Technically People
Technically People

Episode · 2 months ago

“What if This is Our One Shot?”: For an Inclusive Future, Act Now


“What if this is our one shot?” says Dominique Hollins in this episode of Technically People. And if it is, she asks, who are we going to be? Barrier makers or breakers? 

The Founder and Connector in Chief of WĒ360, a consultancy focused on justice, equity, diversity and inclusion in the workplace, makes clear the urgency of this moment. Amid the tumult of social unrest, socio-political divisiveness, changing demographics and a global crisis, companies are being forced to answer: What side of history will we be on? 

In fact, in her work with clients, she uses history as an anchor. Dominique walks leaders through an overview of corporate diversity initiatives from 1964 to the present. 

In this conversation, she gives the same overview to our listeners — an approach to center people in shared understanding. And she also looks toward the opportunities that lie ahead. 

“The present is a function of the past,” she says. “So whoever we are today is because of what we did yesterday, which means whatever we build for tomorrow is based on this moment in time — what we do right now.”  

The episode also provides listeners with resources for deeper understanding and Dominique’s recommended actions for leaders who seek to create a just and equitable future of work.

“Generations to come are watching us,” she says, “and they’re depending on our collective fortitude.” 


Episode Highlights:

  • The history of diversity in the workplace from 1964 to the present
  • Dominique’s preference of the acronym “JEDI” over DEI. The “J” for “justice,” she says, incorporates the intended outcome of her work  
  • The definition of race, per the Oxford Bibliographies on Race and other sources, as a social construct designed to maintain systems of power that fuel racial injustice
  • How to discuss race and politics at work constructively 
  • Dominique’s hope for the future

Check out these resources we mentioned during the podcast:

Find every episode of Technically People on Apple, Spotify and more. Find us on our website and join the conversation on LinkedIn.

Listening on a desktop and can’t see the links? Just search for Technically People in your favorite podcast player.

Welcome to technically people, a communityconversation by and for workplace futurists brought to you by the tech recruitment platform builtin. The podcast features insights from leaders, thinkers and doers on the vanguard buildinghuman centered workplaces of the future. Along the way, you'll hear conceptsthat will stop you in your tracks, concepts that inspire you to ask yourself, what's the most future forward way to approach my people leadership? We allknow the future of work isn't waiting around, so let's get on with the show. Welcome everyone, welcome to technically people. I'm your host, TiffanyMyers, and I'm really excited to be having a conversation today with our phenomenalguest, Dominique Collins. Dominique transition from a career in business analytics and financialoperations to become an advocate and a strategic advisor for workplace equity. She hassixteen years of experience in the financial services and tax actors and she served asa leader at organizations like cloud, era, ebay and Google. Today she isthe founder and connector in chief of the Jedi consultancy. We three hundredand sixty, so three hundred and sixty degrees of workplace equity. So youheard me say Jedi. Jedi is an acronym for Justice, equity, diversityand inclusion, and Dom manick is going to share a little bit more aboutthis as we continue on our conversation. Little backstory. When Dominique and Ifirst met she told me little bit about how she works with people. Whenshe starts working with every client, she walks them through certain first step historyand Dei in the workplace. So when I asked excitedly if she might sharethat historical review on the show, she was kind enough to accept and,Dominique, I'm so glad you did and thank you for being here. Well, thank you, Tiffany, for that marvelous intro and for the opportunity tohave me here with you and the builty and family today. I'm excited tobe here. Before we dive in to the history that I mentioned, Iwanted to ask you about that acronym, Jedi. So I gave a kindof what each letter stands for, but there's a lot more nuance to itand why that J is a crucial addition to the diversity, equity inclusion acronym. So tell me a bit more. Oh absolutely so, thanks for thequestion. These titles, in these phrases have changed so much over time andeven I am still learning on how much it has shifted, and so Igive courtesy to all those who are trying to figure it out. But Jediis really emphasizing what is the outcome we are seeking. Diversity is identify andrecognizing difference. Conclusion is making sure you factor in an account for those differenceswhen making decisions. Then you have equity and then you have equality and thenyou have belonging. But at the end of the day, all of theseterms work in service of what, and... you see justice being that foundation, especially given all that we've experienced in the past two years. So we'rereally putting at the forefront where we're trying to achieve. I use the termJedi because each function of the acronym highlights areas that are for to my businessas well as my personal values. Right. So justice is the dismantling of oppressivesystems. It's more action oriented. Equity is the establishing of fairness andequality for all. So this again is about systems. Diversity is recognizing intersectionalidentities and then inclusion, which is actively integrating diverse perspectives and experiences, asone thing to recognize difference, it is another thing to actively include those perspectivesand to how we make decisions. So that's what I'm anchoring us in today, the practice of Jedi in the workplace. And do you feel that Jedi asan acronym is starting to take holds, that people are adopting it and willadopted in a widespread way? It depends on where the organization is.Some organization are about dismantling oppressive system some organization struggles to recognize oppressive systems,as will discuss today and our conversation. And so not everybody's fighting for justice. They don't even want to use the word. It feels like it's shouldbe more of social responsibility or corporate social responsibility, but not so much inthe context of the and I so there was work to be done as wecensored this concept. I think organizations are just starting to embrace it. Yeah, and the way that you had first described it to me said without thatjustice come without that Jay, it was on the tiptoeing around the actual workyou were doing. You weren't saying really, as he said, what that outcomeis the outcome that you're looking for is justice? Yes, I leveragemyself as a messenger to let's just have the tough conversations now rather than weightfive to ten years to have it later, when there' so much work that couldhave taken place in the meantime. Yeah, so how about we diginto that history? Can you start at the beginning and tell us the historyof DII, or Jedi in the workplace? Yes, and I just want toremind everyone that what I'm about to share is a snapshot of the workthat has been done. Certainly much more about of work has happened prior tothe history I'm about to review and the work continue. So, basically,over the years of my Jedi Research, as an employee, as someone cominginto the knowledge of this work, this was not my occupational dream goal,I stumbled across this work and as a student of this content, I cameacross the two thousand and eight studied the done by Subjeco Corporation and the winter'sgroup, excellent study called a retrospective view of corporate diversity training. From onethousand nine hundred and sixty four it's the present. And then I took thatinformation from two thousand and eight and I continued on with all the research I'vedone from two thousand and nine at any twenty one, to give really it, from then to now, overview of...

