Tag Archives: workplace

You Don’t Always Get What You Pay For! [Part I]

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HHC Diverse group of people nationalorigingroupRecently, there have been a plethora of scandals concerning domestic violence, discrimination, and sexual harassment in the news.  Each of these disturbing events seem to elicit responses by self-proclaimed ‘experts’ purporting to know how to solve problems of inequity and discrimination. This has led me to ask the question:  If you have a tooth ache, do you tie a string around that tooth and tie the other end to a door knob and slam the door?  NO! Do you go to a chiropractor or a cardiologist to have the tooth removed? NO! You go to someone who you are sure is an expert. You go to a licensed dentist. When it comes to EEO or diversity or inclusion (D&I), knowing who is really an expert is not as simple as going to Healthgrades.com and looking up a dentist’s education and licenses before getting that tooth pulled.

D&I/EEO is a multidisciplinary field with a few distinct points of entry such as employment law, human resources, and organizational psychology. The recent trend, however, is that people with degrees and experience in sales, marketing, communication, etc. are jumping on the D&I band wagon as the demand for diversity training increases. This is a perturbing development. In some cases, people are asked to become an organization’s diversity officer based on their being a member of a protected class: they may be people of color or women or members of the LGBT community or be differently-abled. They may be highly competent in the field in which they have spent their careers, but that does not make them experts in the complex field of diversity and inclusion.

Bona Fides

My professional experience in Equal Employment Opportunity began in 1988. In addition to my undergraduate and graduate education, I received formal training at Cornell’s School of International Labor Relations and in courses provided by the City of New York’s Department of Personnel in:

  • conducting investigations of discrimination
  • compiling and interpreting demographic statistics
  • preparing affirmative action reports
  • conflict resolution and mediation
  • developing strategies to overcome historic perpetuation of discriminatory practices
  • developing and facilitating adult education in EEO, Sexual Harassment Prevention, D&I, etc.

It took years of on-the-job experience augmented by this training before I was qualified to call myself an expert in my field.

Fake it ‘til You Make It!

Unfortunately, there are individuals who are willing to ‘stretch the truth’ and claim to have the requisite competencies and skills to create D&I strategies, education and initiatives.  They may even believe that they have those competencies or that their area of expertise is so similar to D&I that they can ‘fake it ‘til they make it.’ Some of this is due to ‘coaches’ and self-help ‘gurus’ who are telling people that faking it is o-k even admirable, as it will advance their careers.  I vehemently disagree!

When Passion Meets Purpose

I have been passionate about creating inclusion for as long as I can remember.  As both a woman and   person of mixed culture (my father was Puerto Rican and my mother was of Northern European descent), I have personally experienced discrimination and sexual harassment.  I have also been defending those unable to defend themselves since the 1960s in the schoolyard of my elementary school in Astoria, NYC.  Individuals with a true passion to end discrimination and increase diversity and inclusion in the workplace should get the specific education and experience that will qualify them as experts in this field. Those who do not bother to get their credentials can cause real damage to the employees who are in need of help and organizations that strive to become inclusive.  I have been asked to repair some of this damage by more than one of my clients, and it is the most challenging work that I do.

To be continued…

Most people do not know what questions to ask potential consultants or employees for D&I engagements. I will address this in Part II.

Have you been asking what makes a D&I expert an expert? If not, isn’t it a great time to begin doing so?

Onward!

~ Wendy

Please let me know what you think in the comment section below or email me: wendy@inclusionstrategy.com
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Survey Says…

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Years ago I worked for an employer who would not approve of administering an employee survey because the president was afraid of what the employees would say – especially about discrimination – and did not believe that the organization could commit to responding effectively to employee concerns, criticisms, or recommendations.  Do you know what your employees are thinking and saying about you and your organization?

You may not be asking them what they think, but your employees are sharing their thoughts and experiences on internet sites such as facebook’s Rate My Employer: https://www.facebook.com/RateMyEmployer and Glassdoor http://www.glassdoor.com.

Scrooge and Crachitt credit-Mary-Evans
Scrooge and Crachit
Illustration, Mary Evans

Here is a small sampling of anonymous comments on the internet about employers who allow bullying by supervisors:

“My manager is out of control, employees fear him and no one feels that the company or HR would do anything.”

“HR is not there for the employee, but rather to shelter abusive managers.”

“My supervisor uses intimidation and bullying to try and meet his objectives. I have been subjected to sexism, racism…”

In earlier blog posts I have discussed the importance of asking people about themselves, their cultures and preferences. I also urge employers to conduct surveys.  Surveys are amazing tools that employers can use to determine how engaged and included employees feel, when used effectively! Here are some critical questions that need to be asked and honestly addressed before implementing an employee survey:

  • Are employees assured that their responses are really anonymous?
  • Are employees really protected from repercussions by supervisors?
  • Will the survey results be shared with all employees?
  • Will employee recommendations be considered or implemented? If so, will employees get credit for those recommendations?

Similar to conducting 360-degree feedback of executives, employee surveys sometimes provide information that employers may not think they are ready to deal with.  Frequently this results from not having guidance on how to effectively interpret and respond to the employees comments.

