Black Lives Matter: Moving Beyond D&I the Covid-19

BLACK LIVES MATTER: THE COVID-19 SCAPEGOATING MENTAL HEALTH: TAKING MOVING BEYOND D&I OF ASIAN AMERICANS CARE OF OUR TEAMS

Creating WINTER 2021 + ISSUE 6 Globally Inclusive & Culturally Competent Workplaces

RIOT GAMES GAME ON ANGELA ROSEBORO Leading the Charge on Implementing Inclusive and Equitable Practices in Gaming By putting lives first, we’ve created a legacy that lasts

For nearly 130 years, we have tackled some of the world’s biggest health challenges and provided hope in the fight against disease, for both people and animals. Today, we continue our commitment to be the premier research-intensive biopharmaceutical company in pursuit of medical breakthroughs that benefit patients and society for today, tomorrow and generations to come.

Copyright © 2020 Merck Sharp & Dohme Corp., a subsidiary of Merck & Co., Inc. All rights reserved. US-NON-04146 02/20 Creating Globally Inclusive & Culturally Contents Competent Workplaces Winter 2021 + Issue 6 Spotlight Q&As

25 Angela Roseboro, Chief Diversity Officer, Riot Games 28 Celeste Warren, Vice President, Global Diversity and Inclusion Center of Excellence, Merck 25 28 31 31 Janice Dupré Little, Executive Vice President, Human Resources, Lowe’s Companies Inc. 34 Michelynn Woodard, Head of Social Impact, Diversity & Culture, Bad Robot Productions 37 Francine Katsoudas, Executive Vice President & Chief People Officer, Cisco 40 Denielle Pemberton- 34 37 40* Heard, Chief Legal Officer of Diversified Search and former CEO of STEMconnector 43 Verna Myers, Vice President, Inclusion Strategy, Netflix 46 Susan MacKenty Brady, CEO, Simmons University Institute for Inclusive Leadership 50 Shannon Schuyler, 43 US Chief Purpose & 46 50 Inclusion Officer, PwC INCLUSION sat down with some of the country’s 54 Diversity Woman’s most innovative D&I thought leaders to find out 2020 Game Changer in Tech Award * PHOTO* OF DENIELLE PEMBERTON-HEADR BY LAWRENCE JACKSON what was on their mind.

INCLUSION WINTER 2021 1 Frontlines

22 “I have seen an outpouring of companies saying Black lives matter. I want them to actually make Black lives matter through their policies and their practices.” — Rashad Robinson, Color of Change Best Practices INCLUSION PUBLISHER Dr. Sheila Robinson

EDITOR IN CHIEF Jackie Krentzman

DESIGN DIRECTOR Cathy Krizik

MANAGING EDITOR Kimberly Olson

COPY EDITOR Judith Dunham

16 COVID-inflamed hate 20 Antiracism at work PROOFREADER Sharon Silva 5 Creating LGBTQ-friendly workplaces 7 Keeping a focus on D&I during the pandemic Frontlines 8 Why belonging matters FACT CHECKER 9 Mental health help—more crucial than ever Eddie Lee 10 Powerful words for challenging times

WRITERS Carolyn M. Brown Point of View Tamara E. Holmes Jackie Krentzman

3 Luiza Dreasher 13 Ruchika Tulshyan 24 Dr. Shelton J. Goode 56 Dr. Sheila Robinson

2 INCLUSION WINTER 2021 Point of View

INCLUSION INSIGHTS The Time to Address Racism Is Now

By Luiza Dreasher of us don’t even know how to start the process of acquiring the necessary ystemic racism has been such conversations, so saying nothing skills to start those conversations, and around for centuries. While, seems to be our preferred default (4) find ways to advocate for a more at first, religion was used to mode. The death of George Floyd, equitable workplace and society. The Splace cultural groups along a and of the many others we have steps outlined above should get you continuum from high to low, the witnessed, has left many employees started on your personal journey of 19th century introduced the notion walking around with all the pain becoming an ally. that biology (e.g., skin color, hair and trauma associated with these More than ever, we must take a texture) was a senseless tragedies, yet unable to talk strong antiracist stance. Dr. King better way of about them in an open manner. once said, “The cry of Black power is justifying how More than ever, organizations need about a reaction to the reluctance of individuals to create safe spaces so individuals white power to make the changes were treated. can come together to share their necessary to make justice a reality for Social scientists experiences and concerns, discuss the the Negro.” have long events taking place in our society, and Here is my challenge to you: how rejected the learn each other’s perspective. In the are you going to use your power notion that race article “Addressing Race and Racism toward creating a more just and is a biological in the Workplace,” I outline several equitable organization? IN reality. steps individuals can take so they Addressing racial However, lead conversations about race (or any Luiza Dreasher is the president and inequities in our this does not other polarizing topic) in an effective CEO of Mastering Cultural Differences. organizations mean many manner. Among the steps are: She designs and implements customized has long been individuals (1) understanding that the process programs for organizations that want hindered by the aren’t living it. starts with self-awareness, (2) learning team members to understand and work fact that race is The sad reality about the impact of our biases, well across cultural differences. Her one of those is that, to this (3) recognizing the role that power upcoming book, Mastering Cultural topics that is date, being and privilege play in the conversation, Differences: Strategies for Leading a considered classified as and (4) learning about others and Global Workforce, provides insight into taboo. Black, Asian, or how they experience life. differences impacting today’s culturally Latinx does not For many employees, the sad diverse workplaces and identifies best carry the same reality is that their world is filled practices for increased performance in a benefits as being white. Whiteness with pain, fear, and anxiety, which global economy. has long been a synonym to privilege is compounded by our inability to To request a copy of the article and opportunities, and this system address these feelings in meaningful “Addressing Race and Racism in the of advantages and disadvantages will conversations. This dynamic will most Workplace,” contact the author at continue to be perpetuated if not certainly impact productivity and luiza@masteringculturaldifferences. acknowledged and addressed. engagement, as well as employees’ com. Addressing racial inequities in our well-being. organizations has long been hindered Having conversations about racism by the fact that race is one of those is, indeed, a challenging process. topics that is considered taboo. Many However, change will never come until we: (1) recognize that employees are carrying a lot of hurt with them, (2) gain a deeper understanding of the issues they are facing, (3) go through

INCLUSION WINTER 2021 3 Be brilliant. Together.

Inclusive cultures can embrace individuality and give voice to a broad range of perspectives. Because nothing outshines authenticity. See what inclusion powers at deloitte.com/us/inclusion.

Frontlines written by TAMARA E. HOLMES

THE DEEP Moving Beyond the June Supreme DIVE It’s About Time Court Ruling in Favor of LGBTQ Rights n June implement new 15, 2020, strategies like Othe US those below Supreme Court to create a issued a landmark more inclusive ruling stating that workforce that discrimination builds upon based on sexual LGBTQ legal orientation and protections. gender identity is Take the focus prohibited under off demographic Title VII of the outcomes. “By Civil Rights Act. the time you This means that take a look at employers in the your midlevel 28 states that did managers and not already have realize there protections in is a gap in place can no longer representation, fire an employee it’s been multiple for identifying as years that have LGBTQ. More work to be done completely may practice led you to that point,” While LGBTQ activists “Leading companies were “covering,” the act of says Novacek. Instead, hailed the ruling, they also already overcompensating minimizing a stigmatized D&I professionals must cautioned that there is still for the lack of protections identity, says Brown. use surveys, focus groups, much work to be done that existed before,” says “I could be LGBTQ and and other methods to get for LGBTQ employees Jennifer Brown, a diversity people know that I have a input in real time about in the workplace to and inclusion consultant partner, but I could literally how comfortable LGBTQ feel included and enjoy and author of How to Be an never talk about it. I could, employees are in bringing equal opportunities for Inclusive Leader. in some groups of people, their full selves to work. advancement. The Corporate Equality change the pronouns about Provide more “The Supreme Court Index of the Human Rights my significant other. I opportunities for ruling is extremely Campaign (HRC) Founda- could leave personal details mentorship. Look for important because it sets a tion highlights some of the out of the picture entirely, opportunities to create one- new bar in terms of safety ways employers have been and that’s covering,” says on-one connection points and security for LGBTQ pushing for inclusion for Brown. between employees and employees,” says Gabrielle years, such as by offering Opportunities for growth senior leaders. Novacek, managing LGBTQ-inclusive benefits That so many people Enhance your corporate director and partner of and creating supplier di- remain closeted in the ombudsman program. Boston Consulting Group. versity programs that give workplace speaks to a When organizations step up “But there’s a difference work to LGBTQ-owned lack of proactive, overt their ombudsman programs between knowing my enterprises. public support for the and give employees a way employer can’t fire me At the same time, a 2018 LGBTQ community, a to express concerns they because I’m gay and report by the HRC Founda- lack of funding for the don’t feel comfortable knowing that I can be tion found that nearly half community’s issues and sharing publicly, the successful and thrive in of LGBTQ workers—46 needs, and a lack of employees feel heard and an organization as a gay percent—remain closeted role models who have the employers know what person. And that is where at work. come out of the closet at steps they can take to inclusion really starts to Even those who aren’t the senior level, Brown meet those real concerns,

ISTOCKPHOTOS come into play.” hiding their identity says. But companies can Novacek says.

INCLUSION WINTER 2021 5 2001-1105576_Savoy_Diversity_and_Inclusion_Ad_01072020 1 8/25/20 2:36 PM Frontlines

THE DEEP DIVE Diversity, Equity, and Inclusion in the Era of COVID-19

hen the arrangements,” Grant says. COVID-19 “Some people don’t have Wpandemic first a nice home or something hit, storm clouds seemed to that’s aesthetically pleasing be brewing over diversity, behind them. Maybe they equity, and inclusion efforts live with more people, so in the workplace. Between it’s more difficult to have a March and early June, job professional atmosphere.” openings related to D&I Asking all employees to use fell at twice the rate of all virtual backgrounds is one job postings, according to way to address this. research by employment On the flip side, the website Glassdoor. shift to remote working That’s not entirely gives companies a unique unexpected, says global opportunity to recruit consulting firm McKinsey diverse employees who may & Company. In an article live outside their geographic titled “Diversity Still Matters,” area. McKinsey warned that Minority workers may with companies focusing need more flexibility and on adapting to a remote resources. People of color workforce, finding new ways are more likely to suffer to interact with customers, severe health consequences and implementing other of COVID-19, and they are changes in response to more likely to experience the pandemic, D&I efforts financial hardship. D&I may be pushed to the back professionals must make burner. sure workers have the Then, in the aftermath of goals, says Terrence Remote working support they need to handle George Floyd’s murder by Underwood, senior director creates challenges—and family and community the police, as racial justice of Learning Products and opportunities. With concerns related to the protests erupted across the Programs for Catalyst. people working remotely, pandemic, and they need to country, D&I job openings “For example, if you have a companies must find new recognize that the pandemic rebounded 55 percent leadership workshop or a ways to make employees affects racial and ethnic between June 8 and July 15. new-hire orientation, you feel a sense of belonging groups differently. Nevertheless, the can incorporate D&I into though Zoom and other Women may need pandemic and the both of those initiatives,” virtual communication additional support. The accompanying recession Underwood says. “It applications. “People already pandemic has created a are transforming the way becomes something that had a tough time with being child-care crisis, as some D&I professionals must is a part of our day-to-day visible in the office. It’s a schools switch to virtual approach their jobs. strategy, our mission, our lot easier to be invisible learning and some parents One of the best ways to values, and when you think working remotely,” says choose to keep their children ensure that D&I remains about it like that, then D&I Tulsa, Oklahoma–based home. Child care tends to relevant throughout the should never go anywhere.” D&I consultant Risha Grant. fall disproportionately on pandemic and the current While the timetable for The reliance on working mothers, so new recession is to integrate the pandemic’s resolution videoconferencing can efforts will be needed to D&I efforts into other is anyone’s guess, here create new inequities. ensure that any gains women company initiatives rather are three trends D&I For example, “now have made in the workplace than thinking of them as professionals should keep people are being judged don’t get erased while a

ISTOCKPHOTOS a separate set of company on top of. based on their living vaccine is being developed.

