What is the Difference Between Sex and Gender

While many may use the terms “sex” and “gender” interchangeably, there is a great difference between these words. In order to foster a sense of diversity, we must understand the distinctions which separate these phrases. This blog will define both sex and gender, highlighting their differences and sharing how to use these terms in an inclusive light. 

Sex is defined as the genetic factors which determine a human being’s reproductive functions. This characteristic is usually assigned at birth by doctors due to the child’s genitalia. A person’s sex often includes biological features, like their genes and hormones, as well as physical traits. However, a common misconception is that sex is limited to the male and female binary. In reality, there are a few different medically supported sexes. One of the most common is intersex people, born with a discrepancy between their internal and external sex characteristics. Nearly 2% of the world’s population has intersex traits (Amnesty International). That’s around the same number of people born with red hair! In addition to this, there are multiple other designations for people born with unique hormone production, combinations of chromosomes, and physical traits. 

In contrast to sex, gender is a social construct determined by cultural roles and personal identifications. Gender can be viewed on a spectrum rather than the previous binary of male and female. When meeting new individuals, it is integral to never assume their gender, especially if you are unsure of their pronouns or preferences. Most people do identify as men or women, but some may identify with both, neither, or somewhere in-between the two. For example, some non-binary individuals often use they/them pronouns to distance themselves from male and female designations. Others may use a unique combination like she/they to demonstrate their affinity to one side of the spectrum. Lastly, a person’s sex and gender do not have to match. This is often the case for transgender individuals who were assigned a different sex at birth. If we are confused about a new coworker’s gender, we should ask politely for their pronouns and chosen identity! Once we have this information, a few Google searches can help us better understand our teammate and ensure that they feel welcomed and included in office culture.

While the difference between gender and sex may still be difficult to comprehend for some people, it’s important that we make an intentional effort to learn about these factors as they strongly contribute to diversity, equity, and inclusion. Understanding the idiosyncrasies between these two terms can help us appreciate and accept members of the LGBTQ+ community. Through this process, we can incorporate messages of gratitude and inclusion into our daily interactions as we become more informed and welcoming individuals.

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. For more information, visit DimaGhawi.com and BreakingVases.com.

What Does Queer Mean?

The “Q” in the LGBTQ+ acronym stands for queer. Previously used as a slur against the gay community, it is important for us to understand the definition of this word and learn how to use it appropriately. 

Throughout LGBTQ+ history, homophobic groups often used the term “queer” to portray gay individuals negatively. Currently, some members of the gay community have reclaimed the word to describe sexual orientations or gender identities other than heterosexual and cisgender. Additionally, others may use “queer” because their sexuality or identity is too complex to fit into current labels. Technically, all LGBTQ+ members could identify as queer, but not everyone chooses to do so. Some still feel residual hurt from the harsh uses of this word in their past. Due to this, allies should be careful and considerate about their usage of this word. Never call a gay coworker queer unless they have given you permission to refer to them with this term. When in casual conversation, avoid using the term “queer” and instead use words like LGBTQ+ or gay. 

By learning about this term, we gain a deeper understanding of the gay community and its historical challenges. While newer generations have reclaimed the word “queer,” there is still a high chance that this word may elicit anxiety or fear in other LGBTQ+ members. We must do our best to be inclusive of both groups by being compassionate and considerate with our language. However, with this new knowledge, we can better communicate with coworkers who may identify as queer and foster a sense of support and inclusion.

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. For more information, visit DimaGhawi.com and BreakingVases.com.

What Does Non-Binary Mean?

Gender equality has always been a strong part of diversity, equity, and inclusion initiatives. However, current shifts in gender inclusivity have added new topics to this discussion. Growing communities of gender non-conforming and transgender individuals have expanded the male and female dynamics. One of the most common gender identifications is non-binary. These individuals do not consider themselves to be simply male or female; rather, their identity falls between these labels on the gender spectrum.

Non-binary describes any individual who does not exclusively identify as a man or a woman. This gender may mix and match characteristics from either gender, lean towards one side of the gender spectrum, or distance themselves from male and female traits completely. It is not always possible to label someone as non-binary simply from their clothes, hair, or body parts. Instead, allow those around you to come out as non-binary and share which pronouns they prefer. Oftentimes these individuals will use they/them terms or a combination of gendered and non-gendered pronouns, like she/they. Each non-binary person is different and will have a unique version of their gender expression. If you find yourself confused, consider delving deeper into credible research about gender identities, listening to the stories from non-binary speakers, or approaching your gender non-conforming team members with polite and curious questions. 

When in the workplace, respect should always be the number one priority. Some non-binary employees will be open to sharing their stories and proudly display their pronouns, but others may be more reserved and closeted. Meet these team members where they are and ensure that they feel valued and understood. Most importantly, listen when gender non-conforming individuals divulge their experiences and take their words to heart. Ease their work lives by using the correct pronouns for coworkers. Over 30% of the LGBTQ+ community has reported that being repeatedly misgendered elicits feelings of depression, doubt, and anxiety (Healthline). As allies, we can incite inclusion through intentional language and caring actions, fostering a welcoming workplace for non-binary team members.  

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. For more information, visit DimaGhawi.com and BreakingVases.com.

Four Tips for Creating a DEI Council Charter

            When founding a DEI Council, one of the most integral elements to discuss is the creation of a charter. This document will help guide the group’s meetings, decisions, and initiatives from its conception throughout its future work. A successful DEI Charter interweaves several elements, including a strong mission statement, related goals, leadership assignments, and membership requirements. Through this article, I share the benefits of designing and implementing a charter and breakdown the central tenets of this initiative. 

