Tom Cruise’s Bold Diversity, Equity, and Inclusion Stance

This past week, actor Tom Cruise astonishingly returned his three Golden Globe awards to the Hollywood Foreign Press Association (HFPA). The reason for this action: a stunning lack of diversity and inclusion within the HFPA has led to nationwide criticism of the awards show. This situation emphasizes the importance of intentional action as we create both diversity and inclusion in the workplace. Each one of us has a choice. We can choose whether or not to participate in a system that suppresses and discriminates against others. When confronting this predicament, Tom Cruise chose a reassuring path that emphasizes the three Cs of inclusion, renouncing the titles given by a discriminatory organization and showing us that we, too, can create progress.

• This change starts by being curious and questioning why things are the way they are. In regards to the Golden Globes, Tom Cruise opened his mind to critical thinking and asked why, in 2021, there was still a distinct lack of Black members in the HFPA.

•  Being an ally and driving change requires courage, as exemplified by Tom Cruise’s bold actions. Allyship means being intentionally inclusive and saying “NO” to the old ways of suppression, even if this takes the form of prestigious awards. We each have a role to play, and that will involve bravery from each one of us. 

• Continuing to increase awareness calls for commitment. We must continue the momentum of this moment to break from the old ways of discrimination. From small daily changes to famous actors making a statement, we have to dedicate ourselves to this movement to ensure success. 

There is a ripple effect in Hollywood, resulting in companies like Netflix, Amazon, and Warner Brothers boycotting the Golden Globe awards. These boycotts grew into a massive wave demanding change as NBC announced the cancellation of the 2022 awards ceremony, calling for immense change within the HFPA. Through this messaging, NBC and other organizations have demonstrated the importance of standing up for diversity and inclusion. This event illuminates the power that organizations have to create change and illustrates the intentional commitments we must make to ensure inclusion. 

Stories like this excite me because they create a strong positive ripple effect that challenges oppression and helps to increase awareness. By channeling this progress, we can continue the momentum of change and champion the values of DEI on a larger platform. Through this event, we see the power of both the individual and the organization as a whole to create impactful change and motivate positive progress. 

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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.

Tips For Establishing a DEI Council

Establishing a DEI Council makes it possible to ensure a dedicated focus on DEI priorities. This selected group of employees, including executive sponsors, is responsible for setting the short and long-term initiatives identified by the organization, creating DEI programs, and managing their implementation. The DEI Council is a structured and collaborative way to get employees from across the organization to lead, participate in, and own the DEI initiatives. While this council supports the success of DEI efforts, it also provides personal development opportunities and visibility for its members. 

For the DEI Council to be effective, we need to ensure:

• Support from senior leadership.

• A composition of diverse members from different ethnicities, gender, generation, department, and other dimensions of diversity.

• Clear goals and expectations, structure, and leadership.

• An understanding of their roles as an advisory group and the DEI initiatives-focused team.

• Estimated time commitment: 2-3 hours per week per member. For employees that are billable, ensure that the organization issues a DEI non-billable code.

• A dedicated annual budget to support the DEI Council initiatives.

• An actionable project plan and metrics to track progress.

• An effective council chair and leadership team, rotating the responsibility for creating the meeting agenda and taking minutes.

These eight puzzle pieces come together to create an efficient, representative, and dedicated DEI Council for any organization. By gaining the support of executives and incorporating the advice from employees, we can revolutionize our view of DEI, creating more diversity than ever before. Through the implementation of a DEI Council, our organizations can constantly progress towards a brighter and more inclusive future.  

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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.

Main Areas of Focus in a DEI Strategy

Embarking on the journey of increasing diversity and fostering inclusion in the workplace can seem daunting. However, with a well-defined diversity, equity, and inclusion (DEI) strategy, we can establish a clear plan to execute our DEI vision. To fully ingrain DEI into our businesses, we must integrate our inclusion efforts into all aspects of the organization. Through this blog, I will share key internal and external ways to incorporate diversity into our businesses.

Here are some areas to look into as we put together a DEI Strategy for our organizations:

Internal communications: Ensure the leadership team communicates the company’s focus on DEI in its corporate values, mission statement, and other messaging within the organization. 

Feedback channels: Implement ways for employees to share ideas for increasing DEI or to express concerns about discrimination and harassment in the workplace. 

Employee Resource Groups (ERGs): Create ERGs to bring together employees with similar backgrounds, such as women, people of color, LGBTQ+, and emerging professionals. The most effective ERGs are inclusive and open to everyone – both members and allies.

Recruitment: Determine the most common barriers that affect recruiting historically marginalized groups and seek a diverse pool of candidates. Offering unconscious bias training to hiring managers supports diverse recruitment efforts.

Talent pipeline: Create a talent pipeline to develop diverse candidates for future leadership roles, and ensure underrepresented employees are included in mentorship programs. 

Ongoing workshops: Provide ongoing workshops regarding DEI topics like unconscious bias, working across generations, and handling discrimination case studies.

Roundtable discussions: Plan monthly small group roundtable discussions with executive team members and a diverse group of employees to gain input on workplace culture in relation to inclusion. 

