Leadership PW

Diversity & Inclusion TodayWhat You Don’t Know

You Don’t Know

For:

Leadership Prince William

& Prince William SHRM

By:

Mauricio Velásquez, MBA

President, CEO

The Diversity Training Group

Leadership PW

Meet Mauricio VelásquezMauricio Velásquez is the President and CEO of The Diversity Training Group (DTG) in Herndon, VA. Mauricio serves as a diversity strategy consultant, diversity trainer, sexual harassment prevention trainer, executive coach, mentoring trainer, and expert witness (listed with TASA).DTG’s clients include small and large federal agencies including US Navy, USDOJ, NIST, NIH, EPA, ATFE, FCC, and USCIS. Past federal clients include DOI (BLM, BOR, BIA), USIA, USDA, US Coast Guard, and even the White House (previous administration). Mauricio has trained in every state but North Dakota and with a recent trip to Guantanamo Bay, Cuba, Japan, Guam, Italy, Spain – work and life has taken Mauricio to over 75 countries.

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If you don’t like the title

This is a workshop on:Supervision, Management, LeadershipRespect, Trust, EngagementOpportunity, Higher PerformanceCurrent Events ParentingLife

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Mauricio’s Mission

Provoke ThoughtFacilitate Discussion & LearningSurprise YouEntertain YouAdd ValueProvide Subject Matter Expertise

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Opening Remark

What You Don’t Know You Don’t

Know

(DKDK)

What You Don’t Know

(DK)

What You Know

(K)

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Intent vs. Impact

Intent(what you meant)

vs.

Impact(what you actually said)

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Diversity

When you hear this term what “pops” into your head?

What are all of the differences (and similarities) in our workplace? In our ranks, our peers, colleagues, travelers.

What is Inclusion? What does it mean to be inclusive?

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Dimensions of Diversity

Individual

Group

OrganizationalAffiliation

MilitaryExperience

Religion

Income

WorkExperience

GeographicLocation

Language

Education

WorkStyle

FamilyStatus

CommunicationStyle

Age Gender

EthnicHeritage

Race

Mental/PhysicalAbilities

SexualOrientation

Operational Role and Level

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Dimensions of Diversity

MilitaryExperience

Religion

Income

WorkExperience

GeographicLocation

Language

Education

WorkStyle

FamilyStatus

CommunicationStyle

Age Gender

EthnicHeritage

Race

Mental/PhysicalAbilities

SexualOrientation

Operational Role and Level

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Dimensions of Diversity

Individual

Organizational Affiliation

Group

Individual

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To include To welcome To make comfortable

To acknowledge,

value, and include others

from all backgrounds

INCLUSIVE

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FRONTLINE: “A Class Divided”

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Frontline – “A Class Divided”

In 1970, a public school teacher in Riceville, Iowa, divided her all white, all Christian third graders into blue and brown eyed groups for a lesson on discrimination.

On successive days, each group was treated as inferior and subjected to discriminatory treatment.

This FRONTLINE reunites the teacher and class after 18 years to relate the enduring effects of their lesson.

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“A Class Divided” What did you notice? How did it make you feel? What did it make you think

of? What could eye color represent in our society? What do the collars represent? What did Jane Elliott represent? What was the impact on performance? What are the collars in your organization? What luxury do the children have? What do we really learn from this video? In the final analysis, what is the point of this video? When do you know you are in the In- or Out- Group?

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IMPACT OF BIAS ON PERFORMANCE

DAY 1 DAY 2

BROWN EYES

5.5 -> 2.5

(COLLAR)

BLUE EYES

3.0 -> 4.18

(COLLAR)

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“Before You Can Understand ‘Others’ – You Must

Understand Yourself First!”

- MV

Self awareness is so critical!

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The Winning BalanceSo where do I stand? Where am I with respect to this topic? Respond to the

questions below based on your behaviors.

How often do I… Rarely Sometimes Usually Mostly

1. Challenge others privately when they make racially, ethnically, or sexually offensive comments?

1 2 3 4

2. Challenge others publicly when they are making fun of others because of their race, gender, ethnic background, religion, appearance, disability, or sexual orientation?

1 2 3 4

3. Think about the impact of my comments and actions before I speak? 1 2 3 4

4. Refuse to tell jokes that are derogatory to any group, culture, or sex? 1 2 3 4

5. Refrain from repeating statements or rumors that reinforce prejudice or bias? 1 2 3 4

6. Avoid generalizing the behaviors or attitudes of one individual to an entire group (e.g.: “All blacks are...,” “All disabled people are...,” “All men are...,”)?

