1
\n00:00:00.000 --> 00:00:01.580
\nBe very casual here.<\/p>\n
2
\n00:00:01.610 --> 00:00:03.840
\nI'll get the recording started first.<\/p>\n
3
\n00:00:03.870 --> 00:00:07.880
\nAnd then also I want to make a point of<\/p>\n
4
\n00:00:07.910 --> 00:00:13.040
\ndoing a shout out and thanking
\nAsigra for sponsoring this.<\/p>\n
5
\n00:00:13.360 --> 00:00:16.660
\nAsigrais the leader in ultra
\nsecure backup and recovery.<\/p>\n
6
\n00:00:16.690 --> 00:00:18.800
\nLast month, Asigrawas named to CRN<\/p>\n
7
\n00:00:18.830 --> 00:00:23.820
\nmagazine's coolest data
\nprotection vendor list for 2023.<\/p>\n
8
\n00:00:23.850 --> 00:00:29.300
\nIncrease your profits and your client
\nsecurity by engaging today at Asigra.com.<\/p>\n
9
\n00:00:29.330 --> 00:00:34.240
\nSo there with that, then I want to turn to<\/p>\n
10
\n00:00:34.270 --> 00:00:41.000
\nYvette Steele, who is joining us from her
\ncorporate office, even though she, I think<\/p>\n
11
\n00:00:41.030 --> 00:00:44.720
\nlike me, probably enjoys working
\nfrom home most of the time.<\/p>\n
12
\n00:00:44.750 --> 00:00:50.560
\nShe's the founder of diversity,
\nequity and inclusion.<\/p>\n
13
\n00:00:50.640 --> 00:00:54.300
\nShe is actually an author.<\/p>\n
14
\n00:00:54.330 --> 00:01:01.400
\nAnd I think the Impactful Inclusion
\nToolkit is one of the better books that<\/p>\n
15
\n00:01:01.430 --> 00:01:05.720
\nyou're going to find, primarily
\nbecause it has 52 activities.<\/p>\n
16
\n00:01:05.750 --> 00:01:08.080
\nSo it's got little bite sized chunks.<\/p>\n
17
\n00:01:08.110 --> 00:01:11.800
\nAnd so you say, well, what can
\nI possibly do in my business?<\/p>\n
18
\n00:01:11.830 --> 00:01:15.980
\nBecause I'm just a small business.<\/p>\n
19
\n00:01:16.010 --> 00:01:18.180
\nBut she answers that question.<\/p>\n
20
\n00:01:18.210 --> 00:01:20.320
\nSo I'm going to turn off my camera and<\/p>\n
21
\n00:01:20.320 --> 00:01:22.720
\nyou're welcome to either turn
\nyours off and keep it on.<\/p>\n
22
\n00:01:22.750 --> 00:01:24.520
\nIt's totally up to you.<\/p>\n
23
\n00:01:24.550 --> 00:01:29.040
\nAnd with that, I turn it
\nover to Yvette Steel.<\/p>\n
24
\n00:01:29.280 --> 00:01:31.460
\nOkay.
\nWell, hi, folks.<\/p>\n
25
\n00:01:31.490 --> 00:01:34.850
\nI am really happy to be here.<\/p>\n
26
\n00:01:34.880 --> 00:01:38.320
\nThank you so much, Karl, for inviting me.<\/p>\n
27
\n00:01:38.350 --> 00:01:40.260
\nI'm Yvette Steele, at Karl said.<\/p>\n
28
\n00:01:40.290 --> 00:01:42.660
\nAnd I have great news for you.<\/p>\n
29
\n00:01:42.690 --> 00:01:46.020
\nYour staff wants to be engaged.<\/p>\n
30
\n00:01:46.050 --> 00:01:48.380
\nMaybe they know it, maybe they don't.<\/p>\n
31
\n00:01:48.410 --> 00:01:50.820
\nBut that's how they perform at their best.<\/p>\n
32
\n00:01:50.850 --> 00:01:53.540
\nAnd who wouldn't want to do that?<\/p>\n
33
\n00:01:53.570 --> 00:01:55.850
\nI'm going to let you in on a secret.<\/p>\n
34
\n00:01:55.880 --> 00:01:58.640
\nWhat most people don't know about me is<\/p>\n
35
\n00:01:58.670 --> 00:02:03.210
\nthat as a leader, I have not
\nalways cared about engagement.<\/p>\n
36
\n00:02:03.240 --> 00:02:06.850
\nAnd as an employee, I've
\nnot always been engaged.<\/p>\n
37
\n00:02:06.880 --> 00:02:09.980
\nSo as a leader, I've made snap decisions.<\/p>\n
38
\n00:02:10.010 --> 00:02:16.500
\nI have not always been the type of manager
\nthat I would want my children to have.<\/p>\n
39
\n00:02:16.530 --> 00:02:19.980
\nBut like they say, you do better.<\/p>\n
40
\n00:02:20.010 --> 00:02:22.400
\nAnd I'm happy to report that I'm now a<\/p>\n
41
\n00:02:22.430 --> 00:02:25.680
\nleader that anyone's child
\nwould love to work for me.<\/p>\n
42
\n00:02:25.710 --> 00:02:30.300
\nAt least that's what
\nthey tell me to my face.<\/p>\n
43
\n00:02:30.330 --> 00:02:31.980
\nSo who am I?<\/p>\n
44
\n00:02:32.010 --> 00:02:34.760
\nBy date, I am Vice President, technology<\/p>\n
45
\n00:02:34.790 --> 00:02:40.020
\ntalent, strategic partnerships, and a
\nnational expansion at SNAP IT Solutions.<\/p>\n
46
\n00:02:40.050 --> 00:02:46.020
\nWe ranked 1266th on the Inc 5,000 fastest
\ngrowing company list in 2022,<\/p>\n
47
\n00:02:46.050 --> 00:02:53.580
\nand ranked 129 on the Financial Times 2023
\nlist of 1,000 fast transferring companies.<\/p>\n
48
\n00:02:53.610 --> 00:02:56.220
\nFor the rest of the time, I am founder of<\/p>\n
49
\n00:02:56.250 --> 00:03:00.780
\nthe EDI Insider, a wife and
\na mother with two children.<\/p>\n
50
\n00:03:00.810 --> 00:03:03.420
\nNowadays, I spend my professional life<\/p>\n
51
\n00:03:03.450 --> 00:03:08.520
\nhelping organizations improve their bottom
\nline by maximizing the potential of their<\/p>\n
52
\n00:03:08.550 --> 00:03:11.820
\nworkforce through the development
\nof inclusive cultures.<\/p>\n
53
\n00:03:11.850 --> 00:03:14.220
\nIn fact, I wrote a book about it.<\/p>\n
54
\n00:03:14.250 --> 00:03:20.300
\nIn addition, I serve on the Y USA
\nDiversity, Equity and, and inclusion and<\/p>\n
55
\n00:03:20.330 --> 00:03:26.440
\nthe workforce development steering
\ncommittee for the national work.<\/p>\n
56
\n00:03:28.960 --> 00:03:32.540
\nI don't know about you, but I was shocked<\/p>\n
57
\n00:03:32.570 --> 00:03:38.420
\nby Gallup's findings in their 2022
\nstate of the global workforce report,<\/p>\n
58
\n00:03:38.450 --> 00:03:43.900
\nsharing that employees who are not
\nengaged, who are actively disengaged,<\/p>\n
59
\n00:03:43.930 --> 00:03:49.360
\ncost the world $7.8
\ntrillion in cost of activity.<\/p>\n
60
\n00:03:49.390 --> 00:03:54.380
\nAnd that business units
\nwith engaged workers have 23 %<\/p>\n
61
\n00:03:54.410 --> 00:04:00.300
\nhigher profit compared with business
\nunits with miserable workers.<\/p>\n
62
\n00:04:00.330 --> 00:04:05.000
\nKnowing that your organization is not a
\nmeans to disengage personnel and knowing<\/p>\n
63
\n00:04:05.030 --> 00:04:09.180
\nwhat to do about it is where we're
\ngoing to spend our time today.<\/p>\n
64
\n00:04:09.210 --> 00:04:11.940
\nSo because I like interactive sessions,<\/p>\n
65
\n00:04:11.970 --> 00:04:17.900
\nlet's begin with you sharing in the
\nchat whether you've ever been job.<\/p>\n
66
\n00:04:17.920 --> 00:04:24.220
\nJust a simple yes or no, but feel
\nfree to add a comment if you'd like.<\/p>\n
67
\n00:04:24.250 --> 00:04:30.500
\nLet's just give it a minute to see
\nhow many of us have been through.<\/p>\n
68
\n00:04:30.530 --> 00:04:34.680
\nKarl, I'm trying to see how to get
\nto the chat button here in Zoom.<\/p>\n
69
\n00:04:34.710 --> 00:04:37.180
\nDo I have something with
\nme here to see the chat?<\/p>\n
70
\n00:04:37.210 --> 00:04:42.040
\nOr can you tell me what
\nthey're saying in the chat?<\/p>\n
71
\n00:04:42.070 --> 00:04:43.260
\nOh, chat.<\/p>\n
72
\n00:04:43.280 --> 00:04:44.520
\nThere should be on the bottom of your<\/p>\n
73
\n00:04:44.540 --> 00:04:48.600
\nscreen, the thing that says chat and
\nit opens up in a separate window?<\/p>\n
74
\n00:04:49.800 --> 00:04:53.120
\nNo, hold on a second.<\/p>\n
75
\n00:04:53.520 --> 00:04:57.560
\nLet me turn my camera off for a minute.<\/p>\n
76
\n00:04:57.640 --> 00:04:59.560
\nLet's see if I can.<\/p>\n
77
\n00:04:59.640 --> 00:05:02.140
\nYou see the control panel?<\/p>\n
78
\n00:05:02.160 --> 00:05:04.180
\nMine is on the bottom.<\/p>\n
79
\n00:05:04.210 --> 00:05:08.180
\nNo, I think mine is on the top.
\nOkay.<\/p>\n
80
\n00:05:08.210 --> 00:05:11.260
\nBut it's funny, though, I can't.<\/p>\n
81
\n00:05:11.280 --> 00:05:14.020
\nAlt H might bring it up for you.<\/p>\n
82
\n00:05:14.040 --> 00:05:15.880
\nOkay, let's see.<\/p>\n
83
\n00:05:16.840 --> 00:05:18.620
\nAlways learn your hotkeys.<\/p>\n
84
\n00:05:18.650 --> 00:05:21.280
\nOkay, let's see.<\/p>\n
85
\n00:05:23.720 --> 00:05:25.620
\nAlt 8 or 8.<\/p>\n
86
\n00:05:25.650 --> 00:05:28.040
\nH as in hot dog.<\/p>\n
87
\n00:05:28.070 --> 00:05:31.080
\nOkay, so control H.<\/p>\n
88
\n00:05:32.200 --> 00:05:33.740
\nAlt H.<\/p>\n
89
\n00:05:33.770 --> 00:05:34.900
\nOkay, Alt H.<\/p>\n
90
\n00:05:34.920 --> 00:05:36.660
\nGot it.<\/p>\n
91
\n00:05:36.690 --> 00:05:40.920
\nAlt H.<\/p>\n
92
\n00:05:43.640 --> 00:05:46.560
\nI can read chat for you if you need.<\/p>\n
93
\n00:05:46.560 --> 00:05:49.080
\nYeah, because I'm having a
\ndifficult time finding it.<\/p>\n
94
\n00:05:49.100 --> 00:05:55.060
\nI just figured it would be over
\nto the left, like I normally see.<\/p>\n
95
\n00:05:55.090 --> 00:05:59.120
\nBut then to try to find
\na skateboard screen.<\/p>\n
96
\n00:06:02.440 --> 00:06:08.060
\nSo did you have a question about
\nthat you wanted in the chat?<\/p>\n
97
\n00:06:08.090 --> 00:06:13.820
\nNo, I just wanted to see what the
\nresponses were in terms of being able to<\/p>\n
98
\n00:06:13.850 --> 00:06:18.840
\nsee whether or not people have
\nbeen miserable in their jobs.<\/p>\n
99
\n00:06:21.320 --> 00:06:23.260
\nAll right.<\/p>\n
100
\n00:06:23.290 --> 00:06:27.740
\nBut it looks like we
\nmight just have to skip it.<\/p>\n
101
\n00:06:27.770 --> 00:06:29.260
\nOkay.
