Transforming Individuals and Cultures with Care

Leading Through Ideological Conflict: Courage for Divided Times

Mon, 15 Sep 2025 03:16:22 GMT

Offense is high. The stakes are higher. Courageous leadership is never optional.

We are living in a moment of relentless polarization. Politics, religion, global crises—every headline seems designed to inflame. But for leaders, the real challenge isn’t the noise outside our organizations; it’s the quiet erosion of trust inside them.

The Hidden Fault Line

Ideological differences—deeply held beliefs about how the world should work—cut across every demographic and job title.

These aren’t surface disagreements; they touch identity, values, and belonging.

When tension rises, our nervous systems take over: fight, flight, freeze, or fawn. Dialogue shuts down. Productivity and culture suffer.

The Accountability Gap

The best organizations often show up well in the first moment of crisis—but rarely in the days and months after.

After the murder of George Floyd, many companies hosted listening sessions. Yet when I asked Black employees what would have helped most, the answer was consistent: a personal welfare check from their manager. Silence—especially from direct leaders—added injury to injury.
Fast-forward to October 7, 2023, when Hamas attacked Israel, and Jewish employees voiced the same ache. No one checked in. No one acknowledged their pain.
Around that time, I facilitated a solidarity-focused webinar for a global pharmaceutical company. Was it perfect? No. But it was a courageous start—an example of leaning in when it would have been easier to stay silent.

Sadly, some of the very leaders who stepped forward after George Floyd forgot what courageous leadership looked like just three years later.

Real leadership means follow-through: revisiting hard conversations, checking on people after the headlines fade, and making care personal.

Healthy conflict is not the enemy of unity; avoidance is.

Five Practices for Courageous Leaders

Name the real issue. Don’t hide behind “communication breakdown” language.
Demonstrate good faith early. Quick, visible steps—listening sessions, shared agreements—lower threat levels.
Facilitate, don’t litigate. Use skilled moderation; separate understanding from solutioning.
Follow up and stay present. Schedule check-ins weeks and months later. Personalized outreach from managers is culture-defining.
Measure progress. Track qualitative sentiment (“I feel heard”) and quantitative indicators like decision speed or cross-team escalations.

Civility and respect are not one-time events or programs. For any organization, institution, culture, or society to be truly grounded in civility, the individuals within it must continually examine the impact of their words, actions, and decisions.

The Inner Work

Organizational repair starts with personal humility and accountability.
Leaders must release pride, invite counter-perspectives, and resist the comfort of echo chambers.

Unity isn’t the absence of conflict; it’s the courage to engage conflict with grace—and to keep showing up when the spotlight moves on.

A Faith-Forward Reflection

As a follower of Jesus, I can’t escape the sense that this is a “for such a time as this” moment (Esther 4:14).

Faith and politics may dominate the headlines, but the call is the same:

To love our neighbors, even—and especially—when we disagree;
To speak truth with gentleness;
To be ministers of reconciliation in boardrooms and break rooms alike.

This is not easy work—especially when injuries are repeated and wounds are still fresh.
Yet courageous leadership requires moral clarity and steadfast care, whether you share my faith or not.

A Call to Action

As we navigate another volatile year, now is the time to strengthen your team’s capacity for healthy conflict and a resilient culture.

Interested in a 60-minute executive briefing on Leading Through Ideological Conflict?
Contact Kelley Johnson to explore bringing this conversation to your leadership team.

Offense is high. The stakes are higher. Let’s lead like they are.

The Bullet Points You Didn't See On That Job Promotion

Thu, 16 Jan 2025 19:05:11 GMT

The pay increase and perks of a job promotion carry a price. If you don’t want to pay it, you may need to rethink your career aspirations.

As I look back at the teams I’ve led and leaders I’ve coached, I discovered a gap with how people navigate career advancement. When someone gets a promotion, they usually want it for the prestige of the title, the increase in pay, and/or the recognition for their hard work. The focus is often on what the promotion will do for them. How their lifestyle will improve with the extra money. How they will potentially receive elevated treatment from others in the organization. When I coach aspiring leaders, they seem to look at only one side of the promotion coin – the shiny one.

The other side of the leadership promotion coin is rather dull. This side is sometimes ignored or dismissed until it’s too late.

What, you ask, is on the less shiny side of the leadership coin? The invisible bullet points on the job description.

Top 10 Invisible Bullet Points on any Leadership Job Description

You will need to learn new ways of doing.
You will need to manage relationships differently.
You will need to coach and develop others.
You will need to have hard conversations.
You will need to make tough decisions.
You will need to live your values as you lead.
You will need to model the organization’s values.
You will need to be okay with not being liked sometimes.
You will need to increase your capacity.
You will need to strengthen your resiliency.

If you choose to advance in leadership, your first step is to look in the mirror. Be ready to refine and evolve how you show-up, how you think, communicate, and engage.

A promotion, in many ways, should be a reset for you.

Recognize that what got you promoted is not enough to sustain success in your new role. It’s time to learn new strategies, and it starts with a mindset shift. Tapping into your village for advice and support is a great first step. It may also be time to add to your village, or circle of advisors.

Ask leaders across the organization – and perhaps the industry - for advice about what they think it will take for you to be successful in the role. Take notes and evaluate what seems right (and authentic) for you to incorporate into your approach. Become a student again and stay open to new ways of thinking and doing.

Leaders of Leaders: How To Manage Multiple Coins

If you are a leader of leaders, you might be thinking to yourself, “All I see right now are coins dropping. The leaders who report to me do not have the capacity or resiliency that’s required for their roles, and it’s creating more difficulty for me, the business and the workplace culture.”

If this sounds like you, blink twice, and give us a call.

Know this: your job is to coach and develop them, but it means you are going to have to shift your approach as well.

I often see senior leaders minimize the importance of articulating and cascading vision. As a result, they do not invest adequate time, systems, and resources in articulating standards and expectations and holding people accountable. When I talk to leaders about prioritizing vision for how work gets done, they usually cite a shortage of time and maybe budget.

Time will always feel like a scarce commodity. If you think time is really your issue, you should consider how much time it’s taking when you are pulled into that problem that just blew-up. I don’t think time is the real issue. I think there is something underneath this reasoning.

When something comes easily to us, we mistakenly assume it should be easy for everyone else. We forget the years and years of practice and muscle-building we had. We forget the lessons we learned the hard way. In return, we do not take the time to think about, document and communicate with our teams how they can achieve the standards and expectations of leadership.

Cascading your vision for leading is more than an inspirational or aspirational message. To achieve any vision, it must be supported by processes, tools, infrastructure and regular assessments of progress. While vision casting will require time and resources, I have seen the payoff when it’s done well. I have personally experienced exponential increases in team productivity, innovation, customer focus, collaboration, and resiliency.

Write the vision...so those who see and grasp it, can fly.

Beyond Buzzwords: Real Stories of Transformational Leadership in Action

Mon, 18 Nov 2024 19:58:32 GMT

In recent years, especially post-COVID, the word transformation has become a buzzword across various industries. Personal trainers use this word to describe the physical metamorphosis they’ll help you achieve, and organizations use it to outline how they'll leverage technology, particularly in the age of AI.

Beyond physical and technological change, transformation takes on new significance in the realm of leadership—specifically, transformational leadership. We often see the term in leadership contexts, but what does it truly mean?

The concept of transformational leadership has been around for quite some time, originally coined by sociologist James V. Downton in 1973. Over the years, the defining qualities of a transformational leader have evolved to become, at their core, leaders who focus on the essential needs of their followers. Today, it’s more relevant than ever. My own journey toward becoming a transformational leader was unplanned, and something I only fully recognized in hindsight. It evolved in ways I never anticipated.

Around 2003, I was working for a global company as the director of corporate communications. That year, we conducted our first large-scale employee engagement survey.

As we analyzed the results, some findings were predictable. Typical areas like pay and benefits ranked in the bottom quartile, representing the lowest-rated aspects of employee satisfaction.

However, there was one surprising item in the Bottom 5 for employee satisfaction: a question about whether employees felt good about the company’s contributions to the community.

This result was unsettling to our executive team because, truthfully, it uncovered something we had not anticipated. At the time, giving back to the community on a company level was not a priority.

Somehow, I was tasked with finding a solution, and at first, I didn’t know where to start.

After revisiting the challenges and data from the engagement survey, I set out to create a strategy that would address our employees’ desire for meaningful community engagement. Here’s how I applied transformational leadership principles to shape a lasting initiative.

Creating an Inclusive and Global Approach

Working in the hospitality industry meant that the majority of our workforce consisted of hourly employees, so I needed a program that would be adaptable and inclusive to a variety of employee profiles. Additionally, the strategy had to work across three languages and the three countries where we operated – the US, Canada, and Mexico. I also knew that our executive team was looking for a solution that was sustainable over time. A one-hit wonder was not good enough.

The Takeaway: Transformational leaders think futuristically, and I kept this in mind as I developed our approach.

That meant I had to go beyond the data from the engagement survey. So, I conducted additional research, analyzing previous community service projects our locations had undertaken independently. I discovered two primary causes where employees were already involved – hunger being the most popular. Choosing a cause with existing traction helped us build momentum more effectively.

The Takeaway: Transformational leaders use situational awareness to guide impactful decisions.

Building a Scalable Infrastructure

Identifying a multi-country strategy was an obvious requirement; however, I also knew we needed a solution that wouldn’t disrupt business operations or increase overhead expense. I discovered two key resources - the top national food banks in each country and a technology platform capable of supporting our international campaign.

The Takeaway: Transformational leaders use assets strategically, leveraging resources that align with larger goals.

Engaging Employees at All Levels

To connect with employees across diverse roles and backgrounds, I focused on a straightforward message. I knew I had to engage a variety of employee stakeholders in a compelling way—with a level of sensitivity knowing that many of our employees were paid minimum wage. Although this initiative launched years before the iPhone was invented, I knew that the most efficient way to engage employees in three countries was going to require technology. By connecting with the right partners externally, we launched an online giving campaign where the company donated alongside employees. Every $1 donation equated to $15 worth of groceries. I called the campaign, “No Room for Hunger.” This message resonated with frontline team members and corporate employees alike, aligning with the global philanthropic strategy of our parent company at the time.

The Takeaway: Transformational leaders prioritize people and culture, ensuring that initiatives are meaningful and relevant.

Establishing a Lasting Legacy

While the initial motivation to develop a philanthropic strategy was in response to a low rating on an employee engagement survey, applying the dynamics of transformational leadership allowed me to establish a cultural pillar within the organization—one that has survived multiple CEOs and even a new parent company.

Within the first three years, we raised $2.1 million worth of food, and 2024 marks the 20 ^th anniversary of the company’s commitment to community support through hunger relief.

The Takeaway: Transformational leaders can foster lasting impact when aligned with core values.

One of my favorite aspects of transformational leadership is its potential to create a legacy. While I didn’t know it at the time, I was using the five dynamics of transformational leadership as I created the company’s first philanthropy strategy, and this approach has served me many times throughout my career. Other examples of programs I created that lived on after I left an organization include developing a crisis management strategy and creating mentoring programs, DEI initiatives, and women’s leadership programs.

Are you ready to create a lasting impact through transformational leadership? Discover how you can integrate these five leadership dynamics into your organization and build programs and initiatives that resonate, reform, and endure.

At KEIRUS, we teach leaders how to seamlessly integrate the five dynamics of transformational leadership into routine mindsets and behavior cycles so they can expand their capacity to lead themselves, others, and society. Contact us today to learn how we can help you develop leaders who inspire positive results, foster resilience, and leave a legacy.

With a proven track record of empowering leaders and organizations, our experience includes:

Supporting organizations across 10 different industries, reaching employees in 10 different countries
Designing and facilitating 4,000+ training hours
Providing executive coaching and leadership development programs
Developing top leaders in North Texas as a facilitator in the Leadership Dallas program for the last 4 years

Ready to upskill your leaders through transformational leadership? Provide your leaders with the tools and training they need to effectively engage their teams and lead change.

Hold or Fold: How Should Companies Respond to Anti-DEI Activists?

Mon, 02 Sep 2024 16:34:13 GMT

The Billion Dollar Question No Company Should Ignore

Kelley Johnson is the Tech Founder and Chief Transformation Officer for KEIRUS. She is author of INFINITE: The Power of Love , a Bible study about diversity, equity and inclusion.

With the recent surge in attacks against companies with prominent DEI initiatives and the SCOTUS decision to overturn affirmative action in university admissions, many companies and their leaders are grappling with a significant dilemma: Do we fold or do we hold the DEI line?

Recently, I was fortunate to be asked by The Wall Street Journal to share my thoughts on what companies should do if targeted by anti-DEI activists. While a portion of my views were captured nicely in the article, I feel a sense of responsibility to share the untold story. This question is both personal and professional for me.

I have spent the last 20 years in this industry as a former Fortune 500 Chief Diversity Officer and veteran DEI, leadership and transformation consultant. I view the controversy through multiple lenses: as a business owner, a Black woman, and the identity that is most important to me, a Christ follower.

For nearly 10 years, my firm has supported dozens of Fortune 500 companies, PE-backed firms, nonprofits and even a few governmental agencies - all of which have expressed both short- and long-term goals to become the best versions of themselves.

Whether organizations set incremental or aggressive goals, I have observed one common denominator. Regardless of industry, organizational size, or geographic footprint, many company leaders underestimate the impact an ever-evolving workforce and customer base have on their ability to achieve their stated goals and ambitions. The changing demographic and psychographic landscapes are two distinct areas where I believe organizations need to pay closer attention, which is why DEI matters.

Too often, leaders plan and strategize based on what is right in front of them. It’s natural to focus on what we know best, and that’s typically what we can see, taste, touch, hear or feel in the present.

Balancing the current and future state of your business is no easy task. A fixation on the present may mean missing future opportunities. Conversely, a hyper-focus on the future can create immediate issues in profitability, production, and promotion of goods and services. DEI is one of those business and talent issues companies must weigh strategically, especially within the current climate.

The surge in anti-DEI activism and the overturning of affirmative action at universities have created a million, perhaps billion, dollar conundrum for companies trying to decide what to do about their DEI initiatives.

Proponents of DEI believe it’s the right thing to do for both top- and bottom-line growth. After all, multiple independent studies have concluded that diverse and inclusive companies outperform their competitors.

Challengers say DEI programs impose beliefs, practices and policies that violate the rights of certain religious groups or create a disadvantage for straight White men.

Are DEI programs perfect? Absolutely not, but neither are customer service programs, research and development initiatives, or month-end close processes. Every business practice, policy or program has room for significant improvement. Companies do not abandon core business functions because they need refining; instead, smart companies invest the resources to evolve them. The problem lies with business leaders who view DEI as a fringe, nice-to-have effort. They underestimate its short- and long-term impact on growth and innovation.

Let’s put this in dollars and cents. A 2022 report by the University of Georgia's Selig Center estimates that U.S. minority buying power to equate to nearly $1 out of every $5.75 of buying power in the U.S.: 17.4% belongs to an African American, Asian-American or Native American household.

The Selig Center reported the buying power of African American, Asian American, and Native American consumers increased from $458 billion in 1990 to $3.2 trillion in 2021. Hispanic households also saw a jump from $213 billion in 1990 to $2.1 trillion in 2021 rising from 5% of the total consumer market to 11.3%.

Despite healthy gains in buying power, pay equity gaps still exist for women and people of color. Research by the Federal Reserve Bank of St. Louis suggests that economic equity leads to widespread prosperity—to the tune of $25.6 trillion in gross domestic product gains over a 30-year period. With contributions from researchers at Stanford University, Boston University, and the Federal Reserve of San Francisco, authors claim systemic disparities prevent people from reaching their full economic potential hamper the economy overall. Eliminating these barriers, then, has the potential to better employ people’s talents and abilities to promote widespread economic gains. (Read full report here .)

This leads me to ask some hard questions.

To C-Level Leaders

Why are you throwing out the proverbial baby with the bathwater to appease people who know nothing about your business? Develop a strategy to consistently listen to all employees and customers - conservative, moderate and progressive - and be balanced in your approach. Make decisions using data to ensure alignment with your vision and long-term business objectives.

If you do not already have one, consider launching faith-based Employee Resource Groups to better understand the concerns and needs of employees and customers with religious identities and values.

Business leaders have a fiduciary responsibility to shareholders, their employees and society to make decisions that balance short- and long-term business goals.

To Consumers

Continue to vote with your dollars. Continue to support companies that reflect your values. Use civility to respectfully share your concerns about unethical business practices that harm communities.

That said, here’s my question to anti-DEI consumer activists: Why do you care if companies want to build relationships with customers who are not like you?

Continue to do what you believe is right for you and your families. By all means, monitor what content enters your home, but respect the rights of businesses to grow and the rights of individuals to make their own choices.

Advocate for more entertainment and content that reflects your values. Better yet. Use your energy and resources to produce it instead of causing financial harm to the businesses that employ your neighbors.