1 2 3 4

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The Winning Balance (cont.)How often do I… Rarely Sometimes Usually Mostly

7. Accept that I am a biased person and understand that there will be times when my biases will come out in my actions or words?

1 2 3 4

8. Avoid using language that reinforces negative stereotypes (e.g.: “You’re acting like a pack of wild Indians,” “Jew them down,” “White of you,” “I’ll get my girl to do it”)?

1 2 3 4

9. Learn about people of different races and groups (through reading, attending voluntary seminars, watching television specials, listening to speakers)?

1 2 3 4

10. Get to know people of different races and groups and individuals (make the first effort to talk to them, invite them to socialize)?

1 2 3 4

11. Support and take responsibility for helping my organization meet EEO/AA guidelines? 1 2 3 4

12. Value people who are different from me as resources because of their unique skills, abilities, perspectives, and approaches?

1 2 3 4

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The Winning Balance (cont.)

How often do I… Rarely Sometimes Usually Mostly

13. Work to change policies that disregard different cultural beliefs or religious holidays? 1 2 3 4

14. Challenge the notion that individuals need to act or look a certain way to be successful or valuable to the organization?

1 2 3 4

15. Forgive people who make biased statements about me or others and allow them to regain my trust and respect?

1 2 3 4

16. Include and invite people different from myself into the decision-making process? 1 2 3 4

17. Provide timely and honest feedback to others, including those different from myself, even if it feels risky?

1 2 3 4

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The Winning Balance (cont.)

How often do I… Rarely Sometimes Usually Mostly

18. Share the formal and informal rules of my group with those different from myself? 1 2 3 4

19. Disregard physical characteristics (disability, attractiveness, height, weight, dress, etc.) when interacting with others and making decisions about their ability?

1 2 3 4

20. Support organizational policies regarding equal treatment by confronting people who violate those policies and reporting them if necessary?

1 2 3 4

Used with permission of Bureau of National Affairs, The Winning Balance.

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What Your Scores Tell You0 - 20 Naive Acts with no knowledge or awareness of biases and

prejudice and their impact on others. What they don’t know they don’t know. This person has no clue as to the impact of their actions on others.

21 - 40 Perpetuator

Aware of biases and prejudices, but continues behaviors and actions that reinforce and support stereotypes and intolerance. This person is aware of the impact of their actions on others, but continues with such behaviors nevertheless, “You can’t teach an old dog new tricks.”

41 - 59 Avoider Aware of biases and prejudices, but makes a conscious choice to ignore inappropriate behavior or withdraw from it. This person would rather turn and walk away than understand and address inappropriate behaviors or that bias that can appear or be misinterpreted as support. “If you are not part of the solution, you are part of the problem.”

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What Your Scores Tell You60 - 75 IWE Change Agent

Acts as a role model. Takes action when appropriate and addresses behaviors when important. IWE Change Agent will take risks and use the many tools available to him/her. IWE Change Agent will take peers aside and provide feedback and coaching with the intent to improve work relationships and personal productivity.

76 - 80 Fighter Attacks all actions and confronts all behaviors. Always on the lookout for injustice but is often too confrontational, sometimes in public settings. Although a very important role, too often these individuals are labeled as “troublemakers.” If you have this energy, this fervor, please consider the change agent approach to problem-solving and inclusivity.

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Context - Let’s talk trends What does it mean to be Change Agent participating in a

Leadership Program? How is Social Media influencing your field? What have you seen in the workplace? What changes have you witnessed in your career? What have you seen in the client marketplace? What is your competition doing with respect to their

diversity efforts? Have you compared who you hired, who is staying and who

has left your organization 5 years ago, 3 years ago and today?

Have you looked at who your clients/customers are 5 years ago, 3 years ago and today and compared?

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A Diversity Issue Exists… When an issue (policy or business practice—formal, informal,

internal, or external) has a different impact on a particular group (i.e., impact on men vs. women, black vs. white, American vs. foreigner, urban vs. rural background)

When it happens more frequently to a particular group (i.e., different groups have dramatically different “numbers”—turnover, terminations, promotions, few or no role models)

When it is more difficult for one group to overcome (upward mobility for a particular group within an organization, i.e.,“glass ceilings”)

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What do you think?Is your biggest diversity issue or challenge or

obstacle?What is the root cause(s) behind this issue?How can you address it? What are potential

solutions and prioritize them?

