Diversity Management
for Leaders:
It’s a Matter of Respect!
Developed and Facilitated by:
Jan Dwyer Bang, MBA, CSP
After attending this session, you will be able to:
• Recognize the benefits of honoring and respecting
multiple perspectives
• Identify why inclusion is critical to your agency’s
success
• Discover and model the words, attitudes, and
behaviors that support inclusion and respect
After attending this session, you will be able to:
• Know the latest case law on diversity issues
• Address issues relating to the work environment,
employees, and customer base
• Eliminate bias and discrimination in recruiting,
hiring, promotion, and other employment decisions
• Address the challenges of an effective diversity
leader
Definitions
A diverse workforce:
 An atmosphere where a variety of people and
ideas is welcomed and valued.
 An environment that naturally enables people
to contribute to their fullest potential and support
of their agency’s goals
Definitions
Leading a diverse workforce:
 Understanding laws and policies
 Assuming responsibility for improving
your workplace
Tapping into the strengths of each person
Overcoming biases to build effective and
motivated teams
Definitions
Leading a diverse workforce:
 Promoting inclusiveness
Creating a culture of respect and inclusion
where employees want to stay
Helping your agency become the
“employer of choice”
Serving as a role model in what you say
and what you do
Definitions
Respect: The state of being honored or
esteemed, to show consideration for, treat
courteously or kindly
Definitions
Workplace diversity: The variety of
differences between people in an
organization. It is the collective strength of
experiences, skills, talents, perspectives, and
cultures that each employee brings to the
workplace.
Diversity
The Four Layers of Diversity
1. Organizational Dimensions
2. External Dimensions
3. Internal Dimensions
4. Personality
Definitions
Inclusion: Respecting and valuing the
unique dimension that each individual adds
to an organization. It includes engaging
similarities and differences to create a
culture of belonging where people are valued
and respected.
Definitions
Culture: A set of accepted behaviors,
patterns, values, assumptions, and
shared common experiences.
Cross-Cultural Iceberg: A Metaphor for Understanding
Equal Employment
Opportunity
The effort to provide an equal work
experience, free from discrimination, for
all people.
Diversity Statement - DES
DES champions the commitment of the State
to employ a workforce that reflects
Washington’s diversity in culture, race,
ethnicity and gender and to provide a work
environment free from discrimination.
Diversity Statement - DES
DES champions the commitment of the State
to employ a workforce that reflects
Washington’s diversity in culture, race,
ethnicity and gender and to provide a work
environment free from discrimination.
Diversity Statement - DES
DES is dedicated to achieve equal
employment opportunity for people of
color, persons over 40 years of age,
persons with disabilities, women, and
disabled and Vietnam –era veterans.
Competition
Each group will answer the following questions. The group
that gets the most answers correct – wins!
1. What are the two goals of a diverse workforce?
2. Identify tangible ways you can be a role model
as a leader for diversity in your communication
and actions.
3. What are some barriers to inclusiveness?
Competition
Each group will answer the following questions. The group
that gets the most answers correct – wins!
4. What is the website address for information on
diversity at the DES website for the state of
Washington?
5. Who serves as the Governor’s Chief Diversity
Officer within the state of Washington?
6. What is the name of the council that serves as
the state’s diversity advisory and coordinating
group?
Competition
Each group will answer the following questions. The group
that gets the most answers correct – wins!
6. The purpose of this council is to: (Select all that
apply):
a.
b.
c.
d.
e.
f.
Surface issues and develop recommendations on enterprise diversity
strategies
Provide feedback and input on diversity issues and strategies, metrics,
and data definitions
Share information with and solicit input from the broader state diversity
and HR communities
Collaborate on implementation of enterprise diversity initiatives
Recommend a training and development agenda for agency diversity
practioners
All the above
Competition
Each group will answer the following questions. The group
that gets the most answers correct – wins!
7. Identify some of the quantitative & qualitative
ways that state agencies use to measure
diversity initiatives
Competition
8. What does the exposed tip of the cross cultural ice
berg represent? What does the submerged part of
the iceberg represent? Describe why culture is
often compared to an ice berg and share an
example. (NOTE: This question is worth 15
points!).
Competition
9. The Millennial or Generation Y (1981-2000)
generally have the following work characteristics:
(Select all that apply)
a.
b.
c.
d.
e.
