Companies that fail to engage their talent, particularly diverse talent, can experience symptoms ranging from increased attrition to reduced company revenue, poor pulse survey scores, and more. Low employee engagement isn’t a unique challenge. In fact, more than half of employees surveyed report that they aren’t engaged at work. Even worse, disengagement is contagious. In the United States alone, disengaged employees annually cost companies over $500 Billion (that’s billion, with a B). This means that companies are losing money every day because employees aren’t showing up to work fully. Where is the room for improvement and what are some of the potential benefits companies can expect to experience from well executed Employee Engagement tactics.
From lower employee morale to reduced productivity, if employees aren’t engaged it means the company is at risk of losing key talent or having that talent “show up” for work, without gaining the maximum amount of productivity and ideation that happens when employees are invested in their workplace because they have a sense of well-being and belonging.
Companies are at risk but there is room for opportunity
According to employees in the U.S., almost 70% consider themselves anywhere along the axis of “not engaged” to “actively disengaged.” That’s a tremendous loss in terms of productivity and a delay in reaching company business goals.
Employee engagement has room for improvement in most organizations: just 12% of businesses report being happy with current levels of employee engagement. This means that low employee engagement scores can result in leaders being viewed as lacking the strategic team insight that leads to full engagement.
A culture of Diversity and Inclusion makes workplaces better for EVERYONE
Employees’ positive perceptions of D&I practices are positively related to employee engagement for all employees, not just minority groups. Perceptions in this case are derived from the actual ‘policies and practices that make up an organization’s diversity practices’ – the tangible actions taken for diversity. This means companies taking steps to ensure impactful D&I practices are in place, will benefit across all demographics.
Our team addresses these topics and more during ouropen monthly Q&As, as well as during our quarterly webinars. The cost of employee disengagement and D&I as a solution to those costs is a discussion worth expanding whenever possible. Finally, see expanded stats and some of our favorite approaches to empower a culture of Diversity and Inclusion that promotes company-wide engagement on page 18 of our Lead Inclusively Whitepaper.
One of the most frequently asked questions during our monthly Q&A sessions is why employees leave and how Diversity and Inclusion can help companies attract top talent. Here is how your organization can transform its brand and culture and forever improve Talent Acquisition efforts through Diversity and Inclusion.
The war for talent starts (but definitely doesn’t end) with branding.
Companies around the world are increasingly leveraging their culture as a differentiating factor, ensuring their external branding reflects a culture that appeals to top talent. According to LinkedIn, 80% of talent acquisition managers believe that employer branding has a significant impact on the ability to hire great talent.
With that said, 50% of candidates say they wouldn’t work for a company with a bad reputation – even for a pay increase. Many companies fail to ensure their leaders are leading inclusively. This results in high attrition rates, particularly among diverse demographic groups, which quickly begins to undermine diversity recruitment efforts.
A Columbia University study shows that the job turnover at organizations with a strong company culture is a mere 13.9%. Compare that to the staggering rate of 48.4% turnover at companies with a poor culture.
Good Talent Acquisition is the product of a strong brand that is upheld by a stronger culture
Employees that are happy create the strong backbone of organizational culture. They become your organization’s most credible advocates and establish the authenticity of your external branding.
As always, we would love to discuss this topic with you and answer your questions in the comment section below. Our team also hosts monthly Q&A sessions where we go in-depth on a variety of relevant issues and give attendees the opportunity to share their thoughts and experiences with other professionals in the space. You can learn more, or sign up for updates via our events page.
Diversity and Inclusion can be instrumental in driving business performance. My team continues to expand its research and spread awareness on the business case for D&I, and if you are curious about this research, we invite you to download our Business Case deck to learn more. But that is beyond the scope of this article. Today we’re discussing why Diversity and Inclusion initiatives fail.
The challenge is that achieving meaningful results from your D&I strategies requires strong change management, the appropriate focus, and specific programs that appeal to your organization to build on their own momentum. Even the most well-intentioned organizations with a thorough awareness of D&I can misstep in their approach. Here are three reasons organizations miss the mark with their D&I strategies.
1. Leaders aren’t leading inclusively
Teams that have diversity but lack inclusion perform worse than even homogenous teams. In other words, you are better off doing nothing if your organization intends to attract diverse talent without ensuring its culture is inclusive. Culture is most impacted by leadership. If leadership doesn’t commit to being inclusive, then your organization has no chance of retaining its diverse talent and maintaining productive teams.
