Empower Board of Directors by Addressing Five Implicit Biases

My blog is no stranger to discussing the role of boards of directors in DEI, including the specifics of how they can facilitate diversity, equity, and inclusion. Today, I want to hone in on a more specific topic: what biases are most likely to appear during meetings of boards of directors? After all, board members are as susceptible to unconscious bias as the rest of us! Let’s walk through five of the most common:

1. Confirmation Bias:

This bias occurs when people only seek out and interpret information that confirms their existing beliefs. As such, in board meetings, confirmation bias manifests in the failure to consider alternate viewpoints and options. Let’s consider the following hypothetical!

So, how can boards address this bias? In simplest terms: don’t be afraid to push against the status quo. Boards should actively bring in a variety of perspectives and ask questions that may counter their personal feelings, as doing so encourages us to consider new modes of thinking, even if we ultimately disagree.

2. Availability Bias:

This bias occurs when people rely too heavily on information that is readily available to them, i.e. they don’t seek out more diverse or comprehensive sources of information. In board meetings, this overreliance can lead to overlooking important data or perspectives that are not immediately at hand. Although availability bias has a marked similarity to confirmation bias, the key difference is that confirmation bias involves seeking information/answers that support a preexisting opinion, while availability bias is simply limiting oneself to already available information. In other words, while these two biases often overlap and reinforce each other, they are not the same. Much like conformity bias, then, availability bias is best addressed by simply inviting in additional perspectives!

3. Anchoring Bias:

This bias occurs when people rely too heavily on the first piece of information they receive, using it as a reference point for all subsequent decisions. In board meetings, this overemphasis on a singular piece of information can lead to unnecessary prioritization of early proposals or suggestions rather than the exploration of a broader range of possibilities. Anchoring bias can be tricky to counter, as our brains tend to naturally hierarchize and frame knowledge with regard to a starting point, which is why we must make an intentional effort to challenge our reliance on early information.

4. Halo Effect:

As beautiful as this term might sound, the halo effect itself is not so lovely! This bias occurs when people allow one positive trait or characteristic to overshadow other aspects of a person’s performance or contribution. In board meetings, this inflation of goodness can lead to an overemphasis on the opinions or perspectives of certain individuals, where the possibility of considering a more diverse range of viewpoints goes overlooked. We address the Halo Effect is by questioning our perception of others and how that influences how we view their performance.

5. Groupthink:

Last but not least, this bias occurs when people in a group prioritize consensus and harmony over critical thinking and independent decision-making. In other words, in board meetings, groupthink can lead to a reluctance to challenge the status quo or express dissenting opinions. The consequence? A limited range of options are considered, which may lead to suboptimal decisions. To address groupthink, there must be a willingness to take a step back and a refusal to conform to the status quo.

There we have it! Five biases that often manifest in boards of directors’ meetings and how these biases can be addressed. Seeing as the boardroom is where some of the most important organizational decisions are made, it is also one of the most important places to challenge our biases. I tip my hat to all board members who are making an intentional effort to combat their unconscious biases in order to foster a working environment that is more inclusive for all!

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

Challenging Conformity in Meetings

When it comes to conformity bias, it is easy to observe it in meetings. After all, the idea of sharing a different opinion or—dare I say it—challenging individuals with authority may intimidate even the most fearless! How can we manage this bias and stand against the status quo? Fortunately, I propose there is a simple solution to addressing this problem of conformity: start by asking five questions.

At the end of every meeting, 5-10 minutes can be dedicated to reviewing the following five questions, each of which targets certain facets of conformity bias. Straightforward, right? Let’s walk through each!

1. During the meeting, did we actively encourage the sharing of alternate perspectives and opinions?

The key to combating conformity bias is the solicitation of opposing viewpoints and of alternatives to existing responses. In doing so, we ensure diversity of thought and the active inclusion of every participant!

2. Were all team members offered equal opportunity to share their ideas?

Related to the previous question: it is important not only to encourage the sharing of different viewpoints but also to ensure all meeting attendees are being granted this opportunity to share. Remember, this sharing may manifest in different ways! Someone more introverted, for example, might feel more comfortable with sending in their thoughts via email prior to the meeting, and thus their higher-ups can integrate those ideas into the conversation.

3. Were there any moments during the meeting where you felt pressured to conform to a particular idea or perspective?

Peer pressure, unconscious or no, cannot be extricated from conformity bias. By recognizing the power of a group to sway someone’s opinion—or at least the opinion a person may voice aloud—we can potentially nip this issue in the bud, helping ensure our decision-making processes are informed more by honesty than conformity.

4. Throughout the discussion, did we continually challenge our biases and assumptions?

Remember, conformity bias is not only about following the group! It also refers to how we might accept certain perspectives or beliefs without questioning them. In other words, we may find ourselves unconsciously conforming to a dominant social mindset. To address this difficulty: openly discuss the biases and assumptions that come up during the conversation!

5. Did we consider potential pitfalls or weaknesses in our possible solutions or decisions?

In other words, it is crucial that we constantly consider what evidence we have to support our own perspectives and the final decisions we make. Regularly circling back to the “why”—why the conversation has moved a certain way, why this is the path we want to take, etc.—is key to preventing conformity bias from taking hold.

The facilitation of these five questions will depend on the specific organization and the group at hand. While discussing responses aloud can be valuable, I would encourage first giving people a way to respond privately—maybe they jot down a few responses, or maybe each question is followed with two check boxes: YES and NO, with a space below to expand on their response if people so desire.

At the end of the day, conformity bias means it is too easy for us to agree with others and to doubt ourselves. As leaders, we need to recognize that not all of our team members may feel confident speaking against dominant opinions. These questions, this end-of-meeting ritual, is therefore a way to address such a challenge.

So, what do you think? Are we ready to dive into this informal Q&A at the end of each meeting?