The leadership team of one client was genuinely surprised to learn that the support staff almost unanimously felt that they did not have opportunities for advancement.  This particular group of employees was 90% female, 75% minority, and 40% LGBT. The information that was collected through the survey and interviews enabled my client to address this and other issues and to create an employee development plan.  We also provided leadership and communication training for the support staff as part of the plan. The result:  employee engagement and productivity increased dramatically!

There are many benefits to be gained by conducting employee surveys including determining how effective supervisors are.  Many employers focus on results – the ‘by any means necessary’ approach to supervision.  This is a risky tactic as the short-term results of a bullying supervisor may be impressive, but what is the long-term impact of a supervisor who may be bullying team members to get them to produce?

Some results of a bullying culture:

  • Low morale
  • High turn-over
  • Active disengagement
  • Sabotage

I have written about those who find it difficult to speak up and ask questions based on their cultural perspective in earlier blog posts. It is even harder for those individuals to stand up to a supervisor who is a bully.  An anonymous employee survey that is administered correctly: off-site, outside of the employer’s computer network, by an independent consultant (I know that this sounds like a sales pitch, but it is not), and includes a sampling of employee interviews, can save employers tremendous risk and exposure.  Employees who are empowered to contribute their diverse ideas and perspectives to an organization’s success do so in incredible ways!

Are you conducting all-employee surveys on a regular basis?  If not, isn’t this a great time to begin?

Onward!

~ Wendy

 

The Process, Part 4: Developing Inclusion by Finding Your Hidden High-Potentials

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Now that you have effectively recruited the best and the brightest talent, used an inclusive hiring process to assure that your impressive recruits became employees, and welcomed them on board in an informed and culturally conscious way, how will you develop them so that they stay long enough for you to realize a healthy return on your investment?

Timing Matters

When does employee development begin? Employee development begins on the day your offer of employment is accepted. Development needs to be intentional and effective because development is happening – whether you plan for it or not. A great on-boarding process includes a strategic employee development plan that aligns with and supports your organization’s mission from day one.

How long do you want to retain this new employee? If employee retention is considered and discussed from the first day as part of the strategy for development, you can plot your development plan on a timeline. For example, if the goal is to retain the new employee for ten years, then you can begin with year ten and work your way backwards chronologically. What is your vision for what that employee is contributing to your organization in ten years? What is their vision? Many job interviews include the question: “Where do you see yourself in five years?” Few employers however, ask new hires this and other career-related questions once they are hired. It is true, that a critical part of the hiring and on-boarding process is providing the new employee with a tremendous amount of information to assure that they can function successfully in the organization, but as I wrote in the previous blog post, this is a great time to learn more about your new employee. This is also the perfect time to map your relationship so that you have an idea of where you want it to go. A critical element of successful plans is the ability to make changes along the way as new information is made available. Remember, this is a development plan, not a contract!

ROI

In the world of Diversity and Inclusion we have many discussions on ROI (return on investment). This question is fundamental to the amount an employer is willing to invest in an employee and what they expect to get in return for that investment. This usually includes the cost of training, the cost of recruiting, the cost of development, and related initiatives.

Employers will sometimes wait for an employee to prove their loyalty before investing in their development. This is a risky decision to make because ambitious employees can become frustrated if they have to wait too long to engage in career development. On the other end of the spectrum those who are considered to be the most loyal may turn out to be great self-promoters with little regard for the well-being of the organization and may leave sooner than expected to join the organization’s strongest competitor.

Finding Your Hidden High-Potentials

Individuals who are not members of the dominant cultural group in an organization may have difficulty promoting themselves and are often over-looked as high-potentials. These are known as ‘hidden high-potentials’. There are ways to find them and develop them into valuable leaders who become loyal, long tenured members of your organization.

How do you develop new hires without investing more than you think you want to risk or can risk? New employees can be mentored as a group by a ‘proven’ employee. Proven employees are those who have been with the organization for at least two years and are considered to be high-potentials. High-potentials are those employees who have been identified as having a high potential for becoming future leaders in your organization. A great way to develop leaders is to have them mentor others, especially new employees. This reinforces everything that you want them to know about the organization, especially about its culture.

Every organization has a unique culture. Every division within every organization has its unique sub-culture, as does every department within every division. Having new hires mentored as a group does not require a large investment. This mentoring experience creates the opportunity to establish relationships early in an employees’ tenure with your organization which will increase the likelihood that they will stay with your organization for a longer period and be more productive while they are there. Another benefit of these mentoring relationships is that they span your organization’s departments and divisions, developing a greater understanding of, and appreciation for, your mission and vision by participants. My favorite benefit of developing relationships between new employees and seasoned employees is the potential for increasing their cultural competency. For example, if a new employee is a wheelchair user, others in the mentoring group can ask – yes, ASK them – what they prefer in terms of having doors opened or people touching their chairs, etc. This is a NO-COST employee development opportunity!