2. Employee engagement isn’t the best barometer of your success.
There is a direct correlation between inclusion, employee engagement, and productivity. Unlike other D&I metrics, employee engagement is already actively tracked by most organizations, which provides a good baseline when tracking the effectiveness of new strategies.
However, engagement doesn’t tell the whole story. Looking at metrics around diverse employees’ attrition and advancement can also only get you so far. That’s why my team focuses on identifying where the talent pipeline is leaking and why. Are you seeing Asian American women fail to reach the director level? Do you even know whether that’s the case in your organization? These are the questions you need to be asking and answering.
3. Relying on “best practices”
The ultimate outcome of an inclusive culture and successful D&I strategy is increased innovation. While it is easy to get caught up in best practices that produce incremental change, companies that want to be the employer of choice are moving toward innovative “next practices”, and more than ever they are using Diversity and Inclusion to do so. My company, for example, is innovating by applying machine learning to automate inclusive behavior coaching for everyone. Work like this is extremely exciting in the opportunity it presents in affecting tangible change that we haven’t seen in quite some time. The most exciting part is my work is only one of many around that is passionate and ready to affect change. The future of our workplaces is more promising than ever.
If you can not, or do not want to attend, we still want to hear your thoughts! Leave us your comments below! What are new innovative ideas you and your colleagues are exploring or using to affect change? Which parts of organizational culture change are you most excited for in the near future? What are other reasons Diversity and Inclusion initiatives fail?
Company culture is the personality of an organization and includes the company’s mission, expectations, and work atmosphere. Culture is largely defined by two elements: the formal culture (the intended experience as it is written on paper) and the informal culture (how it is experienced on a daily basis by those who are in the environment). What does this mean and how does it impact why diverse talent leaves?
The primary purpose of culture transformation initiatives is to align the formal and informal cultures so that the employee experience matches the company’s stated vision and values. Unfortunately, this is easier said than done.
For diverse employees, this alignment of formal and informal culture is especially important. A lack of this alignment is the main reason your company can’t retain diverse talent.
Why it Matters
Poor culture is correlated with high attrition:
A Columbia University study shows that the likelihood of job turnover at an organization with strong company culture (as defined by job satisfaction) is a mere 13.9%, whereas the probability of job turnover in poor company cultures is 48.4%.
Executives don’t understand their organization’s culture:
Fewer than one in three executives (28%) report that they understand their organization’s culture. They know that culture is important, but don’t necessarily understand what their organization stands for or how their organizational culture is defined, much less how it is perceived by frontline employees.
There is room for improvement:
Only 12% of executives believe their companies are driving the ‘right culture’. The remainder feels there is plenty of room for improvement.
Strong culture increases talent diversity:
Building an employer brand and positive company culture helps companies hire the right people (55%), get a greater number of qualified candidates (49%), increase employee referrals (41%), and have more diverse candidates (32%).
Culture is critical to success:
94% of executives and 88% of employees believe a distinct workplace culture is important to business success.
I am hosting a complimentary webinar on June 4th where I will go more in-depth on the topic of organizational culture and culture transformation. You are also welcome to join me June 19th for our open Q&A round-table to ask any other personal questions on this topic, or any other relating to HR, Talent, Leadership, Culture, or Diversity strategies.
These days, company culture is more important than ever. It is instrumental in differentiating one company from another and bridging the gap between the c-suite to the entry-level. While most C-level executives recognize the importance of strong company culture, only 28% of executives believe they understand their company culture, and only 12% of executives believe their companies are driving the “right” culture. Here are three signs your company has a culture problem.
Team members are under-performing.
Assuming that organizations are hiring qualified employees, a case of underperforming staff is an opportunity for leadership to better understand potential flaws in an organization’s culture. Statistics show that lagging productivity is often tied to employee engagement, which results from a number of culture challenges. Failing to address the underlying factors at play can contribute to compounding issues in performance and culture alike.
Leadership is not living up to organizational standards, value, or brand.
72% of employees are highly engaged in organizations with effective leadership. Leaders in a weak culture commonly don’t adhere to, and often don’t even know, their organization’s values and leadership standards. This scenario can result in severe ramifications. Poor leadership can have a rapid trickle-down effect through an entire organization. It can erode talent and culture alike. Weak culture andweak leadership handicap an organization’s ability to attract, retain and advance top talent, ultimately hindering its performance and growth.
