4 Important Ways to Accommodate Nursing Mothers in the Workplace

A nursing working mother once shared with me that whenever the time came for her to pump milk, she would go to the bathroom to do so. Yes, the bathroom, a space full of germs. Not only was there no lactation room available for her, but when she asked for a chair to make the pumping process easier, she was met with questioning of her intent. Another woman I know also had no lactation room available in her workplace, and she informed me that while she didn’t have to pump in the bathroom, she did have to pump in a small, unclean break room. There were french fries on the floor, lettuce on the table, and a dozen other signs of coworkers who didn’t know how to clean up after themselves. Scenarios like these are widespread. More and more organizations are touting the need for inclusivity in their workplace, but one area that is too often overlooked is the inclusion of nursing mothers.

Breastfeeding discrimination is widespread, with many new mothers like the ones I discussed above being forced to pump milk in bathrooms because there are no lactation rooms available. Situations like these occur despite the fact that in 2010, Congress passed the Break Time for Nursing Mothers law (an amendment to the Fair Labor Standards Act [FLSA]) that requires an appropriate amount of time be provided for breastfeeding parents to pump milk in a private place. Moreover, the law specifies that said private place cannot be a bathroom. It is illegal. How many organizations have violated this law? How many mothers have not even aware their rights?

As aforementioned, many organizations have started making efforts toward greater inclusivity in the workplace, because they truly do want to create a healthier, more welcoming work environment. However for many executives unless they were recently involved with breastfeeding, the idea of accommodating nursing mothers through a lactation room or other means doesn’t even occur to them. Heartbreakingly, too, many women don’t speak up about the inconveniences that they face. The first woman I mentioned gave me her explanation: “I just did it. I didn’t even think about bringing it up to my management.”

A mid-size company recently constructed an amazing big new building, receiving praise from local media for the beauty of the architectural design. The executive team is proud of their new workplace, and perhaps understandably so. But they forgot one crucial component: a lactation room. And it’s not only smaller organizations like this one that struggle to properly accommodate nursing mothers; national ones do, too. Consider the Bank of America.

In 2020, the US Department of Labor’s Wage and Hour Division “investigated and alleged [that the Bank of America] failed to provide reasonable break time and a space free from intrusion for a nursing mother to express breast milk at a Tucson, Arizona, location” in accordance with the FLSA. As a result of this investigation, the Bank of America intends to implement changes in all of their locations to properly accommodate nursing mothers, beginning with the bank in Tucson. These changes include alterations to buildings and training for managers.

Providing a lactation room demonstrates care for staff, emphasizes the importance of family, and supports a woman’s desire to both have a job and be a mother.

Here are four things all organizations should consider when accommodating nursing mothers in their workplace:

1. Provide adequate private space.

Federal law dictates that having new mothers pump in the bathroom at work is illegal. Locations such as a lunchroom are technically legal, but are highly discouraged. Doctors all assert that pumping breast milk is most successful when the mother is relaxed. Lunchrooms sometimes do not lock, and even when they do, constant interruptions by people knocking on the door and asking, “Are you almost done?” or “How much longer do you need?” do not contribute to a relaxing environment. As such, if organizations do not have a lactation room and cannot at the present time build one, they should consider any of the below possibilities:

• Converting a space, such as an unused office, into a temporary lactation room. Ideally, this space will be close to the nursing mother’s work station.

• Creating an arrangement with a neighboring business to share their lactation facility.

• Creating an arrangement with individual owners of a building (such as a shopping center) to provide a lactation room.

• Sending a breastfeeding mother to another of the organization’s locations that does have a lactation room. The organization should preferably provide the mother transport to and from this location or compensate her for any money she spends travelling there.

• Having a mobile, outdoor breastfeeding station (so long as it is appropriately shielded and free from possible intrusion).

• Offering paid time off for the mother to go home or travel to an alternate facility of her choosing.

2. Provide appropriate amenities.

This includes providing reasonable accommodations to make the pumping process pass convenient for the mother:

• A comfortable seat in the lactation room.

• A small, movable table for the pump machine to rest on.

• A lock on the room’s door to ensure privacy.

• Access to an electrical outlet for the pump.

• Access to a sink for the mother to wash her hands and rinse her equipment.

• Incandescent lightning (ideally on a dimmer) rather than harsh fluorescent lighting.

• A small fridge for the mother to store breast milk in.

Storing the breast milk in the break room fridge is not ideal. It has been mistaken for coffee cream in the past. If there is no way to provide the mother with a small fridge of her own, organizations should consider designating a specific shelf in the main fridge for her breast milk to avoid any potential confusion.

3. Provide reasonable break time.

Again, federal law dictates that reasonable break time be given for women to pump milk, with the important acknowledgement that the amount of time and the number of breaks will vary with each individual. The following excerpt from the Harvard Business Review outlines basic information for organizations to consider when designating break time for breastfeeding:

“Most nursing parents need 2-3 breaks during an 8-hour workday, depending on their baby’s feeding schedule and their bodies’ needs. Expressing breast milk typically takes 15-20 minutes per session, but sometimes longer. Some additional time is needed to travel to and from the lactation space, set up the pump, disassemble and clean up, and store the milk, which is why providing amenities and a pumping location that allow those to be done efficiently is worthwhile.”