Leadership Compensation: Include the focus on DEI in the leadership team’s performance evaluation and compensation plans. 

In addition to making improvements within the organization, we can exhibit our DEI commitments externally:

External communications and branding: Share the company’s focus on DEI by stating the commitment on the website and through social media posts.

Community engagement: Encourage employees to volunteer with associations and universities serving historically underrepresented groups. 

Putting together and implementing a DEI strategy can feel overwhelming since it needs to be integrated throughout all aspects of an organization. The best way to tackle this process is through a phased approach. We begin by identifying and implementing the low hanging fruits:  initiatives that are easier to start implementing. What matters is creating momentum and gaining buy-in. That is when we are able to foster real long-term change in our 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.

How Different Organizations View Diversity, Equity, and Inclusion

More and more organizations have rethought their Diversity, Equity, and Inclusion (DEI) strategies. However, some are still struggling to implement positive change or even acknowledge the benefits of diversity. When I evaluate a business, I categorize their view of DEI into one of the five below. As you and your team embark on your journey towards inclusion, I encourage you to evaluate your current position and think about the initiatives needed to move forward.

Reactive

These businesses take an aggressive stance against DEI measures. Many of these organizations may be led by misinformed leaders who strongly oppose DEI. The main issues with these organizations is FEAR and misinformation.  They resist change and do not want acknowledge value of DEI.

Nice to Have

At a “nice-to-have” organization, DEI is mentioned but not truly implemented. The leadership team focuses on the limitations of money and time, preventing progress towards inclusion. For these companies, it will never be the “right time” to begin a DEI initiative. While they are not outright hostile, leaders continuously push diversity and inclusion to the wayside. In an effort to move to the next level, employees can petition for increased DEI training and look for fiscally responsible ways to incorporate diverse values.

Realizing the Value of DEI

With the rise of the Black Lives Matter movement and the increased visibility of racial injustice, many organizations are recognizing the importance of DEI. In these companies, executives understand that DEI is valuable. These organizations may focus on the public relations aspect of DEI, superficially committing to training and external statements to help their brand, but they are not supported with a clear strategy and detailed initiatives.

Dedicated 

The “dedicated” stage is a positive place for organizations to be! The leadership team have a documented strategy and are intentional in implementing the DEI initiatives. The executives, managers, and employees are bought into the concept of DEI. These organizations are continually learning and progressing in their DEI initiatives and they encourage dialogue related to DEI topics.

Essential

At the “essential” level, DEI is weaved into the fabric of the culture. It plays a critical role in all internal and external communications, hiring and promotion practices, training, personal development opportunities, and supplier business partner selection. Organizations in this phase challenge the norm, establish best practices, and keep DEI at the forefront of their daily operations. While it is great to aspire to be this level, I believe many teams are on their way! 

How do you rank your organization on this scale? Are there any barriers preventing DEI progress in your teams? What can we do to overcome these limitations and create a more inclusive work culture?

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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.

The Power of Inclusion

Creating a culture of inclusion is integral to increasing employee engagement, teamwork, and innovation; however, the true advantages of diversity shine through in our team members. By establishing a healthy and safe environment, we can welcome diverse individuals and encourage them to unlock their potential. Whenever I think about this topic, I think about my friend Mike and his journey to acceptance. 

I moved to Louisiana eight years ago and met the most amazing people, including Mike. Mike was a driven businessman who took multiple leadership positions in our community, volunteering his time to better our city. Even with this community visibility, he kept a deeply buried secret. Mike was gay. He could never truly express himself in the worries that his community, church, and family would not accept them. In the process of hiding his own identity, Mike began to develop an alcohol addiction. Frequently, Mike would hide his inner pain by binge drinking, suppressing his true self with alcohol. These harmful practices carried over to his business as team members were slowly exposed to his alcoholism. Mike began to lose dedicated employees and even long-time clients. His company was slowly sinking into a pool of debt. 

One day I was having a conversation with Mike, and he began to share a completely different family story regarding his nephew Jeff. Jeff was a young, 13-year-old boy who chose to wear a heavy winter jacket all year long. Even in the hot and humid Louisiana summer! Jeff soon shared with Mike that his peers at school had been bullying him about his weight gain, causing significant mental trauma. To protect himself from their painful comments, Jeff had taken to covering his whole body in thick clothes, preventing anyone from seeing what he truly looked like. Telling this story, Mike had tears in his eyes. The thought of his nephew having to hide himself to be accepted resonated with Mike and his own struggles with coming out. 

The prejudices that Mike and Jeff faced took a serious toll on both their mental and physical health. Recent research has found that pervasive adversity and social biases increase activation of the amygdala, our brain’s fear center. According to a 2018 Biological Psychiatry article, consistent discrimination reinforces connections between the amygdala and surrounding structures. These neurological stressors then multiply into negative mental and physical symptoms, like depression, substance abuse disorders, and even cardiac arrest. A 2019 study of black South Africans raised during Apartheid found that their brain chemistry was forever changed by their exposure to implicit, explicit, and institutional racism. The same negative junctions between the amygdala and areas of socialization were more evident and strongly cemented in place. These biochemical changes result in poor employee health, decreased productivity, and heightened levels of stress. Discrimination creates lasting changes to its victims, and we must work our hardest to decrease its prevalence. 