INCLUSION WINTER 2021 7 Frontlines

with colleagues and clients,” says study researcher Julia Taylor Kennedy. “Nonparents don’t have that point of connection with others.”

Impact of belonging can be far-reaching When asked if they were engaged at work, 97 percent of those who scored in the highest quartile of belonging scores said “yes,” compared DATA ENTRY to 54 percent of those in the lowest. Also, 93 percent of those in the highest quartile said they were very loyal to Assessing the their organization, compared to 35 percent of those in the lowest. Power of Belonging A sense of belonging can also be a deterrent to employee turnover, as 88 percent of those in the highest ultivating a sense workplace, researchers came men scored the highest, at quartile said they intend to of belonging is as up with a scale from 0 to 7.6, followed by white wom- stay with their company for important for the 10 that looked at four basic en at 7.5. Latinx women were at least two years, compared workplace as it is the components. somewhat in the middle, to 61 percent of those in the playground. In fact, a Whether employees feel scoring approximately 7.4. lowest quartile. Cbelonging is a fundamental seen at work for their LGBTQ employees scored Nearly half of those who human need, reveals the unique contributions relatively high, with a median scored in the lowest quar- New York–based think tank a Whether employees feel score of 7.5. One reason they tile—47 percent—said they Coqual. connected to coworkers may have felt a higher sense felt “stalled” in their careers, To prove this assertion, a Whether employees of belonging than some compared to only 11 percent Coqual surveyed 3,711 feel supported in their other groups is because they of those who scored in the professionals between the daily work and career were more likely than their highest quartile. ages of 21 and 65 in February development non-LGBTQ colleagues to Creating a sense of be- 2020 and another 627 in May a Whether employees feel talk about sensitive topics at longing is something that 2020 to produce a report, proud of their organization’s work such as politics, sexism, everyone in an organization The Power of Belonging: What purpose, vision, and values and D&I issues. can contribute to, particu- It Is and Why It Matters in The median belonging Other factors can also larly if employees see senior Today’s Workplace. score was 7.4, but Asian influence one’s sense of leaders freely giving recogni- Not only can belonging women felt the least sense belonging. For example, tion to diverse employees. lead to more engagement in of belonging, scoring, on parenthood, being an ex- As study researcher Pooja the workforce, but it can be average, approximately 6.8 trovert, and holding similar Jain-Link says, “We can all a deterrent to high rates of on the scale—slightly lower political views to colleagues boost our colleagues’ sense turnover. than Black women, who are all associated with higher of belonging by providing scored approximately 6.9. belonging scores. timely and honest feedback, The recipe for belonging On the other end of the “Talking about your kids praise, and thanks for one

To measure belonging in the belonging spectrum, white is often a way to build trust another’s contributions.” ISTOCKPHOTOS

8 INCLUSION WINTER 2021 Frontlines

INCLUSIVE CORNER The Importance of Providing Mental Health Services–Now o one is immune to stress, but the pressures being brought by the travails of N2020 should put mental health services on the radar of every employer.

The average worker was Black employees experiencing 16 percent (11 percent). more stress in September Then, the shift than they were in February, to a largely remote before the pandemic, workforce creates according to the June stresses of its own, says Mental Health Index, a Aneesh Chaudhry, CEO monthly measure of the of SoulPhysio Lifestyle, an impact of the COVID-19 Irvine, California–based crisis on the workforce. wellness clinic that focuses The anxiety is unlikely to on brain health. let up any time soon, and “Parents have a significant employees of color may amount of stress dealing be experiencing the brunt with their children being of the burden, due to the home in addition to not mental and emotional on helpful community racial injustice protests being able to go into well-being of employees. resources, such as child- and the disproportionate the office. There is also a a Provide a confidential care services and nursing impact of the pandemic strong lack of community help line or email care. on people of color. For and connection because address where employees a Acknowledge challenges example, a study by of COVID-19,” Chaudhry can ask for assistance employees may be the Center for Talent says. anonymously. experiencing remotely, Innovation found that 2 The National Safety a Share resources offered such as sharing percent of white employees Council, an organization by benefits providers that workspace with other had a family member that promotes health can be accessed remotely adults and helping die from COVID-19, but and safety in the home such as Employee children who are doing that was double for Asian and workplace, offers Assistance Programs, virtual learning. employees (4 percent), and the following actions telehealth services, and a Conduct regular check- even higher for Latinx employers can take to crisis counseling. ins with employees to a ISTOCKPHOTOS employees (8 percent) and proactively address the Provide information ask about their welfare.

INCLUSION WINTER 2021 9 Frontlines

“You are growing into consciousness, and my Word Power wish for you is that you feel no need to constrict yourself to make other he use of carefully people comfortable.” chosen words can — Ta-Nehisi Coates, writer have a powerful “Law and order exist for the purpose of effect—as studies establishing justice, and of hate speech when they fail in this andT political ferment purpose, they become the have shown. But words dangerously structured dams that block the flow can also inspire us to of social progress.” greatness and to reach — Martin Luther King Jr. for, to paraphrase “Black Lives Matter … offers a new vision for Abraham Lincoln, “our young Black girls around better angels.” the world that we deserve to be fought for, that we deserve to call “We are going to go on local governments to down swinging like Ella show up for us.” Fitzgerald, Muhammad — Patrisse Cullors, artist and Ali, in the name of love organizer, cofounder of and justice. We are doing it Black Lives Matter for the whole world.” “We have a right to protest — Dr. Cornel West, political for what’s right. That’s all activist, author, and we can do. There are people professor of the Practice of Public Philosophy at hurting, there are people Harvard University suffering, so we have an obligation, a mandate, to do something.” — John Lewis, late civil rights leader and US representative (Georgia) “All our silences in the face of racist assault are acts of complicity.” — bell hooks, author and activist

10 INCLUSION WINTER 2021 Frontlines

“Equal rights, fair “No, I will not.” “When we identify where our privilege play, justice, are all — Rosa Parks intersects with somebody else’s oppression, like the air: we all we’ll find our opportunities to make real have it, or none of change.” us has it. That is the — Ijeoma Oluo, Nigerian American writer truth of it.” — Maya Angelou

“In our era, it is not enough to be tolerant. You tolerate mosquitoes in the summer, a rattle in an engine, the gray slush that collects at the crosswalk in winter. You tolerate what you would rather not have to deal with and wish would go away. It is no honor to be tolerated. Every spiritual tradition says love your neighbor as yourself, not tolerate them.” — Isabel Wilkerson, Caste: The Origins of Our Discontents

“Anti-Black racism is not only happening in the United States. It’s “We have fought for actually happening all America with all her imperfections, not so much “Each time a man across the globe. And what we need now, more for what she is, but for what stands up for an ideal, we know she can be.” or acts to improve the than ever, is a human lot of others, or strikes rights movement that — Mary McLeod Bethune, out against injustice, challenges systemic educator, civil rights he sends forth a tiny racism in every single activist, and special adviser ripple of hope.” context.” to President Franklin D. Roosevelt — Robert F. Kennedy — Opal Tometi, human rights activist, cofounder of Black Lives Matter TEEMU PAANANEN ON UNSPLASH

INCLUSION WINTER 2021 11 42 Learn from successful women YEARS THE TIME who have persevered in pursuit of their personal and professional 200 goals while courageously staying ORGANIZATIONS IS NOW TO true to what makes them unique, and modeling the power and 75,000+ importance of leading inclusively. ALUMNAE JOIN US.

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INCLUSION INSIDER One Size Does Not Fit All To build sustainable D&I, include women of color

By Ruchika Tulshyan organization based on their race As more companies embark on few years into my corporate and gender—must be considered in diversity training efforts, ensure that career in the United States, I all corporate diversity efforts. While all learning on the topic is framed realized that my trajectory as a much ink has been spilled, and rightly with an intersectional approach. Awoman of color looked different so, over the paltry representation of I’ve been asked to speak to some from that of other women around me. women in the C-suite, a shockingly organizations about the gender equity My managers expected me to be a hard low number of those positions are gap, but explicitly asked not to address worker, but not to have an opinion or held by women of color—4 percent race in my presentation. I’ve swiftly demonstrate compared with 19 percent of white declined those opportunities. To leadership skills. women. create lasting strategic and personal White women So, how do you begin to take an behavioral shifts from D&I training, seemed to be intersectional approach to diversity it’s necessary to understand the navigating their and inclusion? systemic barriers faced by people of own challenges, Start by collecting data on how color, especially women of color, then to be sure, but women of color experience your make changes. I often noticed workplace, and compare it with Most importantly, lead from the that they didn’t the data on the experiences of framework of equity that centers and face the same both white men and white women. supports the most marginalized voices backlash when When you don’t disaggregate the in the room. It’s especially critical “It’s necessary they spoke data by race and gender, you often for our white women allies to step to build systems their minds or only end up understanding how the up when they see women of color where everyone advocated for largest majority of women in your experiencing discrimination. If only benefits from themselves. organization––white women––are white women are benefiting from I saw many faring. If you make decisions based the changes in your organization, corporate advance even on that data—for example, organize you risk creating a different type of diversity when they put a corporate initiative around teaching opportunity gap. It’s necessary to build efforts.” in less work women employees to negotiate— systems where everyone benefits from than I did. you risk alienating women of color, corporate diversity efforts—not just Years later, as who are likely to be judged more the privileged. We can only win when more research—finally!—emerges on negatively for speaking up. all of us have the same opportunity to the professional disparities between While we’re on the topic of data, advance. IN white women and women of color, it ensure you disaggregate pay data has become undeniable that one size by race and gender, too. Many Ruchika Tulshyan is the founder of does not fit all. organizations seeking pay equity Candour, an inclusion strategy firm. She This fact is especially key for often neglect this, thereby capturing is working on a forthcoming book about organizations seeking to prioritize incomplete data. Statistically, women inclusion and women of color in the women’s advancement. If a leader of color— especially Latinx, Black, and workplace (MIT Press, 2022). wants to make sustainable changes Indigenous women—experience the toward gender equity, the intersection largest pay gap when the data control between race and gender—how for all factors. The gap continues to go women of color navigate the unaddressed when we only draw from the data comparing white women and white men.