Not only must an organization provide this time for pumping milk, but it is crucial that they do not reduce an employee’s compensation for time spent pumping, either. There should be no shame or negative consequences associated with it.

4. Develop and enforce a written lactation policy.

By having a written lactation policy that includes information about the process for requesting accommodations, an organization can ensure that all individuals higher up on the chain can respond to these accommodations in a timely manner, in a fair manner, and within compliance of the law. This policy both protects organizations from fates such as the one that befell the Bank of America and reassures nursing mothers that they can and should make their needs known. A lactation policy demonstrates that an organization is committed to true workplace inclusion. A sample policy can be found here.

The organization should offer training to staff, especially managers, supervisors, and HR, about their specific policy. For example, how they can respond to lactation requests, and who they might contact if they’re uncertain. These professionals should also receive training about the health and working needs of nursing mothers in general.

At the end of the day, a working mother should never have to choose between her work and her family. Nursing mothers have a right to accommodations in the workplace and it’s about time we started providing them.

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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.

8 Tips to Become a Super Mentor

Do you want to return the Millennials and Gen Zers in your team? Then mentor them and provide professional development opportunities. Researchers found that 87% of millennials report professional development as being important to them in a job, and 76% of Gen Z see learning as key to their advancement. But they can’t be expected to make it on their own. As such, here are 8 tips for what you can do as a mentor to ensure both you and your mentee are getting the most out of the relationship:

1. Time: commit and invest.

Being offered a role as a mentor can be flattering. It can also be nerve-wracking. Sometimes, we might be too embarrassed or too pressured to refuse. But the fact of the matter is that being a mentor requires time. As such, you should only become a mentor if you have time that you can commit to your mentee. And while it is great—and even encouraged!—to be a mentor to more than one person, don’t bite off more than you can chew. Make sure you are investing your time in a few or even only one mentee, that way you are allowing a stronger relationship to develop.

2. Become a trusted advisor.

To be an effective mentor, your mentee must trust you. If they don’t, they will not come to you with questions, they may be hesitant to take and implement your feedback, etc. Establish that there is confidentiality between yourself and your mentee, that you will not be recounting everything they tell you to others.* In doing so, you create an enviroment of security, where your mentee will be encouraged to communicate with you to the fullest extent.

*There are exceptions to this confidentiality. If a situation is serious, such as if you fear for your mentee’s safety, it is crucial you communicate with the appropriate people.

3. Be intentional in mentoring individuals from underrepresented groups.

Heartbreaking as it may be, there have been times when mentors turned up their noses at mentees from minority groups. This behavior cannot continue. By being intentional in fostering diversity, you not only aid in improving diversity initiatives, but also create an opportunity for growth for both yourself as a mentor and for your organization as a whole. There is always room for improvement, and intentionally mentoring individuals from underrepresented groups will aid both them and yourself. Simply put, it is a win-win!

4. Guide your mentee by asking questions.

Don’t simply tell your mentee “what to do” in any given situation. You want to coach them to reach their own conclusions, as this will make them stronger learners and better workers. An excellent resource is the GROW model, which is a straightforward method for goal setting and problem solving. To apply to a mentor-mentee relationship:

G is Goal, or what the mentee seeks to accomplish. R is Reality, where the mentee is at that point in time. O is both Obstacles, the barriers the mentee is facing, and Options, how the mentee can overcome the obstacles. Lastly, W is Way Forward, or transforming the aforementioned options into realistic, possible steps to ultimately achieve the goal.

5. Get to know your mentee.

While this tip may sound obvious, it is nonetheless crucial. Not only should you as a mentor learn your mentee’s goals and aspirations, you should also familiarize yourself with their fears and insecurities. Why? Because knowing their fears allows you to challenge them. Not callously, but in a way that will help your mentee set their goals even higher and expand their potential.

6. Hold your mentee accountable.

This tip ties back to Tip #1. Truly investing time in your mentee means ensuring they are taking productive action(s). While it may be easy to slip into a routine where your mentee attends a session and that is the end of that, it is crucial your mentee is achieving their goals. To ensure this occurs, provide them with honest, constructive feedback, that way they are aware of changes they need to make or new directions they should head in. You should also set clear expectations for them; by doing so, no one is slowed down by confusing instructions.

7. Be beyond a mentor.

Even after your mentee is no longer officially your “mentee,” there is still action you can take to help them. Namely, becoming a sponsor. If you have been an effective mentor and your mentee has demonstrated strong progress, it is only natural that you would want to open doors and make new opportunities available for them in the future. For example, recommending them for a specific position you know they would thrive in.

8. Be curious (learn from your mentee).

The relationship between mentor and mentee is a two-way street. While there is much you will teach your mentee, and there is just as much you can learn from them, too. By doing so, you not only become a better mentor, but you will likely find yourself more open to new perspectives in general.

These tips will empower you on your journey to become a super mentor and to cultivating your relationship with your mentee(s).

Happy mentoring!

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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.

5 Tips for Diversifying Board of Directors

In today’s climate, it is common to hear the phrase “we need to diversify,” particularly at upper corporate levels. Namely: the board of directors. But despite the increased citation of this desire, diversity within boards of directors is not yet commonplace. According to a fall 2020 analysis of the 3,000 largest publicly traded U.S. companies conducted by the Institutional Shareholder Services’ ESG division:

“[J]ust 12.5% of board directors were from underrepresented ethnic and racial groups, up from 10% in 2015. The report also found that only 4% of directors were Black (up from 3% in 2015), while female directors held 21% of board seats (up from 13% in 2015).”