When prejudice and unconscious bias infiltrate the workplace, we lose our team members’ spark of uniqueness that fosters creativity, innovation, and productivity. In the face of constant adversity, team members may hide under their own “heavy jackets” to be accepted. On-going discrimination prevents our employees from being at their best, forcing them to cover up their true selves. A culture of disrespect and inequality breeds a tense and fearful workplace. When our team members cover themselves with heavy painful jackets, we miss out on their diverse opinions and enriching stories. 

We must work our hardest to create a safe and inclusive environment for Mike, Jeff and for everyone. A place where no matter how you look or who you love, you will be wholeheartedly welcomed and accepted. Beyond the benefits to the bottom line, we can improve overall organizational culture and create a lasting personal change for each and every team member. We have far too often been taught to mask our identity, but by creating a culture of inclusion, we encourage employees to take off their heavy painful winter jackets and show their true selves in the workplace.

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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.

My Shocking Unconscious Bias

I was invited recently to be the commencement speaker at USD. I was ecstatic to come back to the university where my leadership journey began, but little did I realize that this experience would teach me an invaluable lesson about my own unconsicious biases.

A week before the event, I received an email with instructions and information pertaining to commencement. The email said that I would be speaking after Provost Jennings. When I read Provost Jennings’s name, I immediately imagined a stout, mid-50’s white man with a salt and pepper halo of hair and glasses, despite having no idea what this person actually looked like.

I arrived at the stage an hour before everyone else and took everything in. The large pavilion with rows of empty chairs before me would soon be filled with graduate students eager to receive their diplomas. I was brimming with excitement.

The dean arrived with two other people a few steps behind him. He smiled and said, “Hi Dima, I would like to introduce you to Provost Jennings.” I saw a man behind the dean whose physical description matched what I had in mind. Portly, glasses, with a receding hairline. I walked toward him and held out my hand, but he had a quizzical look on his face. I heard the dean’s voice behind me say, “Oh no, this is Provost Jennings!” I turned around to see the dean pointing to a woman in her early-50s. My heart dropped to my stomach, and the expression on her face was clear: “Here we go again.” She was very polite and didn’t say anything, but she had probably experienced this so many times — that is, someone mistaking a man for having her title – that it no longer surprised her. I felt my cheeks burn with shame and thought to myself, “Even me?”

My life’s work is dedicated to empowering woman globally, but even I was subject to my own unconscious biases. I assumed, with very little information at hand, that the Provost would look a particular way, and in the process of my assumption, I repeated a negative pattern of thinking.

It is so crucial that we open our minds, become aware of our own biases, and realize how they are impacting our perceptions of others. Most importantly we must continue to be intentional on a daily bases to eliminate these biases.

I am thankful for Provost Jennings because by meeting her, I gained a valuable lesson that I will remember for the rest of my life

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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.

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.

WE ALL HAVE UNCONSCIOUS BIASES

As humans evolved, we exposed ourselves to more and more complex environments, learning about the world around us and harnessing nature to progress. Our brain evolved too, allowing us to take in over 11 million pieces of information per second. However, our minds can only consciously process 40 items of data per second, resulting in the creation of unconscious processing. These shortcuts allow us to quickly process the surrounding environment and make snap decisions about safety, interest, and danger. As time progressed, these automatic thoughts have function from a survival standpoint and also now cause harm in professional, social, and personal contexts in the form of unconscious biases.  

The unconscious describes the subliminal thoughts of our brain. Have you ever taken a drive to a specific destination and arrived at your location without even thinking about your route? This mechanical action falls in the unconscious part of our mind, allowing us to act without fully processing our actions. Biases are preferences that lean towards one person, thing, or group of people. Negative prejudices towards groups may be seen as discrimination and result in harmful stereotypes, racism, or herd mentality. When you combine these two words, you get unconscious biases.

Our once keen “danger detectors” now can create unhealthy and unfair workplace environments. Research has shown that unconscious biases have a substantial effect on hiring practices as well as professional development opportunities. A study found that white-sounding names receive 50% more callbacks than black-sounding names on the exact same resume. This example is a clear demonstration of the subliminal prejudices, which hamper minority individuals from achieving their fullest potential. 

What can we do to manage them? We must take a curious, courageous, and committed approach to increasing diversity and inclusion within the workforce, starting with ourselves and then branching out into our teams and companies. By starting with self-reflection and introspection, we can begin uncovering our unconscious biases and recognizing where we need improvement. After this, we can take the next step: becoming a courageous ally for our minority team members. In this role, we can encourage others to examine their unconscious biases and stand up against subliminal workplace discrimination.

We all have unconscious biases; it’s simply human nature. Now that we are aware of the harm these prejudices have on our community members, team members, and businesses, we can take a stand to dismantle unseen discrimination. By focusing on self-awareness and courageous allyship, we can create an office culture founded on compassion, trust, and inclusion. Unconscious biases affect nearly every workplace struggles with unconscious biases, but we can begin to manage these unknown prejudices with intentional curiosity, courage, and commitment to positive change.

