority and the support needed to enforce policies.
  3. Many organizations do not hold all employees equally accountable. Whether the alleged sexual harasser is a fork lift operator or senior VP should not alter the recommended steps to be taken if ‘probable cause’ that harassment occurred is found as the result of an investigation.
  4. The author recommendations “Authorize dozens of employees throughout the organization to receive complaints, so that people can report to someone they’re comfortable with.” ONLY if those individuals are effectively trained to conduct confidential, unbiased intake interviews.
  5. Many organizations limit the duration of sexual harassment prevention training sessions to 1 hour and use webinars in place of interactive sessions.
  6. ‘Training’ used to punish perpetrators of sexual harassment fails. Individual EEO “Counsel and Advise” sessions that deal with the cause and effect of ones’ actions, IF termination is not warranted is an effective method dealing with certain policy violations.
  7. Employers can defend their organizations by protecting employees from discrimination and harassment.

In addition to my posted comments above, I believe that it is important that employers realize that most employees do not have faith in their organization’s EEO process. I would recommend that my colleagues in HR peruse those comments posted in response to the piece. Many individuals feel that they cannot trust their HR / EEO representatives, that their best interests come far behind those of the organization and that those best interests are not in alignment with the organization’s priorities. Organizations invest millions of dollars each year in the development of employees and ideas and then squander those investments by allowing employees to be treated in abusive and hostile ways.  Most employees will resign claiming “a better opportunity” as the reason in their exit interview for fear of having their professional reputation damaged by telling the truth.

If you are not 100% positive that the policies, protocols and people at your organization are effectively preventing and responding to sexual harassment and discrimination, then use the current media attention as the impetus to make that happen.

Onward!

~ Wendy

 

“X” Marks the Spot!

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With Judy Issokson

‘X’ Marks the Spot                   

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.

Onward!

Judy Issokson & Wendy Amengual Wark

March 6, 2017

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Judy Issokson, EDD, PCC
Owner, Issokson & Associates

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.

https://www.linkedin.com/in/issoksonandassociates/

Wendy Amengual Wark
Founder, Inclusion Strategy Solutions LLC

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.

https://www.linkedin.com/in/wendyamengualwark/

 

 

Diversity Equals …

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Diversity Equals …

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

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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

StatueOfLiberty160527a

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.

 

In Light of Recent Events

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In Light of Recent Events

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?

Onward!

~ Wendy

Please let me know what you think!

 

Resistance!

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Resistance! magnets

There is resistance in weight training, resistance in electricity, resistance in magnetic fields (thinking of Leonard Nimoy today!), and resistance when it comes to diversity and inclusion.  D&I practitioners have  been trying to figure out how to overcome this resistance for decades and now, in 2015, resistance to inclusion seems to be stronger than ever.  So, how do we deal with people, especially those in leadership and management positions, who resist including others who are different from themselves in whatever it is that they are leading or managing?

Accepting Resistance

The first thing that we need to do is accept the fact that there is resistance to diversity and inclusion.  This has nothing to do with how you might feel about that resistance. Neither does it have anything to do with you.  Those who resist diversity and inclusion may do so for a single reason or a complex variety of reasons.  Perhaps they are afraid of change.  Perhaps they are afraid of difference. There are many causes for such fears, but acknowledging the existence of fear in people is the first step toward ameliorating it. I do not recommend that diversity practitioners begin calling in psychoanalysts for every manager and leader in their organization who resists diversity and inclusion.  I do suggest that we need to understand the history of racism, sexism, Islamophobia, homophobia, and other fears and hatreds of groups of people if we hope to create inclusion in the workplace or anywhere else.

What’s In A Word?

If people cringe every time we use the word diversity or the word inclusion, might we find other words that help us to diminish resistance and achieve our goals of creating sustainable inclusion?  What words are acceptable or even embraced by leaders and managers?  Development, succession planning, return on investment (ROI), value-added, are all words and phrases used in the business world.  Use this vocabulary to create successful and sustainable D&I initiatives.  Diversity will be woven into the fabric of the initiative when you intentionally include your hidden high potentials and others who have not traditionally been invited to the table. ERGs (Employee Resource Groups) should sponsor community activities that expand your market share and fulfill your corporate responsibility, hence establishing an ROI for executives who want to see more than a woman’s history month luncheon result from their investment in the women’s ERG. 

Creating Curiosity

Launching a pilot initiative that uses an intriguing vocabulary will create curiosity in ambitious people.  Whether it is a mentoring pilot with a small group of mentors and protégés as part of your overall succession planning / employee development plan or a leadership think tank where brilliant ideas are exchanged in a safe environment, those who were not invited to participate will be curious about the endeavor.  Promote the initiative.  Let all of your employees know what you are ‘piloting’.  Keep them apprised of the progress of your pilot program.  Then, if you decide to make mentoring a part of your organizational culture, you will have created sufficient curiosity to have more applicants than spots for protégés.  That is a great formula for success!

What’s Their Mission?

Do you know your organization’s mission?  I have shared mine with you before:  To make manifest the value of all people.  If you do not know your organization’s mission – really know it – then stop reading my blog and go and read your mission statement!  Print it out and tape it on the wall.  Study it and understand that every word of a mission statement should be there for a reason.  Does your diversity and inclusion mission (you do have one, don’t you?) support the organizational mission?  If not, tear it up and go back to the drawing board!  Each time I help an organization to define and develop its D&I mission it reminds me that the lack of a viable, articulated mission is the primary reason that D&I initiatives fail.  Trying to plug-in a diversity event, a single training session, or a new ERG will not create a successful D&I program.

If you help your leaders and managers to achieve their missions over a sustained period of time, they will be able to move from resisting to embracing inclusion.  In other words, you can flip your organization’s magnetic field so that it can live long and prosper!

If you are not diminishing resistance to diversity and inclusion in your organization isn’t today a great day to begin?

Onward!

~ Wendy

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Inclusion Strategy Solutions LLC, All rights reserved, 2015.