Employee engagement is a lagging.
Employee engagement is a barometer of culture. 86% of employees in strong cultures feel their senior leadership listens to their employees. Employees that feel included and empowered are more invested, passionate and satisfied, which also reflects in innovation and output (link to leadership that unlocks innovation). Inclusive leadership is the foundation of a strong organizational culture and the primary force that upholds it over time.What are some other common leadership shortcomings that can damage organizational culture, employee engagement, and overall performance?
Culture is extremely complex, but also absolutely instrumental in changing the way your talent, and teams perform over time. Join a more in-depth discussion on how inclusive leadership can be THE catalyst for a healthy organizational culture that drives employee engagement, retention, advancement, and team performance at this upcoming webinar.
In the modern world, impactful and prolific innovation is increasingly critical to company success. Some companies are learning that lack of diversity and inclusion in their ranks is inhibiting innovation. You’ve surely seen the headlines and statistics around the lack of diversity and inclusion in tech. For a shocking, real-world example of the result, check out the “racist paper towel dispenser” that was clearly an end-product of a team that lacked internal diversity and interest in the marketplace they intended to serve.
On the other side of the coin, there are also companies discovering that one benefit of becoming more inclusive organizationally is a corresponding improvement in the ability to quickly leverage the diverse perspectives and experiences of each member of the workforce to innovate new products and user experiences. Ultimately, a high-trust environment with significant diversity can develop quickly into a culture of meaningful innovation. An innovation culture is one in which employees feel that their company places a high value on the contribution of diverse ideas from everyone without placing blame on ideas that fail. Instead, all ideas are encouraged and employees are empowered to test those ideas in an atmosphere of experimentation and learning agility. Empowering employees to be experimental without fear of failure fosters even more employee engagement and organizational success.
So why does innovation matter? What are the opportunities that Diversity and Inclusion present? And what are some approaches your organizations can get started on?
Before you continue reading, feel free to sign up for our upcoming open office hours or our Lead Inclusively webinar where we will share a very detailed discussion on the topics of inclusive leadership, and practices that best harness team innovation.
Why it matters
The need to innovate is higher than ever.
According to one study, 84% of executives say that innovation is important to their growth strategy. Industries, technologies, and economies are changing at exponential rates, making a company’s ability to innovate more important than ever. Workplaces that are both diverse and inclusive are associated with higher individual performance because employees are better able to innovate (+83%) and maintain engagement.
Non-inclusive companies produce less innovation
As mentioned in the 2017 PwC Innovation Benchmark, 54% of innovating organizations have trouble bridging the gap between innovation strategy and overall business strategy. Innovation occurs more readily in organizations and teams where everyone feels safe enough to share their ideas and debate the merits of ideas without feeling fear that there will be negative consequences for doing so.
Companies that do not innovate become irrelevant
In today’s world, companies must accept industry disruption as a given. In fact, according to a recent survey, 80% of executives think their current business models are at risk to be disrupted. Companies that failed to innovate include former monoliths of industry such as Blockbuster, which failed to innovate when Netflix came on the scene and was rendered irrelevant within four years of Netflix launching its streaming services.
Inclusive Behaviors Maximize Innovation.
Employees at companies with inclusive leadership are more likely than employees at non-diverse companies to take risks, challenge the status quo, and embrace a diverse array of inputs. They are also 75% more likely to see their ideas move through the product pipeline and make it to the marketplace. This means that a company’s ability to embrace inclusive leadership translates to its business results and can drive the level of innovative thought that leads to successful market disruption.
Inclusive companies are more innovative and reach more new markets.
One inclusive behavior is allowing teams a safe space to respectfully debate one another’s ideas. A recent Berkeley study found that teams that debate the merits of one another’s ideas (instead of brainstorming more collaboratively) come up with 25% more ideas. Additional research from the Boston Consulting Group found that Diverse and Inclusive companies were able to increase market share 15% more and capture new markets 20% more than the non-diverse workplaces.
Diversity drives increased revenue.
Companies that are more diverse than average have generated 38% more of their revenue from innovative products and services, compared to companies that are less diverse. These numbers demonstrate that bottom line dollars are on the table when innovation and inclusion are successfully embedded into the organization’s processes.