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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.

How to Manage Unconscious Biases

Unconscious biases are constantly affecting our thinking, reasoning, and perception of people and things around us. This quick process of judgments and decision-making can negatively impact our businesses and social interactions. To overcome these unconscious biases, we must make an intentional effort to question our automatic thoughts and begin to reconsider the world around us. Here are a some critical steps to managing unconscious bias. 

Become More Self-Aware

The first step to overcoming unconscious bias is noticing the problem within ourselves. These quick perceptions are ingrained in our minds as a survival tactic. We must first begin to recognize our patterns of bias and slowly work to disrupt them. The perfect way to do this is through self-reflection activities focused on unconscious bias. We can begin by asking ourselves a few simple questions: 

• Who do I feel most comfortable working with? 

• Who do I feel least comfortable working with? 

• What could I do to better understand or work more effectively with my coworkers? 

• How does my behavior in the workplace affect the office culture as a whole? 

These four introduction questions help us think about our own unconscious biases and how they play into workplace relations. To take this to the next level, try bias indicators like Harvard’s Project Implicit. This resource contains a myriad of short modules that test our biases for different religions, sexual orientations, and even our political views! These activities and questions challenge our current assumptions and unveil our unconscious biases. 

Be a Courageous Ally

Being a curious, courageous, and committed ally helps manage unconscious biases and creates a more comfortable work environment for all. As an ally, our job is to stand up for minority team members who may be experiencing discrimination or harassment. Whether directing team members to your Human Resources team or establishing a safe space in the office, do not be afraid to take action. Through dedicated action, we can generate a positive change for our team. By speaking up for those who may not have a voice, we improve organizational culture, increase employee engagement, and create an inclusive workplace for all. 

Expand Our Circles of Friends

This may seem a little out of the ordinary, but our friend groups have an incredible influence on our view of the world. Similar to the Circle of Trust exercise, think about your closest friends and coworkers. Is this group diverse? A homogenous friend group can lead to harmful echo chambers, which reinforce unconscious biases. By expanding our circles of trust, we can become closer with unique individuals and confront our unconscious biases with healthy relationships. The more we interact with diverse groups of people, the more our minds will be opened to others’ experiences. Through this process, we begin to break down harmful stereotypes and establish new ways of thinking. 

Managing unconscious bias does not happen overnight. It is a lifetime commitment to the three steps listed above. We must continuously work to become more aware of ourselves, our actions, and our chosen network. However, our diligent self-reflection and work will lead to a ripple effect of positivity within our workplaces and even surrounding communities.

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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.

The 3 Cs for Creating a Culture of Inclusion

It is proven over and over that diversity creates positive change in the workforce. However, some teams fail to harness the real advantages of diversity without creating a culture of inclusion and belonging. Discrimination, unconscious biases, and micro-aggressions often harm the workplace environment, stifling creativity, employee engagement, and customer relations. Nearly every workplace faces one or more of these challenges, but there is a way to manage these struggles for a better future. In this blog, I will share the 3 C’s to creating a culture of inclusion. 

Curiosity

The desire to learn more about other people and cultures is integral to inclusion. Curiosity establishes the foundation of understanding necessary to create an accepting workforce. By asking challenging questions and evaluating our thoughts, patterns, and predispositions, we recognize how biases, both conscious and unconscious, affect us. This step begins with powerful self-reflection, calling all of us to look inwards and ponder our thoughts, emotions, and actions. We can start with introspective activities that reveal our unconscious biases or by taking the time to observe our workplace environment. We can also open our personal and professional networks to more diverse groups, stimulating new and sometimes challenging conversations. Our willingness to be open to new ideas and experiences leads to the self-discovery and increased self-awareness necessary for a diverse workplace. 

Courage

Some people stay quiet within the workplace and look the other way when discrimination or harassment occurs. We must make the conscious, courageous effort to fight against complacency and encourage people to do the same. Whether it’s helping a team member approach Human Resources with a valid complaint or creating a safe space in your office, do not be afraid to take action. By being courageous, we become allies for our minority team members, creating a more inclusive workplace. Allies are individuals who do not fall into a specific group but choose to stand up, use their voices, and assist oppressed individuals in need of help. As a courageous ally, we establish an environment of positivity and support, encouraging minority team members to have a voice and to thrive. 

Commitment

We need to be committed to the long-term goals of diversity, equity, and inclusion to create a positive change in organizational culture. Dedicated action requires constant self-reflection and intentional practices. Commitment means creating change from the top down in long-lasting and meaningful ways. In addition to publishing a DEI mission statement, organizations must follow through with a plan for diversity initiatives, increased training, and inclusive talent pipelines. Diversity is not achieved in one training session; neither is true inclusion. To establish an accepting workplace, commitment to change, and positive action is necessary. 

By being curious, courageous, and committed individuals, we inspire our teams to become more welcoming and inclusive. These three C’s provide the toolset necessary for creating a culture of belonging and expanding diversity within the workforce.

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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.