\nSorry about that.<\/p>\n
102
\n00:06:29.290 --> 00:06:31.960
\nSo apologies. for that.<\/p>\n
103
\n00:06:31.980 --> 00:06:33.880
\nBut like I said, I wanted to give it a<\/p>\n
104
\n00:06:33.910 --> 00:06:39.100
\nminute just to see how many of us
\nhave been miserable in our job roles.<\/p>\n
105
\n00:06:39.130 --> 00:06:46.900
\nSo I want to say is if you are someone who
\ncan honestly respond, go to the question<\/p>\n
106
\n00:06:46.920 --> 00:06:55.780
\nthat you've been very fortunate that
\nyou've never been miserable in your job,<\/p>\n
107
\n00:06:55.800 --> 00:06:58.940
\nand you probably have a winning
\nticket in your future.<\/p>\n
108
\n00:06:58.970 --> 00:07:01.700
\nMany of us haven't been that way.<\/p>\n
109
\n00:07:01.730 --> 00:07:07.300
\nI believe that misery in a job role, it's
\neveryone at some time or another,<\/p>\n
110
\n00:07:07.330 --> 00:07:14.320
\nregardless of age, race, gender, sexual
\norientation, religion, socioeconomic<\/p>\n
111
\n00:07:14.350 --> 00:07:21.400
\nstatus, you name it,
\nbut it happens to everyone.<\/p>\n
112
\n00:07:22.360 --> 00:07:28.100
\nWhen that does happen,
\nit's an opportunity for us to<\/p>\n
113
\n00:07:28.130 --> 00:07:34.040
\ngrow through those types of
\nchallenges. t's happened to us.<\/p>\n
114
\n00:07:34.360 --> 00:07:38.460
\nLet's go on to the next slide.<\/p>\n
115
\n00:07:38.480 --> 00:07:41.620
\nLet's talk about what
\ngrowing through looks like.<\/p>\n
116
\n00:07:41.650 --> 00:07:44.120
\nEverybody goes through challenging<\/p>\n
117
\n00:07:44.150 --> 00:07:51.100
\ntimes or goes through challenging times,
\nbut not everybody grows through them.<\/p>\n
118
\n00:07:51.130 --> 00:07:52.800
\nJust to give you a little bit of<\/p>\n
119
\n00:07:52.830 --> 00:07:57.300
\nbackground on how I've
\ngrown through the challenges of being a<\/p>\n
120
\n00:07:57.330 --> 00:08:02.740
\nmiserable leader, as a
\nmiserable in previous roles.<\/p>\n
121
\n00:08:02.770 --> 00:08:08.860
\nI grew up in a middle class background.<\/p>\n
122
\n00:08:08.890 --> 00:08:13.980
\nMy mom was a teacher and my dad was a
\nLieutenant in Chicago Police Department.<\/p>\n
123
\n00:08:14.010 --> 00:08:18.260
\nI'm college educated and I
\nam known for being hard.<\/p>\n
124
\n00:08:18.290 --> 00:08:21.760
\nI once had a job where I led a team of 10<\/p>\n
125
\n00:08:21.790 --> 00:08:27.660
\nsales reps, and literally, I cried every
\nday as I pulled into the parking lot.<\/p>\n
126
\n00:08:27.690 --> 00:08:30.200
\nI kid you not, literally in my eyes would<\/p>\n
127
\n00:08:30.230 --> 00:08:35.900
\nwell up like clockwork, and a few tears
\nrolled down my cheek each morning.<\/p>\n
128
\n00:08:35.930 --> 00:08:40.100
\nI had to give myself pep talks
\njust to get out of the car.<\/p>\n
129
\n00:08:40.130 --> 00:08:45.860
\nSo I boosted my energy by singing the hook
\nto one of my favorite hip hop<\/p>\n
130
\n00:08:45.890 --> 00:08:50.220
\nsongs, survivor from Beyonce's
\nearly career with Destiny's Child.<\/p>\n
131
\n00:08:50.250 --> 00:08:52.260
\nI don't know if any of you remember it,<\/p>\n
132
\n00:08:52.290 --> 00:09:00.580
\nand I'm not going to even attempt to sing
\nthe lyrics, but I can say the words.<\/p>\n
133
\n00:09:00.610 --> 00:09:03.620
\nThe lyrics to the song
\nwent, I'm a survivor.<\/p>\n
134
\n00:09:03.650 --> 00:09:05.100
\nI'm not going to give up.<\/p>\n
135
\n00:09:05.130 --> 00:09:06.460
\nI'm going to make it.<\/p>\n
136
\n00:09:06.490 --> 00:09:07.860
\nI will survive.<\/p>\n
137
\n00:09:07.890 --> 00:09:12.100
\nSo survive is exactly what I did.<\/p>\n
138
\n00:09:12.130 --> 00:09:16.940
\nI hung in there for two years because
\nI couldn't find anything else better.<\/p>\n
139
\n00:09:16.970 --> 00:09:18.780
\nI was sent the household.<\/p>\n
140
\n00:09:18.810 --> 00:09:21.840
\nI had two kids to feed
\nand I had two wishes.<\/p>\n
141
\n00:09:21.870 --> 00:09:27.060
\nI told myself to be grateful
\nthat I even had a job.<\/p>\n
142
\n00:09:27.080 --> 00:09:32.700
\nAs a professional, I pride myself for
\nshowing up with my A game every day.<\/p>\n
143
\n00:09:32.730 --> 00:09:36.760
\nHowever, my A game never showed up from my<\/p>\n
144
\n00:09:36.790 --> 00:09:42.820
\nmanager's point of view, and I attribute
\nthat directly to his leadership style.<\/p>\n
145
\n00:09:42.850 --> 00:09:45.480
\nWhat he didn't realize and even take note<\/p>\n
146
\n00:09:45.510 --> 00:09:50.340
\nof is how I started to change
\nafter the first six months or so.<\/p>\n
147
\n00:09:50.370 --> 00:09:54.580
\nIn the beginning,
\nI enthusiastically contorted myself as<\/p>\n
148
\n00:09:54.610 --> 00:09:57.940
\nbest I could so I could
\nmeet his expectations.<\/p>\n
149
\n00:09:57.970 --> 00:10:00.900
\nBut that was an impossible endeavor.<\/p>\n
150
\n00:10:00.930 --> 00:10:05.680
\nEssentially, he was an infallible leader.<\/p>\n
151
\n00:10:05.700 --> 00:10:10.260
\nHe had favorites, he had double standards,
\nand he led through intimidation.<\/p>\n
152
\n00:10:10.290 --> 00:10:14.900
\nHe was always looking at
\nwhat the team did wrong.<\/p>\n
153
\n00:10:14.930 --> 00:10:17.760
\nEven when we did meet goal, his response<\/p>\n
154
\n00:10:17.790 --> 00:10:21.140
\nwould be something that I would
\nnever expect the leader to say.<\/p>\n
155
\n00:10:21.170 --> 00:10:23.640
\nI remember him distinctly saying, I wonder<\/p>\n
156
\n00:10:23.670 --> 00:10:27.620
\nif this would have been better
\nhad you all worked harder.<\/p>\n
157
\n00:10:27.650 --> 00:10:32.800
\nWhat type of leader completely blows by?
\nCongratulations, team.<\/p>\n
158
\n00:10:32.820 --> 00:10:34.060
\nGreat job.<\/p>\n
159
\n00:10:34.080 --> 00:10:38.740
\nTo making us feel like failures
\nwhile we're celebrating the victory.<\/p>\n
160
\n00:10:38.770 --> 00:10:42.900
\nHis idea of coaching me
\nwas ripping me to shred.<\/p>\n
161
\n00:10:42.930 --> 00:10:45.720
\nHe would explain things like, you don't do<\/p>\n
162
\n00:10:45.750 --> 00:10:50.600
\nthis and that, and you're
\nalways making excuses.<\/p>\n
163
\n00:10:51.360 --> 00:10:55.100
\nI spent every day expecting to be fired.<\/p>\n
164
\n00:10:55.130 --> 00:10:58.280
\nI was not engaged to say the least.<\/p>\n
165
\n00:10:58.310 --> 00:11:04.520
\nDefeated was probably a more
\naccurate way to put it.<\/p>\n
166
\n00:11:04.760 --> 00:11:08.240
\nWhat are the effects of going
\nthrough something like that?<\/p>\n
167
\n00:11:08.270 --> 00:11:13.340
\nEventually, it got to the point
\nwhere I just went through the motions.<\/p>\n
168
\n00:11:13.370 --> 00:11:15.220
\nI stopped caring.<\/p>\n
169
\n00:11:15.250 --> 00:11:18.100
\nI felt dead inside when I was there.<\/p>\n
170
\n00:11:18.130 --> 00:11:24.200
\nIt showed the passion and enthusiasm I had
\nwhen I started that made me put in more<\/p>\n
171
\n00:11:24.230 --> 00:11:29.220
\nhours, think creatively, and
\nseek ways to accelerate goals.<\/p>\n
172
\n00:11:29.250 --> 00:11:34.180
\nThat little bit every day, and
\nthen it just stopped showing up.<\/p>\n
173
\n00:11:34.210 --> 00:11:36.700
\nEssentially, I went on autopilot,<\/p>\n
174
\n00:11:36.730 --> 00:11:42.740
\nand I was relieved when we achieved
\ngoals, but I didn't care when we didn't.<\/p>\n
175
\n00:11:42.770 --> 00:11:47.840
\nThat made me that would have examined why<\/p>\n
176
\n00:11:47.870 --> 00:11:52.580
\nwe didn't make goals so we could
\ndo better next time, she was gone.<\/p>\n
177
\n00:11:52.610 --> 00:11:54.880
\nI would imagine that by now, though, you<\/p>\n
178
\n00:11:54.910 --> 00:11:58.460
\ncould tell that I wasn't
\none of my boss's favorite.<\/p>\n
179
\n00:11:58.490 --> 00:12:00.680
\nHis favorites were the ones who could do<\/p>\n
180
\n00:12:00.710 --> 00:12:05.220
\nno wrong, even when it was
\nobvious to everyone else.<\/p>\n
181
\n00:12:05.250 --> 00:12:08.500
\nIt became clear that no matter what I did,<\/p>\n
182
\n00:12:08.530 --> 00:12:12.660
\nit would never be enough
\nand it would never be right.<\/p>\n
183
\n00:12:12.690 --> 00:12:16.460
\nI couldn't even take vacation properly.<\/p>\n
184
\n00:12:16.490 --> 00:12:18.620
\nI remember being chastised<\/p>\n
185
\n00:12:18.650 --> 00:12:24.460
\nfor not responding to his
\nemails while I was on vacation.<\/p>\n
186
\n00:12:24.490 --> 00:12:29.340
\nWhen leaders like him go unchecked,
\nit creates a ripple effect.<\/p>\n
187
\n00:12:29.370 --> 00:12:32.100
\nStaff take their queues from leadership,<\/p>\n
188
\n00:12:32.130 --> 00:12:36.660
\nso I had to be conscious
\nof how I interacted with my team.<\/p>\n
189
\n00:12:36.690 --> 00:12:41.900
\nBut that didn't stop them from recognizing
\nhow my boss treated me.<\/p>\n
190
\n00:12:41.930 --> 00:12:46.240
\nThey assumed that his
\nbehavior was acceptable.<\/p>\n
191
\n00:12:46.270 --> 00:12:48.300
\nAnd before long,<\/p>\n
192
\n00:12:48.330 --> 00:12:51.980
\nthere's no respect and there's no trust
\nbetween colleagues,<\/p>\n
193
\n00:12:52.010 --> 00:12:58.180
\nthe best employees lead, and toxic work
\norders, costing organizations<\/p>\n
194
\n00:12:58.210 --> 00:13:04.400
\nmillions of dollars in high turn, lost
\nproductivity, and a lack of innovation.<\/p>\n
195
\n00:13:04.480 --> 00:13:07.700
\nThe sad thing is that I've had similar<\/p>\n
196
\n00:13:07.730 --> 00:13:14.340
\nexperiences like this one before this
\nparticular job and since I left.<\/p>\n
197
\n00:13:14.370 --> 00:13:19.460
\nBut for me, this particular
\nleader is in first place.<\/p>\n
198
\n00:13:19.490 --> 00:13:21.620
\nI hope that none of you have ever<\/p>\n
199
\n00:13:21.650 --> 00:13:28.100
\nexperienced anything remotely similar or
\nsee yourself in any of these examples.<\/p>\n
200
\n00:13:28.130 --> 00:13:34.440
\nWhich brings me to today's discussion
\nwhere I'm going to talk about how to do<\/p>\n
201
\n00:13:34.470 --> 00:13:40.280
\nbetter and engage in your employees and
\nhow leaders can drive high levels of<\/p>\n
202
\n00:13:40.310 --> 00:13:45.560
\nengagement so that they can build
\na culture where everyone drives.<\/p>\n
203
\n00:13:45.640 --> 00:13:48.220
\nJust imagine the contributions that I<\/p>\n
204
\n00:13:48.250 --> 00:13:53.620
\ncould have made not only to his success,
\nbut the organization as a whole,<\/p>\n
205
\n00:13:53.650 --> 00:13:57.600
\nhad my manager's priority