1.  One of the first things a DEI Council should consider is its mission statement. This set of phrases lays the foundation for all initiatives to come. When dividing the mission statement, consider incorporating key language from the organization’s DEI strategy as well as the central mission of the company itself. Through this piece, we establish the sentiments which will underscore all future efforts of the DEI Council. First, evaluate the general values and goals of the group and devise language that encompasses these ideas into a defined and uniting statement. The following stages of the DEI charter will fall into place under this guiding light.

2. After a strong and clear mission statement has been established, begin listing understandable and achievable goals for the council. Consider employing SMART goals or objectives that are Specific, Measurable, Attainable, Relevant, and Time-based. This step ensures that future initiatives will align with the organization’s mission and create measurable positive change. Attempt to break down larger goals, like increasing the culture of inclusion in the company, into achievable objectives. These smaller and more manageable programs and initiatives will help the council efficiently dedicate their time and resources to achieving their monumental milestones. With the combination of workable projects and affiliated goals, the charter defines the DEI Council’s critical responsibilities and emphasizes positive progress. 

3. Another important aspect of a DEI Council is leadership. In the charter, make sure to include a clear definition of these positions with detailed descriptions of roles and responsibilities. These statements will establish and support the backbone of leadership for the group. While in this section, give some thought to the technicalities of term lengths, elections processes, and committees. I strongly recommend including smaller leadership opportunities to encourage members to develop their communication and interpersonal skills. Additionally, these roles will allow current chairs and officers to recognize and groom organizational talent for upcoming leadership positions. By determining these aspects of the council early on, future transfers of power and leadership changes will progress more smoothly. 

4. The DEI Council charter should establish the central tenets and responsibilities for members. These are enthusiastic about increasing diversity within the organization but may not have the time necessary to serve as council leadership. Similar to the previous section, consider the election of members into the council, expected contributions, and their term lengths — should these be longer, shorter, or the same as leadership term lengths? The answer to these questions revolves around your company’s ideals, employee availability, and DEI strategy. Lastly, establish membership diversity as an integral aspect of the DEI Council. At all times, the council should accurately represent the employee base that they serve. This means a diverse demographic foundation with contributions from different races, genders, generations, and even departments. By integrating these tenants into the DEI Council charter, we ensure that members will remain committed, passionate, and dedicated to elevating diversity and inclusion within the workplace. 

While founding a DEI Council may be daunting, creating a solid charter will provide organizational leadership and future council members with the necessary guidance to enact change and positive progress. Upon establishing the council, set a preliminary meeting aside to either discuss or draft the charter together. Through this act, we gain the support and involvement of employees and move towards a greater understanding of diversity, equity, and inclusion. 

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. For more information, visit DimaGhawi.com and BreakingVases.com.

Tom Cruise’s Bold Diversity, Equity, and Inclusion Stance

This past week, actor Tom Cruise astonishingly returned his three Golden Globe awards to the Hollywood Foreign Press Association (HFPA). The reason for this action: a stunning lack of diversity and inclusion within the HFPA has led to nationwide criticism of the awards show. This situation emphasizes the importance of intentional action as we create both diversity and inclusion in the workplace. Each one of us has a choice. We can choose whether or not to participate in a system that suppresses and discriminates against others. When confronting this predicament, Tom Cruise chose a reassuring path that emphasizes the three Cs of inclusion, renouncing the titles given by a discriminatory organization and showing us that we, too, can create progress.

• This change starts by being curious and questioning why things are the way they are. In regards to the Golden Globes, Tom Cruise opened his mind to critical thinking and asked why, in 2021, there was still a distinct lack of Black members in the HFPA.

•  Being an ally and driving change requires courage, as exemplified by Tom Cruise’s bold actions. Allyship means being intentionally inclusive and saying “NO” to the old ways of suppression, even if this takes the form of prestigious awards. We each have a role to play, and that will involve bravery from each one of us. 

• Continuing to increase awareness calls for commitment. We must continue the momentum of this moment to break from the old ways of discrimination. From small daily changes to famous actors making a statement, we have to dedicate ourselves to this movement to ensure success. 

There is a ripple effect in Hollywood, resulting in companies like Netflix, Amazon, and Warner Brothers boycotting the Golden Globe awards. These boycotts grew into a massive wave demanding change as NBC announced the cancellation of the 2022 awards ceremony, calling for immense change within the HFPA. Through this messaging, NBC and other organizations have demonstrated the importance of standing up for diversity and inclusion. This event illuminates the power that organizations have to create change and illustrates the intentional commitments we must make to ensure inclusion. 

Stories like this excite me because they create a strong positive ripple effect that challenges oppression and helps to increase awareness. By channeling this progress, we can continue the momentum of change and champion the values of DEI on a larger platform. Through this event, we see the power of both the individual and the organization as a whole to create impactful change and motivate positive progress. 

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization.

Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Uncover Your Unconscious Biases

Unconscious biases are subliminal prejudices that influence the way we make decisions. These practices often negatively impact our businesses, leading to an unhealthy workplace. We each have over 180 biases. In this blog, I share information about fifteen of the most common ones and provide examples for each. With the knowledge of these biases, we can begin the conversations needed to create an inclusive workplace for all. 

Affinity Bias: Responding more positively to individuals with a similar race, gender, sexual orientation, etc.

