Technically People
Technically People

Episode · 3 weeks ago

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

ABOUT THIS EPISODE

“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 acommunity conversation by and for workplace futurists brought to you bythe tech recruitment platform built in the podcast features, insights fromleaders, thinkers and doers on the vanguard, building human centeredworkplaces of the future along the way you'll hear concepts thatwill 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 Tiffany Myers,and I'm really excited to be having a conversation today with our phenomenalguest, Domini Collins, Damani transitioned from a career in businessanalytics and financial operations to become an advocate and a strategicadviser for Work Place Equity. She has sixteen years of experience in thefinancial services and tax ECTOR's and she served as a leader at organizationslike Claudere, Ebay and Google. Today she is the sounder and connector inchiefs of the Jedi consultancy. We three a D sixty so three hundred sixtydegrees of workplace equity. So you heard me say: Jedi Jedi is an acronymfor Justice, equity, diversity and inclusion and Dominic is going to sharea little bit more about this. As we continue on our conversation, littleback story when Dominic and I first met, she told me a little bit about how sheworks with people when she starts working with every client. She walksthem through the Sir first step, history and Dei in the workplace. Sowhen I asked excitedly, if she might share that historical review on theshow she was kind enough to accept and Dominic, I'm so glad you did and thankyou for being here what thank you tiffany for that Marvelous Intro, andfor the opportunity to have me here with you and the Buildin family today,I'm excited to be here before we dive in to the history that I mentioned. Iwanted to ask you about that acronym Jed I so I gave a kind of what eachletter stands for, but there's a lot more nuance to it and why that J is acrucial addition to the diversity equity inclusion. Acronym, so tell me abit more. Oh absolutely! So thanks for the question these titles and thesephrases have changed so much over time, and even I am still learning on howmuch it has shifted, and so I give courtesy to all those who are trying tofigure it out, but Jenna is really emphasizing. What is the outcome we areseeking diversity is identify and recognizing difference. Inclusion ismaking sure that you factor in an account for those differences weremaking decisions than you have equity, and then you have equality, and thenyou have be Longan, but at the end of the day, all of these terms work inservice of what, and so you see,...

...justice being that foundationespecially give out all that we've experienced in the past two years, sowe're really putting at the forefront of what are we trying to achieve. I useherm Jedi because each function of the acronym highlight areas that are Ford tmy business as well as my personal values right. So justice is thedismantling of oppressive systems. It's more action. Oriented equity is theestablishing of fairness and equality for all. So this agan is about systems.Diversity is recognizing intersectional identities and then inclusion, which isactively integrating diverse perspectives and experiences. That'sone thing to recognize difference. It is another thing to actively includethose perspectives as to how we make decisions. So that's what I'm anchoringus in today, the practice of Jedi in the workplace, and do you feel thatJedi is an acronym is starting to take hold that people are adopting it andwill adopt it in a widespread way depends on where the organization issome organization are about dismantling oppressive system, some organizationstruggles to recognize oppressive systems as well, discuss to day and ourconversation, and so not everybody is fighting for justice. They don't evenwant to use the word it feels like it should be more of social responsibilityor corporate social responsibility, but not so much in the context of Teani. Sothere was work to be done as we censor this concept, I think organizations arejust starting to embrace it yeah and the way that you had first described itto me said without that justice come without that j. It was on this tiptoingaround the actual work. You were doing. You weren't saying really, as you said,what the outcome is the outcome that you're looking for is Justice Yeah, Ileveraged myself as a messenger to let's just have the tough conversationsnow, rather than weight five to ten years to have it later, when there's somuch work that could have taken place in the meantime yeah. So how about we dig into that history?Can you start at the beginning and tell us the history of Di or Jedi in theworkplace? Yes- and I just want to remind everyone that what I'm about toshare is a snap shot of the work that has been done. Certainly much more. Alot of work has happened prior to the history I'm about to review and thework continues. So basically, over the years of my Jedi research as anemployee. As someone coming into the knowledge of this work, this was not myaccusin Al Dream Goal. I stumbled across this work and as a student ofthis content, I came across the two thousand and eight studied done by sodexo Corporation and the winter's group. Excellent study called theretrospective view of corporate diversity. Training for one thousandnine hundred and sixty for the present, and then I took that information fromtwo thousand and eight, and I continued on with all the research I've done fromtwo thousand and nine an two thousand and twenty one to give really from thento now overview of, what's happened,...