...what's happened, and I encourage youought to read the study for yourselves. But here it's some key, bivitalmoment that I think of driven this Jedi discussion today. So in the S, during the civil rights movement, we see the launch of title seven ofthe Civil Rights Act of one thousand nine hundred and sixty four. This isfederal legislation to condemn and to prevent discrimination on the basis of race, color, sex, religion and national origin. This includes the creation of the EqualEmployment Opportunity Commission, which is really a reactive measure, but creating a spacefor employees to submit complaints and the event that they experienced discrimination. After thislegislation. When we get to the S, we see a major federal push towardscorporate compliance. Companies are being forced to adopt this legislation. Obviously,with the being federal legislation, they have to adjust, which is called somecorporate conflict, but also we see this as similation of the marginalized communities thatwere previously not given access. Now they have access, but their force toconform to their environment. So you see the launch of employee resource groups,with the black employee resource grouping in the first and history launched at Zerox Corporationbecause employees were struggling to figure out how to adjust to this climate. Thisis also where you see the launch of lgbtq employee resource groups and other intersectionalapproaches to identities. We deal with this assimilation by the time we reach thes. Now we're talking about multi culturalism. We're broadening the topic from gender andrace diversity and Za sexuality and things of the sword. So now focuson all aspects of diversity. This might sound controversial, but this fields likean all lives matter moment and and our history where we go from a veryessential groups that are having key forms of discrimination. It's being tracked from agovernment level and yet we're saying, you know what, let's focus on differencesfor all people and go and engage into sensensivity training. That's why you mighthave this sense of urgency with women's groups, black groups and LGBTQ communities, assome of these civil rights movements continue through the years without having much concountabilityand that organization. By the time we get to the s and two thousands, now we're talking about the business case and profitability for diversity. So organizationshave to address, or are recommended to adopt a jedi approach as a corefunction of their operational strategy. And yet we still don't see this major adoptionacross the organizations, even though we've proven that it can be profitable with theintegration of this strategy. By the time we get to the two thousand andtwenty, we see a rise in racial and social justice in the workplace.This is in response to the tragic murder of George Floyd. Then we havecovid nineteen, which exposed multipe faceted systemic and justice across all sectors of government. We have an increase in civil unrest, reminiscent of the civil rights movement ofthe sixties, where much of this history begins. And so now we'vecome full circle from federal protections of the Civil Rights Act of one thousand ninehundred and sixty four to some of the...