 A supervisor is considering employees for a promotion. One team member reminds the manager of themselves when they were just starting out in the field. Based on this information, the supervisor promotes this employee. 

Anchoring Effect: Relying too heavily on the first piece of information offered 

A manager reviewing resumes for possible candidates notices that one individual attended an Ivy League college. Without reading the rest of the resume, the manager offers the candidate an interview. 

Bandwagon Effect: Jumping on board with something primarily because other people are doing it

When making corporate decisions, managers are swayed to agree with large groups and fail to discuss unique options. 

Beauty Bias: Prejudices based upon the attractiveness, superficial personality, or physical appearance of an individual 

A survey of Fortune 500 companies found that male CEOs are 2.5 inches taller than the average man. People unconsciously perceived tall men as powerful, smart, and capable when compared to shorter men.

Confirmation Bias: Seeking information that supports one’s beliefs and ignoring details to the contrary

A CEO who believes the organization does not need to improve diversity and inclusion conducts a workplace survey to investigate the status of diversity and inclusion. When reviewing the results, the CEO highlights and reports all the positive comments and overlooks areas of improvement. 

Guilty By Association: Unfairly judging individuals by the company they keep 

A new employee is assigned a desk next to known slackers in the office. After some time, the employee becomes friends with these individuals, and the manager notices. In performance evaluations, the manager penalizes the new employee for being a slacker, even though they have met all deadlines.  

Hasty Generalization: Making a large claim based on a small amount of information

A supervisor has a team of 300 employees. When conducting a workplace survey, the manager only asks three employees for their opinions. The manager then makes executive decisions based on this small sample size. 

Halo/Horn Effect: Allowing impressions of an individual in one area to influence the overall impression

A manager invites two equally high-performing employees to an upper management meeting. One comes dressed in a well-tailored suit, while the other wears slacks and a button-down. The upper management team believes that the employee in the tailored suit is a more effective employee and should be promoted, while a performance review should be conducted of the other employee.

Herd Mentality: Adopting specific thoughts, prejudices, or behaviors to fit in with a certain group of individuals

A manager joins a company with a pervasive sexist office culture. When given the chance to hire a new team member, the manager only interviews men for the position and unconsciously disregards female applicants.

Hindsight Bias: Believing that a past event was predicted without any reasoning or evidence 

A candidate fails to prepare for a job interview and has a bad interaction with the hiring manager. When the candidate does not get a job offer, they insist that they wouldn’t have been hired anyway. 

Negativity Bias: Allowing adverse events to overshadow equal positive events 

Employees have three great quarters and one quarter below average. In performance reviews, the manager focuses the majority of their evaluation on the negative quarter. 

Optimism/Pessimism Bias: The likelihood to overestimate a positive/negative outcome based on attitude

In the morning, news is shared that the company met all its deadlines and goals and saved money over the past fiscal year. In the afternoon, during a team meeting, the marketing plan for the following year is discussed. Exciting and innovative ideas are presented that will use the entire year’s budget by the second quarter. Everyone is excited and sees the rewards from this plan and gets started right away.

A hiring manager is late to work due to a flat tire. After getting in, they only have a few minutes before an interview. They doubt that the candidate will be hired and think they will need to start the search from all over.

Self-Serving Bias: Taking personal credit for positive events but blaming outside forces for negative events

When getting a promotion, an employee states it is all because of their hard work and diligent effort; however, when falling short of a deadline, the employee blames faults on their team members. 

A manager takes credit for a great quarter of sales but blames their team for the following below average quarter. 

Slippery Slope Fallacy: Rejecting an idea with little to no evidence simply because someone insists it will lead to an adverse major event

A prejudiced supervisor arguing that hiring one minority employee will lead to the deterioration of company culture and, eventually, the fall of the organization. 

Stereotypes: Overgeneralized beliefs about a particular group of people

 A manager assumes that an Asian employee is good with math and assigns them to certain projects because of this belief. This practice prevents the manager from realizing the employee’s real strengths and viewing all team members equally. 

These definitions and examples allow us to spot biases and accurately correct injustices. With this information, we can strengthen our culture of inclusion and empower employees with a deeper understanding of biases. By increasing our awareness of discrimination, we prevent negativity from subliminally spreading within our workplaces. 

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization.

Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Tips For Establishing a DEI Council

Establishing a DEI Council makes it possible to ensure a dedicated focus on DEI priorities. This selected group of employees, including executive sponsors, is responsible for setting the short and long-term initiatives identified by the organization, creating DEI programs, and managing their implementation. The DEI Council is a structured and collaborative way to get employees from across the organization to lead, participate in, and own the DEI initiatives. While this council supports the success of DEI efforts, it also provides personal development opportunities and visibility for its members. 

For the DEI Council to be effective, we need to ensure:

• Support from senior leadership.

• A composition of diverse members from different ethnicities, gender, generation, department, and other dimensions of diversity.

• Clear goals and expectations, structure, and leadership.

• An understanding of their roles as an advisory group and the DEI initiatives-focused team.

• Estimated time commitment: 2-3 hours per week per member. For employees that are billable, ensure that the organization issues a DEI non-billable code.

• A dedicated annual budget to support the DEI Council initiatives.

• An actionable project plan and metrics to track progress.

• An effective council chair and leadership team, rotating the responsibility for creating the meeting agenda and taking minutes.