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

Have Fun With DEI: Five Team-Building Activities

Diversity and inclusion are instrumental parts of every workplace. Proper understanding and implementation of DEI leads to increased productivity, a positive workplace culture, and more! But as with many initiatives, we are always looking for ways to make this educational process more fun. As such, I have compiled a list of five DEI team-building activities for the workplace that can be conducted with any level of employees, from new recruits to leadership teams. Let’s jump right in, shall we?

1. My Fullest Name

This activity is a great icebreaker. In small groups, allow everyone to share the story of their full name: who gave it to them and why, any nicknames they have and why, the linguistic and/or ethnic origins of their name, and so on. Through this sharing, people have an opportunity to both express their own cultural heritage and learn more about the cultural heritage of others, which may lead to conversations about the importance of naming in various cultures. It may even spark curiosity about one’s own name, such as if one doesn’t know the linguistic origins! As a result, this activity is a simple but fun way to bring people together. The only point to note is that if transgender employees are participating, they are in no way expected to provide their deadname; the name they go by is their “fullest name.”

2. What’s Shaped Me

Similar to the previous activity, this DEI exercise is one based upon sharing. Each individual will think of three—or whatever number is most appropriate for the group at hand—moments from their lives that they believe were significant in shaping their identity. For example, a definitive moment that shaped my identity was when I moved to the US, because that move is what made me an immigrant. It has shaped how I view my opportunities, my environment, and the world itself. Each person will record their chosen moments on sticky notes and post them in the designated location, such as on a whiteboard. Afterwards, participants have the opportunity to explain each moment (to the extent they are comfortable), allowing for discussions of how these moments differ between each participant and why.

3. “I Am, But I Am Not”

This activity is a powerful and engaging way to discuss stereotypes. To participate, each individual fills out five different statements using this framework: “I am [x], but I am not [x].” The crucial element of this activity, of course, is that the two parts of the sentence people fill in should be related. Typically, the first part should be a reflection of an element of one’s identity, and the second part is a consequential stereotype. For example: “I am disabled, but I am not helpless.” This activity is often a personal one, as it requires reflection on the stereotypes that have harmed us and that other participants may believe (whether they’re aware of such or not). Nonetheless, this exercise is a powerful tool for constructive conversations about DEI in an engaging, nontraditional format.

4. Privilege Monopoly

We all know how competitive Monopoly can get, and this version takes it to the maximum (in an educational fashion, promise)! This activity can be played with any version of the Monopoly board game, as it is identical to a typical game of Monopoly—with one major exception. Before the game begins, assign random advantages (privileges) and disadvantages (discrimination) to various players. Some potential advantages include: one person gets double pay each time they reach GO; one person is given a set of three properties off the bat; and one person does not have to pay luxury tax. Some potential disadvantages include: start one player in jail so they lose their first three turns; one person gets only half pay each time they reach GO; and one person has to pay double luxury tax. What this activity demonstrates is the operation of privilege with a system—a microcosm of our own society, as it were, including the benefits of extensive financial resources and the struggles of surviving when we don’t have such privileges.

5. Poker Face

Last but certainly not least, this activity also demonstrates a microcosm of social privilege, only on a smaller—and less intense—scale than Privilege Monopoly. In this exercise, all participants should be given a playing card, but they cannot look at it. Instead, they need to place their cards on their head (perhaps with a headband or skin-safe adhesives) with the value facing outward, that way everyone can see what card they have except themself. Afterwards, instruct participants to interact with people based on the value of their card. For example, a King of Hearts has a higher value than a Three of Spades, meaning people would flock to the person with the King of Hearts. In essence, the higher the number, the closer participants want to be, and the lower the number, the further they want to be. This activity thus explores how society values some people more than others, which will ideally foster a conversation about privilege and how they manifest as “invisible” advantages and disadvantages (“invisible” in the sense that no one knew what card they had, meaning they didn’t know ahead of time what privilege or lack thereof they were being afforded).

So there we have it! Five DEI team-building activities that allow us to approach conversations of privilege, stereotypes, diversity, multiculturalism, and more, all in entertaining, engaging ways. You know, I think I’m in the mood for a game of Privilege Monopoly—anyone want to join me?

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

What Does Artificial Intelligence has to do with Unconscious Bias?

More and more organizations are incorporating AI into their systems, from facial recognition software to healthcare allocation and everything in-between. And while perhaps AI has allowed certain organizational practices to operate more smoothly, we must remember that human-created AI software inevitably reflects human flaws, including our unconscious biases. Let’s look at a few examples:

1. Amazon and Gender Bias

In the past, Amazon created not one but two different AI systems, both of which were created to assess résumé submissions. A seemingly innocent application, both of these AIs taught themselves gender bias. Historically speaking, the tech industry has been dominated by men. Although demographics have been changing in recent years, the AI was “trained to vet applicants by observing patterns in résumés submitted to the company over a 10-year period,” the majority of which came from men. Because of this historical gender imbalance, the AI began “penaliz[ing] résumés that included the word ‘women’s,’ as in ‘women’s chess club captain,’” pushing their applications lower on the hiring chain. It also demoted candidates who attended all-women colleges.

Amazon’s second AI had a similar issue, also born from the historical gender imbalance in the tech industry: “the technology favored candidates who described themselves using verbs more commonly found on male engineers’ resumes, such as ‘executed’ and ‘captured.’” In short, a historically higher number of résumés from men led these AIs to teach themselves that résumés from women were flawed. Bizarre, isn’t it? Although such consequences were unintentional, these software systems were programmed by humans and thus incorporated the unconscious gender bias of humans into their workings.

2. AI and Racial Bias

One of the most prolific issues afflicting AI systems is unconscious racial bias. The list of examples feels neverending, but two of the most life-threatening instances of AI’s unwitting racial bias appeared in systems that calculated prison recidivism and healthcare allocation.

