1. Leadership PW Diversity & Inclusion Today What You Don’t Know You Don’t Know For: Leadership Prince William & Prince William SHRM By: Mauricio Velásquez, MBA President, CEO The Diversity Training Group

2. Leadership PW Meet Mauricio Velásquez Mauricio Velásquez is the President and CEO of The Diversity Training Group (DTG) in Herndon, VA. Mauricio serves as a diversity strategy consultant, diversity trainer, sexual harassment prevention trainer, executive coach, mentoring trainer, and expert witness (listed with TASA). DTG’s clients include small and large federal agencies including US Navy, USDOJ, NIST, NIH, EPA, ATFE, FCC, and USCIS. Past federal clients include DOI (BLM, BOR, BIA), USIA, USDA, US Coast Guard, and even the White House (previous administration). Mauricio has trained in every state but North Dakota and with a recent trip to Guantanamo Bay, Cuba, Japan, Guam, Italy, Spain – work and life has taken Mauricio to over 75 countries.

3. Leadership PW If you don’t like the title This is a workshop on:  Supervision, Management, Leadership  Respect, Trust, Engagement  Opportunity, Higher Performance  Current Events  Parenting  Life

4. Leadership PW Mauricio’s Mission  Provoke Thought  Facilitate Discussion & Learning  Surprise You  Entertain You  Add Value  Provide Subject Matter Expertise

5. Leadership PW Opening Remark What You Don’t Know You Don’t Know (DKDK) What You Don’t Know (DK) What You Know (K)

6. Leadership PW Intent vs. Impact Intent (what you meant) vs. Impact (what you actually said)

7. Leadership PW Diversity When you hear this term what “pops” into your head? What are all of the differences (and similarities) in our workplace? In our ranks, our peers, colleagues, travelers. What is Inclusion? What does it mean to be inclusive?

8. Leadership PW Dimensions of Diversity Individual Group Organizational Affiliation Military Experience Religion Income Work Experience Geographic Location Language Education Work Style Family Status Communication Style AgeGender Ethnic Heritage Race Mental/ Physical Abilities Sexual Orientation Operational Role and Level

9. Leadership PW Dimensions of Diversity Military Experience Religion Income Work Experience Geographic Location Language Education Work Style Family Status Communication Style AgeGender Ethnic Heritage Race Mental/ Physical Abilities Sexual Orientation Operational Role and Level

10. Leadership PW Dimensions of Diversity Indivi dual Organizational Affiliation Group Individual

11. Leadership PW 11 To includeTo welcome To make comfortable To acknowledge, value, and include others from all backgrounds INCLUSIVE

12. Leadership PW FRONTLINE: “A Class Divided”

13. Leadership PW Frontline – “A Class Divided”  In 1970, a public school teacher in Riceville, Iowa, divided her all white, all Christian third graders into blue and brown eyed groups for a lesson on discrimination.  On successive days, each group was treated as inferior and subjected to discriminatory treatment.  This FRONTLINE reunites the teacher and class after 18 years to relate the enduring effects of their lesson.

14. Leadership PW “A Class Divided”  What did you notice?  How did it make you feel? What did it make you think of?  What could eye color represent in our society?  What do the collars represent?  What did Jane Elliott represent?  What was the impact on performance?  What are the collars in your organization?  What luxury do the children have?  What do we really learn from this video?  In the final analysis, what is the point of this video?  When do you know you are in the In- or Out- Group?

15. Leadership PW IMPACT OF BIAS ON PERFORMANCE DAY 1DAY 2 BROWN EYES 5.5->2.5 (COLLAR) BLUE EYES 3.0->4.18 (COLLAR)

16. Leadership PW “Before You Can Understand ‘Others’ – You Must Understand Yourself First!” - MV Self awareness is so critical!

17. Leadership PW The Winning Balance So where do I stand? Where am I with respect to this topic? Respond to the questions below based on your behaviors. How often do I…RarelySometimesUsually Mostly 1.Challenge others privately when they make racially, ethnically, or sexually offensive comments? 1234 2.Challenge others publicly when they are making fun of others because of their race, gender, ethnic background, religion, appearance, disability, or sexual orientation? 1234 3.Think about the impact of my comments and actions before I speak? 1234 4.Refuse to tell jokes that are derogatory to any group, culture, or sex? 1234 5.Refrain from repeating statements or rumors that reinforce prejudice or bias? 1234 6.Avoid generalizing the behaviors or attitudes of one individual to an entire group (e.g.: “All blacks are...,” “All disabled people are...,” “All men are...,”)? 1234

