1. Fundamentals Navy Inclusion & Diversity
Inclusion & Diversity woven throughout the Design
All LOEs are about embracing new, different, and at times, unfamiliar things
WHERE
DIVERSITY (noun): What we ARE
To INCLUDE (verb): What we DO
LEADERSHIP: Creates and sustains an inclusive culture
WHAT
[WHERE]
The reason the Design makes my job easier is because inclusion & diversity are everywhere in the Design not just the Gold LOE - every single LOE spurs us to embrace new, different, and unfamiliar things, which is exactly what inclusion & diversity are about.
[WHAT]
So what do those words mean? Vice Chief Howard tasked us with clearly defining the terms, noting they get used so often they’ve “almost lost their meaning.”
Basically, DIVERSITY is a noun; it’s what we ARE; we recruit diversity into the Navy.
As leaders, we want and need diversity in our organizations to solve the complex problems we face – some of which we haven’t encountered before.
On the other hand, to INCLUDE is a verb; it’s what we DO – deliberately engaging our diverse resources, including the skills, capabilities, and talents of our people.
The importance of the active nature of INCLUSION is why we use the term “Inclusion & Diversity,” instead of the other way around. More and more companies are taking the same course for the same reason. (KPMG, All State, Capital One)
[WHY]
When thinking about WHY I&D matter to the Navy, here’s another reason the Design makes my job easier: It outlines four forces that shape our security environment, and inclusion & diversity are tools to address three of them:
The first two forces: The accelerating rate of change in the Global Information System plus the increasing rate of Technological Creation & Adoption require innovation and adaptability, and Diversity fuels both.
There is a direct correlation between diversity of thought & experience and innovation: Solutions developed by teams with homogeneous thinking are 30% more risky because team members all share the same blind spots. Solutions developed by teams with diverse thinking are 20% more innovative.
Simply being exposed to diversity can change the way you think.
The last force - Budgetary Pressure - means we can’t “buy” our way out of the challenges we face, so we need to take care of the resources we have. An inclusive culture has a significant and positive impact on retention.
Gallup’s “State of the Global Workforce” study found only 13 percent of employees are actively engaged at work, and the management behavior most likely to affect engagement was “demonstrates strong commitment to diversity.”
Engagement is lowest for Millennials, who are increasingly values-oriented, and diversity is particularly important to them
Inclusion & diversity are enablers - they enable maximum possible performance. The key is to create an inclusive CULTURE. When you look at organizations that truly leverage diversity and inclusion to improve their business, it’s ingrained in their CULTURES, and LEADERSHIP makes that happen.
So how do we turn these words into actions...?
[NEXT SLIDE]
GALLUP – “State of the Global Workforce” global study (142 countries):
JULIET BOURKE’S (DeLoitte Austraila): 6 different ways to problem solve—process, risk, outcomes, options, people or evidence. Most people use the one or two approaches they’re good at.
Scott Page (University of Michigan – The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, And Societies ): Groups that think about a problem from one or two perspectives have a 30% error rate.
Juliet Bourke (DeLoitte Austraila): : When approaching problem solving in a more structured way 20% innovation.
I&D strategies: Merck, Prudential, Kaiser-Permanente
Not rocket science, but good, solid fundamentals that are easy to explain and easily understood. They resonate both inside and outside the Navy because of the simple fact good leaders ARE inclusive leaders, and these I&D Fundamentals are deeply intertwined with leadership fundamentals.
Institutional Barrier: a policy, procedure or situation that systematically creates a disadvantage for certain groups. Institutional barriers exist in any majority-minority group situation.
All of these things are about embracing new, different, and at times, unfamiliar, things, which is exactly what diversity & inclusion is about.
Navy Team (Gold LOE)
Diverse mix of active duty and reserve Sailors, navy Civilians, and our families
Warfighting (Blue LOE)
Further ingraining information warfare and exploring new naval platforms & formations
Velocity Learning (Green LOE)
Accelerating learning
Bringing in creativity, operational agility, and insight
Optimizing Navy intellectual enterprise to maximize combat effectiveness and efficiency
Partnership (Red LOE)
Deepen operational relationships with others
Seek opportunities with non-traditional partners
Diversity fuels innovation and the ability to adapt to change
An inclusive culture has a significant and positive impact on retention
Inclusion and diversity needed to achieve maximum possible performance.
WHY
Leadership makes it happen.

2. Strategic Principles and Objectives Navy Inclusion & Diversity
Inclusive Leaders: Embed and sustain a culture of inclusion through strong leadership
View I&D as integral to mission effectiveness and decision making
Emphasize teamwork and collaboration for operational and warfighting advantage
Focus leader development on inclusive excellence
Benchmark best practices and collaborate with others
Mitigate unconscious bias
Identify and remove any institutional barriers
Employ effective assessments and institutional accountability
[Integrate & execute: Why we need these and what to do with them]
(from prev slide: “How do we turn these words into actions?”)
…through the Principles of Inclusive Leaders and a Diverse Workforce. The Expectations shown under these Principles apply globally, and are designed to be executed regionally and locally to help us focus on ways to get better and stay ahead of our enemies
Why do we need these? There are already pockets of excellence across the Navy –CNP just touched on several – but we haven’t had a united, comprehensive approach based on a common set of principles and expectations - known, understood, executed, and assessed.
… We lack a common operating picture and common vernacular.
We do this for the same reason you create any strategy: Create alignment of effort for best effect. As Sir Lawrence Freedman says, It’s about “getting more out of a situation than the starting balance of power would suggest. It is the art of creating power” (Strategy: A History - Sir Lawrence Freedman, Emeritus Professor of War Studies at King's College London)
[what they are & what to do with them]
We’re not starting from scratch – All of these are happening in one form or another somewhere in the Navy, you heard about these from CNP:
Diverse Workforce: Attract, recruit, develop and retain talent
Continue strong coalitions with key influencers
Exercise strategic assignment at all levels
Strengthen engagement partnerships and align efforts
Foster deliberate and effective mentoring
Establish a dynamic, sustainable level of Navy leaders that reflects the diverse U.S. population
Develop innovative and adaptable talent to confront the forces we face
Improve employee engagement
Increase retention of talent
(I+D)x = Maximum Possible Performance. Leadership is the “x” factor.