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Diversity

DEIB Value in the Roaring 2020’s

March 18, 2024 by Matt Schlegel Leave a Comment

The Roaring 2020s Speakeasy Team – Authors Kimberly Layne Roberts, Twiana Armstrong and Matt Schlegel – reflect on the changing landscape of Diversity, Equity, Inclusion and Belonging (DEIB) initiatives in organizations.

 

Find more about Kimberly, Twiana and Matt here:

Kimberly Layne: https://www.kimberly-layne.com/

Twiana Armstrong: https://linkedin.com/in/twianaarmstrong

Matt Schlegel: https://evolutionaryteams.com

 

#DEI #DEIB #Leadership #Roaring2020s

 

[Video Transcript]

0:00 [Kimberly Layne Roberts]

1:18 [Twiana Armstrong]

What’s occurring in workspaces in which we see institutions and organizations contorting or eliminating their DEIB initiatives is a contrived conflation set in motion by outside machinations.  Such conflating has these same institutions and organizations undermining their most valuable asset, their employees, while also failing to profitably penetrate new or obscure markets and not fully understanding the needs of their consumers. Making decisions not in the best interest of the company, but in the interest of risk management and partisan public opinion in an attempt to stave off potential monetary liabilities, lawsuits and litigation. Even in the face of proven success. Strategic plans that maximize profits through leveraging DEI and B initiatives should not be thrown out with the proverbial bath water. Leaders should  invest in a cultural competence assessment to determine how well you understand not only your workspace environment, but also your stakeholder and consumer environments.  Opportunities and profits abound when you are fluent in operating and working in diverse cultures. Assessments will collect data about cultural awareness, knowledge, skills, encounters and desire. I’m encouraging leaders I work with to complete a cultural competence self-assessment. Analyze the data and construct a strategic plan that achieves your goals whether it’s increasing revenue, reducing expenses, recruiting or workforce management.

3:19 [Matt Schlegel]

First of all, I love Kimberly’s story about how building a diverse and inclusive group can be so exhilarating. That’s certainly a great benefit. And Twana, as you point out, the backlash that we’re seeing to DEI efforts lately is quite remarkable.

I would encourage people in DEI leadership roles to be sensitive to your organization’s culture and understand how to really demonstrate the value of DEI initiatives in your context.

Remember, company boards of directors are becoming more diverse at a much slower rate than organizations themselves, and DEI leaders must be sensitive to that dynamic and be able to demonstrate value to their leadership.  Especially the financial benefits and positive impact to company profits, both on the cost side and the revenue side.

Your organization will reduce costs if you have a culture where people feel included.  It’s going to lower turnover rate, and you will reduce your recruitment fees. Also, if you have a welcoming, inclusive environment, you have a much bigger pool of people to draw on and will make it just that much easier for your organization to find extraordinary talent to help it grow and thrive.

On the revenue side, having diverse staff will help you better position your products to address broader marketplaces. Your diverse team’s perspectives will help you position your products and your services to identify with a more diverse customer base.

Diverse perspectives also reduce or eliminate blind spots that you may have in your marketing efforts, and that will help you grow your revenue and your sales.

So these are just a few examples of how a DEI leader can demonstrate the financial benefits of DEI efforts to their organization.

Filed Under: Diversity, Leadership, Roaring 2020s, Video

Cultural Intelligence – CQ – in the Roaring 2020s

November 13, 2023 by Matt Schlegel Leave a Comment

Authors Kimberly Layne Roberts, Twiana Armstrong and Matt Schlegel discuss the importance of Cultural Intelligence (CQ) for organizations and how CQ complements diversity, equity, inclusion and belonging (DEIB) initiatives.