18. Leadership PW The Winning Balance (cont.) How often do I…RarelySometimesUsually Mostly 7.Accept that I am a biased person and understand that there will be times when my biases will come out in my actions or words? 1234 8.Avoid using language that reinforces negative stereotypes (e.g.: “You’re acting like a pack of wild Indians,” “Jew them down,” “White of you,” “I’ll get my girl to do it”)? 1234 9.Learn about people of different races and groups (through reading, attending voluntary seminars, watching television specials, listening to speakers)? 1234 10.Get to know people of different races and groups and individuals (make the first effort to talk to them, invite them to socialize)? 1234 11.Support and take responsibility for helping my organization meet EEO/AA guidelines? 1234 12.Value people who are different from me as resources because of their unique skills, abilities, perspectives, and approaches? 1234

19. Leadership PW The Winning Balance (cont.) How often do I…RarelySometimesUsually Mostly 13.Work to change policies that disregard different cultural beliefs or religious holidays? 1234 14.Challenge the notion that individuals need to act or look a certain way to be successful or valuable to the organization? 1234 15.Forgive people who make biased statements about me or others and allow them to regain my trust and respect? 1234 16.Include and invite people different from myself into the decision-making process? 1234 17.Provide timely and honest feedback to others, including those different from myself, even if it feels risky? 1234

20. Leadership PW The Winning Balance (cont.) How often do I…RarelySometimesUsually Mostly 18.Share the formal and informal rules of my group with those different from myself? 1234 19.Disregard physical characteristics (disability, attractiveness, height, weight, dress, etc.) when interacting with others and making decisions about their ability? 1234 20.Support organizational policies regarding equal treatment by confronting people who violate those policies and reporting them if necessary? 1234 Used with permission of Bureau of National Affairs, The Winning Balance.

21. Leadership PW What Your Scores Tell You 0 - 20 Naive Acts with no knowledge or awareness of biases and prejudice and their impact on others. What they don’t know they don’t know. This person has no clue as to the impact of their actions on others. 21 - 40 Perpetuator Aware of biases and prejudices, but continues behaviors and actions that reinforce and support stereotypes and intolerance. This person is aware of the impact of their actions on others, but continues with such behaviors nevertheless, “You can’t teach an old dog new tricks.” 41 - 59 Avoider Aware of biases and prejudices, but makes a conscious choice to ignore inappropriate behavior or withdraw from it. This person would rather turn and walk away than understand and address inappropriate behaviors or that bias that can appear or be misinterpreted as support. “If you are not part of the solution, you are part of the problem.”

22. Leadership PW What Your Scores Tell You 60 - 75 IWE Change Agent Acts as a role model. Takes action when appropriate and addresses behaviors when important. IWE Change Agent will take risks and use the many tools available to him/her. IWE Change Agent will take peers aside and provide feedback and coaching with the intent to improve work relationships and personal productivity. 76 - 80 Fighter Attacks all actions and confronts all behaviors. Always on the lookout for injustice but is often too confrontational, sometimes in public settings. Although a very important role, too often these individuals are labeled as “troublemakers.” If you have this energy, this fervor, please consider the change agent approach to problem-solving and inclusivity.

23. Leadership PW Context - Let’s talk trends  What does it mean to be Change Agent participating in a Leadership Program?  How is Social Media influencing your field?  What have you seen in the workplace?  What changes have you witnessed in your career?  What have you seen in the client marketplace?  What is your competition doing with respect to their diversity efforts?  Have you compared who you hired, who is staying and who has left your organization 5 years ago, 3 years ago and today?  Have you looked at who your clients/customers are 5 years ago, 3 years ago and today and compared?

24. Leadership PW A Diversity Issue Exists…  When an issue (policy or business practice — formal, informal, internal, or external) has a different impact on a particular group (i.e., impact on men vs. women, black vs. white, American vs. foreigner, urban vs. rural background)  When it happens more frequently to a particular group (i.e., different groups have dramatically different “ numbers ”— turnover, terminations, promotions, few or no role models)  When it is more difficult for one group to overcome (upward mobility for a particular group within an organization, i.e., “ glass ceilings ” )

25. Leadership PW What do you think?  Is your biggest diversity issue or challenge or obstacle?  What is the root cause(s) behind this issue?  How can you address it? What are potential solutions and prioritize them? “Let’s look at some best practices. You don’t have to recreate the wheel – just take someone else’s tire and put a white wall on it!”- MV