\nbeen to drive engagement.<\/p>\n
206
\n00:13:57.680 --> 00:14:01.980
\nSo if nothing else,
\nhis leaders like him taught me how not to<\/p>\n
207
\n00:14:02.010 --> 00:14:07.440
\nlead so that I can thoroughly enjoy
\nthe benefit of an engaged team.<\/p>\n
208
\n00:14:10.120 --> 00:14:15.780
\nSo if you don't remember anything else
\nthat I say today, remember this,<\/p>\n
209
\n00:14:15.810 --> 00:14:21.880
\nwrite this down,
\nengage employees, feel included.<\/p>\n
210
\n00:14:22.560 --> 00:14:25.620
\nIncluded employees foster inclusive<\/p>\n
211
\n00:14:25.650 --> 00:14:31.440
\ncultures, and inclusive cultures
\nimprove the bottom line.<\/p>\n
212
\n00:14:33.320 --> 00:14:38.000
\nStudy after study has shown that
\norganizations that prioritize employee<\/p>\n
213
\n00:14:38.030 --> 00:14:42.740
\nengagement and foster inclusive cultures
\nare more likely to experience<\/p>\n
214
\n00:14:42.770 --> 00:14:47.440
\nhigher profits and business
\nsuccess than those who don't.<\/p>\n
215
\n00:14:47.470 --> 00:14:50.740
\nBy the end of our time together, what
\nyou'll be able to do<\/p>\n
216
\n00:14:50.770 --> 00:14:55.640
\nis recognize the behaviors of
\nengaged and disengaged employees.<\/p>\n
217
\n00:14:55.880 --> 00:14:58.960
\nYou'll be able to equip yourselves to<\/p>\n
218
\n00:14:58.990 --> 00:15:03.500
\ndrive engagement through fostering
\ninclusion and belonging.<\/p>\n
219
\n00:15:03.530 --> 00:15:08.720
\nFinally, you'll be able to build the
\nskills you need to lead inclusively.<\/p>\n
220
\n00:15:09.000 --> 00:15:14.020
\nLet's start by defining what
\nemployee engagement is not.<\/p>\n
221
\n00:15:14.050 --> 00:15:17.100
\nTo be clear, it's not a descriptor for<\/p>\n
222
\n00:15:17.130 --> 00:15:22.100
\nhappy employees, for those who
\nare satisfied in their career.<\/p>\n
223
\n00:15:22.130 --> 00:15:26.340
\nJust because I'm happy and satisfied does
\nnot mean that I'm engaged,<\/p>\n
224
\n00:15:26.370 --> 00:15:31.820
\nthat I care about the quality of my
\nwork, or committed to doing my best.<\/p>\n
225
\n00:15:31.850 --> 00:15:34.780
\nWhile company of gay rooms, free massages,<\/p>\n
226
\n00:15:34.810 --> 00:15:39.300
\nand summer barbecues are fun and effective
\nand make staff happy,<\/p>\n
227
\n00:15:39.330 --> 00:15:48.780
\nthat is very different from making them
\nengaged. U nderstanding the science.<\/p>\n
228
\n00:15:48.810 --> 00:15:51.960
\nLet's dive into those.<\/p>\n
229
\n00:15:53.000 --> 00:15:54.800
\nMeet Joseph.<\/p>\n
230
\n00:15:55.080 --> 00:15:57.500
\nJoseph is a Gen Xer with five years<\/p>\n
231
\n00:15:57.530 --> 00:16:02.100
\nexperience of solving problems
\nand working with people.<\/p>\n
232
\n00:16:02.130 --> 00:16:04.700
\nHe's been working for just over a year as<\/p>\n
233
\n00:16:04.730 --> 00:16:08.520
\nan IT support technician
\nfor a growing MSP.<\/p>\n
234
\n00:16:08.720 --> 00:16:13.300
\nHe likes the company,
\nthe benefits, and his colleagues.<\/p>\n
235
\n00:16:13.330 --> 00:16:18.580
\nBut lately, he feels overwhelmed
\nand unappreciated most of the time.<\/p>\n
236
\n00:16:18.610 --> 00:16:20.960
\nIn talking with his boss, Jack, about the<\/p>\n
237
\n00:16:20.990 --> 00:16:26.380
\nwork and about the workload and
\nintroducing ideas to improve processes,<\/p>\n
238
\n00:16:26.410 --> 00:16:31.920
\nJack admonishes him to quit complaining
\nand jokingly calls him out.<\/p>\n
239
\n00:16:32.280 --> 00:16:34.760
\nDuring their one on ones, Jack does most<\/p>\n
240
\n00:16:34.790 --> 00:16:39.160
\nof the talking and interrupts Joseph
\nwhen he tries to get important.<\/p>\n
241
\n00:16:39.640 --> 00:16:42.520
\nNow, Jack acknowledges that the department<\/p>\n
242
\n00:16:42.550 --> 00:16:46.480
\nis understand and
\npushes Joseph to work harder and smarter<\/p>\n
243
\n00:16:46.510 --> 00:16:51.880
\nto manage the workflow, but he
\noffers no guidance on how to do so.<\/p>\n
244
\n00:16:51.910 --> 00:16:57.020
\nJoseph has come to realize
\nthat he's in a no win situation.<\/p>\n
245
\n00:16:57.050 --> 00:16:59.360
\nJack is firm in his position and clearly<\/p>\n
246
\n00:16:59.390 --> 00:17:02.540
\nnot looking for some
\nsolution to follow Joseph.<\/p>\n
247
\n00:17:02.570 --> 00:17:07.220
\nBut by nature,
\nJoseph is a patient and likable guy<\/p>\n
248
\n00:17:07.250 --> 00:17:11.320
\nwho comes to work on time and
\nhe's good at what he does.<\/p>\n
249
\n00:17:11.360 --> 00:17:15.980
\nBut for the first two hours of the day,
\nJoseph is the only tech on the clock and<\/p>\n
250
\n00:17:16.010 --> 00:17:20.900
\neases into the day to avoid feeling
\nswamped from the beginning.<\/p>\n
251
\n00:17:20.930 --> 00:17:23.400
\nImmediately after arrival, he logs in and<\/p>\n
252
\n00:17:23.430 --> 00:17:28.180
\nhe heads to the company kitchen to make
\nhis coffee and engages up with chatter<\/p>\n
253
\n00:17:28.210 --> 00:17:32.140
\njust for a little while before
\nhe makes it back to his desk.<\/p>\n
254
\n00:17:32.170 --> 00:17:34.560
\nBut some days it takes him almost an hour<\/p>\n
255
\n00:17:34.590 --> 00:17:38.320
\nto check the computer
\nor respond to emails.<\/p>\n
256
\n00:17:38.440 --> 00:17:43.090
\nAt times, it just sends a chill down his
\nspine at the thought of interacting with a<\/p>\n
257
\n00:17:43.120 --> 00:17:47.940
\nclient that may be upset about the
\nthings that he has in the control over.<\/p>\n
258
\n00:17:47.970 --> 00:17:49.740
\nWhen trouble shooting,<\/p>\n
259
\n00:17:49.770 --> 00:17:56.570
\nhe is not listening as well as he could,
\nin hopes of reaching a faster resolution.<\/p>\n
260
\n00:17:56.600 --> 00:18:01.600
\nHe seeks every opportunity to hand off an
\nissue to someone else rather than facing<\/p>\n
261
\n00:18:01.630 --> 00:18:08.380
\nthe cat on and never takes the initiative
\nto be proactive if you're getting it wrong<\/p>\n
262
\n00:18:08.410 --> 00:18:11.250
\nand then, of course,
\nbeing the judge for it.<\/p>\n
263
\n00:18:11.280 --> 00:18:15.620
\nSo though he gets his work done with the
\nerrors, he does not do them himself.<\/p>\n
264
\n00:18:15.650 --> 00:18:17.840
\nHe can make clients feel like they are a<\/p>\n
265
\n00:18:17.870 --> 00:18:22.810
\nbother at times, and he can be very
\ncondescending when it gets frustrated.<\/p>\n
266
\n00:18:22.840 --> 00:18:25.770
\nHe simply stopped trying to do his best<\/p>\n
267
\n00:18:25.800 --> 00:18:29.770
\nworkand became satisfied with
\ndoing good, helpful work.<\/p>\n
268
\n00:18:29.800 --> 00:18:32.800
\nJoseph is driven only by what he must do<\/p>\n
269
\n00:18:32.830 --> 00:18:37.660
\nto keep Jack quiet, not what he wants
\nto do or what he thinks is best.<\/p>\n
270
\n00:18:37.690 --> 00:18:41.740
\nHe is now one of tech's quiet winners and<\/p>\n
271
\n00:18:41.770 --> 00:18:46.140
\nplans to lead at the first offer
\nthrowing him a 10 % bump in pay.<\/p>\n
272
\n00:18:46.170 --> 00:18:49.980
\nMind you, Joseph is
\nsatisfied in a lot of ways.<\/p>\n
273
\n00:18:50.010 --> 00:18:54.140
\nHe gets to solve problems and do
\nthe type of work that he enjoys.<\/p>\n
274
\n00:18:54.170 --> 00:19:00.520
\nThe benefits and the pay are good and
\nhe gets along well with his peers.<\/p>\n
275
\n00:19:00.640 --> 00:19:02.740
\nAfter all, he is willing to jump ship for<\/p>\n
276
\n00:19:02.770 --> 00:19:08.940
\njust 10 % more and the opportunity to
\nengage in a culture where he feels valued.<\/p>\n
277
\n00:19:08.970 --> 00:19:15.860
\nBut the boss nicknaming him part Timer and
\nunwilling to acknowledge Joseph's<\/p>\n
278
\n00:19:15.890 --> 00:19:19.660
\nconcerns, let Joseph
\nto actively disengage.<\/p>\n
279
\n00:19:19.690 --> 00:19:24.380
\nClearly, being satisfied isn't enough.<\/p>\n
280
\n00:19:24.410 --> 00:19:27.380
\nSo let's multiply this by six.<\/p>\n
281
\n00:19:27.410 --> 00:19:29.320
\nJack's entire team.<\/p>\n
282
\n00:19:29.400 --> 00:19:31.600
\nImagine the morale and the loss of<\/p>\n
283
\n00:19:31.630 --> 00:19:36.640
\nproductivity if they're all experiencing
\nthe same thing than Joseph is.<\/p>\n
284
\n00:19:36.840 --> 00:19:40.500
\nImagine the cost to the organization.<\/p>\n
285
\n00:19:40.530 --> 00:19:44.810
\nLastly, imagine if this was
\noccurring at your organization.<\/p>\n
286
\n00:19:44.840 --> 00:19:48.880
\nWhat would the impact be?<\/p>\n
287
\n00:19:50.480 --> 00:19:53.660
\nSo let's talk about employee engagement.<\/p>\n
288
\n00:19:53.690 --> 00:19:56.570
\nHow is employee engagement defined?<\/p>\n
289
\n00:19:56.600 --> 00:19:58.460
\nYalt describes it as<\/p>\n
290
\n00:19:58.490 --> 00:20:04.090
\nthe emotional commitment the employee
\nhas to the organization and its goals.<\/p>\n
291
\n00:20:04.120 --> 00:20:06.250
\nThe emotional commitment makes engaged<\/p>\n
292
\n00:20:06.280 --> 00:20:11.000
\nemployees actively care about
\ntheir work and the company.<\/p>\n
293
\n00:20:11.030 --> 00:20:13.420
\nThey don't just show up for a paycheck or<\/p>\n
294
\n00:20:13.450 --> 00:20:19.620
\njust for the next promotion, but work
\non behalf of the organization's goals.<\/p>\n
295
\n00:20:19.650 --> 00:20:23.770
\nEngaged employees are your
\ncompetitive advantage.<\/p>\n
296
\n00:20:23.800 --> 00:20:26.220
\nThey're all in.<\/p>\n
297
\n00:20:26.250 --> 00:20:28.840
\nResearch shows that they perform better,<\/p>\n
298
\n00:20:28.870 --> 00:20:32.840
\nare more productive, and they're
\ndefinitely the majority of that worker.<\/p>\n
299
\n00:20:32.870 --> 00:20:35.280
\nThey experience that feeling of being in<\/p>\n
300
\n00:20:35.280 --> 00:20:38.740
\nthe zone, fully invested, enthusiastically
\nproducing them consistently.<\/p>\n
301
\n00:20:38.770 --> 00:20:41.760
\nWho wouldn't want a place like that?<\/p>\n
302
\n00:20:41.790 --> 00:20:46.290
\nThey feel empowered to
\ntake risk and drive innovation.<\/p>\n
303
\n00:20:46.320 --> 00:20:48.290
\nNo matter the employee engagement...<\/p>\n
304
\n00:20:48.320 --> 00:20:53.290
\nNo wonder, I'm sorry, the employee
\nengagement marketplace is expected to<\/p>\n
305
\n00:20:53.320 --> 00:20:58.810
\nreach $3.8 billion by 2032 according
\nto a study by future marketing sites.<\/p>\n
306
\n00:20:58.840 --> 00:20:59.900
\nLet's meet Rosa.<\/p>\n
307
\n00:20:59.930 --> 00:21:07.160
\nShe's also in tech, but as an account
\nexecutive like Joseph, she has been in her<\/p>\n
308