The challenge with the anti-DEI movement is that it is very short sighted economically. In just over five years, there will be significant changes to the workforce that make a focus on DEI a necessity, not merely a “nice-to-have-if-everybody-agrees.”

According to the U.S. Bureau of Labor Statistics, we are in a 20-year decline in workforce participation . It’s expected to dip to about 60% by 2030. The U.S. workforce is also aging rapidly with the decline in the birth rate. Men are leaving the workforce at a faster rate than women, and while women are earning more college degrees than men, they are not typically choosing STEM fields. Simply put, it will become increasingly harder to fill job openings, especially in STEM-related positions.

Most of us already know that the U.S. population is increasingly becoming more racially and ethnically diverse, but it’s also becoming more neurodiverse – with more than half of Gen Z identifying as neurodiverse. Recruitment, onboarding, training and performance management practices will need to evolve to maximize the available talent pool and ensure that everyone has the opportunity to perform optimally and advance.

Over the next several years, we are heading into very challenging territory regarding companies’ ability to hire and retain the workers they need. Even with advancements in AI, companies will always need people to deliver their products and services. The decisions we make today will have significant downstream implications 10 to 20 years from now.

So, while anti-DEI activists may stop or deter some companies today, they are harming the health of the economy in both the short and long term.

The Fallacy of the Anti-DEI Movement

Anti-DEI activists argue that DEI and social justice issues do not belong in the workplace. While there should be healthy boundaries between work, home, and society, the claim that DEI politicizes the workplace is precisely what anti-DEI activists are doing.

An issue is only deemed political when it challenges our personal ideologies.

Likewise, deniers of Critical Race Theory (CRT) have, in fact, proven the existence of institutionalized racism as activists mobilized politically and on school boards to prevent students from being taught an accurate account of slavery and the civil rights movement in U.S. history.

Unfortunately, one of the missteps of some DEI initiatives and practitioners is that they have insufficiently sustained the engagement of straight White men. They, too, reflect the very definition of diversity. They bring a perspective that is valuable and important, just like any other population segment.

That said, much of the anti-DEI activism is rooted in privilege and a motivation to avoid perceived loss. This fear of loss is ironic, given that the primary aim of DEI is to help companies grow profitably, innovate, and more effectively attract, develop, and retain talent.

What should companies do?

In the current political environment, it is likely not enough to change the labeling or packaging of DEI efforts. Now is a good time for companies to make sure their DEI strategies and programs are directly and integrally aligned with their business strategy . Executives and boards of directors should be involved in the strategic review process to ensure end-to-end-alignment. Ask the questions: Why are we doing X, Y, Z? There should be both quantitative and qualitative data supporting decisions to spend budget and people resources – just like in any other area of the business.

Do not wait for an anti-DEI campaign to target your company. Be proactive and include DEI and other socially charged issues in your business continuity planning process. Anti-DEI activists pose a threat to your business. Have a strategy and response in place before you are targeted.

Ultimately, a company’s response to anti-DEI activists is about balancing risk and betting on the future. As leaders, this is what we are here to do. It’s our job to have the best possible advisors around us to help us make difficult decisions, so choose your team wisely.

DEI is an important tool within business and culture transformation that can lead to commercial success. Diverse, equitable and inclusive teams strengthen organizational collaboration, risk-spotting, and problem solving. Does any company exist that does not want to be better in these areas?

If a company decides to cater to activists in the short term, the key questions are: Who did we lose in the process? What value – what market segment – what employees did we lose? Who or what did we gain, and for how long?

Every decision has an impact.

How to Strengthen and Diversify Your Leadership Bench

Wed, 13 Dec 2023 15:40:56 GMT

It is not uncommon for perceptions between executives and employees to be vastly different. One area where this gap shows up quite vividly is in the area of professional development.

A recent report indicates that 84% of employees expect employers to provide the training and development they need to stay relevant. Unfortunately, slightly more than half of the 800 executives who were surveyed, said that current learning and development programs were a ‘waste of time’.

Further, the report goes on to say that only 32% of employees are satisfied with the leadership development programs their employers provide.

When it comes to professional development, there is clearly a disconnect between what employees want and what organizations are offering.

Build your Talent Bench

As you look at your current leadership team, and the pipeline of talent that will eventually fill those roles, how deep is your pipeline? Is it visibly diverse? If the diversity metrics of your talent reviews look like a roller coaster - where one year it's up, and the next year it's scary - the sad reality is, the ride will only repeat itself without the proper talent development strategy and tools.

Now is a good time to scan your talent pool for people who have been identified as top talent to ensure there is a formal plan to develop and grow them.

The cost of losing a valued employee will likely be greater than the cost of investing in a leadership development program.

Avoid Regrettable Losses

Retaining high-performing talent and building a diverse pipeline of leaders requires a two-fold strategy.

If you are an HR manager, you need tools and resources that help you:

Develop and retain talent identified in succession planning processes
Increase retention of diverse and underrepresented talent pipelines
Develop and coach first-time and emerging leaders
Offer leadership development that is culturally aware and psychologically safe for underrepresented communities

For motivated professionals, you need developmental opportunities that help you:

Navigate complexity and maximize team cohesion, performance and engagement
Expand strategic and critical-thinking skills and ability to implement change and innovation
Build relationships and strengthen influence with various organizational partners and stakeholders
Expand your network of learning from peers in various industries and organizations

At KEIRUS, we help people grow confidence, gain awareness of self and others, and lead in a way that produces transformational outcomes. Our Power of Inclusive Leadership training ensures that organizations create and sustain an inclusive culture, and our Transformational Leadership Mastermind is an effective way to invest in the growth and development of high-performing talent.

If you want to stop the revolving door of talent in your organization, it is time to implement a comprehensive solution. These steps are even more critical if you are not satisfied with the current demographic composition of your leadership team. Black, Indigenous, People of Color (BIPOC), women, and other underrepresented talent are often considering additional factors beyond pay and promotion when trying to decide if they should stay or leave a job. Marginalized communities face microaggressions and discounting on a daily basis. If a new opportunity arises where the company appears to be further along the DEI evolution, or if they have the chance to join a more diverse team, then suddenly, the new job offer becomes even more attractive.

Employees want to work for companies who will invest in their growth, and they want to be part of organizations who value diversity and inclusion so that when they come to work everyday they not only belong, they are safe to contribute and do their best work .

Recognizing the Power and Importance of Employee Resource Groups

Sun, 05 Nov 2023 18:29:03 GMT

International ERG Day Celebrated in November

Initiated by tech firm, Mogul, International ERG Day is celebrated globally on November 17. It is a commemorative occasion to celebrate the diverse and inclusive workplace cultures that employee resource groups (ERGs) foster. We have helped launch, strengthen and support ERGs for decades, and we know first hand that members and leaders of ERGs play a pivotal role in creating a strong workplace culture. If you have ERGs in your organization or know someone involved at their workplace, ERG Day is an opportunity to learn more about their purpose and why these groups matter enough for them to invest their time. ERGs create a sense of belonging and appreciation for diversity, while driving positive organizational change. The significance of ERGs is worth exploring if you are unfamiliar with them.

In this blog and on our podcast, 24KEIRUS , we have discussed how these groups support innovation and productivity, strengthen ties between employees to avoid alienation, and increase retention due to their impact on mental health in the workplace. These employee-led communities significantly impact all the aforementioned areas.

Employee Resource Groups (ERGs) promote inclusivity and provide avenues for personal and professional growth. ERG members can assume leadership positions, orchestrate events, and engage in collaborative projects to enhance their skills and broaden their networks. This is particularly advantageous for underrepresented groups striving to advance their careers. Such individuals unite to celebrate their commonalities and share their distinct attributes with the organization, aiming to educate and raise awareness. The misconception is that ERGs are divisive when they, in fact, make greater connections by encouraging authenticity, allyship and pride. As we build cultures of C.A.R.E. , we believe this is one of the most valuable components of ERGs. When employees feel valued, they are comfortable making greater contributions because they feel supported, respected and appreciated.

ERG members can also help spread positive brand awareness externally by creating greater community engagement and sharing your organization's vision and mission. They build bridges between employees and leadership by creating avenues for employees to be heard and express their concerns.

Executive support is critical to the success of ERGs. Members and leaders want to know that the extra time they spend embracing inclusion is purposeful to the organizational goals and will increase the appreciation of diversity. Our ERG Connect program was created to help executives, senior leaders, and ERG leaders manage these groups effectively. ERG Connect provides everything an organization needs to launch or advance the impact of ERGs. Through ERG Academy, we have trained hundreds of ERG leaders and sponsors on how to be more effective in these important roles. We also provide ongoing support and resources through our digital toolkit , coaching support, keynote speaking events and other resources to maximize the ROI of ERGs.

International ERG Day is a fantastic opportunity to celebrate your ERG leaders with recognition and appreciation. Here are a few ways to make this day special for them:

Host a reception or event to highlight the contributions and purpose of ERGs in your organization
Send an email to your organization congratulating your ERG leaders and their communities on their work and participation in strengthening diversity, equity, and inclusion
Share a post on your organization's social media pages recognizing ERGs and their leaders. Ask employees to post pictures from some of the events they are most proud of participating in.
Take the time to spotlight your ERG leaders during an all-employee company meeting and allow them to share their motivation for taking on this commitment.

Most importantly, create a space for them to celebrate this moment and their contributions.

If we can help you develop and celebrate ERGs beyond International ERG Day, please reach out .

The Top Three Reasons DEI Training is Essential

Sun, 01 Oct 2023 05:00:00 GMT

When markets are uncertain and times are lean, it can be tempting to cancel employee engagement and development programs like training and DEI initiatives. When times are tough, it is commonly understood that training will be one of the first cuts, usually coinciding with some level of workforce reductions. There is clearly a wide range of training: technical, job-specific training, leadership development, and of course, DEI training. All investments in employee development and retention are important, but in the grand scheme of balancing short and long-term organizational needs, how do you prioritize what training to stop, start, or continue?

DEI training is imperative for organizations that want to create and sustain inclusive environments. Our philosophy at KEIRUS BY KJE is to incorporate training with a pro-business approach to drive commerce, culture, and community. To foster inclusion with a return on investment, organizations must not settle for a one-and-done approach that checks the box or makes the finish line the primary focus. Impactful DEI training is taught in phases, over time, to yield sustained transformation. We use a multi-phase approach to DEI training using our KEIRUS platform and throughout our instructor-led sessions because we realize the importance of intentional engagement during the learning curve. The check-the-box approach does not support this process or enhance retention, leading to systemic gaps in creating belonging and equitable workspaces.

DEI training will yield results in organizations where leaders demonstrate humility to admit that continuous improvement is vital to success. This vulnerability reduces the fear of getting DEI wrong and promotes the growth mindset that should be modeled. This validates to employees that we don’t know what we don’t know, but we can learn and obtain new skills and new approaches to enhancing our culture with empathy and a greater understanding of the uniqueness of others. Now, you can move past the basic framework of “training” into a learning approach that provides what our firm calls Individual Transformative Experiences , or ITEs. KEIRUS implements six factors into all our learning experiences to transcend “training”. ITEs assist with cultivating growth and development through human interaction that elevates and promotes an inclusive culture. When the principles of DEI are not taught and experienced, they do not resonate, which results in low morale and poor performance. DEI education using an ITE approach, sets the stage for creating caring environments where employees are confident, they matter. When your organization is void of care , your employees stop caring.

DEI training is essential for three primary reasons: it fosters a culture of inclusivity that increases employee retention and engagement, increases innovation through a greater appreciation for diverse backgrounds and perspectives, and mitigates legal risk by enabling the skillset for all employees to address toxic workplace behaviors and language. When your organization is inclusive, you create awareness about unconscious bias and unfavorable behaviors, such as discrimination that discount employees and cause them to retreat and not perform as valuable team members. In addition to traditional DEI training, we have seen significant culture transformation in organizations who invest in the education for the champions and stakeholders who support the ecosystem’s infrastructure for A.B.I.D.E. (Accessibility, Belonging, Inclusion, Diversity and Equity). One example is our ERG Connect program, which focuses on successfully implementing employee resource groups, reinforces the importance of belonging and leveraging ERGs to strengthen business performance. ERGs support diverse perspectives and employee well-being. When your organization fosters inclusion, you become a highly sought-after employer, which increases market competitiveness.

Innovation can be a byproduct of DEI training that employs Individual Transformative Experiences. Once your employees understand diversity, equity, and inclusion without the fear of making mistakes, they will utilize what they have learned to engage their co-workers so they can break down siloes and work together more cohesively. Our training through our KEIRUS platform allows employees to view real-life scenarios, see others overcome obstacles, and adjust personal mindsets regarding DEI and its true meaning. The more your team members relate to one another, the better they will work together, which is where brilliant ideas are initiated.

The lack of the right kind of DEI training increases your vulnerability to lawsuits and legal risks, which cost more than the investment into a strategic DEI training program. As our May 2023 blog mentioned, “If you are not investing in building inclusive competencies across all team members and holding leaders accountable for equitable practices, you are creating a leaky culture that’s costing you more than you know.”

These firewalls are installed in your organization with the right approach to DEI education.

It's time to examine how equipped your employees are and how well they create and contribute to an environment where everyone belongs. We have highlighted three reasons DEI training is critical, but there are more. We welcome the opportunity to show you how to move away from episodic, transactional DEI training that provides short-term results. If you are ready to leverage A.B.I.D.E. for transformative growth in your people, organization, and community, we can show you how, schedule with us now.

DEIB Drives Commerce, Culture, and Community

Tue, 05 Sep 2023 21:44:56 GMT

In our August Blog , we discussed three ways to sustain momentum in DEIB, and now we want to show you how to leverage DEIB to power forward in the years ahead. The impact of DEIB is far-reaching and creates pro-business results. As you continue to gain momentum, it is essential to remember that DEIB is more than an employee-friendly initiative that is a frill or culture add-on that you can take or leave. It is a necessity and requirement for organizational growth and longevity.

DEIB simultaneously drives commerce and improves workplace culture and enhances community impact.

Are you struggling to make the connection between DEIB and how profitable it is as an investment for your organization? DEIB drives commerce and increases your organization's top and bottom lines by increasing business profits through innovation, problem solving and marketplace brand positioning. This ensures your organization remains a forerunner in a competitive industry. When leveraged strategically, DEIB improves organizational health and growth whether you are a small business desiring to make an impact through the vision you have cast using foundational DEI principles or a large enterprise wanting to prioritize attracting and retaining a diverse talent pool. Solidifying these practices and engaging diverse people encourages innovative thinking and problem solving. Innovative thinking sustains long-term success for overall business growth and impact. According to a Harvard Business Review study, companies with above-average diversity in their workforces have 19% higher innovation revenue and 9% higher earnings margins. Harvard Business Review . How well are you hiring and using diverse perspectives in your overall business plan?

DEIB also drives your culture through promoting a more diverse workplace that is free from microaggressions while ensuring you are managing biases that alienate others to ensure everyone is respected. Culture reflects how you communicate, interact, and conduct business daily. Is it possible that there are employees at your organization whose uniqueness has become a burden to them because they are isolated, unable to connect with others who are like them? Even in the absence of diverse representation, if the culture is inclusive and addresses toxic behaviors to foster belonging, non-majority populations can still thrive. Diversity ensures your culture is comfortable, respectful and open for all and not just some of its contributors.

With higher respect levels and a greater understanding of the uniqueness in your employee base, you can create a culture of belonging where everyone’s voice matters. Imagine that the solution to a challenging problem your organization is facing is in the mind of one of your employees who does not feel like their voice will be valued or heard. We highlighted this issue in our June Blog . If the culture you’ve created limits certain people’s participation, there is a cost of this negative perception. Your culture sets the temperature for the climate you want people to experience in your organization. DEIB shines a light on favoritism or an unbalanced representation of diverse groups in leadership. How your employees perceive their value is a direct reflection of the culture you are creating.

DEIB ensures that your organization has a far-reaching arm in the communities you serve. When they see the representation in your organization that connects to them personally, they are authentically connected to your messaging which causes them to engage as a consumer or a supporter of what you do. In turn, this continues the cycle of positive results and drives your commerce and workplace culture. If your employees feel as though they belong and are having a good experience, they are more likely to be one of your best marketers because they are excited to share what makes you a great employer.

At KEIRUS BY KJE, we believe that the benefits of DEIB put you in the driver’s seat as to where you want to take your business. DEIB drives commerce, culture, and community and those who do not embrace this concept will be limited in how far they can go without the right interventions.

3 Ways to Sustain DEIB Momentum

Tue, 01 Aug 2023 12:00:00 GMT

As we are on the other side of the mid-year mark, staying diligent and focused on your DEIB efforts can seem daunting, especially with a political culture war at the forefront. Some are questioning how to move forward in this heightened environment where the fundamental practices of DEIB are challenged by those who seek to dismantle progress. However, you will be fueled to keep going as you reflect on the importance of a transformative workplace culture, the return on your commitment and investment, and the importance of driving commerce through diversity, equity, and inclusion. We want to assist you in your efforts to maintain your DEI momentum.