 

Find more about Kimberly, Twiana and Matt here:

Kimberly Layne: https://www.kimberly-layne.com/

Twiana Armstrong: https://linkedin.com/in/twianaarmstrong

Matt Schlegel: https://evolutionaryteams.com

 

#CulturalIntelligence #CQ #DEI #DEIB #Diversity #Inclusion #Leadership #Roaring2020s

 

[Video Transcript]

0:00 [Kimberly Layne Roberts]

In our pursuit of DEIB,  we are asked to look at EQ or emotional intelligence, and I am going to ask us to take a step further and to look not only at EQ but also Cultural intelligence or CQ Why?

Emotional intelligence provides us the self-awareness and social sensibility we need to detect and manage the emotions of people like ourselves. While Cultural intelligence expands that ability to have the  capacity to lead, empathize, and be open to others who come from different backgrounds than our selves.

EQ is great for leadership but In order to lead diverse teams we need CQ. Allowing for diverse teams, opens the door for a unique, innovative collective brain power that is more varied, creative, and sometimes experienced than a like- minded group. For example. What if we had a group of set individuals who were all like minded in that they were all color blind  on the red and green axis. It wasn’t till we opened the door to a new or different individual that we were able to now introduce the colors of red and green into our world.- How innovative-  The introduction of two new colors!

How do you get CQ and Cultural Intelligence:  Here are three key ways:

  1. Stop judging and begin to listen to those individuals who are not like you.  You may learn a new insight or way of doing something.
    2.  Look for the positive intent in a different individuals reasoning, thinking, or doing than you. From their perspective their intent is purposeful and good.
  2. Allow  culturally diverse individuals to sit at your table, to voice their thoughts and to connect and lead.

At the end of the day. What we learned in kindergarten still stands valid and helps all us to embrace diversity:

  • Learn to play with others no matter who they are and what they look like  While on the playground or in the sand box
  • Share and especially share if you have more than others.  There is enough to go around
  • Be kind and inviting to everyone you meet.  It is no fun eating your lunch alone.

2:03 [Twiana Armstrong]

Sir Richard Branson is famously quoted as saying, “A company’s employees are its greatest asset, and your people are your product.” Employees are the greatest and most valuable asset of an organization. To this end, corporate America’s efforts to address DEIB demonstrates a level of consciousness to treating its employees with care, comfort, and concern. Everyone is well aware that profit is the foundational bottom line.  This level of consciousness is playing out as some organizations carve out or cut its DEIB programs amid backlash to its initiative. “A LinkedIn study found that chief diversity & inclusion officer positions grew almost 169 percent from 2019 – 2022. Fast forward, current research now shows that the attrition rate for DEI roles at the end of 2022 was 33 percent. Organizations are restructuring and renaming roles from Chief DEI Officer to Chief Impact Officer or Chief Influence Officer. Reasons for this backlash vary and serve to challenge an organization’s level of consciousness about the understanding and commitment to its most valuable asset.  According to workforce intelligence, since July 2022, Amazon, Applebee’s and Twitter have led the way with DEI layoffs. The state of Texas has gone so far as to ban public colleges’ DEI programs which resulted in Texas A&M entangled in a lawsuit over its newly hired Director of Journalism. The lawsuit was settled for 1 millions dollars. Studies show DEIB benefits include a profitable foundational bottom line, higher recruitment and retention, as well as, expanded innovation and creativity. Leaders, your level of consciousness directly correlates with your level of understanding and commitment to DEIB.

 

4:31 [Matt Schlegel]

Thanks, Twiana and Kimberly.. Yeah, it’s pretty stunning to hear that organizations and a university are eliminating leadership positions intended to head up diversity, equity, inclusion, and belonging initiatives.

I just can’t stress enough how important it is to keep up the focus on DEIB, especially now. I live next to Stanford, and just recently a student was hit with a car after the driver of the car shouted a slur at the student. The student was injured and hospitalized. This student is an Arab Muslim, and he was attacked based on his appearance.

By not putting an emphasis on diversity, equity, inclusion, and belonging, there are these real world consequences.