\n00:21:07.190 --> 00:21:10.600
\ncareer for almost five
\nyears and enjoys working.<\/p>\n
309
\n00:21:10.630 --> 00:21:15.700
\nIn fact, this is her first
\njob right out of college.<\/p>\n
310
\n00:21:15.730 --> 00:21:18.740
\nShe begins her work week on Sunday<\/p>\n
311
\n00:21:18.770 --> 00:21:23.980
\nevenings, spending about an hour or
\nso preparing for what's to come.<\/p>\n
312
\n00:21:24.010 --> 00:21:27.420
\nWhen Monday arrives, she's ready to go.<\/p>\n
313
\n00:21:27.450 --> 00:21:30.900
\nShe begins the day checking on the<\/p>\n
314
\n00:21:30.930 --> 00:21:35.880
\nstatus orders and following up on emails
\nbefore she starts prospecting business.<\/p>\n
315
\n00:21:35.910 --> 00:21:39.090
\nBecause of the strong relationship she has<\/p>\n
316
\n00:21:39.120 --> 00:21:46.010
\nwith her manager, Pandris, she's empowered
\nto go the extra mile and can be proactive<\/p>\n
317
\n00:21:46.040 --> 00:21:51.460
\nwhen initial rises that may negatively
\nimpact her ability to divide clients.<\/p>\n
318
\n00:21:51.490 --> 00:21:57.140
\nShe meets with Pandris weekly to meet
\nwith the pipeline and resolve challenges.<\/p>\n
319
\n00:21:57.170 --> 00:22:00.180
\nSo Pandris values Rosa and her opinions<\/p>\n
320
\n00:22:00.210 --> 00:22:06.290
\nand makes it a point to listen
\nto Rosa without judgment as they<\/p>\n
321
\n00:22:06.320 --> 00:22:10.200
\ncollaborate on the best
\napproach to meet her goals.<\/p>\n
322
\n00:22:10.230 --> 00:22:16.360
\nWhen Rosa falls short of expectations, and
\njust takes this teaching moment to dissect<\/p>\n
323
\n00:22:16.390 --> 00:22:21.520
\nthe root causes and guides Rosa
\non how to better feature.<\/p>\n
324
\n00:22:21.550 --> 00:22:28.660
\nSo the great thing is Rosa can now go back
\nto her day, motivated and enthusiastically<\/p>\n
325
\n00:22:28.690 --> 00:22:34.720
\nget back to her work, rather than spending
\nhours rummaging on an interaction that<\/p>\n
326
\n00:22:34.750 --> 00:22:41.620
\ndiminished her sense of self and the
\nvalue that she brings to the team.<\/p>\n
327
\n00:22:41.650 --> 00:22:44.180
\nRosa not only pours herself into the<\/p>\n
328
\n00:22:44.210 --> 00:22:48.500
\nworld, but she pours into
\nour team mates, too.<\/p>\n
329
\n00:22:48.530 --> 00:22:49.500
\nIt's contagious.<\/p>\n
330
\n00:22:49.530 --> 00:22:54.600
\nShe frequently shares what she's learning,
\nvolunteers to help colleagues, and does<\/p>\n
331
\n00:22:54.630 --> 00:22:59.400
\nnot mind coming in and
\nsaying, Wait, we need it.<\/p>\n
332
\n00:22:59.430 --> 00:23:04.700
\nShe does this because she wants
\nto, not because she has to.<\/p>\n
333
\n00:23:04.730 --> 00:23:10.330
\nHer relationship with Phaedra fosters the
\nengagement she needs to develop, a<\/p>\n
334
\n00:23:10.360 --> 00:23:15.500
\nsense of belonging and inclusion
\nso that she can do her best.<\/p>\n
335
\n00:23:15.530 --> 00:23:18.020
\nThis is a distinct and<\/p>\n
336
\n00:23:18.050 --> 00:23:23.330
\nobservable difference in the behaviors
\nof Joseph and Rosa, Candace and Jack.<\/p>\n
337
\n00:23:23.360 --> 00:23:29.460
\nCandace's approach centers on Rosa as a
\nperson to help her maximize her potential.<\/p>\n
338
\n00:23:29.490 --> 00:23:37.260
\nAnd Jack simply views Joseph as a worker
\nwho needs to man up and do his job.<\/p>\n
339
\n00:23:37.290 --> 00:23:44.460
\nI had an engagement activity planned, but
\nit requires me using the chat, and I'm not<\/p>\n
340
\n00:23:44.490 --> 00:23:49.700
\nsure if I'll be able to get
\nthe chat function to work.<\/p>\n
341
\n00:23:49.730 --> 00:23:57.860
\nSo rather than put your responses in the
\nchat, what I would like for you to do is<\/p>\n
342
\n00:23:57.890 --> 00:24:02.920
\nstill go through the exercise without
\nputting responses in the chat.<\/p>\n
343
\n00:24:02.950 --> 00:24:10.360
\nWhat I want you to do is imagine that
\neveryone here has, or I would imagine, I'm<\/p>\n
344
\n00:24:10.390 --> 00:24:14.540
\nsorry, that everyone here has
\nexperienced interacting the customer<\/p>\n
345
\n00:24:14.570 --> 00:24:19.020
\nservice representative, server at
\nthe coffee or the doughnut shop.<\/p>\n
346
\n00:24:19.050 --> 00:24:23.260
\nAt the conclusion
\nof the encounter, you felt like<\/p>\n
347
\n00:24:23.290 --> 00:24:27.570
\na valued customer and you
\nwere satisfied with the outcome.<\/p>\n
348
\n00:24:27.600 --> 00:24:31.660
\nList a few of the behaviors, maybe on a<\/p>\n
349
\n00:24:31.690 --> 00:24:37.050
\npiece of paper, that they displayed
\nto make you feel that way.<\/p>\n
350
\n00:24:37.080 --> 00:24:39.420
\nThe lights just came on.<\/p>\n
351
\n00:24:39.450 --> 00:24:44.260
\nI'm going to give you a
\nfew minutes to do that.<\/p>\n
352
\n00:24:44.290 --> 00:24:46.520
\nBy contrast, though, consider an<\/p>\n
353
\n00:24:46.550 --> 00:24:52.260
\ninteraction where you did not feel like a
\nvalued customer. Like those behaviors and<\/p>\n
354
\n00:24:52.290 --> 00:24:55.980
\nlist those behaviors
\non the piece of paper.<\/p>\n
355
\n00:24:56.010 --> 00:25:00.740
\nTake a few minutes just
\nto reflect on those two things.<\/p>\n
356
\n00:25:00.770 --> 00:25:05.050
\nHow do you feel when you've had a good<\/p>\n
357
\n00:25:05.080 --> 00:25:11.290
\nexperience at an organization that you
\nare a supporter of and that you frequent?<\/p>\n
358
\n00:25:11.320 --> 00:25:14.900
\nThis is behaviors of the person that you<\/p>\n
359
\n00:25:14.930 --> 00:25:20.460
\ninteracted with who didn't have a good
\nsituation or a good outcome.<\/p>\n
360
\n00:25:20.490 --> 00:25:23.900
\nAnd as you reflect on both of those<\/p>\n
361
\n00:25:23.930 --> 00:25:27.840
\nencounters, how do they
\nmake you feel about them?<\/p>\n
362
\n00:25:27.870 --> 00:25:30.960
\nThose thoughts on your paper as well.<\/p>\n
363
\n00:25:30.990 --> 00:25:38.780
\nAnd the reason that I'm bringing this up
\nfor you to think about it is because this<\/p>\n
364
\n00:25:38.810 --> 00:25:45.050
\nis a good way for you to identify what
\nengagement looks like, what satisfaction<\/p>\n
365
\n00:25:45.080 --> 00:25:49.140
\nlooks like, and what an
\nunhappy employee looks like.<\/p>\n
366
\n00:25:49.170 --> 00:25:52.740
\nBecause when you think about it, when you<\/p>\n
367
\n00:25:52.770 --> 00:25:58.600
\ncontrast the two encounters, you can very
\nwell be the difference between working<\/p>\n
368
\n00:25:58.630 --> 00:26:03.460
\nwith a miserable employee, a happy
\nemployee, or an engaged employee.<\/p>\n
369
\n00:26:03.490 --> 00:26:07.700
\nSo in summary, employee
\nengagement and employee satisfaction are<\/p>\n
370
\n00:26:07.730 --> 00:26:10.290
\nreally two very related,
\ndistinct concepts.<\/p>\n
371
\n00:26:10.320 --> 00:26:13.020
\nEmployee satisfaction refers to how happy<\/p>\n
372
\n00:26:13.050 --> 00:26:19.140
\nemployees are with their job and
\nwork environment and is influenced by back<\/p>\n
373
\n00:26:19.170 --> 00:26:23.380
\nto systems such as compensation, benefits,
\nand job security, while employee<\/p>\n
374
\n00:26:23.410 --> 00:26:27.860
\nengagement or the M&A
\nrefers to the emotional commitment an<\/p>\n
375
\n00:26:27.890 --> 00:26:31.220
\nemployee has to their job
\nand their organization.<\/p>\n
376
\n00:26:31.250 --> 00:26:37.780
\nThey are definitely more invested in the
\nwork and the success of the organization,<\/p>\n
377
\n00:26:37.810 --> 00:26:44.700
\nand they are more likely to go above
\nand beyond what is expected of them.<\/p>\n
378
\n00:26:44.730 --> 00:26:48.140
\nMany companies, and you may be one of<\/p>\n
379
\n00:26:48.170 --> 00:26:51.740
\nthose leaders as well, have
\nemployee satisfaction surveys.<\/p>\n
380
\n00:26:51.770 --> 00:26:55.810
\nTry saying that 10 times
\nwithout stumbling over it.<\/p>\n
381
\n00:26:55.840 --> 00:27:01.980
\nAt any rate, as you think about employee
\nsatisfaction and your measurement, again,<\/p>\n
382
\n00:27:02.000 --> 00:27:04.240
\nit's completely different
\nthan employee engagement.<\/p>\n
383
\n00:27:04.270 --> 00:27:07.420
\nA satisfied employee will show up<\/p>\n
384
\n00:27:07.450 --> 00:27:12.460
\nfor the daily nine to five without
\ncomplaint, but that same satisfied<\/p>\n
385
\n00:27:12.490 --> 00:27:16.540
\nemployee won't go the
\nextra mile on their own.<\/p>\n
386
\n00:27:16.570 --> 00:27:20.880
\nLet's talk about driving engagement
\nthrough fostering inclusion and belonging.<\/p>\n
387
\n00:27:20.910 --> 00:27:24.290
\nMaybe you're aware of this, but every<\/p>\n
388
\n00:27:24.320 --> 00:27:30.180
\ninteraction with a manager or co worker
\nhas an effect on employee engagement.<\/p>\n
389
\n00:27:30.210 --> 00:27:35.760
\nHow do we equip them to become inclusive
\nin support of driving engagement?<\/p>\n
390
\n00:27:35.790 --> 00:27:39.840
\nI'm going to let the N on the C.<\/p>\n
391
\n00:27:39.870 --> 00:27:41.720
\nIt's done by intention.<\/p>\n
392
\n00:27:41.750 --> 00:27:43.900
\nLeaders must purposefully endeavor<\/p>\n
393
\n00:27:43.930 --> 00:27:48.940
\nto practice and put you consistently
\nand being motivated to do so.<\/p>\n
394
\n00:27:48.970 --> 00:27:52.600
\nNot only because it's the right thing to<\/p>\n
395
\n00:27:52.630 --> 00:27:58.800
\ndo on the human level, but it's what's
\nbest for the company's bottom line.<\/p>\n
396
\n00:27:58.830 --> 00:28:02.380
\nWhether you lead a team for a<\/p>\n
397
\n00:28:02.410 --> 00:28:06.810
\nsmall shop or a national enterprise,
\nwhether your organization has formalized<\/p>\n
398
\n00:28:06.840 --> 00:28:12.780
\nDEI diversity equity and inclusion
\ninitiatives or not, leaders can never go<\/p>\n
399
\n00:28:12.810 --> 00:28:17.780
\nwrong committing to practices that
\nbring out the best in their people.<\/p>\n
400
\n00:28:17.810 --> 00:28:24.420
\nAs role models, leaders set the tone for
\nthe culture because as you know,<\/p>\n
401
\n00:28:24.450 --> 00:28:28.290
\nstaff tends to emulate the
\nbehaviors of real leaders.<\/p>\n
402
\n00:28:28.320 --> 00:28:31.290
\nThis is how they learn, it's acceptable,<\/p>\n
403
\n00:28:31.320 --> 00:28:35.460
\nand what gets rewarded and
\nsubsequent about the suit.<\/p>\n
404
\n00:28:35.490 --> 00:28:40.290
\nFor those of you on
\nthe call who are individual contributors,<\/p>\n
405
\n00:28:40.320 --> 00:28:46.260
\nI encourage you to lead where you
\nstand and strive to work inclusively.<\/p>\n