Three areas require attention that will keep your efforts afloat and garner marked progress as you finish the year strong: infrastructure, talent management, and key stakeholders.

It is estimated that 90% of Fortune 500 companies have employee resource groups, undoubtedly making it the favored approach building and sustaining the infrastructure for DEIB to thrive. Employee Resource Group (ERG) benefits are immense. They provide a sense of community, belonging, development and engagement for employees with similar interests and/or backgrounds. Typically organized around traditional dimensions of diversity like race, gender, abilities, veterans status and sexual orientation, ERGs also help companies attract new talent, strengthen its brand reputation in the community and promote a culture of innovation. Sadly, the employees who volunteer their time adding value to the workplace culture through an ERG leadership role, rarely receive significant recognition, training or development. To maintain DEI momentum mid-year, connect with your current ERG leaders to hear how they are motivating and supporting their group members now through the end of the year. Planning their education and engagement process for the remainder of the year will also ensure you understand the experiences of these employee communities and can provide the to support they need to achieve DEIB strategic goals. Why is this important? On our 24KEIRUS podcast last fall about ERGs, our expert guest was Dameka Stringer. She said, "Employee Resource Groups (ERGs) are boots on the ground for your organization. They have an ear to the issues and concerns of your employees." We know that if ERGs are leveraged appropriately, they provide internal expertise on promoting appreciation for diversity within the organization. We share these keys in our ERG Connect program. Maximizing the activities planned for the rest of the year is essential to ensure they align with your DEI strategy. It is necessary to connect with their messaging to understand how they are supporting your organization while creating increased opportunities for belonging.

Secondly, many organizations complete performance reviews and make promotional decisions around this time. To maintain the momentum of DEI efforts, we suggest making these decisions through the lens of diversity, equity, and inclusion. Aneeliz Alamo, PHR, our Culture Transformation Leader, has an extensive background in global talent management and human resources. She advises, "When organizations want to focus on including diversity in their talent management, they often need to remember that it is not just hiring talent; it is ensuring they are developed for the future, so their growth and development continues. This knowledge gap needs to be closed if you want to maintain your DEI momentum and retention. Development of employees should encompass lateral movement, rotations, and promotions. In addition, allowing your employees to see the other sides of the organization, piques their interest, and gives them a long-term career trajectory while learning various aspects of the business.”

Alamo also shares, "A five to eight-year talent management outlook is not aggressive; it is smart planning". Intentionally planning stretch assignments, rotations, and cross-training keep your momentum for DEI secure, not just mid-year but for years to come.” Performance planning is critical to long-term success. Preparing all year with development sessions and creating a cadence of reviews ensures you develop your team members with equal opportunities throughout the year, not just at review time.

A few areas to be mindful of as you conduct mid-year evaluations: Is your leadership representative of your employees and community? Are you allowing your employees to experience who you are through exposure to different sides of your organization? Giving your employees a glimpse of future opportunities within your organization allows them to envision their future with you.

Thirdly, you must engage key stakeholders. Knowing who you need to align with internally and externally will ensure you strategize with others to gain diverse and equitable perspectives. This collaboration is at the heart of the innovation that diversity and inclusion produce. When you create awareness of who needs to be involved in the strategy, project or initiative, you can properly align and take advantage of crucial contributions that will help to solidify your processes and prevent holes and accidental overlooks on who should be at the table when certain decisions are made.

Key stakeholder alignment is deliberate, proactive, time-sensitive, and specific. You must look ahead with anticipation of being two steps ahead of the needs and opportunities your organization encounters. Preparation to include everyone who needs to contribute to gain perspective on projects that influence your diversity of thought is imperative to maintain momentum. Comprehensive stakeholder engagement is often the missing ingredient in the recipe for realizing the full benefits of DEIB. It is important to remember that you cannot connect with someone you are not comfortable communicating with daily. This communication reinforces the importance of diversity, inclusion, and C.A.R.E., our proprietary methodology and framework for learning and workplace culture transformation.

If you want to maintain your DEI momentum and are unsure where to begin or how to tackle the three key areas above, we can help you.

Schedule time with us today .

Prioritizing Inclusion During Uncertainty

Mon, 03 Jul 2023 17:33:16 GMT

When talks of budget cuts brew in the atmosphere, kindness is usually the first to be axed as well. When money becomes a concern, the way people are treated, and the importance of culture can often take a back seat. Unfortunately, the focus changes from the importance of healthy workplace environments to prioritizing other areas that appear to be more profitable. The concern moves to what leaders mistakenly feel has more tangible results. Feeling valued with a sense of belonging is a result that organizations should desire because of the overall outcome for their business. As the Great Resignation taught us that people want to be where they are valued, have a voice, and believe they can be their authentic selves. So, even during economic downturns, high interest rates, and economic and political uncertainty, it is important to remember that DEI is more than just nice to have but a necessity in creating an organizational culture that is resilient, market competitive, innovative and productive. Organizations must ensure that inclusion is integrated into our spaces if maintaining company longevity is the goal.

Several companies have already filed bankruptcy this year. Major retailers such as Bed, Bath & Beyond, David’s Bridal, Boxed, Tuesday Morning and Party City are in this group. CBI We can examine the correlation between their financial distress and the diversity and inclusion perception of their employee community and may draw some hints as to why there was a ceiling on their success. Glassdoor reports that Bed, Bath & Beyond has a 3.6 out of 5 diversity score. Their average rating has declined by .03% over the past 12 months.  David’s Bridal was rated 3.7 out of 5 with the lack of care for employees and diversity mentioned as grossly lacking. Tuesday Morning’s diversity and inclusion culture was 3.4 out of 5, while Party City faired at 3.6 out of 5 based on 691 anonymous employee responses. There is a negative impact when employees feel that their organization does not care about diversity and inclusion, including low engagement and turnover. An additional consequence is that employees offer negative reviews, and their void of care becomes obvious on critical platforms that affect growth and lucrativeness. The Void of Care Blog Post

Although these are small sample sizes, the data supports what other studies have shown empirically – the correlation between a diverse and inclusive culture and the profitability of a company. Organizations should always be concerned about how each employee experiences their culture because word - of - mouth alone travels fast and can influence investors and stockholders’ confidence in the leadership and strategy. We may not know the ins and outs of these retailers’ strategy and approach to diversity, equity and inclusion; however, the evidence suggests that the investment was insufficient to yield innovation, resilience and competitiveness.

Today, innovation and staying on the cutting edge will be critical to thrive in the current economy and beyond. Commerce is about the survival of the fittest . Organizations who are averse to investing in their culture will find it more difficult to thrive.

Companies who have consistency in their focus around DEI tend to be more resilient during downturns. If inclusion remains a priority, innovation will flourish. Can you be innovative without listening to people? Are you able to stay afloat during financial difficulties if your people are not bought in to your strategy and values? The question becomes, if your organization was forced to cut their budget, what area do you believe would be the first to be on the chopping block?

Three Ways Not Practicing Inclusive Leadership Can Hurt Your Company

Fri, 23 Jun 2023 19:57:43 GMT

There are many ways that not practicing inclusive leadership can hinder the success of your company. We’ve shared the increase of innovation that happens within inclusive environments. Companies with above-average diversity produced a greater proportion of revenue from innovation (45%) than from companies with below average diversity (26%). Forbes Still, there are three key areas that organizations must be aware of to prevent devastating consequences.

The first consequence of not practicing inclusive leadership is it increases the turnover rate. Inclusive leaders build connected and engaged environments. When employees do not feel supported by their manager or connected to their co-workers, they find it easier to leave and look for a place where they can experience more belonging. This lack of leadership will create a revolving door that will be difficult to overcome. The humility we spoke of earlier still rings true here. Inclusive leaders admit they have biases and work to increase their awareness.

Inclusive leaders address their personal bias and understand the impact it has on how they interact and respond to others. It's easier to refuse to view differences as relevant to the individual, but it is detrimental to clump everyone into the right same group, with a colorblind approach to leadership. There is a false belief that this colorblind mindset is objective and fair; easier to not factor in how culture is an important personal diversity factor. The inclusive leader understands that no one wants to be viewed as neutral; negating all their uniqueness.

The next reason that not practicing inclusive leadership will hurt your company is it causes low morale. When employees believe there is no one in leadership they can identify with, they are less likely to feel like they can have a trusted mentor or future in the organization. Mentorship boosts morale, strengthens the pipeline of future leaders and offers direction and support to employees with little expense to the company. Employees excel where they feel valued, and this increases their excitement about the work they do.

Thirdly, fear of failure and taking strategic risks are issues employees will battle if the culture is not managed by inclusive leaders. Employees who do not feel valued will struggle to make decisions because they sense a lack of support. They will be concerned with backlash and being ostracized if they make a mistake. When employees feel like they belong they are more confident in taking the initiative and following through on their ideas because they do not worry about rejection or negative consequences.

In addition to these three derailers to productivity, engagement and innovation, when inclusive leadership is lacking, organizations open themselves up to legal risks. Legal risks can include discrimination lawsuits that can be extremely costly to your organization's profitability and credibility. If you are not investing in building inclusive competencies across all team members and holding leaders accountable for inequitable practices, you are creating a leaky culture that’s costing you more than you know.

High turnover rates, low morale and fear of failure create a trifold effect that can hinder the results you desire to see. If you want to be proactive in these areas to avoid gaps in your culture, it's time to build the urgent case for inclusive leadership training in your organization.

How to Implement Inclusive Leadership

Tue, 20 Jun 2023 16:25:12 GMT

Strengthening inclusive leadership competencies requires intentionality and begins with education and understanding what it is and how it will benefit your organization. It also entails understanding the demographic profile and workplace climate of your current employee base, including your current leadership. An objective assessment of key workforce data and sentiment will help to initiate effective interactions that are coupled with insight about the future direction that needs to be taken to empower inclusive leaders. What are your retention rates, and what percentage of your leadership is visibly diverse? To understand the depth of the current state, the organization must be connected to data analytics and comfortable reviewing your current story as it relates to DEIB, as well as crafting a vision for the culture’s future. Implementing a focus on inclusive leadership requires deep-seated commitment at the highest levels of the organization.

Along with this commitment, must come an openness to listen to employee feedback and explore potentially hidden and unpleasant truths. Genuine interest and understanding that this may be uncomfortable initially should be considered so that this dialogue is not dampened by fear, defensiveness or denial. Research shows that it is also important to be aware of triggers that may arise and use courage and consistent approaches to evaluate the next phase of the workplace culture’s evolution as you address what it means to be an inclusive leader. Forbes

Next, identify leaders who are already functioning inclusively and ask them to serve as a peer mentor as they receive continued education. Solicit and accept their ideas around inclusion and the benefits they have experienced. These conversations will lead to greater self-awareness and assist with proper implementation. Gauging where you are and knowing where your leadership is currently will help you to prepare appropriately. You will also want to ensure full participation from all leaders so that all levels of management are developed. This extra effort will yield long lasting results as inclusive leadership should be understood as more than a theoretical idea, and instead is the standard expectation for all leaders and aspiring leaders in the company.

An individual leader can begin implementing inclusive leadership practices by becoming more empathetic to the gaps that are currently present in the organization. They can also start with acknowledging and celebrating diversity. If it comes from a genuine place, employees and leaders can learn more about DEI holidays and observances that will help them appreciate diversity more because of the exposure they are receiving in their workplace.

Our Power of Inclusive Leadership program strengthens these implementations and offers more extensive guidance and actions that will help your leaders gain more insight into their role in creating inclusive environments. Inclusive leadership training is for everyone but engaging with those who desire to increase their cultural intelligence and want to expand their DEIBA awareness can set your leadership teams on a new path to influencing your organization in a positive way.

The Impact of Inclusive Leaders on Innovation and Productivity

Tue, 13 Jun 2023 15:11:59 GMT

An organization without inclusive leaders is less innovative, competitive and prepared for the future. Self-focused leaders in your organization create an underdeveloped playing field rather than one that allows growth and advancement for multiple team players. When a leader leaves an organization without the imprint of inclusive leadership, it's possible that they have not adequately prepared anyone to replace them. If they do, the replacement may be a carbon copy of the person who exited. That is fine if you want to maintain status quo and miss opportunities for healthy disruption.

Here are four ways inclusive leaders unlock innovation and cultivate a productive team.

Inclusive leaders embrace opportunities to mentor employees, creating an organic pipeline of stronger individual contributors and leaders.

Inclusive leadership creates a culture conducive to big wins and longevity in the industry. When employees feel they are an essential part of the team, research shows they perform better with greater dedication. People are 25% less productive when they feel they don't belong. Harvard Business Review This sense of purposeful belonging boosts productivity. When teams are productive, they are reassured of the value of their work because of the success they attain, which in turn decreases turnover. Forbes

Inclusive leaders focus on the concerns of their teams in conjunction with the work they perform. Productivity does not override complex environments. Without inclusive leadership, organizations can be productive, which is excellent, but they can also be vulnerable to discrimination suits. If leaders only focus on the work rather than on the concerns of their teams, they will miss critical opportunities to connect and address issues or concerns. Taking the necessary time to ensure all leaders understand the criticalness of being empathetic to the needs of their employees is a proactive and preventive measure that protects organizations and reaffirms employee wellbeing. Being a part of a group and feeling included and accepted is what it means to belong. When people perceive they do not belong and are not given the opportunity for equitable opportunities, they will feel discounted, dismissed, and potentially discriminated against. This opens the door to bad company reviews on public platforms or, at worst, legal pursuits and claims. Some organizational leaders may feel this is a far-fetched issue they should not concern themselves with, but since only 31% of employees view their leaders as inclusive, this should be on the radar of every leader. Harvard Business Review Additionally, higher retention rates and greater job satisfaction are correlated with a sense of belonging. This confirms that fostering a sense of belonging is essential for long-term success.

When inclusive leaders are prevalent in your organization, the impact is that people feel seen, heard and valued. Employees desire to be seen as more than a number or a generalized contributor but as authentic partners in their daily work. When employees can contribute with their unique thoughts and ideas that pull from their cultural and personal experiences, innovation will result. Innovation drives expansion, and without a safe space for employees to express their ideas, organizations will forfeit opportunities to impact outside the box.

Inclusive leaders nurture diverse employee groups and support them in presenting their ideas and perspectives. Improving your leadership and developing inclusive leaders enhances your brand credibility. Nurturing diverse employee groups and supporting them in lending their ideas and perspectives allows you to reach a larger and more diverse audience. With more diverse input, your organization can make more informed decisions that influence the broader population base. The organization needs to consider its brand image, the images people see in the leadership roles, and how it can interact with a broader range of people and personalities. In short, inclusive leadership impacts your global presence.

Inclusive leaders are concerned about cohesion among their teams. The cohesion of team members determines how well they collaborate. When leaders model inclusive behavior, disjointed communication and interaction decrease. As your leaders see every team member as necessary, team members will understand that including others in the decision-making process is an integral part of your organizational philosophy and way of working.

When your leaders are inclusive, they take accountability for diversity, equity, and inclusion, and their commitment is evident to all. They not only lead but also mentor others, and they are seen as trusted by those in which they take an interest. They are curious to learn more about those they mentor, and this allows employees to express their professional goals. The more you know about your employees' goals, the better you can position them for opportunities and create retention, which saves on hiring costs.

The inclusivity of your leaders is a tale-tell sign of what is vital to your organization and the impact you desire to have in a competitive market. Do not take the power of inclusive leaders for granted. Prepare your leaders to join the revolutionary group of leaders arising in organizations that understand the impact of diversity, equity, and inclusion and its undeniable trickle effect on the health of the business.

A Day in the Life of An Inclusive Leader: What Does It Look Like?

Fri, 09 Jun 2023 18:04:09 GMT

Understanding an inclusive leader's profile and daily process is essential to leading inclusively. When the role of an inclusive leader is fully realized, choosing to be an inclusive leader is no longer an option. But instead, the question becomes can you be a true leader and not be inclusive?

Here are four ways you can practice inclusive leadership daily.

Inclusive leaders incorporate self-reflection into their day, realizing their responsibility and role to lead their team to achieve set goals. The inclusive leader does not “clock-in" to this role when their day begins but is committed to an inclusive mindset, self-awareness, and intentional action. The inclusive leader utilizes meetings and communications to set a tone of respect that flows outside the organization's four walls. They know that how their employees feel about their daily experience will ultimately influence their brand and reputation. In conjunction with a business focus, creating a nurturing and supportive environment where each member can grow and thrive is the order of every day. This leader is courageous as they use their voice to ensure that equitable policies and practices are in place that allow their team to experience the basic needs of safety, fairness and respect.

