DEIB Workshop

Diversity, Equity, Inclusion & Belonging Workshop

GROUND RULES

• Be present and engaged
• Be positive, curious, and open to new ideas
• Listen for understanding
• Share the airtime
• Respect each others' thinking and value contributions
• Honor confidentiality

Agenda

Module 3: Managing Generational Diversity at Work

Module 1: Defining Diversity, Equity, Inclusion, and Belonging

Module 5: Present and Future Leaders: Creating a Sense of Belonging

Module 4: Bridging Communication Differences (Case Study)

Module 2: Culture and its Influence on our Behaviors, Beliefs, Perceptions and Values

Defining Diversity, Equity, Inclusion and Belonging

"A nation's culture resides in the hearts and in the soul of its people."

Mahatma Ghandi

Equity is a process and a tool. Equity ensures fairness and acknowledges the barriers that lead to unequal starting places and unjust outcomes. People of color, women, LGBTQ, those with disabilities and those with lower socioeconomic status are among the groups that most often experience disadvantage.

Inclusion ensures all people feel welcome, comfortable and safe. An inclusive workplace sees the inherent worth and dignity of all people, and provides access to opportunities and resources for people who might otherwise be excluded or marginalized.

Diversity recognizes the intersectionality in each of us. A diverse culture welcomes differences in race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. To build a more diverse culture we welcome and celebrate different experiences, employ people from all walks of life, and grant to organizations that are often underrepresented.

Belonging is the desired outcome of Diversity, Equity and Inclusion working together to fuse a culture that engages the full potential of the individual, where innovation thrives and views, beliefs and values are tools to elevate the combined efforts of the organization.

Culture and its Influence on our Behaviors, Beliefs, Perceptions, and Values

“I’ve traveled around the world, and what’s so revealing is that, despite the differences in culture, politics, language, how people dress, there is a universal feeling that we all want the same thing. We deeply want to be respected and appreciated for our differences.”

Howard Schultz

Skills Required to Become More Culturally Competent

What is Culture?

Culture is the customs, arts, social institutions, and achievements of a particular nation, people, or other social group.

What is Cultural Appropriation?

Cultural appropriation is when someone from a dominant culture adopts the dress, mannerisms, practices or other cultural elements of a culture that is not their own and which has been marginalized, oppressed, colonized or otherwise stripped of their right to freely practice and express their own culture by the dominant culture. It often represents an historic imbalance of power that still exists today.

Cultural appropriation ≠ Cultural exchange

Activity: Cultural Behaviors

Think about the following:

• A cultural behavior you learned growing up and how it affects your behaviors at work.

• The cultural behaviors that you think are important to be accepted at the Foundation.

Main types of Bias

What is Bias?

Bias is an assumption, a belief, or a prejudice about a category of people. They can be in your blind spot.

Activity: Book Cover

Answer this question: What do you think this person does for work?

Activity: Book Cover

Answer this question: How would you respond if this person walked in to treat you? Would you want this person as your doctor?

You and Your Brain: How Human Brains are Wired

Cortex: Analyzes the signals, makes sense of them, and then sends messages throughout the brain about how to respond Thalamus: Acts as a relay station that receives stimuli from the outside world and sends them to the rest of the brain Amygdala: Receives quick input from the thalamus and scans for danger. An amygdala takeover is when there is the perception of danger, an emergency, and the prefrontal cortex is almost taken offline Prefrontal cortex: Manages our reactions in accord with our goals

SOM

Activity: Implicit Bias Test

Select one of the implicit bias tests on the Harvard website, complete the test and write down any thoughts you have. Website: https://implicit.harvard.edu/implicit/

Activity: Privilege Walk

Everyone, stand up and make a horizontal line across the room and close your eyes.

Generational Diversity

“Our commitment to integrity, our commitment to diversity and inclusion, to respecting our teammates - that’s what makes this business work.”

Dennis Muilenburg

Who's Who?

Baby Boomers 1946 - 1964

Gen X 1965 - 1979

Millenials 1980 - 1995

Gen Z Born after 1995

Activity: Finding Similarities

Go around the room and introduce yourself to other participants by sharing your name and your generation. Find one point of similarity and one difference with each person you meet. Meet as many other participants as you can in the time allotted.