406
\n00:28:46.290 --> 00:28:47.940
\nCultures can be<\/p>\n
407
\n00:28:47.970 --> 00:28:54.290
\nchanged one person at a time,
\nfrom the top down as well as bottom up.<\/p>\n
408
\n00:28:54.320 --> 00:28:58.240
\nCase in point, I have
\nanother story for you.<\/p>\n
409
\n00:28:58.270 --> 00:29:03.020
\nI once had a sales job at a tech company.<\/p>\n
410
\n00:29:03.050 --> 00:29:07.780
\nDifferent company, by the way, than
\nthe previous examples I've given.<\/p>\n
411
\n00:29:07.810 --> 00:29:11.720
\nBut one day, my boss lost his temper when<\/p>\n
412
\n00:29:11.750 --> 00:29:16.160
\nthe team didn't make total of
\nthe two consecutive orders.<\/p>\n
413
\n00:29:16.190 --> 00:29:20.740
\nThen losing his temper was
\nputting it in my head.<\/p>\n
414
\n00:29:20.770 --> 00:29:24.700
\nHe called us into his office and lined us<\/p>\n
415
\n00:29:24.730 --> 00:29:28.860
\nup against a wall, firing
\nswords one by one.<\/p>\n
416
\n00:29:28.890 --> 00:29:31.840
\nHe called out our names, babies.<\/p>\n
417
\n00:29:31.870 --> 00:29:36.050
\nWe stood in shock as each
\nteammate took their flogging.<\/p>\n
418
\n00:29:36.080 --> 00:29:42.020
\nThe women were more harshly criticized
\nthan the men, and several actually cried.<\/p>\n
419
\n00:29:42.050 --> 00:29:46.980
\nI saw men's faces turn red
\nwhile others' faces went pale.<\/p>\n
420
\n00:29:47.010 --> 00:29:51.220
\nI can assure you that none of us were<\/p>\n
421
\n00:29:51.250 --> 00:29:57.330
\nmotivated to work at the top of the
\ncommunity today, and I personally believe<\/p>\n
422
\n00:29:57.360 --> 00:30:01.860
\nthat some were emotionally
\ncapable to do so, including me.<\/p>\n
423
\n00:30:01.890 --> 00:30:03.600
\nFrankly, I was traumatized.<\/p>\n
424
\n00:30:03.630 --> 00:30:07.260
\nI had never witnessed such a thing, nor<\/p>\n
425
\n00:30:07.290 --> 00:30:11.780
\nhad anyone ever spoken to me
\nlike that professional setting.<\/p>\n
426
\n00:30:11.810 --> 00:30:18.180
\nThat recording of the incident played
\nin my head over and over for weeks.<\/p>\n
427
\n00:30:18.210 --> 00:30:23.020
\nI had mild panic attacks just
\nlooking at my boss's office.<\/p>\n
428
\n00:30:23.050 --> 00:30:26.500
\nI couldn't understand how he could think<\/p>\n
429
\n00:30:26.530 --> 00:30:33.000
\nand I could think that was okay,
\nthat that was an okay thing to do.<\/p>\n
430
\n00:30:33.030 --> 00:30:39.860
\nThe culture at our bed, it helps a lot
\nto be desired, especially for women.<\/p>\n
431
\n00:30:39.890 --> 00:30:45.540
\nBut in that environment, it was
\nyour typical pro culture, and I had<\/p>\n
432
\n00:30:45.570 --> 00:30:51.810
\nlearned to navigate it just so I could
\nkeep my commission checks coming in.<\/p>\n
433
\n00:30:51.840 --> 00:30:57.120
\nBut this display of outrage was
\nnot the norm for my boss.<\/p>\n
434
\n00:30:57.150 --> 00:31:02.700
\nI had known him to be a
\nreally kind and caring man.<\/p>\n
435
\n00:31:02.730 --> 00:31:06.090
\nHe had a daughter who was about<\/p>\n
436
\n00:31:06.120 --> 00:31:13.540
\nmy age, who I knew that he loved dearly,
\nand he talked about her all the time.<\/p>\n
437
\n00:31:13.570 --> 00:31:17.090
\nHe showed me nothing but
\nempathy and compassion.<\/p>\n
438
\n00:31:17.120 --> 00:31:20.700
\nMy car was still parking lot and I<\/p>\n
439
\n00:31:20.730 --> 00:31:26.050
\ncouldn't get to daycare and tell
\nhim to pick up my daughter.<\/p>\n
440
\n00:31:26.080 --> 00:31:29.720
\nHe showed me patience as I struggled to<\/p>\n
441
\n00:31:29.750 --> 00:31:36.020
\nfind transportation, to work each day
\nuntil I could secure a more permanent job.<\/p>\n
442
\n00:31:36.050 --> 00:31:42.200
\nBack then, there was no such thing
\nas working from home, and his compassion<\/p>\n
443
\n00:31:42.230 --> 00:31:45.020
\nmade an already stressful
\nsituation manageable.<\/p>\n
444
\n00:31:45.050 --> 00:31:50.860
\nBut that display was a side of
\nhim that I had never existed.<\/p>\n
445
\n00:31:50.890 --> 00:31:56.260
\nAnd about a week later, I overheard a
\nconversation amongst the administrative<\/p>\n
446
\n00:31:56.290 --> 00:32:01.220
\nstaff about the regional managers
\nmeeting, where the regional vice president<\/p>\n
447
\n00:32:01.250 --> 00:32:08.460
\ntold out the exact same flogging to his
\ndirectives as my manager had done to us.<\/p>\n
448
\n00:32:08.490 --> 00:32:11.940
\nSo while this revelation didn't change my<\/p>\n
449
\n00:32:11.970 --> 00:32:17.140
\nfeelings about what happened, at least
\nI understood what compelled his actions.<\/p>\n
450
\n00:32:17.170 --> 00:32:23.040
\nHe was following the example that
\nwas sent to him by his leader.<\/p>\n
451
\n00:32:23.070 --> 00:32:26.120
\nI highly doubt that either leader meant<\/p>\n
452
\n00:32:26.150 --> 00:32:29.980
\nany harm, but that was
\ntheir style of leadership.<\/p>\n
453
\n00:32:30.010 --> 00:32:34.200
\nMy guess is that in their mind, they were<\/p>\n
454
\n00:32:34.230 --> 00:32:39.420
\ndoing what they thought necessary
\nto order their teams to do better.<\/p>\n
455
\n00:32:39.450 --> 00:32:42.090
\nThe actions of the regional<\/p>\n
456
\n00:32:42.120 --> 00:32:47.620
\nvice president had a ripple effect
\nthat landed right on the front line.<\/p>\n
457
\n00:32:47.650 --> 00:32:50.260
\nThey knew me and my team.<\/p>\n
458
\n00:32:50.290 --> 00:32:54.800
\nBut did those actions cause us to
\nperform any better?<\/p>\n
459
\n00:32:54.830 --> 00:32:59.740
\nI can't say that they
\ndid so in a good way.<\/p>\n
460
\n00:32:59.770 --> 00:33:02.540
\nMy peers and I were terrified.<\/p>\n
461
\n00:33:02.570 --> 00:33:09.780
\nAnd rather than support one another and
\nwork to move past it in healthy ways, we<\/p>\n
462
\n00:33:09.810 --> 00:33:15.570
\nbecame empathetic, more competitive, and
\nwe started to do unethical things to win.<\/p>\n
463
\n00:33:15.600 --> 00:33:19.180
\nWinning at all costs
\nbecame our modus operandi.<\/p>\n
464
\n00:33:19.210 --> 00:33:24.260
\nMy standards and my values, though,
\njust didn't align with that.<\/p>\n
465
\n00:33:24.290 --> 00:33:25.460
\nI couldn't adapt.<\/p>\n
466
\n00:33:25.490 --> 00:33:29.560
\nI felt awful doing the
\nthings that they did.<\/p>\n
467
\n00:33:29.590 --> 00:33:31.330
\nSo I didn't play.<\/p>\n
468
\n00:33:31.360 --> 00:33:33.570
\nIn essence, guaranteed my failure.<\/p>\n
469
\n00:33:33.600 --> 00:33:37.180
\nSo I started looking for a different job.<\/p>\n
470
\n00:33:37.210 --> 00:33:43.050
\nWell contented leaders who lack awareness
\nof their behavior and the negative effects<\/p>\n
471
\n00:33:43.080 --> 00:33:49.090
\nof those behaviors make it impossible to
\nunleash the full potential of their<\/p>\n
472
\n00:33:49.120 --> 00:33:53.140
\nteam and often to the
\ndetriment of their goals.<\/p>\n
473
\n00:33:53.170 --> 00:33:55.600
\nThe possibility exists that not only<\/p>\n
474
\n00:33:55.630 --> 00:33:58.330
\nengagement may diminish,
\nbut totally different.<\/p>\n
475
\n00:33:58.360 --> 00:34:04.090
\nStudies show that leaders who drive the
\nmost engaged teams and invite<\/p>\n
476
\n00:34:04.120 --> 00:34:09.540
\nideation for diverse perspectives are also
\nthe ones who exhibit mindful behaviors at<\/p>\n
477
\n00:34:09.570 --> 00:34:12.480
\nthe intersection of
\ninclusion and innovation.<\/p>\n
478
\n00:34:12.510 --> 00:34:17.740
\nAn inclusive leader is open to
\nbringing new ideas to the team.<\/p>\n
479
\n00:34:17.770 --> 00:34:20.420
\nThey are aware of their personal<\/p>\n
480
\n00:34:20.450 --> 00:34:25.060
\npreferences and their biases, and
\nthey work to minimize things.<\/p>\n
481
\n00:34:25.080 --> 00:34:26.640
\nInclusive leaders welcome diversity,<\/p>\n
482
\n00:34:26.670 --> 00:34:30.820
\ncapitalizing digital thinking, and foster
\nenvironment with everyone who's<\/p>\n
483
\n00:34:30.850 --> 00:34:34.100
\ncomfortable to contribute,
\nand everyone means everyone.<\/p>\n
484
\n00:34:34.130 --> 00:34:37.940
\nYou never know where the next best ideas<\/p>\n
485
\n00:34:37.970 --> 00:34:46.580
\ngoing to come from, and I know that there
\nis a leader on this call who is in need of<\/p>\n
486
\n00:34:46.610 --> 00:34:50.620
\ncreating or having created problem
\nsolving and innovative ideas.<\/p>\n
487
\n00:34:50.650 --> 00:34:53.640
\nIt's incumbent upon the leader to engage<\/p>\n
488
\n00:34:53.670 --> 00:34:56.940
\nand encourage staff to share
\ntheir thoughts.<\/p>\n
489
\n00:34:56.970 --> 00:35:04.130
\nThat said, getting from here to there to
\nthere is not going to be a linear path.<\/p>\n
490
\n00:35:04.160 --> 00:35:07.580
\nThere is no straight line to follow.<\/p>\n
491
\n00:35:07.610 --> 00:35:13.690
\nIt's going to be zigs and zags and
\ntwists and turns and blind spots.<\/p>\n
492
\n00:35:13.720 --> 00:35:16.740
\nBut the ability to transform once beginned<\/p>\n
493
\n00:35:16.770 --> 00:35:22.580
\nbegins with recognizing that change
\nis needed and then committed to do so.<\/p>\n
494
\n00:35:22.610 --> 00:35:25.740
\nIt starts with building
\nan inclusive mindset.<\/p>\n
495
\n00:35:25.770 --> 00:35:31.480
\nThis may sound foreign to you, but
\nit is critical to your success.<\/p>\n
496
\n00:35:31.510 --> 00:35:35.420
\nOut it, you'll continue to do what you've<\/p>\n
497
\n00:35:35.450 --> 00:35:40.500
\nalways done and you'll get the
\nsame results as you've always got.<\/p>\n
498
\n00:35:40.530 --> 00:35:46.820
\nI'm pretty sure that most of us consider
\nourselves to be low intention,<\/p>\n
499
\n00:35:46.840 --> 00:35:49.620
\negotitarian, very minority
\nindividuals, would never intentionally<\/p>\n
500
\n00:35:49.650 --> 00:35:53.060
\nexclude, disrespect, or
\ntraumatize staff and Christ.<\/p>\n
501
\n00:35:53.080 --> 00:35:55.060
\nConsciously, we are absolutely determined<\/p>\n
502
\n00:35:55.090 --> 00:35:59.100
\nto be kind, objective,
\nnot to the mental frame.<\/p>\n
503
\n00:35:59.130 --> 00:36:02.690
\nBut unconsciously, we often
\ndo just the opposite.<\/p>\n
504
\n00:36:02.720 --> 00:36:04.860
\nLet's talk about leading inclusive.<\/p>\n
505
\n00:36:04.890 --> 00:36:10.820
\nSo inclusive leadership is about becoming
\nan inclusive leader, and it's about being<\/p>\n
506
\n00:36:10.850 --> 00:36:15.340
\non a journey where skills
\ndevelop and evolve over time.<\/p>\n
507
\n00:36:15.370 --> 00:36:17.540
\nNaturally, there are phases.<\/p>\n