Inclusive leaders unlock innovation and generate better business outcomes because they value the ideas and contributions of everyone. Motivating teams cannot be accomplished from a monolithic viewpoint. This is why inclusive leadership is imperative and should be non-negotiable. Inclusive leaders are not swayed to solely incorporate the thoughts of those who resemble theirs while overlooking the contributions of divergent points of view. They appreciate diversity, encourage unique perspectives, and effectively listen to their team members, customers and vendors, leading to innovative solutions. They use meetings to present an agenda but couple it with time to gain feedback from their team. They are conscientious of how often they are speaking as opposed to listening. This skill allows them to effectively utilize the talents of the team and gives everyone an opportunity to contribute and grow in their career, an attractive retention mechanism for talent. Inclusive leaders take note of misunderstandings and when team members appear to be disengaging and contributing less. They respond to these signals and further engage the employee who appears to be struggling.

They too, speak up in their meetings with colleagues and leaders on behalf of the employees they represent. They are unafraid to make suggestions that will better serve the organization and prevent complaints and turnover.

An inclusive leader practices humility and takes the responsibility not only when their teams are unified and strong but also when there is a need for conflict resolution and uncomfortable conversations. They admit when they have missed the mark and willingly develop a plan to incorporate better methods. They actively model how to appreciate diversity and engage the perspectives of everyone. They can see past their own experiences and include the ideas of those who utilize different approaches.

An inclusive leader has a network of peers that provide opportunities to engage with other leaders who have decided to take this path. Inclusive leaders need the support of the organization and senior executives as they take on an inclusive approach to leading their teams. An inclusive leader can feel isolated if they are not surrounding themselves with others who value being equitably responsible as a decision maker in your organization.

These are the reasons we developed our Power of Inclusive Leadership program. We want to cultivate and support leaders by giving them a safe space to discuss their concerns and the approach to leading teams with diversity, equity and inclusion as an integral part of their leadership style.

Fanning the Flames of Innovation: Legendary Story Highlights The Business Case for DEI

Fri, 09 Jun 2023 16:32:33 GMT

With so much conjecture about DEI in the media, real-life faux pas, and missteps in major corporations, we can easily see the distinction between organizations lighting the fire and others fanning the flames. Organizations can utilize DEI strategically to ignite innovation and endless possibilities or proceed without a solid strategy reinforcing mediocre cultures and unremarkable business results. .

Pepsico is an organization that blazed a trail for successful diversity, equity, and inclusion and is the focus of the intriguing new movie Flamin' Hot . Flamin' Hot will debut simultaneously on Hulu and Disney on June 9th. This story had a lot of buzz before movie producers decided to tell it. It was a legend often retold in the DEI industry for years. Now the world will see how innovation was influenced by diversity that was seen, heard, valued and implemented. This ultimate recognition led to breakthrough innovation that changed the snack industry with a sizzling hot flavored Cheeto. There has been some back and forth about the story's legitimacy, but the concept of one employee sharing a recipe from his cultural background as a change agent isn't something to shrug off. Why? Because if organizations create an environment based on respect, safety and inclusion, billion-dollar inventions, ideas, and answers can show up in a warehouse or at a desk, changing the trajectory of the boardroom, and increasing profitability. This concept is precisely why the business case for DEI is so critical to understand.

However, Pepsico built its DEI philosophy on something beyond a one-hit-wonder. PepsiCo has led the charge for years as an igniter of diversity, inclusion and belonging. They began extinguishing inequities in the 1940s when they hired a Black sales force to market their soda directly to the African-American community. They decided to be a brand that understood the importance of knowing their customer base and integrating the community they served into their workforce. In the next decade, they appointed a woman on their board, and in the sixties, they hired the first Black VP of a multi-national company. They were fearless in kindling equitable opportunities in key areas, which went against the grain of the times. So, it is no surprise that, by the 1980s, they participated in multicultural marketing efforts .

How has their DEI strides affected their business? A quick review of the beverage and snack behemoth’s stock price performance over the last 50 years shows relative flatness until the early 1990s when a sharp incline began. It is interesting how their stock performance began to peak roughly a decade after significant investments in multi-cultural consumers. PepsiCo stock's closing price in May of this year closed at $196.12; their all-time high. This is impressive during times of downturns, bankruptcies and businesses closing. We celebrate PepsiCo’s commitment to DEI, focus on partnerships and community, and efforts to offer their employees a space to be themselves. Forbes

While no organization is perfect, Pepsico is a good example of how sustained progress with intentionality is almost always a recipe for success; you get to decide your level of spice tolerance. At KEIRUS BY KJE, we like it hot, flamin’ hot.

Five Reasons the Goldman Sachs Discrimination Lawsuit Matters

Fri, 19 May 2023 18:20:48 GMT

A decades long battle over gender bias and discrimination was recently settled in New York between more than 2,800 plaintiffs and Goldman Sachs . While the case settled for $215 million, the cost is much higher.

How much did Goldman spend in legal fees across the 13-year span of this case?

How much did the Wall Street Bank spend on recruiting over the last 13 years to address turnover issues resulting from its culture labeled as hostile by plaintiffs?

What is the reputational impact and how expensive will it be in the coming years to undo the harm?

They say time heals all wounds, but it also exposes problematic infrastructures that appear to be successful and prosperous. Broken and discriminatory systems, policies and practices fail in the long run, sometimes costing upwards of millions of dollars. Workplace cultures with recurring and unresolved biased behaviors and decisions burn bridges within the talent pool and jeopardizes your brand.

If you are not investing in building inclusive competencies across all team members and holding leaders accountable for inequitable practices, you are creating a leaky culture that’s costing you more than you know.

Here are five ways to assess your organization for vulnerability and risk.

Most leaders lack the necessary leadership development and training to implement inclusive practices in the day-to-day management of their teams. At best, organizations emphasize emotional intelligence in leadership training, but this approach falls short and lacks the cultural intelligence lens needed to mitigate bias in talent decisions. If your leaders are still saying, “I only hire the best talent,” you have a problem. The right inclusive leadership training provides practical tools that help busy leaders implement authentic and practical approaches to leading inclusively.
An intentional approach to recruiting diverse talent is important, but if your culture is creating a revolving door, the demographics of your leadership team will look the same in five years as it does today. Do the work before a lawsuit requires you to. If your employee engagement survey results are not analyzed properly by demographic data, you have a problem. The systems and behaviors that cause traditionally marginalized people to leave will perpetuate a vicious cycle.
The terms of the gender discrimination lawsuit against Goldman Sachs requires that they partner with an outside firm for three years to ensure “accurate, reliable, and non-biased outcomes" for employees. If your leaders bristle when required to complete an elearning module about unconscious bias once every two to three years, you have a problem. Sporadic, check-the-box DEI training is not enough to change behaviors. Organizations need a multi-year learning plan that increases DEI awareness and competency building over time.
Pay, promotions and performance management are the trinity of talent management practices most often saddled with inequity and bias. Such was the case according to the class action judgement against Goldman Sachs. If succession planning and talent review exercises in your organization yield the same outcomes year after year, you have a problem. Do not be disillusioned into thinking talent decisions are made purely on merit. Bias and preferences often shape the definition of “top talent” and determine who gets developed and sponsored creating disparate outcomes for those who do not fit within the tight margins.
Just because you have active employee resource groups (ERGs) and are making strides with supplier diversity, your culture can still have systemic issues that covertly undermine progress. Goldman Sachs has a history of investing in diverse-owned small businesses that support economic growth and social impact. If your DEI strategy is not comprehensive and embedded within the culture, you have a problem. Employee resource groups and DEI Councils can help, but they are not the cure-all.

If this checklist is highlighting gaps in your culture, it's time to build the urgent case for DEI in your organization. A CNBC/SurveyMonkey Workforce study identified that 80% of survey participants want to work for an organization that values DEI. Some workers base decisions to stay with a company around the organization’s commitment to DEI. A 2022 EY US Generation survey found that 76 percent of Millennials are willing to leave their organization if DEI initiatives are not part of the culture.

While we cannot know for certain how much Goldman Sachs spent defending this class action throughout the 13-year battle, we know the settlement cost $215 million with a requirement to spend money hiring an external DEI consultant for three years. Between outside attorney fees, the 3-year mandate to hire DEI consultants, and the additional money they will spend to repair their reputation, this one lawsuit could easily carry a half-billion-dollar price tag.

The next time you plan your annual DEI budget and can barely get approval for low six figures, pull out this article with senior leadership and redo the math. The adage, “An ounce of prevention is worth a pound of cure,” has never been truer when it comes to building a strong workplace culture through diversity, accessibility, equity and inclusion.

Together, we transform cultures proactively . Let's talk .

The Relationship Between DEI, Innovation and Productivity

Wed, 03 May 2023 19:28:43 GMT

We have looked at DEI's positive impact on critical areas that influence organizational success in our past two blogs. As we conclude this three-part series, we want to highlight how the sustained investment in DEI impacts two key areas: innovation and productivity. Innovation allows organizations to be competitive and increase their market value by creating new products, offering new services, finding greater efficiencies and staying on the cutting edge of technology and customer needs. Productivity and innovation yield their best results in diverse and inclusive environments where every team member can contribute fully and authentically.

People are naturally happier at work when they do not have to hide who they are, their identities are welcomed, and their unique approach to work is supported. An Oxford University Study shows that happy workers are 13 percent more productive. Oxford Research This research reinforces the impact of belonging on organizations. Belonging removes restrictions on creativity which encourages involvement and motivation to participate collaboratively in the work.

Innovation is a valuable result of diverse groups working together to achieve a common goal without requiring sameness in thinking, process or approach. Semblance is a more significant issue, an unspoken understanding that everyone must mimic a particular demeanor or thought process to fit in. However, the more diverse your organization is in visible and invisible diversity traits such as personality, gender, ethnicity, education, sexual orientation, personality style, and religious beliefs, the more innovation, and avant-garde innovation you will experience.

In 2020, McKinsey reported that many organizations were forced to decrease their commitment to innovation because of the other issues that needed to be resolved to stay afloat during the pandemic. McKinsey, 2020 Now that we are entering the other side of crisis mode due to the pandemic, organizations must put innovation back at the forefront to ensure their revival of profitability. Organizations that encourage cooperative projects and offer the opportunity for key stakeholders to interact and engage in the organization's future direction create a think tank for innovation to evolve constantly. When diversity, equity, and inclusion are apparent, teams are open to the ideas of others. They are prone to joining forces on implementation because they recognize the value of input and diverse ideas. As teams work together and are given the safety and space for freedom of sharing of ideas, they are excited about the productivity it takes to meet the goals.

However, when employees do not feel comfortable sharing who they are, their authentic selves, they will not be comfortable verbalizing their thoughts and ideas freely. If you don't accept the fullness of who I am, why would you want to hear the ideas that flow from my originality? You may hear a portion, but without a sense of belonging, many ideas will automatically be eliminated because of the perceived lack of safety to express thoughts and ideas – ideas that could lead to profitability and increased profit margins.

Innovation and productivity flourish when:

Self-awareness of employees and insight from management on the expertise of their team members is encouraged through assessments and conversations that highlight strengths and areas of growth that can be supported.
Safe spaces for discovery, discussion, cooperative projects, and non-judgmental feedback are incorporated into team meetings and processes.
Speaking up respectfully, without fear, is supported by engaging ideas for invention and change without criticism for thinking outside the box.

Innovation and productivity are cultivated when individuals are intrinsically motivated by contributing authentically to reach a goal, where their participation will be rewarded in a way that lets them know they are seen, and their hard work is valued. The more they can participate, the more passionate they will remain about being productive and helping you’re the organization experience consecutive wins.

How to harness diversity to fuel Innovation and productivity are discussed in our leadership development program, The Power of Inclusive Leadership . Contact us for more information .

The Relationship Between DEI and Talent Attraction and Retention

Wed, 05 Apr 2023 18:19:27 GMT

Between the Great Resignation, quiet and loud quitting, along with rage applying, the talent acquisition trends within the workplace culture are ever evolving. However, one thing will remain consistent: the positive impact of DEI on talent attraction and retention. Diversity, equity and inclusion should be the lens we look through to evaluate all hiring and talent development practices. Keeping DEI intertwined with these initiatives creates effective engagement that prevents employees from prematurely creating their exit strategy. When equity and inclusion are vital components of your culture, employees find that their voice and input matter, which inspires them to be more committed to your vision. Similarly, DEI influences retention because employees feel a genuine connection when encouraged to interact and collaborate as a valuable member of your organization. When potential candidates see that you allow your employees to be themselves, they feel their originality will be welcomed. It’s difficult for employees to pretend to be someone other than themselves for an extended period. Code switching is exhausting and environments that allow micro-aggressions to remain unchecked are costly. Without DEI practices in place, this is the stressful and uncomfortable position we put employees in, limiting their capacity to commit to long-term engagement.

The correct implementation of DEI supports a sensitive approach to welcoming and sustaining your potential and current employees while reinforcing belonging. A transformed, inclusive culture supports diverse recruiting efforts and the breadth of your talent pool. This DEI-centered approach should be apparent from the beginning of your application process to onboarding and throughout the tenure of your employees. A climate that embraces belonging allows your employees to show up to work as their authentic selves without fearing discounting, dismissal or retaliation when they express their concerns or needs. DEI principles create an avenue for constructive conversations that create opportunities for growth and understanding.

To improve your attractiveness to a diverse talent pool, you must be aware of your organizational population, which starts with the data. Without accurate data, you are prone to window dressing which gives the appearance of active DEI recruitment and retention strategies. Still, employees will quickly feel a bait-and-switch tactic if what you say about your company does not match what they experience. How diverse is your organization? When your hiring data is transparent and reviewed consistently, you can evaluate how diverse your hiring practices are and determine where diversity retention is the strongest. Ensuring your talent pool represents the communities you serve and attracting more than one prominent set of diversity factors to your organization is critical to your brand reputation and ability to achieve long-term business objectives. Diverse representation strengthens your brand awareness because you reach more than a homogenous group of customers, suppliers and future talent.

Talent Acquisition Partners and HR Leaders should be allies committed to staying curious about how inclusive their hiring practices and promotion processes are within the culture. They should commit to be well-informed about acquisition trends that may be unfair or alienating to specific groups. On the opposite end of the spectrum, in today’s climate, we see layoffs increasing. Are these decisions being made equitably and fairly? We can ensure fairness through data analysis and bias mitigation training and processes.

Three components prove the relationship between DEI and talent attraction and retention is a major one:

Effective Talent and Retention Strategy or Effective Leadership Training -When DEI is integrated into talent acquisition, there is an intentional perspective of what hiring, and talent development looks like for diverse populations. Data will be at the helm for making decisions on all employment practices. In addition, managers should receive inclusive leadership and bias mitigation training that will prepare them to interview and promote candidates using fair practices with limited bias. This will improve engagement within teams in a way that supports retention and long-term growth. This is a cyclical process that continues to yield results because the internal framework is consistently being evaluated.

Innovative Practices that Create Company Wins - Research has shown that more diverse teams perform better Forbes . Higher organizational performance is vital for employees to feel job security, especially during difficult financial climates. Diverse talent is essential, but it matters most when inclusive practices are in place that supports more than presence but integral participation. Greater innovation will be experienced from collaborative efforts that originate from broader perspectives that are not one-dimensional. Successful interactions and results yield company pride, which improves retention.

Equitable Leadership and Career Advancement Potential -With diversity, equity, and inclusion-centered hiring, equitable opportunities within leadership and promotion practices for all employees are normalized. Talent Attraction and retention thrive when employees see those with similar diversity factors experiencing upward mobility. How equitable are your promotion practices, and is there room for underrepresented groups in leadership?

Potential candidates and current employees are seeking advancement opportunities and want to know that their contributions are not overlooked based on their identity factors. Forbes

Making sure that DEI is a part of your talent management processes will reduce your cost of turnover and the interruptions the lack of retention causes. Your organization will benefit from this implementation and the influence it will have on your culture.

The Relationship Between DEI and Culture Change: How a Community Bank is Experiencing the ROI of DEI

Wed, 01 Mar 2023 03:24:45 GMT

DEI progressively changes your organization over a period of time, and the best results are felt through the implementation that impacts the hearts and minds of your employees. This introspective process has great internal and external value. DEI and culture change are tightly knit. Diversity, equity, and inclusion impact your culture when using a curated approach. DEI transforms culture into its most effective condition, even if it’s starting point point istoxic. This process begins by focusing on the current state of your culture, which is why transparency is a critical component of the diversity, equity, and inclusion process. AT KEIRUS BY KJE, our process includes a thorough review of data and analytics which results in finding out what is working well and what should be discontinued within the approach to transforming their culture.

DEI yields an inclusive culture that allows everyone to perform at their highest level, not just a few. If you have a good culture, people will show up to work and do their jobs; some may even do it well. However, if you create a culture influenced by diversity, equity, and inclusion, employees will become more engaged with a dedicated approach to their work because they feel valued, respected and appreciated. This dedication changes the status-quo culture and allows fulfillment and self-actualization to become a part of the framework.