Other examples of development strategies for new hires are to have them join a ‘development plan support group’ or a ‘distance traveled forum’. These two initiatives help new employees to actively participate in their career development and self-assessment from their first day on the job. They also encourage appreciation for how employees’ diverse experiences, experiences outside of the workplace and school contribute to an organization’s success. Developing your new hires using these three strategies are excellent ways to find your hidden high-potentials. Employees who are mentored and part of co-development initiatives are much more likely to speak up, offer input and volunteer for projects. They will come out of hiding because they have been invited to do so and included in your organization’s efforts to innovate and succeed.

How does your new hire fit into your succession plan? Many organizations are lacking viable succession plans and those that have them are not necessarily implementing them consistently. New hires give you a great opportunity to jump-start or revive your succession plan. If you cannot imagine a new employee moving up through the ranks of your organization into a leadership role isn’t this a great time to do so?

Onward!

~ Wendy

Let me know what you think. wendy@inclusionstrategy.com

www.inclusionstrategy.com

 

 

The Process, Part 3: All Aboard! Now What?

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People are usually thrilled when they start a new job. The ‘new job feeling’ is not unlike the ‘new date feeling’ or ‘the new car feeling’. It takes most of us a while to decide whether the date will become a mate and if the car is a keeper or a lemon.

Most new jobs have a three month ‘honeymoon’ period, although many people begin to feel disenchanted much sooner than that. On-boarding is the experience that a new employee has when they first come ‘on board’ at an organization. There are many studies that have demonstrated how critical on-boarding is. Large organizations invest billions of dollars in the on-boarding process for orientation sessions, training, lunches, dinners, etc. The success of these investments varies wildly and can determine how long an employee will stay with an organization, how productive and engaged they will be while they are there, and why they will leave.

Three Exclusive On-boarding Experiences:

1. A woman from India was recruited for a managerial IT position by a Fortune 50 company located in a rural area of a Southern state in the U.S.. She was a Hindu and a vegetarian. She expressed serious concern about becoming acclimated to her new culture as she had no idea where she might go to worship. The meals provided at the new hire orientation that she attended were inedible as every day only ham and egg on a biscuit was provided for breakfast. It was difficult for her to even find a meatless salad for lunch. She would eat at home early each morning and then not eat again until dinner each evening. Her cultural differences were never considered when she was hired and as a result she resigned within a month of her first day of employment.

This company could have saved a great deal of money, frustration and negative feelings if they had learned about their new employee’s culture during the hiring process and had provided cultural competency and inclusion training to those responsible for the orientation sessions and her on-boarding.

2. During a new hire orientation presentation, a representative of an organization’s Diversity Department pulled up a chair and sat down with his legs spread, one foot straddling his other knee such that the bottom of his shoe was facing the audience of new employees. Then he stood and put one foot on the chair. A few of the participants became visibly uncomfortable and were silent during the Q&A segment of the session. The presenter was at a loss as to the cause for the employees’ shift in engagement.

Even diversity professionals can make cultural gaffs if they are not provided with effective cultural competency education. Showing someone the bottom of your shoe, the lowest and dirtiest part of your body, is considered an insulting message in many Arabic countries. Putting your foot on a chair is considered insulting in some Asian cultures. The presenter thought that he was creating a relaxed atmosphere by using these gestures, but the result had the exact opposite impact. Intent vs. impact is a familiar concept in the field of discrimination that is often overlooked in the ‘softer’ field of diversity, sometimes with serious results.

3. A new manager orientation session included ‘partner’ interviews and introductions. The participants were paired-up and instructed to interview each other, asking 5 key questions, including the name of their favorite sports team. One interviewee told her partner that she was not interested in sports. He asked her where she was from and she replied, “New York City.” When he introduced her as a ‘Yankee Fan’ several other participants booed. She was highly embarrassed and complained to the facilitator at the end of the session who told her that she was overreacting and should not take the booing seriously.

Awareness of regionalism, including the impact of sports rivalries, is an important competency for trainers, especially those trusted to facilitate new hire orientation sessions. A new employee’s relationships are established during their on-boarding and any reinforcement of negative stereotypes can impact their success long afterward by creating barriers in those relationships.

How likely are these valuable new hires to become loyal, long term employees at the organizations described above, based on their on-boarding experiences? People need to be invited or included to really feel that they belong as part of an organization and that invitation must go beyond a job offer. Behaving in an inclusive manner is not necessarily intuitive, as we see with the diversity professional described above. Employees, especially supervisors, managers, and trainers need to be developed to be inclusive leaders with high levels of cultural competency if they are expected to know how to effectively create inclusive on-boarding experiences for new employees.

Why Does This Matter?

As the economy recovers, those who have not felt truly invited to become a part of a successful, innovative team will begin to seek out employers who will make them feel welcomed. Those employers understand that a high level of organizational cultural competency is required if they are to succeed and earn profits. Job seekers, especially ‘millennials’, are doing in-depth research on employers before accepting job offers and those who have negative on-boarding experiences are posting those experiences online. So, after investing a great deal of money in recruitment, hiring and on-boarding high potential employees, are you confident that they are being on-boarded inclusively? If not, isn’t it a good time to make that happen?

Onward!