508
\n00:36:17.570 --> 00:36:20.020
\nConsider it the crawl, walk, unprocessed,<\/p>\n
509
\n00:36:20.050 --> 00:36:23.300
\nthat we'll call connect,
\ncalibrate, and accelerate.<\/p>\n
510
\n00:36:23.330 --> 00:36:26.640
\nSo this is your path to
\ninclusive leadership.<\/p>\n
511
\n00:36:26.670 --> 00:36:29.060
\nSo let's talk about Connect.<\/p>\n
512
\n00:36:29.090 --> 00:36:34.940
\nConnecting with your inner self can begin
\nthe transition from apathy to awareness.<\/p>\n
513
\n00:36:34.970 --> 00:36:39.620
\nThis is where you reflect
\non what you value and want.<\/p>\n
514
\n00:36:39.650 --> 00:36:45.690
\nYou will want to consider what your
\nbeliefs are about the people different<\/p>\n
515
\n00:36:45.720 --> 00:36:48.620
\nfrom you and where those
\nbeliefs originated.<\/p>\n
516
\n00:36:48.650 --> 00:36:55.520
\nYou also want to understand your triggers
\nthat compel you to instinctively act in a<\/p>\n
517
\n00:36:55.550 --> 00:36:59.500
\ncertain way and how
\nthose actions may affect others.<\/p>\n
518
\n00:36:59.530 --> 00:37:01.920
\nOnce you understand the difference between<\/p>\n
519
\n00:37:01.950 --> 00:37:06.720
\nwhat you tend to do and the impact of
\nthose intentions, the gap between<\/p>\n
520
\n00:37:06.750 --> 00:37:14.300
\nperception of yourself versus how you are
\nperceived, you can then start to adjust.<\/p>\n
521
\n00:37:14.330 --> 00:37:17.580
\nTaking a trip down self discontent plane<\/p>\n
522
\n00:37:17.610 --> 00:37:26.020
\nwill help you focus on your actions, your
\nthoughts, your emotions that you do or<\/p>\n
523
\n00:37:26.050 --> 00:37:31.020
\nyour emotions that do or do not
\nalign with your internal standards.<\/p>\n
524
\n00:37:31.050 --> 00:37:33.560
\nSo just because we don't intend to offend<\/p>\n
525
\n00:37:33.590 --> 00:37:38.060
\nsomeone or harm anyone does
\nnot mean that we didn't.<\/p>\n
526
\n00:37:38.090 --> 00:37:41.080
\nHow we perceive ourselves may be totally<\/p>\n
527
\n00:37:41.110 --> 00:37:44.360
\ndifferent in how we are
\nperceived by others.<\/p>\n
528
\n00:37:44.390 --> 00:37:47.320
\nFor example, I perceive that my direct<\/p>\n
529
\n00:37:47.350 --> 00:37:53.240
\napproach and leaving no ambiguity is
\neffective in directing my team toward<\/p>\n
530
\n00:37:53.270 --> 00:37:58.100
\nsuccess, but it can also be
\nreceived as intimidating.<\/p>\n
531
\n00:37:58.130 --> 00:38:03.880
\nPerhaps you perceive yourself as confident
\nand are perceived as arrogant, or you<\/p>\n
532
\n00:38:03.910 --> 00:38:07.720
\nperceive yourself to be motivated
\nand received as manipulative.<\/p>\n
533
\n00:38:07.750 --> 00:38:12.690
\nYou get the gist there, right?<\/p>\n
534
\n00:38:12.720 --> 00:38:14.600
\nLet's talk about calibration.<\/p>\n
535
\n00:38:14.630 --> 00:38:19.580
\nAt the calibration stage, you are
\naccepting that you're vulnerable, that you<\/p>\n
536
\n00:38:19.610 --> 00:38:23.280
\ndon't know what you don't know,
\nand you're fortunate ahead anyway.<\/p>\n
537
\n00:38:23.310 --> 00:38:29.780
\nYou're in a trial and error world who
\nstrives to make conscious decisions as<\/p>\n
538
\n00:38:29.810 --> 00:38:34.130
\nopposed to letting your
\ndefaults fall to the try.<\/p>\n
539
\n00:38:34.160 --> 00:38:39.580
\nYou've got to allow yourself to make
\nmistakes, go through them, and apply the<\/p>\n
540
\n00:38:39.610 --> 00:38:42.640
\nknowledge from better days
\nand outcomes in the future.<\/p>\n
541
\n00:38:42.670 --> 00:38:45.820
\nAs you start to connect across
\ndifferences,<\/p>\n
542
\n00:38:45.850 --> 00:38:51.860
\nyou will begin to see how individuals are
\nunique and know what weakness they<\/p>\n
543
\n00:38:51.890 --> 00:38:56.130
\ncan be that can be leveraged
\nfor your mutual benefit.<\/p>\n
544
\n00:38:56.160 --> 00:38:58.840
\nNow, to be honest with you, this may take<\/p>\n
545
\n00:38:58.870 --> 00:39:03.690
\nmonths or even years before the
\nfeelings of awkwardness and go away.<\/p>\n
546
\n00:39:03.720 --> 00:39:10.380
\nLet's face it, it's going to take real
\ncommitment to share those lonely, healthy.<\/p>\n
547
\n00:39:10.410 --> 00:39:14.840
\nFor example, if you always believe that<\/p>\n
548
\n00:39:14.870 --> 00:39:20.440
\nmen make better engineers, is your default
\nto over scrutinize the women on your team<\/p>\n
549
\n00:39:20.470 --> 00:39:24.400
\nwhile you give the men
\nthe benefit of the doubt?<\/p>\n
550
\n00:39:24.430 --> 00:39:27.200
\nHow might that affect the engagement of<\/p>\n
551
\n00:39:27.230 --> 00:39:33.210
\nthe women at the time? Are the women just
\nas empowered as the men to take the risk?<\/p>\n
552
\n00:39:33.240 --> 00:39:39.920
\nYou may be actively disengaging them
\nwithout even realizing it.<\/p>\n
553
\n00:39:40.400 --> 00:39:42.840
\nSo talk about Accelerate.<\/p>\n
554
\n00:39:42.870 --> 00:39:47.840
\nThis is where you are consistently
\nmodeling behaviors that foster inclusion<\/p>\n
555
\n00:39:47.870 --> 00:39:51.170
\nand belonging so that
\nyour team is engaged.<\/p>\n
556
\n00:39:51.200 --> 00:39:55.920
\nYou're sharing the wealth by educating
\npeers and inviting them in your journey,<\/p>\n
557
\n00:39:55.950 --> 00:40:00.260
\nand building a network of allies for
\nsupport and continuous learning.<\/p>\n
558
\n00:40:00.290 --> 00:40:05.650
\nThis is where you better leverage and
\nidentify new ways to<\/p>\n
559
\n00:40:05.680 --> 00:40:09.210
\ncomplement the diversity of thought
\nthat your team already provides.<\/p>\n
560
\n00:40:09.240 --> 00:40:14.120
\nAt this point, you have taken
\nownership of team engagement.<\/p>\n
561
\n00:40:14.150 --> 00:40:18.580
\nYou formed new habits,
\nand so has your team.<\/p>\n
562
\n00:40:18.610 --> 00:40:21.440
\nYou're also more culturally competent.<\/p>\n
563
\n00:40:21.470 --> 00:40:27.100
\nYou're able to see things
\nfrom the eyes of others.<\/p>\n
564
\n00:40:27.120 --> 00:40:31.080
\nThe other thing you want to make sure of,
\ntoo, is that they feel safe to contribute<\/p>\n
565
\n00:40:31.110 --> 00:40:36.120
\nthrough points that do not align
\nwith that of the majority.<\/p>\n
566
\n00:40:36.140 --> 00:40:37.740
\nYou've learned how to check your<\/p>\n
567
\n00:40:37.770 --> 00:40:45.520
\nassumptions and interrupt your bias
\nthinking before you can even act on it.<\/p>\n
568
\n00:40:46.080 --> 00:40:47.960
\nGetting ready.<\/p>\n
569
\n00:40:47.990 --> 00:40:50.500
\nThe hardest part of doing anything<\/p>\n
570
\n00:40:50.530 --> 00:40:54.540
\nnew actually lies simply
\nin taking the first step.<\/p>\n
571
\n00:40:54.570 --> 00:40:59.560
\nAs you embark on this journey
\nof engaging employees in fostering<\/p>\n
572
\n00:40:59.590 --> 00:41:04.420
\ninclusive environments, we must
\ncommit to doing it for the long haul.<\/p>\n
573
\n00:41:04.450 --> 00:41:10.360
\nThere is no overnight successes,
\nno silver bullets, and no one in a done.<\/p>\n
574
\n00:41:10.390 --> 00:41:17.580
\nRather, it's a commitment to charge
\nthat will make a sustainable difference.<\/p>\n
575
\n00:41:17.610 --> 00:41:22.120
\nOur staff needs to trust that we are
\nsincere and genuine in our efforts, that<\/p>\n
576
\n00:41:22.150 --> 00:41:27.580
\nthey're going to follow our lead and
\ndeliver on the promise of engagement.<\/p>\n
577
\n00:41:27.610 --> 00:41:32.900
\nI'm going to encourage you to ask
\nquestions to measure your commitment.<\/p>\n
578
\n00:41:32.930 --> 00:41:39.130
\nIt's important that you put your head
\nin the game early in the process.<\/p>\n
579
\n00:41:39.160 --> 00:41:41.420
\nHonest answers to these questions will<\/p>\n
580
\n00:41:41.450 --> 00:41:45.480
\ngive us the insights that I
\nbelieve that...<\/p>\n
581
\n00:41:45.510 --> 00:41:48.020
\nIn fact, I'm pretty sure you're.<\/p>\n
582
\n00:41:48.040 --> 00:41:50.920
\nI know that Kyle is going to
\nbe sharing this deck later on.<\/p>\n
583
\n00:41:50.950 --> 00:41:55.560
\nPlease come back and review
\nand complete this exercise.<\/p>\n
584
\n00:41:55.590 --> 00:41:59.060
\nIf you have any questions where
\nyou want to talk further.<\/p>\n
585
\n00:41:59.090 --> 00:42:02.340
\nMy contact information
\nis on the last slide.<\/p>\n
586
\n00:42:02.370 --> 00:42:04.960
\nBut I think it's important that you take<\/p>\n
587
\n00:42:04.990 --> 00:42:11.360
\nthe time to take this exercise seriously
\nbecause it's an answering these questions<\/p>\n
588
\n00:42:11.390 --> 00:42:18.280
\nthat's going to really help you launch
\nbeing inclusive and empowering your team<\/p>\n
589
\n00:42:18.310 --> 00:42:22.690
\nso that you can drive the engagement
\nthat you need to help make results.<\/p>\n
590
\n00:42:22.720 --> 00:42:26.800
\nHowever, I don't want to just
\nleave you with a few questions.<\/p>\n
591
\n00:42:26.830 --> 00:42:29.690
\nI also want to give you some
\nactions to take as well.<\/p>\n
592
\n00:42:29.720 --> 00:42:34.820
\nKnowing where to begin is just as
\nimportant as knowing how to begin.<\/p>\n
593
\n00:42:34.850 --> 00:42:40.400
\nWhat I'd like to do is review a few
\nactivities with you each one of the steps.<\/p>\n
594
\n00:42:40.430 --> 00:42:43.260
\nLet's start with Connection.<\/p>\n
595
\n00:42:43.290 --> 00:42:47.240
\nFor Connection, becoming
\nmore self aware is critical.<\/p>\n
596
\n00:42:47.270 --> 00:42:49.380
\nMany leaders unwittingly<\/p>\n
597
\n00:42:49.410 --> 00:42:55.980
\nsabotage team engagement as they lack an
\naccurate view of how they come apart.<\/p>\n
598
\n00:42:56.010 --> 00:42:59.840
\nA highly engage or highly encourage you to<\/p>\n
599
\n00:42:59.870 --> 00:43:05.880
\ntake several of Harvard's implicit
\nassociation tests and measure your beliefs<\/p>\n
600
\n00:43:05.910 --> 00:43:11.320
\nat the conscious level, ones that cause
\nyou to make inaccurate assumptions and<\/p>\n
601
\n00:43:11.350 --> 00:43:15.280
\nsubsequently inform your
\ndecisions and actions.<\/p>\n
602
\n00:43:15.310 --> 00:43:20.760
\nIn addition, I think you should create a
\nlibrary of online courses and books and<\/p>\n
603
\n00:43:20.790 --> 00:43:26.200
\npodcasts for continuous
\nlearning and practice.<\/p>\n
604
\n00:43:26.680 --> 00:43:29.420
\nLet's move on to calibrate.<\/p>\n
605
\n00:43:29.450 --> 00:43:35.680
\nAsking for input and asking
\nfor different perspectives is not a sign<\/p>\n
606
\n00:43:35.710 --> 00:43:40.440