Following the murder of George Floyd in May 2020, there were increases in the number of women and racial minorities appointed to Fortune 500 boards, but the majority of directors are still white men. How can this issue of homogeneity be adjusted? Fortunately, there are five crucial steps boards of directors can take to ensure diversity in their ranks:

1. Analyze the Demographics

In order to improve diversity within a board of directors, the board must know where their organization stands. First, look at the racial, ethnic, gender, etc. demographics of the board. Second, look at these same demographics within the community as a whole. What groups are disproportionately represented? Underrepresented? How drastic is this difference? Once a gap in diversity is identified, work can begin on deciphering why this gap exists, and from there a board can begin searching for solutions to resolve it.

2. Offer Training

This step is essential to understand how beneficial diversity is to an organization. By offering diversity training, individuals will better understand why diversity is so crucial in the first place. On a similar note, unconscious bias training is also important, as it helps combat internalized prejudices all individuals have, be they aware of them or not. How? Because “[u]nconscious bias can shape all aspects of the hiring and recruiting process, from the way openings at your organization are posted to the experience employees or board members have once they’re selected.” While no individual can ever be free of bias, making people aware of their biases will allow for implementation of genuine diversity in these upper levels.

3. Expand Your Candidate Pool

When appointing boards of directors, many organizations appoint retired executives. However, appointing active executives is also beneficial, as they are more aware of current situations evolving around them (e.g. in a market, with COVID-19, etc.). Similarly, when appointing new members to a board of directors, an organization should broaden their horizons beyond accepting referrals from current members, as people tend to have connections with individuals similar to them. Consequently, a board is unlikely to see an increase in true diversity with applicants garnered through such narrow recommendations. Expanding the pool of candidates is a simple yet effective way of diversifying a board.

4. Avoid Tokenism

As aforementioned, some boards are interested in diversity only for appearances’ sake. Diversity and unconscious bias training are key ways to address this issue, but another important tactic is ensuring new voices make up at least 30% of the total in a group. By doing so, a board not only avoids tokenism in appearance, but also in practice, as these new members will feel less isolated and therefore will likely be more encouraged to speak their minds. As stated earlier, increased diversity leads to increased innovation, meaning hearing these new ideas more often than not ends up being helpful.

5. Measure Progress

The final step is simple and perhaps the most important: “To stay focused on your objectives and goals, monitor your progress semi-annually.” Yes, it is that straightforward. Diversity is not a simple checklist but a practice. Are the demographics improving and representing the community that the organization serves? Are individuals from diverse groups being appropriately represented? Are their ideas being heard and implemented? Are these individuals staying on? Are they reporting any issues? Keeping track of progress is thus the ultimate step to truly diversifying a board of directors.

While the task of diversifying boards of directors may seem daunting, it is a necessary one, and only through active change can it be accomplished.

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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.

Beyond the Language of "Equal Opportunity Employer"

“We are an equal opportunity employer.”

Companies are required to include this statement or a similar phrase in their job descriptions, a supposed attempt to demonstrate their commitment to diversity and inclusion in the workplace. But how inclusive is this short phrase? Does this generic line truly encourage individuals of underrepresented groups to apply to the job at hand? Does it guarantee a woman’s application will be judged with the same expectations as a man’s, that Black individuals will not be held to harsher standards than white individuals, that the transgender community can expect the same treatment as cisgender people? Most of the time, no. This standard language is exactly that: standard, if not the bare minimum. As such, this standard must be changed.

While there is more to ensuring diverse, inclusive workplace environments than modification of language in job descriptions alone, these smaller steps are just as crucial to the big picture as larger ones. By going above and beyond the standard statement and providing additional, detailed information about inclusivity in the hiring process, companies make important progress in generating inclusion all around. Consider the two examples below:

Deloitte:

“Our diverse, equitable, and inclusive culture empowers our people to be who they are, contribute their unique perspectives, and make a difference individually and collectively. It enables us to leverage different ideas and perspectives, and bring more creativity and innovation to help solve our client most complex challenges. This makes Deloitte one of the most rewarding places to work. Learn more about our inclusive culture.”

“What we do for our clients, we strive to do for our own people: make an impact that matters. We are regularly recognized as a top employer across a range of categories, including inclusion, well-being, innovation, leadership, and places to start your career. To learn more, check out our latest accolades.”

“From entry-level employees to senior leaders, we believe there’s always room to learn. We offer opportunities to build new skills, take on leadership opportunities and connect and grow through mentorship. From on-the-job learning experiences to formal development programs, our professionals have a variety of opportunities to continue to grow throughout their career. Learn more about our commitment to developing our people.”

Mastercard:

“We cultivate a culture of inclusion for all employees that respects their individual strengths, views, and experiences. We believe that our differences enable us to be a better team – one that makes better decisions, drives innovation and delivers better business results.”

A crucial element present in both of these statements can be summarized as “the why.” Not only do these organizations emphasize that they are equal opportunity employers, they provide explanations into why equal opportunity and diverse employment is essential for their workplace. When a company can articulate the reasons behind their desire for diversity, it is a sign they truly value different perspectives. If an organization is able to recognize and lay out the benefits they gain from a diverse and inclusive workplace, then it is safe to conclude the environments they foster are inclusive not just in language, but in practice, too.