These eight puzzle pieces come together to create an efficient, representative, and dedicated DEI Council for any organization. By gaining the support of executives and incorporating the advice from employees, we can revolutionize our view of DEI, creating more diversity than ever before. Through the implementation of a DEI Council, our organizations can constantly progress towards a brighter and more inclusive future.  

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization.

Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Main Areas of Focus in a DEI Strategy

Embarking on the journey of increasing diversity and fostering inclusion in the workplace can seem daunting. However, with a well-defined diversity, equity, and inclusion (DEI) strategy, we can establish a clear plan to execute our DEI vision. To fully ingrain DEI into our businesses, we must integrate our inclusion efforts into all aspects of the organization. Through this blog, I will share key internal and external ways to incorporate diversity into our businesses.

Here are some areas to look into as we put together a DEI Strategy for our organizations:

Internal communications: Ensure the leadership team communicates the company’s focus on DEI in its corporate values, mission statement, and other messaging within the organization. 

Feedback channels: Implement ways for employees to share ideas for increasing DEI or to express concerns about discrimination and harassment in the workplace. 

Employee Resource Groups (ERGs): Create ERGs to bring together employees with similar backgrounds, such as women, people of color, LGBTQ+, and emerging professionals. The most effective ERGs are inclusive and open to everyone – both members and allies.

Recruitment: Determine the most common barriers that affect recruiting historically marginalized groups and seek a diverse pool of candidates. Offering unconscious bias training to hiring managers supports diverse recruitment efforts.

Talent pipeline: Create a talent pipeline to develop diverse candidates for future leadership roles, and ensure underrepresented employees are included in mentorship programs. 

Ongoing workshops: Provide ongoing workshops regarding DEI topics like unconscious bias, working across generations, and handling discrimination case studies.

Roundtable discussions: Plan monthly small group roundtable discussions with executive team members and a diverse group of employees to gain input on workplace culture in relation to inclusion. 

Leadership Compensation: Include the focus on DEI in the leadership team’s performance evaluation and compensation plans. 

In addition to making improvements within the organization, we can exhibit our DEI commitments externally:

External communications and branding: Share the company’s focus on DEI by stating the commitment on the website and through social media posts.

Community engagement: Encourage employees to volunteer with associations and universities serving historically underrepresented groups. 

Putting together and implementing a DEI strategy can feel overwhelming since it needs to be integrated throughout all aspects of an organization. The best way to tackle this process is through a phased approach. We begin by identifying and implementing the low hanging fruits:  initiatives that are easier to start implementing. What matters is creating momentum and gaining buy-in. That is when we are able to foster real long-term change in our workplace and surrounding communities. 

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization.

Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Personal Actions to Increase Diversity and Inclusion

As the world is changing, businesses are evolving to incorporate diversity, equity, and inclusion into their core statements and missions. As individuals, we can also take actionable steps towards increasing inclusion within our daily lives. If companies are dragging their feet in committing to positive reform, do not be afraid to harness your power to create change. This blog will share impactful tips for creating a safe space for our minority coworkers, friends, and family.

Question our Biases

To incite powerful change, we must first look inwards and consider our own biases. Whether conscious or unconscious, everyone holds their own preferences from past interactions, stereotypes, and media. We must take the time to intentionally evaluate our internal prejudices and consider how these thoughts influence our daily interactions. By questioning how we engage with the people around us, we can increase our self-awareness. By becoming more observant of our thoughts, emotions, and behaviors, we begin to manage our inner biases and challenge our negative assumptions. 

Observe our Language

This step is all about creating a safe and inclusive space for minorities who may be negatively affected by our unintentional word choice. Think about this question: Would you like to be on a blacklist? No, of course not! Blacklists come with the connotation of exclusion, isolation, and negativity. What about being on a ‘whitelist’? This term describes groups of people who are deemed to be acceptable and trustworthy. This not so subtle color iconography can hurt minority groups around us by perpetuating racist stereotypes. 

Another example is the “master bedroom.” While this term may be familiar, many forget that it has ties to slavery. As of 2020, many real estate companies have actually removed the usage of “master bedroom” from their online listings to create a more comfortable buying experience for clients. We must be careful and conscious about our word choice and language. While some may see this as an inconvenience, I see it as an opportunity to protect and support minority groups. These small changes are overwhelmingly worth it to make those around us feel comfortable. Remember, words have power!

Replace Fear with Curiosity

A recent research study showed participants pictures of unfamiliar faces and tracked their neural responses. When individuals were shown faces from people of color, the fear center of the brain lit up! However, if participants were given a new face with a short story about the person, the fear response decreased incredibly. By increasing our curiosity and exposure to unique people, we can replace this alarm with comfort and acceptance. By learning about minority groups and their history in America, we begin to understand the hardships they have faced and the systematic oppression that stands in their way. This knowledge empowers us to break through biases and stereotypes and forge an inclusive environment. 

Get Connected

COVID-19 has driven a wedge in so many of our personal and business relationships. With the constant usage of face coverings, shift to the virtual sphere, and community lockdowns, we are now limited in our social interaction choices. By connecting with old friends and establishing new relationships with diverse individuals, we can extend our social circles and learn more about minority communities. Getting to know people from different backgrounds helps us better understand their stories, hardships, and uniqueness. Mr. Rodgers once said, “Frankly, there isn't anyone you couldn't learn to love once you've heard their story.” The more we connect with people, the more we relate to them and foster love and respect in our community. 