...and I encourage you all to read thestudy for yourselves, but here some keep avital moment that I think ofdriven this Jedi discussion today. So in the s during the civil rightsmovement, we see the launch of title seven of the Civil Rights Act ofthousand nine hundred and sixty four. This is federal legislation to condemnand to prevent discrimination on the basis of race, color, sex, religion andnational origin. This includes a creation of the equal employmentopportunity, commission tion, which is really a reactive measure, but creatinga space for employees to submit complaints and the event that theyexperienced discrimination after this legislation, when we get to the S, wesee a major federal push towards corporate compliance. Companies arebeing forth to adapt this legislation, obviously, with they being a federallegislation, they have to adjust, which is caused some corporate conflict, butalso we see this assimilation of the marginalized communities that werepreviously not given access. Now they have access, but their forth to conformto their environment. So you see the lots of employee resource groups withthe Black Employe Resource Group being the first and history launched at ZeroCorporation, because employees were struggling to figure out how to adjustto this climate. This is also where you see the launch, with Lgbtq, employeeresource groups and other intersectional approaches to identity.As we deal with this assimilation by the time we reached the S now, we'retalking about multiculturalism, we're broadening the topic from gender andrace diversity and the exalt and things of the sort to now focus on all aspectsof diversity. This might sound controversial, but this feels like anall lives matter moment in our history, where we go from a very essentialgroups that I having key forms of discrimination, is being tracked from agovernment level and yeah. We're saying you know what. Let's focus ondifferences for all people and go engage in societeit training. That'swhy you might have this sense of urgency, with women's groups, blackgroups and Lgbtq communities as some of these civil rights movements continuedthrough the years without having much Coconina it organization. By the timewe get to the S and two and now we're talking about the business case andprofitability for diversity, so organizations have to address or arecommend it to adopt a Jedi approach as a core function of their operationalstrategy, and yet we still don't see this major adoption across theorganizations, even though we prove it that it can be profitable with theintegration of this strategy by the fine we get to t o thousand and twenty.We see a rise in racial and social justice in the workplace. This is aresponse to the tragic murder of George Floyd. Then we have covied nineteen,which exposed multi, faciat, systemic and justice across all sectors ofgovernment. We have an increase in civil unrest, reminiscent of the civilrights movement of the T, where much of this history begins and so now we'vecome full circle from federal protection of the Simiidae one thousandnine e, a d sixty four to some of the...

...federal protections that are being putin place now to further racial justice and racial equity through the BITONadministration. Essentially, we spent them past fifty seven years convincingorganizations to do the right thing by framing it in the context of diversity,equal inclusion. This is why we now censor justice, so remember what wewere told not to discuss money, politics or religion in the workplace.Well now we know why, in doing so, it exposes the steming and createsconflict that we as individuals and organizations were not properly trainedto explore. This has become more apparent as we struggle with antiracism and critical race theory and abortion rights and other rights thatwe discussed as employees in the workplace that are affecting us insociety. So I am here to help hold us accountable by sharing this collectiveunderstandingg of our history. So we can stop Reiben ing the will, identifyour individual responsibility and mobilize all of us towards a moresustainable and impactful outcome towards justice in the workplace. Youknow so you at the top said these are just some key highlights, but for me,it's very powerful to hear and I've learned so much and just what was itfour minutes that you spoke so clients must have a similar experience. Tell meis that true: is that something that you see them having a ha moments ormindset shifts when you present this material to them? Well, I think acouple of things. First, the idea of history as an anchor, I think, isprofound because it allows us all to see where we've been right. It's factit has already happened, there's not much room for debate, and so we inorder to do this successfully. We have to know where we've been to reallyunderstand where we're going. That's where we learned from the past right toinform the present, so we can design, especially a workplace. We've neverforeseen right. So this is a bibite moment. So when I sure, when I take myfient through that experience or through their recap, typically, I canvisually see the responses and they are taking them back. You can see it intheir eyes and and then in the Qan afterwards, they'll tell me how theywere completely taking it back. They know, but they didn't know how muchthis has been affected, and so really are people as familiar with the depthsof this history, as I expect with anything unless you are activelyengaged. Why would you know, but even those who do this work, I'm talkingabout practitioners who've been doing this for years. We are evolving, sothis discourse is conversation evolved. Just like Jedi is a term you know usedto you know some people use belonging. We continue to evolve, so there is nokind of in date for learning this, but it is an excellent way to really putevery one on the same page and meet people where they are by anchoring us adiverse group of learners with different stages of experience in thiswork. With the historical overview, people are amazed by the impact ofgovernment and legislative influence.