Leadership that fosters inclusion and innovation in the workplace
Good organizational leadership can be difficult to achieve. We all have so much going on that the ‘Inclusive Leadership Best Practices’ manual isn’t always top of mind. With that said, many leaders have developed habits in management and communication that over time can alienate team members and corrode their team culture.
Here are some two rarely-practiced ways that leaders can actively avoid negative management habits and leverage Inclusive Leadership in a way that empowers team members, harnesses collective team capital and boosts innovation.
Express genuine appreciation for all ideas.
Innovation thrives in an environment where team members are able to contribute diverse ideas freely, without feeling ego or fear about the outcome. Despite the best of intentions, many leaders tend to express appreciation only for ideas that they perceive as having a high value. This tendency can actually cause team members to feel pressure about having the “right” idea before bringing it to the table, which can slow the innovative process. As a leader, remember that every idea contributed by a team member is an opportunity to encourage future ideas. Even if the idea presented isn’t one that will work, your first response should be, “Thank you for that idea, I appreciate you thinking out of the box. Keep that up.” In other words, place value on the person, rather than the idea, and make team members feel positively about bringing future thoughts to the table. Not acknowledging the thought, effort, or excitement of a team member risks alienating them, discouraging them from sharing future ideas, and thus squandering future potential opportunities. Simply acknowledging the effort, expressing excitement for the idea, and transparently explaining potential barriers and next steps can go a long way.
Never forget about the quieter voices.
Eliciting participation from the quieter voices ona team makes those individuals feel more comfortable and engaged. Over time, this feeling empowers them to actively ideate and openly approach leadership with future ideas. Beyond shy or introverted team members, in many workplaces being the ‘only’ (i.e. only woman, racial minority, LGBTQ etc.) on the team can also make some people feel less invited to actively engage and share ideas. Leaders that effectively notice and actively elicit the quieter voices, when the proper opportunities arise, are more likely to bring out the potential for innovation on their teams.
What do you think?
Can you recall a specific experience when you as a leader were able to leverage inclusion to encourage innovation on your team? Perhaps you have been on the receiving end of a particularly inclusive leader’s encouragement (or perhaps you’ve experienced the opposite!) Share your experiences in the comments below. We would love to hear your thoughts.
Six months have passed since Governor Jerry Brown signed California Senate Bill 826 into law. As you likely have heard, this law mandates all publicly held companies in the state of California (where I am proud and fortunate to reside) to have at least one woman on their Board of Directors by the end of 2019.
Allow me to provide some history and stats behind the California mandate for women on boards
This new step toward workplace gender parity has a particularly relevant and personal significance to me. Depending on the public perception of this new law, I stand to either gain or lose by this legislation. As an accomplished female entrepreneur, litigator and corporate partner, now currently the Founder and CEO of a technology-enabled Diversity and Inclusionconsultancy, I have a few things to say about the public discourse and debate of this issue.
This law is hardly the first of its kind. As a former employment law litigator, I vividly recall asimilar debate surrounding Affirmative Action: a saga that, for the sake of brevity, essentially established the unconstitutionality of formally legislating ‘anti-discrimination’. Detractors had plenty to say: How could the government possibly force a race or gender filter on objective processes like job applications and college admissions criteria? How could that be fair or equitable? Isn’t it just reverse discrimination? And what about complacency? Surely mandated diversity will eliminate any incentive for underrepresented minorities to strive for excellence if they could use this criterion to gain an “unfair” advantage!
We are hearing similar lines of reasoning surrounding CA SB–826. In hopes of spurring healthy, respectful conversation, I’m adding my voice to the mix to share three compelling reasons we don’t need to apologize for “legislated inclusion.”
We are responding to a history of legislated exclusion
Like many women who have been forced to advocate for themselves their entire life, I feel I sometimes sound like a broken record. However, I strongly believe this discussion begins with knowledge of the extended history of “legislated discrimination”before we can discuss the idea of “legislated anti-discrimination.”
So first, let’s acknowledge the fact that we have been plagued by legislated discrimination in this country for decades. For example, by law, women could not own property until 1900, did not possess the right to vote until 1920, anddid not have the right to independently own a credit card till 1970. Legislated discrimination has also plagued African Americans.