~ Wendy
Let me know what you think.

wendy@inclusionstrategy.com

 

The Women’s Empowerment Principles: Equality Means Business

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I want to let you know about some of the great work that the UN is doing to advance women’s equity in the workplace and beyond, and about an amazing and dedicated woman who is helping to make our world a better place, one woman at a time!
Thanks to a recent U.N. initiative, businesses worldwide now have guidelines that spell out seven principles that create a gender equitable workplace environment. In just three years since its inception, 664 companies in 51 countries have signed “The 7 Women’s Empowerment Principles” (WEP). The WEP document offers standards about how to empower women in the workplace, marketplace and community.
In March of this year, 5 companies from around the world received the inaugural WEPs Leadership Awards at the annual “Equity Means Business” event in New York City. Nominations are now being reviewed for 2014. Before I list the principles and tell you about the amazing Turkish woman we are supporting for a WEP award, here’s a brief background of how the award originated.

Background

In 1995 I was privileged to travel to Beijing, China with representatives of 180 New York City-based women’s organizations. We were among 17,000 supporters of women’s rights who were in China for the United Nations’ Fourth World Conference on Women. I was the Acting Executive Director of the New York City Commission on the Status of Women (NYC CSW) at the time. The NYC CSW sponsored four workshops for the NGO Forum in Beijing on the subjects of outreach, education, domestic violence, and sexual harassment. The outcome of that conference was the “Beijing Declaration and Platform for Action,” a 132-page document detailing a commitment to women’s equity that was adopted by all 189 countries in attendance. One of the results of that declaration was the eventual establishment in 2010 of UN Women, the United Nations Entity for Gender Equality and the Empowerment of Women. http://www.un.org/womenwatch/daw/beijing/platform/

The 7 Women’s Empowerment Principles (WEP)

The Women’s Empowerment Principles (subtitled “Equality Means Business”) are the result of collaboration between the UN Women and the United Nations Global Compact. They are adapted from the Calvert Women’s Principles®. The development of the WEPs included an international multi-stakeholder consultation process, which began in March 2009 and culminated in their launch on International Women’s Day in March 2010. http://www.weprinciples.org/
1 Establish high-level corporate leadership for gender equality
2 Treat all women and men fairly at work –
respect and support human rights and nondiscrimination
3 Ensure the health, safety and well-being of all women and men workers
4 Promote education, training and professional development for women
5 Implement enterprise development, supply chain and marketing
practices that empower women
6 Promote equality through community initiatives and advocacy
7 Measure and publicly report on progress to achieve gender equality

WEP Leadership Awards

The WEP Leadership Awards salute business leaders for their exceptional championship of gender equality and support for the Women’s Empowerment Principles. Some weeks ago, my partners Tresa Eyres and Nebahat Nebahat Timur Tokgöz, and I were discussing the WEP Leadership Awards and one organization in particular came to mind: B-fit.
B-fit is Turkey’s first chain of women-only gyms. It was founded in 2006 by Ms. Bedriye Hülya. B-fit does more than promote physical health. It is a women-owned and operated business that implements WEP principles and raises gender equality by: (1) promoting women’s entrepreneurship, (2) increasing women’s employment, (3) improving the health of women through exercise and education, and (4) providing a safe and supportive environment that increases women’s self-esteem and social well-being.
B-fit’s 230 franchises and services are available to women of all ages and socio-economic levels in many geographic regions in Turkey. B-fit engages its franchisees and customers in developing social projects that benefit communities in the 48 cities, large and small, that it serves. We are incredibly impressed by B-fit’s mission and vision:
B-fit’s mission is

 

  • To enable women at every age group and income level to develop the habit of engaging in sports activities as a way of helping them increase their physical and mental powers
  • To increase the power of women in their economic lives by promoting women’s entrepreneurship and creating employment for women
  • To motivate and enable women to create and engage in social activities and community projects and to increase their awareness about their own lives and environment

 

B-fit’s vision is

 

  • To create a platform where women can freely use their power to create a better world for themselves, their families, and their communities
  • To grow by giving women the opportunity to exercise and to learn and practice business, entrepreneurship, and life skills
  • To create a platform where women can become more aware of their own lives and environments and use their power to be equal with men
Ms. Hülya’s passion for helping women and her commitment to advancing equity are contagious! Upon learning about the WEP Awards, she enthusiastically signed the WEP CEO Statement of Support – bringing the total number of Turkish Corporations to 16. [The total number of U.S. corporations that have signed is: 17.] One of the B-fit partners submitted the nomination of Ms. Hülya for a WEP award in the “Community Engagement” category.
We now eagerly await the judges’ decisions.
To learn more, please visit the WEP and B-fit websites!
Onward!
~ Wendy
 

