The Sweet Spot of Diversity, Inclusion, Engagement, Higher Performance

1. The Sweet Spot of Diversity, Inclusion, Engagement,Higher Performance For: 86th Annual IMPA-HR Eastern Region Training & Development Forum By: Mauricio Velásquez, MBA President, Diversity Training Group mauriciov@diversitydtg.com

2. Meet Mauricio Velásquez Mauricio 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 – work and life has taken Mauricio to over 75 countries.

3. Mauricio’s Mission • Provoke Thought • Facilitate Discussion & Learning • Surprise You • Entertain You • Add Value • Provide Subject Matter Expertise

4. Opening Remark What You Don’t Know You Don’t Know (DKDK) What You Don’t Know (DK) What You Know (K)

5. Intent vs. Impact Intent (what you meant) vs. Impact (what you actually said)

6. Diversity • What pops into your head? • What comes to mind?

7. Dimensions of Diversity Military Experience Language Education Religion Age Gender Work Style Income Mental/ Physical Abilities Sexual Orientation Individual Family Status Work Experience Ethnic Heritage Race Geographic Location Communication Style Operational Role and Level Group Organizational Affiliation

8. Dimensions of Diversity Military Experience Language Education Religion Work Style Age Gender Income Mental/ Physical Abilities Sexual Orientation Work Experience Family Status Ethnic Heritage Race Geographic Location Communication Style Operational Role and Level

9. Dimensions of Diversity Individual Individual Group Organizational Affiliation

10. To Be Inclusive • To welcome “all” • To include • To make comfortable • When included – you become “fully engaged” in your work

11. Engagement – one way of looking at it With Organization (trust) With Manager (feel valued) High Performance Strategic Alignment (clear goals, strategy) Competency (you got what it takes)

12. Engagement • Fully Engaged – What does it look like? • Not Engaged – What does it look like? • Actively Disengaged – What does it look like? Think of your own team, office, organization What percentage of your team are Fully Engaged? ___% Not Engaged? ___% Actively Disengaged? ___% A World Class Organization…

13. Employee Engagement Key to Creating a World Class Organization Source: Gallup Consulting

14. The Lunch Date • Adam Davidson • Screen Writer/Director • This was his thesis to get his degree in film from AFI – American Film Institute, New York City • Won many awards • Filmed in 1990

15. Did they trust each other? • The two characters • What are we taught about “strangers” – all cultures

16. At the Center of my work…. TRUST – means confidence Behind “Diversity and Inclusion” issues I always find Trust issues” LEADERSHIP – getting results in a way that inspires trust There is no “Leadership Without Followership” – Do diverse followers trust homogeneous leaders? Please read: SMR Covey’s “The Speed of Trust”

17. Trust & Being World Class – Go Hand in Hand 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 community, for your kids, for your families and jobs, of course…

18. S.M.R. Covey says…. “The ability to establish, grow, extend, and restore trust with all stakeholders – customers/clients, business partners, coworkers – is the key leadership competency of the new global economy.” “Leadership is getting results in a way that inspires trust.” In your every action – do you inspire trust, are you leading by example?

19. “Before You Can Understand ‘Others’ – You Must Understand Yourself First!” - MV Self awareness is so critical!

20. The Winning Balance So where do I stand? Where am I with respect to this topic? Respond to the questions below based on your behaviors.

21. The Winning Balance (cont.)

22. The Winning Balance (cont.)

23. The Winning Balance (cont.) Used with permission of Bureau of National Affairs, The Winning Balance.

24. What Your Scores Tell You

25. What Your Scores Tell You

26. D&I Change Agent • What pops into your head?

27. A Change Agent • Leads by example – Role Model, Inclusive, Trustworthy • Sees human beings, build relationships, suspends judgment (not label/stereotype) • Mindful of biases, prejudices, SFPs – self aware • Coaches – challenges these notions – individually and organizationally • Problem-Solves • Builds relationships with all (not just people like yourself) • Builds and promotes trust • Acknowledge, identify, and tackle “Diversity Issues”

28. You have a diversity issue when.. ..when an issue (i.e., policy or business practice - formal, informal, internal or external) has a differentimpact on a particular group (for example, impact on men vs. women, black vs. white, American vs. foreigner, urban vs. rural background, military vs. civilian, – mentoring, training, assignments, upward mobility, etc.) ..when it happens more frequently to a particular group (for example, 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) (for example, “glass ceilings”)

29. Ignoring Diversity Issues comes with a cost A diversity issue exists where the policy or business practice (formal or informal) has an impact exclusive of difference (not inclusive of difference). Is there a trend or pattern (intentional or unintentional)? Having a diversity issue is not necessarily a bad thing. Doing nothing about it given you have knowledge of the issue is where organizations go wrong (negligence). Being in denial about these issues does not make them go away. Ignorance is not bliss. The question is why do we have this issue and how can we take action to correct it or improve the situation. A D & I Strategy is put together to “address these issues” or “solve the problem” or “focus on the lost opportunity.”

30. Some Tools

31. Start Message Start with a Positive Please stop_______________________________________ (describe negative/unproductive behavior) Start_____________________________________________ (describe new, more appropriate/positive behavior) Continue_________________________________________ (describe ongoing positive behavior) End with a Positive

32. I-Statement How do I coach someone when I feel my differences are being held against me? (Start with a Positive) When you ___________________, I feel ______________________ (describe behavior) (impact of behavior) I would prefer ___________________________________________ (new behavior – more appropriate/productive) OR I feel _____________________, when you ____________________ (impact of behavior) (describe behavior) I would prefer ___________________________________________ (new behavior – more appropriate/productive) OR When I see ______________, it makes me feel ____________________ (describe behavior) (impact of behavior on you/group) I would prefer _______________________________________________ (new behavior – more appropriate, more productive) (End with a Positive)

33. 2 Kinds of Behaviors PREFERS • Promote respect • Diversity friendly • Inclusive • Promotes trust NEVERS • Disrespect • Bias/prejudice • Exclusive • Undermine trust

34. Change Agents are World Class and Understand the Sweet Spot

35. Using Communication to Solve Problems ?

36. Using Communication to Solve Problems

37. Action Plan • How can I create an inclusive work environment? • How can I use what I have learned in this class in my organization and beyond?

38. 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

39. What is working – critical success factors STRATEGIC • Visible, supportive and fully-committed senior leadership • Diversity strategy/plan developed & aligned with organization’s strategic plan • Internal and external communications improved • Employee involvement and assessment • Recruitment and retention activities improved • Measurement, metrics and follow through emphasized • Constant benchmarking and continuous improvement of diversity strategy and plan

40. Navy Definition of Diversity All of the individual attributes and characteristics of our Sailors and Civilians that enhance the mission readiness of the Navy.

41. 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