C ONNECTING Y OUR D OTS Shaping your life story and Helping others find theirs

C ONNECTING YOUR DOTS Agenda The Danger of a Single Story Developing your story and connecting your dots Helping others connect the dots The final picture

I NTRODUCTIONS Barb Wilson

I NTRODUCTIONS Barb Wilson

I NTRODUCTIONS Wanda Kirkpatrick

Wanda Kirkpatrick I NTRODUCTIONS

Synergy Intellectual, emotional, creative, social, and spiritual resources Find ways for these resources to enhance and amplify each other Connect the dots of your passions, strengths and life experiences T HE D OTS

S TORYTELLING … I think we are a product of all our experiences. Sanford I. Weill Sanford I. Weill

S O WHAT ’ S HER STORY The Danger of a Single Story One person connecting her dots and telling her story. Listen carefully, we all have a story.

S O WHAT ’ S YOUR S TORY ? The Danger of a Single Story Where do you see the speaker connecting the dots? At what point did you connect your life story to the speaker? What did the speaker do and say that shows she understood her dots and her story?

W HERE YOUR DOTS CAN BE FOUND Discovering synergistic opportunities starts with asking questions. Process Questions followed with reflective writing, then sharing Report out

R EFLECTIONS TO CONNECT YOUR DOTS Reflection 1 What are your natural skills, talents, and fascinations? What instincts or inclinations have you followed, which have paid off for you?

R EFLECTIONS TO CONNECT YOUR DOTS Reflection 2 What have been the most influential experiences in your life? What unique and unusual life experiences have you had? What have you taken away from your memorable experiences?

R EFLECTIONS TO CONNECT YOUR DOTS Reflection 3 What knowledge and perspective can you draw on from your family heritage and cultural background? In what environments do you feel most alive, energized and at ease?

C HECK I N Discussion at your table Are you starting to see any patterns, trends, or dot connections? How does your personal story impact how you think, decisions you make, and values you hold dear?

Personal diversity work involves the head, hand, and heart – what we know, do and feel. The Diversity Directive, Hayes, PhD and Mendez Russell, McGraw Hill 1997

R EFLECTIONS TO CONNECT YOUR DOTS Reflection 4 What personal relationships, professional connections and social networks are you a part of? Which do you enjoy the most? What moments of your current life bring you the most satisfaction? What qualifies as fun to your even if it feels like work to other?

C ONNECT THE R EFLECTIVE D OTS Look at your story. What do you see that impacts who you are and how you lead? Share with your table.

Do you see places where you need to continue to think and reflect to get a clearer picture? What questions are unanswered? What additional questions do you have about your life? C ONTINUING Y OUR W ORK

E FFECTIVE DIVERSITY WORK STARTS WHEREVER YOU ARE, AND GOES FORWARD FROM THERE. The Diversity Directive, Hayes and Mendez Russell, McGraw Hill 1997

P ERSONAL RELEVANCE AND REAL - LIFE APPLICATIONS MAKE IT EASIER TO INVOLVE THE MAJORITY OF EMPLOYEES IN THE DIVERSITY PROCESS. THESE APPLICATIONS MOVE PEOPLE FROM THE CONCEPTUAL OR “ HEAD ” APPROACH THROUGH THE BEHAVIORAL “ HAND ” APPROACH TO THE INTERNALIZED OR “ HEART ” WORK THAT ENDURES The Diversity Directive, Hayes and Mendez Russell, McGraw Hill 1997

S TORYTELLING AND L EADERSHIP How can you use storytelling to help others identify their story? How can you use the differences of others to: Build your team Create a ‘circle of trust’ – safety, trust, open- minded Interact with parents Communicate effectively with staff

T HE D YNAMICS OF D IFFERENCE Doing diversity work increases personal and professional effectiveness. Group or team synergies are made possible by member diversity. Organizations that maintain and value diversity are less likely to make blunders caused by not understanding clients or customers. Diverse teams tend to outperform homogenous teams, especially on complex tasks. Organizations that conduct effective diversity work are measureably more productive and profitable. The Diversity Directive, Hayes and Mendez Russell, McGraw Hill 1997

D O YOU SEE ANY DIFFERENCES ? Identify differences at your table in personal story. Where do these differences come from? How do these differences impact leadership style? What should your response be knowing these differences exist?

S TORYTELLING AND L EADERSHIP Action Steps:  when will you make time for story telling  who do you need to know more about to improve your leadership  what tools and support do you need to lead

V ALUING D IVERSITY AND I NCLUSION Your perspective matters Leverage your position to value others’ stories The Traveler

B RINGING IT T OGETHER Understanding your own story allows you to better understand others. When you know your own story, you can coach and assist others in understanding their unique story. Using story to find points of connection and difference in story is effective diversity work

T HE S TORYTELLING P ROCESS ThinkChooseTellListenLearn

S TORYTELLING IS A BROTHERLY ACT All human beings are born free and equal in dignity and rights, they are endowed with reason and conscience and should act towards each other in the spirit of brotherhood. Universal Declaration of Human Rights, 1948

T HANK Y OU Wanda Kirkpatrick Barb Wilson

Self-evaluation and exploration also enhance diversity management and leadership. Improvement grows from personal learning and experience. It requires moving beyond one’s personal comfort zone. People are not ‘taught’ diversity; they discover it through personal experience.