“Recidivism” refers to the tendency of a convicted criminal to reoffend. An AI created by Northpointe, Inc. was meant to assess how likely an incarcerated person would become a recidivist, but the software was unwittingly underlain by racial bias. The program misclassified Black defendants as “higher risk” recidivists at twice the rate of white defendants; misclassified white defendants who did reoffend as “low risk” at nearly twice the rate of Black defendants; and “even when controlling for prior crimes, future recidivism, age, and gender,” the system falsely determined that “[B]lack defendants were 45 percent more likely to be assigned higher risk scores than white defendants.” Again, this bias was wholly unintentional! But we must remember that the lack of intent does not negate the harm this software facilitated by perpetuating misleading stereotypes of Black violence.

AI racial bias also manifested in a healthcare allocation system. Researchers from UC Berkeley discovered that an AI allocating care to 200 million people was assigning lower-risk scores to people in the Black community, despite that Black patients were “statistically more likely to have comorbid conditions and thus… experience[d] higher levels of risk” related to health issues. The consequence? Black patients were receiving lower standards of care, which decreased their access to necessary treatments and ultimately risked their lives. When we think of healthcare and medicine, our first association should be life-saving treatment, not higher risk of death.

3. Facial Recognition and Misgendering

Numerous studies have been dedicated to how AI recognition systems can result in racial profiling, but we must consider that gender- and sexuality-based discrimination walks right alongside it. AI recognition systems work with simplistic assumptions to “determine” a person’s gender, which can leave individuals more vulnerable to transphobia and gender-based discrimination, regardless of if they are transgender or not. How? Well, keep in mind that AI “uses information such as… whether or not a person wears makeup, or the shape of their jawline or cheekbones,” and so forth to “determine” that person’s gender. However, basic logic tells us a person with a more square jawline, for example, is not necessarily going to be a man. As a result, the issue of AI technology misgendering a person affects both transgender and cisgender people. Additionally, AI facial recognition operates on a binary: man or woman. This dichotomy erases many nonbinary identities, especially people who do not see themselves on male-female spectrum at all.

While this type of software can and has been used on a broad social level, such as security cameras or other forms of identificatory practices, this type of gender- and sexuality-based bias perpetrated by AI can harm people on more personal levels, too. Giggle, for example, is a “girls-only” social media/networking app where to register, people must upload a selfie that is evaluated by an AI called Kairos to determine if they are “actually” a girl. This software not only risks excluding trans women, but it also risks excluding cisgender women who don’t wear makeup or who don’t appear “traditionally” feminine in other ways, either. As a result, AI recognition software perpetuates unconscious gender bias born from the understanding of “gender” as male/female. In doing so, it harms not only the LGBTQ+ community but also anyone who does not appear “traditionally” masculine or feminine, including many cisgender people.

What Now?

AI is an exciting realm full of opportunity, I won’t deny that. AI may also one day be able to make the world an easier, more accessible place for people of all identities and abilities. All the same, artificial intelligence remains artificial. It is created by humans, meaning the likelihood of AI being free from human bias anytime soon is low. In other words, when we see AI being incorporated into levels of any organization, from the corporate world to healthcare, we must always keep in mind the human biases these artificial softwares may unintentionally perpetuate.

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

Uncover Your Unconscious Biases

Unconscious biases are subliminal prejudices that influence the way we make decisions. These practices often negatively impact our businesses, leading to an unhealthy workplace. We each have over 180 biases. In this blog, I share information about fifteen of the most common ones and provide examples for each. With the knowledge of these biases, we can begin the conversations needed to create an inclusive workplace for all. 

Affinity Bias: Responding more positively to individuals with a similar race, gender, sexual orientation, etc.

 A supervisor is considering employees for a promotion. One team member reminds the manager of themselves when they were just starting out in the field. Based on this information, the supervisor promotes this employee. 

Anchoring Effect: Relying too heavily on the first piece of information offered 

A manager reviewing resumes for possible candidates notices that one individual attended an Ivy League college. Without reading the rest of the resume, the manager offers the candidate an interview. 

Bandwagon Effect: Jumping on board with something primarily because other people are doing it

When making corporate decisions, managers are swayed to agree with large groups and fail to discuss unique options. 

Beauty Bias: Prejudices based upon the attractiveness, superficial personality, or physical appearance of an individual 

A survey of Fortune 500 companies found that male CEOs are 2.5 inches taller than the average man. People unconsciously perceived tall men as powerful, smart, and capable when compared to shorter men.

Confirmation Bias: Seeking information that supports one’s beliefs and ignoring details to the contrary

A CEO who believes the organization does not need to improve diversity and inclusion conducts a workplace survey to investigate the status of diversity and inclusion. When reviewing the results, the CEO highlights and reports all the positive comments and overlooks areas of improvement. 

Guilty By Association: Unfairly judging individuals by the company they keep 

A new employee is assigned a desk next to known slackers in the office. After some time, the employee becomes friends with these individuals, and the manager notices. In performance evaluations, the manager penalizes the new employee for being a slacker, even though they have met all deadlines.  

Hasty Generalization: Making a large claim based on a small amount of information

A supervisor has a team of 300 employees. When conducting a workplace survey, the manager only asks three employees for their opinions. The manager then makes executive decisions based on this small sample size. 

Halo/Horn Effect: Allowing impressions of an individual in one area to influence the overall impression

An employee is initially organized, successful, and productive, and their manager sees this talent and recognizes them for it. With time, however, the employee begins arriving late, missing deadlines, and so on, but the halo effect prevents their manager from noticing this underperformance, still viewing them as a top worker.

In the inverse, an employee has a rocky start, where they show up late on their first day and fall just short of a few deadlines during the early weeks of their new position, which their manager is displeased with. After an adjustment period, however, this employee becomes one of the most diligent, organized, and timely individuals in their department. But because of the inverse halo (the horn) effect, their manager fails to recognize their improvement, still seeing them as a slacker.

Herd Mentality: Adopting specific thoughts, prejudices, or behaviors to fit in with a certain group of individuals

A manager joins a company with a pervasive sexist office culture. When given the chance to hire a new team member, the manager only interviews men for the position and unconsciously disregards female applicants.