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DIVERSITY

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Visit diversitywoman.com for details Best Practices THE BLAME GAME The coronavirus pandemic unleashed an outburst of hate, harassment, and discrimination against Asian Americans

BY JACKIE KRENTZMAN

hen San Francisco State large groups of Chinese and other “When I first heard about this Asian American Stud- Asians came to the United States for pandemic coming from China, I knew ies professor Russell the California gold rush in the middle that we would get scapegoated for Jeung first heard that of the 19th century, white Americans this,” says Jeung. “In the past, we have the coronavirus that have warned of the “yellow peril,” been excluded, quarantined, detained, originated in China which centered around the belief that and reported. So I knew that it was had reached the United Asians carried diseases. In the 18th important to begin documenting States,W he knew it was time century, it was smallpox; in the 19th these kinds of incidents.” to roll up his sleeves. century, bubonic plague. These false Jeung, in partnership with the Jeung, who tracks incidents of stereotypes triggered one of the most STOP AAPI (Asian Americans and harassment, discrimination, and hate racist acts passed by the United States Pacific Islanders) Hate Reporting crimes against Asian Americans, government, the Chinese Exclusion Center, developed a tracking system knew that they would be blamed and Act of 1882, the first time a specific and website designed to collect data demonized for bringing COVID-19 ethnic group was barred from immi- about discrimination, harassment,

into the United States. Ever since grating to the United States. and hate crimes that have spread with ISTOCKPHOTOS

16 INCLUSION WINTER 2021 Best Practices

they need to create safe spaces for “When I first heard about this pandemic coming from their Asian American employees and China, I knew that we would get scapegoated for this. create productive dialogues around In the past, we have been excluded, quarantined, the challenges for Asian Americans in society and the workplace. detained, and reported.” One of those tools was a multi- — Russell Jeung, Asian American Studies professor, San Francisco State pronged COVID-19 resource guide. Its purpose is to promote the health COVID-19. In the first month alone, face in the workplace, especially and wellness, safety, and economic the center received more than 1,500 around the new sets of stereotypes security of employees and their fami- firsthand accounts of incidents from and fears generated by COVID-19. For lies, as well as to help managers and 45 states such as verbal assaults, racial example, it hosted a series of (virtual) employees combat bias, discrimina- slurs, shunning, discrimination, civil town halls with chief diversity officers tion, and harassment by proactively rights violations, and outright attacks. to give them the resources and tools addressing misinformation in the From March 19 to October 7, 2020, the number of reported incidents stood at 2,738. More than 70 percent were verbal harassment; 9 percent were How to Be an Ally physical attacks. The examples gathered recent Harris Poll revealed that 75 percent of Asian were varied. An Asian Americans are concerned about hate crimes and discrim- American would cough at ination related to the coronavirus pandemic. If you are work and be told to go see A a manager at a company, or witness an Asian American a doctor. Others were spat colleague, neighbor, or friend being harassed in public, here upon or told not to enter a are some proactive steps you can take. store. A woman reported being sprayed with Lysol at a phar- a Circulate a statement in your company that firmly states all communica- macy. Many reported racial slurs, tions must be nonracist and that the company will not tolerate demean- profanities, and name calling. ing jokes or insensitive taunts. While the number of cases re- a “Words matter,” says Russell Jeung, San Francisco State Asian American ported in the workplace (38 percent Studies professor. “For example, after the 9/11 attack, President [George of cases were reported in businesses, W.] Bush strongly denounced all forms of racism against the Muslim but places of employment were not American community. Today, our federal government is not only not separated out from other businesses) doing that, but they are using incendiary language that perpetuates and are likely depressed due to so many even promotes more hate crimes against Asian Americans.” people working from home, companies across the United States began a Encourage all employee affinity groups to participate in Asian American campaigns to educate people and and Pacific Islander Heritage Month (May) to learn about the many differ- ensure such incidents of hate did not ent Asian and Asian American cultures and the history of the xenophobia occur in their workplace. they have faced. This can also be an opportunity to learn about the his- One such organization was Ascend, tory of Asian American resistance to different forms of xenophobia. a 15-year-old advocacy organization a that supports Pan-Asian profession- Promote events and workshops that support empathy and build allyship. als in the workplace realizing their full Bring in a facilitator to lead a meeting on bystander intervention—what potential through leadership develop- to do when you witness harassment without putting yourself in danger. ment. Anna Mok, Ascend’s CEO, says a Put up signage that sends the message to treat everyone with respect. the organization immediately began Schools can add to their antibullying curriculum language and activities educating companies about some of that denounce harassment of Asian Americans. the challenges Pan-Asians (Ascend’s preferred term for Asian Americans)

WINTER 2021 INCLUSION 17 Best Practices

Contributions and Challenges

scend has assembled data with insights unique Pan-Asians are at AAPIs make up 17 AAPIs represent 5 per- to Asian Americans and greater risk of being percent of doctors, 9 cent of all COVID-19 laid off in a down- percent of physician deaths with a known Pacific Islanders (AAPI). turn due to bias in assistants, and 10 race/ethnicity in the A talent decisions that percent of nurses in United States. negatively impact the United States. (Centers for Disease Control AAPI individual con- (Association of American and Prevention) tributors and middle- Medical Colleges and Minor- ity Nurse) management talent. workplace and to speak up to protect (Ascend) employees of Pan-Asian descent. Ascend also put out a joint mes- statistics or citing examples, it would sage with more than a hundred be more powerful to have members corporations and partner organiza- of the Asian Pacific Islander Heritage tions denouncing discrimination COVID—over 20 percent of those in Affinity Group read the first-person against and scapegoating of Asians the medical and health field are Asian accounts of people who have expe- and other groups. It reads, in part: Americans—and they are bringing rienced a backlash because of their “Heeding historical precedents for that stress back home with them. We ethnicity, many of them horrifying scapegoating marginalized groups have lots of Asian Americans living in and graphic. for diseases and economic instability, multigenerational households [mak- “We have a number of employees our organizations are working to- ing it harder to keep COVID from who have been discriminated against gether to combat anti-Asian stigma spreading]. So we are working with or had friends who were, and our and all forms of bias based on age, CDOs to help them understand the CEO made this a top personal prior- color, disability, ethnicity, gender, complexity and nuances of the issues ity,” says Santos. “That support from gender identity, national origin, race, and the unique ways COVID-19 has the top makes a big difference.” religion, sexual orientation, and vet- impacted their employee work base Santos said that her team made eran status.” and their well-being.” sure to build on this presentation Ascend also released a five-point A good example of a proactive com- by scheduling brown bag lunches on Action Agenda to promote inclusion, pany is Cooley Law, a global law firm topics such as how to be an ally and raise awareness on the impact of based in Palo Alto with over 2,500 what to do and say if witnessing an COVID-19 on vulnerable groups, de- staffers (20 percent Asian American). act of discrimination. nounce bias against Pan-Asians and It quickly geared up to support its Another example of a company others, support communities and Asian American workforce, says Amie stepping up to support its Asian frontline workers, and raise funds Santos, director of diversity and inclu- American employees is Uber. Bo to support vulnerable populations sion. She brought in Professor Jeung Young Lee, its first-ever chief diversi- impacted by COVID-19. (virtually) to talk to over 600 staff ty officer, said that since the outbreak Mok emphasized that while some members about the roots of Asian of COVID-19 in the United States, of the egregious acts of xenopho- xenophobia in the United States, its she has not only heard firsthand ac- bia, such as the physical assaults on prevalence over the years, its latest counts from colleagues, friends, and Asian-Americans, grab the head- version engendered by COVID-19, family, but she has also personally lines, there are many instances of and how the media and some law- experienced harassment, including microaggressions and unconscious makers perpetuate stereotypes and racial profiling, shunning and avoid- bias that are harmful as well. sow misinformation. ance in public, and name calling. “We are educating companies The event was put on during “Pretty much every Asian American how COVID-19 and the backlash Asian American and Pacific Islander has experienced some form of this are impacting their Asian American Heritage Month. To drive home the racism,” she says. “The most victim- employees,” she says. “For example, emotional impact harassment and ized are those who are East Asian or we have lots of Asian Americans discrimination can have, Cooley of East Asian descent. And the cur- who are on the medical frontlines of decided that, instead of presenting rent administration has made matters

18 INCLUSION WINTER 2021 Best Practices

For Pan-Asians, Pan-Asians Over two million First-generation For working- cultural and other represent the AAPIs work in Pan-Asian age Pan-Asians, barriers are likely highest percent- health care, trans- Americans are the pressure to to limit access to age (29 percent) portation, and typically not as maintain job se- mental health of multigenera- service industries accustomed to curity is magni- support and tional house- and are subjected or prepared for fied because this services. holds. to xenophobia harassment in group financially (Asian American Psycho- (Pew Research) in the workplace and outside the supports ex- logical Association) in addition to in- workplace and tended family. creased exposure place high value (Prudential Financial to communicable in the “American Report) diseases. dream.” (Asian Pacific American (Ascend) worse with its vilification of Chinese Labor Alliance) by calling COVID-19 the Chinese Virus, Kung Flu, and other such names.” many more Americans since the May promoted into leadership roles, and Lee says that this upsurge in bias murder of George Floyd by police, can lead both to a form of “othering,” and harassment is a reminder that have compelled companies to launch in which coworkers can resent Asian Asian Americans are still seen multipronged campaigns in support Americans, and to a rise in racial as foreigners in this country, even of all employees of color. profiling, stereotyping, and stalled careers. Further, this myth can be internal- “This upsurge in bias and harassment is a reminder ized, says Lee, and lead to fear of that Asian Americans are still seen as foreigners in asking for support in a time of crisis, like today. this country, even if their family has been here for “In the United States, the squeaky generations.” wheel gets the grease,” says Lee. “To the extent that Asian Americans have internalized this stereotype, if Asian Americans are afraid to speak up and if their family has been here for “I hope this experience of in- say ‘I was harassed,’ they won’t get generations. creased racial harassment that is a the support they need, and that ste- Uber, says Lee, has offered various by-product of COVID-19 encourages reotype can continue to perpetuate.” forms of support to its employees, Asian Americans to be advocates not Finally, says Lee, the key is to re- including presentations for and by only for our community, but for all member we are all human beings. its Asian-American Resource Group, communities—that we become bet- “The average employees can’t assistance for those who have family ter allies to the Black community, for write a new policy or enforce your members with COVID-19 (which instance,” says Lee. “All of us should antihate policy, but they can cre- disproportionately impacts the fundamentally get and support the ate a space where they can listen,” Asian American community), and a Black Lives Matter movement.” she says. “Those of us privileged to billboard, email, and in-app messag- Another concern for Asian Ameri- be in a better mental state can lend ing campaign, “If you tolerate racism, can leaders is the myth, which is that privilege to other people. If you delete Uber.” certainly not new, that Asians in the want to help, you can simply reach This campaign is an example of United States are the “model minor- out to folks on your team who may how the confluence of COVID-19 ity.” This myth, based on the stereo- be struggling, and check in. Asking, and the racial health gap it has type of Asians as hard workers who ‘How are you doing, really?’ then exposed, along with the embrace of do not complain and are quiet and listening is a more powerful act than the Black Lives Matter movement by docile, has kept them from getting people recognize.” IN

WINTER 2021 INCLUSION 19 Best Practices

BY CAROLYN M. BROWN

he phrase “Black Lives Mat- ter” has become a rallying cry against systemic racism, anti-Blackness, and police brutality. After the murder of George Floyd at the hands of police on May 25, protests and civil unrest that began in Minneapolis spreadT in cities across the United States as tens of thousands of people swarmed the streets to express outrage and grief. According to news reports, protests erupted in more than 2,000 cities and

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towns across 60 countries in support of the Black Lives Matter (BLM) movement. MAKING BLACK BLM street murals appeared in cities around the country and the world. Although the National Guard was acti- LIVES MATTER vated in at least 21 states to deal with riot- ing, looting, and acts of violence, the vast majority of BLM protests—more than 93 TO CORPORATE percent—have been peaceful, according to the Armed Conflict Location & Event Data Project, which analyzed over 7,750 BLM AMERICA demonstrations in all 50 states and Wash- ington, DC, taking place between May 26 Companies are moving beyond diversity and inclusion and August 22. By mid-summer, between 15 and 26 million people had participated

to take steps toward racial justice and equity initiatives at some point in the demonstrations, ALL PHOTOS FROM UNSPLASH