DEI majorly enhances a culture allowing employees to be themselves, empowering shared thoughts and ideas. This innovation elevates your organization. A monolithic culture encourages everyone to look through the same lens and does not allow the diverse perspectives needed to capture more markets, customers, and partners. A study from Harvard Business Review found that diverse companies had a 19% higher innovation revenue.  

DEI changes the innovation process, leading to higher profitability, which is now at the forefront of most organizations due to the challenging climate. It also changes a culture's sensitivity to the world around it. The metrics of increased profitability are strengthened when coupled with an insightful culture filled with awareness of how everyone's actions affect others and the perception of the organization's brand.

Monica Eaton is the Business Transformation Officer, Senior Vice President at Texas First Bank, and a dedicated key leader in the execution of their DEI initiatives and strategy. We had the privilege of partnering with them to initiate their culture assessment and deploy DEI training. Monica has experienced the influence of DEI on their culture firsthand, and the results of utilizing KEIRUS’ strategic approach.

"Encouraging all forms of diversity, including diversity of thought, has not only led to an increased understanding amongst coworkers but it's also led to enhancements to processes and products. The core takeaway is that a culture where everyone feels seen and heard can pay dividends in the long run." Their implementation of culture enhancements aligns with their key strategic objective: to attract, retain, and develop human talent. They have been committed to fostering a diverse equitable, and inclusive workspace that reflects the communities they serve, which is critical to meeting their people and business objectives. "By building a workforce of talented individuals who understand the unique needs of our customers, we maintain a key advantage over competitors in the region."

She highlights that the most significant return on investment from DEI in her organization has been promoting a "speak up" culture. "When people feel seen and heard from a DEI context, they feel more comfortable speaking up in other contexts. Our leadership's commitment to truly listening has led to some employee-designed improvements that may have never been known or implemented otherwise." Assessing their current culture was critical in determining the need to integrate DEI initiatives at a greater level. They began by setting a goal to attract and develop talent. But they could only build a strategy to meet that goal once they assessed their strengths and opportunities from a human resources perspective. "From our initial analysis, we identified DEI as an important focus. We then further relied on assessments to determine what specific areas and objectives we should focus on within our DEI program. Gathering employee input and feedback helped us hone in on which initiatives to tackle first."

At KEIRUS BY KJE, we empower leaders first in introducing DEI into the organization. Monica supported this implementation hierarchy and shared the importance of the leaders' mindsets within the organization and how they affect connecting DEI to improving culture. "With any organizational change initiative, it's important to set the tone from the top. From the beginning, our CEO Chris Doyle has served as the executive sponsor behind our DEI efforts and personally made the DEI business case for our leadership and employees. Having Chris's full support behind the initiatives has been critical to building support across the organization. Additionally, leadership's desire to listen and commitment to act has helped employees feel more comfortable speaking their mind in the context of DEI and in all areas of business."

DEI catalyzes culture change, and sustainability is the key to continual improvement. Monica believes that continuing education is critical to the long-term success of DEI initiatives. "DEI training is not just "one and done" and we can all benefit from periodic reminders to be conscious of our behavior and the type of environment our behavior might create. Also, building beyond training with our employee resource groups helps promote a long-term DEI program."

 We guide organizations to build muti-year strategy and DEI educational plans to transform culture through our philosophy of C.A.R.E.

Your organization can also experience the results that DEI has on culture and up-level your employee’s experience and your customer-facing brand. Contact Us .

Five Things We Get Wrong About DEI

Fri, 17 Feb 2023 17:55:09 GMT

Messages from Government Leaders Harmful to Corporate Workplace Culture

In Texas and in Florida, we are beginning to see DEI at the forefront again, and it’s making national news. Ironically, these headlines are being made during Black History Month, a notable juxtaposition, and reminder to corporate leaders that education, awareness, and action must continue. Why? Because it's becoming clearer that what people misunderstand or disagree with, they attack and devalue. Our role as a DEI firm is to educate on why DEI is critical to organizational, economic and societal health. Amplifying misconceptions about the purpose of DEI is harmful, sowing immense discord. It's incredibly disappointing when misleading rhetoric and unsubstantiated messages are shared with the masses because the consequences directly impact the safety and livelihood of marginalized people. DEI is much more than a Black or White issue or a political dividing point, although in America, we can’t seem to move past this position. Diversity, equity, and inclusion encompass an array of issues that benefit people from all walks of life. At KEIRUS, we believe we have a responsibility to respond emphatically with objective data that supports the need for continued progress in workplace diversity, equity, and inclusion initiatives.

The Five Things People Get Wrong About DEI

1. Diversity shouldn't be a factor in talent decisions.

DEI is not a way to show favoritism to a particular group of people. It is a mechanism to ensure that everyone, especially marginalized groups, has a fair chance in the hiring, development, and promotional process. If we're going to say that diversity shouldn't be considered in hiring, we need to first look at the population demographics of these institutions and organizations to determine if it’s actually making talent decisions with fairness and equitable opportunity. How visibly diverse is the leadership team? Title VII protects certain identities from discrimination in employment decisions, but legal protection alone is not enough. The data is clear across government, educational, and corporate organizations that women and people of color are grossly underrepresented in leadership positions across all workforce sectors. Next month is International Women's Day, focusing on the continued struggles of women in areas such as equal pay. There has been improvement in representation of women in the last several years; however, women of color are grossly missing in senior leadership in corporate America. One in four C-suite leaders is a woman, and alarmingly one in 20 is a woman of color. LeanIn 2022 This low level of representation of women and people of color is a huge issue, and we haven't even scratched the surface on being able to measure the representation of person’s with different abilities and LGBTQ+ people. The fact remains, and will always be true, that talent decisions have a level of human subjectivity. DEI must remain a lens in which we evaluate talent practices and processes to mitigate the impact of biases that influence outcomes that perpetuate low representation.

2. DEI is about White people losing.

DEI creates gains and wins for everybody. It opens a pathway that prevents the door from being repetitively shut on those who are different and more likely to be discriminated against. The goal of DEI is not to punitively take away from one group of people to give to another. Instead, it aims to create equitable practices, so access does not require a martyr. When we expand our view from a limited or scarcity mindset to a powerful one of abundance, we can then recognize that there is enough for everyone to succeed. We often hear the expression “making room at the table,” in the context of DEI initiatives. A more powerful view is that the table is not at its best when diverse voices and perspectives are not intentionally present. Diverse teams outperform their peers. Research has repeatedly shown that companies with racially diverse leadership teams are 35% more likely to outperform less diverse ones. McKinsey Diversity is good for business, proven by the increased innovation when unlike minds think together. When an organization successfully achieves its performance objectives, career opportunities and greater financial rewards become more available to all. Simply put, when a company is winning, everyone benefits.

3. Diversity programs divide instead of unify or include.

At its root, DEI recognizes our sameness as humans with basic needs of safety, acceptance and belonging. We all desire to be respected, valued and included. When we respect everyone, the practice of discounting decreases. Unity or inclusion should not require a person to deny or ignore their unique identities. Underrepresented groups, through micro-aggressive words and behavior, are told that they should not be authentic because some may be uncomfortable with their uniqueness. In other words, one person’s desire to remain comfortable and in a place of power means that another person must pay a hefty price to belong. Separation and division begin when inclusive mindsets and approaches are absent, and when some groups remain comfortable at the expense of others. As we recognize our biases, we will be more aware of overcoming our natural tendencies to gravitate towards surface-level sameness to embrace others more fully. Diversity opens us up to the better part of ourselves, through self-awareness and conscientiousness. These attributes allow us to connect with those who are different so we can learn from them and lend ourselves to understanding their perspectives and viewpoints. DEI stirs up our empathetic response to connect with others in a way that allows them to be themselves without fear of harm, judgment, or mistrust. Workplace cultures transform when the foundation is built on inclusive and equitable practices.

4. Racism and other -isms are from the past; we should focus on the future.

If we do not become more informed about our past ignorance and its impact, history will continue to repeat itself. Historic inequities require us to implement policies that remedy decades of unequal access and oppression. Racism infiltrates every aspect of society, including education, government, healthcare, financial, and private sectors. As just one of many examples, racial disparity in medical treatment for women of color appears to be rising. Black women are three times more likely to die from a pregnancy-related cause than White women. The maternal mortality rate of Black women in 2020 was 23.8 deaths per 100,000 live births compared to a rate of 20.1 in 2019. The factors that contribute to this are disparities in healthcare, systemic racism and implicit bias. CDC, 2020 Hispanic Americans are prone to health inequities with one key factor being high levels of poverty. For example, Hispanics were far more likely than White Americans to have been hospitalized or died because of the coronavirus. Pew Research, 2022 Anyone questioning if the tentacles of racism still exist in society should produce a non-racial explanation why Black unemployment rates have been twice as high as White unemployment rates since the 1960s. Even with degrees from Ivy league schools, Blacks face significantly disparate employment opportunities compared to their White counterparts.

5. DEI is optional.

This is probably one of the biggest myths about DEI. It is only optional if you desire to exist in a vacuum void of growth and opportunity. DEI impacts stakeholder to consumer buy-in. Diversity programs encourage us to step outside of ourselves and get to know the stories, backgrounds, and life experience of others. This engagement is a necessity to an organization’s reach and brand reputation. DEI is foundational and not optional for industries that care about their employees, customers, patients, and vendor partnerships . It should be a core value of our humanity. Our nation is changing and will be completely different in 2050. In less than 25 years, Asians will represent 9% of the U.S. population, while Hispanics will rise to reflect 29%. Those born outside the U.S. will represent 19% of our citizens. Pew Research A limited mindset prevents us from benefiting from what other cultures and communities have to offer our society, and how we provide opportunities for them will ultimately benefit our world. We cannot let status quo motivations continue as the world becomes more diverse.

What Is Critical Race Theory (CRT)?

The American Bar Association highlights that Critical Race Theory (CRT) is an action that encompasses an evolving and malleable practice, critiquing how racism perpetuates a racial caste system that relegates people of color to the bottom tiers. CRT also recognizes that race intersects with other identities, including sexuality, gender identity, and others which is not a bygone of the past. Instead, it acknowledges that the legacy of second-class citizenship on Black Americans and other people of color continue to permeate the social fabric of this nation.

Our children and future generations depend on us getting off this roller coaster ride between DEI and CRT. The anti-Critical Race Theory movement labels DEI as "unpatriotic," "discriminatory," or "indoctrination," and then its supporters follow this mischaracterization with policies and practices to silence DEI in education and change voting laws, which in fact, highlight the legitimacy of CRT. DEI and CRT are three-letter acronyms that underscore our need to understand the past and how we can remedy the ails of racism, sexism, ableism and other exclusionary practices that contribute to systemic bias and discrimination.

More than 2,400 corporate CEOs representing over 85 industries participate in the CEOs in Action pledge, a public commitment to create more inclusive workplaces. The anti-CRT tone in the public sector erodes the intentions and efforts by companies like these to attract and retain the best talent and build inclusive, growth-oriented organizational cultures.

The livelihood of every for-profit entity depends on its ability to understand the needs of its employees and customer base and develop solutions to address them. Check the data. Do your customers or clients represent only one demographic? For chagrins, let’s say this homogenous clientele is true for your organization today. How likely is your business to thrive in 10 or 20 years if it remains this way? From neurological diversity to gender expression, the world is only becoming more varied. How will business and the economy remain competitive if it is not meeting the needs of the entire society?

Our response today is urgent and requires an all-hands-on-deck approach, especially with those in leadership roles. We issue this personal and organizational call-to-action: do not waiver in your commitment and efforts to create and sustain diverse, equitable and inclusive workplaces. Today, we have an opportunity to reframe the five things’ people get wrong about DEI into a strategic mindset and behavioral approach.

We ask you to join us in pledging a commitment to these five practices:

I commit to embracing my role and responsibility to build safe, respectful spaces for all employees to have a sense of belonging and value.
I commit to support the creation and maintenance of diverse and inclusive teams within my organization.
I commit to creating opportunities for innovation and growth through diverse and equitable hiring, training and promotional practices.
I commit to providing the best value and service to my customers by understanding their unique needs.
I commit to creating a culture of belonging in the communities where I work and live.

Dispelling Falsehoods About DEI and Dr. King’s Dream: Deconstructing the Myth of White Retribution

Wed, 01 Feb 2023 14:00:00 GMT

Annually as a nation, we remember the trailblazing accomplishments of Dr. Martin Luther King, Jr. This celebration not only recognizes his January birth but his significant contributions to diversity, equity, and inclusion. We know Dr. King spearheaded the Civil Rights Movement in 1964 combatting injustice and his implementations were critical to the advancement of those experiencing discrimination. His non-violent strategy of organizing activists was combined with his monumental speeches to ban discrimination based on race, color, religion, sex and national origin. His strategic resistance also moved the Voter’s Rights Act of 1965 forward to ensure equal voting rights. On August 28, 1963, he gave his renowned speech, I Have a Dream, a highly quoted oratorical empowerment focused on creating a world of equal opportunity. Although this speech still echoes in the month of January and February for Black History Month and beyond, some have misinterpreted the purpose of his work for equity in every facet of life including the workplace. The myth of white retaliation has somehow emerged recently and has caused hostility towards inclusive programming and affirmative action. Dr. King’s dream was not to persecute those with privilege but instead he challenged us to all actively participate in the elimination of inequity and injustice.

Dr. King’s work was not marginalizing any group of people or alienating the majority.

Dr. King was aware that his message may be seen as one that disadvantaged White people, especially White men. In one of his speeches, he stated that many White men would fear retaliation, but they had absolutely nothing to fear. He assured that Negroes, now the African American community, were ready to forgive and forget the past while seeking justice for themselves and the White man. In his own words, Dr. King confirms that he was not asking anyone to pay for the sins of their ancestors but to be aware of the impact of their individual actions and perspectives on others, especially those in marginalized groups. However, there is a new construct of belief that DEI is a retrospectively punitive approach to promote blaming and shaming. It is quite the opposite, especially when done right. DEI is a proactive approach with the intent to create awareness of the importance of respect and opportunity for everyone without exclusion. When we see discrimination and inequities within our workplaces, we, like Dr. King, have a responsibility to ensure inclusion and equity without holding any group of people in contempt. Dr. King’s message was not retaliatory but restorative.

Economic Impact of Inequity

Our workplaces and economy do not excel with efforts to villainize one group and victimize another. The barrier to achieving a diverse culture of belonging is rooted in mindset of defensiveness and finger pointing. If Dr. Kings’ dream is going to be further realized, we must dispel the myths and limited mindsets that are preventing us from transforming our cultures with sensitivity to the problems that exist within system, communication and practices. When organizations overlook certain groups in the talent pool lacking diverse recruiting practices, money is lost, and profitability is hindered due to lost innovation and productivity. Research at Forbes Insights found that out of 500 organizations every 1% increase in racial and gender diversity yielded increased sales revenue by 3-9%.

Since 2000, racial discrimination against African Americans alone has cost the US economy 16 trillion dollars. ( Forbes, 2021 ) When Dr. King led the bus boycott in Montgomery, Alabama in 1955, he proved that exclusion costs. The economy was greatly affected when one group of people refused to utilize the public transportation system. Similarly, everyone’s participation in our workforce to sustain the economy matters. Unemployment rates increase when employees feel unwelcome in organizations and quit their jobs, literally or quietly, because of an untransformed culture. When organizations focus on diverse hiring practices and belonging, they increase their innovation and profitability. Inclusivity must follow so that employees of all backgrounds feel welcomed, valued and appreciated while also seeing a future with advancement and promotion opportunities. In 2021, S & P 500 and Fortune 500 companies had 41 women, 40 Asian, 20 Latix/Hispanic and 6 African Americans in CEO roles ( Investopedia, 2022) With extremely low levels of gender and racial/ethnic diversity leading organizations, pit is clear we still have a long way to go to make Dr. King’s dream a reality. ( Forbes, 2022 )

Pew Research Group reports that lack of advancement opportunities and feeling disrespected at work were two of the top reasons employees left their jobs. As we have also mentioned on our podcast, 24KEIRUS, the cost of replacing one employee is expensive, close to twice their salary. ( Forbes, 2023 ) Dr. King’s dream was all encompassing to balance the progression not only for African Americans but for people who have been discounted, marginalized and denied equal access.

The myth that DEI practices are tactics for White retribution uncovers a fear that must be addressed if we are going to create space for everyone regardless of their identity.

Gearing Up for a Great Year of DEI: What You Need to Do in the First Quarter

Tue, 03 Jan 2023 17:54:26 GMT

January is an exciting time when the top priority for organizations is to execute the vision that has been cast for the new year and achieve the goals that have been set. Many leaders are preparing to move into 2023 hitting milestones in every area, including diversity, equity, and inclusion. Unfortunately, some will lack the necessary resources, knowledge or systems to make meaningful progress, thereby perpetuating conditions that erode the employee experience and organizational results. Adequate preparation, productive follow-through, and, most notably, the right tools are critical to building an infrastructure conducive to a productive DEIB strategy. Similarly, the new year's resolutions we make in our personal and professional lives require self-assessment. If you were trying to exercise more at home, you would consider purchasing the proper equipment. Knowing what you weigh now would be key information if you want to lose weight in the upcoming year. The same is true with gearing up to meet the goal of a great year of progress towards achieving culture transformation . What do you need to know and do in order to achieve the goal? Where are you on the scale regarding how embedded DEI is within your organization?

