1. The Sweet Spot of Diversity, Inclusion, Engagement, Higher Performance
86th Annual IMPA-HR Eastern
Region Training & Development Forum
By:
Mauricio Velásquez, MBA
President, Diversity Training Group

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

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

4. What You Don’t Know You Don’t Know
Opening Remark
What You Don’t Know You Don’t Know
(DKDK)
What You Don’t Know
(DK)
What You Know
(K)

5. Intent vs. Impact Intent Impact (what you meant) vs.
(what you actually said)

6. Diversity
What pops into your head?
What comes to mind?

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

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

9. Dimensions of Diversity
Individual
Individual
Group
Organizational Affiliation

10. To Be Inclusive To welcome “all” To include To make comfortable
When included – you become “fully engaged” in your work

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

12. Engagement Fully Engaged – What does it look like?
Not Engaged – What does it look like?
Actively Disengaged – What does it look like?
Think of your own team, office, organization
What percentage of your team are
Fully Engaged? ___%
Not Engaged? ___%
Actively Disengaged? ___%
A World Class Organization…

13. Employee Engagement Key to Creating a World Class Organization
Source: Gallup Consulting

14. The Lunch Date Adam Davidson Screen Writer/Director
This was his thesis to get his degree in film from AFI – American Film Institute, New York City
Won many awards
Filmed in 1990

15. Did they trust each other?
The two characters
What are we taught about “strangers” – all cultures

16. At the Center of my work….
TRUST – means confidence Behind “Diversity and Inclusion” issues I always find Trust issues” LEADERSHIP – getting results in a way that inspires trust There is no “Leadership Without Followership” – Do diverse followers trust homogeneous leaders? Please read: SMR Covey’s “The Speed of Trust”

17. Trust & Being World Class – Go Hand in Hand
Stephen M. R. Covey – in his book: The Speed of Trust talks about Trust - Taxes and Dividends When there is high trust – there is an actual dividend for this trust – tasks, work, progress, cooperation, collaboration - success is easier When there is low or nonexistent trust – there is an actual tax – tasks, work, is harder, indifference, bogged down, sabotage I highly recommend you read this book for your community, for your kids, for your families and jobs, of course…

18. S.M.R. Covey says….
“The ability to establish, grow, extend, and restore trust with all stakeholders – customers/clients, business partners, coworkers – is the key leadership competency of the new global economy.” “Leadership is getting results in a way that inspires trust.” In your every action – do you inspire trust, are you leading by example?

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

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

21. The Winning Balance (cont.)
How often do I…
Rarely
Sometimes
Usually
Mostly
Accept that I am a biased person and understand that there will be times when my biases will come out in my actions or words? 1 2 3 4
Avoid using language that reinforces negative stereotypes (e.g.: “You’re acting like a pack of wild Indians,” “Jew them down,” “White of you,” “I’ll get my girl to do it”)?
Learn about people of different races and groups (through reading, attending voluntary seminars, watching television specials, listening to speakers)?
Get to know people of different races and groups and individuals (make the first effort to talk to them, invite them to socialize)?
Support and take responsibility for helping my organization meet EEO/AA guidelines?
Value people who are different from me as resources because of their unique skills, abilities, perspectives, and approaches?

22. The Winning Balance (cont.)
How often do I…
Rarely
Sometimes
Usually
Mostly
Work to change policies that disregard different cultural beliefs or religious holidays? 1 2 3 4
Challenge the notion that individuals need to act or look a certain way to be successful or valuable to the organization?
Forgive people who make biased statements about me or others and allow them to regain my trust and respect?
Include and invite people different from myself into the decision-making process?
Provide timely and honest feedback to others, including those different from myself, even if it feels risky?

23. The Winning Balance (cont.)
How often do I…
Rarely
Sometimes
Usually
Mostly
Share the formal and informal rules of my group with those different from myself? 1 2 3 4
Disregard physical characteristics (disability, attractiveness, height, weight, dress, etc.) when interacting with others and making decisions about their ability?
Support organizational policies regarding equal treatment by confronting people who violate those policies and reporting them if necessary?
Used with permission of Bureau of National Affairs, The Winning Balance.