I am so impressed with this student who released a statement while in the hospital that I really think summarizes so well what we’re all trying to say here. I’ll read a part of his statement. He says, “Today, as I share my story, my hope is to ignite a spark of empathy, a desire for change, and a call to action, to foster a society where love overpowers hate, where understanding douses ignorance and where compassion binds us in a tapestry of unified strength.”

Wow, I just can’t think of a better way to summarize how important these concepts of diversity, equity, inclusion, and belonging, AND cultural intelligence are, especially in these times.

Filed Under: Diversity, Roaring 2020s, Video

Belongingness in the Roaring 2020s

September 5, 2022 by Matt Schlegel Leave a Comment

To Diversity, Equity and Inclusion we are increasing adding Belongingness as a central consideration in creating healthy workspaces and organization.  Here authors Twiana Armstrong, Kimberly Layne and I discuss considerations for leaders who are working to bring belongingness to their organizations.

Kimberly Layne: https://www.kimberly-layne.com/

Twiana Armstrong: https://linkedin.com/in/twianaarmstrong

#Roaring20s #Roaring2020s #leadership #DEI #DEIB #Belongingness

[Video Transcript]

[Twiana Armstrong]

The Diversity, Equity and Inclusion work has added another life element to communal efforts towards building an open, accepting and educated society. DEI and B for belonging or belongingness. Per Wikipedia belonging is a human emotional need to be an accepted member of a group – be it family friends, co-workers, or religion. Belongingness is an art and a science. Art because it is a “complex and dynamic process unique to each person.” And a science because psychologists’ research is believed to have captured and measured this innate and inherit need to belong in infants as young as two weeks old. Belongingness is not new. A sense of belonging comprises one of the concepts of the hierarchy of needs outlined by Abraham Maslow’s paper titled “A Theory of Human Motivation” submitted in 1943. As a reminder, Maslow’s Hierarchy of Needs is displayed as a pyramid of the 5 human needs: physiological, safety, love/belonging, esteem, and self-actualization. Leaders’ it is fundamentally important to create a belonging culture.  One that is measured by workforce retention and increased productivity. Validate and encourage an accepting workspace community, one that allows employees to show up as their authentic identity, be open to new ways of working, and demonstrate a mindfulness of others.  These are just a few tips.  Matt, what are you sharing about belonging or belongingness?

[Matt Schlegel]

We have instinctual rapport-building processes that allow us to build trust with one another.  Many of these instinctual processes tend to drive us towards conformity.

Birds of a Feather Flock Together.  Go Along to Get Along.  These are just a couple of the sayings  that describe this human instinct.

An organization that strives towards making people feel they belong regardless of how they present (pause) may face headwinds in rapport-building amongst team members as they will have to consciously and deliberately explore our innate rapport-building instincts.

Robert Sapolsky in his book Behave describes the part of the brain – the insular cortex—that drives our in-group and out-group responses.  There are 3 main responses,

One is, “I care and think it’s great with distinctly-presenting people showing up;”

A second one is, “I care and don’t like outsiders;”

And a third response is, “I really don’t care one way or another.”

Organizations working towards building belongingness must raise awareness of these distinct responses and make accommodations for conversations that allow all employees to realize that mission of the organization is the one thing all have in common.  We all have differences, and we can appreciate that these differences are our strengths in helping us achieve our common mission.

Kimberly, what are you thinking about in terms of belongingness.

[Kimberly Layne]

Thanks Matt, yes, an organization can define its culture, and as a leader you are executing on that definition. Are you inviting your people to belong or are you asking them to fit in?

Fitting in or Belonging are two different cultures and Brene Brown states that belonging and fitting in are the opposite of each other.  Why?

Belonging is allowing and inviting your employees to show up as they truly are in their complete individuality and uniqueness in gender, ethnicity, education, and style. They have embraced and honored themselves and they have chosen to show up with full authenticity and vulnerability. Not pretending to be someone they are not.

Fitting in is asking your people to show up in a certain way, to meet certain criteria to “fit in.”  and therefore, meet the criteria to “belong.”  By trying to fit in they will have to betray or dishonor themselves.

