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.

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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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.

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. 

Top 4 Elements Of An Efficient And Productive DEI Council

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An excellent way to integrate diversity, equity, and inclusion (DEI) into our organizations is through a DEI Council. This initiative provides companies with an enthusiastic group of employees dedicated to evaluating current diversity metrics, establishing new programs, and tracking the long-term progress of creating a culture of inclusion. However, without the proper support and structure, a DEI Council may be rendered ineffective or lose steam.

To ensure the success of our current and future councils, here are four key ingredients of an efficient and productive DEI Council.

1. Support from executives at the gate is imperative to establishing and maintaining a strong DEI Council. Though this may be daunting, garnering attention and assistance from leadership will increase the council’s efficiency and longevity. By informing and onboarding company leadership, we can establish the importance of this DEI initiative. This step ensures the appropriate amount of funds and time will be dedicated to the council, allowing the group to not only survive but thrive within our organizations.

When possible, try to give senior leadership, like CEOs or the board of executives, an active role within the DEI council. This integration may take the shape of an executive assisting with the annual budget proposal or even a CEO proposing their own ideas for possible diversity initiatives. By opening the council to executives, we encourage their participation and garner extra support for our efforts.

2. Along with executive ties come a direct link to business mission statements and strategy. The DEI Council should at least have full access to the organization’s diversity strategy, including information about short-term and long-term goals. Furthermore, by informing the DEI Council about future company plans, the group can voice the concerns and comments of minority individuals and help steer organizational decisions in an inclusive way. This connection establishes diversity and inclusion as a regular topic in company decisions, further integrating DEI into the backbone of our organizations.

3. When creating a DEI Council, one of the most important elements is member selection. In this stage, we are searching for dedicated and driven individuals ready to volunteer their time and focused on increasing diversity within the organization. While on the lookout, don’t forget to ensure diversity within the DEI Council itself! The council should represent the organization demographically and provide a strong voice for present minority groups. During those last charter decisions, evaluate the gender, racial, generational, and even departmental diversity of candidates before selecting the ultimate group. With a representative group of leaders, employees will feel more compelled to interact with the DEI Council and participate in future initiatives.

4. Finally, the DEI Council requires clear goals and understandable metrics to track progress. When establishing the council, consider holding a meeting dedicated to writing direct and achievable long-term goals with associated short-term initiatives and strategies. Ensure that these milestones align with the organization’s mission statement as well as the overall DEI strategy. Furthermore, devise an understandable and measurable way to track the progress of the DEI council. This system will provide an integral method to evaluate the development of the council, their headway towards long-term goals, as well as the organization’s overall culture of inclusion. With established objectives and defined evaluations, we can bolster the progress of DEI within our organizations.

These four pieces of advice come together to create a well supported, informed, and diverse DEI Council, sure to create positive change in any organization. By incorporating these steps, we can set our councils up for success, providing them with the tools and skillsets needed to increase productivity, creativity, and efficiency.

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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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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.

Tom Cruise’s Bold Diversity, Equity, and Inclusion Stance

This past week, actor Tom Cruise astonishingly returned his three Golden Globe awards to the Hollywood Foreign Press Association (HFPA). The reason for this action: a stunning lack of diversity and inclusion within the HFPA has led to nationwide criticism of the awards show. This situation emphasizes the importance of intentional action as we create both diversity and inclusion in the workplace. Each one of us has a choice. We can choose whether or not to participate in a system that suppresses and discriminates against others. When confronting this predicament, Tom Cruise chose a reassuring path that emphasizes the three Cs of inclusion, renouncing the titles given by a discriminatory organization and showing us that we, too, can create progress.

• This change starts by being curious and questioning why things are the way they are. In regards to the Golden Globes, Tom Cruise opened his mind to critical thinking and asked why, in 2021, there was still a distinct lack of Black members in the HFPA.

•  Being an ally and driving change requires courage, as exemplified by Tom Cruise’s bold actions. Allyship means being intentionally inclusive and saying “NO” to the old ways of suppression, even if this takes the form of prestigious awards. We each have a role to play, and that will involve bravery from each one of us. 

• Continuing to increase awareness calls for commitment. We must continue the momentum of this moment to break from the old ways of discrimination. From small daily changes to famous actors making a statement, we have to dedicate ourselves to this movement to ensure success. 

There is a ripple effect in Hollywood, resulting in companies like Netflix, Amazon, and Warner Brothers boycotting the Golden Globe awards. These boycotts grew into a massive wave demanding change as NBC announced the cancellation of the 2022 awards ceremony, calling for immense change within the HFPA. Through this messaging, NBC and other organizations have demonstrated the importance of standing up for diversity and inclusion. This event illuminates the power that organizations have to create change and illustrates the intentional commitments we must make to ensure inclusion. 