Hindsight Bias: Believing that a past event was predicted without any reasoning or evidence 

A candidate fails to prepare for a job interview and has a bad interaction with the hiring manager. When the candidate does not get a job offer, they insist that they wouldn’t have been hired anyway. 

Negativity Bias: Allowing adverse events to overshadow equal positive events 

Employees have three great quarters and one quarter below average. In performance reviews, the manager focuses the majority of their evaluation on the negative quarter. 

Optimism/Pessimism Bias: The likelihood to overestimate a positive/negative outcome based on attitude

Optimism: The financial analyses are back, and an organization’s leadership receives the news that their company met their goals and increased profits the past year. Delighted with their overall success, the leaders fail to recognize the areas in which profits were lost, thus taking no steps toward improvement.

Pessimism: A prospective worker participated in a job interview for which they were ultimately not hired, although they were qualified. They have another job interview for a similar position tomorrow, and they think they won’t get this job, too, even though they remain just as qualified.

Self-Serving Bias: Taking personal credit for positive events but blaming outside forces for negative events

When getting a promotion, an employee states it is all because of their hard work and diligent effort; however, when falling short of a deadline, the employee blames faults on their team members. 

A manager takes credit for a great quarter of sales but blames their team for the following below average quarter. 

Slippery Slope Fallacy: Rejecting an idea with little to no evidence simply because someone insists it will lead to an adverse major event

A prejudiced supervisor arguing that hiring one minority employee will lead to the deterioration of company culture and, eventually, the fall of the organization. 

Stereotypes: Overgeneralized beliefs about a particular group of people

 A manager assumes that an Asian employee is good with math and assigns them to certain projects because of this belief. This practice prevents the manager from realizing the employee’s real strengths and viewing all team members equally. 

These definitions and examples allow us to spot biases and accurately correct injustices. With this information, we can strengthen our culture of inclusion and empower employees with a deeper understanding of biases. By increasing our awareness of discrimination, we prevent negativity from subliminally spreading within our workplaces. 

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization.

Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Uncover Your Unconscious Biases

Unconscious biases are subliminal prejudices that influence the way we make decisions. These practices often negatively impact our businesses, leading to an unhealthy workplace. We each have over 180 biases. In this blog, I share information about fifteen of the most common ones and provide examples for each. With the knowledge of these biases, we can begin the conversations needed to create an inclusive workplace for all. 

Affinity Bias: Responding more positively to individuals with a similar race, gender, sexual orientation, etc.

 A supervisor is considering employees for a promotion. One team member reminds the manager of themselves when they were just starting out in the field. Based on this information, the supervisor promotes this employee. 

Anchoring Effect: Relying too heavily on the first piece of information offered 

A manager reviewing resumes for possible candidates notices that one individual attended an Ivy League college. Without reading the rest of the resume, the manager offers the candidate an interview. 

Bandwagon Effect: Jumping on board with something primarily because other people are doing it

When making corporate decisions, managers are swayed to agree with large groups and fail to discuss unique options. 

Beauty Bias: Prejudices based upon the attractiveness, superficial personality, or physical appearance of an individual 

A survey of Fortune 500 companies found that male CEOs are 2.5 inches taller than the average man. People unconsciously perceived tall men as powerful, smart, and capable when compared to shorter men.

Confirmation Bias: Seeking information that supports one’s beliefs and ignoring details to the contrary

A CEO who believes the organization does not need to improve diversity and inclusion conducts a workplace survey to investigate the status of diversity and inclusion. When reviewing the results, the CEO highlights and reports all the positive comments and overlooks areas of improvement. 

Guilty By Association: Unfairly judging individuals by the company they keep 

A new employee is assigned a desk next to known slackers in the office. After some time, the employee becomes friends with these individuals, and the manager notices. In performance evaluations, the manager penalizes the new employee for being a slacker, even though they have met all deadlines.  

Hasty Generalization: Making a large claim based on a small amount of information

A supervisor has a team of 300 employees. When conducting a workplace survey, the manager only asks three employees for their opinions. The manager then makes executive decisions based on this small sample size. 

Halo/Horn Effect: Allowing impressions of an individual in one area to influence the overall impression

A manager invites two equally high-performing employees to an upper management meeting. One comes dressed in a well-tailored suit, while the other wears slacks and a button-down. The upper management team believes that the employee in the tailored suit is a more effective employee and should be promoted, while a performance review should be conducted of the other employee.

Herd Mentality: Adopting specific thoughts, prejudices, or behaviors to fit in with a certain group of individuals

A manager joins a company with a pervasive sexist office culture. When given the chance to hire a new team member, the manager only interviews men for the position and unconsciously disregards female applicants.

Hindsight Bias: Believing that a past event was predicted without any reasoning or evidence 

A candidate fails to prepare for a job interview and has a bad interaction with the hiring manager. When the candidate does not get a job offer, they insist that they wouldn’t have been hired anyway. 

Negativity Bias: Allowing adverse events to overshadow equal positive events 

Employees have three great quarters and one quarter below average. In performance reviews, the manager focuses the majority of their evaluation on the negative quarter. 

Optimism/Pessimism Bias: The likelihood to overestimate a positive/negative outcome based on attitude

In the morning, news is shared that the company met all its deadlines and goals and saved money over the past fiscal year. In the afternoon, during a team meeting, the marketing plan for the following year is discussed. Exciting and innovative ideas are presented that will use the entire year’s budget by the second quarter. Everyone is excited and sees the rewards from this plan and gets started right away.

A hiring manager is late to work due to a flat tire. After getting in, they only have a few minutes before an interview. They doubt that the candidate will be hired and think they will need to start the search from all over.

Self-Serving Bias: Taking personal credit for positive events but blaming outside forces for negative events

When getting a promotion, an employee states it is all because of their hard work and diligent effort; however, when falling short of a deadline, the employee blames faults on their team members. 