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

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

26. D&I Change Agent
What pops into your head?

27. A Change Agent Leads by example – Role Model, Inclusive, Trustworthy
Sees human beings, build relationships, suspends judgment (not label/stereotype)
Mindful of biases, prejudices, SFPs – self aware
Coaches – challenges these notions – individually and organizationally
Problem-Solves
Builds relationships with all (not just people like yourself)
Builds and promotes trust
Acknowledge, identify, and tackle “Diversity Issues”

28. You have a diversity issue when..
..when an issue (i.e., policy or business practice - formal, informal, internal or external) has a different impact on a particular group (for example, impact on men vs. women, black vs. white, American vs. foreigner, urban vs. rural background, military vs. civilian, – mentoring, training, assignments, upward mobility, etc.) ..when it happens more frequently to a particular group (for example, different groups have dramatically different “numbers” – turnover, terminations, promotions, few or no role models) ..when it is more difficult for one group to overcome (upward mobility for a particular group within an organization) (for example, “glass ceilings”)

29. Ignoring Diversity Issues comes with a cost
A diversity issue exists where the policy or business practice (formal or informal) has an impact exclusive of difference (not inclusive of difference). Is there a trend or pattern (intentional or unintentional)? Having a diversity issue is not necessarily a bad thing. Doing nothing about it given you have knowledge of the issue is where organizations go wrong (negligence). Being in denial about these issues does not make them go away. Ignorance is not bliss. The question is why do we have this issue and how can we take action to correct it or improve the situation. A D & I Strategy is put together to “address these issues” or “solve the problem” or “focus on the lost opportunity.”

30. Some Tools

31. Start Message Start with a Positive End with a Positive
Please stop_______________________________________
(describe negative/unproductive behavior)
Start_____________________________________________
(describe new, more appropriate/positive behavior)
Continue_________________________________________
(describe ongoing positive behavior)
End with a Positive

32. (Start with a Positive)
I-Statement
How do I coach someone when I feel my differences are being held against me?
(Start with a Positive)
When you ___________________, I feel ______________________
(describe behavior) (impact of behavior)
I would prefer ___________________________________________
(new behavior – more appropriate/productive) OR
I feel _____________________, when you ____________________
(impact of behavior) (describe behavior)
When I see ______________, it makes me feel ____________________
(describe behavior) (impact of behavior on you/group)
I would prefer _______________________________________________
(new behavior – more appropriate, more productive)
(End with a Positive)

33. 2 Kinds of Behaviors PREFERS Promote respect Diversity friendly
Inclusive
Promotes trust
NEVERS
Disrespect
Bias/prejudice
Exclusive
Undermine trust

34. Change Agents are World Class and Understand the Sweet Spot
To Value Diversity, To be Inclusive
To Respect, Value Others
To Engage, Be World Class
To Perform at Higher Level

35. Using Communication to Solve Problems
Step
Action
Example
Identify and agree on the problem (consensus) Ask the right questions.
Ask for the facts
Verify the information
Decide what else you need to know
“Help me understand exactly”
“Let me make sure this is recorded correctly”
“I will be able to help you better if I know…”
Conduct problem-cause analysis to identify a specific problem and its cause
Restate the problem in simple terms
Get agreement on the problem and its importance/impact
“So, the basic issue is…”
“It seems we agree it is important to fix this because…”
Identify solutions/alternatives
Ask what can be done to solve the problem
Suggest other options for consideration
Tell them what you can do
“What ideas do you have on how this can be fixed?”
“In similar situations we have..”
“I really wish we could do exactly what you suggested. However, according to…, we must…” ?

36. Using Communication to Solve Problems
Step
Action
Example
Implement solutions/take action with the help of the customer
Ask for their cooperation
Tell them what you will do
Suggest how they can help, now and the next time
“I’ll need your help to…”
“Here is what I can do…”
“To get this resolved quickly, I’ll need you to…, and if this should happen again, please…”
End with an agreement and a thank you. Monitor and follow up on the situation
Summarize what will be done, and by whom
Thank the customer for cooperation and help
Promise to follow up to ensure the solution really worked
“Can I assume that we agree on…?”
“Thank you for being so cooperative in helping us to solve this problem.”
“I will call you in a week to be sure the situation is resolved.”

37. Action Plan How can I create an inclusive work environment?
How can I use what I have learned in this class in my organization and beyond?

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

39. What is working – critical success factors
STRATEGIC
Visible, supportive and fully-committed senior leadership
Diversity strategy/plan developed & aligned with organization’s strategic plan
Internal and external communications improved
Employee involvement and assessment
Recruitment and retention activities improved
Measurement, metrics and follow through emphasized
Constant benchmarking and continuous improvement of diversity strategy and plan

40. Navy Definition of Diversity
All of the individual attributes and characteristics of our Sailors and Civilians that enhance the mission readiness of the Navy.

41. For more information… The Diversity Training Group 692 Pine Street
CONTACT:
The Diversity Training Group
692 Pine Street
Herndon, VA 20170
Tel
Fax
Mauricio Velásquez, MBA - President