True belonging doesn’t ask us to change who we are (or betray ourselves) but asks us to be who we are (and embrace ourselves).

As a leader, will you choose to create a culture of true diversity, equity inclusion, and belonging or just pretend that you are through fitting in criteria?

Filed Under: Diversity, Roaring 2020s

Five Generations in the Workforce! How Are They Getting Along?

July 31, 2022 by Matt Schlegel Leave a Comment

With older generations living longer and leading healthier lifestyles, amazingly there are now five generations in the workplace!  Each generation brings a distinct style and strength to the workforce. Authors Twiana Armstrong, Kimberly Layne and I discuss how leaders are responding to intergenerational dynamics.

Kimberly Layne: https://www.kimberly-layne.com/

Twiana Armstrong: https://linkedin.com/in/twianaarmstrong

#Roaring20s #Roaring2020s #leadership

[Video Transcript]

[Twiana Armstrong]

Leadership historians capturing business and workplace cultures will write extensively about these times – yes, about Covid-19 and the other pandemics that have beset the business world, and also about resources, human resources.  With longer life expectancies, 5 generations now occupy the workplace. Leaders must focus on developing a culture of collaborative agreements, harmonious engagements and cohesive team building. Understanding how to manage, develop, train and lead each generation is one of the pathways to success. Research shows that the 5 generations: traditionalists, baby boomers, gen X, millennials also known as gen y and the gen z’s, each have unique characteristics that motivate and incentives their behaviors. In order to execute goals and engineer expectations, leaders must be well versed in these characteristics. These are just a few offered by Intergenerational experts for those leading multi-generation teams:

  1. Match the workforce to the customer base.
  2. Create councils and boards that are intergenerational.
  3. Pay attention to employee demographics.

To quote intergenerational expert Haydn Shaw, “Every generation in the workplace has value, each has their own strengths, their own weaknesses, and their own unique tenets.  Each is indispensable and when they come together as a synergistic force, they can be unstoppable.”

Leaders, let’s talk, share your tips on how you successfully lead intergenerational teams.

[Matt Schlegel]

That’s such a great point about having five generations in the workforce now, with each bringing a distinct style and strength.

One of the things that I’ve observed, is how the education of younger generations is influencing their expectations in the workforce.

For instance, when my kids were going through elementary school, the classroom structure was so different than when I went to school. It was much more of a Montessorial style, which promotes collaboration and self-direction, whereas my classroom, all the desks were lined in rows, facing the front of the classroom, looking at the teacher. The teacher stood up at the front of the classroom and taught us and interaction etween students was discouraged.

my kids’ classrooms were very different.  All of the desks were in pods and all the kids were facing one another.

That structure encouraged the kids to learn from one another as much or more than learning from the teacher.

This classroom structure instilled a  sense of collaboration and self-direction. And my kids experience that style throughout their formative years.

These school experiences shape expectations for how they will engage in the workplace. They expect to have that same sense of collaboration, self-direction and empowerment. They assume they will have a say about what work gets done and how it will be get done.

Leaders from older generation will benefit by understanding these expectations of Gen Z and younger millennials.  Doing so will improve employee retention and create a more motivated workforce.

[Kimberly Layne]

Filed Under: Diversity, Leadership

Roaring 2020s – What Are We Letting Go Of?

April 5, 2022 by Matt Schlegel Leave a Comment

This month fellow authors Twiana Armstrong, Kimberly Layne and I discuss Woman’s History Month, The Great Resignation, the increasing need for emotional spaces in the workplace, and how leaders can create transformative change in the workplace when they lead with intention. We identify that changing times require us to let go of old ways of thinking and looking to new ways of doing business.