We're taught not to talk about politics,but we vote for leaders that create this legislation, so we might have totalk about how that shows up in the workplace, regardless of whether or notit's comfortable and then I've seen shifts and thinking which I love, Icall it a recalculating and resizing of the complexity of our collectivechallenge. What might have once been saying is something that could beeasily changed. The weight of our collective challenges really come intosurface, so I see people being overwhelmed but reminding them thatwe're overwhelmed because we're taking fragmented action with minimal norresources with almost zero accountability, and we haven't made atwhat metric for gold a tract, and yet we still have expectations that thisproblem should be solved and not only that that it should be solved quickly.Um Realistic. So I would say to us: The success of this journey depends on theadequate investments we make to achieve the workplace, justice workplaceparness. We claim to seek by that I mean: What's the return on a nonexistent or inadequate investment, something you just said: Evenpractitioners of Dei are not versed in the history. Even the highlight historythat you just outlined for us and you and I have talked about this- you saidyou could take a certification, but it's not yet a formal practice or ithasn't been formalized. Do you think it should be? I do I think the urgency ofthis work. You can become a human resource professional, but Ifundamentally believe that is different than the Jedi work that is happening. Isee the human resource department as the the what these are the measuresthat have to be taken legally to protect the company to protect theemployee, to ensure fairness to uphold the Eos and other federal and state andlocal standard. But I see Jedi as the how, if the Humor Resource Departmentis responsible for maximizing the output of the greatest asset of thecompany, which is our human capital, then what is the help of that humancapital right? What it have? We divorcible our portfolio of talent, andI mean that by individuals not just function, the quality of skill bydiversity of skill, and so there has to be a formalized process to determine.Where should companies be at each stage of the journey? How do we measuresuccess? How do we determine where they are and where they should be movinggoing forward? What I'm saying now is companies can build programs and neverhold leadership to account. So how do we make sure that this is actuallyeffective and sustainable over time yeah and on your model, which will talkabout it in a bit? Accountability is a huge factor. Let's continue on with thetheme of past present future and the past is prologue. The past continues toshape the present. The past is very present in the present so explaind, where we are today and is infact that premise is true. Yes,...