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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 Customer is NOT Always Right

Many organizations tout the mantra “the customer is always right.” And while they pursue diversity and inclusion initiatives amongst their employees, they are not always able to enforce that same level of respect from their customers. At hospitals, bigoted patients might see an overweight nurse and request that they be seen by a “thinner” nurse. Other patients have turned their noses up at a Black nurse, demanding that they wanted a white nurse instead. Such hateful rhetoric is not limited to the healthcare sector. At a bank, a customer encountered a Black teller and insisted they would rather wait for a white teller to assist them. Another customer even went so far as to refer to their Black teller as the n-slur. It is evident in these scenarios and too many others like it that the customer is not always right. The question, then, is how companies can create respectful, inclusive environments where their employees feel safe without the fear of losing business. Moreover, how can they create environments where their customers treat employees with the respect everyone deserves to receive.

An important solution is in the language. Instead of being complacent with the notion that “the customer is always right,” organizations can and should articulate specific statements that assert their expectations for customer behavior towards employees. The following companies have mastered the appropriate language, emphasizing that they will not tolerate harassment of employees from their clients:

An airline:

“Your safety and comfort – and that of our team members – are our top priority. We expect our team members to care for our customers with respect. We also expect our customers to interact with our team members and other customers with respect. If you act in a violent or inappropriate manner, you will not be able to continue your journey with us.”

Women’s Hospital in Baton Rouge:

“Women’s Hospital has zero-tolerance for threatening or aggressive behavior. Disruptive visitors will be asked to leave.

Staff is supported in pressing charges for aggressive behavior they encounter while caring for patients.

Incidents may result in removal and possible prosecution.”

Cardiovascular Institute of the South:

“CIS fosters a safe, kind and secure environment for our patients, visitors and team members. We hold ourselves to these standards of behavior, and we kindly ask for your courtesy and respect in doing the same.

We ask that you:

• Show courtesy and respect

• Be appropriate in language, tone and interactions

• Abide by public health rules

• Be an active participants in your plan of care

Please refrain from:

• Discriminatory language

• Rude, threatening or demeaning language or tone

• Profanity

• Verbal harassment”

These statements have important qualities in common.

1. Emphasize the need for mutual respect between customers and employees.

2. Specify that aggressive and hateful behavior will not be tolerated from workers or customers.

3. State outright that there will be consequences for individuals who do not meet these expectations, from as simple as a customer being asked to leave to as drastic as legal prosecution.

The specificity of the languages leaves no room for misinterpretation. By setting firm guidelines, these organizations are being intentional in generate environments of true inclusion, where respect is fostered with every interaction on all levels.

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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.

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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.

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.

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.

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.

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.

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.

Common DEI Obstacles from Business Leaders, and How to Overcome Them

Pitching a new diversity, equity, and inclusion strategy to business leaders can be stressful. In addition to presenting the countless benefits of DEI, we must also be prepared to overcome the executives’ fears and their unconscious biases. Here are four of the most common pieces of resistance I face from executives and advice for addressing them. 

“Implementing a DEI strategy will push our traditional clients away. We cannot afford to talk about these subjects internally or externally because we may lose business.”

These executives do not realize that the majority of customers are now looking for companies with a strong DEI strategy, diverse employees, and a focus on inclusion. In addition to strengthening employee engagement and teamwork internally, DEI programs are great for public relations and outreach to minority communities. Big companies like Exxon and BASF consider the DEI strategy of each organization they work with, preferring inclusive teams with racial and gender diversity. Furthermore, a recent McKinsey study found that “companies in the top quartile for racial and ethnic diversity are 35 percent more likely to have financial returns above their respective national industry medians.” Recruiting a diverse team is proven to benefit the bottom line and increase client relations and employee retention. 

“We don’t see color. We hire based on qualifications only!” 

While “not seeing color” is a great idea in writing, it fails in practice. If we fail to see color, we fail to see the disadvantages faced by our minority peers. We fail to see the homogenous office culture we are creating. We fail to see areas where we could advance our DEI strategy and create a more inclusive workplace for all. For these executives, I advise looking at the recent years of hires and evaluating their racial and gender diversity. Do these statistics match up with the demographics of the surrounding community, state, or nation? Do recent hires have a common link like attending the same university or having similar ethnicity. While leaders may have good intentions, “not looking at color” allows our unconscious biases to take the reins and influence major decisions. We must make a conscious and intentional effort to increase diversity within the workplace; this includes a strong DEI strategy. Rather than looking past color, let’s evaluate how race plays into our recruitment and hiring procedures and account for these challenges. By treating all candidates with equity, we can foster inclusion within the workplace. 

“Are you telling us that we have to start hiring people that are not qualified just because they are minorities?”

This question is laced with unconscious bias and stereotyping. Before even considering diverse candidates in the field, some hiring managers believe these unique individuals will be underqualified. These leaders want their company to be functioning at the highest capacity; however, by overlooking minority candidates because of negative untrue assumptions, they are actually hindering their teams. 

This issue can be faced with unconscious bias training, encouraging hiring managers to evaluate their internal prejudices and better understand discrimination within the workplace. Through this process, leaders can gain awareness and a more diverse team.  

“Employee Resource Groups (ERGs) will create a greater divide in our office!”