Understanding Your Unconscious Biases

Our brain takes in millions of pieces of information per second; however, it can only fully process forty pieces of information at a time. Due to this overload, we often take mental short cuts to decide whether things are safe, dangerous, welcoming, or scary. These automatic thoughts can lead to harmful unconscious biases, predispositions towards or against certain types of people, races, or genders. The first step to managing unconscious biases is developing self-awareness and understanding where our preferences lie. Here are three activities for beginning to decipher our own unconscious biases: 

The Circle of Trust

Make a list of five to ten people who you trust. Try to focus on friends, peers, and coworkers rather than family members. Then, move down the list and place a checkmark by individuals who are similar to you in each of these categories: 

• Ethnicity / Race

• Religion

• Political Views

• Sexual Orientation

• Socioeconomic Background

Feel free to add more categories or leave blanks if you are unsure. Looking at the people in your circle of trust, what do you notice? Are these individuals homogenous or diverse? We do not often put conscious thought into our friend groups. This activity serves to show how our predispositions may result in the people that we trust that mirrors ourselves. A uniform group may create a negative echo chamber of the same ideas, reinforcing harmful stereotypes and playing into our unconscious biases. If you see multiple checkmarks by each name, it may be time to branch out of your comfort zone and establish friendships with unique individuals that think and acts differently than you.

Negative Incorrect Assumptions

For this thought exercise, think of a time when someone made a negative and incorrect assumption about you. How did this make you feel? Imagine if many people you have encountered made the same assumption every day of your life. How would this affect your day to day interactions? What influence would this have on your mental health and social activity? This exercise helps us understand the experiences that many minority individuals continuously face. Research has shown that constant discrimination triggers our brain’s trauma center affecting overall health, genetics, and even future generations. Through this evaluation, we begin to see the effect our unconscious biases have on those around us, emphasizing the importance of self-reflection and growth.

Project Implicit

This exercise takes place at Harvard’s Project Implicit website. Through their Implicit Association Test (IAT), the program determines your affinities for different groups of people. From different sexualities to religions and even political views, this website allows us to learn about our unconscious biases and determine where change is needed. 

By completing these activities, we take the first steps towards uncovering our unconscious biases. This process is integral to establishing the understanding and self-reflection for managing these automatic thoughts. As we become more aware, we can begin to combat negative thoughts and actions which may have harmed those around us. These three activities are a great start to breaking down the boundaries of bias and establishing strong, diverse relationships. 

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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.

VIRTUAL TEAM HOLIDAY PARTY ACTIVITIES: PART 1

As this year comes to a close, we must remember to recognize our employees and the hard work they have contributed. This appreciation is essential for remote teams to promote employee engagement and motivation. The yearly holiday party is the perfect occasion to celebrate our employees. By hosting a virtual office get together, we can keep our employees safe while also commending team members on their achievements. Here are a few virtual holiday party ideas perfect for employee recognition: 

Home Office Decorating Competition 

In the weeks leading up to the holidays, encourage your employees to decorate their home offices. To take this activity one step further, supply team members with themes such as “Candy Cane Stripes,” “Cosy for the Holidays,” or “Christmas Lights.” Ask members to send in pictures of their decorated set-ups and hold a vote for the best in each class as well as the overall winner. You can even turn this competition into an advent calendar by sharing pictures on a business social media account or company-wide email list. In the days leading up to the holidays, post each team member’s decorated home office and a thoughtful appreciation message. This event will motivate your teams with encouraging words and give each employee a chance to be in the spotlight. 

Virtual Gingerbread Wars

This activity involves cookie decorating kits, creativity, and icing skills! Coordinate with a local bakery or send individual cookie kits to employees before the holiday party. With all team members equipped with their icing bags and blank cookie canvases, hold a variety of decorating challenges. Ask employees to decorate self-portrait cookies or even make gingerbread men that look like coworkers or the boss! This activity is a sweet, lighthearted event that all members are sure to enjoy.  

Christmas Time in the City 

Many virtual teams are spread around large cities, states, or even countries. Through this activity, take advantage of your team’s geographic diversity and highlight different holiday traditions. Encourage team members to provide pictures of one or two city-specific activities that they usually attend. Team leaders can create a slideshow displaying each location and ask their peers to describe their favorite events during the holiday party. This event is a great way to illuminate your team’s diversity and recognize employees from unique cultures and backgrounds. 

Funny End of the Year Awards 

This light-hearted event recognizes dedicated employees while also incorporating holiday cheer and fun memories. Team leaders can put together a list of exceptional employees and come up with creative awards. A few I have found include the Duct Tape Award for employees who always fix difficult situations or the Mission Impossible Award for team members who always get the job done, even when it seems impossible. For more examples, check out this TalentLyft article. Mail the chosen employees a small gift box with a funny certificate and little treats like hot chocolate mix, a mug, or gift cards for online subscriptions. This activity is a great way to celebrate your hardest workers and show your teams that we appreciate them. 

To keep our remote teams going strong into 2021, we must recognize all of their hard work! By incorporating these activities into our yearly celebrations, we can combine the fun of the holidays with the joys of being rewarded for our commitment to the organization. These engaging events will motivate, encourage, and uplift our employees to finish off the year strong and return even more dedication in the future. 

Click below to read part 2



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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.