Stories like this excite me because they create a strong positive ripple effect that challenges oppression and helps to increase awareness. By channeling this progress, we can continue the momentum of change and champion the values of DEI on a larger platform. Through this event, we see the power of both the individual and the organization as a whole to create impactful change and motivate positive progress. 

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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.

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.

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.

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.

My Shocking Unconscious Bias

I was invited recently to be the commencement speaker at USD. I was ecstatic to come back to the university where my leadership journey began, but little did I realize that this experience would teach me an invaluable lesson about my own unconsicious biases.

A week before the event, I received an email with instructions and information pertaining to commencement. The email said that I would be speaking after Provost Jennings. When I read Provost Jennings’s name, I immediately imagined a stout, mid-50’s white man with a salt and pepper halo of hair and glasses, despite having no idea what this person actually looked like.

I arrived at the stage an hour before everyone else and took everything in. The large pavilion with rows of empty chairs before me would soon be filled with graduate students eager to receive their diplomas. I was brimming with excitement.

The dean arrived with two other people a few steps behind him. He smiled and said, “Hi Dima, I would like to introduce you to Provost Jennings.” I saw a man behind the dean whose physical description matched what I had in mind. Portly, glasses, with a receding hairline. I walked toward him and held out my hand, but he had a quizzical look on his face. I heard the dean’s voice behind me say, “Oh no, this is Provost Jennings!” I turned around to see the dean pointing to a woman in her early-50s. My heart dropped to my stomach, and the expression on her face was clear: “Here we go again.” She was very polite and didn’t say anything, but she had probably experienced this so many times — that is, someone mistaking a man for having her title – that it no longer surprised her. I felt my cheeks burn with shame and thought to myself, “Even me?”

My life’s work is dedicated to empowering woman globally, but even I was subject to my own unconscious biases. I assumed, with very little information at hand, that the Provost would look a particular way, and in the process of my assumption, I repeated a negative pattern of thinking.

It is so crucial that we open our minds, become aware of our own biases, and realize how they are impacting our perceptions of others. Most importantly we must continue to be intentional on a daily bases to eliminate these biases.

I am thankful for Provost Jennings because by meeting her, I gained a valuable lesson that I will remember for the rest of my life

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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.

Executives' Buy-In to Diversity, Equity, & Inclusion

There are numerous benefits of diversity, equity, and inclusion (DEI) within the workplace. Just to list a few, DEI has been correlated with increased engagement, employee retention, innovation, and positively influencing the bottom line. With all of this great benefits, why is there still resistance to DEI at the executive level?

Many executives still view diversity and inclusion as just a “nice-to-have” instead of realizing that it is essential for business. This limited buy-in decreases overall interest and intentionality in DEI efforts. Like anything else, DEI training and initiatives require an investment of time and budget in order to create a progress in this area.

Unconscious bias and prejudices may create mental blockades, preventing some executives from supporting diversity and inclusion initiatives. An example of this is a question I get asked after nearly every one of my diversity and inclusion presentations. A skeptical executive will say, “Are you telling us that we have to promote minority individuals that are not qualified just because they are minorities?” This question is laced with unconscious biases against minority candidates. Even though they may not realize it, some leaders are assuming that minority candidates are not qualified! They may think that simply because a minority candidate may not have the same background, education, or experience as a white candidate, they are “not qualified.” These very differences are essential to create a diverse workplace with unique thinking and creative solutions. By addressing these issues, we can slowly work towards achieving executive buy-in to diversity and inclusion initiatives. 

Furthermore, some executives may not even realize there is an issue with the lack of diversity and inclusion in their organization. In consulting engagements, I observed many avoid broaching discrimination conflicts, minimize the significance of exclusion, and suppress attempts at progress. These actions may come from a place of mere misunderstandings about the gravity of certain situations. Additionally, some executives may have concerns about potential clients viewing DEI initiatives negatively, citing taboos about Black Lives Matter or Pride movements. 

Our answers to these fears and worries need to consistent and educational. When facing a challenging executives, I always start by highlighting the rewards of DEI. Share statistics and industry research touting the benefits diversity brings to the bottom line. Showcase how inclusion improves employees’ connection with the company, increasing employee engagement, retention, and efficiency in the workplace. Mention the positive visibility organizations committed to DEI receive and how these initiatives can expand clientele. 

In conjunction with the advantages that DEI brings, stress how diversity initiatives can help organizations avoid future challenges. A lack of diverse employees may lead to a lack of diverse clients, as buyers often trust and relate to individuals similar to them. Furthermore, unique candidates and young workers often seek a diverse work environment. Without the proper initiatives, organizations may be missing out on top talents and rising stars. Lastly, compare your organization to competitors in terms of DEI strategies. This juxtaposition will help executives understand the importance of investing in diversity to gain an edge in the industry.

By illuminating the countless benefits that DEI brings alongside the advantages a diverse work culture holds over its competition, we have a greater chance of gaining the executive buy-in that is needed. The positive influence of DEI outweighs the concerns and it is our job to share this with the leaders. 

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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.