This statement couldn’t be further from the truth for a well-structured Employee Network. ERGs are a great way to increase diversity, encourage healthy dialogue, and supplement an ongoing DEI strategy. These organizations revolve around minority groups, like parents, people of color, or LGBTQ individuals. Through open events and meetings, ERGs stimulate conversation, create a safe space for difficult discussions, and stimulate relationship building. However, I frequently get this comment when an executive has seen these networks integrated wrongly. If both members and allies are encouraged to attend events and excited to participate in open discussions, these networks will breed teamwork and integration rather than exclusion.

While many of the business leaders may not be aware of their own biases when making these statements, we must have the courage to highlight how these biases have a negative effect on the work culture and the bottom link. With intentionality and determination, we can influence a positive change and create a ripple effect of inclusion within the 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. For more information, visit DimaGhawi.com and BreakingVases.com.

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How Unconscious Bias Influences The Dating Habits

It was a busy weekday when my phone rang. The number flashed across the screen, and I immediately smiled and answered – it was my matchmaker! After moving to Louisiana, I had taken some time to settle into the area, and now I was ready to date. I reached out to a matchmaker, and today, I’d learn about a potential new partner. 

The matchmaker greeted me and announced, “I am excited to match you with Bobby!” I felt curious, my smile waver, and my eyebrows raise. Before she said anything more, I immediately started building a mental image of Bobby’s physical appearance, political beliefs, and even the car he drove. Just from hearing his name, I felt certain he was a white male, tall, politically conservative, and drove a gray truck. 

As if reading my mind, the matchmaker continued: “Bobby is a white male, 6-feet tall, and has a head full of hair. He’s a great catch!” Did I have some sort of psychic ability? Her physical description of Bobby only seemed to confirm my assumptions, and I caught myself making judgements about who he was as a person. Of course, I had not discovered hidden psychic talents. Instead, my own unconscious biases were influencing my perception of Bobby – and I hadn’t even met him! The matchmaker’s description was focused on qualities that some people think are important, but these surface-level traits just add to the assumptions that we have about others. When we focus on physical attributes instead of getting to know people for who they really are, we contribute more to our biases. 

As a business consultant, I share insights with executives about the harms of unconscious bias in the workplace and how these stereotypes negatively affect hiring and promotion decisions. I am intentional in my work, and I spend a lot of time analyzing company demographics, assessing business practices, and interviewing employees to detect implicit biases. Imagine my surprise when I discovered my own unconscious biases were affecting my dating life! I was making assumptions about potential matches before meeting them, and these judgements influenced whether I was interested in a first date.

Unconscious biases are the automatic thoughts and beliefs we have buried deeply in our minds that resurface when we encounter people who are different from us. Our upbringing, past experiences, and even media can fuel these attitudes, and often we are not aware we have them. These biases serve as mental shortcuts that allow us to process information faster, but they are problematic because they lead to quick judgments that affect how we treat people of a different race, gender, socioeconomic background, or sexual orientation. Whether we are making an assumption about someone based on their religion or the amount of hair on their head, we are engaging in harmful thought patterns that add to our biases. If we continue to be unaware of these implicit thoughts, they can easily influence every aspect of our life and every decision we make, including who we date, without us realizing it.

Unconscious bias in relationships is not unique to my personal dating life. When we think about how most dating apps and websites work, many promote finding a partner based on physical appearance and basic criteria that feeds the unconscious biases. In fact, some apps encourage us to swipe right or left based only on a photo. When we do this, our biases resurface in these quick decisions. While dating sites may seem like an easy way to meet people, making judgements on physical characteristics – or even just a name – can hinder our ability to get to know someone’s true self and form meaningful relationships. Statistics have shown that dating app algorithms learn from our biases and curate our feeds based on our implicit thoughts. An analysis of OkCupid matches showed that “Black, and Asian men receive fewer messages than white men, while black women receive the fewest messages of all users.” These findings highlight the way unconscious biases affect nearly every aspect of our lives, even leading to prejudiced dating algorithms. Our quick decisions may lead to a lack of diversity in our workplace, friend groups, and even missing out on healthy relationship matches.  

As it turns out, Bobby and I did not make a good match after all. Funnily enough, he was politically conservative, and he even drove a gray truck! These characteristics, however, were purely a coincidence and not a result of my own intuition. As with many situations in life, the matchmaker focused on exterior qualities instead of matching our values, and this was not enough to create a deep connection. 

I am still glad I met Bobby because it was a great way to practice putting my biases aside and to make an informed decision about whether we were compatible. I was intentional in my actions and decided not to let my initial judgements get in the way. We can all do this. The first step of understanding our biases is to recognize everyone has unconscious biases. It is part of being human. However, we need to be intentional in managing these attitudes. To start, we can:

 Be curious by reflecting inward and looking beyond our gut reaction to give others a chance. This means becoming self-aware, questioning our biases, and observing how we are projecting our judgements onto others. 

Be courageous by challenging ourselves to expand our friendship and dating circles and choosing to interact with people we may have quickly ignored in the past. 

Be committed to forming meaningful relationships – whether in dating, hiring, or finding friends. Choosing to address our unconscious biases is a lifetime commitment that requires us to recognize the stereotypes we hold and evaluate how they impact our choices.