Virtual Team Holiday Party Activities: Part 2

Read Part One of this series by clicking HERE.

With this holiday’s coming up, teams are excited to celebrate the end of this challenging year and indulge in fun festivities. Even though your organization may be working remotely, there’s no need to cancel the annual party! Boost team morale and employee engagement by hosting a virtual party instead. In this two-part blog, I share some of my favorite themed activities, perfect for an end of the year virtual celebration. Here are some  team-building events for your upcoming virtual parties:

Holiday Team Building Games

Put a holiday-twist on some classic team building games to increase team morale and communication. A few great examples include Christmas Movie Trivia, Silent Night Charades, or Winter Pictionary. For these games, make slight alterations to incorporate holiday-themed questions, prompts, and images. One of my favorite virtual holiday games is Blind Christmas Tree Ripping. Supply employees with green construction paper or encourage them to find leftover gift wrap around the house. Instruct the team to close their eyes and try their best to carefully tear a Christmas tree shape from the paper. It’s harder than you may think! To build teamwork skills, you can pair up employees in breakout rooms and ask one employee to close their eyes and do the ripping while the other team member can see and guide their peers through the process. At the end of the activity, have all employees show off their attempts for humorous team bonding. 

Kindness Quest

For organizations with a strong focus on community service and giving back, this is the perfect holiday event. The Kindness Quest has two main parts: an online trivia challenge and a Google Maps scavenger hunt. By designating employees into teams, you can foster communication and collaboration during the office party. For an extra challenge, randomize groups and encourage members from different departments to work together. 

For the online trivia challenge, direct team members to sites like Freekibble or Freerice. These websites donate kibble to dog shelters or rice to foodbanks based on user participation. Set the timer for 10 - 20 minutes and allow team members to answer as many questions as possible. At the end of time, employees can share their scores, and the top-scoring player can go home with a small prize. 

In addition to the trivia challenge, team leaders may put together a community service scavenger hunt for their peers. Starting at the organization’s location, use Google Maps to look around the town for local animal shelters, food banks, and other community service centers. Make a creative and mysterious list of street view directions that will lead employees to these buildings. For example, directions could state: “Start at our office building. Walk north until you see the red striped mailbox. Turn left and take ten steps until you come to the brown building. What have you found?” This activity helps familiarize employees with local community service organizations that may be just a few minutes away from the office. 

Winter Themed Escape Rooms

With the rise of lockdowns, many escape room companies have transitioned their business to the virtual sphere. With a short Google search, you can find plenty of companies hosting virtual escape rooms for our holiday parties. These remote escape rooms are often led by a host, creating an integrative and engaging team-building experience. As the holidays approach, look for local and national organizations that may even provide discounts to larger office groups. Through these events, we can challenge our problem-solving skills and continue to build upon teamwork within the company. 

Hopefully, these events will add some laughs and fun to our virtual holiday parties. With a focus on team building, we continue to foster connection and communication within our remote offices. These attributes are essential for virtual teams to remain engaged in work and feel a sense of belonging to the organization. 

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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.

How Questioning and Challenging Current Business Practices Helps In Achieving DEI

There is no question about the importance of diversity, equity and inclusion (DEI) and its role in building a welcoming and secure work environment for all. Having an active commitment to DEI is appealing to prospective employees and clients alike, and proactively pursuing DEI initiatives helps to show an intentional focus on making a change. 

Accomplishing this means we must dig deeper and evaluate the effectiveness of current DEI programs and policies. Importantly, we must be open to questioning why there may be barriers to achieving certain goals and how we can be part of the solution. 

Evaluate why DEI challenges are present

In working with and coaching executive teams, I have noticed a trend when it comes to DEI – many leaders support diversity and want to promote inclusion and equity throughout their organization; however, few are willing to take the actions needed to drive real change. 

When discussing DEI, I often hear “We want to hire and promote diverse candidates, but there are no qualified individuals.” When I hear statements like this, I can tell the conversation has reached a roadblock, and to many, this justifies that they should move on from problems that do not have easy solutions. However, achieving DEI requires us to shift our perspective and dig deeper to identify the root of the problem, instead of taking issues at face value. We must question why we are facing certain challenges to uncover insights we may not have previously considered. 

For example, when it comes to recruitment, we can begin by asking: “WHY is my organization unable to find qualified candidates from diverse backgrounds?” We must also strive to achieve DEI at all levels, so when it comes to advancement, we should ask “WHY are the diverse employees in our organization seemingly unqualified for promotions?” 

Ask how we can achieve real change

After asking “why”, we need to ask “how.” HOW can DEI challenges be addressed so we do not have to face the same barriers in the future? HOW can we take ownership and implement effective solutions?   

These solutions should be approached with a long-term plan – not reactive short-sighted initiatives. We need to take ownership and encourage new ways of thinking to introduce solutions that have not been used in the past. 

Asking “how” requires creative problem solving and building more intentional and focused DEI plans. For example, companies might partner with universities to promote diversity in recruiting, launch an internal talent pipeline to support diverse advancement opportunities, or create an Employee Led Resource Group to lead DEI efforts within the organization.