...federal protections that are being put inplace now to further racial justice on racial equity through the byte administration. Essentially, we spent the past fifty seven years convincing organizations to do the right thingby framing it and the context of diversity, Equitt and inclusion. This is whywe now censor justice. So remember when we were told not to discussmoney, politics or religion in the workplace? Well, now we know why anddoing so it exposes the stomach and equality and creates conflict that we,as individuals and organizations, we're not properly trained to explore. This has becomemore apparent as we struggle with anti racism and critical race theory and abortion rightsand other rights that we've discussed, as emplas in the workplace, that areaffecting us in society. So I am here to help hold us accountable bysharing this collective understanding of our history so we can stop reinventing the will,identify our individual responsibility and mobilize all of us towards a more sustainable and impactfuloutcome towards justice in the workplace. You know. So you at the topsaid these are just some key highlights, but for me it's very powerful tohear and I've learned so much and just what was it four minutes they spoke. So clients must have a similar experience. Tell me, is that true?Is that something that you see them having a har moments or mindset shiftswhen you present this material to them? Well, I say a couple ofthings. First, the idea of history as an anchor, I think isprofound because it allows us all to see where we've been. Right, it'sfact, it is already happened. There's not much room for debate, andso we in order to do this successfully, we have to know where we've beento really understand where we're going. That's where we learned from the past, right to inform the present, so we can design essentially at workplace we'venever seen. Right. So this is a biblical moment. So when,not US sure, or when I take my clients through that experience with throughtheir recap, typically I can visually see the responses as they are taken themback. You can see it in their eyes and and then in the QAnda afterwards they'll tell me how they were completely taken aback. They know,but they didn't know how much this has been affected. And so rarely arepeople as familiar with the depths of this history, as I expected anything,unless you are actively engaged, why would you know? But even those whodo this work, I'm talking about practitioners who've been doing this for years,we are evolving. So this discourse, this conversation, evolved, just likeJedi is a term you know used to you know some people use belonging.We continue to evolve. So there is no kind of in date for learningthis, but it is an excellent way to really put everyone on the samepage and meet people where they are by anchoring us a diverse group of learnerswith different stages of experience in this work. With the historical overview. People areamazed by the impact of government and...

...legislative influence. We're taught not totalk about politics, but we vote for leaders that create this legislation. Sowe might have to talk about how that shows up in the workplace, regardlessof whether or not it's comfortable. And then I've seen shifts and thinking,which I love. I call it a recalculating and resizing of the complexity ofour collective challenge. What might have once been saying is something that can beeasily changed. The weight of our collective challenge is really come into surface.So I see people being overwhelmed, but reminding them that we're overwhelmed because we'retaking fragmented action with minimal or resources, with almost zero accountability, and wehaven't been out what's metrics are, goals to track. And yet we stillhave expectations that this problem should be solved and not on that that it shouldbe solved quickly. I'm realistic. So I would say to us the successof this journey depends on the adequate investments we make to achieve the workplace justice, workplace spirit this we claim to seek. By that I mean what's the returnon a nonexistent or inadequate investment? Something you just said. Even practitioners, IFDI, are not versed in the history, even the highlight history thatyou just outlined for us. And you and I have talked about this.Use that you could take a sort of a ation, but it's not yeta formal practice, or it hasn't been formalized. Do you think it shouldbe? I do. I think the urgency of this work, you canbecome a human resource professional, but I fundamentally believe that is different than theJedi work that is happening. I see the human resource department as the thewhat. These are the measures that have to be taken legally to protect thecompany, to protect the employee, to ensure fairness, to uphold the EOCand other federal and state and local standard. But I see Jedi as the how. If the Human Resource Department is responsible for maximizing the output of thegreatest asset of the company, which is our human capital, then what isthe help of that human capital right? What it have? We divorceified ourportfolio of talent, and I mean that by individuals, not just function,but quality of skill, by diversity of skill, and so there has tobe a formalized process to determine where should companies be at each stage of thejourney. How do we measure success? How do we determine where they areand where they should be moving going forward? What I'm saying now is companies canbuild programs and never hold leadership to account. So how do we makesure that this is actually effective and sustainable over time? Yeah, I know, in your model, which will talk about in a bit, accountability isa huge factor. Let's continue on with esteem of past, present future.And the past is product. The past continues to shape the present. Thepast is very present in the present. So explain where we are today,and it's in fact that premise is true.