Workaholics
Multitasking
Tenacity
Adherent to rules
Goal oriented
Generation Timeline
from Mixing and Managing Four Generations of Employees
Greg Hammill
1922-1945
Veterans,
Silent's,
Traditionalists
1946-1964
Baby Boomers
1965-1980
Generation X,
Gen X, Xers
1981-2000
Generation Y,
Gen Y,
Millennial, Echo
Boomers
Generation Timeline
from Mixing and Managing Four Generations of Employees
Greg Hammill
Veterans,
Silent's,
Traditionalists
Baby Boomers
Generation X,
Gen X, Xers
Generation Y,
Gen Y,
Millennial, Echo
Boomers
•Respect for
authority
•Conformers
•Discipline
•Optimism
•Involvement
•Skepticism
•Fun
•Informality
•Realism
•Confidence
•Extreme fun
•Social
Generation Timeline
from Mixing and Managing Four Generations of Employees
Greg Hammill
Veterans,
Silent's,
Traditionalists
Baby Boomers
•Hard work
•Workaholics
•Duty before fun •Work efficiently
•Adhere to rules •Desire quality
•Question
authority
“Your
experience is
“You are valued,
respected”
you are needed”
Generation X,
Gen X, Xers
Generation Y,
Gen Y,
Millennial, Echo
Boomers
•Eliminate the
task
•Self-reliance
•Want structure
and direction
•Skeptical
“Do it your way,
forget the rules”
•Multitasking
•Tenacity
•Entrepreneurial
•Tolerant
•Goal oriented
“You will work
with other
bright, creative
people”
Benefits of Diversity
A diverse workforce…
1. Enhances the quality of problem solving and
innovation.
2. Increases productivity.
3. More actively engages customers in a global
workplace.
4. Attracts and retains the best employees.
5. Decreases costs.
Business Case for Diversity
Creating an inclusive environment…
1.
2.
3.
4.
Improves employee engagement.
Facilitates recruitment.
Increases retention.
Supports your agency in becoming an
employer of choice.
Business Case for Diversity
Creating an inclusive environment…
5. Enhances your reputation among
customers & stakeholders.
6. Strengthens your relationships with
suppliers.
7. Protects your agency from lawsuits.
8. Improves teamwork.
9. Optimizes performance.
10.Increases innovation.
Barriers to Inclusiveness
1. Assumptions
2. Perceptions
3. Stereotypes
4. Lack of Knowledge of other cultures
5. Ineffective communication
Assumptions
• Catch yourself every time you say, “I
assumed…” or “I thought…”
• Practice validating your assumptions
before things go wrong
• Notice your tendency to assume
negatively based upon faulty data, a
negative bias or stereotype, or the fact that
you don’t know the person very well
Perceptions
•Our perceptions represent how we interpret or
view what goes on around us.
•When new information does not coincide with
pre-conceived ideas or past experience it
receives little consideration, is distorted, or
ignored.
Perceptions
“Virtually every problem in human
relations stems from a difference in
perception.”
– Robert L. Katz
FOULED UP FILES ARE THE
RESULT OF FOOLISH NEGLECT
AND FINISHED FILES ARE THE
RESULT OF SCIENTIFIC STUDY
COMBINED WITH THE
EXPERIENCE OF MANY YEARS
Count the F’s in the sentence
What do People want from
their jobs?
From Supervisors
1. High wages
2. Job security
What do People want from
their jobs?
From Employees
1. Recognition
2. Being included in decisions
“We see things not as
they are, but as we are.”
-Dr. Wayne Dyer
Perceptions
• Remind yourself that what you see may be
“filtered”
• Step back from situations and try to see
things from the other person’s perspective
• Ask open-ended questions
Stereotypes
Stereotype: A conventional,
oversimplified conception, opinion,
or image.
"Elderly Americans are the neglected
sector of the fashion industry,
stereotyped by blue hair and polyester
pantsuits" (American Demographics).
Stereotypes
• First used in the 18th century to describe a
printing process designed to duplicate
pages of type
• In the 19th century, psychiatrists used this
term to describe a repetitive behavior
• A lack of awareness and misinformation
are the foundation of making stereotypes
How to handle Stereotypes
• Look at yourself first – what stereotypes
do you hold?
• Examine the basis of widely held
stereotypes – you can take the power
away when you see that many times they
are based on wrongly held assumptions
• Work to accept differences – in yourself
and others
Lack of Knowledge of other
Cultures
1.
2.
3.
4.
Get to know other cultures
Examine your own assumptions
Be an active listener
Getting to know a culture takes time –
ask questions and seek to understand
without judgment
5. Before interacting with a certain culture,
do the research
Ineffective Communication
1. Listening
2. Understanding Communication
Styles
The Speaker-Listener Technique
•Rules (for both) - Speaker has the floor, share the
floor, no problem solving
•Rules for the Speaker – Speak for yourself, talk in
small chunks, stop and let the listener paraphrase
•Rules for the Listener – Paraphrase what you hear,
don’t rebut, focus on the speaker’s message
Adapted from “A Lasting Promise” by Scott Stanley, Daniel Trathen, Savanna McCain, and Milt Bryan
Listen from the inside
out
•Paraphrase (To make sure you understood AND to
show the speaker you’ve heard)
•Acknowledgement (Feelings crave
acknowledgement)
Adapted from “Difficult Conversations” by Douglas Stone, Bruce Patton, and Sheila Heen
Common Language
Non-threatening
Non-judgmental
Safe for everyone to use
Administering the DiSC
Preview Assessment
 It is not a test.