The best match for each of us is out there, and it is important to realize that they may look different than we imagined. When we give into negative prejudices, we end up limiting our options, resulting in a lose-lose situation for all. We can address our biases by focusing on getting to know people in a meaningful way, instead of jumping to conclusions based on physical appearance – even if we do encounter a 6-foot-tall man with a head full of hair.

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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.

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3 Actions We Can Take To Create An Inclusive Work Culture

It’s been 25 years, but I still remember my first few months in the United States. I quickly fell in love with the melting pot of different cultures in my San Diego community, and I can still picture myself strolling along the sidewalk and encountering people from all different backgrounds. Interesting music and the smell of delicious foods filled the streets as I walked past a variety of restaurants – Chinese, Brazilian, Italian, Japanese, and so many more! I felt part of something much bigger than myself. The feelings of excitement and opportunity made me believe that anything was possible.

Joining this melting pot was an enriching experience for me because it was very different from the Middle Eastern community from where I moved. There everyone came from the same background, followed the same traditions, and held the same values. Now, I was trying new foods, listening to new music, and meeting new people. My curiosity grew, and the diversity I encountered made life much more interesting. Twenty-five years later, I’ve started to question my happy memory of joining an inclusive society. I am starting to think this vibrant melting pot is more like a stained-glass window full of different colors and complementary pieces. While beautiful on the surface, it is fragile and easily shattered. 

Over this past year, the killings of George Floyd, Breonna Taylor, and the anti-Asian hate shooting in Atlanta, have brought greater awareness to the violence and hatred that many underrepresented populations face daily.  

When I compare my optimistic arrival to the U.S. with the discrimination I see on the news every day, I see two conflicting realities. One has people who focus on being inclusive, self-aware, and kind. I see this truth in my own close circle of friends and in people I meet every day. The other reality, however, is a world where individuals fear people different than them, feeding hatred and creating a rift within our society. We all play a part in which reality perseveres, and these three actions can help us to be intentional and achieve real change:

Be mindful of the dangers of misinformation by questioning what we are told by influential figures, including politicians, religious leaders, or even family members. We often fear what we do not know, and it is natural to want to put our trust in leaders and the media. However, questioning people’s intentions and seeking information from many sources allows us to be aware of those trying to create division or introduce hate. Remaining curious also helps us to address misinformation that feeds discrimination and harmful attitudes.

 Be conscious of what is feeding our biases by reflecting inward and confronting our buried prejudices. We are not always aware of our own biases, and this contributes to the ongoing cycle of discrimination. Fear only fuels our stereotypes, and while it is easier to ignore these thoughts, it is our responsibility to look inward and act intentionally if we really want to see change. Instead of adapting an “us versus them” mentality, it is important to be courageous, challenge our biases and actively reject hateful attitudes. 

Increase awareness about the prevalence of discrimination by highlighting people’s experiences. The more we learn about others’ stories, the more we realize that we are all the same. Regardless of our background, we all want to be accepted and feel a sense of belonging. If we look beyond our own identities – whether we are American, Asian, or Middle Eastern – and start seeing ourselves as a citizen of the world, we are able to gain a whole new perspective. It is important to share this view and educate the next generation to end the cycle of prejudice. The internet has made us more interconnected than ever, and we can use this as an opportunity to learn more about others, spread awareness about racial issues, and create a more accepting society.

The same streets that excited me and made me feel a sense of unity now represent something more serious. My memory of streets filled with amazing smells, interesting sounds, unique people, and, most importantly, hope is the America that I want all of us to thrive in. This wonderful melting pot where we all live in harmony may today seem more like a dream than a reality, but it is a dream we must strive toward. To break this cycle of discrimination and create a better future for the next generation, we have to be committed to a path that promotes acceptance and love.

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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.

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How to Lead An Employee Resource Group

Being the leader of an Employee Resource Group (ERG) can be immensely fulfilling, somewhat daunting, and everywhere in between. Between balancing your regular work schedule and taking on tasks for your ERG, you may be at a loss for time and energy. Here is some guidance to help define your key responsibilities as an ERG leader and ideas to help you accomplish these goals:

Create an Annual Calendar of Events

At the start of each year, get together with your leadership team and executive sponsor to plan a rough outline of events. Think about how many meetings you would like to host each quarter and what content you could share with your members and allies. Some possible events open to everyone could be holding group discussions, leading panels, and hosting guest speakers. For member-specific options, think about a skills development workshop, community volunteering, or a networking event. By holding a variety of engaging and informative meetings, you will be sure to draw in a crowd of active participants, increasing your ERG’s success. 

Communicate, Communicate, Communicate!

As an ERG leader, one of your main jobs will be to communicate with fellow leaders, members, allies, and other individuals within your organization. Most importantly, take the time to develop a stable line of communication between you and your executive sponsor. This individual will help guide your ERG through challenges and ensure that your group has access to the necessary resources to host events. Additionally, you must market your ERG to potential members and allies in your organization. Consider sending out monthly emails with content about upcoming events, featured members, or networking opportunities. By spreading the news about your ERG, you can strengthen your membership base and increase attendance and engagement. 

Focus on Professional Development

Many members come to ERG groups for a sense of community and the opportunity to build professional skills. Ensure that you are devoting time and resources to member events focused on skill development and networking. Even better, plan a few member-only meetings on training that your group may lack in. For example, a Women’s ERG may lead a workshop about how to be professional and confident while combatting this damaging, sexist stereotype. 