\nof weakness, but rather a means of
\naccomplishing business objectives.<\/p>\n
607
\n00:43:40.470 --> 00:43:43.760
\nIt's an advantage that will make you a<\/p>\n
608
\n00:43:43.790 --> 00:43:49.800
\nmuch more effective leader and
\nhelp you be honest about what you know so<\/p>\n
609
\n00:43:49.830 --> 00:43:54.380
\nthat you can engage the minds, the
\nsubject matter experts on your team.<\/p>\n
610
\n00:43:54.410 --> 00:43:57.200
\nBy the way, don't forget about your remote<\/p>\n
611
\n00:43:57.230 --> 00:44:02.500
\nteam, which they
\nneed and want to be included as well.<\/p>\n
612
\n00:44:02.530 --> 00:44:06.480
\nOne of the greatest
\nthings I believe you could do is to be<\/p>\n
613
\n00:44:06.510 --> 00:44:12.920
\nhumble enough to position your opinion as
\nan option and not the option.<\/p>\n
614
\n00:44:12.950 --> 00:44:18.340
\nThat way you can garner the input from
\neverybody else, which<\/p>\n
615
\n00:44:18.370 --> 00:44:25.700
\nwill make your good ideas go better
\nto get to better or even great.<\/p>\n
616
\n00:44:25.730 --> 00:44:30.720
\nLet's talk about how
\nto accelerate your actions.<\/p>\n
617
\n00:44:30.750 --> 00:44:32.940
\nYou've probably heard the saying that<\/p>\n
618
\n00:44:32.970 --> 00:44:37.020
\npeople don't lead companies, they
\nlead bosses.<\/p>\n
619
\n00:44:37.050 --> 00:44:39.360
\nThe experiences that you create for your<\/p>\n
620
\n00:44:39.390 --> 00:44:44.040
\nteam are not only teams of their
\nengagement, but whether they choose to<\/p>\n
621
\n00:44:44.070 --> 00:44:48.040
\nstay on your
\nteam, in your company, or whether they<\/p>\n
622
\n00:44:48.070 --> 00:44:51.120
\nwant to lead your team, lead
\nthe company all together.<\/p>\n
623
\n00:44:51.150 --> 00:44:54.100
\nShow me a leader with a higher than<\/p>\n
624
\n00:44:54.130 --> 00:44:58.840
\naverage attrition rate compared to their
\npeers, and I'll show you a leader when<\/p>\n
625
\n00:44:58.870 --> 00:45:04.460
\nit's not not created inclusive experiences
\nfor the people that they meet.<\/p>\n
626
\n00:45:04.490 --> 00:45:08.480
\nNow, that's not to say that the
\ncompany experience doesn't matter.<\/p>\n
627
\n00:45:08.510 --> 00:45:10.100
\nOf course it does.<\/p>\n
628
\n00:45:10.130 --> 00:45:15.180
\nBut it's that day in and day out
\nexperience that affects employees<\/p>\n
629
\n00:45:15.210 --> 00:45:22.240
\nchoice as to whether or not they stay or
\nwhether or not they're going to leave.<\/p>\n
630
\n00:45:22.760 --> 00:45:26.840
\nWhen it comes to integrating and
\ninclusion, and it's a day to day, let's<\/p>\n
631
\n00:45:26.870 --> 00:45:29.140
\ntalk about where the
\nrubber meets the road.<\/p>\n
632
\n00:45:29.170 --> 00:45:34.680
\nLeadership style and practices are
\nthe difference between staff being<\/p>\n
633
\n00:45:34.710 --> 00:45:39.900
\nincluded and empowered to do their best
\nor totally checking in.<\/p>\n
634
\n00:45:39.930 --> 00:45:45.820
\nWhat you say and what you do either makes
\npeople feel included<\/p>\n
635
\n00:45:45.850 --> 00:45:50.800
\nand that they're treated fairly and
\nrespected and valued, or doesn't.<\/p>\n
636
\n00:45:50.830 --> 00:45:57.240
\nEven if they are in an organization that
\nhas no formalized diversity, equity, and<\/p>\n
637
\n00:45:57.270 --> 00:46:01.210
\ninclusion initiatives or
\nfocus on engagement.<\/p>\n
638
\n00:46:01.240 --> 00:46:06.900
\nBut fairness, respect, and feeling
\nvalued are foundational to engagement.<\/p>\n
639
\n00:46:06.930 --> 00:46:12.260
\nEvery leader is expected to leverage
\nstaff to lead organization.<\/p>\n
640
\n00:46:12.290 --> 00:46:15.520
\nSo no matter how skilled you are as a<\/p>\n
641
\n00:46:15.550 --> 00:46:20.780
\nleader, how educated or how
\ncompliant you are, results could always be<\/p>\n
642
\n00:46:20.810 --> 00:46:26.200
\nbetter when you engage with
\nfolks who actually doing it.<\/p>\n
643
\n00:46:26.230 --> 00:46:32.120
\nSo you will need to create an environment
\nwhere people really speak up and are happy<\/p>\n
644
\n00:46:32.150 --> 00:46:38.140
\nto go the extra mile, all of which
\nultimately helps work for this issue.<\/p>\n
645
\n00:46:38.170 --> 00:46:44.180
\nSo how do you do this as a leader and
\nintegrate this into your day to day?<\/p>\n
646
\n00:46:44.210 --> 00:46:47.160
\nHere's my top thought.<\/p>\n
647
\n00:46:49.080 --> 00:46:56.140
\nEliminating bias from performance
\nreviews and work to create a meritocracy.<\/p>\n
648
\n00:46:56.170 --> 00:46:59.120
\nEffective performance management relies on<\/p>\n
649
\n00:46:59.150 --> 00:47:03.300
\naccurate information to
\nrun performance reviews.<\/p>\n
650
\n00:47:03.330 --> 00:47:04.900
\nOur unconscious biases<\/p>\n
651
\n00:47:04.930 --> 00:47:11.380
\nwill cause us to give
\na lower score to female engineer who is<\/p>\n
652
\n00:47:11.410 --> 00:47:16.560
\nperforming equal to or better than
\nher male counterpart, for one thing.<\/p>\n
653
\n00:47:16.590 --> 00:47:18.680
\nBut if the woman happens to represent<\/p>\n
654
\n00:47:18.710 --> 00:47:22.160
\nseveral different
\nbiases, say if she's an Asian woman in<\/p>\n
655
\n00:47:22.190 --> 00:47:27.720
\npart of LGBTQ community, her
\nratings can drop significantly.<\/p>\n
656
\n00:47:27.960 --> 00:47:28.240
\nWhy?<\/p>\n
657
\n00:47:28.270 --> 00:47:33.440
\nBecause our unconscious or stereotypical
\nbeliefs around people who are different<\/p>\n
658
\n00:47:33.470 --> 00:47:38.210
\nfrom us prevent us from
\nmaking things objectively.<\/p>\n
659
\n00:47:38.240 --> 00:47:41.880
\nEnsuring a meritocracy requires awareness<\/p>\n
660
\n00:47:41.910 --> 00:47:47.500
\nof our biases and how to interrupt them so
\nthat high stakes decisions like motions,<\/p>\n
661
\n00:47:47.530 --> 00:47:53.280
\nraises, or dismissals are
\nbased on accurate information.<\/p>\n
662
\n00:47:54.560 --> 00:48:00.780
\nSecond thing on my top five is
\ncreating psychological safety.<\/p>\n
663
\n00:48:00.810 --> 00:48:03.440
\nThis may be a new term for many of you.<\/p>\n
664
\n00:48:03.470 --> 00:48:08.320
\nSimply put, leaders create psychological
\nsafety when they foster an environment<\/p>\n
665
\n00:48:08.350 --> 00:48:11.580
\nwhere staff feel safe to bring
\ntheir full self to work.<\/p>\n
666
\n00:48:11.610 --> 00:48:16.600
\nThey can voice their opinions and thoughts
\nor ideas in a collaborative atmosphere.<\/p>\n
667
\n00:48:16.630 --> 00:48:19.780
\nThey are not rejected for being different<\/p>\n
668
\n00:48:19.810 --> 00:48:24.940
\nand can make mistakes and ask
\nfor help without being judged.<\/p>\n
669
\n00:48:24.970 --> 00:48:27.920
\nPsychological safety in the workplace has<\/p>\n
670
\n00:48:27.950 --> 00:48:32.720
\nmany benefits beyond
\nemployee's safety and comfort.<\/p>\n
671
\n00:48:32.750 --> 00:48:37.680
\nAccording to research, it improves
\nemployee performance, allowing more<\/p>\n
672
\n00:48:37.710 --> 00:48:43.300
\ncreativity and innovation since each
\nemployee feels safe to voice their ideas.<\/p>\n
673
\n00:48:43.330 --> 00:48:48.500
\nIn addition, it increases employee's
\ncommitment to their<\/p>\n
674
\n00:48:48.530 --> 00:48:53.800
\norganization, therefore, increasing
\nengagement because they're able to share<\/p>\n
675
\n00:48:53.830 --> 00:48:58.300
\ntheir knowledge, and that also
\ncontributes to employee's attention.<\/p>\n
676
\n00:48:58.330 --> 00:49:00.660
\nAnd it gets even better.<\/p>\n
677
\n00:49:00.690 --> 00:49:05.240
\nEmployees tend to become more open to
\nlearning, including learning from failure<\/p>\n
678
\n00:49:05.270 --> 00:49:07.720
\nbecause their failures
\naren't held against them.<\/p>\n
679
\n00:49:07.750 --> 00:49:10.120
\nThey have more positive attitudes in the<\/p>\n
680
\n00:49:10.150 --> 00:49:15.200
\nworkplace and they can take
\nhigher levels of relationships.<\/p>\n
681
\n00:49:17.800 --> 00:49:25.340
\nNumber three on my top line is align your
\nwords of inclusion with actions.<\/p>\n
682
\n00:49:25.370 --> 00:49:29.460
\nEverybody knows actions
\nspeak louder than words.<\/p>\n
683
\n00:49:29.490 --> 00:49:33.500
\nThis journey requires creating
\nnew habits where we<\/p>\n
684
\n00:49:33.530 --> 00:49:38.620
\nare collectively and intentionally
\nstriving towards being inclusive.<\/p>\n
685
\n00:49:38.650 --> 00:49:42.180
\nThe lack of intention and the belief of<\/p>\n
686
\n00:49:42.210 --> 00:49:47.760
\njust being kind and treating everyone the
\nsame is not being inclusive to all, and it<\/p>\n
687
\n00:49:47.790 --> 00:49:50.800
\ncauses us to overrate
\nour skills in this area.<\/p>\n
688
\n00:49:50.830 --> 00:49:53.900
\nSo, for example, you may be kind to<\/p>\n
689
\n00:49:53.930 --> 00:50:00.660
\nOrlando, but do you make him feel heard
\nand understood during interactions?<\/p>\n
690
\n00:50:00.690 --> 00:50:05.640
\nDo you use a broad spectrum of imagery
\nwhen addressing a diverse audience?<\/p>\n
691
\n00:50:05.670 --> 00:50:09.620
\nLots of people use sports metaphors.<\/p>\n
692
\n00:50:09.650 --> 00:50:11.440
\nThey're very common.<\/p>\n
693
\n00:50:11.470 --> 00:50:18.500
\nBut don't assume that everybody can follow
\nalong when you're using imagery like that.<\/p>\n
694
\n00:50:18.530 --> 00:50:21.320
\nIt's best to just say what you mean.<\/p>\n
695
\n00:50:21.350 --> 00:50:23.840
\nWhen we lack the knowledge and the skill<\/p>\n
696
\n00:50:23.870 --> 00:50:28.860
\nin particular areas, we tend to make
\nmistakes, leading<\/p>\n
697
\n00:50:28.890 --> 00:50:34.680
\nto poor decisions, and those same
\nknowledge gaps wind us to our errors.<\/p>\n
698
\n00:50:34.710 --> 00:50:37.160
\nIn other words, when we lack the very<\/p>\n
699
\n00:50:37.190 --> 00:50:43.900
\nexpertise needed to recognize how badly
\nwe're performing, we continue to perform<\/p>\n
700
\n00:50:43.930 --> 00:50:50.540
\nbadly. S o some actions may be
\nperformative, but with no real substance.<\/p>\n
701
\n00:50:50.570 --> 00:50:56.420
\nFor example,
\nposting on social media, Women's<\/p>\n
702
\n00:50:56.450 --> 00:51:00.900
\nHistory Month, but assigning menial tasks
\nthat otherwise<\/p>\n
703
\n00:51:00.930 --> 00:51:05.240
\ndon't support career growth or fall
\noutside the job descriptions of the women<\/p>\n
704
\n00:51:05.270 --> 00:51:12.260
\non the team, that's performative because
\nit's not empowering women to make history.<\/p>\n
705