A manager takes credit for a great quarter of sales but blames their team for the following below average quarter. 

Slippery Slope Fallacy: Rejecting an idea with little to no evidence simply because someone insists it will lead to an adverse major event

A prejudiced supervisor arguing that hiring one minority employee will lead to the deterioration of company culture and, eventually, the fall of the organization. 

Stereotypes: Overgeneralized beliefs about a particular group of people

 A manager assumes that an Asian employee is good with math and assigns them to certain projects because of this belief. This practice prevents the manager from realizing the employee’s real strengths and viewing all team members equally. 

These definitions and examples allow us to spot biases and accurately correct injustices. With this information, we can strengthen our culture of inclusion and empower employees with a deeper understanding of biases. By increasing our awareness of discrimination, we prevent negativity from subliminally spreading within our workplaces. 

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization.

Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Common DEI Obstacles from Business Leaders, and How to Overcome Them

Pitching a new diversity, equity, and inclusion strategy to business leaders can be stressful. In addition to presenting the countless benefits of DEI, we must also be prepared to overcome the executives’ fears and their unconscious biases. Here are four of the most common pieces of resistance I face from executives and advice for addressing them. 

“Implementing a DEI strategy will push our traditional clients away. We cannot afford to talk about these subjects internally or externally because we may lose business.”

These executives do not realize that the majority of customers are now looking for companies with a strong DEI strategy, diverse employees, and a focus on inclusion. In addition to strengthening employee engagement and teamwork internally, DEI programs are great for public relations and outreach to minority communities. Big companies like Exxon and BASF consider the DEI strategy of each organization they work with, preferring inclusive teams with racial and gender diversity. Furthermore, a recent McKinsey study found that “companies in the top quartile for racial and ethnic diversity are 35 percent more likely to have financial returns above their respective national industry medians.” Recruiting a diverse team is proven to benefit the bottom line and increase client relations and employee retention. 

“We don’t see color. We hire based on qualifications only!” 

While “not seeing color” is a great idea in writing, it fails in practice. If we fail to see color, we fail to see the disadvantages faced by our minority peers. We fail to see the homogenous office culture we are creating. We fail to see areas where we could advance our DEI strategy and create a more inclusive workplace for all. For these executives, I advise looking at the recent years of hires and evaluating their racial and gender diversity. Do these statistics match up with the demographics of the surrounding community, state, or nation? Do recent hires have a common link like attending the same university or having similar ethnicity. While leaders may have good intentions, “not looking at color” allows our unconscious biases to take the reins and influence major decisions. We must make a conscious and intentional effort to increase diversity within the workplace; this includes a strong DEI strategy. Rather than looking past color, let’s evaluate how race plays into our recruitment and hiring procedures and account for these challenges. By treating all candidates with equity, we can foster inclusion within the workplace. 

“Are you telling us that we have to start hiring people that are not qualified just because they are minorities?”

This question is laced with unconscious bias and stereotyping. Before even considering diverse candidates in the field, some hiring managers believe these unique individuals will be underqualified. These leaders want their company to be functioning at the highest capacity; however, by overlooking minority candidates because of negative untrue assumptions, they are actually hindering their teams. 

This issue can be faced with unconscious bias training, encouraging hiring managers to evaluate their internal prejudices and better understand discrimination within the workplace. Through this process, leaders can gain awareness and a more diverse team.  

“Employee Resource Groups (ERGs) will create a greater divide in our office!”

This statement couldn’t be further from the truth for a well-structured Employee Network. ERGs are a great way to increase diversity, encourage healthy dialogue, and supplement an ongoing DEI strategy. These organizations revolve around minority groups, like parents, people of color, or LGBTQ individuals. Through open events and meetings, ERGs stimulate conversation, create a safe space for difficult discussions, and stimulate relationship building. However, I frequently get this comment when an executive has seen these networks integrated wrongly. If both members and allies are encouraged to attend events and excited to participate in open discussions, these networks will breed teamwork and integration rather than exclusion.

While many of the business leaders may not be aware of their own biases when making these statements, we must have the courage to highlight how these biases have a negative effect on the work culture and the bottom link. With intentionality and determination, we can influence a positive change and create a ripple effect of inclusion within the workplace and surrounding communities. 

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. For more information, visit DimaGhawi.com and BreakingVases.com.

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Team Activities for Celebrating PRIDE Month

From national parades to drag nights, there is no shortage of events for Pride month. But how do we ensure that Pride-themed activities are accessible to team members and ensure that our workplace can become a more inclusive place during June? The answer is hosting company-wide events that celebrate the LGBTQ+ community! This blog has four fun, engaging, and informative ideas for both virtual and in-person events for 2021 Pride. Through these activities, we continue our work of understanding and supporting our LGBTQ+ coworkers with pride. 

Integrate small Pride-themed activities 

The first way to show our support of the gay community is through small but meaningful actions. Encourage team members to change their Zoom backgrounds to Pride-themed screensavers, showing their support at daily meetings. Host small Pride month trivia or bingo competitions and give prizes to the most dedicated employees. On Fridays, consider screening an LGBTQ+ movie during lunch break and holding open and moderated discussions on the characters, relationships, and themes. While these events are relatively small and low-effort, they combine to create an avalanche of support our LGBTQ+ employees. Through these activities, we show our commitment to creating a safe space and growing more self-aware during Pride month. 

Host a viewing party of “Global Pride” 

While attending local Pride parades may still be a challenge due to the COVID-19 pandemic and remote teams, virtual events are here to help! Consider hosting a viewing party of the Global Pride parade, packed with color, love, and fun. This international experience displays various celebrations of the LGBTQ+ community from around the world, incorporating an added layer of diversity and inclusion. For something more local, research whether surrounding cities are streaming their annual Pride parades. For example, Seattle Pride is hosting a live event showcasing its parade festivities and featuring local gay voices. These virtual viewings are a great way to excite team members and inspire a connection with the LGBTQ community. 