Yes, excellent question. I thinkthe present is a function of the past, as you just mentioned,and so whoever we are today is because of what we did yesterday, whichmet whoever or whatever we built for tomorrow is based on this moment in time, what we do right now. So to that, I to that,I say where we are today is yet another turning point in developing the futureof workplace culture. What is the modern workplace look like in two thousand andtwenty one, especially given that we are confronted with a pandemic, varying viewsof health policies and practices, we're in the midst of a hybrid workforce,we have major demographic shifts and social and political issues. We're corporate social responsibilityis front and center. So we're really at a biblical moment for determining whoor what we're going to become as a working population moving forward now. Idon't know if you remember this, but I certainly remember this. Your partnow is built in stought leadership that we bring to the community, and thatincludes your recent appearance in a built in Webinar and at one point you saidabout all of this, all of this perfect storm, or I should sayimperfect storm. He said, and I'm going to paraphrase this, you said, listen, let's not wait for another global crisis. Why do we haveto wait? What if this is our one shot? And I know alot of people who were in that Zoom Room. We're really moved by bywhat you said, and I certainly was as well. I mean, wecan't wait. So I love the Hamilton play because it took culture and wrapand history and combine them together. It gave me an opportunity to appreciate theUS Constitution in the way that I had not. And so I say thisis our one shot, our moment in history. Right. What are wegoing to do with this one shot? I to my advantage or not.I am naive enough to believe in the possible. I used to be astudent. We were taught to be if you do excellent work, then you'llget excellent rewards, to become a global citizen, to contribute to the thegreater society around you. And yet when we enter these rooms, with thesedecisions are made, we do not see those values being replicated, and sothe readal. I'm stressing the urgency of this time is who are we todayand who are we teaching our children to become? What professionals are we goingto become a whether you are working in tech or financial services or an education? What is justice, equity and inclusion means you and this one moment,if you have one shot to change the trajectory of all of us, andthere is no act too small, and I truly believe that, then whatwould it be? We have to ask for ourselves. We continue to reimitthe wheel or revert to old behaviors with those were saying. I want toreturn back to normal. As we can see, normal a work. Well, will we lever just opportunity to transform workplace culture for a future that isfast approaching? Only corporations that are willing to adapt will survive the decade andbeyond. For companies that are committed to...

...this journey, including my clients,I share a framework really quickly. It's called the three ages of effective jediimplementation, awareness, activation and accountability. With these three things in place,it should be a gateway to alistic Jedi implementation. Awareness is the focus oneducation and training, where the company is coming into consciousness of the topic ofJedi, where your organization is what you stand for, and auditing some ofthe policies and risk associated with how you built your organization. Today. Thisis the stage where you just determine who we are and who we're becoming,and one of the resources required to get there activation is the process of enablingevery segment of the business to get involved in company why transformation. This isnot just the responsibility of one person in the DII or for one person whosevolunteer role it is in HR. This is a company why activation plan,which means everyone at every level of the organization has a various levels of powerand influence and capability. They all have to be activated at the same timeand the lead three hundred and sixty model shows how our clients and our customersare able to do that. And then, lastly, is accountability. None ofthis works if we're not held to account and we're not measuring ourselves,if we're not seeing the growth. That's why we haven't seen as much progress, because there's no institutional system to say what corporation should or should not bedoing in this work. And so this is the process of tracking, measuringand optimizing Jedi data and the initiatives to drive this data, using a performancescore card and a company why Communication Plan. The company needs to build a businesscase. You build a business case by capturing information, employee demographics,employee engagement surveys. Once you get the data, now you have to makedecisions. This is where I get frustrated, where people are focused on the databut not on the decisions that have to be made. Once you findthe data, leadership carries the burden of committing to necessary changes identify through thatdata, and then they must communicate a model these changes in order to activatethe other leaders across the company. Finally, all leaders should provide monthly or quarterlyupdates from the organization's progress to anchor the seriousness, in the urgency ofthis work as a strategic priority. This allows the organization to see who arewe becoming? Barrier makers or barrier breakers when it comes to access to opportunity? The generations to come are watching us and they depend on our collective fortitudeand this moment history. So this is your reminder that it takes all ofus, and I asked for you to actively get involved today. Let's talka little bit about the companies that that you work with. Question that Ihave is okay, so they're coming to you, they are engaging you inyour consultancy, and so I would wonder, does that mean it's self selecting?Are these clients all ready aware as the massive challenge ahead of them andwhat needs to happen deface resistance, or have they turned the page by thetime they get to you? Excellent question,...