 You cannot pass or fail.
 There are no right or wrong
answers.
 There is no one style that is better
than another.
Purpose
•DiSC® Preview helps us identify the
different ways we behave so we
can:
• Minimize potential
conflict with others
• Maximize our
potential for success
Active
Thoughtful
PPT 4-2
Questioning
PPT 4-2
Accepting
Active
Questioning
Accepting
Thoughtful
PPT 4-2
Active
Dominance
Influence
Questioning
Conscientiousness
PPT 4-2
Accepting
Thoughtful
Steadiness
Active
Dominance
Direct, results-oriented
Influence
Expressive, Relationship
Questioning
Analytical, Deliberative
Conscientiousness
PPT 4-2
Accepting
Supportive, Cooperative
Thoughtful
Steadiness
A Day in the Life
Page 10
Describe what it is like
to be your style
Use your profile and
experience
Consider the questions
on the handout
Use words, statements,
pictures, etc.
Behaviors in the extreme
In normal
situations
OH-23
Under
pressure
Extreme
behavior
D
In charge,
decisive
Demands
Leaves
i
Persuasive,
enthusiastic
Oversells
Gives up
Pouts
S
Supportive,
friendly
Gives in
Acts hurt
Accuses
C
Careful Quiet
Is indecisive
Gets emotional
Attacks
Conflict and Stress
PPT 6-2
Tends to:
ASSERT
D
i
C
S
Tends to:
SUPPRESS
PPT 6-16
Responses to Conflict
Focuses on:
D
i
LOGIC
FEELINGS
C
PPT 6-17
Focuses on:
S
DEMAND
Goal: Victory
Tends to:
ASSERT
Goal: Acknowledgement
Focuses on:
Focuses on:
LOGIC
FEELINGS
WITHDRAW
Tends to:
Goal: Justice
SUPPRESS
PPT 6-17
EXPRESS
COMPLY
Goal: Harmony
My Value to the
Organization
PPT 4-15
Introduction to People Reading
Remember That…
There are no good or bad styles.
There is no best style.
All styles have strengths and limitations.
All styles can be more or less effective.
People are a mixture of styles.
PPT 7-3
Observable Behavior
• Body Language
• Posture
• Use of hands
• Facial expressions
• Tone
• Pace
• Inflection
• Volume
• Words
Review
People reading is not designed to label people
People reading can help us interact
more effectively with others
No one has a “pure style”
Enhancing Team Effectiveness
What is your communication style?
 What happens when you are stressed?
 Identify what you need from the team to be effective.
 As a team, talk about how you can work together.
OH-23
Is there a predominant style that describes
your team?
D culture – quick decisions, direct answers and a
competitive atmosphere. Interpersonal communication
may suffer in this environment and those less assertive
may feel overwhelmed
i culture – energetic atmosphere, a focus on
innovation, and lots of time spent in meetings or social
gatherings. Those less people-oriented may be
frustrated by the focus on group activities and poor
planning and lack of details may prevent an I culture
from implementing any ideas
OH-23
Is there a predominant style that describes
your team?
S culture – stability, predictability, and friendliness.
Values strong teamwork and a management work-life
balance. Stagnation may be a risk in this culture and
efforts to move the organization forward may be met
with hesitation
C culture – quality, accuracy, and order. Cynical
toward new ideas and trust usually has to be earned.
The group may miss opportunities because it spends so
much time analyzing and may resist growth for fear of
lowering its standards
OH-23
Diversity Competencies
•
•
•
•
•
•
Respect
Empathy
Understanding
Interpersonal Skills
Knowledge
Feedback
Action
Planning
OH-23
After attending this session, you will be able to:
• Recognize the benefits of honoring and respecting
multiple perspectives
• Identify why inclusion is critical to your agency’s
success
• Discover and model the words, attitudes, and
behaviors that support inclusion and respect
After attending this session, you will be able to:
• Know the latest case law on diversity issues
• Address issues relating to the work environment,
employees, and customer base
• Eliminate bias and discrimination in recruiting,
hiring, promotion, and other employment decisions
• Address the challenges of an effective diversity
leader
Diversity Management
for Leaders:
It’s a Matter of Respect!
Developed and Facilitated by:
Jan Dwyer Bang, MBA, CSP