1. Developed and Facilitated by: Jan Dwyer Bang, MBA, CSP Diversity Management for Leaders: It’s a Matter of Respect!

2. After attending this session, you will be able to: Recognize the benefits of honoring and respecting multiple perspectives Identify why inclusion is critical to your agency’s success Discover and model the words, attitudes, and behaviors that support inclusion and respect

7. A diverse workforce:  An atmosphere where a variety of people and ideas is welcomed and valued.  An environment that naturally enables people to contribute to their fullest potential and support of their agency’s goals Definitions

9. Leading a diverse workforce:  Understanding laws and policies  Assuming responsibility for improving your workplace  Tapping into the strengths of each person  Overcoming biases to build effective and motivated teams Definitions

10. Leading a diverse workforce:  Promoting inclusiveness  Creating a culture of respect and inclusion where employees want to stay  Helping your agency become the “employer of choice”  Serving as a role model in what you say and what you do Definitions

12. Respect: The state of being honored or esteemed, to show consideration for, treat courteously or kindly Definitions

13. Workplace diversity: The variety of differences between people in an organization. It is the collective strength of experiences, skills, talents, perspectives, and cultures that each employee brings to the workplace. Definitions

14. The Four Layers of Diversity 1.Organizational Dimensions 2.External Dimensions 3.Internal Dimensions 4.Personality Diversity

15. Inclusion: Respecting and valuing the unique dimension that each individual adds to an organization. It includes engaging similarities and differences to create a culture of belonging where people are valued and respected. Definitions

16. Culture: A set of accepted behaviors, patterns, values, assumptions, and shared common experiences. Definitions

18. Cross-Cultural Iceberg: A Metaphor for Understanding

19. The effort to provide an equal work experience, free from discrimination, for all people. Equal Employment Opportunity

20. DES champions the commitment of the State to employ a workforce that reflects Washington’s diversity in culture, race, ethnicity and gender and to provide a work environment free from discrimination. Diversity Statement - DES

21. DES champions the commitment of the State to employ a workforce that reflects Washington’s diversity in culture, race, ethnicity and gender and to provide a work environment free from discrimination. Diversity Statement - DES

22. DES is dedicated to achieve equal employment opportunity for people of color, persons over 40 years of age, persons with disabilities, women, and disabled and Vietnam –era veterans. Diversity Statement - DES

23. Each group will answer the following questions. The group that gets the most answers correct – wins! Competition 1.What are the two goals of a diverse workforce? 2.Identify tangible ways you can be a role model as a leader for diversity in your communication and actions. 3. What are some barriers to inclusiveness? 2.

24. 4.What does the exposed tip of the cross cultural ice berg represent? What does the submerged part of the iceberg represent? Describe why culture is often compared to an ice berg and share an example. (NOTE: This question is worth 15 points!). Competition

25. 5. The Millennial or Generation Y (1981-2000) generally have the following work characteristics: (Select all that apply) a. Workaholics b. Multitasking c. Tenacity d. Adherent to rules e. Goal oriented Competition

26. Generation Timeline from Mixing and Managing Four Generations of Employees Greg Hammill 1922-19451946-19641965-19801981-2000 Veterans, Silent's, Traditionalists Baby BoomersGeneration X, Gen X, Xers Generation Y, Gen Y, Millennial, Echo Boomers

27. Generation Timeline from Mixing and Managing Four Generations of Employees Greg Hammill Veterans, Silent's, Traditionalists Baby BoomersGeneration X, Gen X, Xers Generation Y, Gen Y, Millennial, Echo Boomers Respect for authority Conformers Discipline Optimism Involvement Skepticism Fun Informality Realism Confidence Extreme fun Social