...and I'd say for some of themthey've turned the page, but they haven't read the book right. Everycompany is at a different stage of their Jedi journey. Again, if Ithink of stages, I think about my three a's. Some are just cominginto consciousness. They don't know what they don't know, so they're asking thequestions. I would say right now, ask all of the questions so youcan get a comprehensive view of where you are. Part two is the activationgroup. There are those who have started a couple of initiatives, but theymight have started without really fully understanding what they were getting into. Employee ResourceGroups and Diversity Inclusion counsels are great examples where companies will start it but don'treally understand how and therefore, they might not see the returns, so theymight need some help revamping some things that they've initiated already. And then,lastly, you have those then might have some form of accountability. But somehowthese numbers aren't moving. They might have to really reinforce all of the thingsthat they've built because they're not getting the traction they anticipate it. So theymight need a major optimization. That being said, with everyone being in adifferent place, it allows me to meet them where they are and the moment, because there is no one size fits all solution. That allows me tocustomize my approach to focus on their immediate needs and then I get them toselect their faith. How much work are you willing to do in year one, and then the rest of these objectives have to be met in your two, three and four beyond, so they can understand that work. One thingI would like to stay here is that we're in the midst of a greatresignation. Individuals are starting to see what their worth is and they're aligning themselvesor organizations that can do the same. So for anyone who is absorbing Jedicompanies that are getting started or amplifying or revamping their program I would say employeesare holding corporations to a higher standard, and so companies who do not havea Jedi strategy will experience higher talent acquisition costs, they're gonna have a longerIro ing timeline, they're likely to have higher attrition rates and the client employeesatisfaction rates, both internally and externally, now that talent has more options.So when I do find potential clients where I have to cut through resistance orconvince them to do the right thing, I simply choose not to work withthem. There's too much progress to be made to debate with an organization thathas them figured out what side of history they want to be on. Iprefer to work with clients or committing to do the work and who are committedto doing the work today. That makes all the senses. Then, whereall that? I think probably every minute you would spend in that kind ofdebate and convincing is worth ten minutes, ten hours of change making act thatyou could otherwise do. So absolutely so. For those companies, for those leaderswho have stepped up, you've VAT at them and they are ready andwilling to do the work. Tell us what the future holds for them.Tell us what the opportunity is in front of us if we get Jedi right. So, first of all, for companies and leaders who have already steppedup, for those of you who are already doing this work, thank you. I'm so excited to be working with... We need more of youand I applaud your efforts. For those of you who are on the fenceand still debating, I say now is a great time to get started.Now is always the right time to do the right thing. And so whatdoes it mean in terms of the opportunity? It means that the future holds greaterconnection, understanding, innovation, creativity and collective prosperity if we choose toact now. I know for some of you this might sound to coomby offer. For you, you want more data and figures and facts. But whathave I told you that? The data and figure in fact, is aculmination of our ability to to connect, to operating the state of belonging,to be unified. As I mentioned earlier, our fragmented and resistant approach to thiswork of the past fifty seven years has caused us to come full circle. This was an eight billion dollar industry at the start of two thousand andtwenty. Given what we've experienced, I'm sure that number is almost doubled now. How much, what else could we be doing with eight billion dollars ifwe didn't have to invest and workplace equity? How much? We could be fightingclimate change in a different capacity, we could be relocating these resources.So I would say we're already creating opportunities for space travel, which is favorablefor the wealthy, right, but if we can't figure you're out to bebare and equitable on earth. How much says to the make for to betrying to create commercial plfe in space when we're simply taking those same behaviors toanother dimension? So I encourage us to get started now. It is inour bit interest to do so. That is such an amazing analogy, yourspace travel analogy, and I'm actually guilty of saying this Cliche, the Fortyzerofoot view, but you are definitely bringing meeting to the fortyzero foot view.But we are figuring out space. So it's like a question what kind ofearth are we leaving behind? And then what kind of what kind of spacejunk will we potentially bring into the cosmos and the Cosmos being the future.So I love that, sominique. That's such an incredible metaphor and way tothink about this and about our one shot. So thank you. So here's anotherquestion about how to handle this topic. It is difficult conversations about race,about social injustice, about systemic racism, those conversations, they get uncomfortable,they can get combative and we have seen companies that are reacting to thatin their way. Think about coin base and base camp. They've banned thoseconversations about racial justice. They're calling them inappropriate conversations to have in the workplace, and that is another podcast entirely in its own I but I wanted toask you, if you were to give tips to someone leading conversations, oreven two employees that want, I'm engage, how should they engage in conversations thatare productive? Excellent question and I think it's very timely and I'm gladyou brought up coin based and base camp,...