20 INCLUSION WINTER 2021 Best Practices

making the protests the largest in US sweeping legislative changes such as playing out in our streets—more history, reports the New York Times. the BREATHE Act, which addresses recently in response to acts of rac- In the wake of the BLM protests policing, pretrial detention, sentenc- ism and violence that took the lives after May 25, hundreds of companies ing, and prosecution practices that of Ahmaud Arbery, Breonna Taylor, have blanketed social media with BLM cofounder Patrisse Cullors said and George Floyd, and consequent statements denouncing discrimina- have long disproportionately criminal- rallies and uprisings—diversity and tion and, for the first time, vowing to ized Black and Brown communities, inclusion is a different movement stand with BLM and professing their LGBTQIA+ people, Indigenous people, happening in the halls of Corporate commitment to combat racial injus- and individuals with disabilities. America that focuses on representa- tice. Jack Dorsey, CEO of Twitter and While some people see the BLM tion, says Yvonne Hutchinson, CEO Square, declared Juneteenth (June movement as focused on “defund- and founder of Ready Set, a boutique 19), which commemorates the end of ing the police,” just one plank of the consulting firm in the San Francisco slavery, as a paid corporate holiday. movement is about divesting taxpayer Bay Area. However, “if I were to ap- At a protest, JPMorgan Chase CEO dollars from policing and reinvesting ply a racial justice or antiracist lens Jamie Dimon took a knee with staff at one of the bank’s branches, adopting

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the controversial symbolic move of them in alternative approaches, such to Corporate America, I would be former quarterback Colin Kaepernick, as establishing a Community Public looking at several difference factors, who remains blacklisted from the Safety Office. In reality, BLM is the including representation and alloca- NFL for calling attention to police new civil rights movement—it is a new tions of power within organizations killings of Blacks. chapter in the longstanding struggle from the bottom up, from the most #BlackLivesMatter has mush- for freedom and human rights that entry level to senior leadership to the roomed from a hashtag and online dates back to the arrival of the first C-suite to the board,” she says. community, created in 2013 after slave ships in America, the Emanci- How companies impact Black com- the acquittal of George Zimmer- pation Proclamation, the civil rights munities is yet another factor. “It’s also man for fatally shooting 17-year-old movement that ended Jim Crow laws, a question of product services and ex- Trayvon Martin, to a national mo- and the Black Power Movement, which ternal engagement and whether or not bilized network of affiliate chapters emphasized police brutality as well that has net positive or net negative that emerged in response to the as Black pride, political power, and impact on Black folks,” adds Hutchin- police shooting death of 18-year-old economic clout. son, who specializes in diversity, Michael Brown in Ferguson, Mis- Whereas Black Lives Matter is an equity, and inclusion in the workplace. souri. BLM organizers have called for antiracist, racial justice movement Her firm provides training on bias

WINTER 2021 INCLUSION 21 Best Practices

in systems and not just individual Color of Change President Rashad White House gave notice that federal unconscious bias. Robinson told USA Today. “I want workplaces would no longer be al- Recent events have led some cor- them to actually make Black lives lowed to conduct training that focuses porate executives to take the step of matter through their policies and their on race theory and white privilege. The looking beyond diversity and inclu- practices.” executive order also banned contrac- sion practices in their workplace and At the heart of skepticism about tors, subcontractors, and grantees from toward addressing race relations and recent pledges and declarations is offering diversity training on racial and systemic racism in the communities Corporate America’s track record of gender biases. they serve and where they do busi- inequalities in hiring, paying, and The impact has rippled through ness. This includes an influx of dona- Corporate America, reports the New tions made to civil rights and social York Times. Microsoft said the Labor justice organizations. For example, Department has initiated an investi- Verizon committed $10 million to aid gation into its June commitment to organizations dedicated to equality double the number of Black manag- and social justice. Walmart pledged ers and senior employees by 2025 as a to commit $100 million over five violation of civil rights laws. With the years to create a new center for racial lack of support at the federal level, equality. Apple pledged $100 million chief diversity officers have an ad- for a new Racial Equality and Justice ditional challenge executing diversity, Initiative. Bank of America promised inclusion, and equity initiatives.

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to spend $1 billion over the next four promoting Black employees and fos- Moving from allyship to years to address “economic and racial tering toxic workplace cultures. Senior collaborative solidarity inequality accelerated by a global leadership remains predominantly Ready Set has been advancing the pandemic.” white men. As of 2018, Apple report- framework of active allyship. “A lot of In perhaps the biggest gesture, edly had one Black executive out of a people are calling themselves allies JPMorgan Chase said it is commit- total of 123, and 284 Black managers but they’re not meeting the needs of ting $30 billion over five years to help out of 9,878, while 9 percent of its total impacted people of color,” Hutchinson Black and Latinx Americans develop US workforce is Black. Just 4 percent of says. “We don’t need allies. We need wealth, buy homes, and grow busi- JPMorgan Chase’s top executives are accomplices, people who understand nesses. In a released statement, Dimon Black. The Fortune 500 has just four that to really support communities of said “systemic racism is a tragic part Black CEOs. color and other marginalized com- of America’s history. We can do more Of the 3,000 largest publicly traded munities, they have to be active. Being and do better to break down systems companies, Black board directors make an accomplice embraces the idea that that have propagated racism and up just 4 percent of the total, up from there may be some risk involved.” widespread economic inequality.” 3 percent in 2015, according to analysis D&I strategists believe Corporate by the Institutional Shareholder Ser- America’s willingness to speak out Taking action beyond vices’ ESG division. In support of BLM against systemic racism has as much statements and pledges and recent protests, Reddit founder to do with Amy Cooper as a reaction Often citing lack of action, and some- Alexis Ohanian, who is married to to George Floyd’s murder on May 25. times even hostility, from the federal tennis great Serena Williams, resigned Cooper is a white woman who called government on closing disparities, from the board to make room for a the police saying a Black man was racial justice organizations want Black director. Reddit has since ap- threatening her. In actuality, bird- corporations to do more. Online racial pointed its first-ever Black member, watcher Christian Cooper had asked justice organization Color of Change Michael Seibel, CEO of Y Combinator, that she leash her dog in accordance has launched a campaign urging which funds early-stage start-ups. with the rules for that section of New corporations, including Amazon, Nike, Complicating matters is the Trump York’s Central Park. A video of the and Target, to move #BeyondTheState- administration’s vow to put an end to incident went viral on May 26, and ment. “I have seen an outpouring of diversity training, which it has deemed Cooper became the face of Corporate

companies saying Black lives matter,” “un-American.” In September, the America in that moment. She was UNSPLASH

22 INCLUSION WINTER 2021 Best Practices

fired from her job as head of insur- As a Pew study revealed, 74 percent Roundtable, “Standing on the side- ance investment at the global asset of Black people say that race is core to lines of racial and social justice is not management firm Franklin Temple- their identity, while 59 percent of Lati- an option. We remain committed ton, reflecting a zero-tolerance policy. nos and 56 percent of Asian Americans to full inclusion and will continue “Amy Cooper is in every organiza- felt the same. In comparison, only 15 to transparently share data to hold tion, agency, and work environment,” percent of white people say that race ourselves accountable and drive real Courtnee Carrigan, CEO and execu- is core to their identity. While race change. Intel is also proud to advo- tive trainer of the Raising the Bar Per- identity is a social construct, there can cate for public policy and legisla- formance Group, told Columbus CEO be no justice unless white people rec- tive solutions that combat systemic magazine. “These are Amy Coopers inequality.” who have stopped Black and Brown It is really about the “evolution people from getting promotions. of our actions,” says Elle Hearns, So, if our white corporate establish- transgender rights activist, executive ments want to do some antiracist director, and founder of the Marsha work, create an antiracist culture P. Johnson Institute. Meaning, “our where that is not going to be actions six years ago shouldn’t be tolerated and start to look at what the same today. Women need to be policies you can have that protect in solidarity with each other,” adds Black and Brown employees from Hearns, noting that Black trans the Amy Coopers,” said Carrigan. women like Marsha P. Johnson were

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Before May 25, corporations were ognize that everybody in the human in the forefront of the LGBT rights calling on consulting firms for race is not treated equitably, Winters and civil rights movements. diversity and inclusion outreach. explained. “Women working in Corporate Now they’re getting calls about race All of us carry some aspects of America who have access to power relations and allies skills training. privilege, acknowledges Dr. Khyati must forge relationships where that People in Corporate America are now Joshi, director of the Institute for power can be leveraged. Not just a talking about racism, antiracism, and Teaching Diversity and Social Justice one-time trade-off, but in practice,” white supremacy, notes Mary-Frances and a professor at Fairleigh Dickin- Hearns says. “Our working-class Winters, founder and president of The son University. “We can talk about women, who are targets of anti- Winters Group, Inc., an organization- education, classism, heterosexism, racism in America, are not always development and diversity-consulting sexism, ableism, ageism, and who has lifted up.” firm. “When people hear the word the advantage or disadvantage,” she Collaborative Solidarity is a frame- white supremacy, they think we’re says. She further points out there is work she created back in 2015 for the talking about the KKK or neo-Nazis. a fundamental distinction between Black Lives Matter Global Network, White supremacy is an ideology, nonracism and antiracism. With the where she served as a strategic one that this society is founded off,” former, “you’re just neutral, you are partner and organizing coordinator. Winters said as the opening keynote not a racist,” she explains. The latter is “It goes beyond diversity and inclu- speaker for the Diversity Woman 2020 active, “you’re dismantling racism.” sion,” she explains. “It is a guide as Diversity, Equity, Inclusion & Belong- Business Roundtable CEOs recently to how we can pursue our liberation ing Conference. announced new corporate initiatives as Black people, building community She went on to say, “It shows up and policy recommendations aimed and camaraderie across very differ- every single day in our organizations, at addressing racial equity in employ- ent lived experiences and identities. in our practices and policies. We won’t ment, finance, health, housing, and Corporate America has to be willing be able to move further along in our criminal justice. Intel CEO Bob Swan, to take more risks because so much conversation if white people aren’t who pledged $1 million in support of more is at risk at this time.” IN willing to acknowledge their white- efforts to address social injustice and ness and white privilege.” Winters antiracism across various nonprofits Carolyn M. Brown is an award-winning added that white people need to stop and community organizations, said in journalist, author, playwright, and the

UNSPLASH saying “I don’t see race, I see people.” a statement released by Business founder of True Color Project.

WINTER 2021 INCLUSION 23 Point of View

FRESH TAKE Crisis as a Platform for Social Change

B y D r . S h e lt o n J. G o o d e “I believe the DEI community committing to the painful, long-term or 8 minutes and 46 seconds, work of improving racial equity and George Floyd was pinned down can form partnerships with ensuring greater accountability for with a knee on his neck and un- social justice thought leaders equity and justice. able to breathe. While far from It may be unrealistic to think in being its only manifestation, this to create forums and pro- terms of a “solution” to racism, but I Fis what racism looks like. It seems we grams focused on antiracism believe the DEI community can work barely have awareness.” diligently, urgently, and successfully in time to grieve assessing and reforming the current one death be- state of affairs. Diversity is a reality in fore another is America today. Whether we allow di- captured on cell versity to drain our companies, com- phone video. munities, and country or serve as a Protests dynamic catalyst to prosperity is both have erupted deeply affected by recent events, but a choice and a challenge. Personally, throughout the DEI community needs to be more I believe that our country’s diversity the nation determined than ever to help drive is its greatest asset and best hope for demanding the necessary changes. the future. It is a lighthouse that will justice and an end to police brutality We extend our sincere condolences give us the insights and perspectives in response to the killings of Ahmaud to the families of those most recently needed to navigate through the storm Arbery, Rayshard Brooks, George impacted by racial violence, but we of simmering tensions—and find cre- Floyd, Breonna Taylor, and owe these martyrs more. As Dr. King’s ative solutions for achieving a more so many others who human decency words remind us, “Injustice anywhere inclusive America. IN and the rule of law have failed. Deal- is a threat to justice everywhere.” The ing honestly and effectively with entire DEI profession must redouble Dr. Shelton J. Goode is the CEO and racism remains America’s unfinished our efforts at this moment to forge a president of Icarus Consulting. Forbes business. more humane and just society. named him one of the top 10 D&I Trail- While protest has proven to be I believe there are three measurable blazers. Dr. Goode earned his doctorate a critical driver of change, it’s not and sustainable actions we can take. in public administration from the Uni- the only one. Now, more than ever, First, let’s call for national legislation versity of Alabama. He is the author of diversity, equity, and inclusion (DEI) aimed at ending racial violence and Crisis as a Platform for Social Change professionals need to be a force for increasing police accountability. Next, from Strawberry Mansion to Silicon change and education. Our clients, I believe the DEI community can Valley. Dr. Goode works and lives in the communities, and country have been form partnerships with social justice Atlanta area. thought leaders to create forums and programs focused on antiracism awareness. Lastly, we can call on our business, academic, civic, faith, and philanthropic allies to join with us in

24 INCLUSION WINTER 2021 Spotlight Angela talent management, and leadership development for companies Roseboro in technology, financial services, asset management, government, entertainment, and manufacturing. Chief Diversity Prior to joining Riot, she was the global head of diversity, equity, and inclusion at Dropbox. Previously, Officer, she provided human resource guidance to Fortune 500 companies, including T. Rowe Price, Jones Riot Games Lang LaSalle, Genworth Financial, Whirlpool Corporation, and Man- power International. Roseboro has received numerous awards and recognitions for her work, including Black Enterprise’s Top Executives in Diversity, The Network Journal’s 25 Influential Black Women in Business, and 50 Out Front for Women’s Leader- ship, Diversity and Inclusion. She has been featured in the Chicago Tribune, Diversity Journal, and the Commercial Real Estate Women’s Network. Roseboro studied at the University of Louisville and Roose- velt University.