We must also be reminded that although slavery was abolished in this country in 1865, women who birthed a mixed-race child faced imprisonment in Maryland until 1955. Schools that hosted black and white students in Virginia faced immediate closure until 958, and Arkansas law required designated whites-only sections in all school buses in 1959. Generally, the Jim Crow era actively suppressed black advocacy and rights and upheld separate but equal doctrine well into the late sixties. All the above laws, terrorized and plagued millions for centuries.
As Simone de Beauvoir said in 1949, “The relation of woman to husband, of daughter to father, of sister to brother, is a relation of [slavery].”So, women of color face the double-barreled challenge of surmounting a history of legislated exclusion on two fronts.
The stats don’t lie; inequality in the workplace still exists and isn’t getting better
The simple argument I espouse is that in a country with a history of legislated discrimination, we need legislated inclusion to accelerate the leveling of the playing field.The World Economic Forum indicates that at the current rate, we won’t achieve global gender parity in the workplace until 2100. In fact, the World Economic Forum even pushed back its timeline between 2016 and 2017 indicating that progress is slowing, and even regressing, in some places. Globally, some 2.7 billion women are legally restricted from having the same choice in jobs as men, face higher unemployment, lower pay, and more threat to their job status and personal safety according to the UN.
In the US today, despite the fact that women comprise57% of college graduates, we only comprise 31% of entry-level hires, and by the time we reach the C-Suite, women make up less than 20% of the workforce. For women of color, that number is less than 6% and only 5% of Fortune 500 CEOs are women—all arerates that have remained consistent for several years. The percentage of women in STEM (despite continued efforts) has also remained at around 20% for the past 19 years.
In workplace culture, women are excluded from key opportunity and deprived of important relationships that are instrumental to professional development and career advancement. Men are 46% more likely to have a higher-ranking advocate in the office, more likely to receive a raise, promotion, and job. Women more often have toprovide evidence of their competence. Finally, women, many times find themselves excluded from stretch assignment and are many times the only woman on a given team or in a workplace. All the above factors continue to contribute to the exclusion and our collective inability to move towards workplace gender parity.
Those who argue that our society is changing, and the market is indeed naturally working in favor of equality must face the harsh reality that this is, in fact, not significantly the case and the need for formal Diversity and Inclusion initiatives is a necessity.
Legislated inclusion benefits all of us.
I think what scares some is the premise that advancingone person must surely be to the detriment of another person. This perspective ignores the fact that gender is being used as an additional selection criteria, not as a criteria that substitute for competence. There are thousands of qualified female board members and the more parity at board and senior leadership levels, the healthier our organizations.
Inclusion (and subsequent legislation) is the practice of fostering the necessary environment that transforms culture. McKinsey research shows that the most gender-diverse companies are 15 percent more likely to outperform their peers.The moreinclusion, the moreemployee engagement, leadership development, talent development, and innovation in our largest organizations. That is ROI that cannot be ignored or squandered.
Because we are overcoming a history of legislated exclusion, because inequity in the workplace is not improving quickly enough, and because the most diverse, inclusive organizations produce the greatest business results, I am unequivocally unapologetic about this new law. In fact, I am inspired and driven by the opportunities it stands to present for qualified female board candidates.
When signing SB-826 into law, Governor Brown acknowledged his skepticism as to whether this new law would prevail if tested in court but highlighted its importance in sending a message that we cannot patiently stand by and “hope” that gender parity will reach us by the next century.
Connect with me on your Diversity and Inclusion experiences and share your thought-leadership at my upcoming open Office Hours
What do YOU think? I would like to use this article as an opportunity to engage in dialog. My opinion is just one of many and discussing controversial issues in diversity and inclusion in an open and thoughtful manner is indeed the most effective way we will move the needle towards gender and racial parity together.
If you have more interest in this matter and some of the work we are doing in the field of Diversity and Inclusion, I encourage you all to see our Lead Inclusively Whitepaper.
Marshall Goldsmith Endorses a World Leader of Diversity & Inclusion
A self-reflection inspired by a humbling endorsement, By, our Founder and CEO, Denise Hummel.