...because these are two companies I useas examples of what not to do. I mean, how irresponsible to notaddress such an important topic, especially during a time of racial and civilunreash. And so again, I don't hold any bars there, because Ihold companies like that at a high esteem. So to help with all of ourunderstanding, left to find race right. There many ways to do this.One of the ways that I to is Oxford bibliographies and so race,as they describe, is a human classification system that is socially constructed to distinguishbetween groups of people who share phenotypical characteristics. Since the race is socially constructed,dominant group and society of shaped and informed racial categories and order to maintainsystems of power, thereby also producing racial inequality. To acknowledge this and someof the definitions but ignore the responsibility to have this conversation shows an active resistancetowards progress. It creates a barrier from establishing an equitable and an inclusive workenvironment. But that you can't talk about a known issue. I have buyscompany to be courageous to make the decision to have the conversations. Race isone of the most effective divisive mechanisms and our nation's history, and obviously it'sbeen used all around the world. But for the context of the discussion hereat home, it's our collective obligation to confront racism and to become active antiracist, as proposed by the scholar Ebram x Candy, and I encourage youall to read his book how to be an anti racist. It shows howit shows up in every aspect of our society. Again another reason why wecan't avoid this topic. The best way to do this and have this conversationis by bringing in a third party to help facilitate this process, especially ifthis is a new topic for your organization. It requires great care and how itis managed. These conversations should inform and prompt internal actions after the trainingis complete, and a third party can help to ensure that. Please donot bring in someone to have this discussion if you're not really prepared to dowhat is required after those conversations ensue. I'd also encouraged individuals to self educateand supplement the efforts of your company by researching topics and frameworks you don't understand. So it's great that your company had unconscious by its training, but itis also great for you to read the books and to watch master classes sothat you're will informed as an individual. And then one way to do thisis to go to the National Museum of African American History and cultures website talkingabout race. They have a great assortment of teaching and learning, from talkingabout with students to adults and individuals by communities. I also encourage companies notto have listening circles where employees share very vulnerable stories of that their experiences,and then in the company doesn't actually do...