Inclusion: This summer, as a result of Black Lives Matter protests focused on police reform, there has been increased attention on the need for racial justice and equity in the workplace and in society in general. What is Riot Games doing to advance change in your company or the com- “To make s chief diversity officer for Riot Games, munity, or both? Angela Roseboro develops and imple- Angela Roseboro: After the death progress, ments initiatives to drive inclusion and of George Floyd, I got a lot of emails we need a cultural growth. She manages all activity from people within Riot who want- relating to diversity and inclusion while ed to help, though many of them new playbook. also leading the recruiting team in driving expressed that they didn’t know New thinking Ainclusivity in Riot’s hiring and talent sourcing processes. As what to say or questioned whether a member of Riot’s executive leadership team, she ensures it was appropriate to say anything is even more that D&I is tightly integrated into Riot’s broader strategy to at all in this very emotional mo- relevant now.” identify, recruit, develop, and retain the best talent to create ment. To help start the conversation, rewarding experiences for players. I wrote a letter to the company to During her more than 20 years of HR experience, provide my insights and experience, Roseboro has held positions leading diversity and inclusion, not from a CDO perspective, but as

INCLUSION WINTER 2021 25 Spotlight

a Black woman, wife, mother, and aunt. Frankly, I am usually very protective of those aspects of myself, given that our work is to drive inclusion for all. But I felt that telling my story was super important when it came to bringing perspective on what the Black community was experiencing, especially when it came to describing our relationship with the police. When we decided to take a stance, we wanted to create thoughtful and deliberate actions to drive change. We focused in three areas: supporting organizations focused on racial equality, building economic wealth in Black communities, and building talent pipelines into the gaming community for Black Americans. Thanks to insights from our Black employee resource group, we committed $1 million to the Innocence Project and the ACLU. We plan to invest $10 million in start-ups and other investments founded by underrepresented minorities in the game industry. Finally, we are investing in Florida A&M University’s computer science program to build a pipeline of talent for our industry. I’m very proud of what we are doing at Riot. We not only doubled down on our current efforts but are also making our industry more ac- cessible to a community that has been historically overlooked.

IN: Has the onset of COVID-19 and its impact on the economy made it more challenging to implement diversity, equity, and inclusion efforts? AR: I do think the work is a bit more challenging, what we call our employees—engaged and ensure that inclusive but not for the reasons I feared initially. With the practices are not forgotten simply because we’re not physically 2008 recession, I saw a lot of companies scale back in the office. During this time, I have been blessed to have access on D&I efforts. If D&I is not ingrained in a com- to amazing D&I leaders in this space. I am a member of Twitter’s pany’s overall strategy, it is seen as a “right thing Inclusion, Culture and Diversity Council, which allows us to share to do” strategy versus a “must have to be competi- best practices, some of which I have implemented at Riot. It has tive” strategy. When a company then has the tough been great to see that, in a time when I expected budgets to be cut, decision to cut budgets, our departments are quickly committed companies are committed to bringing us to the table, deemed nice to have but not essential. and the work has been not only valued but very much appreciated. The pandemic brought us to the table in a very different way. In our new virtual world, inclusion IN: What brought you to do this work? Is there a personal motivation, and engagement have to be a priority. Compa- a story from your childhood or past that inspired you in this direction? nies like Riot whose employees are not used to a AR: I think, honestly, the work found me. I started my career as a hu- work-from-home environment have had to find man resources generalist with the goal of leading the HR function. I new ways to help employees stay connected and was asked to take on a diversity role, first as an assignment, then full- involved. We’ve also had to help managers set time. In the beginning, I was very reluctant to take on the role, as I did clear expectations and effectively manage a re- not want to be seen simply as the Black woman discussing represen- mote workforce. The D&I team has been integral tation and inclusion of Black people. I felt I could be most impactful in in creating new programs to keep our Rioters— HR by ensuring that processes were fair and inclusive. In contrast, the

26 INCLUSION WINTER 2021 Spotlight

diversity role typically doesn’t own the processes, but instead relies on influence to hold others accountable for actual change. I also questioned how I could drive change in a company for marginalized groups when I was experiencing some of the same issues and barriers. At the time, my oldest daughter was becoming a promising soccer player. During one of her games, she was called a word that was not In February, Angela attended Riot’s first ever game night in celebration of her name by an opposing player—she was 10 Black History Month. years old. I not only saw her fight through her hurt, but also saw her white teammates come AR: I think 2020 has been, in many ways, one to her defense and risk their first champion- “We focused of the most challenging years yet. We are still in ship if the player was not removed. There was a on three areas: the middle of a pandemic, the 2020 election is happy ending. The player was removed and her looming, and the demand for racial justice and team won the regional championship. supporting equality is changing conversations. I have said I knew two things that day: millennials and organizations this for a while: to make progress in diversity and gen Zers, who were more exposed to difference inclusion we need a new playbook. But I believe than were the generations before them, might focused on racial new thinking is even more relevant now given make this job obsolete one day, and I had to equality, build- many of these challenges are ones we have not do my part to make sure she does not have the had the opportunity to see before. same barriers and obstacles that I faced. I still ing economic The three most impacted areas are artificial in- fight to achieve those goals today. wealth in Black telligence, health disparities, and racial inequities. AI is a broad topic and a major impending chal- IN: Tell us about your greatest success story pre- communities, lenge. As AI becomes an increasingly larger part COVID-19. and building of our society, I feel we are running out of time to AR: I came to Riot when it was in the middle of get ahead of the racial and gender biases being transforming the culture; trust was low and the talent pipelines.” built into systems. These systems will ultimately media still described the organization as “toxic.” determine outcomes based on flawed logic that With leadership committed to change, we spent will negatively impact marginalized groups. the first 90 days listening to Rioters, analyzing The numbers tell us that the coronavirus data, and reviewing people processes. As a result pandemic is killing underrepresented groups of this foundational work, we were able to cre- at disproportionately high rates. I don’t think ate an action plan, which resulted in some good the health-care disparities in minority com- forward movement in our culture, representation munities are new, but I do think that the pandemic provides an urgent in leadership, and positive trends in satisfaction reminder that we need to be thinking about what we can do in our scores from women and underrepresented groups. companies to support our employees and help impacted communities Having said that, we still have a lot of work too. Education, partnerships, and wellness offerings are all even more to do. Numbers are only one part of the story; critical now. true success is measured by the impact on our So many companies have made statements about racial inequities and people. I often ask women at Riot whether they have pledged support to the Black community. For example, as Riot was would recommend Riot as a place to work to determining our stance in support of the Black community, I honestly their friends and family. While we’re still early hesitated at first. I wanted to make sure that we could hold true to our in the journey, I’m hearing yes more and more. commitment and that our commitment would make a difference. Now that the statements have been made, as practitioners, we need to be IN: What are some of the recent thought leader at the forefront of holding our companies accountable for following topics in the world of inclusion that organizations through and holding the organizations accountable for achieving their are learning about and implementing? goals toward racial equality. IN

INCLUSION WINTER 2021 27 Spotlight

s the leader for Merck’s Global Diversity and Inclusion Cen- ter of Excellence, Celeste Warren is responsible for working with Merck’s global leaders to advance and embed diversity and inclusion as a strategic approach in order to maximize business performance and create a competitive advantage. Celeste Warren joined Merck in 1997 and has held numerous positionsA of increasing responsibility within its human resources organization. Most recently, she was vice president, Human Resources for Merck’s Global Legal, Compliance, Communications, Population Health, Patient Health, and Global Public Policy Organizations. Prior to that, she held the role as vice president, Human Resources for Merck’s Manufacturing Divi- Warren sion and Global Labor Relations and US Employee Relations Center of Excellence. Prior to joining Merck in 1997, Warren worked for nine years in human Vice President, resources at Kraft Foods Inc. and General Foods and held several positions of increasing responsibility, including such roles as training and develop- Global Diversity and ment leader, diversity leader, labor relations director, and human resources leader for several organizations within Kraft and General Foods. She has been honored with many awards, including Black Enterprise’s Inclusion Center of Top Executives in Global Diversity and Inclusion, Savoy magazine’s Most Influential Women in Corporate America, 21 Leaders for the 21st Century, Excellence, and DiversityGlobal’s Influential Women in Global Diversity. Warren attended the University of Kentucky, where she earned her BS degree. She received her master’s degree in Human Resources from Merck Carnegie Mellon University.