The resolution to support inclusion is powerful when coupled with a proactive approach compared to a reactive response. So, in the spirit of the excitement and enthusiasm in the air to start the year off right, we want to open our toolbox and share what you should consider as you lay the foundation as you move forward into the first quarter. After you assess where you are, it is essential to look at the systems you have in place. Some components work together to create your DEIB ecosystem, which is imperative to running like a well-oiled machine.

Six key variables must work in conjunction with one another to improve the inclusivity of your culture. Prioritization cannot be given to one variable over another as a hierarchy but work together as gears. If one gear gets stuck, you will only advance in DEIB once all are operative at an optimal level:

Executive Commitment invests time and money over the long term because DEIB is not an overnight venture. Leading diversity, equity and inclusion from the frontline is important so employees know where senior leaderships stand. Witnessing executive commitment through action and not just words confirm the priority. Consistent discussion points should be at the forefront of company-wide meetings.

Business Strategy Alignment connects DEIB initiatives within the business strategy. This tie-in creates a deeper awareness and authenticity for why you are doing the work. This approach allows DEIB to become a part of the fabric of who you are as an organization and more than what you do as a check-the-box requirement.

Data & Metrics identify goals to measure the progress towards accomplishing DEIB initiatives. Now is an excellent time to deploy a culture assessment. As a follow-up, this implementation should also communicate your response regarding the employees’ concerns. As you begin the year, knowing how often leaders review the DEI dashboard and how your organization is tracking toward the target is also important.

Infrastructure & Communication encompasses the budget component and the headcount of how many dedicated DEI professionals work in your organization. Infrastructure and Communication highlights the policies and procedures ensuring equitable practices. How well you communicate DEI strategy within the company and the societal issues that affect your employees professionally and personally puts a value on how much you care about your employees and the community. Start the year off planning to have intentional DEI communications .

Talent Management ensures that the recruiting strategies and hiring processes reflect diverse efforts and cultural sensitivity. A larger, more diverse talen t pool allows sourcing for underrepresented candidates and broadens your brand reach. Check your talent acquisition processes for equity at every step, from the language in your job postings to the candidate pipeline and interview process to the onboarding process.

Learning and Education requires regularly scheduled learning opportunities that are consistent throughout the year in manageable chunks that allow the appropriate memory retention, engagement and reinforcement of the curriculum. The cadence and participation requirement support DEI learning as a priority. Employees should recognize and able to apply the material they are learning in their everyday experiences.

DEI is not often viewed as an ecosystem that penetrates the organization, but it is. This ecosystem overview is the starting point to create awareness of the gaps that may have formed within DEIB initiatives knowingly or unknowingly.

As you gear up for this year, it is okay to consistently review the DEIB ecosystem and switch gears if you realize your approach does not encompass the elements you need for success

DEI-The Gift That Keeps Giving

Fri, 02 Dec 2022 19:44:16 GMT

As we enjoy the holiday season, many gifts will be given and exchanged. The care with which the gift is wrapped gives value to it before it is even opened. DEI is an absolute gift to organizations that should be packaged in care because it is more than a requirement but a foundational building block to a healthy workplace culture and effective interpersonal relationships. When done well, diversity, equity, and inclusion will maximize its value throughout the year and the lifetime of an organization.

This investment into transformational DEI brings cyclical benefits because it becomes a part of building and sustaining a healthy culture. Employees desire to know that DEI Is more than an agenda but an appreciation for their presence as they do what they enjoy while being respected. When employers provide the gift of DEI and the next level of culture transformation, they will receive more commitment in return from their employees.

When a culture is unhealthy, quiet quitting becomes a risk. The term, ‘quiet quitting’ is a recent trending topic, but it has likely always existed to a degree. A number of our clients report higher turnover rates than normal – an indication that we are still dealing with the Great Resignation and further compounded by declines in employee engagement since 2020. Forbes, 2022

As employees withdraw loyalty and commitment, performance reduces to bare minimum levels and staunch boundaries are established around how much they give of themselves.

However, companies that realized the value of DEI have found that one of the first continual gifts of DEI is the financial return. Companies that embrace inclusion have an increased chance of meeting their financial target goals by up to 120%. Forbes, 2021 When your employees are committed, you save the time and costs associated with turnover and replacement staffing. Developing committed employees who are well-educated about the organization over a more extended period reduces internal disruptions that affect profitability.

Another benefit of this lasting gift is that when employees are happy at work, they create positive brand awareness for you. They are marketing your organization whenever someone asks what they do and if they are happy at their company. A positive social media post about their experience working for you is one of the best advertisements, and others take note. This organic branding increases the possibility that others will consider your business for their needs or spread the word that you are an attractive employer. In today’s employee-driven market, this is essential and a definite benefit.

Yes, there is more! When organizations invest in DEI, they create the opportunity to increase their employees’ emotional intelligence and support better interaction to prevent communication breakdowns within and across teams. Thought processes improve, and limited mindsets evolve. When employees are more self-aware, they can contribute as their authentic selves and understand how certain behaviors result in positive, supportive communication. Furthermore, employees begin to align with the vision and invite others to participate in the diversity dynamic.

The C.A.R.E. approach we offer our clients opens unlimited opportunities for innovation, interactive environments, intelligent strategy, and conversation that continue to yield thriving, inclusive environments.

DEI is an investment but a gift that keeps giving back to you in innumerable ways. Transformation is not an overlay of a toxic culture but a culture shifter that uproots organizational facets that prohibit growth and inclusivity.

Season after season can be jolly and bright with the right tools to guide you in creating spaces where diversity is appreciated, respect is for all, and inclusion is always the centerpiece and your organization’s pride and joy!

Now Is Not the Time to Pull Back on DEI

Tue, 01 Nov 2022 16:24:43 GMT

A courageous conversation within leadership could prevent cutting the critical resources for DEI from organizational budgets.

The KEIRUS Leadership Team

Setting organizational budgets are a significant part of planning for the following year, especially during the fourth quarter. If there are extenuating circumstances within the economy, CFOs and the executive leadership team may look for ways to mitigate financial impact by cutting items for specific initiatives before the end of the current year. Organizations often re-evaluate the original budget to ensure alignment with the predictions for the economy, supply chain, and the financial markets. This level of foresight is required when preparing company budgets, but it should not derail DEI commitments. As 2022 ends, we want to encourage you not to pull back on DEI. While a recession appears to be inevitable, and the impact of inflation is undeniable, diversity, equity, and inclusion are more necessary now than in times past. Recent turbulent seasons created painful awareness that belonging can and should be a core value.

Now Is Not the Time for Short Term Memory Loss

There was a global pro-DEI stance in the aftermath of May 2020. DEI was at the forefront of everything from launching massive DEI initiatives to marketing campaigns encouraging donations to support inclusion. Did organizations dangle DEI in front of their employees to calm a raging storm to simply cruise through with piece-mill programs? The push to appreciate diversity was apparent 22 months ago, but did it take root and grow?

A recent discussion on Instagram highlights this concern. Anti-Racism Daily (@ardtakeaction) posed this question on Instagram: "All the performative statements from 2020 have vanished, leaving few programs in place. How have you seen efforts around DEI change at your company since summer 2020?"

Some of the responses in the comment section confirm momentary action void of momentum:

We will never see the impact if the programs are cut as soon as we value P & L's more than people and racial justice. @razzleyaz
Don't get me started on all the investment and reporting transparency "pledges". Where dey at? @sixthstreetsocial
My company wants to cut the DEI panel from our main educational event @jianaodd
In 2020-2021-one of my yearly goals had to be DEI related. Now everyone's just trying to stay afloat. @seanthearena

One commenter challenged others to call out their company's failed commitment in the comment section. Instead, we want to encourage this philosophy, "let's call ourselves out." Where was your organization in 2020/2021 related to DEI, and where are you now?

An Accountability Check-In

Now is the time to reset and refocus. Evaluate your successes, but also acknowledge where efforts have fallen short. Determine how you can be most effective in your DEI initiatives and make them an integral part of your organization despite the gloomy economic forecast.

The decision to reduce DEI efforts down to the bare minimum turned out to be unfavorable after the tragic murder of George Floyd. Our firm was called upon in a surge to support the evident need for culture transformation the social justice issues and pandemic caused. As we approach a new year, we want to see organizations remain proactive and not reactive to tensions, fiscal pressures, and traumatic events. Most of our clients are standing firm with their DEI partnerships and initiatives intact, but some companies may be considering cutting back in the face and fear of the unknown.

DEI is often considered a nice-to-have, but we beg to differ.

DEI is foundational and should be at the forefront of your organization in today's climate and beyond. The investment will circulate tangible and intangible value back to your organization and a powerful sense of belonging for your employees. We are pleased that our clients have found results in their investment with our tech-enabled consulting firm and are forging ahead.

But what if you are not pleased with your organization’s DEI progress? It that’s the case, it's a perfect time to prioritize and get back on track. We can help you answer the question, "Now What?"

Viewing diversity, equity, and inclusion, as a journey that will one day no longer be a necessity has created a false-positive goal. It is time we embrace the reality that DEI is complex and always evolving. What business leader wishes for a day they will no longer need to invest in marketing to promote their brand? Some of the biggest, most well-known brands in the world invest millions annually to ensure they maintain their dominant market position.

So why do we think we should ever stop investing in our people?

The Individual’s Role in Culture Transformation

Tue, 04 Oct 2022 17:08:03 GMT

In this three-part series, we have discussed the process of Culture Transformation and the leader's role in facilitating change. As we close this set, we will focus on t he individual's role in transforming the culture.

Effective change occurs when organizations create awareness that each person plays a valuable role in embracing inclusion. When everyone, regardless of their position within the organization, commits to greater accountability, the results impact the organization's success. The individual can participate in the culture transformation process by:

Exploring personal beliefs and biases
Embracing the uniqueness of others to appreciate diversity
Engaging to make authentic and mutually respectful connections

Once the individual applies themselves in these three areas, they can begin to understand the necessary personal commitment to supporting a thriving culture. As harmful and toxic behavior traits decrease, the signal that the culture is shifting becomes evident through the thought processes and responses of individuals. Forbes, 2022

When employees accept that it is okay to be different and distinctive, a previously ineffective environment for diversity, equity, and inclusion can transition into a culture where intersectionality is at the forefront.

Nicole Bonanno is a Talent & Culture Leader who led the DEI initiative within her organization and overcame her personal belief and bias that her story did not have value because of her power and privilege. Because of these factors, Nicole did not consider herself someone who could truly move the needle forward within her organization to inspire engagement and belonging through diversity, equity, and inclusion. She diminished her role of leading from behind, listening, and supporting others through their transformation journey. However, when she embraced her uniqueness and took DEI out of the box of discrimination, she broadened her perspective and opened her heart to vulnerability. "Without vulnerability, I could not lead from the front, and behind the scenes was no longer appropriate." Through this transparency, she realized her story mattered, and her willingness to be uncomfortable sharing it ignited the change she desired to see.

A lack of personal participation is a culprit to cultural transformation just as much as any negative input. Individuals must be involved and aware of how they show up, or they won't be able to appreciate others. This awareness will help individuals to see when they have made a mistake, disrespected a colleague, refused to engage in organizational change, or have a negative mindset. During the transformative process, we become more than receivers of behavior, we begin to be aware of how we contribute.

Nicole shared that her comfort level increased when she realized it is okay to show your emotions at work and share your struggles, and even your uncertainties about your ability to contribute. “Working with KEIRUS BY KJE created a safe space for me to be myself.” It's this self-discovery that makes culture transformation more meaningful for everyone."

When the process of culture transformation converges with the upward influence from individuals within the organization and a cascade overflow from leadership, the human component of DEI becomes a catalytic force that shifts mindsets. This interactive and continuous process is why the individual's transformation is critical. This realization becomes more about what I am doing and how I am willing to learn to continue to grow in my understanding.

As an ally, Nicole committed her whole self to the process. She moved away from positional participation and became a driver for the experience enhancement of her organization. "Everyone's story matters. I understood my role as a leader when I engaged as an individual. I engaged as an individual and opened the door to share my heart. What began as a DEI initiative and project has now become a personal passion of mine."

Culture transformation is more than what we know but how much we are willing to grow . When the individual decides to nurture the seeds of information being planted through conversations, training, and assessments, the benefits of the process become evident.

Nicole advises that individuals beginning the culture transformation process figure out where they are as it relates to DEI and take the first step of their journey. One step forward creates impact. Nicole believes her individual transformation became impactful when she put her heart into it while listening to others without putting pressure on herself to be a trendsetter. "It's okay if others take the first steps. Every individual will not be an initiator. The most important role is being an engager for change to take place. Engage your heart and be human. As long as you remain committed throughout the process, there will be a time for your voice to emerge, and you will lead someone through your example."

Once Nicole engaged authentically, she empowered mutual respect for everyone who chose to be a contributor to individual culture transformation. “Each individual is an igniter of change.”

At KEIRUS BY KJE, our expertise and experience allow us to guide the organization’s and individual’s process with a wholistic approach where everyone can play an integral part in culture transformation.

The Role of the Leader in Culture Transformation

Fri, 02 Sep 2022 02:24:56 GMT

Last month, we shared how an organization’s culture can effectively change and transform when a caring environment is established. Culture transformation shifts the compartmentalization of the organization, promoting the alignment of all team members to support and advance the vision and goals. The role of the leader is imperative as they embody inclusion, value diversity, and act fairly while exemplifying transformative and strategic thinking. Leaders committed to culture transformation value the business case for DEI and its influence on innovation and creativity. Transformative leaders understand the importance of modeling flexibility and consistently embracing the arc of change.

We believe that to establish a positive culture of transformation, the leader must become self-aware and reflective instead of reactive when addressing culture concerns. They must be mindful of how they show up and adhere to change requirements. The individual leader sparks the change they desire to see within the organization. If leaders aren't on board with the vision, progress is limited. The leader must also understand that transformation is a long-haul undertaking and will not happen overnight; diligence and perseverance are critical to results. Leaders who desire a culture shift are also willing to establish a co-creation mentality throughout the process, allowing employees to have a voice in establishing a caring environment that actively promotes belonging. Forbes, 2021

The Role of the Leader

Garners employees' trust by being transparent and accessible, assuring employees their presence and input are essential.
Gives the executive team and employees permission to share honest feedback and adjust to the transformation process by answering questions and setting expectations.
Guides the organization's efforts to effectively implement diversity, equity, inclusion, and belonging practices that further inform the organization's mission.
Gathers data and reviews pertinent analytics to identify themes and trends that inform strategic priorities.
Gains perspective from the leadership team and employees through effective listening and intentional engagement opportunities.

The KEIRUS Way to Cooperative Leadership Engagement

At KEIRUS BY KJE, we create a safe space for leaders to express their concerns about the issues this transformation process will reveal. The leader must be willing to release some level of control. Throughout our engagement with organizations, we build client intimacy without judgement, to co-manage the nuances of the process. We use a coaching approach to cascade down and prepare them to roll out the process to their team; making sure they are equipped to lead their team by example.

The benefits to our methodology were made evident during a partnership with a senior executive who desired positive change but was unsure about the process of getting there. Favoritism and a toxic culture prevented the budding of an inclusive environment. We focused on building a positive culture before addressing the DEI component. With sensitivity to the exposure of their organizational pain points, we handled the leader's transparency concerns with C.A.R.E. to move the needle forward. We encouraged them to express what was hindering full engagement with the process.

Then we committed to:

Building trust with the executive team.
Proving our expertise and trustworthiness with employees who had become skeptical about the workplace environment.
Demonstrating the C.A.R.E. Model to champion the process for their success.

The leader overcame self-imposed obstacles, and the barriers keeping them within the cocoon of change slowly began to dissipate. They realized the ultimate goal was to help them become better leaders who are equipped to positively impact their organization. We guided them in rebuilding their culture, and it transformed in a significant way.

What is the Transformative Culture Process?

Mon, 01 Aug 2022 18:39:59 GMT

The culture transformation process is an intentional initiative to realign and shift workplace values and organizational standards to support a positive, inclusive, and high-performing work environment. The igniter of this process is the awareness of the overt and covert challenges within the current culture that impede the ability to accomplish the purpose and vision of the organization. Until the barriers are identified and addressed, employees' confidence and self-empowerment wanes, and inclusion and belonging efforts are not apparent or fall flat. This process is not only intentional but requires persistence and patience as it is not an overnight pursuit.

When C-suite executives and leaders take note and commit to evolving into a better culture through a focused strategy for organizational change, the culture transformation process begins. This effort involves evaluating the organization's historic and current context to determine the attitudes and behaviors that determine the running threads and trends within the internal fabric. This process takes courage and confidence in your DEI strategy partner because there will be an unveiling of what may be undermining the growth you desire to see.