Be a Courageous Ally

In the last year, we have seen the importance of standing up for groups facing injustice and working alongside minority groups to make a change. A good ally listens to the stories of the oppressed, learns from their experiences, and takes positive action. We should be intentional and committed in our support of minority groups. This step includes observing our environments and speaking up when others may not be able to. Just because people are silent and accepting of something, it does not mean it is right. We can bring the light needed to illuminate wrongdoings and encourage positive change. 

With these actions, we can all move closer to a truly inclusive community. Revolutionary change starts from within, and we take the first steps today by increasing our curiosity, questioning our biases, and committing to allyship. These steps will allow an inclusive personality to bloom within ourselves, and this positivity will ripple into our families, workplaces, and surrounding communities. 

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization.

Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

How Different Organizations View Diversity, Equity, and Inclusion

More and more organizations have rethought their Diversity, Equity, and Inclusion (DEI) strategies. However, some are still struggling to implement positive change or even acknowledge the benefits of diversity. When I evaluate a business, I categorize their view of DEI into one of the five below. As you and your team embark on your journey towards inclusion, I encourage you to evaluate your current position and think about the initiatives needed to move forward.

Reactive

These businesses take an aggressive stance against DEI measures. Many of these organizations may be led by misinformed leaders who strongly oppose DEI. The main issues with these organizations is FEAR and misinformation.  They resist change and do not want acknowledge value of DEI.

Nice to Have

At a “nice-to-have” organization, DEI is mentioned but not truly implemented. The leadership team focuses on the limitations of money and time, preventing progress towards inclusion. For these companies, it will never be the “right time” to begin a DEI initiative. While they are not outright hostile, leaders continuously push diversity and inclusion to the wayside. In an effort to move to the next level, employees can petition for increased DEI training and look for fiscally responsible ways to incorporate diverse values.

Realizing the Value of DEI

With the rise of the Black Lives Matter movement and the increased visibility of racial injustice, many organizations are recognizing the importance of DEI. In these companies, executives understand that DEI is valuable. These organizations may focus on the public relations aspect of DEI, superficially committing to training and external statements to help their brand, but they are not supported with a clear strategy and detailed initiatives.

Dedicated 

The “dedicated” stage is a positive place for organizations to be! The leadership team have a documented strategy and are intentional in implementing the DEI initiatives. The executives, managers, and employees are bought into the concept of DEI. These organizations are continually learning and progressing in their DEI initiatives and they encourage dialogue related to DEI topics.

Essential

At the “essential” level, DEI is weaved into the fabric of the culture. It plays a critical role in all internal and external communications, hiring and promotion practices, training, personal development opportunities, and supplier business partner selection. Organizations in this phase challenge the norm, establish best practices, and keep DEI at the forefront of their daily operations. While it is great to aspire to be this level, I believe many teams are on their way! 

How do you rank your organization on this scale? Are there any barriers preventing DEI progress in your teams? What can we do to overcome these limitations and create a more inclusive work culture?

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization.

Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

The Power of Inclusion

Creating a culture of inclusion is integral to increasing employee engagement, teamwork, and innovation; however, the true advantages of diversity shine through in our team members. By establishing a healthy and safe environment, we can welcome diverse individuals and encourage them to unlock their potential. Whenever I think about this topic, I think about my friend Mike and his journey to acceptance. 

I moved to Louisiana eight years ago and met the most amazing people, including Mike. Mike was a driven businessman who took multiple leadership positions in our community, volunteering his time to better our city. Even with this community visibility, he kept a deeply buried secret. Mike was gay. He could never truly express himself in the worries that his community, church, and family would not accept them. In the process of hiding his own identity, Mike began to develop an alcohol addiction. Frequently, Mike would hide his inner pain by binge drinking, suppressing his true self with alcohol. These harmful practices carried over to his business as team members were slowly exposed to his alcoholism. Mike began to lose dedicated employees and even long-time clients. His company was slowly sinking into a pool of debt. 

One day I was having a conversation with Mike, and he began to share a completely different family story regarding his nephew Jeff. Jeff was a young, 13-year-old boy who chose to wear a heavy winter jacket all year long. Even in the hot and humid Louisiana summer! Jeff soon shared with Mike that his peers at school had been bullying him about his weight gain, causing significant mental trauma. To protect himself from their painful comments, Jeff had taken to covering his whole body in thick clothes, preventing anyone from seeing what he truly looked like. Telling this story, Mike had tears in his eyes. The thought of his nephew having to hide himself to be accepted resonated with Mike and his own struggles with coming out. 

The prejudices that Mike and Jeff faced took a serious toll on both their mental and physical health. Recent research has found that pervasive adversity and social biases increase activation of the amygdala, our brain’s fear center. According to a 2018 Biological Psychiatry article, consistent discrimination reinforces connections between the amygdala and surrounding structures. These neurological stressors then multiply into negative mental and physical symptoms, like depression, substance abuse disorders, and even cardiac arrest. A 2019 study of black South Africans raised during Apartheid found that their brain chemistry was forever changed by their exposure to implicit, explicit, and institutional racism. The same negative junctions between the amygdala and areas of socialization were more evident and strongly cemented in place. These biochemical changes result in poor employee health, decreased productivity, and heightened levels of stress. Discrimination creates lasting changes to its victims, and we must work our hardest to decrease its prevalence. 