Volunteer for an LGBTQ+ organization

For a community-focused activity, consider giving back to local LGBTQ+ non-profits. Research nearby transgender homeless shelters or safe-space organizations for gay youth. By organizing a company-wide volunteer effort, we shower our LGBTQ neighbors with support, assistance, and love. If scheduling a day of service proves difficult, consider volunteering virtually through the Trevor Project. This organization provides counseling and help to in-need LGBTQ youth. Finally, our teams can put our money to work by donating to Pride-focused small businesses, non-profits, and in-need individuals. By actively dedicating our time and money to the gay community, we demonstrate our support, grow closer as a team, and uplift minority voices. 

Digital Dates with a Drag Queen

Last but certainly not least are digital dates with a Drag Queen. While late-night drag shows may be a bit overwhelming for office culture, virtual Drag Brunches have stepped into the spotlight during the COVID-19 pandemic. For a whimsical example, check out this Mother’s Day Drag Brunch on Facebook! These events focus on local and national talents as they dance their way through catchy pop tunes and chat with the audience. Try to contact local drag queens and schedule a virtual or in-person meeting for the office to celebrate and partake in this essential element of LGBTQ+ culture. 

Through these events, we both celebrate and engage with the LGBTQ+ community during Pride. It is integral to utilize this month as a concentrated period of learning, introspection, and compassion. However, we must continue to support our LGBTQ+ friends, coworkers, and customers throughout the year. Through this commitment to inclusion, we can create a safe, welcoming, and diverse workplace for the long run!

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. For more information, visit DimaGhawi.com and BreakingVases.com.

Learn 15 out of the 50+ Different Gender Identities

In 2014, Facebook updated its user platform to account for over 50 options for gender identities (ABC News). Recently, this number has continued to expand and grow as more and more individuals come out and showcase their unique genders. Here, we will cover fifteen essential terms and concepts related to different gender identities in the hopes of expanding our understanding and inclusion of the LGBTQ+ community.  

• Agender: an individual who does not identify with any gender (male or female)

• Androgyne: an individual who identifies with both masculine and feminine gender roles or falls in between male and female

• Bigender: an individual who identifies with multiple genders

• Butch: a female who expresses masculinity, often used in the lesbian community

• Cisgender: an individual whose gender identity is the sex that they were assigned at birth

• Gender Expansive: an individual who may not fall into any gender category and combines roles, expressions, and identities from multiple genders

• Gender-fluid: an individual who moves in between or outside of the current expectations for gender

• Gender Outlaw: an individual who refutes societal definitions of male or female

• Genderqueer: an individual who expresses their gender identity through a combination of genders or outside of current gender guidelines

• Masculine or Feminine of Center: an individual who leans towards masculine or feminine performances and experiences

• Non-binary: an individual who does not fall within the gender binary and may identify with multiple genders or be gender non-conforming

• Omnigender: an individual who experiences or identifies with all genders

• Polygender: an individual who displays different parts of various genders

• Transgender: an individual who identifies with a different gender than assigned at birth

• Two-Spirit: an Indigenous individual who expresses different sexualities and genders which encompass both the masculine and feminine range

Simply learning about these different terms elevates our understanding and appreciation for the LGBTQ+ community. Through open curiosity and courageous actions, we can forge the way for an inclusive workforce, equal rights, and widespread acceptance for different genders and sexual orientations. 

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. For more information, visit DimaGhawi.com and BreakingVases.com.

Why are Pronouns Important?

In many languages, including English, pronouns are words that replace nouns. There are many types of pronouns, from demonstrative to interrogative to indirect. This blog will discuss the usage of personal pronouns to create an inclusive, welcoming, and open workplace. When we refer to people without using their names, we use personal gendered pronouns like he, she, and they. These words are especially important to the LBGTQ+ community as trans, non-binary, and gender non-conforming individuals may feel excluded due to incorrect pronouns. Using the correct pronouns fosters a sense of trust and respect which affirms a person’s gender identity. 

While these little words may not seem like much, pronouns are a vital way to create an inclusive environment. Many of us may identify with the gender and pronouns assigned at birth, but others may use different identifiers. For example, a transgender man will often use he/him pronouns to reinforce his gender identity. Keep in mind that we don’t necessarily know a person’s pronouns by looking at them. Different people may identify as non-binary and use they/them pronouns instead of the gendered her or his. If allies are unsure about which terms to use, the best practice is to politely ask individuals what they prefer to be called. When first meeting new coworkers, make an effort to share pronouns as a normal part of the conversation. Once we know how different individuals identify, we must do our best to remember their pronouns and use them in conversations. By being considerate and courageous in our actions, we show our respect for diverse coworkers and ensure that they feel welcomed in the workplace.

Below is a non-exhaustive list of gender pronouns: 

While words like they and he may be familiar to us, there are also neo pronouns like ze and ve, which may be less commonplace. Oftentimes these newer terms are used by gender non-conforming or genderqueer individuals who resist current labeling or categorization. Regardless, these pronouns are just as valid, and we must try our best to incorporate this new vocabulary into our lexicons. 

Cisgender allies, individuals who identify as the gender they were assigned at birth, should do their best to understand and appreciate the nuances of gender non-conforming and neo pronouns. Stereotypical gendered language is pervasive in the workplace, and it’s our job to take the first steps towards inclusion. Instead of starting meetings by saying, “Good morning, ladies and gentlemen,” consider using phrases like, “Good morning, everyone!” With these small changes, we can make gender non-conforming individuals more comfortable in our offices. Additionally, we must do our best to avoid misgendering our LGBTQ+ coworkers. Sometimes mistakes happen, and an incorrect pronoun may slip out in conversation. When this occurs, quickly correct yourself and apologize if you have offended the individual. Our role as allies is to support and value the diversity of the LGBTQ+ community by respecting their pronouns and gender identity. Through these courageous actions, we inspire positive change and an uptake in inclusion.

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. For more information, visit DimaGhawi.com and BreakingVases.com.