...excellent question. I think the presentis a function of the past that you just mentioned, and so whoever we are todayis because of what we did yesterday, which me whoever or whatever we do fortomorrow, is based on this moment in time. What we do right now so to that,I so that I say where we are today is yet another turning point in developingthe future of workplace culture. What is the modern workplace? Look like intwo thousand and twenty one, especially given that we are confronted with apandemic varying views of health policies and practices we're in themidst of a hybrid work force. We have major demographic shifts and socialpolitical issues where corporate social responsibility is front and censor, sowe're really at a vivit moment for determining who or what we're going tobecome as a working population moving forwer. Now I don't know if youremember this, but I certainly remember this. Your heart now is built inthought leadership that we bring to the community, and that includes yourrecent appearance and a built in Weber, and at one point you said about all ofthis. All of this perfect storm, or, I should say, imperfect storm he said,and I'm going. To paraphrase this, you said: listen, let's not wait foranother global crisis. Why do we have to wait? What if this is our one shot?And I know a lot of people who were in that zoom room were really moved by bywhat you said, and I certainly was as well. I mean we can't wait. So I lovethe Hamilton play because it took culture and wrap in history and combinethem together and gave me an opportunity to appreciate the USConstitution in the way that I had not, and so I say this is our one shot ourmoment in history right. What are we going to do with this one shot I to myadvantage or not, I'm naive enough to believe and the possible I used to be astudent. We were taught to be. If you do excellent work, then you'll getexcellent rewards to become a global citizen to contribute to the greatersociety around you. And yet, when we enter these rooms, where the decisionsare made, we do not see those values being replicated, and so the reade I'mstressing the urgency of this time is who are read today and who are weteaching our children to become what professionals are we going become inwhether you are working in tech or financial services or an education?What is justice, equity and inclusion means to you and this one moment, ifyou have one shot to change the trajectory of all of us, and there isno act too small, and I truly believe that, then what would it be? We have toask for ourselves when we continue to Reiman the wheel or revert your oldbehaviors with those were saying. I want to return back to normal and wecan see normal didn't work. We will we levee just opportunity to transformworkplace culture for a future. That is fast approaching, only corporationsthat are willing to foot that will survive this decade. A beyond forcompanies that are committed to this...

...journey, including my clients. I sharea framework really quickly. It's called the three as of effective jediimplementation, awareness, activation and accountability. With these threethings in place, it should be a gateway to a listic Jedi implementation.Awareness is the focus on education and training where the company is cominginto consciousness of the topic of Jedi, where your organization is what youstand for, and auditing some of the policies and risk associated with howyou bitch organization today. This is a stage where you just determined who weare and who were becoming, and what are the resources required to get thereactivation is the process of enabling every segment of the business to getinvolved in company wide transformation. This is not just the responsibility ofone personal te Di or well one person, who's volunteer role. It is an HR. Thisis a company I activation plan, which means everyone at every level of theorganization, has a various levels of power and influence and capability.They all have to be acrider at the same time and the Le Three d sixty modelshows how our clients and our customers are able to do that. But then, lastly,is accountability. None of this works if we're not held to account if we'renot measuring ourselves. If we're not seeing the growth, that's why wehaven't seen as much progress, because there's no institutional assistance tosay what corporations should or should not be doing in this work, and so thisis the process of tracking measuring as an optimizing Jedi data and theinitiatives to drive this data using a performance school card. In a companywide communication plan, the company needs to build a business case. Youbuild a business case by capturing information, employee demographics,employee engagement surveys. Once you get the data now you have to makedecision. This is where I get frustrated where people are focused onthe data, but not on the decisions that have to be made once you find, the dataleadership carries the burden of committing to necessary changesidentified through that data, and then they must communicate Anda model. Thesechanges in order to activate the other leaders across the company. Finally,all leaders should provide monthly or quarterly updates on the organizationsprogress to anchor the seriousness and the urgency of this work as a strategicpriority. This allows the organization to see who are we becoming bariermakers or barrier breakers when it comes to access to opportunity? Thegenerations to come are watching us and they depend on our collective fortitudein this moment history. So this is your reminder that it takes all of us and Iasked for you to actively get involved today. Let's talk a little bit aboutthe companies that that you work with question that I have is: okay, sothey're coming to you. They are engaging you in your consultancy, andso I would wonder, does that mean it's self? Selecting? Are these clientsalready aware of the massive challenge ahead of them and what needs to happen?Do you face resistance or have they turned the page by the time they get toyou...

