Learning Objective: Diversity leaders create a brand and image that supports and reflects competence and business value What does it mean to be a diversity leader? Over the past several years, diversity has been a hot topic. However, as times change and business challenges increase, the term has become a stale reference to check off a list of politically correct requirements. As leaders in diversity, we are challenged to educate, energize, and excite our organization around diversity initiatives. These initiatives build the foundation of creativity, innovation, and transformative results. Diversity and inclusion leaders are key players on the executive leadership team with the specific responsibility of ensuring that human resources are honored, embraced, and ready to contribute great value. Diversity and inclusion leaders are trusted advisors who fundamentally create strategies that result in corporate cultural transformations to effectively support the mission and vision of the organization. To continue to be successful and safeguard the great work and efforts of those before you, you must create a brand and image that reflects high integrity and strong leadership capacity. This workshop will arm you with the skills you need to change your leadership image and effectively function as a vital part of the leadership vision. At the end of this workshop, participants will be able to: a. Explore key diversity and inclusion leadership and management skills. b. Understand strategies for building the right brand and image. c. Examine what it means to transform organizational culture. d. Create a plan for excellence in diversity and inclusion leadership. e. Explore business challenges that impact diversity and inclusion leaders.

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2. Leadership and Excellence in Diversity: Sustaining
the Diversity Momentum in Changing Times

3. Write down the names of the people you associate the most with,
they can be friends, co-workers and/or extended family members.
Name Sex Race Ethnicity Origin Education Social Profession Age
Mark with “X” the similarities of the people within your circle of
trust.
What do you find out about your circle of trust?
Circle of Trust Activity

4. Meet the Panelists

5. Diversity & Inclusion in 2020
1. Multigenerational Workforce
2. Unconscious Bias in the Workplace
3. Gender Identity & Expression
4. Shifting from D&I to DE&I

6. The Multigenerational Workforce
There are now five, or more, generations in the workplace:
• Silent generation (those born between 1928 and 1945)
• Baby Boomers (born between 1946 and 1964)
• Generation X (born between 1965 and 1980)
• Millennials or Generation Y (born between 1981 and 1996)
• Generation Z (born since 1997)
With each of these generations comes distinct employee experience preferences
such as:
• reskilling/upskilling in the age of automation
• employee wellness programs
• connecting work to social impact and purpose
• flexible work arrangements
• leveraging social media within and outside the workplace
• Authenticity at work

7. Unconscious Bias in the Workplace
Implicit or unconscious biases are learned stereotypes that are automatic,
unintentional, deeply ingrained, universal, and able to influence behavior.
Research is being done to highlight the various kinds of unconscious biases,
and the impacts that they have on diverse populations in the workforce and
workplace.
S - similarity
E - experience
E - expedience
D - distance
S - safety
Organizations will take more strides to focus on how the biases, particularly
of managers and leaders, have an impact on an organization’s culture and
the progress towards a diverse and inclusive workplace.

8. Supporting Gender Identity & Expression
As the movement to recognize and accept transgendered and gender non-
binary employees continues, 2020 is likely to see more focus on updating
diversity, equity, and inclusion training along with a need to have internal
conversations and education around gender-inclusivity.
In September, Merriam-Webster recognized “they” as a singular, non-
gender-specific pronoun.
Organizations around the country are cultivating inclusion by:
• Implementing gender neutral restrooms
• Providing healthcare benefits that are inclusive of employees who are
transitioning
• Educating leaders around inclusive language and their responsibility
related to an employees’ gender identity and expression

9. Shifting from D&I to DE&I
Diversity, or increasing representation of people from various backgrounds,
perspectives, and experiences has been a focus of D&I leaders for the past few
years.
Inclusion, making space and amplifying the voices of everyone in the
workplace, equally, is another.
Many forward-leaning organizations are also focusing on the idea of ‘equity’
as part of their overall strategy:
• compensation
• talent development
• succession planning

10. Role of the Chief Diversity Officer
• Strategic advisor
• Organizational change agent
• Advocate for diverse talent
• Inclusion champion

11. Social Exclusion
Social exclusion is a broad term that refers to the inability of certain
groups or individuals to participate fully in society. (van Bergen,
Hoff, van Ameijden & van Hemert, 2014)
Social exclusion may take the form of discrimination along a number
of dimensions including:
• Gender
• Ethnicity
• Race
• Age
• Religion
• Income
• Sexual Orientation

12. Effects of Social Exclusion
-Reduced cognitive ability
-Reduced capacity for pro-social behavior and empathic concern
-Increased apathy and self-sabotaging behaviors
-Impaired ability to regulate one's behaviors for betterment of
the Force
-Reduced capacity to find meaning and work outcomes
-Decreased general well-being

14. D&I Leadership Capability Self-Assessment Tool
This tool details four areas of D&I (diversity & inclusion) leadership capability.
This tool probes into those four areas and provides a snapshot of your strengths
and areas of personal growth.
• Self-Awareness- How you are continually increasing your self-awareness
and managing your impact on others and situations.
• Strategic Content- How frequently you: discuss the benefits of D&I; take
D&I into account when making business decisions; and demonstrate D&I
leadership behavior in external interactions.
• Inclusive Work Environment- How actively you create an environment in
which all team members feel valued and draw on the rich diversity that
exists among your colleagues.
• Talent Management- How effectively you make meritocratic people
decisions and identify/develop diverse talent taking key demographic
data into account.
* Permission granted for use in the Mental Health Policies & Procedures Toolkit