5 Statistics Related to the LGBTQ+ Community

The best way to increase acceptance and understanding is through education and awareness. During Pride month, we have the opportunity to learn more about our LGBTQ+ coworkers and understand the history of the gay rights movement, current struggles that queer communities face, and new generations’ views of gender and sexual orientation. Here are five astounding statistics about the LGBTQ community and their experiences in the workplace: 

1. Millennials are more than two times as likely to identify as LGBTQ and more likely to identify as non-binary than previous generations. -GLAAD

2. 78% of Generation Z agrees that “gender does not define a person as much as it used to.”  -Wunderman and Thompson

3. While only 4.5% of the current US population identifies as LGBTQ, the queer community makes up 20 - 40% of homeless individuals. -National LGBTQ Workers Center

4. Non-binary individuals often experience double the unemployment rate when compared to the general population. -Injustice at Every Turn

5. “25% of LGBTQ+ people report experiencing discrimination based on sexual orientation or gender identity in the past year—half of whom said it negatively impacted their work environment.” -National LGBTQ Workers Center

We deepen our understanding of the LGBTQ+ community through these facts, gaining insight into their personal and professional challenges. We must be intentional in becoming more knowledgeable and inclusive of our LGBTQ+ peers and coworkers.

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. For more information, visit DimaGhawi.com and BreakingVases.com.

What Does Queer Mean?

The “Q” in the LGBTQ+ acronym stands for queer. Previously used as a slur against the gay community, it is important for us to understand the definition of this word and learn how to use it appropriately. 

Throughout LGBTQ+ history, homophobic groups often used the term “queer” to portray gay individuals negatively. Currently, some members of the gay community have reclaimed the word to describe sexual orientations or gender identities other than heterosexual and cisgender. Additionally, others may use “queer” because their sexuality or identity is too complex to fit into current labels. Technically, all LGBTQ+ members could identify as queer, but not everyone chooses to do so. Some still feel residual hurt from the harsh uses of this word in their past. Due to this, allies should be careful and considerate about their usage of this word. Never call a gay coworker queer unless they have given you permission to refer to them with this term. When in casual conversation, avoid using the term “queer” and instead use words like LGBTQ+ or gay. 

By learning about this term, we gain a deeper understanding of the gay community and its historical challenges. While newer generations have reclaimed the word “queer,” there is still a high chance that this word may elicit anxiety or fear in other LGBTQ+ members. We must do our best to be inclusive of both groups by being compassionate and considerate with our language. However, with this new knowledge, we can better communicate with coworkers who may identify as queer and foster a sense of support and inclusion.

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. For more information, visit DimaGhawi.com and BreakingVases.com.

What Does Non-Binary Mean?

Gender equality has always been a strong part of diversity, equity, and inclusion initiatives. However, current shifts in gender inclusivity have added new topics to this discussion. Growing communities of gender non-conforming and transgender individuals have expanded the male and female dynamics. One of the most common gender identifications is non-binary. These individuals do not consider themselves to be simply male or female; rather, their identity falls between these labels on the gender spectrum.

Non-binary describes any individual who does not exclusively identify as a man or a woman. This gender may mix and match characteristics from either gender, lean towards one side of the gender spectrum, or distance themselves from male and female traits completely. It is not always possible to label someone as non-binary simply from their clothes, hair, or body parts. Instead, allow those around you to come out as non-binary and share which pronouns they prefer. Oftentimes these individuals will use they/them terms or a combination of gendered and non-gendered pronouns, like she/they. Each non-binary person is different and will have a unique version of their gender expression. If you find yourself confused, consider delving deeper into credible research about gender identities, listening to the stories from non-binary speakers, or approaching your gender non-conforming team members with polite and curious questions. 

When in the workplace, respect should always be the number one priority. Some non-binary employees will be open to sharing their stories and proudly display their pronouns, but others may be more reserved and closeted. Meet these team members where they are and ensure that they feel valued and understood. Most importantly, listen when gender non-conforming individuals divulge their experiences and take their words to heart. Ease their work lives by using the correct pronouns for coworkers. Over 30% of the LGBTQ+ community has reported that being repeatedly misgendered elicits feelings of depression, doubt, and anxiety (Healthline). As allies, we can incite inclusion through intentional language and caring actions, fostering a welcoming workplace for non-binary team members.  

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. For more information, visit DimaGhawi.com and BreakingVases.com.

Uncover Your Unconscious Biases

Unconscious biases are subliminal prejudices that influence the way we make decisions. These practices often negatively impact our businesses, leading to an unhealthy workplace. We each have over 180 biases. In this blog, I share information about fifteen of the most common ones and provide examples for each. With the knowledge of these biases, we can begin the conversations needed to create an inclusive workplace for all. 

Affinity Bias: Responding more positively to individuals with a similar race, gender, sexual orientation, etc.

 A supervisor is considering employees for a promotion. One team member reminds the manager of themselves when they were just starting out in the field. Based on this information, the supervisor promotes this employee. 

Anchoring Effect: Relying too heavily on the first piece of information offered 

A manager reviewing resumes for possible candidates notices that one individual attended an Ivy League college. Without reading the rest of the resume, the manager offers the candidate an interview. 

Bandwagon Effect: Jumping on board with something primarily because other people are doing it

When making corporate decisions, managers are swayed to agree with large groups and fail to discuss unique options. 

Beauty Bias: Prejudices based upon the attractiveness, superficial personality, or physical appearance of an individual 

A survey of Fortune 500 companies found that male CEOs are 2.5 inches taller than the average man. People unconsciously perceived tall men as powerful, smart, and capable when compared to shorter men.

Confirmation Bias: Seeking information that supports one’s beliefs and ignoring details to the contrary

A CEO who believes the organization does not need to improve diversity and inclusion conducts a workplace survey to investigate the status of diversity and inclusion. When reviewing the results, the CEO highlights and reports all the positive comments and overlooks areas of improvement. 