Once you have thought about “why” and “how,” it is important to implement metrics for tracking diversity across the company and to assess whether DEI efforts have been successful. To make meaningful strides in DEI, organizations must question current practices, commit to being part of the solution and invest in and continually track a long-term strategy that involves real transformation from recruitment to leadership. 

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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.

How to Lead An Employee Resource Group

Being the leader of an Employee Resource Group (ERG) can be immensely fulfilling, somewhat daunting, and everywhere in between. Between balancing your regular work schedule and taking on tasks for your ERG, you may be at a loss for time and energy. Here is some guidance to help define your key responsibilities as an ERG leader and ideas to help you accomplish these goals:

Create an Annual Calendar of Events

At the start of each year, get together with your leadership team and executive sponsor to plan a rough outline of events. Think about how many meetings you would like to host each quarter and what content you could share with your members and allies. Some possible events open to everyone could be holding group discussions, leading panels, and hosting guest speakers. For member-specific options, think about a skills development workshop, community volunteering, or a networking event. By holding a variety of engaging and informative meetings, you will be sure to draw in a crowd of active participants, increasing your ERG’s success. 

Communicate, Communicate, Communicate!

As an ERG leader, one of your main jobs will be to communicate with fellow leaders, members, allies, and other individuals within your organization. Most importantly, take the time to develop a stable line of communication between you and your executive sponsor. This individual will help guide your ERG through challenges and ensure that your group has access to the necessary resources to host events. Additionally, you must market your ERG to potential members and allies in your organization. Consider sending out monthly emails with content about upcoming events, featured members, or networking opportunities. By spreading the news about your ERG, you can strengthen your membership base and increase attendance and engagement. 

Focus on Professional Development

Many members come to ERG groups for a sense of community and the opportunity to build professional skills. Ensure that you are devoting time and resources to member events focused on skill development and networking. Even better, plan a few member-only meetings on training that your group may lack in. For example, a Women’s ERG may lead a workshop about how to be professional and confident while combatting this damaging, sexist stereotype. 

You may create a few subcommittees to help share the workload of running the ERG. Through this process, you can select influential members for smaller leadership roles within your organization. By providing career development opportunities and ensuring a route for leadership experiences, you create a positive change in your member’s professional lives and help them reach their long-term goals!

With these three essential tasks, you can effectively lead the ERG without feeling overwhelmed or bogged down by responsibilities. As an ERG leader, you must understand your role is imperative to ensure your group’s success, but don’t forget to take pride in your accomplishments and delate work to interested members. With the support of your organization, members, and allies, you will be ready to further the DEI mission of your company and establish a strong ERG for future employees. 

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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. Reach her at DimaGhawi.com and BreakingVases.com.

Why Your Company Needs Employee Resource Groups

Many organizations are beginning to address their Diversity, Inclusion, and Equity (DEI) policies. From funding professional development programs for minority staff to ensuring equality in the hiring and promotional process. A great way to implement a long-lasting shift towards inclusivity is by chartering Employee Resource Groups (ERGs). ERGs are voluntary, employee-led groups which increase inclusion and encourage a sense of belonging within organizations. There’s a reason 90% of Fortune 500 companies have ERGs. These groups are the perfect way to attract diverse talent, ensure the career development of your employees, and encourage progressive conversations in the workplace. 

A traditional ERG is composed of an executive sponsor, leadership team, membership base, and allies. Members of the organization are individuals who belong to the ERG’s selected group. For example, a female employee would be considered a member of the Women’s ERG. In addition to members, allies should be encouraged to join ERGs and attend open events. An ally would be an individual who is a dedicated supporter of the selected group. For example, a male employee would be considered an ally for the Women’s ERG. Both allies and members will play an important role in advancing the organization’s initiatives and attending group events. 

There are countless benefits to chartering ERGs for your organization:

1. These groups create a safe place for members to meet, discuss shared hardships, and attend specific events focused on their professional or personal development. Many teams hold meetings teaching members how to confront uncomfortable stereotypes in the workplace.

2. ERGs form a place where members and allies can come together to discuss difficult subjects like unconscious bias and work together to form company-specific solutions to discrimination. These conversations will highlight the disadvantages that your minority team members face and increase awareness. All in all, an ERG is the perfect initiative to boost your DEI plans and ensure that your employees feel included, safe, and engaged. 

3. ERGs foster the perfect environment for networking and building relationships between different groups. Bringing together similar individuals in an ERG will allow employees to form and strengthen communities within your workplace and create a tighter knit organization. In addition to this, allies will be encouraged to learn more about the groups they support from actual members through events like TED Talk viewings, speaker presentations, or group panels.

I highly recommend starting one of these ERGs in your workplace to further your DEI initiatives, increase employee inclusion, and foster a spirit of belonging. 

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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. Reach her at DimaGhawi.com and BreakingVases.com.

Three Keys to Formulating Your DEI Strategy

It feels as if overnight, the focus on Diversity, Equity, and Inclusion (DEI) has shifted from being a “nice to have” to an essential part of an organization’s reputation and brand. While it is positive that there is a significant newfound focus on this area, some are rushing to be part of this emerging wave without a clear plan. Below are three key elements to include while developing a DEI strategy in order to ensure that your focus is intentional and effective. 