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Inclusion: What brought you to do this work? Is there a personal motivation, a story from your childhood or past that inspired you in this direction? Celeste Warren: Certainly, my early childhood experiences shaped much of my life’s focus. I was born in a small steel-mill town in western Penn- sylvania. My father was the first Black teacher, principal, and later super- intendent in that part of the state. As a child, I watched him go through much adversity, which he met with steadfast dedication, commitment, and devotion to his belief that we were all created equal and deserved Celeste Warren moderates a panel of senior leaders equity in our personal and professional lives. I also watched my mother, during their annual Global Diversity and Inclusion who was a stay-at-home mom, support him, counsel him, and get angry Experience Month Kickoff event. with him—and with such passionate strength. I guess you could say that my parents informed my fundamental belief system and instilled in me the determination to fight for equity. IN: As the reported instances of discrimina- My professional path included a number of positions of increasing tion against Asian Americans have increased responsibility in the human resources field, but my passion has always because of COVID-19, is this a concern that you been on working to advance equity across all the dimensions of diversity. and your organization are addressing? How? Today, my current role at Merck means I am focused on my life’s work, CW: During health crises, underserved communi- and it has empowered me to make a greater impact on the organization ties can be especially adversely impacted, and this and its initiatives and efforts. is an even further challenge to the way we nurture diverse and inclusive workplaces. For example, IN: How has COVID-19 changed your perspective and your work? during the Ebola outbreak, many individuals of CW: In many ways, the COVID-19 pandemic hasn’t changed our work— African descent were blamed for Ebola. The LG- rather, it has amplified our diversity and inclusion efforts across the BTQ+ community continues to experience AIDS company and the impact we have on the communities where we live discrimination. Unfortunately, during the COVID- and work, as well as on the patients we serve. And I can honestly say our 19 pandemic, blame has been directed toward our commitment to diversity and inclusion never wavered during this time. colleagues in the Asian community. At Merck, known as MSD outside the United States and Canada, a Within Merck, we quickly began working with key focus during this pandemic is not only to keep all our employees our COVID-19 crisis team to ensure that the safe, but to ensure there are safe places for employees. That led to step- actions they were implementing included tools ping up our efforts both on fostering a diverse workforce and on lead- and resources that spread awareness and under- ing inclusively. Importantly, managers were directed to be even more standing, and allowed employees to better fight purposeful about checking in on their employees to make sure they were intolerance or any negative treatment of our Asian adapting to a more intensified fusion of home and work and that they colleagues across the globe. could meaningfully contribute and thrive as part of a team, even outside In addition, we joined with our partners at worksites. Ascend (the largest, nonprofit pan-Asian mem- In addition, we expanded our work and support to advance health bership organization for business professionals equity. This pandemic and its spread, particularly among underrepre- and executives in North America) to affirm a five- sented communities, were spotlighting the problem of health dispari- point action agenda. ties, which have existed for a long time. And while health disparities are Promote Inclusion: Advocate for a diverse and a deeply entrenched societal issue, companies have an opportunity to inclusive workplace and society play a meaningful role and help reverse those trends. I’m excited to see Raise Awareness: Highlight the unique impacts the impact of our recent commitment to increase funding to fight health of COVID-19 on vulnerable groups disparities in communities of color across the nation. Denounce Bias: Encourage individuals to report These efforts are aligned to the company’s D&I strategy for 2020 virus-linked discriminatory acts against Pan- and beyond, which was developed last year before the pandemic hit. Asians and other targeted groups and communi- However, in light of COVID-19, we couldn’t continue with business as ties in the workplace and in public usual. Instead, we are working to redouble our efforts. It may seem like Support Communities: Contribute time, a daunting task, but one thing this pandemic has taught us: if we don’t knowledge, and/or other resources to aid frontline help everyone, we will all feel the impact. workers, COVID-19 victims, and families

INCLUSION WINTER 2021 29 Spotlight

Give Donations: Provide funds and/or other resources to support vulnerable populations of people and impacted businesses

IN: This summer, as a result of Black Lives Matter protests focused on police reform, there has been an increased focus on the need for racial justice and equity in the Celeste Warren brings together all of the members of the workplace and in society in general. What is your com- Diversity Ambassador Teams to ensure alignment as they work pany doing to advance change in your company or the together to drive impactful change. community, or both? CW: Our company has been working on actions to support Our efforts in workforce development have centered around our community and close racial inequities long before the partnerships with many organizations focused on closing the social unrest that we have seen since the horrific murder of gap in students of color in STEM fields. We work with Year George Floyd and other African Americans in the United Up, which aims to close the opportunity gap by ensuring that States. We have amplified our efforts and are committed to young adults gain the skills, experiences, and support that will doing more to impact sustainable change, not just within empower them to reach their potential through careers and our company, but in the underserved communities that higher education. We have a partnership with INROADS, an need resources and help. international nonprofit organization that prepares talented, We focus our efforts in four key areas—internal work en- diverse youth for corporate and community leadership. For vironment, health equity, economic inclusion, and workforce more than a dozen years, we have partnered with Hispanics development—to create change Inspiring Students’ Performance and Achievement to continue within and outside our company to to deliver on its mission to inspire Latinx students to discover deliver meaningful impact in the “... one their potential and ignite their desire to embrace education fight against systemic racism. and achieve success. In our internal work environ- thing this ment, we work with leaders to drive pandemic IN: What will be some of the biggest issues and challenges accountability for building a diverse in 2021 for a corporate diversity and inclusion leader like and inclusive work environment for has taught yourself? our employees through specific tal- CW: We have come a long way within the walls of our respec- ent management, talent acquisition, us: if we tive companies in terms of internal workforce representation learning, and development efforts. don’t help and inclusion. However, we know that as many as we have Within our company, we have reached, we have many more to enlighten—and we will a number of programs to address everyone, we continue to work to close the gap between those who have health disparities around the world, benefited from our efforts and those who still need our sup- including Merck for Mothers. This will all feel port to drive D&I across the organization. $500 million global initiative aims the impact.” Perhaps the largest opportunity for businesses to play an to help create a world where no important role in the future in diversity and inclusion is to woman has to die giving life—ir- reach outside our organizations to help mend the divide in respective of where she lives or our communities. Businesses can help advance unity through the color of her skin. We are also committed to improving economic inclusion initiatives, which could be an important health literacy around the world to help advance health eq- part of the solution to eliminate disparities in underrepre- uity, impact population health outcomes, and drive efficien- sented communities all over the globe. cies in health-care systems. As D&I leaders, we need to help our companies support this Merck is a leader in advancing economic inclusion and shift by building additional capabilities, such as relevant global supporting minority- and women-owned businesses. Be- policies and knowledge of economic issues and the challenges cause of the important role that business can play in sup- impacting marginalized communities, in addition to workforce porting economic inclusion and supplier diversity, Merck representation strategies. Only by understanding D&I in a created and sustained a 35-year-long effort to support small much more holistic way—not only within our organizations and minority-owned businesses. In 2017, we were inducted but outside the organizations and how they operate as part of into the Billion Dollar RoundTable, an organization that society—will we be able to help our organizations succeed in recognizes corporations that achieve—and maintain—at the future. It is through this transformation and journey that least $1 billion annually with minority-and women-owned we will become the unapologetic ambassadors for change that suppliers headquartered in the United States. our organizations and the world are calling for. IN

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she was senior vice president, diversity and talent management, serving as chief diversity officer. She worked closely with leaders across the enterprise to expand and develop solutions that support Lowe’s mission and core behaviors while making diversity and inclusion a signature priority for the company. She was also responsible for associate learning and development, leadership development, skilled trades education and workforce development, and Lowe’s University. Before joining Lowe’s, she served as vice president, diversity and inclusion, chief diversity officer, for McKes- son Corporation. Dupré Little earned a bachelor’s degree in accounting and an MBA in finance and management from the University of Texas at Austin. She is an active member of the Executive Leadership Council, a board member of Disability:IN, and an advisory board member for Linkage’s Women in Leadership Institute. In 2016 and 2018, she was named one of Black Enter- prise’s Top Executives in Corporate Diversity.

Inclusion: How has COVID-19 Janice Dupré Little changed your perspective and your work? s executive vice presi- Janice Dupré Little: While the dent, human resources, pandemic has been a surprise to Executive Vice Janice Dupré Little us all, I’ve long recognized the is responsible for the importance of an agile human President, Human global human resources resources team that prioritizes strategy, practices, associates’ well-being. That was andA operations that enable Lowe’s to our guiding light at the onset of Resources attract, motivate, develop, and retain the virus, and now, months later, outstanding associates. She joined it has remained our top priority. Lowe’s Companies Lowe’s in 2017. We’ve been acutely aware that Dupré Little has 15 years of human the pandemic has impacted our resources and diversity and inclusion associates’ lives in every way. Inc. experience. Prior to her current role, From financial hardships due to

INCLUSION WINTER 2021 31 Spotlight

a spouse or partner losing a job to disruptions special-edition town hall meeting where he dis- in child care making it challenging to function “Our Black cussed his personal experiences with racism and as we did prior to COVID, our associates have Business the company’s stance on discrimination, inequal- needed more support. We’ve recognized that ity, and injustice, as well as the action steps we’re and have worked to proactively address their Resource going to take to address these systemic issues. needs by providing solutions like emergency Group hosted We’re also continuing with unconscious bias paid leave and additional financial support, training for all associates so we’re better able to extending benefit offerings, and coaching lead- two Ask Me recognize any biases and address them head-on. ers to regularly check in on how their associ- Anything This is all part of our multiyear culture, di- ates are feeling. versity, and inclusion strategy, which includes What we’ve done is just good leadership and sessions to building a more diverse talent pipeline, fostering good business. We know if we take care of our foster open a more inclusive culture, providing more diverse people, they will take care of our customers services and solutions, and supporting and ex- and partners. dialogue and panding access to our business resource groups, understand- which are instrumental in initiating deep, honest IN: This summer, as a result of Black Lives conversations about issues affecting our associ- Matter protests focused on police reform, ing, and let ates and communities. We’re also leveraging there has been increased attention on racial associates ask our partnership with the Executive Leadership justice and equity in the workplace and in so- Council to invest in the development of Black ciety in general. What is your company doing the questions leaders at Lowe’s. to advance change in the company or in the they may be In addition to its support of associates, Lowe’s community, or both? has committed more than $100 million to support JDL: We are deeply saddened by the horrific afraid to ask communities during the pandemic, including $55 murders of George Floyd, Ahmaud Arbery, anywhere million in grants to provide much-needed finan- Breonna Taylor, and countless other Black cial relief to rural, minority-owned, and women- people at the hands of police officers. Our else.” owned small businesses. president and CEO Marvin Ellison said it best As important as these things are, we know in his letter to associates following the murder that more action is required, and this is and will of George Floyd: “These times are when our remain an ongoing process. Our entire executive character is tested and revealed and we will leadership team is committed to keeping culture, remain committed to fostering an environment diversity, and inclusion a top priority. where all individuals are safe, treated fairly, valued, and respected.” IN: Has the onset of COVID-19 and its impact on As a company, we’ve focused on helping the economy made it more challenging to imple- our leaders and associates have authentic ment diversity, equity, and inclusion efforts? dialogue on sensitive subjects like racism. We JDL: We’ve had to adjust our approach as a result of COVID-19, but in hosted webinars and provided resource kits some ways, these unforeseen challenges have given us new opportuni- for leaders that included information, training, ties to implement our diversity, equity, and inclusion efforts. and coaching to help them understand racial Before COVID-19, many of our programs relied primarily on in-person tensions, support associates, and take a stand interactions. Because of the pandemic, we’ve had to transition more of against racism and inequality. We also created our events and trainings to online formats. Remote working and virtual a resource kit for associates so they too could events weren’t something we did regularly in the past, but now that be equipped with tools to support their fellow we’ve had some great experiences, we’re seeing that we can leverage team members. these technologies to expand the reach of a lot of our culture, diversity, Our Black Business Resource Group hosted and inclusion programs. two Ask Me Anything sessions to foster open For example, since we’ve been able to record many of our streamed dialogue and understanding, and let associ- events, we can more readily share them with all of our associates, ates ask the questions they may be afraid to including those working in our stores and supply chain. The pandemic ask anywhere else. In addition, our CEO held a has also created an environment where people are seeking new ways to