When prejudice and unconscious bias infiltrate the workplace, we lose our team members’ spark of uniqueness that fosters creativity, innovation, and productivity. In the face of constant adversity, team members may hide under their own “heavy jackets” to be accepted. On-going discrimination prevents our employees from being at their best, forcing them to cover up their true selves. A culture of disrespect and inequality breeds a tense and fearful workplace. When our team members cover themselves with heavy painful jackets, we miss out on their diverse opinions and enriching stories. 

We must work our hardest to create a safe and inclusive environment for Mike, Jeff and for everyone. A place where no matter how you look or who you love, you will be wholeheartedly welcomed and accepted. Beyond the benefits to the bottom line, we can improve overall organizational culture and create a lasting personal change for each and every team member. We have far too often been taught to mask our identity, but by creating a culture of inclusion, we encourage employees to take off their heavy painful winter jackets and show their true selves in the workplace.

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

My Shocking Unconscious Bias

I was invited recently to be the commencement speaker at USD. I was ecstatic to come back to the university where my leadership journey began, but little did I realize that this experience would teach me an invaluable lesson about my own unconsicious biases.

A week before the event, I received an email with instructions and information pertaining to commencement. The email said that I would be speaking after Provost Jennings. When I read Provost Jennings’s name, I immediately imagined a stout, mid-50’s white man with a salt and pepper halo of hair and glasses, despite having no idea what this person actually looked like.

I arrived at the stage an hour before everyone else and took everything in. The large pavilion with rows of empty chairs before me would soon be filled with graduate students eager to receive their diplomas. I was brimming with excitement.

The dean arrived with two other people a few steps behind him. He smiled and said, “Hi Dima, I would like to introduce you to Provost Jennings.” I saw a man behind the dean whose physical description matched what I had in mind. Portly, glasses, with a receding hairline. I walked toward him and held out my hand, but he had a quizzical look on his face. I heard the dean’s voice behind me say, “Oh no, this is Provost Jennings!” I turned around to see the dean pointing to a woman in her early-50s. My heart dropped to my stomach, and the expression on her face was clear: “Here we go again.” She was very polite and didn’t say anything, but she had probably experienced this so many times — that is, someone mistaking a man for having her title – that it no longer surprised her. I felt my cheeks burn with shame and thought to myself, “Even me?”

My life’s work is dedicated to empowering woman globally, but even I was subject to my own unconscious biases. I assumed, with very little information at hand, that the Provost would look a particular way, and in the process of my assumption, I repeated a negative pattern of thinking.

It is so crucial that we open our minds, become aware of our own biases, and realize how they are impacting our perceptions of others. Most importantly we must continue to be intentional on a daily bases to eliminate these biases.

I am thankful for Provost Jennings because by meeting her, I gained a valuable lesson that I will remember for the rest of my life

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

Executives' Buy-In to Diversity, Equity, & Inclusion

There are numerous benefits of diversity, equity, and inclusion (DEI) within the workplace. Just to list a few, DEI has been correlated with increased engagement, employee retention, innovation, and positively influencing the bottom line. With all of this great benefits, why is there still resistance to DEI at the executive level?

Many executives still view diversity and inclusion as just a “nice-to-have” instead of realizing that it is essential for business. This limited buy-in decreases overall interest and intentionality in DEI efforts. Like anything else, DEI training and initiatives require an investment of time and budget in order to create a progress in this area.

Unconscious bias and prejudices may create mental blockades, preventing some executives from supporting diversity and inclusion initiatives. An example of this is a question I get asked after nearly every one of my diversity and inclusion presentations. A skeptical executive will say, “Are you telling us that we have to promote minority individuals that are not qualified just because they are minorities?” This question is laced with unconscious biases against minority candidates. Even though they may not realize it, some leaders are assuming that minority candidates are not qualified! They may think that simply because a minority candidate may not have the same background, education, or experience as a white candidate, they are “not qualified.” These very differences are essential to create a diverse workplace with unique thinking and creative solutions. By addressing these issues, we can slowly work towards achieving executive buy-in to diversity and inclusion initiatives. 

Furthermore, some executives may not even realize there is an issue with the lack of diversity and inclusion in their organization. In consulting engagements, I observed many avoid broaching discrimination conflicts, minimize the significance of exclusion, and suppress attempts at progress. These actions may come from a place of mere misunderstandings about the gravity of certain situations. Additionally, some executives may have concerns about potential clients viewing DEI initiatives negatively, citing taboos about Black Lives Matter or Pride movements. 

Our answers to these fears and worries need to consistent and educational. When facing a challenging executives, I always start by highlighting the rewards of DEI. Share statistics and industry research touting the benefits diversity brings to the bottom line. Showcase how inclusion improves employees’ connection with the company, increasing employee engagement, retention, and efficiency in the workplace. Mention the positive visibility organizations committed to DEI receive and how these initiatives can expand clientele. 

In conjunction with the advantages that DEI brings, stress how diversity initiatives can help organizations avoid future challenges. A lack of diverse employees may lead to a lack of diverse clients, as buyers often trust and relate to individuals similar to them. Furthermore, unique candidates and young workers often seek a diverse work environment. Without the proper initiatives, organizations may be missing out on top talents and rising stars. Lastly, compare your organization to competitors in terms of DEI strategies. This juxtaposition will help executives understand the importance of investing in diversity to gain an edge in the industry.

By illuminating the countless benefits that DEI brings alongside the advantages a diverse work culture holds over its competition, we have a greater chance of gaining the executive buy-in that is needed. The positive influence of DEI outweighs the concerns and it is our job to share this with the leaders. 