You may create a few subcommittees to help share the workload of running the ERG. Through this process, you can select influential members for smaller leadership roles within your organization. By providing career development opportunities and ensuring a route for leadership experiences, you create a positive change in your member’s professional lives and help them reach their long-term goals!

With these three essential tasks, you can effectively lead the ERG without feeling overwhelmed or bogged down by responsibilities. As an ERG leader, you must understand your role is imperative to ensure your group’s success, but don’t forget to take pride in your accomplishments and delate work to interested members. With the support of your organization, members, and allies, you will be ready to further the DEI mission of your company and establish a strong ERG for future employees. 

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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. Reach her at DimaGhawi.com and BreakingVases.com.

Why Your Company Needs Employee Resource Groups

Many organizations are beginning to address their Diversity, Inclusion, and Equity (DEI) policies. From funding professional development programs for minority staff to ensuring equality in the hiring and promotional process. A great way to implement a long-lasting shift towards inclusivity is by chartering Employee Resource Groups (ERGs). ERGs are voluntary, employee-led groups which increase inclusion and encourage a sense of belonging within organizations. There’s a reason 90% of Fortune 500 companies have ERGs. These groups are the perfect way to attract diverse talent, ensure the career development of your employees, and encourage progressive conversations in the workplace. 

A traditional ERG is composed of an executive sponsor, leadership team, membership base, and allies. Members of the organization are individuals who belong to the ERG’s selected group. For example, a female employee would be considered a member of the Women’s ERG. In addition to members, allies should be encouraged to join ERGs and attend open events. An ally would be an individual who is a dedicated supporter of the selected group. For example, a male employee would be considered an ally for the Women’s ERG. Both allies and members will play an important role in advancing the organization’s initiatives and attending group events. 

There are countless benefits to chartering ERGs for your organization:

1. These groups create a safe place for members to meet, discuss shared hardships, and attend specific events focused on their professional or personal development. Many teams hold meetings teaching members how to confront uncomfortable stereotypes in the workplace.

2. ERGs form a place where members and allies can come together to discuss difficult subjects like unconscious bias and work together to form company-specific solutions to discrimination. These conversations will highlight the disadvantages that your minority team members face and increase awareness. All in all, an ERG is the perfect initiative to boost your DEI plans and ensure that your employees feel included, safe, and engaged. 

3. ERGs foster the perfect environment for networking and building relationships between different groups. Bringing together similar individuals in an ERG will allow employees to form and strengthen communities within your workplace and create a tighter knit organization. In addition to this, allies will be encouraged to learn more about the groups they support from actual members through events like TED Talk viewings, speaker presentations, or group panels.

I highly recommend starting one of these ERGs in your workplace to further your DEI initiatives, increase employee inclusion, and foster a spirit of belonging. 

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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. Reach her at DimaGhawi.com and BreakingVases.com.

Diversity and Inclusion Employee Survey

Interested in increasing diversity and inclusion within your organization, but unsure where to start? A great beginning point is an organization-wide survey in order to gain feedbackf. By gathering and analyzing this information, your team can understand the current status of your organization and create a clear path towards improving D&I. Below is an example of a diversity and inclusion survey that can be easily altered to fit your team!

Important Terms to Understand: 

Diversity - similarities and differences of people in our workforce, our clients and the community in which we serve; includes characteristics that may be visible such as race, gender and age and less obvious characteristics like personality style, ethnicity, ability, education, religion, sexual orientation, and family situations that make us similar to and different from one another.

Equity - seeks to ensure fair treatment, equality of opportunity, and fairness in access to information and resources for all. This is only possible in an environment built on respect and dignity.

Inclusion - builds a culture of belonging by actively inviting the contribution and participation of all people.

Attitudes Towards Diversity and Inclusion Questions

The organization shows a clear commitment to diversity, inclusion, and equity.

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

The organization creates an environment for free and open expression of ideas, opinions, and beliefs.

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

The upper-level management team shows a clear commitment to diversity, inclusion, and equity.

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

My manager shows a clear commitment to diversity, inclusion, and equity.

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

Employees of all cultures and backgrounds feel valued and respected in this organization.

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

I feel included and respected. 

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

Belonging Questions

I feel that I belong in this organization. 

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

I feel free to be myself at this organization. 

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

The organization and my team value my contributions. 

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

I am recognized for my accomplishments at this organization. 

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

I feel included in communications about important information.

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

When I speak up at work, my opinion is valued.

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

Recruitment and Advancement Questions

The organization recruits and hires employees from diverse backgrounds.

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

The organization is fair in its hiring and promotion practices. 

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

Advancement and professional development opportunities are fairly given to all staff. 

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

Discrimination and Harassment Questions

I know where and how to report concerns about discrimination and/or harassment.

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

The organization takes appropriate action in response to incidents of discrimination and/or harassment.

• Strongly Agree    

• Agree

• Neither Agree nor Disagree

• Disagree

• Strongly Disagree

I strongly encourage you to utilize these questions as the backbone for your diversity and inclusion survey. Feel free to add extra segments or tweak the existing questions to better suit your organization’s needs. Hopefully, this tool will help you on your journey to creating a more inclusive workplace culture, ensuring that your organization harnesses the true benefits of diversity.

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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. Reach her at DimaGhawi.com and BreakingVases.com.

