1. ENGAGING MIDDLE MANAGERS
ON LGBT INCLUSION

2. What can you expect? AGENDA Introduction The Business Case
Workshop
Panel Discussion

3. Our panelists Vignesh ashok Therese bechet blake Christopher hook
Cynthia peoples
Senior Associate
Diversity & Inclusion
London
Managing Director
Diversity & Inclusion
New York
Executive Director
Regulatory Affairs
London
Vice President
Employee Relations
Indiana

4. Employees perform better when they can be themselves in the workplace
The business case
Why engage middle managers on LGBT inclusion?
The Business Case
Employees perform better when they can be themselves in the workplace
Middle managers play a vital role in creating a culture where people can be themselves
Organizations have an incentive to equip middle managers with the tools to create an inclusive culture

5. Managers create an environment where people can be themselves
“Executives are about long-term strategy; grassroots employees are about immediate, individual, personal, and idealistic issues… middle managers are about preserving the status quo. They’re rewarded for maintaining current results.”5
“Middle managers – their actions and inactions - act as a barometer for organizational culture”6
The business case
How does it all fit together?
Employees perform better when they can be themselves 2
Middle managers are under-equipped
93% of senior managers agree/strongly agree that empowering middle managers is key to organizational change.7
53% of LGBT employees in the UK are out to all or some colleagues.8
Middle managers with acquired diversity traits are twice as likely to: Empower decision-making by team members.9
Employees are not only motivated by achievement of goals and rewards but also opportunities for self-expression and enhancement of self-worth.1
Employees are better able to adapt to change when it doesn’t threaten their identity.2
Employee engagement can suffer by up to 30 % due to unwelcoming environments.3
1 in 4 employees reporting staying in a job specifically because the environment was inclusive.4 1 3 4
There is an organisational incentive to equip middle managers with the tools to create an environment where lgbt employees feel supported

6. The studies What research is out there?
Studies that you can cite (and we use here) to make the business case
1. Shamir, B Self, meaning and motivation in organisations. Organisation Studies
2. Eilam, G. & Shamir, B Organisational change and self-concept threats: A theoretical perspective and a case study. The Journal of Applied Behavioral Science
3 &4. The Conference Board Engaging and Enrolling the Biggest Roadblock to Diversity & Inclusion.
5. The Conference Board Engaging and Enrolling the Biggest Roadblock to Diversity & Inclusion.
6. Härtel, C. E. J., Butar Butar, I., Sendjaya, S., Pekerti, A., Hirst, G., & Ashkanasy, N. M. (2013). Developing ethical leaders: A servant leadership approach. In L. Sekerka (ed.), Ethical training in action (IAP Ethics in practice series)
7. Australian Institute for Management Engaging Middle Managers for Positive Organizational Change.
8. Stonewall Top 100 Employers Staff Feedback Survey Results.
9. Center for Talent Innovation Innovation, Diversity and the Marketplace.

7. The blueprint for middle management
Our toolkit designed to help managers understand why diversity and inclusion are critical business priorities
Business Case
Self-assessment tool
Manager Perspectives
Action planning
Lays out the value proposition for diversity and inclusion for the firm and for individual managers and highlights how fostering a diverse and inclusive work environment can help managers achieve their business goals.
Helps managers identify potential areas of opportunities or focus to foster a diverse and inclusive workplace through a series of questions and considerations designed to encourage self reflection.
Stories and videos from managers across the globe sharing best practices and practical advice specific to the Blueprint topic drawn from their own experiences as managers.
Includes ‘What You Can Ask or Do’ - food for thought on good management practices. And an aid for recording next steps and a roadmap to resources available to assist and guide your efforts.

8. the workshop 1. Middle Management Training
2. Resources & Ongoing Support
4. Reward & Accountability Practices
3. Allies & Role Models

9. Topic 1: MIDDLE MANAGEMENT TRAINING
HOW SHOULD TRAINING FOR MIDDLE MANAGEMENT ON SEXUAL ORIENTATION AND TRANS ISSUES DIFFER FROM GENERAL DIVERSITY TRAINING PROVIDED TO ALL STAFF?

10. Middle management training Unconscious bias training
Challenging inappropriate behavior
Spotting mental health issues
Specific challenges faced by LGBT people in the workplace
What to do if an employee comes out?

11. Topic 2: RESOURCES &ON-GOING SUPPORT
WHAT KIND OF RESOURCES AND ON-GOING SUPPORT CAN BE LEVERAGED for MIDDLE MANAGERS TO GET MORE COMFORTABLE WITH Lgbt issues?

12. Resources & On-going support Guides, research and news articles
Confidential helpline or
Reverse mentoring /roundtable mentoring
Workplace champions
ERG/BRG business partners

13. Topic 3: Allies & role models
How can employers encourage more middle managers to sign up as Lgbt allies or come forward as lgbt role models? How would you HIGHLIGHT them?

14. allies & Role models Senior support/sponsorship for allies
Celebrate existing allies and role models
Resources to visibly signal commitment
Hold events focusing on the theme of intersectionality
Clear practical guidance for allies

15. Topic 4: Reward & accountability practices
How do we incentivize middle managers to champion lgbt inclusion and hold them to account for their work? What data do they require to keep track of their progress?

16. Reward & Accountability Performance review process Ally awards
360 Reviews / Skip level meetings
EoS/Self-ID and representation metrics broken down by demographics
Demystifying senior management promotion process