...excellent question, and I say for someof them: They've turned the page, but they haven't read the book right. Everycompany is at a different stage of their Jedi journey again and I think ofstages. I think about my three as some are just coming into consciousness.They don't know what they don't know. So they're asking the question. I wouldsay right now ask all of the questions, so you can get a comprehensive view ofwhere you are part. Two is the activation group. There are those whohave started a couple of initiatives, but they might have started withoutreally fully understanding what they were getting into. Employee resourcegroups and diverse inclusion councils are great examples where companies willstart it, but but don't really understand how and therefore they mightnot see the return, so they might need some help, revamping some things thatthey've initiated already and then. Lastly, you have those then might havesome form of accountability, but somehow these numbers aren't moving.They might have to really reinforce all of the things that they built becausethey're not getting the traction, they anticipate it, so they might need amajor optimization. That means sad with everyone being in a different place. Itallows me to meet them where they are and the moment, because there is no onesize fit all solution that allows me to customize my approach to focus on theirimmediate needs, and then I get them to select their faith. How much work areyou willing to do in year? One and then the rest of these objectives have to bemet in year, two three and four beyond, so they can understand that work. Onething I would like to say here is that we're in the midst of a greatresignation, individuals are starting to see what their worth is and they'realigning themselves with organizations that can do the same. So for anyone whois absorbing Jedi companies that are getting started or amplifying orrevamping their program, I would say, employees are holding corporations tohigher standard, and so companies who do not have a Jedi strategy willexperienge talent. Acquisition cost are going to have a longer iring time line,they're likely to have higher attrition rates and de Cling Employees,satisfaction rates both internally and externally. Now that talent has moreoptions. So when I do find potential clients where I have to cut throughresistance or convince them to do the right thing, I simply choose enough towork with them. There's too much progress to be made to debate with anorganization that hasn't figured out what side of history they want to be on.I refer to work with clients who are committing to do the work and who arecommitted to doing the work today. That makes all the sense of the word. I Ithink, probably every minute you would spend in that kind of debate andconvincing is worth ten minutes, ten hours of change, making a that youcould otherwise do so, absolutely so for those companies for those leaderswho have stepped up you've vetted them and they are ready and willing to dothe work tell us what the future holds for them. Tell us what the opportunityis in front of us if we get Jed, I right so, first of all for companies andleaders who have already stepped up for those of you who are already doing thiswork. Thank you, I'm so excited to be...

...working with you. We need more of youand I applaud your efforts for those of you who are on the fence. An stilldebating I say now is a great time to get started. Now is always the righttime to do the right thing that so what does it mean in terms of theopportunity? It means that the future holds greater connection, understanding,innovation, creativity and collective prosperity. If we choose to act now, Iknow for some of you, this might sound to combier for you, we want more dataand figures and facts, but what have I told you that the data and figure infact is a culmination of our ability to to connect to operate in the state ofbelonging to be unified. As I mentioned earlier, our fragments and a resistantapproached to this work of the past. Fifty seven years has caused us toCumfurte. This was a eight billion dollar industry at the start of twothousand and twenty. Given what we've experienced, I'm sure that number isalmost double now how much? What else could we be doing with eight billiondollars? If we didn't have to invest and Work Place Equity? How much wecould be fighting climate change in a different capacity? We could be re,allocating these resources because, I would say, we're already creatingopportunities for space travel, which is favorable for the wealthy right, butif we can't figure out how to be fair and equitable on earth, how much is doit make for it to be trying to create commercial place and space when we'resimply taking those same behavior to another dimension. So I encourage us toget started now. It is in our best interest to do so. That is such anamazing analogy. Your space travel analogy and I'm actually guilty ofsaying this cliche the forty thousand foot view, but you are definitelybringing a waiting to the forty tousand foot view, but we are figuring outspace. So it's like a question: What kind of earth are we leaving behind andthen what kind of a well in a space junk? Will we potentially bring intothe cosmos and the Cosmos of being the future? So I love that Dominique.That's such an incredible metaphor in way to think about this and about ourone shot. So thank you. So here's another question about how to handlethis topic. It is difficult conversations about race, about socialinjustice, about systemic racism, those conversations they get uncomfortable,they can yet combative, and we have seen companies that are reacting tothat in their way. Think about coin base and base camp they've banned thoseconversations about racial justice, they're calling them inappropriateconversations to have in the workplace, and that is another podcast entirelyand it's on right. But I wanted to ask you if you were to give tips to some ofleading conversations or even to employees that want e engage. Howshould they engage in conversations that are productive, excellent questionand I think it's very timely and I'm glad you brought up point base and basecamp, because these are two companies I...