Managing Resistance to DEI Initiatives

Even the most inclusive organizations face internal resistance to diversity, equity, and inclusion (DEI) initiatives. Recently, one of the organizations I look up to the most reached out to me for guidance with their DEI strategy. While their immersive initiatives appeared flawless to me, the company was concerned about recent DEI survey results. Some of their team members were indicating frustration with the diversity and inclusion practices, citing feelings of reverse discrimination and overall resistance to ongoing efforts. These sentiments sometimes infiltrate workplaces with a new, progressive DEI strategy. If your business is experiencing a similar struggle, here are 7 tips for you to consider:  

1.     Stick to your Morals

In a leadership position, we’re often tasked with making difficult decisions and instrumental choices. There will always be individuals that disagree with our selections and even push back on our progressive stances. Implementing a DEI strategy is no different. When embarking on the journey towards increased inclusion, we must hold strong in our resolve to create positive culture. Resistance to DEI initiatives is not a personal attack; instead, these feelings often stem from a fear of change and fear of loss. Rather than trying to placate the needs of a few disgruntled employees, we must focus on spreading awareness, compassion, and dedication to DEI. Our main priority as leaders is to create a safe, productive, and engaging workplace for all. This process may create some push-back, but we must continue to be supportive and intentional in our DEI strategy implementation. 

2.     Use Values that Appeal to All

When deciding upon the values for our DEI strategy and mission statement, we should emphasize core beliefs. By conducting a survey regarding shared attitudes, we can grasp the underlying principles of our employees and integrate their ideas into our diversity and inclusion mission. If we find ourselves struggling to establish a common ground, respect and equality are two key attributes that nearly everyone supports. To calm individuals who believe that DEI favors certain political parties or gives others an undeserved advantage, emphasize a focus on fairness and underscore other shared beliefs that unite team members. By reestablishing the goals of DEI to universally championed values like trust, compassion, and teamwork, we can engage resistant employees and improve productivity. 

3.     Listen to All Employees

Like values that appeal to all, we must ensure that DEI initiatives, surveys, and dialogue incorporate discussion from all employees. While elevating minority voices is important, we cannot silence those from majority groups. By actively listening to all employees, no matter their demographic features, we gain a better overall understanding of DEI within our organization. Diversity and inclusion efforts should address concerns raised by all groups regarding race, gender, religion, etc. We showcase our empathy and compassion for all groups through this process, including both minority and majority communities. By hearing the needs of different individuals, we begin to create a more inclusive workforce that incorporates diverse desires. 

4.     Include All Demographics in Initiatives

True inclusion takes the form of equitable representation and engagement with the DEI strategy. While it is common for certain diversity initiatives and leadership positions to attract minority employees, the central aim for inclusion cannot be forgotten. When forming a DEI Council or board, ensure that all members, especially leaders, represent the organization’s demographics. This means incorporating individuals from all groups — minority and majority. By including different types of individuals in our diverse teams, we highlight our commitment to inclusion. If resistant employees see their team members and demographics represented in the DEI movement, we can increase their participation in future initiatives and decrease any resistance. 

5.     Be Clear and Transparent

Nobody enjoys the feeling of being rejected for a promotion or mentorship program. Compound this disappointment with a general misunderstanding of the DEI process, and we create the perfect setting for employee resistance to diversity practices. To combat this, we must be transparent and willing to share the tactics and techniques utilized in DEI initiatives. Impactful decisions about promotions or selection should be clear with employees and discussed openly to build trust and understanding within the organization. If we’re thinking about starting a leadership pipeline for diverse individuals, we must be direct about the goals of this initiative and the selection process. Additionally, consider redirecting majority employees to alternative programs for their professional development if they voice feelings of unfairness. By outlining the function and mechanisms of DEI practices, we can increase understanding of the importance of diversity and decrease claims of preferential treatment or reverse discrimination.

6.     Engage and Support Managers

When creating DEI initiatives, we have to keep in mind our managers, who are often in charge of implementing these practices. Encourage leadership teams to lead by example and engage in open conversation. Through this process, we can encourage team members to follow in their supervisors’ footsteps, empowered by their leadership to create a positive change. Furthermore, we should support our supervisors with additional training for managing resistant employees. By assisting before difficult situations arise, we can decrease the stress of training and integrating a reluctant employee and ensure that our leaders feel valued and appreciated.

7.     Create a Continuous Dialogue

While increased DEI training and programs are beneficial, these educational practices fall flat without a safe and open dialogue between team members. By encouraging employees to talk about DEI, we create an inclusive atmosphere where ideas are celebrated and freely shared. This initiative can take the form of discussion forums following training sessions or even safe spaces in the office where DEI conversations are supported. Once our teams become comfortable sharing their experiences, the overall sense of inclusion and welcoming will blossom! Through this process, we can get the most out of traditional diversity training and ensure that all employees, even resistant ones, can voice their opinions and learn from coworkers. 

Even DEI award-winning organizations struggle with resistance and disengaged individuals. As leaders, we must understand that we cannot appease all employees; however, it is our job to create a safe and inclusive workplace for all. Do not feel discouraged if a small group of individuals expresses disagreement with new DEI policies. Instead, we must hold firm to our morals and continue to forge a clear path towards inclusion. Enforce accountability for actions and address damaging negative situations immediately to prevent resistance from turning into oppression and prejudice within the workplace. With these tactics, we can continue moving forward towards a future where all employees understand, support, and feel included in the DEI process.