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

Three Reasons Why You Should Diversify Your Team

More than creating opportunities and organizations that represent our communities, diversity has results in business growth, client retention, and employee engagement. An increase in diversity leads to positive changes within and outside of the workplace, inspiring the employees and drawing in clients. By placing time and effort into inclusion and acceptance, dynamic changes occur, as new and unique minds spur creativity and innovative thoughts. This boost in the organization’s diversity leads to a dramatic increase in original ideas, encouraging a difference in opinions and guiding organizations towards a more innovative and inclusive futures. A myriad of studies have highlighted the tangible effects of diversity. Below are the three main benefits.

Increased Business Results

According to McKinsey Analysis, gender-diverse companies are 15% more likely to outperform their competition. Moreover, ethnically-diverse companies are 35% more likely to outperform similar businesses. Diversity brings economic results to the organization, helping it increase productivity and professional drive through an increase in communication and understanding. The numbers depicted in the table below highlight the need for more women, people of color, and other minorities in positions across the board. Additionally, according to the Harvard Business Review, a team with a member who shares their client’s ethnicity is 152% more likely to understand the client. A multicultural team directly leads to higher client retention, allowing  law firms to cater to a wider community. With the increasing globalization of business and diversity in America, it is important for our teams to fully represent the communities we serve, leading to better employee engagement and customer satisfaction. 

“We believe that diversity is a direct route to excellence. Building diverse teams of lawyers allows us better to solve complex issues that our clients rely on us to address.”

Raoul Cantero
Partner, White & Case Law Firm
Chair, Global Diversity Committee

A Rise in Creativity and Innovation

As we work to incorporate individuals of unique backgrounds into the organization, this increases the level of innovation. According to Forbes’ “Why Diverse Teams Are More Creative,” studies have illustrated the fact that multi-cultural teams have “greater levels of integrative complexity, which is the ability to consider and combine multiple perspectives and points of view.” This highlights a key aspect of diversity increasing creativity in the office space. With a curated team of unique individuals, new ideas break forth, leading the business towards innovative solutions to complex problems. When these teams are presented with a challenge, they develop varied and inventive proposals due to their wide range of thoughts and experiences. A group with a variety of identities holds a myriad of opinions and are therefore more open to change and accepting of new ideas. Additionally, these factors increase the valuable traits of adaptability and flexibility in the office, allowing the firm to be competitive in a quick paced marketplace. Through the utilization of diversity, firms see a large increase in creativity, leading to innovation in the workplace. 

“Diversity inspires innovation and creativity and leads to better decision-making. It is imperative that we work to ensure that the make-up of our firm mirrors that of our clients and the world around us.” 

Paul M. Schmidt

Chairman, BakerHostetler

Attracting New Hires

Alongside innovative thoughts and original business game plans, an increase in inclusion leads to a growth of company’s talent. When looking for new work, members of minority groups often seek out organizations that value diversity, applying to openings in multicultural and gender-diverse offices. A 2014 Glassdoor Survey highlights this fact as 67% of active job seekers surveyed indicated that diversity was an important factor when searching for new employment. These percentage points increase dramatically for minority groups as 72% of women, 89% of Black respondents, and 80% of Asians highlighted the fact that diversity was a high priority when selecting a new job. An increase in workplace diversity makes businesses more appealing to minority groups, leading to more diversity in the workplace! With this cycle, the welcoming and inclusive workplace attracts more individuals with unique experiences, leading to more and more increase in diversity. 

 “When I interviewed here, the thing that struck me the most was that I interviewed with a set of diverse partners. I had interviewed at dozens of Law l00 firms, and this was really the first place where I saw people of color in the room. This really gave me the thought that I can actually make partner here, because there are people here who look like me, and they’re already partners.”

Brian Song
Commercial Litigation Partner, BakerHostetler

Diversity is critical to business growth and its competitive advantage; it leads to positive results in innovation, talent hiring and retention, and economic outcomes. Diversity is imperative not only for the workplace but for the community at large.

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

WE ALL HAVE UNCONSCIOUS BIASES

As humans evolved, we exposed ourselves to more and more complex environments, learning about the world around us and harnessing nature to progress. Our brain evolved too, allowing us to take in over 11 million pieces of information per second. However, our minds can only consciously process 40 items of data per second, resulting in the creation of unconscious processing. These shortcuts allow us to quickly process the surrounding environment and make snap decisions about safety, interest, and danger. As time progressed, these automatic thoughts have function from a survival standpoint and also now cause harm in professional, social, and personal contexts in the form of unconscious biases.  

The unconscious describes the subliminal thoughts of our brain. Have you ever taken a drive to a specific destination and arrived at your location without even thinking about your route? This mechanical action falls in the unconscious part of our mind, allowing us to act without fully processing our actions. Biases are preferences that lean towards one person, thing, or group of people. Negative prejudices towards groups may be seen as discrimination and result in harmful stereotypes, racism, or herd mentality. When you combine these two words, you get unconscious biases.

Our once keen “danger detectors” now can create unhealthy and unfair workplace environments. Research has shown that unconscious biases have a substantial effect on hiring practices as well as professional development opportunities. A study found that white-sounding names receive 50% more callbacks than black-sounding names on the exact same resume. This example is a clear demonstration of the subliminal prejudices, which hamper minority individuals from achieving their fullest potential. 