Commitment is what will make the difference in the results the transformation yields. At KEIRUS BY KJE, we strongly believe the culture transformation process is not cookie-cutter and should reflect the individual organization as an integral part of their branding.

Critical Steps to the Transformative Culture Process

Creating Awareness to identify the areas of improvement, including strengths and weaknesses of the culture and the desired change that needs to emerge at all employee levels. An organization must ask, "How important are our values and are we committed to living up to who we say we desire to be?"
Collecting Data as a method to review and understand the criticalness of the analytics to the current progress while monitoring efforts through reporting and assessments. Healthy data is becoming more imperative in the culture transformation process. McKinsey We help our clients in this area to significantly prevent overwhelm.
Challenging Limited Mindsets to encourage diverse thought and remove the blinders blocking the reality that we all have the power to change and embrace new ideas. As a firm, we can see and identify our clients’ blind spots and help them
identify their unproductive mindsets and processes and how they inevitably impact their culture.
Changing Behavior by engaging hearts, heads and hands to move forward to the next level of inclusion instead of remaining stagnant in areas hindering diversity, equity, and belonging within the organization.
Consistent Feedback and Commitment is necessary to provide updates on where you are now in the process as opposed to where you used to be. The executive team must continually evaluate the efforts made to foster equity and equality. Sticking with organizational beliefs is extremely important with one caveat: the values and vision should differentiate you from competitors. McKinsey

The culture transformation process flows from self-awareness and understanding why the organization needs to change. What will the benefits be, and how will transformation increase productivity and profitability?

The evolution happens over time and with a caring approach, the organization can transition into one where employees feel they belong and can contribute as their authentic selves.

If you would like to hear more from our Leadership Team on our Transformative Culture Process, tune into our podcast , 24KEIRUS this month as we share more in depth about our culture transformation philosophy and passion.

We Care About The Implications of Roe Vs Wade

Tue, 28 Jun 2022 19:10:21 GMT

As a woman-owned, woman-led firm, we are deeply concerned about the Supreme Court’s recent overturning of Roe v Wade. While most conversations and debates are highly binary, focused on staunch positions of pro-choice or pro-life, we see an opportunity to serve all voices and views.

We believe that most human beings do not come to either position lightly. Abortion is unique in that it is both extremely personal and political. There are often deeply rooted beliefs, values and life circumstances that drive our decisions and positions. We aim to honor and respect all of them.

As one of the few firms in the diversity, equity, and inclusion space who actively promotes religious inclusion in the workplace, we are uniquely positioned to understand the many facets and perspectives of this important issue. At the same time, we recognize that the Supreme Court’s decision last week will have immense downstream implications for human rights issues that go beyond abortion. We take pride in proactively supporting our clients in the DEI journey, and believe it is our duty to comprehensively evaluate the ripple effects of the Supreme Court’s ruling.

In the spirit of respectful service, we would like to create space for broader discussion and solution creation that goes beyond the immediate reaction. As individuals and organizations chart next steps in this post Roe v Wade environment, we offer the following points to consider.

If You Lean Pro-Life, Consider:

Due to limited access to healthcare and inadequate sex education, banning abortion will have a disparate impact on women of color.
Data suggests that maternal death will increase by 33% for Black women because of the researched medical disparities for women of color.
Domestic violence impacts 1/3 of women who are more at risk of dying by the hands of their abuser while pregnant and disproportionately affects women of color .
Since the ruling, there has already been a call to attack other civil rights and protections : contraception, same-sex marriage, same-sex relationships, voting rights
Criminalizing abortions does not prevent them, it only leads to an increase of fatalities for women.

If You Lean Pro-Choice, Consider:

The American College of Pediatricians concurs with the body of scientific evidence that human life begins at conception – fertilization.
The choice encompasses more than the woman. Limits on abortion help preserve the rights of the unborn .
While mental health challenges exist for unwanted pregnancies, some women who undergo an abortion experience post-traumatic stress disorder, depression and interpersonal relationship challenges.
Unintended pregnancy and abortion rates are higher in the United States than in most other developed countries. One solution is access to affordable healthcare, sex education, and contraceptives.
A contraceptive, by scientific definition, prevents pregnancy. Abortion ends an established pregnancy. With nearly half of the pregnancies in the U.S., being unintended, the focus should be on pregnancy prevention, not termination.

While our list could continue, and many of the points outlined here may not necessarily be new, through our decades of experience in the diversity, equity and inclusion space, we know that our work does not stop with simply identifying the issues.

From our vantage, here is what we know to be factual issues that should be considered as organizations respond to this pivotal moment in history.

Half of all pregnancies in the U.S. are unintended with nearly one in four pregnancies ending through induced abortion.
The United States has the highest maternal mortality rate than any other developed country.
Christians make up the majority of the U.S. population, with nearly two-thirds of Americans identifying with this faith .
While six in 10 Americans believe abortion should be legal, there are diverse views across abortion supporters with many believing there should be restrictions.

We Are Better Together

This country, and the world, used this expression of encouragement throughout the height of the Covid-19 pandemic. Will we say it, believe it, and act on it, now?

The test is great, but the reward is greater. Our resolve to move forward with what we hold in common will always be our greatest ally, our greatest use of power. The Power of We .

Regardless of your stance, we want you to know that we care, and we hear you. We applaud those organizations who are creating space for respectful dialogue and evaluating practices and policies to support employees, especially women during this critical time.

WHAT WE BELIEVE: HOW CARE EMERGES IN A CULTURE

Fri, 24 Jun 2022 02:08:40 GMT

In society, we use the word care quite often, but it has a depth that we sometimes overlook because of the commonality in which we use it. Care is not usually associated with the corporate world. We tend to view it as more common in the medical field. Still, it is essential to diversity, equity, and inclusion, and is foundational to our mission at KEIRUS: healing the organizational pressure points and guiding the path forward to inclusion and belonging. Care is defined as the necessary provision for the health, welfare, maintenance, and protection of someone or something, while considering how to do something correctly with serious attention to prevent harm or risk. Oxford Languages Dictionary

At KEIRUS, we speak to diversity, equity, and inclusion with care because we know the correct strategy to transform cultures will avoid damage and risk to employees and leaders. Our expertise guides the delicate yet deliberate process to change. Diversity, equity, inclusion, and belonging must be initiated to protect each employee's well-being, safety and need for purpose. Our philosophy considers the process of transforming limited mindsets into powerful ones through education and self-empowerment.

We believe effective DEI consulting provides guidance, identifies roadblocks, and encourages growth. As we expose and integrate organizations to this caring way of transformation, allyship appears within the culture as a strengthening bond to continue the regardful environment that has been established.

Many organizations focus on doing the work, which is a critical component of success. However, at KEIRUS BY KJE, we emphasize how and why we do the work to develop partnerships with our clients by cultivating a culture of care. We support organizations with care because we are genuinely concerned about the outcomes that confirm our clients have overcome the obstacles to sustaining an inclusive culture. Our familiarity with the power of this emergence of care is because it is the crux and foundation of what we do as DEI experts. Without care, cultures can be cold and non-conforming to the inclusivity requirements necessary for a thriving organization.

At KEIRUS, we are DEI practitioners who prescribe individualized strategies and solutions, supporting our clients through the transformation process. We have anchored ourselves in our solution-based approach, so we recognize when there is an emergence of greater awareness and appreciation of each other's uniqueness.

When there is a collective mindset that the welfare and protection of everyone matters, employee engagement and belonging increase. We create this awareness when we partner with our clients. As a result:

Communication is more effective horizontally between team members, and vertically with leaders who can better inform their teams and keep them abreast of the organization's direction to appreciate diversity.
Cooperation increases as teams work together with a greater understanding of respecting everyone and the uniqueness of each contributor. This collaborative approach allows employees to engage with confidence.
Concern with an empathetic edge becomes the centerpiece of the organizational core values. Evaluating for equity and equality becomes a more natural response to decision-making instead of an afterthought.

We believe in the vitality of care. We value our role as stewards and trailblazers working alongside our clients to clear the path for thoughtful transitions within organizations that cause care to emerge.

The Void of Care: What Happens When Employees Stop Caring?

Wed, 01 Jun 2022 21:22:31 GMT

Creating awareness about employee engagement within your organization is imperative. Low morale can often be a silent culprit until the side effects of late arrivals and poor performance become evident as productivity declines, absenteeism increases, and turnover snowballs.

U.S. employee engagement dropped by two percentage points in early 2022, the first time in over a decade. (Gallup, 2022) A highly engaged employee can become unrecognizable or overlooked during these challenging times, especially with organizations battling supply chain issues, increases in costs, and the turbulence of The Great Resignation .

Engagement quickly suffers when employees stop caring, and when employees stop caring, companies suffer. If you have noticed a decline in caring within your workplace, more than likely your employees are already aware. 

What does it look like when there is a void of care?

The temptation to check to see if the grass is greener at another organization becomes more prevalent and a significant distraction.
Lethargy during meetings and an increased sense of going through the motions or doing the bare minimum rises.
An emergence of team members expressing, ‘I can’t do it,’ and other objections to the work become default responses.
Work is completed and deadlines are met but a chaotic and toxic environment requires a high price for the mental health and wellness of team members.

If these statements confirm suspicions that there is a growing void of care in your organization, it is time to initiate dialogue and assess the workplace culture. Understanding the pulse of employee sentiment, at regular intervals, allows organizations to build strategies to address gaps, leverage strengths and maximize opportunities.

Sharing that you care about their vested interest in success, alignment with company values, and partnership boosts reciprocity of this commitment. Affirming employees’ presence and value is the foundation of positive reinforcement, which improves performance. If you only motivate employees by their metrics, you may overlook the opportunity to empathize with the hard worker struggling to rise to the occasion of change. (Forbes, 2022). Providing mentorship and increasing face time with those who care but are struggling can help to get them back on track. 

Raising the care level of your employees begins with The Power of We training where we introduce our CARE model for transforming workplace cultures through diversity, equity, and inclusion. Once the journey towards building a culture of care begins, it must be reaffirmed with action steps and a safe space for self-evaluation and growth:

Reacquaint yourself with team members. Schedule more one-on-one conversations that allow you to offer support and encouragement, while clarifying their role and its importance.

Remind each person why they bring value to the team. What talents and skill sets are unique to them that have a bearing on your success? Reengage them with their stellar moments to increase motivation.

Review and Reward work performance. Are goals being met, and in what ways will you support them in performing better?  Implement rewards and perks, including verbal praise and statements of appreciation for their contributions.

Clarity coupled with connectivity through courageously caring conversations reignites employee motivation and commitment within your organization. 

The Truth About The Great Resignation

Wed, 04 May 2022 21:38:40 GMT

Best Strategies to Retain Talent and Improve Productivity

New terminology and a buzzword for businesses, but what is the Great Resignation? It is, in short, a movement of the disgruntled and the slightly discontented who are discovering what matters most. Move over orange, resigning is the new black. Workers no longer feel limited to an unrewarding hustle of being underpaid, overworked, and undervalued. In November 2021, the Bureau of Labor Statistics reported that more than 6.3 million Americans quit their jobs (Bls.gov). The sudden exit, later dubbed the Great Resignation, began with a pivotal force of both self and global realization.

It's ironic that the year 2020 gave many people 20/20 clarity. People became painfully reminded that life can be short, unfair, and hard. The pandemic and social justice issues of the last two years taught us this very vividly. While the Covid crisis has abated, and life has returned to a level of normalcy, inflation and the war between Russia and Ukraine have created additional disruptions and uncertainties.

Pre-Covid, many people tolerated unfulfilling aspects of life because we thought we had to or saw no other way. But the pandemic and social justice issues created massive disruptors in our day-to-day routine and our expectations for living. We experienced an awakening, a desire to genuinely value and prioritize a quality of life. To do what matters most in a way that makes more sense for a person's particular season of life. As a result, many job candidates are now only open to remote or hybrid work because they want more flexibility and work-life balance. Some employers answered the call to adapt, but in the beginning, many were apprehensive about adjusting their work environments. Responding to the requests of a vast employee base can be overwhelming. Turnover and the limited supply of workers have put employers into a talent crisis that requires a transformative approach. Transforming the culture is the first step. A toxic corporate culture was found to be 10.4 times more likely to increase attrition than compensation between April to September of 2021. (Revelio Labs, 2021)

The pendulum of employment power has swung dramatically over the last two years, but this employment market is not sustainable for businesses. Employment shifts and trends are somewhat like the housing market. When the housing market escalates aggressively, eventually, there is another disruptor that swings the pendulum back, causing prices to stabilize or lower. We can expect a shift in the employment market, but employers must learn to function effectively in the meantime, and perhaps adopt a more future-proof culture. Here are some things you can do to make the cocoon of change to improve retention now and the foreseeable future.

We believe it begins with care.

Take more time to listen to your employees and implement ways to hear from your team. What would they tell a potential candidate about the perks of your organization if they were the recruiter? You may find your happiness scale is at a good place, but what would tip them over to responses that emphasize, "I love my company!" Provide safe, anonymous ways like our Culture Assessment for everyone to express what is and is not working. Prepare for the honest responses with an open mind and minimize assuming a defensive or dismissive response.

Think about the freedom and flexibility you can offer while meeting your metrics for growth and goals. Are there days where remote work is an option, or can shorter workdays be implemented one day a week? Ask your employees what flexibility means to them and take the time to understand the motivation behind their ask. For example, are higher gas prices taking a toll on personal finances? Would a hybrid work arrangement help employees manage transportation expenses better?

Try new things over a short time and see if they are maintainable. Implement monthly campaigns that offer perks to promote value, recognition, and appreciation, considering the whole person and embracing more than their role at work. Organizational and leader agility is crucial at this time. Companies who are slow to adapt to the demands of this employment market will find that open positions remain vacant much longer than expected or needed. Just like it’s paramount to adjust to customer demands, employers must consider their team members as their number one customer. Engaged employees will always yield better results.

Overall, your employees want to know that you care about their wellbeing and how they are evolving, personally and professionally. It's important to show them you want to grow with them and create an environment where they can flourish in all areas of their lives while keeping value and appreciation at the forefront.

Faith Informs Identity for Many

Wed, 02 Feb 2022 04:48:19 GMT

New Bible Study Equips Christians to Embrace Diversity, Equity, and Inclusion

Religion as a dimension of diversity and inclusion is a topic many organizations on the DEI journey struggle to embrace. Religious and non-religious views can be privately held and deeply personal so it is understandable that faith in the workplace can be challenging to navigate. However, some of the most recognized national and global brands have been recognized for their efforts to foster inclusion and belonging for employees of faith.

To cultivate a culture of belonging, it is critical for individuals and organizations to approach the topic of religious inclusion with respect, an open mind, and courage. As with all aspects of diversity, equity, and inclusion, education is the foundation for awareness and growth. A new resource is available for Christians looking to gain a biblical perspective about diversity, equity, and inclusion.

Infinite: The Power of Love is the first installment in a new series written by Kelley Johnson, founder and CEO of KEIRUS BY KJE. This six-session Bible study is available for pre-order now.

Infinite will be available in paperback and Amazon Kindle and includes exclusive access to video content making this study ideal for members of Christian Employee Resource Groups (ERGs) and church groups. The Infinite Journal offers an expanded learning experience and is a great companion to the Bible study for those interested in extending their spiritual development.

Authentic Culture Transformation

Mon, 31 Jan 2022 15:49:16 GMT

How KEIRUS BY KJE Creates Measurable Impact Through

Diversity, Equity, and Inclusion

On the heels of two years of social and racial unrest, a Plano-based DEI firm is using technology to help companies build inclusive and respectful workplaces through compassion and human connectivity

PLANO, Texas – For the last two years, the demand for diversity, equity, and inclusion (DEI) consulting and training was unprecedented. One DEI firm has chosen a quality over quantity approach to bring about workplace culture transformation through human connection. To highlight its innovative methods, KJE Consulting & Coaching is now KEIRUS BY KJE.

Ignited by a string of social justice crises and a global health pandemic, KJE experienced a surge of interest from organizations looking to increase their efforts to build a diverse and inclusive environment. As the DEI space continues to evolve and the bar continues to rise amid complex workplace and economic issues, Kelley Johnson and her team recognized the need to optimize what they do while authentically communicating who they’ve always been.

Johnson, founder and CEO, states, “We have been fortunate to guide diversity, equity and inclusion efforts for clients in a number of industries over the years. Those experiences have taught us that episodic and transactional programs do not transform the culture of an organization. As individuals embrace the DEI journey through our training and coaching solutions, the entire workplace begins to transform into a positive and more productive environment. Those investments impact the top and bottom line.”

As a former chief diversity officer, Johnson seized the opportunity to start her own firm in 2015, with a mission to give more companies access to the resources, knowledge and support they needed to move the needle in DEI.