Conduct

Influences

Values

Each generation is influenced by:

• Societal events

• Economy

• Parenting

• Technology

All people tend to value similar things—respect, honesty, opportunity; however, these are demonstrated differently in different generations.

Motivation

Generations are motivated by different things and in different ways. Some are used to being motivated by financial gain while others are more motivated by meaningful work.

Communication style

Each generation communicates differently.

DISCLAIMER

As we review the characteristics of each generation over the next few slides, remember that these are broad descriptions and that, naturally, not every person will possess or embrace every trait and belief.

Problema

Baby Boomers

The divorce rate rose dramatically, and single-parent homes became more common. Gen Xers were the first generation of latchkey kids who spent time without adult supervision. The increased divorce rate, combined with the lack of economic growth, contributed to a sense of realism in this generation.

Baby Boomers grew up in a time of optimism and growth. The 1950’s was an era of “Father Knows Best.” Then, as Baby Boomers grew up and moved into the 1960’s, societal attitudes changed and dissatisfaction with the status quo grew.

Self- reliance

Flexibility & Adaptability

Work-life balance

Baby Boomers don’t apologize for desiring individual recognition and success.

Baby Boomers want to achieve success and affluence, and believe hard work is the key to achieving it.

Because of the large numbers of people their age, Baby Boomers competed for spots in college, for jobs, even for the attention of their parents.

Problema

Gen X

Most GenXers grew up in traditional, two-parent families and frequently, the mother didn’t work outside the home. Hard work was expected, and they were brought up to believe that you had to pay your dues and earn your way to success; nothing would be given to you.

Gen Xers grew up in a time of change and even more social upheaval. Successful Gen X business leaders include Sheryl Sandberg (COO of Facebook) and best-selling author and Sara Blakely (founder of Spanx).

Drive

Competition

Personal Gratification

Gen Xers value “control over their time” more than any other incentive a company could offer.

Gen Xers grew up having to depend on themselves, as they experienced parents and other authority figures who let them down.

Gen Xers quickly got used to dealing with change.

Problema

Millenials

Millennials grew up in the era of “helicopter parenting” — very involved parents who coordinated all their children’s’ activities and who remained involved as their children grew up, with some going so far as to contact college professors or supervisors when their children didn’t get the grades or raise they expected.

Millennials grew up in uncertain economic times with ups and downs in the economy, including the Great Recession of 2008. Successful Millennial business leaders include Mark Zuckerberg (founder of Facebook) and Evan Spiegel (founder of Snapchat).

Instant gratification

Frequent feedback

Meaning in work

Having grown up with multiple major traumatic events, many Millennials have an attitude of “who knows what the future holds, so make the most of today.”

Their parents raised them by offering frequent praise and validation, so many Millennials seek a similar amount of feedback in the workplace.

Millennials want to make a difference at work. They don’t separate work and personal life as much as other generations, so they want all parts of their life to meet their desire for significance.

Problema

Gen Z

Gen Zs are growing up in a job market that is shifting from permanent jobs to a “gig” economy, with workers moving from one freelance job to the next with their predominatly Gen X parents' pratical approach to life.

Gen Z is the first truly global generation. Information is accessed and shared globally through social media without boundaries of place or time. They started entering the workforce in 2017 and also called the digital natives.

Education/Learning

Inclusiveness

Security and stability

Gen Z is also expected to be the most highly educated generation. In addition to formal education, Gen Zs self-educate with online resources such as YouTube.

This generation is the most diverse. Half of all US children are expected to be part of a minority race or ethnic group in the 2020 Census. Changes, such as constitutional marriage equality, that may feel groundbreaking to other generations are simply a fact of life for Gen Z.

Growing up in an uncertain world, Gen Zs seek social connection, online community and diversity and a sense belonging.

Generational Preferences

Differences in Communicating

Technology is the primary driver of each generation’s preferences for communicating. The use of electronic communication leads people to say things in email and online that they would never say in person. Baby Boomers and Gen Xers generally believe Millennials and Genz’s are most likely to engage in this behavior.

Feedback Preferences

Motivating Each Generation

Gen Z

Baby Boomers

Gen X

Millenials

Offer upskilling and re-skilling. Sense of ownership. Latest technology based tools and resources.