A Brief History of U.S. Women’s Rights

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Some friends have asked me to provide a brief history of women’s rights in the United States. I am tempted to reminisce about my own involvement with the women’s movement, but that is not the assignment. This kind of exercise is always a good opportunity to review, remember and assess how far we have come while remaining mindful that we do not have full equity yet. As one trained as a historian, I really should not call this a ‘history’ or even a ‘brief history’ when it is more accurately a timeline. This is certainly not an exhaustive timeline, so I have included links to websites that provide more in-depth information. I am not going to editorialize or share my opinion or feelings about anything listed here – this blog post is strictly an informative entry. Should you learn something new, that would be great. If you have any questions about anything here, please let me know. OK, I think that I have covered all of the disclaimers and explanations, so let’s go!
1776 Abigail Adams writes to her husband, John Adams who represented the Colony of Massachusetts at the Continental Congress on March 31:

 

“I long to hear that you have declared an independency. And, by the way, in the new code of laws which I suppose it will be necessary for you to make, I desire you would remember the ladies and be more generous and favorable to them than your ancestors.” http://www.nwhm.org/education-resources/biography/biographies/abigail-smith-adams/

1776 United States Declaration of Independence is signed on July 4th. http://www.archives.gov/exhibits/charters/declaration_transcript.html

1787 US Constitutional Convention places voting qualifications in the hands of the states. Women in all states except New Jersey lose the right to vote. http://www1.cuny.edu/portal_ur/content/voting_cal/the_constitution.html
1807 Women lose the right to vote in New Jersey, the last state to revoke the right.
1848 The acknowledged start of the FIRST WAVE of Feminism.
The first women’s rights convention takes place in Seneca Falls, New York. Participants sign a Declaration of Sentiments that call for equal treatment and voting rights for women. http://www.nps.gov/wori/historyculture/report-of-the-womans-rights-convention.htm
1851 Former slave Sojourner Truth: http://www.nps.gov/wori/historyculture/sojourner-truth.htm Delivers her speech, “Ain’t I A Woman?” At the Women’s Rights Convention in Akron, Ohio:
Well, children, where there is so much racket there must be something out of kilter. I think that ‘twixt the negroes of the South and the women at the North, all talking about rights, the white men will be in a fix pretty soon. But what’s all this here talking about?

 

That man over there says that women need to be helped into carriages, and lifted over ditches, and to have the best place everywhere. Nobody ever helps me into carriages, or over mud-puddles, or gives me any best place! And ain’t I a woman? Look at me! Look at my arm! I have ploughed and planted, and gathered into barns, and no man could head me! And ain’t I a woman? I could work as much and eat as much as a man – when I could get it – and bear the lash as well! And ain’t I a woman? I have borne thirteen children, and seen most all sold off to slavery, and when I cried out with my mother’s grief, none but Jesus heard me! And ain’t I a woman?

 

Then they talk about this thing in the head; what’s this they call it? [member of audience whispers, “intellect”] That’s it, honey. What’s that got to do with women’s rights or negroes’ rights? If my cup won’t hold but a pint, and yours holds a quart, wouldn’t you be mean not to let me have my little half measure full?

 

Then that little man in black there, he says women can’t have as much rights as men, ’cause Christ wasn’t a woman! Where did your Christ come from? Where did your Christ come from? From God and a woman! Man had nothing to do with Him.

 

If the first woman God ever made was strong enough to turn the world upside down all alone, these women together ought to be able to turn it back, and get it right side up again! And now they is asking to do it, the men better let them.

 