\n00:51:12.290 --> 00:51:15.140
\nNot all action is good action.<\/p>\n
706
\n00:51:15.170 --> 00:51:17.300
\nSo it's helpful to pause now and then to<\/p>\n
707
\n00:51:17.330 --> 00:51:24.820
\nask yourself, how are my actions helping
\nmy team maximize their potential?<\/p>\n
708
\n00:51:24.850 --> 00:51:28.760
\nNumber four on my list is
\ndeveloping cultural competence.<\/p>\n
709
\n00:51:28.760 --> 00:51:29.960
\nCultural<\/p>\n
710
\n00:51:30.120 --> 00:51:33.680
\ncompetence is the ability to effectively
\ninteract with people from different<\/p>\n
711
\n00:51:33.710 --> 00:51:37.340
\ncultures and backgrounds
\ndifferent from our own.<\/p>\n
712
\n00:51:37.370 --> 00:51:44.300
\nOur cultural competence in the workplace
\nis unavoidable because organizations<\/p>\n
713
\n00:51:44.330 --> 00:51:48.640
\ncontinue to diversify beyond
\nage, race, and gender.<\/p>\n
714
\n00:51:48.670 --> 00:51:51.640
\nAs we interact with people from different<\/p>\n
715
\n00:51:51.670 --> 00:51:57.820
\ncultures and backgrounds and religions
\nwhose lived experiences are different than<\/p>\n
716
\n00:51:57.850 --> 00:52:02.200
\nour own, oftentimes
\nwe expect them to assimilate or conform to<\/p>\n
717
\n00:52:02.230 --> 00:52:05.660
\nour culture rather than
\nus embracing theirs.<\/p>\n
718
\n00:52:05.690 --> 00:52:11.940
\nSo approaching with a curious mindset
\nand seeming to learn for it is critical.<\/p>\n
719
\n00:52:11.970 --> 00:52:17.700
\nThe process that helps us to what we're
\naccidentally offending or judging someone<\/p>\n
720
\n00:52:17.730 --> 00:52:22.000
\nbecause we don't understand
\nthe nuances of their culture.<\/p>\n
721
\n00:52:23.440 --> 00:52:28.000
\nThis is something that we could easily
\nattract and we could easily fall into.<\/p>\n
722
\n00:52:28.030 --> 00:52:31.040
\nFor example, when I consider my Asian<\/p>\n
723
\n00:52:31.070 --> 00:52:35.060
\ncolleagues, they
\nvalue humility and deference to authority,<\/p>\n
724
\n00:52:35.090 --> 00:52:42.920
\nwhile my American colleagues center around
\nbeing masculine, assertive, and direct.<\/p>\n
725
\n00:52:42.950 --> 00:52:45.440
\nNot understanding that these differences<\/p>\n
726
\n00:52:45.470 --> 00:52:51.340
\nwill cause us to misjudge or subservent
\nsituations that ultimately can backfire.<\/p>\n
727
\n00:52:51.370 --> 00:52:57.780
\nBy acknowledging our personal biases and
\nbeing ready to adjust our views, we can<\/p>\n
728
\n00:52:57.810 --> 00:53:02.200
\nstart approaching people from diverse
\nbackgrounds for who they are.<\/p>\n
729
\n00:53:02.230 --> 00:53:05.040
\nWhen we are intentional about truly<\/p>\n
730
\n00:53:05.070 --> 00:53:09.500
\nconnecting cross
\nculturally, we expand<\/p>\n
731
\n00:53:09.530 --> 00:53:14.900
\nour knowledge of their history and
\ntraditions and values and beliefs.<\/p>\n
732
\n00:53:14.930 --> 00:53:17.900
\nAnd subsequently, cultural competence will<\/p>\n
733
\n00:53:17.930 --> 00:53:22.120
\nincrease, and then we can begin
\nto close our knowledge gaps.<\/p>\n
734
\n00:53:24.360 --> 00:53:26.600
\nNumber<\/p>\n
735
\n00:53:27.840 --> 00:53:33.200
\nfive, let's surround ourselves with
\ntrusted advisors with feedback on everyday<\/p>\n
736
\n00:53:33.230 --> 00:53:37.860
\ninterpersonal behaviors that
\nsupport or inhibit their culture.<\/p>\n
737
\n00:53:37.890 --> 00:53:42.120
\nA one dimensional perspective
\nwill fail us every time.<\/p>\n
738
\n00:53:42.150 --> 00:53:46.800
\nOur best intentions may not
\nyield the results that we want.<\/p>\n
739
\n00:53:46.830 --> 00:53:49.720
\nWe unwittingly make mistakes, fall back in<\/p>\n
740
\n00:53:49.750 --> 00:53:55.440
\nour old habits, or we build to see and
\nhear ourselves the way that others do.<\/p>\n
741
\n00:53:55.470 --> 00:53:58.940
\nWhen we look ahead in the discomfort<\/p>\n
742
\n00:53:58.970 --> 00:54:03.480
\nof unlearning old habits
\nwhile adopting new ones.<\/p>\n
743
\n00:54:03.510 --> 00:54:06.520
\nOur resolve is, of course, going to be<\/p>\n
744
\n00:54:06.550 --> 00:54:11.720
\nchallenged and will need support to not
\nonly help us recognize where we fall<\/p>\n
745
\n00:54:11.750 --> 00:54:16.620
\nshort, but also keep us motivated through
\nthe mistakes and the setbacks and the<\/p>\n
746
\n00:54:16.650 --> 00:54:21.180
\nmisunderstandings as we learn to
\nfoster more inclusive cultures.<\/p>\n
747
\n00:54:21.210 --> 00:54:25.860
\nThere's going to be times when we need to
\nvent, gain a new perspective from<\/p>\n
748
\n00:54:25.890 --> 00:54:30.660
\nanother's point of view, or even
\ngain guidance on what to do next.<\/p>\n
749
\n00:54:30.690 --> 00:54:33.520
\nYour trusted advisors
\nwill keep you on track.<\/p>\n
750
\n00:54:33.550 --> 00:54:37.280
\nThey'll be able to tell you
\nthe truth if you let them.<\/p>\n
751
\n00:54:37.310 --> 00:54:41.280
\nSome of us hate the truth, but
\nthe reality of it is we need to hear the<\/p>\n
752
\n00:54:41.310 --> 00:54:45.700
\ntruth and our trusted advisors
\nshould be allowed to do that.<\/p>\n
753
\n00:54:45.730 --> 00:54:52.180
\nThey should share what they observe and
\nhow you are being received.<\/p>\n
754
\n00:54:52.210 --> 00:54:55.300
\nIn addition, your team of trusted advisors<\/p>\n
755
\n00:54:55.330 --> 00:55:01.960
\nmust be diverse so that you gain
\ninsight from the very people that you.<\/p>\n
756
\n00:55:02.160 --> 00:55:08.700
\nI just like to say that that
\nconcludes today's discussion.<\/p>\n
757
\n00:55:08.730 --> 00:55:14.100
\nI want to thank you for
\nyour time and listening.<\/p>\n
758
\n00:55:14.130 --> 00:55:16.440
\nAnd if you're interested in learning more<\/p>\n
759
\n00:55:16.470 --> 00:55:20.560
\nabout driving engagement through inclusion
\ntechnical talking, you can pick up the<\/p>\n
760
\n00:55:20.590 --> 00:55:28.520
\nimpactful inclusion toolkit at
\na 35 % discount through tomorrow.<\/p>\n
761
\n00:55:28.760 --> 00:55:35.440
\nAnd in addition, there's also
\nresources on my website, debyinsider.<\/p>\n
762
\n00:55:35.440 --> 00:55:35.840
\nCom.<\/p>\n
763
\n00:55:35.870 --> 00:55:41.580
\nThank you so much for your time and I
\nhope that we get to talk again soon.<\/p>\n
764
\n00:55:41.610 --> 00:55:43.200
\nAll righty.<\/p>\n
765
\n00:55:43.230 --> 00:55:45.040
\nWell, thank you very much for much.<\/p>\n
766
\n00:55:45.070 --> 00:55:46.860
\nI have to say most people in small<\/p>\n
767
\n00:55:46.890 --> 00:55:52.300
\nbusiness avoid the discussion
\nof anything revolving around employees,<\/p>\n
768
\n00:55:52.330 --> 00:55:56.800
\nhiring the right people, training the
\nright people, turning people around when<\/p>\n
769
\n00:55:56.830 --> 00:55:59.980
\nthey have become disgruntled
\nand stuck and so forth.<\/p>\n
770
\n00:56:00.010 --> 00:56:03.460
\nWe avoid it like the plague.<\/p>\n
771
\n00:56:03.490 --> 00:56:06.560
\nBut I love the discussion of culture<\/p>\n
772
\n00:56:06.590 --> 00:56:10.640
\nbecause no matter how big the organization
\nis, culture comes from the top down.<\/p>\n
773
\n00:56:10.670 --> 00:56:14.680
\nAnd you've seen this with Google,
\nHey, nobody can work from home.<\/p>\n
774
\n00:56:14.710 --> 00:56:17.080
\nIt's like, that's ridiculous.<\/p>\n
775
\n00:56:17.110 --> 00:56:18.500
\nYeah, isn't it?<\/p>\n
776
\n00:56:18.530 --> 00:56:24.080
\nBut if the boss sneers at somebody,
\neverybody sneers at that person.<\/p>\n
777
\n00:56:24.110 --> 00:56:28.200
\nIf the boss includes everybody,
\nthen everybody's included.<\/p>\n
778
\n00:56:28.230 --> 00:56:33.180
\nIt's the thing that leaders have to
\ntake on whether they like it or not.<\/p>\n
779
\n00:56:33.210 --> 00:56:34.420
\nI think.<\/p>\n
780
\n00:56:34.450 --> 00:56:40.260
\nToo, it's important that
\nleaders pay attention to...<\/p>\n
781
\n00:56:40.290 --> 00:56:43.040
\nJust like what you said, the staff is<\/p>\n
782
\n00:56:43.070 --> 00:56:46.660
\ngoing to emulate what they
\nsee their leaders do.<\/p>\n
783
\n00:56:46.690 --> 00:56:52.080
\nA lot of times, though, in my experience,
\nit's unintentional.<\/p>\n
784
\n00:56:52.110 --> 00:56:55.260
\nLeaders are just doing what they do.<\/p>\n
785
\n00:56:55.290 --> 00:57:00.840
\nNow that there's five generations in the
\nworkplace, there's different cultures in<\/p>\n
786
\n00:57:00.870 --> 00:57:05.210
\nthe workplace, there's no longer a one
\nsize fits all approach, Karl, that will<\/p>\n
787
\n00:57:05.240 --> 00:57:11.480
\nhelp a leader drive engagement, take
\nownership of it so that everyone will show<\/p>\n
788
\n00:57:11.510 --> 00:57:16.060
\nup every day being able to do
\ntheir best and feel comfortable.<\/p>\n
789
\n00:57:16.090 --> 00:57:18.380
\nAll righty.<\/p>\n
790
\n00:57:18.410 --> 00:57:19.480
\nSo I'm going to...<\/p>\n
791
\n00:57:19.510 --> 00:57:21.340
\nI asked you to stop sharing.<\/p>\n
792
\n00:57:21.370 --> 00:57:24.100
\nI'm going to turn off the recording.
\nOkay.<\/p>\n
793
\n00:57:24.120 --> 00:57:25.200
\nThank you for being here.<\/p>\n
<\/p>\n","handouts":[],"handouts_-_links":[{"text_s2tuvwlkffo":"GET YVETTE'S BOOK: IMPACTFUL INCLUSION TOOLKIT","url_link":"https:\/\/www.wiley.com\/en-us\/Impactful+Inclusion+Toolkit%3A+52+Activities+to+Help+You+Learn+and+Practice+Inclusion+Every+Day+in+the+Workplace-p-9781119930204"},{"text_s2tuvwlkffo":"Impactful Inclusion Toolkit - get the perks!","url_link":"https:\/\/www.diversityequityandinclusion.net\/impactfulinclusiontoolkitperks"},{"text_s2tuvwlkffo":"JOIN THE \"CHAMPIONS OF INCLUSION\" LINKEDIN GROUP!","url_link":"https:\/\/www.linkedin.com\/groups\/12703656\/"}],"topic-session-relationship_to":["896"],"speaker-session-relationship_from":["705"]},"_links":{"self":[{"href":"https:\/\/smbonlineconference.com\/wp-json\/wp\/v2\/session\/629"}],"collection":[{"href":"https:\/\/smbonlineconference.com\/wp-json\/wp\/v2\/session"}],"about":[{"href":"https:\/\/smbonlineconference.com\/wp-json\/wp\/v2\/types\/session"}],"wp:attachment":[{"href":"https:\/\/smbonlineconference.com\/wp-json\/wp\/v2\/media?parent=629"}],"wp:term":[{"taxonomy":"conference-day","embeddable":true,"href":"https:\/\/smbonlineconference.com\/wp-json\/wp\/v2\/conference-day?post=629"},{"taxonomy":"conference-year","embeddable":true,"href":"https:\/\/smbonlineconference.com\/wp-json\/wp\/v2\/conference-year?post=629"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}