KEIRUS BY KJE is repositioning itself as a technology-based DEI firm to provide more organizations with strategic support and customized experiences for their diversity, equity, and inclusion efforts. The firm’s shift ushers in a new era as it approaches its seventh year in business; however, the firm will remain true to its client value proposition.

“Our clients appreciate that we are adaptive, not cookie-cutter. We combine expertise and credibility with integrity to provide a clear path and process to achieve results,” affirms Johnson.

The addition of KEIRUS to the KJE moniker, derives from the Greek word charis pronounced "care-us" meaning grace, goodwill and kindness. It embodies the firm’s fundamental values of humility and commitment to maximize human capabilities through authenticity, compassion and continuous learning.

Johnson continues, “We needed a name that reflects our internal values, as well as the unique value we provide to our clients.”

About KEIRUS BY KJE

KEIRUS BY KJE is a strategy consulting and leadership development firm specializing in diversity, equity, and inclusion. Levering decades of experience, KEIRUS BY KJE merges human connection and innovation to ignite culture transformation using its 5D methodology, assessment tools, and learning solutions.

Connect with KEIRUS BY KJE at www.kelleyjohnsonenterprises.com and on LinkedIn .

Pre-Covid: Women valued flexibility more than men

Tue, 24 Aug 2021 02:13:28 GMT

Potential Answers to the Pandemic Retention Crisis

Like all diversity celebrations, Women's History Month highlights the countless contributions women make in the public, private and non-profit spaces. This year, with the first female and woman of color serving as Vice President of the United States, it is even more epic.

We salute every person who has contributed to the long and arduous fight for gender equality. We know all too well the courage, conviction, and commitment required to use our voices and power for good, and the work continues.

In 2019, Catalyst reported that the number of women in senior management roles globally grew to 29%, the highest number ever recorded. While

women are making gains, the rate of progress varies by geography. Africa leads the way with nearly 40% of senior management positions held by women. At the same time, Asia Pacific (APAC) lags with 27% of senior management jobs held by women, and North America faring only slightly better at 29%.

Representation of diversity in all its forms matters.

Our firm will always champion and enable our clients to achieve diverse teams, but it's time to do more than review workforce demographics every quarter. We need to ask different questions so that we can achieve better outcomes.

For Women's History Month, we propose evaluating how well women are thriving in your organization. Here are a few questions to get you started.

Is she safe to shine?

Like other underrepresented and marginalized groups, women often find they have to straddle two worlds – two standards of what is considered acceptable behavior. One study reported that women have to counteract being viewed as too feminine to be competent and too masculine to be likable. When women do not act as others expect them to, they experience backlash and are labeled as angry, unapproachable or too aggressive.

Is she staffed properly?

Women are over-represented in support and administrative positions, which tend to be individual contributor positions without significant P&L responsibilities. Staffing levels in support functions are often the first to be cut and the last to regain headcount. A female regional manager once shared that her team was cut by 50% when the firm tightened its staffing belts. A year later, her drastically smaller team is leading half of the top 10 customer engagement initiatives company-wide. Women and people of color are habitually the "workhorses" in organizations – given less people and budget resources but responsible for significant organizational contributions. Despite consistently facing and overcoming these challenges, women are less likely to be considered for promotion to management levels. McKinsey's Women in the Workplace study found that for every 100 men promoted to manager, only 85 women were promoted—and this gap is more prominent for Black women and Latinas.

Is she salaried equitably?

For too long, women have earned less than men for similar work. In the U.S., the pay disparit y continues to hover around 82 cents for every one dollar a man earns. Black women and Latinas' pay gaps persist at staggering levels – 62 cents and 54 cents, respectively. Perhaps even more alarming, women hold nearly two-thirds of the nation's $1.54 trillion in student loan debt . This economic inequality creates long-term issues during retirement years, especially since women tend to live longer than men.

Is she supported holistically?

Working mothers have always carried the burden of working "two jobs" or an "unpaid night shift." While women still carry most caregiving and daily household upkeep responsibilities, the Covid-19 pandemic has brought many women to the brink with the additional burden of being a new homeschool teacher. Some employers are offering extra mental health resources to support workers during these unprecedented times, however, more support is needed. According to a study by McKinsey , nearly 2 million women are contemplating leaving the workplace due to the pressures from the pandemic.

Is she sponsored courageously?

For years, women have been told to find a mentor if they want to advance their careers. Many companies have instituted mentoring circles and formal one-on-one mentoring programs. Still, as one client confided, after decades of mentoring programs, they recognize that the diversity of leadership is still not where it needs to be. Mentoring is not enough, especially when women face discriminatory treatment. One study evaluating biases women in STEM positions face found that two-thirds of women have to prove their worth and capability over and over again – their successes discounted, their expertise questioned.

Is she set-up for success?

Research indicates that women leaders often possess the characteristics needed to address future global challenges successfully. However, time and again, we see women and people of color expected to conform to a traditionally white male definition of leadership. In the words of one of our female executive coaching clients, "If you act pretty much the same but look different, then that's okay. If you look the same but act differently, that's okay." The message is clear: either conform to what we expect or be ostracized.

Remember the regional manager we discussed who is leading half of all initiatives that drive customer engagement? Well, her story is not unusual. Our team has coached hundreds of women (as well as people of color) in similar situations. These stories are important because they illustrate the gaps that still exist and challenge us to do better.

Status quo diversity and inclusion efforts alone will not move the needle significantly. Countless research, and perhaps your internal data, show that there is much we still need to do. As we shared during a session on Culturally Intelligent Leadership Development , we need to transform the way we develop leaders. It's time to infuse a DEI lens into the way we identify, evaluate and develop talent. This approach requires cultural competence and agility on an organizational level.

It's time to ask serious questions and take strategic and swift action. We can't change the past, but we can build a more equitable and diverse future together.

Is She Thriving?

Thu, 18 Mar 2021 02:14:28 GMT

Six Crucial Questions You Need to Ask Women in Your Organization

While perhaps not a perfect execution, Covid normalized work-from-home at cataclysmic levels. The speed and weight of change caused some women to nearly buckle under the pressure. Seven out of ten women stated that they experienced undesirable shifts in their daily routine based on the pandemic that caused their career progression to slow down. A survey of close to 400 working women across nine countries in different industries and seniority levels confirmed the pandemic is affecting their careers as well as their mental health . (Deloitte, Sept. 2020)

Women were disproportionately responsible for being homeschool teachers while maintaining

respectable levels of productivity. As a new school year approaches and many students return to campus, parents may have had time to refine their household routines and ways of working to more effectively manage remote work.

After a year from hell, professionals may have a new sense of personal resilience coupled with a newfound autonomy over how work gets done.

The juggle to balance childcare and after-school arrangements would significantly stress parents, whether single or partnered. The Covid-19 dilemma has caused the childcare sector to deconstruct in a way that has forced 4.5 million childcare slots to permanently disappear. This caused women and, to a lesser degree, men to adjust or change careers because of scheduling conflicts with professional life and care for their children.

It appears that the awareness of the responsibilities of working women became fully realized when structures and schedules changed dramatically. Maybe, just maybe, that is why some employees are reluctant to go back to the office. It could also be why we have lost 1.6 million women in the workforce due to the pandemic, according to the Bureau of Labor Statistics.

The Plan for Progress

The comfortable aesthetics of remote work is that women could create environments that allowed flexibility and freedom to wear the many necessary hats to embody stellar performance. This environment caused bosses and managers, senior leaders, and supervisors to trust the integrity of their employees because we faced an uncertain crisis that allowed for nothing less. As Covid is still strange yet becoming more of the norm, we must continue this pursuit to progress and make women aware of their value even during uncertain times.

How can we prepare the workplace for women to transition back to the office with an embrace of ease, comfort, and respect?

As companies return on-site, and some consider continuing a hybrid or entirely virtual plan, the sensitivity to all adjustments and emotional concerns will be essential. This is an excellent time for employers to bring empathy to the forefront of an already concerned environment. Are you allowing your employees an opportunity to share their concerns about balancing their families and your business? We must be careful not to assume that women, although highly concerned about their home lives, are not just as committed to their work responsibilities. Empathy will confirm what we have learned from this crisis and how it pulls us all in different directions at any given moment. It will be critical for leaders to take extra time to ask open-ended questions and listen to how team members are managing their day-to-day responsibilities with school resuming. If this feels like you are being pulled to go the extra mile, bravo. We should all feel as though we are going above and beyond now more than ever as we check on the emotional adjustment of our employees, especially those who are carrying extra weight during this season, which appears to be mothers and primary caregivers.

Retention of women employees will require awareness. McKinsey and Oxford Economics have found that the departure of women from the workplace has created a gap that may not return to pre-pandemic levels until 2024. This is two years after the recovery for men in the workforce. This confirms why it is important that we acknowledge the need for flexibility. If you notice a downward spiral with motivation, production, or quality of work, do not process it in a vacuum. Intentionally engage employees to understand the sentiment behind critical data indicators like turnover and recruiting time-to-fill. Take note that these concerns will need to be addressed across various employment sectors throughout the US and beyond as we continue to navigate through the new adjustments Covid-19 demands. Consider added value services you can offer to help your employees better deal with the transition back into the office or the continual balance required to work remotely.

As you remain sensitive and aware, what measures can be implemented before valuable employees feel they have to make drastic decisions to sustain their families?

In 2019, The Harvard Business Review reported members of the majority often underestimate the daily biases that diverse groups of employees face in their employment experience. Half of those employees surveyed did not believe that promotions and stretch assignments are free from biased processes. Within these diverse groups, women reported feeling slighted with promotion opportunities because there is not a viable path for those who must be responsible for balancing career and family. You can imagine how this feeling has intensified in 2021.

Staying abreast of cultural changes driven by this global health crisis will call for domestic responsibility-based biases to be eradicated from our organizational structures. Those who must balance family and career need to feel included in everything from promotional advancement to time-off policies inclusive of the changing climate Covid has caused. Our firm strongly believes that inclusivity will require initiative and implementation. Consider how you are maximizing the assets you have in versatile employees who have proven their ability to thrive in stressful situations in multi-faceted capacities and roles.

Sources:

Deloitte Global research highlights the impact of Covid-19 on working women and how employers can prevent a setback in achieving gender parity. www.deloitte.com. Accessed 8/8/2021.

How Covid Sent Women’s Workforce Progress Backward-Center for American Progress. www.americanprogress.org. Accessed 8/10/2021

Krentz, Matt. Survey: What Diversity and Inclusion Policies Do Employees Actually Want? Harvard Business Review. 2019. Accessed 8/10/2021

Cultural Scripts and Code Switching

Tue, 02 Mar 2021 03:14:29 GMT

What's Missing from your Leadership Development Strategy?

In many organizations, the career ladder that leads to the top levels of leadership are less accessible to women, Blacks, Asians, Indigenous People and Hispanic/Latinx people.

With limited resources and pressure to do more with less, companies often take a one-size-fits-all approach to leadership development. Unfortunately, as numerous studies show, even the most well intended organizations often fall short of achieving diverse representation in its leadership ranks.

So what's the answer?

We believe it's time to apply a strategic diversity, equity and inclusion lens to talent practices. A strong diversity recruiting strategy is simply not enough. We have to invest in the talent that is already inside our organizations. We need leadership development programs that educate leaders about the role of unconscious bias in identifying top talent.

More importantly, we need coaching and talent development programs that enable people of color and women to embrace their cultural and gender identities to show-up as authentic leaders. We also need their leaders to value and respect that leadership styles should be diverse. As one participant in one of our recent webinars said, "If you look different, then you need to act like the majority. If you act differently, then you need to look like the majority. But you can't be both different looking and acting."

While progress is happening, it is all too slow. Most leaders develop those who are much like themselves. This natural human tendency displays our innate affinity bias. Because of this, those who are tapped for development are of the same gender, race and ethnicity, same socio-economic background, same educational background, and same personality as the leader. This causes a cycle of low diversity to perpetuate within an organization.

It's time to apply cultural intelligence to our leadership development efforts, and our team of executive coaches can help.

Dream Higher: Reflecting on Martin Luther King Jr

Tue, 19 Jan 2021 03:14:32 GMT

A Not-So-Typical MLK Message from a DE&I Consultant

Undoubtedly, there will be countless inspirational messages about Dr. Martin Luther King Jr. today. Truthfully, I do not usually write about Dr. King. There are far more eloquent and knowledgeable scholars who give his legacy the honor and credit it is due.

But this year is different. I have more reasons than I care to have that compel me to join this conversation. Regrettably, I am approaching this important national holiday with a level of somberness I wish I did not have.

In 2021, we cannot commemorate the MLK holiday with a 'business as usual' approach. While posting an inspiring Dr. King quote and replaying his famous, "I Have a Dream" speech are nice gestures, in this moment, our country needs more.

Too seldom do we focus on the impetus behind Dr. King's many contributions. His first vocation was his calling and service as a Pastor. His role as a civil rights leader was a byproduct of his life experiences, family influences, and mentorship by Morehouse College President Benjamin E. Mays. Ultimately, Dr. King answered a higher call - one that we also have an opportunity to respond to. He sacrificed and endured abuse to execute a God-given vision that would forever shape this country.

In this moment, we need to remember the very fabric of the man we celebrate and the Source of his inspiration and fortitude. The same God Dr. King served is the One we should draw from to heal the brokenness of our society. According to the Pew Research Center, 80% of Americans believe in God – with more than half believing in the Biblical definition of God. Yes, it will take more than a mere acknowledgment of God’s existence to address systemic racism, the resurgence of overt white supremacy, chronic social injustice towards Blacks and Latinos, and the string of health, education, and economic disparities people of color routinely face.

We need supernatural help, and we need to put in the work.

For the last several days, I have not been able to speak publicly about the insurrection at the U.S. Capitol earlier this month - and it's not because I didn't have lots of things to say. I have mostly remained silent on this topic because I was angry and tired of waiting for people to "get it."

So instead, I wrote the post and then deleted it. I wrote the comment but did not hit the reply button. I called friends and discussed with my family the attack on American democracy. These conversations helped, but they also gave me time to examine what was really disturbing me.

Here's what I realized.

My most profound disappointment is not the horrendous behavior by a mob of domestic terrorists. Despite the ugliness of their actions, it came as no surprise. My frustration comes from the disconnect between a country and a faith community that say they believe in God but tolerate corruption and undertones of racism to protect status quo.

If we truly want to unify and heal, we have to love God and love people. This is no easy feat because the love I'm referring to is not a field of blooming-daisies type of love. The love we need has to start with the truth (correction: Truth), accountability, and justice.

While no one (self-included) will ever be perfect in living our values every day, I hope that each of us will use this MLK holiday to reflect and examine the motives and fears that drive our words and decisions. I accept the challenge, and I hope you will too.

Dr. King certainly did.

Is Inclusion on the Ballot?

Tue, 19 Jan 2021 03:14:30 GMT

How inclusive will employee conversations be post-election?

None of us can predict with 100% certainty the outcome of the November 3rd election. We do know there is a very good chance a significant portion of the workforce will be elated at the results, and others will be disappointed, if not also angry, confused and frustrated. And that's if we learn definitive results on election night.

As champions of inclusion, diversity, equity, and belonging, we need to approach this upcoming election proactively and with a comprehensive plan. We are in a perfect storm. The economic, political, social, and public health climate has reached unprecedented levels of tension and complexity, and team members are exhausted. A recent report by LinkedIn's Glint platform indicates that signs of employee burnout have risen 33% this year.

Here's what you can do now to prepare for election day.

Understand that the stance, "We don't discuss politics," is no longer a viable strategy.

Gone are the days when companies can say that certain topics are taboo and unspeakable. Inclusion and diversity mean many things, but at their core, these principles are about ensuring all voices are heard and respected. While companies may choose not to align with or endorse specific candidates, with our current climate, organizations risk being perceived as out-of-touch when they are silent on poignant issues like Black Lives Matter and this election cycle.

Partner with the CEO and Corporate Communications now to craft messaging and talking points.

As DEI leaders, it is essential to advocate for all employees' psychological safety and well-being. Initiate discussions about the many facets and perspectives employees may have this election year. Engage critical stakeholders from Employee Resource Groups and DEI Councils to pressure test messaging for the appropriate tone and balance.

Always lead with company values and an unwavering commitment to Inclusion, Diversity, Equity, and Belonging.

Following the tragedy of George Floyd, many organizations initiated a series of town halls and culture conversations to bring deep-rooted concerns to life. This November is likely a time to reactivate dialogue and leverage the lessons learned from previous discussions. Political affiliations and views reflect diversity of thought, beliefs, and values, so it is important to remind employees about the many ways Diversity and Inclusion reflect core principles the organization ascribes to.

Come election day, and the days and weeks after, the loudest, most memorable message employees should hear is that, despite our different views, we are united by so much more.

Our consulting support and learning programs help you build a comprehensive path to a winning culture. We welcome the opportunity to partner with you as you navigate these incredible times. Contact us today.