Obliged to you for hearing me, and now old Sojourner ain’t got nothing more to say.
1866 Congress passes the 14th Amendment, which grants all citizens the right to vote. It is the first time that “citizens” and “voters” are defined as “male” in the Constitution. http://www.archives.gov/exhibits/charters/constitution_amendments_11-27.html
1869 Susan B. Anthony and Elizabeth Cady Stanton form the National Woman Suffrage Association, while Lucy Stone and others form the American Woman Suffrage Association. http://www.nwhm.org/education-resources/biography/biographies/susan-brownell-anthony/
1896 The National Association of Colored Women is formed out of more than 100 black women’s clubs. http://www.nacwc.org/
1916 Margaret Sanger opens the first American birth control clinic in Brooklyn, NY. Within ten days, the clinic is shut down and Sanger is arrested. She eventually wins legal support and opens another clinic in 1923. http://en.wikipedia.org/wiki/Margaret_Sanger
1920 Congress passes the 19th Amendment, granting women suffrage. [Suffrage is the right to vote in a national election.] It passes in the Senate by only two votes. http://www.archives.gov/exhibits/charters/constitution_amendment_19.html
1942 The term “Rosie the Riveter” was first used in a song of the same name written by Redd Evans and John Jacob Loeb. http://www.nps.gov/pwro/collection/website/rosie.htm
1945 Millions of working women lose their jobs when servicemen return from World War II, although surveys show that 80 percent want to continue working.
1960 The acknowledged beginning of the SECOND WAVE of feminism.
1963 Betty Friedan writes The Feminine Mystique. http://en.wikipedia.org/wiki/Women%27s_suffrage_in_the_United_States
1964 Title VII of the Civil Rights Act prohibits employment discrimination on the basis of race and sex. http://www.eeoc.gov/laws/statutes/titlevii.cfm
The Equal Employment Opportunity Commission (EEOC) is established to investigate discrimination complaints. http://www.archives.gov/education/lessons/civil-rights-act/
1966 The National Organization for Women (NOW) is founded. http://www.now.org/
1968 The EEOC rules that sex-segregated help wanted ads are illegal, a ruling later upheld by the Supreme Court. http://www1.eeoc.gov//laws/practices/index.cfm?renderforprint=1
Shirley Chisholm is the first black woman elected to Congress. http://en.wikipedia.org/wiki/Shirley_Chisholm
The National Abortion Rights Action League (NARAL) is founded. http://www.naral.org/
1970 The Dialectic of Sex: The Case for Feminist Revolution is written by Shulamith Firestone http://en.wikipedia.org/wiki/The_Dialectic_of_Sex
Sisterhood is Powerful, edited by Robin Morgan http://en.wikipedia.org/wiki/Sisterhood_is_Powerful
Sexual Politics is written by Kate Millett http://en.wikipedia.org/wiki/Sexual_Politics
1972 The ERA is passed by Congress and sent to states for ratification. http://www.equalrightsamendment.org/congress.htm
Title IX bans sex discrimination in schools. http://www.justice.gov/crt/about/cor/coord/titleix.php
The Supreme Court rules that the right to privacy includes an unmarried person’s right to use contraceptives. http://en.wikipedia.org/wiki/Eisenstadt_v._Baird
Ms. Magazine is first published. http://www.msmagazine.com/
1973 In Roe v. Wade, the Supreme Court legalizes abortion and overturns anti-abortion laws in many states. http://en.wikipedia.org/wiki/Roe_v._Wade
1974 The Equal Credit Opportunity Act prohibits discrimination in consumer credits practices. http://www.justice.gov/crt/about/hce/housing_ecoa.php
1976 The first marital rape law passes in Nebraska, making it illegal for a husband to rape his wife.
1978 The Pregnancy Discrimination Act passes, banning employment discrimination against pregnant women. http://www.eeoc.gov/laws/statutes/pregnancy.cfm
The Female Eunuch is written by Germaine Greer http://en.wikipedia.org/wiki/The_Female_Eunuch
1981 Sandra Day O’Conner is the first woman ever appointed to the U.S. Supreme Court. Ruth Bader Ginsberg joins her in 1993.
1986 The Supreme Court rules that sexual harassment is a form of illegal job discrimination. http://www.law.cornell.edu/supct/html/historics/USSC_CR_0477_0057_ZO.html
1990 The acknowledged beginning of the THIRD WAVE of feminism.
1993 The Family and Medical Leave Act goes into effect, allowing women workers to take employment leave after giving birth. http://www.dol.gov/whd/fmla/
1994 The Violence Against Women act increases services for rape and domestic violence victims, as well as federal penalties for sex offenders. http://www.whitehouse.gov/sites/default/files/docs/vawa_factsheet.pdf
2009 Lily Ledbetter Fair Pay Act signed by President Obama eliminating the statute of limitations on claims of violations of the Civil Rights Act of 1964 pay equity clause. http://www.eeoc.gov/laws/statutes/epa_ledbetter.cfm
More Information:
National Women’s History Project http://www.nwhp.org/
New York Times Comparative Timeline US History / Women’s History http://www.nytimes.com/library/magazine/millennium/m2/wolf-timeline.html
National Parks Service, Women’s Suffrage History http://home.nps.gov/wori/historyculture/womens-suffrage-history-timeline.htm
Onward,
~ Wendy
 

Announcing the Inclusion Strategy Solutions LLC Partnership

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Nebahat Timur Tokgöz
I am thrilled to announce the addition of two partners to assist me in leading Inclusion Strategy Solutions LLC to greater heights of collaboration and success!
It is my honor to be associated with these dynamic, exceptional, and visionary women – Tresa Eyres and Nebahat Timur Tokgöz. Collectively they add a wealth of knowledge and experience, competency, and professionalism to Inclusion Strategy Solutions LLC. They each also bring something even more valuable to me:Passion with a purpose.
Inclusion Strategy Solutions LLC was founded on the principle that all people are valuable and hence, should be valued. Tresa and Nebahat have given tirelessly, through their careers and pro bono endeavors, to achieve that mission. Nebahat has also developed a rare gift of painting as a further means of expressing her passion for people and the creative process. Our diverse backgrounds and complementary skills and experiences will provide our clients with greater opportunity to strategically create success through inclusion!
Please join me in welcoming Tresa and Nebahat to Inclusion Strategy Solutions LLC!
Tresa Eyres, Partner Tresa

Tresa is a learning and development professional with more than 25 years helping clients improve their leadership and productivity. In the years 1994 through 2001, she was a key member of Bank of America Advisory Services, Inc., which provided on-site consulting to a number of financial institutions in Turkey.

 

Nebahat Timur Tokgöz, PartnerNebahat

Nebahat is a seasoned business professional with more than 30 years of demonstrated success. At a time in Turkey when few women held executive office, Nebahat was one of the first female Assistant General Managers of a financial institution and the first (non-family) female member of a Board of Directors.

 

16 September 2013
 

Do One Thing!