...something about it. It. It'sreally traumatizing your employees with no outlet or any fight for a light at theend of the tunnel, as supported by the company. So employees have beensharing their concerns but quite some time. Now is the time to actually act. And my final thought is that we can't continue to say that we don'twant to lower the bar by hiring more women or people from underrepresented groups inour organization. Well, the bar was reagged in the first place historically fitin favor for a very select few. Essentially, the bar is exclusive andwe're working towards inclusive workplace environment. Yeah, I appreciate your recommending that site,the talking about race section. Yeah, that you can find in the NationalMuseum of African American history and culture, as you mentioned, guidance on howto talk about race, but it also dominic. Your bringing up theOxford definition of race as a social constract. It dives into that topic, asyou laid out, and also for listeners, as a quickside note,we're going to put links to that site, but also a studies and books thatDominique mentioned throughout this conversation in the show notes to this episode. Soplease don't hesitate to check that out. So, Dominique, we have theresources. Tell me about some actions that leaders of companies can take to showtheir commitment to diversity, acuity and belonging or to Jedi. Thank you andI love this part. I would say anyone who is listening, if you'rehaving any type of programming for Jedidi, really any topic, please always havethree actionable takeaways. We want to make sure that people can walk away startingto affect change immediately after your show. So thank you, tephany and BillTan for giving me this opportunity here. So first things first, everyone,I strongly encourage you, especially for bay area companies, to take the PledgeTwenty five by twenty five, presented by CEO Ahmad Thomas and his team overat the Silicon Valley Leadership Group. During my work with other companies pledged twentyfive by twenty five has been highlighted as a key initiative that challenges stilicon valleyand Bay area companies to increase diversity in business leadership by setting a goal offilling twenty five percent of executive positions with hires from underrepresented groups by two thousandand twenty five, or by pledging that the number of underrepresented individuals and leadershiproles will increase by at least twenty five percent by two thousand and twenty five. This community of trailblazing organizations work together as peers and partners and partnership withSilicon Valley Leadership Group to the Fort and hold one another accountable along the journey. I personally spoke to Teoam Thomas. I was very enthused by his workand I see him and it came as a partner and I encourage you allto join that a journey as well. Second is to commit to action.I don't care if you're start up of fifteen people or if your company ofone hundred fifty thousand plus. I encourage... to make a public statement tohire a chief equity officer that reports into the CEO and is and partnership withyour chief Humor Resource Officer. I would make this a key priority across allbusiness functions so that every leader understands their role and responsibility. It's very difficultto take a company seriously when their commitments are not backed up with actions.And lastly, I encourage company to create company values that center people and orinclusion, or equity and fairness. This can be most effective when you engagethe entire company, allowing people, managers and individual contributors alike the opportunity tocontribute their voice and their ideas and their opinions, so you have a companya wired approach that can be held to a standard that everyone can leverage topromote employee morale. Okay, so you just said you need to commit toaction. You said, yes, you need to hire a chiefs equity officer. You said you need to make this a key priority. So let's saythere's a listener out there that is ready to do all of that and theywant to get in touch with you. How can they reach you? Thankyou so much. I mean, first of all, you can always reachme on Linkedin. This is a way to contain, to follow my work. Of the conversations. You could always reach me on my website, whichis also in development. As I evolve, so will my convent. So youcan reach me at www that we three hundred and sixty modelcom, andif you are ready to get started now and you want to do a discoverycall with me, you can email me directly at Domini at we three hundredand sixty modelscom. So please feel free to reach out and I look forwardfor the opportunity to support you all, as we support each other, inany way possible. Yes, so, so, Dominique, thank you sovery much for sharing your expertise, for sharing the overview that you give yourown clients so that our community at built in can benefit from hearing the samething. I just can't thank you enough. And also, just a note,this episode is somewhat miraculous, because Dominique and I had so many taxissues to make this happen that it's just sort of Oh, we did it, we did it so that five we made it happen. I mean thiswhole process is an example of what Jedi will be like. Right, therewill be stumbles and it will not be perfect and you will make mistakes andyou will have some areas of failure and guess what, it's okay, we'regoing to get up and we're going to dust ourselves off and we're going todo it anyway. So let's make work pace equity the expectation and not theanomaly. I look forward to working with you for the future of the modernworkplace. Thank you so much, tiffany. Thank you so much. It's beensuch a pleasure. So I will also extend a big thank you tolisteners. Don't forget to subscribe to the show. Just go to technically peoplecomand please also join us next week. You'll hear from another leader who is, like Dominique, catapulting all of us...

...into the future of work. Seenext week. Are you an employer of choice and do you want the mosttalented candidates to know it? Built in is accepting submissions for its annual bestplaces to work awards. The program honors tech companies that go above and beyondfor employees, offering exceptional perks, benefits and company cultures get noticed get onthe winner's list. Now. It's the first place in delian professionals go toresearch employers where they're ready to make a move in this market. You can'tafford to miss top talent, so don't miss the deadline, November twelve.Two Thousand and twenty one visit employers dop built incomlash breast places to work.You've been listening to technically people a community conversation about the future of work.If you want to hear more cutting edge ideas about creating human center work places, subscribe on your favorite podcast player and you'll never miss an episode. Andif you're over the moon about what you've heard, we'd be honored if youtook the time to give us a five star review. So signing up untilwe meet again in the future.

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