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stay connected despite being distanced from each and external reputation. What motivates me is “Our CEO other. Our Business Resource Groups have been the impact that we—as a company of 300,000- held a special- a great outlet for keeping our associates engaged plus associates—can have. We can continue to through webinars, a regular newsletter, and other be a collective force for good if we challenge edition town events like the Pride Circle #21DayAllyChallenge ourselves. hall meet- in celebration of our LGBTQIA+ associates and customers. IN: For a number of years, practitioners of ing where diversity and inclusion have been making the he discussed IN: Over the last few years there has been a great business case for D&I. Do you think this mes- deal of excitement about artificial intelligence sage is sinking in? Has COVID-19 made it more his personal and machine learning in creating more inclusive challenging? experiences workplaces. What do you see as the opportuni- JDL: A diverse workforce comprising people ties? How is your company or its clients using from various cultures, with different view- with racism.“ these technologies? What are some of the cau- points and backgrounds, consistently out- tionary tales we need to be aware of? performs a company that is not diverse and JDL: There is a lot of potential for emerging tech- inclusive. More and more leaders are recog- nologies to disrupt all types of business-as-usual nizing this, and so I believe there is now less processes, and HR is no exception to that. We’ve of a need to “make a business case” for D&I started to explore ways that AI could be used to and more of a need to deliver regular updates streamline hiring, improve employee retention, to senior leaders about the outcomes of these reduce bias, enhance inclusivity, and more. As we programs. explore any new technology, such as AI-powered When effective D&I programs are in place, platforms, we partner with our Lowe’s Innova- the numbers prove that they’re working. Top tion Labs team to ensure we’re conducting robust talent stays longer, engagement and productiv- testing and that the solutions being proposed will ity increase, and there is more internal talent meet the current and future demands of our busi- mobility. ness. For example, that could mean digging deep I do think that COVID-19 has overextended into machine learning algorithms to ensure we’re a lot of leaders and associates, leaving little not perpetuating bias that is baked into our data. time for them to focus on anything other than We’re still in the early stages of exploration, but it’s exciting to think the work in front of them. This is why it is so about the possibilities for the future. important for D&I to be a natural part of how we conduct business. Here are a few examples IN: What brought you to do this work? Is there a personal motivation, a of how to advance D&I during the pandemic. story from your childhood or past that inspired you in this direction? Asians were on the receiving end of racist JDL: I’m extremely passionate about creating a culture where every- and disrespectful treatment because the virus one can be their authentic self and deliver their best at work. Even in originated in China. This is a clear example my pre-HR career in accounting and finance, I was deeply involved in of bias and provides a great opportunity to the people components of coaching, recruiting, and culture. My inter- increase unconscious bias training to help pro- est was always there—I just didn’t realize there was a formal job that mote unity to mitigate racism. focused on this until I came to understand what diversity and inclusion We can support associates feeling isolated or were all about back in the early 2000s. Now as the executive vice presi- depressed from working remotely by providing dent of human resources for Lowe’s, I have the opportunity to define tips and benefits that promote better mental and evolve what it means to be a Lowe’s associate. It has been an in- health. credible journey, yet at the same time, I recognize this is a great respon- The necessity of wearing a mask to support sibility and one that I don’t take lightly. People have a lot of choices health during the pandemic has made many when it comes to where they want to work, and I want Lowe’s to be hard-of-hearing/lip-reading associates feel dis- on the top of their list for many reasons. There is a lot that goes into connected. Providing masks with clear mouth building and sustaining an organizational culture that draws people coverings or shields allows these associates to in—it’s everything from benefits and rewards to business performance fully engage and communicate with others. IN

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ichelynn Woodard is the head of Good Robot, the corporate Msocial responsibility, diversity, and inclusion arm of film and production company Bad Robot Productions. In addition, at the Katie McGrath & J. J. Abrams Family Foundation, she serves as senior adviser, helping to manage the family’s philanthropic portfolio. Previously, Woodard was a founding partner of the Artemis Agency, which developed and executed sustainable social-impact strategies for influencers, corporations, and nonprofits. Before founding Ar- temis, she ran philanthropy for talk show host Dr. Phil and his wife, Robin McGraw, and successfully integrated their causes into the popular broadcast. Woodard also led corporate social responsibility for JCPenney and launched the Kanye West Foundation with Dr. Donda West. She started her work in this field as an executive with the Creative Artists Agency foundation. A graduate of Hampton University, Woodard spent much of her childhood abroad, which prompted her to become an avid traveler who is passionate about diverse communities and civic engagement. She serves on the board Michelynn Woodard of several charitable organizations, including the California advisory board of the Trust for Head of Social Impact, Diversity & Culture Public Land. She is the current board chair of the nonprofit Bad Robot Productions Community Coalition.

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Inclusion: This summer, as a result of Black Lives Matter protests focused on police reform, there has been increased “ ‘Enough Is Enough’ is the opening attention on the need for racial justice and equity in the statement of our announcement of a workplace and in society in general. What is your company doing to advance change in the organization or the com- $10 million commitment over the next munity, or both? five years to organizations and efforts Michelynn Woodard: We are living in extraordinary times. This turbulence can feel deeply unsafe, and the rhetoric committed to an antiracist agenda.” often questions our intrinsic value in society. The ability to lead takes a level of fortitude that wasn’t an original component of any role. This type of reckoning creates the based discussions where we will talk about the challenges opportunity to examine all facets of life and makes me even of racial anxiety and racial identity. more grateful for the work that my company is doing dur- These are some examples of the hard work necessary to ing this moment. authentically engage with our colleagues across these lines At Bad Robot, we are striving to meet this moment with of difference. Our goal is to create the level of trust neces- both compassion and clarity while using language that is sary to have strong relationships across the organization, unequivocal. Our approach is multifaceted. “Enough Is and that always leads to better business outcomes. Enough” is the opening statement of our announcement of a $10 million commitment over the next five years to IN: How has COVID-19 changed your perspective and your organizations and efforts committed to an antiracist agenda. work? We’ve already completed an initial round of investments of MW: I don’t think anyone could have imagined when we $200,000 to each of the following organizations: Black Lives went home on March 13, 2020, that months later we would Matter LA, Black Futures Lab, Community Coalition, Equal still be a virtual organization with an unknown return date Justice Initiative, and Colin Kaepernick’s Know Your Rights staring at the balance of an uncertain year. Being over- Camp. scheduled has transformed into too many Zooms instead Next, we made a public commitment as storytellers and of too many meetings. For teams like mine that are focused executives to dismantle white supremacy at work and at on social impact, representation, and culture, we quickly large. To that end, we compiled a comprehensive yet ever- needed to find new ways to communicate, engage, and evolving set of resources to share with friends and col- invest. We also had to devise completely different metrics to leagues. The Guide to Dismantling White Supremacy at Work gauge impact. is available on our social media platforms. Internally, listening is our superpower, and that helped Years ago we implemented the “Bad Robot Rule.” For center how to best support our colleagues as we all navi- every open position, we recruit in proportion to the US gated uncharted territory. The start was finalizing a partner- population, i.e., half of the people interviewed are women, ship with a virtual coaching platform that one-third of our and at least 40 percent are people of color, etcetera. As a employees will have access to over the next 12 months. Then result of the commitment to that intentional work, over half we launched virtual heritage month activations and cre- of Bad Robot’s leadership team are women, 60 percent of all ated a variety of small groups to keep colleagues connected, employees are women, and nearly half are people of color. like the Tiki Room cocktail hour for employees living alone, We have three television shows led by showrunners who an affinity group for parents at home with young children, are women of color, and that number will increase. and a Bad Robot virtual Health Club. We also developed the While we have acknowledged and celebrated Juneteenth “Good Robot Guide to Helping During a Pandemic,” which for the past few years, this year we made it a permanent is filled with nonprofit organizations that can urgently use holiday. We also recently shared directories of mental health support from our employee-giving program as well as nu- professionals representing Black people, Indigenous people, merous virtual volunteer opportunities. and people of color as well references for varying gender Externally, we granted emergency funding to organizations identities and sexual orientations. in Los Angeles and New York focused on equity, hunger, Lastly, we’ve reengaged the experts who had already been domestic violence, and wage insecurity. We partnered with working with us to mitigate bias and promote belonging. our vendors and sent trucks filled with food to the local food Now they will lead us through a series of facilitated affinity- bank on a monthly basis. Most importantly, our production

INCLUSION WINTER 2021 35 Spotlight

company is a small part of the larger entertainment industry, the courage that it takes to pursue and we often work together with agencies, studios, and “We are deeply the unimaginable. others to support, coordinate, inspire, and push each other concerned My great-great-grandmother toward significant collective impact. Maria Buckner Stokes graduated about anyone from Hampton Institute in 1890. IN: As the reported instances of discrimination against in the company Her daughter, my great-grand- Asian Americans have increased because of COVID-19, mother, Julia Bertha Stokes, grad- is this a concern that you and your organization are ad- experiencing uated in 1918, and my parents, dressing? the trauma of Suzanne Wilson and Thurmond MW: Yes, we are deeply concerned about anyone in the Woodard, graduated in 1970. I company experiencing the trauma of feeling unsafe, mar- feeling unsafe, became the fourth generation to ginalized, and maligned in the way that Asian Americans marginalized, graduate from Hampton in 1993. are going through right now. This affects colleagues, friends Service, education, and fighting in the industry, and their families. It’s horrific and should and maligned for opportunity are literally in my not be a part of anyone’s lived experience. in the way that DNA. While virtual, we have been utilizing the safe space of our affinity groups to provide moderated opportunities for chal- Asian Americans IN: Tell us about your greatest suc- lenging conversations. We have over 90 percent participa- are right now.” cess story pre-COVID-19. tion throughout the company, and therefore we have been MW: As the leader of Good Robot able to connect with almost everyone on a bimonthly basis. at Bad Robot, we had the unique Our AAPI [Asian Americans and Pacific Islanders] heritage opportunity to create a program month activities recognized the contributions of AAPI cre- designed to immerse our em- atives to entertainment and cinema, gave important news ployees in the various journeys updates, provided recommendations for small businesses of struggle and perseverance that to support, and shared favorite family recipes. We remained many communities have endured focused on this throughout the summer as part of our series due to systemic oppression and of expert-led sessions centered around race anxiety, race discrimination in America. We identity, and mitigating difference. call these GOOD Trips, and we embark on each experience with IN: What brought you to do this work? Is there a personal a shared goal of discovering and motivation, a story from your childhood or past that in- examining our history and finding spired you in this direction? truth and healing through historical exploration. MW: I am my father’s daughter, and I learned a lot about Weeks before departure, we start with mandatory read- this work from one of the best practitioners, my dad, Thur- ings and content to review and discuss. We use this time mond Woodard. We were best friends, and I always watched to understand each person’s relationship to the history we how he navigated work and the world. He was an incredible are dissecting, to find acceptance in being uncomfortable, leader who worked tirelessly to create a new paradigm and and to encourage vulnerability, which over time creates opportunities around the world for those who could easily deep trust. remain unseen. When he passed away, he was leading this We explored the complex issues of systemic racism in work for Dell, which was the capstone of his career. My dad Alabama and the rich history of San Francisco’s LGBTQAI+ was respected for his character, his faith, and his wisdom, communities. We went to South Dakota to examine the and I have letters, speeches, videos, emails, and voicemails history of the Native American community. On another trip, that I can turn to on the most difficult days. we embarked on a journey to Charlottesville, Virginia, to In addition to my dad, there is a legacy of service in my examine America’s fraught history with slavery and white family. My grandfather Lieutenant Colonel Theodore Wilson supremacy. We’re proud that nearly one-third of the com- was a Tuskegee Airman. I called him Daddy Teddy, and we pany has participated in an immersive experience, and we have a lot of his memorabilia, including his wings, notes, hope that, post-COVID-19, we will be able to continue our and flight manuals, which serve as a constant reminder of travels for years to come. IN

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he year 2020 has not been easy. We have faced unimaginable adversity that has tested our resilience and strengthened our resolve. Francine Katsoudas The first week in January set the tone for how Cisco would navigate Executive Vice President & Tthrough the unexpected challenges ahead. Our CEO, Chuck Robbins, invited a small group of our African American/Black employees into his home Chief People Officer, Cisco for an honest conversation about race with our executive leadership team. Our employees talked; Francine Katsoudas, executive vice president and chief people we listened. And learned. We gave ourselves 100 officer of Cisco, is known for rallying people to bring about change that days to turn what we heard into action, including positively affects Cisco’s people, business, and the world at large. Under a worldwide, virtual talent expo for our African her leadership, Cisco was named #1 on Fortune’s World’s Best Workplac- American/Black employees. es in 2019 and 2020. During her 24 years at Cisco, she has built conscious This experience also helped us see more clearly leaders and teams across the company. She is an advocate for human that when we focus on our people first, we can rights and an ally to underrepresented communities. She serves on the accelerate meaningful change in our company boards of Americares, ADP, and Global Citizen. She shares her insights and our community. We remain grounded in our with Diversity Woman. conscious culture and centered on our company