Guilty By Association: Unfairly judging individuals by the company they keep 

A new employee is assigned a desk next to known slackers in the office. After some time, the employee becomes friends with these individuals, and the manager notices. In performance evaluations, the manager penalizes the new employee for being a slacker, even though they have met all deadlines.  

Hasty Generalization: Making a large claim based on a small amount of information

A supervisor has a team of 300 employees. When conducting a workplace survey, the manager only asks three employees for their opinions. The manager then makes executive decisions based on this small sample size. 

Halo/Horn Effect: Allowing impressions of an individual in one area to influence the overall impression

A manager invites two equally high-performing employees to an upper management meeting. One comes dressed in a well-tailored suit, while the other wears slacks and a button-down. The upper management team believes that the employee in the tailored suit is a more effective employee and should be promoted, while a performance review should be conducted of the other employee.

Herd Mentality: Adopting specific thoughts, prejudices, or behaviors to fit in with a certain group of individuals

A manager joins a company with a pervasive sexist office culture. When given the chance to hire a new team member, the manager only interviews men for the position and unconsciously disregards female applicants.

Hindsight Bias: Believing that a past event was predicted without any reasoning or evidence 

A candidate fails to prepare for a job interview and has a bad interaction with the hiring manager. When the candidate does not get a job offer, they insist that they wouldn’t have been hired anyway. 

Negativity Bias: Allowing adverse events to overshadow equal positive events 

Employees have three great quarters and one quarter below average. In performance reviews, the manager focuses the majority of their evaluation on the negative quarter. 

Optimism/Pessimism Bias: The likelihood to overestimate a positive/negative outcome based on attitude

In the morning, news is shared that the company met all its deadlines and goals and saved money over the past fiscal year. In the afternoon, during a team meeting, the marketing plan for the following year is discussed. Exciting and innovative ideas are presented that will use the entire year’s budget by the second quarter. Everyone is excited and sees the rewards from this plan and gets started right away.

A hiring manager is late to work due to a flat tire. After getting in, they only have a few minutes before an interview. They doubt that the candidate will be hired and think they will need to start the search from all over.

Self-Serving Bias: Taking personal credit for positive events but blaming outside forces for negative events

When getting a promotion, an employee states it is all because of their hard work and diligent effort; however, when falling short of a deadline, the employee blames faults on their team members. 

A manager takes credit for a great quarter of sales but blames their team for the following below average quarter. 

Slippery Slope Fallacy: Rejecting an idea with little to no evidence simply because someone insists it will lead to an adverse major event

A prejudiced supervisor arguing that hiring one minority employee will lead to the deterioration of company culture and, eventually, the fall of the organization. 

Stereotypes: Overgeneralized beliefs about a particular group of people

 A manager assumes that an Asian employee is good with math and assigns them to certain projects because of this belief. This practice prevents the manager from realizing the employee’s real strengths and viewing all team members equally. 

These definitions and examples allow us to spot biases and accurately correct injustices. With this information, we can strengthen our culture of inclusion and empower employees with a deeper understanding of biases. By increasing our awareness of discrimination, we prevent negativity from subliminally spreading within our workplaces. 

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Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization.

Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Executives' Buy-In to Diversity, Equity, & Inclusion

There are numerous benefits of diversity, equity, and inclusion (DEI) within the workplace. Just to list a few, DEI has been correlated with increased engagement, employee retention, innovation, and positively influencing the bottom line. With all of this great benefits, why is there still resistance to DEI at the executive level?

Many executives still view diversity and inclusion as just a “nice-to-have” instead of realizing that it is essential for business. This limited buy-in decreases overall interest and intentionality in DEI efforts. Like anything else, DEI training and initiatives require an investment of time and budget in order to create a progress in this area.

Unconscious bias and prejudices may create mental blockades, preventing some executives from supporting diversity and inclusion initiatives. An example of this is a question I get asked after nearly every one of my diversity and inclusion presentations. A skeptical executive will say, “Are you telling us that we have to promote minority individuals that are not qualified just because they are minorities?” This question is laced with unconscious biases against minority candidates. Even though they may not realize it, some leaders are assuming that minority candidates are not qualified! They may think that simply because a minority candidate may not have the same background, education, or experience as a white candidate, they are “not qualified.” These very differences are essential to create a diverse workplace with unique thinking and creative solutions. By addressing these issues, we can slowly work towards achieving executive buy-in to diversity and inclusion initiatives. 

Furthermore, some executives may not even realize there is an issue with the lack of diversity and inclusion in their organization. In consulting engagements, I observed many avoid broaching discrimination conflicts, minimize the significance of exclusion, and suppress attempts at progress. These actions may come from a place of mere misunderstandings about the gravity of certain situations. Additionally, some executives may have concerns about potential clients viewing DEI initiatives negatively, citing taboos about Black Lives Matter or Pride movements. 

Our answers to these fears and worries need to consistent and educational. When facing a challenging executives, I always start by highlighting the rewards of DEI. Share statistics and industry research touting the benefits diversity brings to the bottom line. Showcase how inclusion improves employees’ connection with the company, increasing employee engagement, retention, and efficiency in the workplace. Mention the positive visibility organizations committed to DEI receive and how these initiatives can expand clientele. 

In conjunction with the advantages that DEI brings, stress how diversity initiatives can help organizations avoid future challenges. A lack of diverse employees may lead to a lack of diverse clients, as buyers often trust and relate to individuals similar to them. Furthermore, unique candidates and young workers often seek a diverse work environment. Without the proper initiatives, organizations may be missing out on top talents and rising stars. Lastly, compare your organization to competitors in terms of DEI strategies. This juxtaposition will help executives understand the importance of investing in diversity to gain an edge in the industry.

By illuminating the countless benefits that DEI brings alongside the advantages a diverse work culture holds over its competition, we have a greater chance of gaining the executive buy-in that is needed. The positive influence of DEI outweighs the concerns and it is our job to share this with the leaders. 

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Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.