Find Kimberly and Twiana here:
Kimberly Layne: https://www.kimberly-layne.com/
Twiana Armstrong: https://linkedin.com/in/twianaarmstrong

#Roaring20s #Roaring2020s #Leadership #DEI #DiversityEquityInclusion #WomensHistoryMonth #EQ

[Video Transcript]

[Twiana Armstrong]
The last 2 years have been a laboratory of change – the world as we know it has twirled, swiveled, and pivoted depositing a dichotomy of what’s normal. The1920’s workplace ushered in legislation in some industries mandating an 8-hour workday and the workweek fell to 50 hours. Influenced by such changes, business leaders argued across sectors for either goods and growth or for leisure time which addressed the social construct that long hours were unhealthy, dangerous, and counterproductive, especially to marginalized groups such as women and children. In the 2022 workplace we witness the Great Resignation. Leaders, what are you deciding to let go of this year in the face of this dichotomy? Do you argue the “Gospel of Consumption” for goods and growth, or do you argue on behalf of worker self-care? In this whirlwind of changes, we saw some business results exceed expectations. We also recorded a record number of women exiting the workplace in the face of competing priorities. As we honor Women’s History Month, the Letting Go Conversation will breathe life into solutions to rectify this exodus, as well as solutions to fix worker shortages. Leaders, add the “Letting Go Conversation” to your strategic plan. You owe it to your consumers and your employees. Kimberly, what say you about the Letting Go Conversation?

[Kimberly Layne]
Thank you Twiana, before I share the letting go
I want to acknowledge that this is women’s history month, let us recognize the capacity of women to be nurturing and typically more comfortable with their emotional content. Leaders can learn from this presence of an emotional factor in managing their employees such as nurturing, care, and empathy, that women tend to bring into the workplace. These characteristics have been proven to be an intrinsic motivator for our employees to feel valued, connected, and understood.
So, I ask the leaders of today. what have you decided to let go of this year, to ensure your capacity to lead and grow your teams individually and collectively to their personal best, can be achieved?
Many of you know that I am big on the Power of Human Connection and the importance of in person communication and energy exchange to maximize the emotional connection between ourselves and our employees.
So, you might be surprised to hear me say that I am encouraging my leaders in my coaching sessions to let go of the mindset that we cannot be effective leaders, have high engagement, community, and creativity if we are not seeing or meeting with our employees, and clients in person.
These dear leaders, NOW is today’s reality, and our future – Hybrid or fully virtually environments. We CAN build connection, inclusivity, acceptance, and community and we must let go of the belief that we cannot.
Creative teams, employee connected cultures, and community workspaces can be achieved, and the typically labeled female “soft skills and a High EQ are the keys to creating the strong engagement, community, and inclusivity in your now reality.

Matt, what are you recommending that we let go of this year?

[Matt Schlegel]
Happy Women’s History Month.

The Great Resignation has much to do with women’s role in the workforce, especially those with the dual role of managing a household and juggling career and kids.

Increasingly, there’s a tremendous amount of emotional work being placed on us all, our family, our friends, our co-workers and ourselves. Dealing with the pandemic, now the war in Europe and all against the backdrop of climate change. It can be emotionally overwhelming. We need leaders who will let go of outdated stereotypes and envision a future that is more just, equitable and inclusive.

I found one such example at my own Alma Mater, Harvey Mudd College. In 2006, Dr. Maria Klawe was hired as the first woman president of Harvey Mudd. When she started about 30% of the student body were women, about the same as when I attended 20 years earlier. Today, women compose half of the student body. Further 40% of the faculty are female. Dr. Klawe illustrates the possibility of transformative change in an organization when change is undertaken with intention.
Also, she shows how you can let go of stereotypes like “Women aren’t good at math and science.” When women are giving the opportunity, they can perform equally well to their male counterparts.

Also, we need to let go of the idea that emotions aren’t allowed in the workplace. We’re human beings, we are emotional creatures, and it’s important to acknowledge that fact especially, during challenging times.

Successful leaders will intentionally create diverse and inclusive workplaces, ones that acknowledge our humanity.

 

 

Filed Under: Diversity, Roaring 2020s

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