...use as examples of what not to do. Imean how irresponsible to not address such an important topic, especiallyduring the time of racial and civil, I'm Rech, and so again I don't holdmany bars there, because I hold companies like that at a high esteem,so to help what all of our understanding left to fine race right.There are many ways to do this. One of the ways I to is Boxford,bibliographies and so race, as they describe, is a human classificationsystem that is socially constructed to distinguish between groups of peoplewho share fenooa characteristics, since the race is socially constructed,dominant groups and society of shapes and informed racial categories andorder to maintain systems of power, thereby also producing racialinequality. To acknowledge this and similar definitions, but ignore theresponsibility to have this conversation shows an active resistancetowards progress. It creates a barrier from establishing an equitable and aninclusive work environment. But his you can't talk about a known issue. Iadvise companies to be courageous to make the decision to have theconversations race is one of the most effective divisive mechanisms and ournation's history, and obviously it's been used all around the world, but forthe context of the discussion here at home. It's a collective obligation toconfront racism and to become active and Siroces, as proposed by the scholar,Ebro excanteen, and I encourage you all to read his book how to be an antiracist. It shows how it shows up in every aspect of our society again.Another reason why we can't avoid this topic the best way to do this and havethis conversation is by bringing in a third party to help facilitate thisprocess, especially if this is a new topic for your organization. Itrequires great care and how it is managed. These conversations shouldinform and prompt internal actions after the training is complete, and athird party can help to ensure that ladies, do not bring in someone to havethis discussion, if you're not really prepared to do what is required afterthose conversations in sue. I'd also encourage individuals to self educateand supplement the efforts of your company by researching topics andframeworks. You don't understand so it's great that your company hadunconscious by is training, but it is also great for you to read the booksand to watch master classes so that your will informed as an individual andthen one way to do this is to go to the National Museum of African AmericanHistory and cultures website talking about race. They have a greatassortment of teaching the learning from talking about with students toadults and individuals by communities. I also encourage companies not to havelistening circles where employees share very vulnerable stories, O that theirexperiences and if the company doesn't...

...actually do something about it. It'sreal traumatizing, your employees with no outlet or any fight for a light atthe end of the tunnel as supported by the company, so employees have beensharing their concerns for quite some time. Now is the time to actually act,and my final dart is that we can't continue to say that we don't want tolower the bar by hiring more women or people from underrepresented groups inour organization. Well, the bar was readed in the first place, historicallysit in favor for a very select with few. Essentially, the bar is exclusive andwe're working towards inclusive workplace, Environment Yeah. Iappreciate your recommending that site the talking about race, section yeahthat you can find in the National Museum of African American history andculture, as you mentioned, guidance on how to talk about race, but it alsodominic your bringing up the Oxford definition of race as a social contract.It dies into that topic, as you laid out and also for listeners is a quickside. Note we're going to put links to that site, but also it studies andbooks that Dominic mentioned throughout this conversation in the show notes tothis episode. So please don't hesitate to check that out so dominie we have.The resources, tell me about some actions that leaders of companies cantake to show their commitment to divers, Acomin belonging or to Jed. I thank youand I love this part. I would say anyone who is listening if you'rehaving any type of programming for Jed I di really any topic. Please alwayshave three actionable takeaways. We want to make sure that people can walkaway starting to affect change immediately after your show. So thankyou, stiffnin built Tam for giving me this opportunity here so first thingfor everyone. I strongly encourage you, especially for bay area companies, totake the Pledge Twenty five by twenty five presented by co, Mad Thomas andhis team over at the Stilicon Valley Leadership Brute during my I work withother companies Pledge Twenty five by twenty five has been highlighted as akey initiative that challenges Silicon Valley and Bay area companies toincrease diversity in business leadership by setting a goal of fillingtwenty five percent of executive of positions with hires fromunderrepresented groups by two thousand and twenty five, or by pledging thatthe number of underrepresented individuals and leadership roles willincrease by at least twenty five percent by two thousand and twenty five.This community of trail blazing organizations work together as peersand partners and partnership with Silicon bally leadership group tosupport and hold one another accountable along the journey. Ipersonally spoke to Te Yamin Thomas. I was very enthused by his work and I seehim and in this team as a partner, and I encourage you all to join thatattorney as well. Second is to commit to action. I don't care if you're startup at fisting people or of your company...

