Harvesting Membership Diversity Reaping Growth Eloiza Altoro, MS CAE HS-BCP Mind Redesign Consulting July 9, :00 – 4:00 PM

PRESENTATION OUTCOMES Identify best practices and trends related to membership diversity Understand the roles and responsibilities of management and the board related to membership diversity and the differences between diversity and inclusion Understand multiple ways to promote diversity and to identify potential resources for diverse membership recruitment

BUILDING THE CASE FOR MEMBERSHIP DIVERSITY Attracts, retains and supports a diverse workforce - ROI Meet the needs of diverse members and workforce Enhances membership growth Stays competitive Promotes relevancy in a world with rapidly changing demographics Fosters social responsibility Stimulates innovation - ensures diverse perspectives, opinions and directions

DIVERSITY VS INCLUSION Diversity is being asked to the party Inclusion is being asked to plan the party Diversity is important for recruitment Inclusion is important for maintenance

ELEPHANTS IN THE ROOM Spin ‐ off organizations Can’t be all things for everyone Blaming white people for diversity issues - diversity is about more than raism Not my personal responsibility or organizational responsibility Tired of having to justify diversity Breaking through the walls of disinterest and ineffectiveness Leveling the playing field in a way that results in power sharing

BE AWARE OF THE DIVERSITY TRAP Minimizing differences Differences should be acknowledged and celebrated and not ignored “Can’t we all just get along” umbrella Mosaic vs melting pot Us vs Them – diversity committees/programs/initiatives Diversity a problem vs an opportunity Tokenism

WHAT QUESTIONS SHOULD BE ADDRESSED ABOUT DIVERSITY? What value and benefit does diversity and inclusion have within our organization to fulfill its mission? How is diversity and inclusion defined within our organization? What does the leadership and membership look like today and how should it look in the future? What information do we have to assess our need for diversity and inclusion? What are the factors that exist that hinder diversity and inclusion? What resources are needed to recruit and maintain a diverse and inclusive membership base? How do we demonstrate and promote our value for diversity and inclusion to the membership?

KEY ATTRIBUTES OF A “RIPE” ORGANIZATION Be Aware - Understand your limitations and challenges and own them Ways to Connect - Find out how to connect diverse groups to your mission Ask Questions - Ask the right questions instead of trying to figure out the answer Be Goal Oriented - Know your diversity goal and outcomes – numbers are not enough Be Mission Driven - Diversity needs to be part of the big picture, not a byproduct Differences AND Commonalities - What brings us together AND what makes us unique Feel Valued - Constituents feel valued and understood for their perspectives Be Authentic – Promote authentic dialogue without hidden agendas

DIVERSITY AND INCLUSION STATEMENT DIVERSITY AND INCLUSION STATEMENT Public declaration of the Board’s commitment to diversity and inclusion Articulates how diversity and inclusion promotes the mission Develops a business case for becoming a diverse and inclusive organization Ensures that diversity and inclusion is not just an after thought

SAMPLE DIVERSITY AND INCLUSION STATEMENT American Bar Association - Diversity & Inclusion Statement The ABA maintains a longstanding commitment to diversity and inclusion in the legal profession. One of four key ABA priorities, Goal III commits to eliminating bias and enhancing diversity. Objectives: Promote full and equal participation in the association, our profession, and the justice system by all persons. Eliminate bias in the legal profession and the justice system.

SAMPLE DIVERSITY AND INCLUSION STATEMENT The ABA issues annual reports monitoring its progress in promoting full and equal participation in the association. Persons with Disabilities Participation Commission on Disability Rights Racial and Ethnic Diversity Commission on Racial and Ethnic Diversity in the Profession Women in Leadership Positions Commission on Women in the Profession Lesbian, Gay, Bisexual, and Transgender Participation Commission on Sexual Orientation and Gender Identity

IT ALL STARTS WITH THE LEADERSHIP Board is engaged and committed Acknowledge the challenges and accept the responsibility for increasing diversity and inclusion - accountability Value and infiltrate a culture which promotes diversity and inclusion Promote and enhance internal and external strengths related to diversity Assess, identify and address “community” needs Build diversity into the overall organizational strategy CEO is engaged and committed Tied to senior leadership’s goals Holds leadership accountable Includes diversity in all relevant conversations Provides resources (budget and staffing).

CREATING THE FOUNDATION Take the lead with a global and not local mindset Build a base of support for diversity and inclusion Educate on the issue Get critical issues on the table Ensure all voices are in the room Take criticism and creates opportunities Have champions Recognition that this is a journey – a continuous process

CREATING SUSTAINABLE STRATEGIES Ensure Strategic alignment with business objectives Integrate diversity strategy throughout Creates common purpose Cuts across all functions and individuals Has clear intentions and owns them Meet people where they are Focus on quality relationships Focus on learning vs problem solving

RESULTS ARE JUST AS IMPORTANT Scorecards track/report diversity's value and the bottom line impact Measured membership engagement surveys Regular updates to the board CEO has measurable goals tied to diversity © 2013 BoardStar Inc. & Mind Redesign Consulting

RESULTS ARE JUST AS IMPORTANT Commitment Board Staff Organization Demographics Board Staff Membership Communities Resources Training & Development Policy & Direction Committee & Staffing Outcomes Partnerships & Relationships Programmatic Impact Financial Impact Membership Growth/Retention Customer Satisfaction

SUMMARY OF KEY POINTS Leadership is Key Creating the Foundation – Focus on awareness & education Creating Sustainable Strategies – Building the long tern infrastructure Results & Accountability – As important as strategy

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