What can we do to manage them? We must take a curious, courageous, and committed approach to increasing diversity and inclusion within the workforce, starting with ourselves and then branching out into our teams and companies. By starting with self-reflection and introspection, we can begin uncovering our unconscious biases and recognizing where we need improvement. After this, we can take the next step: becoming a courageous ally for our minority team members. In this role, we can encourage others to examine their unconscious biases and stand up against subliminal workplace discrimination.

We all have unconscious biases; it’s simply human nature. Now that we are aware of the harm these prejudices have on our community members, team members, and businesses, we can take a stand to dismantle unseen discrimination. By focusing on self-awareness and courageous allyship, we can create an office culture founded on compassion, trust, and inclusion. Unconscious biases affect nearly every workplace struggles with unconscious biases, but we can begin to manage these unknown prejudices with intentional curiosity, courage, and commitment to positive change.

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

How Unconscious Bias Affects Business

Unconscious biases are inner predispositions that color our interaction with individuals of different races, genders, or demographic factors than us. While we all know the multiple benefits of diversity, our unconscious biases may be inhibiting us from harnessing the full advantages of an inclusive workplace. Our patterns of networking, brainstorming, and even hiring may fall victim to hidden prejudices. In the workplace, unconscious biases harm multiple operations, but their main effects can be seen in an unequal distribution of opportunities and discrimination. 

Due to prevalent unconscious biases, minority individuals may not receive the same opportunities as their counterparts. For example, some managers unknowingly choose individuals similar to themselves for mentorship, promotions, performance evaluations, and stretch assignments. This practice results in a homogenous group of supervisors with little diversity.

Most astonishingly, factors like race and gender may play a large role in our hiring practices. During my time at IBM, all resumes were presented without demographic markers or even names! This practice is based on recent research that showed employers identical resumes labeled with either white-sounding or black-sounding names. Scientists found that, on average, white-sounding names received nearly twice as many callbacks as black counterparts. This research revealed the reality of discrimination in the workplace. Unconscious biases continue to feed into unjust practices that hinder minority individuals in their professional careers. 

In addition to unequal opportunities, many minorities experience discrimination and harassment in the workplace. Team members may make seemingly harmless comments based on racial or gender stereotypes. Phrases like, “You throw like a girl!” or “You’re Asian. You must be great at math,” or “He is not good with computers, he is a Baby Boomer,” often do more damage than we realized. Words have power, and we must be conscious of the atmosphere we create with our language. These microaggressions may instigate discomfort and tension, leading to a hostile work environment. 

Furthermore, our unconscious biases play a substantial role in team meetings. We tend to listen and appreciate feedback from individuals who are similar to us, resulting in a lack of diversity of thought and ideas. Our unconscious biases can prompt us to dismiss unique individuals. These actions leave our minority team members feeling isolated and decrease the innovation and potential of the workplace. 

We all have unconscious biases. Merely having these predispositions does not mean we are bad people, but we must work our hardest to become aware of our biases to create a better environment at work and in our community. Managing unconscious biases is a challenging and life-long task. With curiosity, courage, and commitment, we can begin a positive journey towards acceptance and understanding. 

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

How to Manage Unconscious Biases

Unconscious biases are constantly affecting our thinking, reasoning, and perception of people and things around us. This quick process of judgments and decision-making can negatively impact our businesses and social interactions. To overcome these unconscious biases, we must make an intentional effort to question our automatic thoughts and begin to reconsider the world around us. Here are a some critical steps to managing unconscious bias. 

Become More Self-Aware

The first step to overcoming unconscious bias is noticing the problem within ourselves. These quick perceptions are ingrained in our minds as a survival tactic. We must first begin to recognize our patterns of bias and slowly work to disrupt them. The perfect way to do this is through self-reflection activities focused on unconscious bias. We can begin by asking ourselves a few simple questions: 

• Who do I feel most comfortable working with? 

• Who do I feel least comfortable working with? 

• What could I do to better understand or work more effectively with my coworkers? 

• How does my behavior in the workplace affect the office culture as a whole? 

These four introduction questions help us think about our own unconscious biases and how they play into workplace relations. To take this to the next level, try bias indicators like Harvard’s Project Implicit. This resource contains a myriad of short modules that test our biases for different religions, sexual orientations, and even our political views! These activities and questions challenge our current assumptions and unveil our unconscious biases. 

Be a Courageous Ally

Being a curious, courageous, and committed ally helps manage unconscious biases and creates a more comfortable work environment for all. As an ally, our job is to stand up for minority team members who may be experiencing discrimination or harassment. Whether directing team members to your Human Resources team or establishing a safe space in the office, do not be afraid to take action. Through dedicated action, we can generate a positive change for our team. By speaking up for those who may not have a voice, we improve organizational culture, increase employee engagement, and create an inclusive workplace for all. 

Expand Our Circles of Friends

This may seem a little out of the ordinary, but our friend groups have an incredible influence on our view of the world. Similar to the Circle of Trust exercise, think about your closest friends and coworkers. Is this group diverse? A homogenous friend group can lead to harmful echo chambers, which reinforce unconscious biases. By expanding our circles of trust, we can become closer with unique individuals and confront our unconscious biases with healthy relationships. The more we interact with diverse groups of people, the more our minds will be opened to others’ experiences. Through this process, we begin to break down harmful stereotypes and establish new ways of thinking. 

Managing unconscious bias does not happen overnight. It is a lifetime commitment to the three steps listed above. We must continuously work to become more aware of ourselves, our actions, and our chosen network. However, our diligent self-reflection and work will lead to a ripple effect of positivity within our workplaces and even surrounding communities.

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.