...of a hundred and fifty thousand plus. Iencourage you to make a public statement to hire a chief equityofficer that reports into the CEO and is and partnership with your chiefHumor Resource Officer. I would make this a key priority across all businessfunctions so that every leader understands their role andresponsibility, it's very difficult to take a company seriously when theircommitments are not backed up with actions. And, lastly, I encouragecompanies to create company values that censor people and or inclusion orequity and fairness. This can be most effective when you engage the entirecompany allowing people, managers and individual contributors alike theopportunity to contribute their voice and their ideas in their opinion. Soyou have a company, a wide approach that can be hailed to a standard thateveryone can leverage to promote employee morale. Okay, so you just saidyou need to commit to action. You said, yes, you need to hire a chiefs equityofficer. You said you need to make this a key priority, so let's say there's alistener out there. That is ready to do all of that, and they want to get intouch with you. How can they reach you? Thank you so much I mean. First of all,you can always reach me, I'm like din. This is a way to contain to follow mywork. At other conversations, you can always reach me on a website which isalso in development as I evolved. So with my convent. So you can reach me atwww t w three, a D sixty modelo and if you are ready to get started now- andyou want to do a discovery call with me- you can email me directly at Dominie atwe three D, Sixty Modelo, and so please go free to reach out, and I look for itfor the opportunity to support you all as we support each other in any waypossible. Yes, so so dominic. Thank you so very much for sharing your expertisefor sharing the overview that you give your own clients to that. Our communityat built in, can benefit from hearing the same thing. I just can't thank youenough and also just a note. This episode is somewhat miraculous becauseDomini and I had so many tach issues to make this happen that it's just sortof. Oh, we did it. We did it so hies that five we made it happen. I meanthis one process is an example of what Jedi will be like right, then we'll bestumbles and it will not be perfect and you will make mistakes and you willhave some areas of failure and guess what it's? Okay, we're going to get upand we're going to dust ourselves off and we're going to do it anyway. Solet's make what this equity, the expectation and not the anomaly, I lookforward to working with you for the future of the modern work place. Thankyou so much tiffany. Thank you! So much it's been such a pleasure, so I willalso extend a big thank you to listeners. Don't forget to subscribe tothe show just go to technically people. Com and POS also join US next week,you'll hear from another leader who is like Domini catapulting, all of us intothe future of work. See you next week.

Are you an employer of choice, and doyou want the most talented candidates to know it built on is acceptingsubmissions for its annual best places to work awards? The Program Honors Tech,company and PECCO, above and beyond, for employees offering exception atperks, benefits and company cultures, get noticed, get on the winners list.Now it's the first place in Toland professionals go to research employerswhen they're ready to make a move in this market. You can't afford to misstop Toman, so don't miss the deadline November, Twelfth Two Thousand andtwenty one visit employers stop built oncome best places to walk. You've been listening to technicallypeople, a community conversation about the future of work. If you want to hearmore cutting edge ideas about creating human center work, places subscribe onyour favorite, podcast player and you'll never miss an episode and if you're over the moon about whatyou've heard we'd be honored. If you took the time to give us a five starreview so signing off until we meet again in the future, I.

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