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The Invitation
Many of you live what would be considered multicultural  or intercultural lives as people who love to travel the world; eating foods of all types; soaking in the wonders of cultural institutions providing bridges to other worlds, often within our own neighborhoods; and of course, having relationships with many people from many cultures.  So, your responses to my invitation to “Do One Thing” in celebration of World Day for Cultural Diversity and Dialogue Development, which is today, May 21st have been very interesting.

A few of you thanked me for the reminder to be mindful and intentional in your quest to do one thing for diversity and inclusion today; a few of you committed to doing one thing today or this week and letting me know what that thing is after it is done; and a few of you shared recent experiences:

Some Responses
“I have been meaning to pick up Chaim Potok’s The Chosen  forever, and started last night.”

“I have a letter that I will scan to you when I get a chance.  Our Muslim neighbor sent it to  their neighbors, very well written, explaining who they are (in detail), about their religion and their attitude about the Boston bombings, etc., and their concern about what our attitude might be.  I haven’t responded yet, but intend to do so.”

” … a Chinese artist visiting and we struck up a conversation. His English was far better than my Mandarin. We talked about a Chinese artist I had seen in Washington, D.C. at a Hershorn exhibit, about a Korean artist I had seen in Seattle, about the differences between how English and Chinese poetry is conceptualized, about the proper way to prepare a Chicago hot dog. I was reading a book on the history of Chicago and he compared it with the history of Shanghai. A large unknowable world became smaller and grew handles. The skin around my uniqueness began to breathe.”

Multicultural
I am always thinking about how our cultures rub off on each other, how we cannot undo the impact that others have on us, how indelibly we are marked by the sound of unfamiliar music, the taste of unusual cuisine, the colors of unexplored terrains, the scent of new places, the challenge of speaking a foreign language, the feeling of exotic fabric on our skin.  That is what makes this day so wonderful!  This invitation to do something that for me, at least, is so much fun.  I must admit, it is a challenge to do one thing today as I usually do multiple things for diversity and inclusion.  So, I thought, ‘how can I convey my message of being multicultural to you?’
 
I have decided to share one of my favorite poems.  This poem is one that I have shared with some of you before as it is an excellent expression of what many people like me experience being members of multiple cultures.  Please let me know what you think and what you have done on this special day!

 
Child of the Americas
I am a child of the Americas,
a light-skinned mestiza of the Caribbean,
a child of many diaspora, born into this continent at a crossroads.
I am a U.S. Puerto Rican Jew,
a product of the ghettos of New York I have never known.
An immigrant and the daughter and granddaughter of immigrants.
I speak English with passion: it’s the tongue of my consciousness,
a flashing knife blade of cristal, my tool, my craft.
I am Caribeña, island grown. Spanish is my flesh,
Ripples from my tongue, lodges in my hips:
the language of garlic and mangoes,
the singing of poetry, the flying gestures of my hands.
I am of Latinoamerica, rooted in the history of my continent:
I speak from that body.
I am not African. Africa is in me, but I cannot return.
I am not taína. Taíno is in me, but there is no way back.
I am not European. Europe lives in me, but I have no home there.
I am new. History made me. My first language was Spanglish.
I was born at the crossroads
and I am whole.
Taino
Cemi del Mar
Indigenous Puerto Rican People
Deity of the Sea

  
Aurora Levins Morales
1986


 
 

[Please enter your comments below so that others can benefit by them, not just me. ;-)] 

 

An Invitation

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When people ask me what the difference is between the words diversity and inclusion I explain that diversity is a statement of fact, (think of the diverse group of objects on your desk.), while inclusion is an action (placing the objects on the desk is necessary if they are to be included). We may be included in a group without being invited, but the most successful groups are those that are comprised of people who have been invited to participate because of what they potentially offer the group and who accepted the invitation because of what the group potentially offers them. (See my May 2nd blog entry, “Interdependence”) Think of the value an “A List” guest speaker brings to a conference or event.
We all want to be invited to the party, to the table, to the adventure! Once the invitation or job offer is accepted however, many organizational leaders fail to invite employees to make the most of their group membership. Think of the thousands of gym memberships that have gone virtually unused because the owners of the gyms failed to motivate their members to attend the gym regularly. The most successful leaders invite employees to contribute to their organization’s success on a continual basis and acknowledge those contributions publicly. This does not mean that every idea dropped in the ‘employee suggestion box’ has to be implemented. Those ideas need to be acknowledged, however, and if they are implemented, rewarded. When employees are invited to contribute to an organization’s innovation and success both the individual and the group can reach their full potential.
 
There have been many invitations asking us to contribute to one cause or another. Uncle Sam, for example, was first used as a recruitment tool for World War I in 1916. This image is still quite familiar to most Americans. The message is personal, pointing directly at YOU. A different call to action was when Dr. Martin Luther King, Jr. said, “Whatever affects one directly, affects all indirectly.” Dr. King invited us to participate in the greatest non-violent revolution in our nation’s history. His was not an exclusive invitation. He did not invite only the oppressed to stand up for their rights, as they had the most to directly gain by acquiring historically denied civil rights, but he invited all of us to contribute to creating a healthier, more productive, more peaceful nation regardless of the color of our skin or our abilities. What other invitations have inspired you to act?
 