1.     Understand Your Organization’s Current State: 

Before you enact a DEI strategy, you should have a clear understanding of your starting point by identifying employee diversity across the organization. Start by compiling and analyzing the percentages of minority employees at the entry, management, and executive levels. Even if you feel your company has good diversity, a common issue many notice is that most of that diversity is at the bottom of the chain compared to senior levels. It is important to continue periodically tracking progress as it enables your executive team to understand the organization’s current state, highlight gaps, develop targets.

While numbers are telling, an important method for understanding how DEI is perceived at your organization is to gather employees’ thoughts of the overall organization, their leadership team, and supervisor’s commitment to DEI through surveys and focus groups. Listening to your employees is crucial for getting a pulse on their experiences and for learning from your team about the DEI initiatives that they value.  

2.    Create a Leadership Talent Pipeline:

Frequently executives express the difficulty in finding well-qualified, diverse candidates for leadership roles. To alleviate this issue, I advise developing a leadership talent pipeline that plans the development and promotion of highly talented and diverse employees over ten years.  Over a planning session, identify employees with future leadership potential and ensure they are diverse candidates. Then, document a talent development plan for each that includes targeted training, coaching, job rotations, performance reviews and potential promotion schedules in two-year increments for the next ten years. After this initial planning, periodically review and amend this pipeline throughout the years as candidates progress. 

3.     Encourage Discussions and Learning Related DEI Topics:

In order to harness the full advantages of diversity, you must build a culture of inclusion and belonging within your team. One method is to establish internal Employee Networks.  These are employee-led groups that center around individuals who share characteristics such as gender, ethnicity, interest, or other defining criteria. These networks seek to increase inclusion by planning activities that promote DEI discussions. Additionally, they also provide mentorship, encourage skill development, and create a sense of community for their members and allies. For these groups to be effective, it is essential for the executive team to show their support, provide funding, truly listen to these networks, and include the employee networks as part of the organization’s DEI strategy. 

            With a genuine and intentional focus on DEI, not only do organizations create a healthier work culture, but they will have positive impacts on their employees’ personally by encouraging them to value the differences in others and have an inclusive mindset. This will result in a ripple effect that creates a healthier community.

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Learn more about Dima Ghawi’s DEI Strategy and Training.

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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. Reach her at DimaGhawi.com and BreakingVases.com.

Three Tips For Connecting With Your Remote Team

One of the major challenges of leading a remote team is creating a sense of connection between team members, managers, and the corporate strategy. While a physical office space allows for casual conversations and group breaks, virtual organizations require a little extra work to establish a sense of communication and integration. By being intentional, you can unite your team even if they work thousands of miles apart by enhancing these three essential connections. Here are three connections pointes that are essential for any team:

Connecting the Manager to Individual Team Members

When working virtually, it can be easy to let connections to your team members slip over time. I recommend setting up weekly one-on-one meetings with each of your employees in order to catch up with your employees and understand their personal and professional situations. Use this time to discuss their progress with current projects and track their current workload. if you are having a difficult time keeping up with all of your employees as well as their various projects and needs, then try implementing a project tracking sheet. I recommend having each team member complete it on a weekly bases and share it with you. This can help you and your team members stay informed about the status of various projects and hold team members accountable. Additionally, this sheet will help you to to move towards a more results-oriented management style. By remaining intentional with your connection to individual team members, you can stay informed about current projects, hold employees accountable, and effectively manage your remote team.

Connecting Team Members to Corporate Strategy

As we transition to working from home, our days can be consumed by task after task, creating a mundane routine of simply getting the work done. Many employees feel disconnected from the bigger picture of understanding the overall corporate strategy. This will make them lose meaning in their work and feel lonely and distant. To change this, keep the team updated on the organization’s key messages and spread this with your team at the start of department meetings or through motivational emails. Inform your employees about key changes in policy, so they feel integrated and included. Be intentional about communicating the upper-level strategy and decisions which may affect their careers. By making the effort to gather and share this information, you create a sense of belonging and purpose within your organization and empower employees by sharing how their specific task will contribute to the company’s success. 

Connecting Team Members With Each Other 

Without a shared break room or watercooler area, it may be difficult to stimulate casual communication between team members. However, this connection is integral to strengthening your team and creating a more cohesive workforce. The simplest recommendation is to set up “virtual watercooler time” at the start of departmental meetings. Once you have your team gathered in your video chat or conference call, set aside five to ten minutes to allow your employees to catch up with each other’s lives and current projects. Small activities like these can bring your team together even if they do not share a physical office space. Furthermore, encourage communication between team members by creating “accountability partners.” With this exercise, employees will select a peer to meet with throughout the week in order to discuss projects, provide support, and track the progress of work together. Utilizing these techniques will help you bring your team together and grow group bonds. 

Through these activities, you and your employees will remain connected and productive when working from home. By remaining intentional and taking the time to reach out to your employees, you will strengthen team bonds and increase trust and productivity within your remote organization. With these three essential connections, you can lead your virtual team to success.

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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. Reach her at DimaGhawi.com and BreakingVases.com.