28. Generation Timeline from Mixing and Managing Four Generations of Employees Greg Hammill Veterans, Silent's, Traditionalists Baby BoomersGeneration X, Gen X, Xers Generation Y, Gen Y, Millennial, Echo Boomers Hard work Duty before fun Adhere to rules “Your experience is respected” Workaholics Work efficiently Desire quality Question authority “You are valued, you are needed” Eliminate the task Self-reliance Want structure and direction Skeptical “Do it your way, forget the rules” Multitasking Tenacity Entrepreneurial Tolerant Goal oriented “You will work with other bright, creative people”

29. A diverse workforce… 1.Enhances the quality of problem solving and innovation. 2.Increases productivity. 3.More actively engages customers in a global workplace. 4.Attracts and retains the best employees. 5.Decreases costs. Benefits of Diversity

30. Business Case for Diversity Creating an inclusive environment… 1.Improves employee engagement. 2.Facilitates recruitment. 3.Increases retention. 4.Supports your agency in becoming an employer of choice.

31. Business Case for Diversity Creating an inclusive environment… 5. Enhances your reputation among customers & stakeholders. 6. Strengthens your relationships with suppliers. 7.Protects your agency from lawsuits. 8.Improves teamwork. 9.Optimizes performance. 10.Increases innovation.

32. 1.Assumptions 2.Perceptions 3.Stereotypes 4.Lack of Knowledge of other cultures 5.Ineffective communication Barriers to Inclusiveness

33. Assumptions Catch yourself every time you say, “I assumed…” or “I thought…” Practice validating your assumptions before things go wrong Notice your tendency to assume negatively based upon faulty data, a negative bias or stereotype, or the fact that you don’t know the person very well

34. Our perceptions represent how we interpret or view what goes on around us. When new information does not coincide with pre-conceived ideas or past experience it receives little consideration, is distorted, or ignored. Perceptions

35. “ Virtually every problem in human relations stems from a difference in perception.” – Robert L. Katz

36. FOULED UP FILES ARE THE RESULT OF FOOLISH NEGLECT AND FINISHED FILES ARE THE RESULT OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF MANY YEARS Count the F’s in the sentence

38. What do People want from their jobs? From Supervisors 1.High wages 2.Job security

39. What do People want from their jobs? From Employees 1.Recognition 2.Being included in decisions

40. “We see things not as they are, but as we are.” -Dr. Wayne Dyer

42. Perceptions Remind yourself that what you see may be “filtered” Step back from situations and try to see things from the other person’s perspective Ask open-ended questions

49. Stereotypes Stereotype: A conventional, oversimplified conception, opinion, or image. "Elderly Americans are the neglected sector of the fashion industry, stereotyped by blue hair and polyester pantsuits" (American Demographics).

50. Stereotypes First used in the 18 th century to describe a printing process designed to duplicate pages of type In the 19 th century, psychiatrists used this term to describe a repetitive behavior A lack of awareness and misinformation are the foundation of making stereotypes

51. How to handle Stereotypes Look at yourself first – what stereotypes do you hold? Examine the basis of widely held stereotypes – you can take the power away when you see that many times they are based on wrongly held assumptions Work to accept differences – in yourself and others

52. Lack of Knowledge of other Cultures 1.Get to know other cultures 2.Examine your own assumptions 3.Be an active listener 4.Getting to know a culture takes time – ask questions and seek to understand without judgment 5.Before interacting with a certain culture, do the research

53. Ineffective Communication 1.Listening 2.Understanding Communication Styles

54. The Speaker-Listener Technique Rules (for both) - Speaker has the floor, share the floor, no problem solving Rules for the Speaker – Speak for yourself, talk in small chunks, stop and let the listener paraphrase Rules for the Listener – Paraphrase what you hear, don’t rebut, focus on the speaker’s message Adapted from “A Lasting Promise” by Scott Stanley, Daniel Trathen, Savanna McCain, and Milt Bryan

55. Listen from the inside out Paraphrase (To make sure you understood AND to show the speaker you’ve heard) Acknowledgement (Feelings crave acknowledgement) Adapted from “Difficult Conversations” by Douglas Stone, Bruce Patton, and Sheila Heen

56. Common Language Safe for everyone to use Non-threatening Non-judgmental

57. Administering the DiSC Preview Assessment  It is not a test.  You cannot pass or fail.  There are no right or wrong answers.  There is no one style that is better than another.