An Invitation to ‘Do One Thing for Diversity and Inclusion’
Tuesday, May 21stis the World Day for Cultural Diversity for Dialogue and Development and we are all invited to ‘Do One Thing for Diversity and Inclusion!
 
The 2013 campaign, by encouraging people and organizations from around the world to take concrete action to support diversity, aims:

 

  • To raise awareness worldwide about the importance of intercultural dialogue, diversity and inclusion.
  • To build a world community of individuals committed to support diversity with real and every day-life gestures.
  • To combat polarization and stereotypes to improve understanding and cooperation among people from different cultures.
 
 
The campaign works through a dedicated Facebook page, serving as a platform for people around the world to share their experiences through posts and videos.
Here are some things that you can do in response to this invite:

 

  • Invite people from another culture to share a meal with you & exchange views on life.
  • Visit an art exhibit or a museum dedicated to other cultures.
  • Watch a movie, listen to music or read a book from another country or religion.
  • Read works by the great thinkers of other cultures (e.g. Confucius, Socrates, Avicenna,
    Ibn Khaldun, Aristotle, Ganesh, Rumi, or Frances Wright).
 
So, how will you respond to this invitation?
Share your experiences and learn more about this initiative on the UN’s Facebook page: Do One Thing for Diversity and Inclusion
 
I look forward to learning about your adventures in diversity and inclusion. Please let us know what you think about this subject in the comments section below and of course, if you are planning to do one thing we would love to know about it.
 
By the way, I am always open to invitations!
 
Onward!
 
~ Wendy
 

 

 

Interdependence

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Independence is highly valued in American culture. Our independence from England, the independence of thought expressed by our right and responsibility to vote, the independence of a capitalist system where consumers choose which products to buy, and the independence to live and work where we choose. Interdependence takes our ability to act and think independently to the next level.
 
In the workplace interdependence is an essential element of success. Success is indicated by productivity, employee engagement, (how happy people are at work), and market share. For many years management and leadership theory articulated interdependence in industrial environments, picture Lucy and Ethel on the assembly line, for example. Employees in white collar positions, those higher up in the organizational ranks, were encouraged to be loyal to the company, but practice ‘healthy competition’ with their co-workers. This is illustrated in a somewhat extreme way in the play, “Glengarry, Glen Ross,” where the employees are made to compete for sales in order to keep their jobs.” This method of managing people to be competitive is often used when there is a commission, but not uniquely. At one of my prior employers, for example our bonuses were based on both our performance and the company’s quarterly profits. The employee evaluation system forced department heads to give only one employee the highest possible rating, thus a higher bonus. This inevitably resulted in a competitive attitude toward co-workers, even though in our department our success was not measured by the number of clients or dollars earned by the organization. This method of managing people discouraged collaboration and interdependence. When I was in graduate school there were several people in my program who were highly competitive. They would not share ideas until they did so with a professor, to assure that they would get credit for thinking brilliant thoughts. I was competing with myself to achieve more intellectually than I had ever done before in my life not my fellow students. The lack of trust by many students and some professors’ inability to encourage a free exchange of ideas among the students resulted in an unhealthy type of competition!
 
People like to be interdependent. I have long been a person who loves helping others. I enjoy being needed and am the ‘go to’ person when out with friends and someone needs a bandage, or an aspirin, or etc. One of the greatest things that I have learned however was not how to help, but to let others help me. Interdependence eliminates feelings of guilt or of owing the other person when they help you as you know that you will be helping them sooner or later. What is even better about interdependence is that what two people come up with when they collaborate is not twice as good as what one person can come up with on their own, it is exponentially better! I know that working interdependently will help me to create something better than I can on my own and so do my colleagues!
 
Strategic planning sessions are interdependent group exercises. Oh, I can come up with a plan on my own, even a pretty good one, but that plan will be created from my perspective, based on my experiences and knowledge and competencies. When I participate in an interdependent strategic planning session, everyone’s perspectives, experiences, knowledge and competencies are included equally in the process and the results are alwaysmuch, much better.
 
I am an idea woman. I have all kinds of creative, fun ideas every day. I love having new ideas and imagining them being put into action. Again, if I operate on my own, what I have may be a good idea or a great idea, possibly even a revolutionary idea, but without the interdependent experience of sharing and examining that idea with others it cannot be as good, great or revolutionary.
 
People, strategies and ideas are alwaysbetter when we collaborate with others. We cannot successfully collaborate with others unless we understand that we are interdependent. That does not mean that we understand or agree with everything that everyone says, does or thinks. It means that we allow different thoughts, ideas and perspectives to influence us by being open to who is sharing them. This is why I chose the light bulb with the gears as an image for my website. The gears represent our interdependence, the bulb the resultant, amazing idea!

 

 
There is an international movement to make people aware of our global interdependence. The short film, “A Declaration of Interdependence” by The Moxie Institute does so beautifully!
http://letitripple.org/a-declaration-of-interdependence/

 

 
Onward!

 

 
~ Wendy