Eliminate unnecessary rules and policies. Let them do the work their own way. Abolish anything that looks like an “old boy network.” Micro is a Macro no no

Provide a mentor. Help them find meaning in their work. Create a fun work atmosphere. Offer opportunities to volunteer or tie work to a social cause.

Acknowledge their hard work. Tell them how they are important to the organization. Provide public recognition.

Activity: Recognizing Stereotypes

• What do you like about your generation?

• What do you wish other generations knew about you?

• What challenges do you face that might be related to your generation?

Activity: Differences in Communicating

Think about this scenario and how you would respond: You need to discuss and important issue with a colleague and their office is 5 minutes away. How do you approach them?

Activity: What gives you a sense of belonging

Work with a partner, someone from a different generation.Refer to page 25 in your workbook and take turns asking each other the questions listed below to understand what motivates the other person. “Would you rather” questions are meant to spur reflection and may not be easy to answer. Note that the options for each “would you rather” question are not meant to be in direct opposition to each other but rather to generate deep thinking and discussion.

Bridging Communication Differences (Case Study)

"When we listen and celebrate what is both common and different, we become a wiser, more inclusive, and better organization."

Pat Wadors

The Organization

Corporate Office of ICA, a national restaurant chain

The People

Brayden is a Data Analyst who just completed his master’s degree in Data Science. He has had several internships, but this is his first full-time, permanent job. Lily is the Social Media Manager. She is in her mid-40s and has worked for several start-ups related to the food industry before landing a job at ICA a year ago. Jim is the Marketing Manager. He has spent his entire 30+ year career in the restaurant business, the last 12 years at ICA. He has been the Marketing Manager for the last five years. Brayden and Lily both report to Jim.

The Situation (pg 28)

Brayden and Lily are working together on a project to revamp ICA’s social media presence. They are up against a tight deadline to submit their proposal so that their budget is included in the current fiscal year. Jim meets with Lily and Brayden to check on the status of the proposal.

Questions to consider

What is the source of this conflict? How might generational differences be contributing to this conflict? What potential stereotypes, if any, do you see expressed by each Brayden, Lily, and Jim? What is the process for overcoming differences that may be helpful in the current situation? Going forward, what actions would help these three to work better together?

Process for Overcoming Stereotypes

The key to resolving conflict is to remember that different isn’t wrong; different is just different.

Acknowledge

Accept

• Engage in civil conversation
• Seek to understand
• Listen

• Demonstrate empathy
• Examine your own attitude

Present and Future Leaders: Creating a Sense of Belonging

“The study of geography is about more than just memorizing places on a map. It’s about understanding the complexity of our world, appreciating the diversity of cultures that exists across continents. And in the end, it’s about using all that knowledge to help bridge divides and bring people together.”

Barack Obama

Activity: Effective and Less Effective Public Leaders Part 1

Think of a highly effective leader and list three effective behaviors they exhibit. Write a check mark next to any of the competencies that this leader integrated into his or her leadership behaviors.

Activity: Effective and Less Effective Public Leaders Part 2

Think of a less effective leader and list three ineffective behaviors they exhibit. Write a check mark next to any of the competencies that this leader integrated into his or her leadership behaviors.

The F.L.I.P Model

Interest

Frame

• Directly state the purpose of the conversation
• Explain what needs to be discussed
• Pause to hear the response

• Ask questions to confirm what is heard
• Read between the lines
• Express curiosity

Listen

Promote

• Focus on the other person
• Suspend assumptions
• Confirm what is heard

• State an observation of common ground
• Provide observable data to support line of reasoning

Activity: Your Inclusive Leadership Vision

On page 35 in your booklet, circle 10-12 words that “speak” to you and represent who you aspire to be as an inclusive leader. (If a word is important to you and not on the list below, write it in. This is your vision.) Circle six words in your list above that best represent who you aspire to be as an inclusive leader. See if you can write a few sentences using your six words or create a bulleted list of the six words and what each means to you. Your goal: To create a short inspiring statement that you can post on your wall, in your wallet, or on your smartphone to look at every day.

Activity: Your Inclusive Leadership Vision

Your Commitment

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