In Ixtapa Mexico, I had the opportunity to sit down with a colleague and mentor, Dr. Marshall Goldsmith, best-selling author, and the nations #1 Executive Coach. My relationship with Marshall started with one of his famous walks, years ago, having been introduced to him by Garry Ridge, a client and the CEO of WD-40. I was in the midst of selling my cross-cultural business and suffering from extreme anxiety as I labored over the decision. Garry told me, “you need to meet Marshall.” That walk changed my life as he coached me to lead with balanced generosity rather than fear; a decision that accelerated my growing career exponentially. Years later, after knowing Marshall for many years,he named me to his 100 Coaches program, his legacy team of coaches throughout the world. As a result, the one–on–one talks have expanded to benefitting from 99 others in a group thatI can only describe as a brain-trust. My gratitude for having Marshall and the MG100s in my life is experienced every day.
It was in Ixtapa that Marshallendorsedme as the “World Leader of Diversity & Inclusion. This from a man who has inspired millions with his leadership and coaching (many among whom are some of the most influential people in the world). The moment was humbling, gratifying, inspiring and unsurprisingly “Marshall.” His generosity in utilizing his gravitas to propel that of the next generation is one of the hallmarks of his brand. When I look back on that first walk, I experience a contrast and mixture of emotions that I can only describe as “Coming Full Circle” and it has given me the impetus to reflect and share my story — where I have come from, where I am now, but most importantly how far we have all come in our collective awareness and application of Diversity and Inclusion, and how much further we can go.
Like many, life for me has been a series of chapters, marked by a thread or theme. For me, the theme is a fascination with how to connect individual differences in the workplace, while preserving the individual uniqueness and gifts of each person. There was the chapter in my life where I leveraged my law degree to advocate for the disabled, litigating and winning the first class-action under the Americans With Disabilities Act (ADA). There was a chapter where I rejected litigation as being part of the “problem,” rather than the “solution” of empowering diverse people, convinced that using my law degree, instead, in international Mergers & Acquisitionswas a way to bridge cross-cultural differences and ultimately built a cross-cultural firm that I sold to Ernst & Young. There was a chapter where I led Culture, Inclusion, and Innovation for EY and was able to truly understand the needs of an enterprise when it came to the ability to recruit, retain and advance diverse employees. Each of these chapters had additional complexities, and like many women, I was also trying to raise children, and in my case, doing soalone.The tumultuous nature of these stages of my career and life have culminated in my transition to the latest most exciting chapterthrough two key realizations.
The first realization was that above everything else, I was not an attorney, I was not a senior leader in enterprise, I was an entrepreneur – someone who was gifted at translating ideation and hypotheses to action with a willingness to fail if necessary, in order to succeed. Someone who was impatient and intolerant of artificial barriers to innovation. Someone who could take the lessons of decades and turn them into “next practices,” rather than relying on historic “best practices” that simply have not worked.
My second realization is that I never quite felt that I belonged when I sold my small, thriving business to a large enterprise consultancy, despite the enormous resources there that could have catapulted the intellectual property I was developing. I felt compelled to move on, once again, to entrepreneurship, starting over with limited resources, once again, rather than utilize my talents in the context of a large, highly successful organization. Lucky for me, this transition has taken me to the most exciting and impactful chapter of my life and career to date, but “unlucky” that my talents couldn’t thrive in an institution that had the power to be a dynamic petri dish, incubating thought-leadership relative to D&I that is transforming organizations and likely will transform our entire working society.
This transition helped me to realize that my experience is pervasive in American and global corporate culture. How many millions of talented professionals like me might be missing out on opportunities because they didn’t fit a rigid, narrow corporate cultural lens? How many opportunities are corporations missing out on by not properly harnessing this talent due to a simple ‘fit’ issue? And how much quicker and more innovatively could society move forward with the ability to transform to an inclusion culture, effectively and sustainably.
It was for these reasons that Ievolved my current firm, Lead Inclusively, Inc., from a niche D&I consulting firm, filled withmanagement consultants, passionate about the impact inclusion can have on the bottom line, to a technology firm leveraging technology and AI to promote inclusive behaviors in a way that has been previously impossible.
I am humbled by the accolades that Marshall has given me and hope to live up to his vision of me, but mostly, I am excited to be a part of this unique moment in time, where we can admit thatthe way we have approached D&I in the past has not worked, that transforming organizational cultures to a culture of inclusion in the future, and that embracing technology to do that supports the majority of leaders who really want to “Lead Inclusively” but have never had the opportunity to see and feel what inclusive leadership looks like, how to apply it and be supported in their journey. Thank you, Marshall, for supporting this dream through your gravitas. Thank you to our clients who believe in what we are trying to accomplish. Thank you to all of you who read this blog to the end.