58. DiSC® Preview helps us identify the different ways we behave so we can: Minimize potential conflict with others Maximize our potential for success Purpose

59. Response Sample

60. Active Thoughtful PPT 4-2

61. QuestioningAccepting PPT 4-3

62. PPT 4-2 PPT 4-3 PPT 4-2 PPT 4-3 Active Thoughtful AcceptingQuestioning PPT 4-4

63. PPT 4-2 PPT 4-3 PPT 4-4 Thoughtful Steadiness Accepting Influence Accepting Steadiness Active Questioning Dominance PPT 4-7 Influence Active Dominance Questioning Conscientiousness

64. PPT 4-2 PPT 4-3 PPT 4-4 Thoughtful Steadiness Accepting Influence Accepting Steadiness Active Questioning Dominance PPT 4-7 Influence Active Dominance Questioning Conscientiousness Direct, results-oriented Expressive, Relationship Analytical, DeliberativeSupportive, Cooperative

65. A Day in the Life Describe what it is like to be your style Use your profile and experience Use words, statements, pictures, etc. Consider the questions on the handout Page 10

66. PPT 4-15 My Value to the Organization

67. Behaviors in the extreme OH-23 In normal situations Under pressure Extreme behavior DIn charge, decisive DemandsLeaves iPersuasive, enthusiastic OversellsGives up Pouts SSupportive, friendly Gives inActs hurt Accuses CCareful QuietIs indecisiveGets emotional Attacks

68. Conflict and Stress PPT 6-2

69. D i S C Tends to: ASSERT Tends to: SUPPRESS PPT 6-16

70. D i S C Focuses on: FEELINGS Focuses on: LOGIC PPT 6-17 Responses to Conflict

71. PPT 6-17 WITHDRAW Goal: Justice COMPLY Goal: Harmony EXPRESS Goal: Acknowledgement DEMAND Goal: Victory Focuses on: FEELINGS Tends to: SUPPRESS Focuses on: LOGIC Tends to: ASSERT PPT 6-18

72. There is no best style. All styles have strengths and limitations. All styles can be more or less effective. People are a mixture of styles. PPT 7-3 There are no good or bad styles. Remember That… Introduction to People Reading

73. Body Language Posture Use of hands Facial expressions Tone Pace Inflection Volume Words PPT 7-4 Observable Behavior

74. No one has a “pure style” People reading is not designed to label people People reading can help us interact more effectively with others PPT 7-12 Review

75. OH-23  What is your communication style?  What happens when you are stressed?  Identify what you need from the team to be effective.  As a team, talk about how you can work together. Enhancing Team Effectiveness

76. OH-23 Is there a predominant style that describes your team?  D culture – quick decisions, direct answers and a competitive atmosphere. Interpersonal communication may suffer in this environment and those less assertive may feel overwhelmed  i culture – energetic atmosphere, a focus on innovation, and lots of time spent in meetings or social gatherings. Those less people-oriented may be frustrated by the focus on group activities and poor planning and lack of details may prevent an I culture from implementing any ideas

77. OH-23  S culture – stability, predictability, and friendliness. Values strong teamwork and a management work-life balance. Stagnation may be a risk in this culture and efforts to move the organization forward may be met with hesitation  C culture – quality, accuracy, and order. Cynical toward new ideas and trust usually has to be earned. The group may miss opportunities because it spends so much time analyzing and may resist growth for fear of lowering its standards Is there a predominant style that describes your team?

78. Diversity Competencies Respect Empathy Understanding Interpersonal Skills Knowledge Feedback

79. After attending this session, you will be able to: Recognize the benefits of honoring and respecting multiple perspectives Identify why inclusion is critical to your agency’s success Discover and model the words, attitudes, and behaviors that support inclusion and respect

80. OH-23 Action Planning