“Let’s look at some best practices. You don’t have to recreate the wheel – just take someone else’s tire and put a white wall on it!” - MV

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Nationwide Best Practices

Sources:

American Express Benchmark Study

Business Week Special Sessions

The Conference Board Best Practices Publications

Fortune’s Best Practices Lists/Articles

Towers-Perrin North-American Diversity Best Practices Study

US Department of Labor and other US Government Studies

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What is working – Critical Success Factors

STRATEGICI. Visible, supportive and fully-committed senior

leadershipII. Diversity strategy/plan developed & aligned with

organization’s strategic plan III. Internal and external communications improvedIV. Employee involvement and assessmentV. Recruitment and retention activities improvedVI. Measurement, metrics and follow through emphasizedVII.Constant benchmarking and continuous improvement

of diversity strategy and plan

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Best Practices ChecklistThese practices have been compiled from

observing and participating in the successful implementation of hundreds of inclusivity initiatives.

Do you have a workplace inclusivity strategic plan? Do you have formal policies and procedures in place for promoting

your inclusive work environment? Have you made the business case for all of your diversity initiatives?

Have you done your research; internal and external customer data (See article in this issue)?

Do you have a workplace inclusivity/diversity advisory or steering committee (ad-hoc employee group)?

Do you conduct structured group interviews for open management positions?

Do you have a formal, fully-inclusive mentoring program?

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Best Practices Checklist Are you attempting to diversify your recruiting pool while maintaining

high standards? Are you conducting diversity training for managers, supervisors, and

employees? Have you completed sexual harassment prevention training for all of

your employees? Do you offer more advanced courses in gender communications,

problem-solving, and conflict management for diverse employees? Have you developed an in-house diversity resource center complete with

books, videos, newsletter, and other educational materials (like multicultural calendars) and made all of this available to your employees?

Are you acknowledging and celebrating the diversity within your employment ranks before attempting to value and manage your diversity (events, activities, etc.)?

What are you and your organization doing? What is working? Share your successes and what you have learned from your failures. Seek credit for your organization or submit anonymously. I guarantee

confidentiality if you desire it.

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Valuing Diversity

Being Inclusive, Respectful

Being More Engaged

Performing @ Higher Level

Relationship between Diversity, Inclusion, Respect & Engagement (Higher Performance)

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Engagement – one way of looking at it

With Organization(trust)

With Manager(feel valued, supported)

Strategic Alignment (clear goals, strategy)

Competency (you got what it takes)

High Performance

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What is Trust?

What does it look like?What do you see that creates and support

trust?What do you see that undermines trust?

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Trust Defined“Trust means confidence. The opposite of trust is

suspicion. When you trust people, you have confidence in them – in their integrity, and in their abilities.

When you distrust people, you are suspicious of them – of their integrity, their agenda, their capabilities or their track record.” S.M.R. Covey

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Stephen M. R. Covey – in his book: The Speed of Trust talks about Trust - Taxes and Dividends

When there is high trust – there is an actual dividend for this trust – tasks, work, progress, cooperation, collaboration - success is easier

When there is low or nonexistent trust – there is an actual tax – tasks, work, is harder, indifference, bogged down, sabotage

I highly recommend you read this book for your job, for your kids, for your families, for all those around you!

Trust – Consideration & Suspicion

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Economics of Trust

Quality of Task Cost of Task

High Trust

Organization

Low Trust

Organization

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What can I do?

Knowledge – Action = Nothing

Don’t act – nothing happens!

There is no such thing as “innocent bystanders.”

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Time to Action Plan

What short term action item will you commit to?

What long term action item will you commit to?

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For more information…

CONTACT:

The Diversity Training Group

692 Pine Street

Herndon, VA 20170

Tel. 703.478.9191

Fax 703.709.0591

Mauriciov@diversitydtg.com

Mauricio Velásquez, MBA - President

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DTG is a Team of Experts in...Sexual Harassment Diversity EducationStress Management / Bullying / Anger

Management / Toxic EmployeesTrust, EngagementCross-Cultural Communication Customer Service and Being World ClassConflict Resolution & Mediation

… consulting & training.

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Our Approach

FORM a partnership with our clientDIAGNOSE with a thorough,

organization- wide needs analysis (interviews, focus groups, survey)

DESIGN a customized program based on a D & I strategy/plan

DEVELOP high impact training materialsIMPLEMENT or execute the strategy

which typically includes trainingEVALUATE and follow up