26. Leadership PW Nationwide Best Practices Sources: American Express Benchmark Study Business Week Special Sessions The Conference Board Best Practices Publications Fortune’s Best Practices Lists/Articles Towers-Perrin North-American Diversity Best Practices Study US Department of Labor and other US Government Studies

27. Leadership PW What is working – Critical Success Factors STRATEGIC I.Visible, supportive and fully-committed senior leadership II.Diversity strategy/plan developed & aligned with organization’s strategic plan III.Internal and external communications improved IV.Employee involvement and assessment V.Recruitment and retention activities improved VI.Measurement, metrics and follow through emphasized VII.Constant benchmarking and continuous improvement of diversity strategy and plan

28. Leadership PW Best Practices Checklist These practices have been compiled from observing and participating in the successful implementation of hundreds of inclusivity initiatives.  Do you have a workplace inclusivity strategic plan?  Do you have formal policies and procedures in place for promoting your inclusive work environment?  Have you made the business case for all of your diversity initiatives? Have you done your research; internal and external customer data (See article in this issue)?  Do you have a workplace inclusivity/diversity advisory or steering committee (ad-hoc employee group)?  Do you conduct structured group interviews for open management positions?  Do you have a formal, fully-inclusive mentoring program?

29. Leadership PW Best Practices Checklist  Are you attempting to diversify your recruiting pool while maintaining high standards?  Are you conducting diversity training for managers, supervisors, and employees?  Have you completed sexual harassment prevention training for all of your employees?  Do you offer more advanced courses in gender communications, problem-solving, and conflict management for diverse employees?  Have you developed an in-house diversity resource center complete with books, videos, newsletter, and other educational materials (like multicultural calendars) and made all of this available to your employees?  Are you acknowledging and celebrating the diversity within your employment ranks before attempting to value and manage your diversity (events, activities, etc.)?  What are you and your organization doing? What is working? Share your successes and what you have learned from your failures. Seek credit for your organization or submit anonymously. I guarantee confidentiality if you desire it.

30. Leadership PW 30 Valuing Diversity Being Inclusive, Respectful Being More Engaged Performing @ Higher Level Relationship between Diversity, Inclusion, Respect & Engagement (Higher Performance)

31. Leadership PW Engagement – one way of looking at it With Organization ( trust ) With Manager ( feel valued, supported ) Strategic Alignment ( clear goals, strategy ) Competency ( you got what it takes ) High Performance

32. Leadership PW What is Trust?  What does it look like?  What do you see that creates and support trust?  What do you see that undermines trust?

33. Leadership PW Trust Defined “Trust means confidence. The opposite of trust is suspicion. When you trust people, you have confidence in them – in their integrity, and in their abilities. When you distrust people, you are suspicious of them – of their integrity, their agenda, their capabilities or their track record.”S.M.R. Covey

34. Leadership PW Stephen M. R. Covey – in his book: The Speed of Trust talks about Trust - Taxes and Dividends When there is high trust – there is an actual dividend for this trust – tasks, work, progress, cooperation, collaboration - success is easier When there is low or nonexistent trust – there is an actual tax – tasks, work, is harder, indifference, bogged down, sabotage I highly recommend you read this book for your job, for your kids, for your families, for all those around you! Trust – Consideration & Suspicion

35. Leadership PW Economics of Trust Quality of Task Cost of Task High Trust Organization Low Trust Organization

36. Leadership PW What can I do? Knowledge – Action = Nothing Don’t act – nothing happens! There is no such thing as “innocent bystanders.”

37. Leadership PW Time to Action Plan  What short term action item will you commit to?  What long term action item will you commit to?

38. Leadership PW For more information… CONTACT: The Diversity Training Group 692 Pine Street Herndon, VA 20170 Tel.703.478.9191 Fax 703.709.0591 Mauriciov@diversitydtg.com Mauricio Velásquez, MBA - President

39. Leadership PW DTG is a Team of Experts in...  Sexual Harassment  Diversity Education  Stress Management / Bullying / Anger Management / Toxic Employees  Trust, Engagement  Cross-Cultural Communication  Customer Service and Being World Class  Conflict Resolution & Mediation … consulting & training.

40. Leadership PW Our Approach  FORM a partnership with our client  DIAGNOSE with a thorough, organization- wide needs analysis (interviews, focus groups, survey)  DESIGN a customized program based on a D & I strategy/plan  DEVELOP high impact training materials  IMPLEMENT or execute the strategy which typically includes training  EVALUATE and follow up