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Left, Katsoundas with fellow Cisconian, Tae Yoo, before Cisco’s sleep out to support Covenant House; right, Katsoundas with her team at Cisco’s sleep out to support Covenant House.

purpose to power an inclusive future for all. teams about our business and people, macro- We know that creating an environment where “Step by step, economic and social issues, and the day-to-day each of our 70,000-plus employees can thrive we’re having experiences our employees face, we bring both requires intention and commitment. So how do data and stories to the discussion. we work to accomplish this? the tough This approach amplified as COVID-19 spread By giving frequent attention to ourselves and conversations throughout the world, and we brought our em- those around us, we can better understand our ployees together weekly to talk with our execu- own needs, biases, and talents. We are active at the com- tive leadership team, medical and mental health listeners of all perspectives and are aware of pany level.” experts, and one another. Company meetings how we treat one another. We speak up when moved from in-studio events to at-home conver- we notice anything that negatively impacts our sations where we were seeing one another’s per- experience or the experiences of our team- sonal spaces, meeting family members and pets, mates. and talking about the content of our bookshelves By paying attention to ourselves and one as we shared business updates, answered medical another, we can see the strengths within all questions, and checked in with our global team. of us and harness them for the greater good. We acted on what we heard by increasing This creates an environment of belonging and counseling sessions through the Employee As- an appreciation for the diverse backgrounds, sistance Program (EAP), increasing paid volun- experiences, beliefs, and ideas that make each teer hours from 5 to 10 days, offering backup of us special. child care for working parents, and introducing a By asking our leaders to check in with their new Students@Home initiative to support Cisco parents and caregivers. teams more often so our people feel cared for We implemented A Day for Me, where we give employees a day off to and connected to others; to find out what’s unplug and recharge anytime we sense our teams need it. going on in their lives and how they are coping We made a $225 million commitment to COVID-19 response in with quarantine, social justice, natural disasters, March, and in parallel, we established our crisis response program family situations, and more. focused in four areas: the most vulnerable, families and community, All of this requires trust and transparency. research and resilience, and strategic recovery. Step by step, we’re having the tough con- During this time, we became more resilient and more resolved. We versations at the company level, removing the felt ready to tackle any challenge, together. And then, George Floyd was barriers that have prevented our people from murdered. We needed to reflect on what we’d learned, collect our cour- stepping forward and eliminating obstacles age, and take action. that have slowed us down. We’ve realized that We hosted heartfelt conversations at our company meeting about real, raw, honest stories are a big part of how to social injustice with our leadership team and guests such as Bryan get proximate to the circumstances that affect Stevenson, founder of the Equal Justice Initiative; Darren Walker, our employees. As we talk openly with our president of the Ford Foundation; and Helen Zia, activist, author, and

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Katsoudas and Michael Bush celebrate Cisco being named World’s Best Workplace in 2019. journalist. We expanded the dialogue that started the first week in Katsoudas at the 2019 Global Citizen Festival with (left January about how racism manifests in the workplace with under- to right) Chris Stadler, Hugh Evans, and Declan Kelly. represented communities who experience bias, racism, and hate. These conversations weren’t easy, and our employees’ perspectives ranged widely. We worked to create an environment where ev- Multiplier Effect, diverse talent accelerators, blind eryone could share their thoughts openly to have a meaningful dis- hiring, talent expos, next-generation leader pro- cussion. There were moments when strong opinions and emotions grams, and employee resource organizations. emerged, and we helped our teams through them. We provided a Much of the action we’ve taken stems from our framework to guide the conversations and shared real examples of belief that every person should be seen, heard, comments that were toxic and disrespectful, and offered alternative and appreciated for who they are. This brings out ways to express these thoughts in a productive way. the best in our people and empowers us to be We also committed to make progress at Cisco and beyond with creative, challenge norms that no longer serve us, our Social Justice Beliefs and Our Commitment to Action. Some and act on what we believe is right. We believe an highlights include: inclusive future for all is possible and we embrace a Increasing representation at all levels of the company. We are our part in making it happen. It has been intense working toward a 25 percent increase in representation of Black work, and much of it has been driven by our employees from entry level through manager level and a 75 per- people (HR) organization. We are so fortunate that cent increase in representation of Black employees from director we have a courageous executive leadership team to vice president and above by 2023, as well as pay parity and led by Chuck Robbins, who is constantly challeng- promotion fairness. ing us to do more and drive impact. a Investing in the pipeline and the next generation of Black tech- When I joined our HR team many years ago, nology leaders by partnering with historically Black colleges I knew I’d be driving change at the company. I and universities (HBCUs), focusing on sponsorship in both didn’t yet know the magnitude that HR could Cisco and our Cisco Networking Academies, and launching have as a driving force for social change across a $50 million venture investment fund to help start-ups with the world. Similar to how my organization is part diverse founders and leadership teams. of our company, our company is part of a global a Driving societal change with a focus on innovation, human ecosystem of networked organizations. We know rights, and ethical principles by advocating for policy reform that one company can’t do it alone, which is why such as national policing reform and providing employees with we’re partnering across the industry and geog- up to one business day of paid time off to vote. raphies to address the biggest issues around the Our social justice framework is a signal of where we’re going as a world. company. It’s built on our foundation of full spectrum of diversity— These changes started with a story and a step. being inclusive of gender, ethnicity, race, orientation, age, ability, By listening to more stories and partnering to take veteran status, religion, culture, background, experience, strengths, more steps, we feel confident that together we can and perspectives—and on programs that drive action, such as the make a meaningful change in the world. IN

INCLUSION WINTER 2021 39 Spotlight

enielle Pemberton-Heard is indeed a connector. As the former chief executive officer of STEMconnector, chief legal officer of Diversified Search, and now a board member of Pod Network,D the technology firm that recently ac- quired STEMconnector, she partners with leaders to identify talent for senior management, corporate boards, and nonprofit leadership roles across multiple sectors. Pemberton-Heard previously spent fifteen years as group counsel, programming and business affairs at the Public Broadcasting Service (PBS), the nation’s largest noncommercial media enterprise, where she directed work on behalf of PBS and its 300-plus member stations and led negotiations with the Corporation for Public Broadcasting, the Department of Education, the National Science Foundation, and arts and cultural institutions to create award-winning content. Before joining PBS, she held legal and business affairs leadership roles at Thales Inc., WarnerMedia, and Discovery Com- munications Inc., where she also supported retail initiatives, corporate philanthropy and community engagement. She is a former regional judge for President Obama’s Presidential Commission on White House Fellowships and has served as a trustee Denielle of the Toy Industry of America Foundation, on the Advisory Committee of the DC Volunteer Lawyers Project to end domestic violence, and on the Board of Governors of the Case West- Pemberton-Heard ern Reserve University School of Law. She has published scholarly works on trademark and copyright law and has been a member of Connecting the professional faculty of the Johns Hopkins University Carey Business School. The married mother of two is a member of Delta Signa Theta Sorority Inc. and The Links Inc. and was recently Unconventional featured as a guest on the Michelle Obama Pod- cast on Spotify. Talent INCLUSION: Given your work with Diversified Search, what motivated you to take additional responsibility of STEMconnector. Denielle Pemberton-Heard: I was asked to step into the role and happily accepted the challenge to

lead a phenomenal team. Our goal was to enhance PHOTO BY LAWRENCE JACKSON

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STEMconnector’s technological capabilities, and after assessing the situation, it made sense to merge with Pod Network, an award-winning mobile app and technology platform that will enable STEMconnector to increase the accessibility and networking opportunities for clients and talent while maintaining its brand and clients.

IN: This past summer, as a result of Black Lives Matter protests focused on police reform, there has been increased attention on the need for racial justice and equity in the workplace and in society in general. What is your company doing to advance change, either in your company or in the community, or both? Pemberton-Heard with Tracy O’Such, a fellow DPH: STEMconnector has always been about increasing diversity in the partner with Diversified Search, and Christian Clerc, STEM workforce and tapping into the desire of educators, corporations, and president, global operations, Four Seasons Hotels community organizations to invest in overlooked talent pools. We support and Resorts. corporate leaders as they consider their program initiatives and provide research on the STEM talent ecosystem as a whole, and connect them with the right partners to carry out the work. We connect community and volunteer frenzy. I never had an in-person meeting with organizations with philanthropic supporters of this work, and we engage a ro- our staff or attended one of the high-quality bust, cross-sector network of leaders to share their insights and best practices. events that bind our network together. This has Our research team was among the first to clearly articulate the key created a huge shift in the way we think about issues that drive the STEM talent crisis. Our State of STEM Report, re- our day-to-day operations and meaningful leased in 2018, examined the nuanced gaps that make up the wider crisis engagements with each other and our network. by exploring demographic, geographic, fundamental skills, postsecond- While the pandemic has changed our approach ary, and belief gaps that lead to a lack of sustainable, diverse talent in to safety, it has also highlighted the need for the overall talent pool. In 2020, we launched a series, Overlooked Talent connections you take for granted when you are Pools, diving into the data about STEM for various communities in which in the office, such as the ability to quickly get we expect corporate leaders to invest and support. feedback on something. We have to be more It is my sincere goal that overlooked talent pools are not merely in vogue intentional about creating these opportunities. or engaged in a time of crisis as a quick response to national outrage. As a STEMconnector has Chief Fun Officers who leader, I am pleased to be in a position to provide the tools that make the look for physically distant ways to engage the expansion of the talent pipeline a regular part of everyone’s hiring practice. staff, knowing those human connections are Science, technology, engineering, and math should not scare communities key to the success of a team. Activities such as of color. There is no job or opportunity that is unachievable. There is not virtual background contests, health and wellness lack of talent, just lack of imagination to find it. I want girls and under- challenges, happy hours, and trivia nights are represented youth to remember that this great country was built not by planned to keep the staff connected beyond the the hands of people who were engineers, but by those of people who were day-to-day work. legally prohibited from reading, writing, or receiving a formal education, The STEMdaily publication has seen a spike in and yet they figured out how to design and build structures that remain viewership, and webcasts and Twitter chats have standing as a testament to their innate abilities. No one group should have drawn in participants who might otherwise be a monopoly on opportunity and the prospect of economic success: all are unable to attend in-person events. There are tra- worthy and capable. When you assess who is qualified for a role, you need ditionally over 10 events per year to dive into new ask, by whose measure? It is critical that leaders understand the barriers to research, hear best practices from across our net- opportunity that prevent the widening of the talent pool in higher educa- work, and engage with each other in partnerships tion, government, and Corporate America. and networking. We’re having to get creative in re-creating these experiences in a virtual world— IN: How has COVID-19 changed your perspective and your work? ensuring we have compelling speakers and fresh DPH: Having to shift to virtual so suddenly has drastically changed the content, and changing up the virtual setting to way we think about our work and how we connect with each other. I avoid “webinar fatigue.” Though we are virtual, came on as CEO of STEMconnector during the height of the pandemic our value proposition remains strong.

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IN: Has the onset of COVID-19 and its impact DPH: While COVID-19 has perhaps made it on the economy made it more challenging to “It is my sincere more challenging to promote the business case implement D&I efforts? goal that over- for D&I, the recent BLM protests have brought DPH: One of the key difficulties in supporting the issue more front and center than ever. With D&I efforts through the pandemic has been looked talent employees standing up and demanding justice keeping people focused on these issues. When a pools are not and equal opportunity and representation, global crisis affects the workforce at large, most companies that have not previously prioritized companies start to worry about their ability to merely in vogue D&I efforts now fully realize they will be called keep people employed at all, and keep their or engaged in out for exclusionary behavior. How a given businesses alive, regardless of their diversity company demonstrates an anti-racist com- efforts. However, even early on, the research a time of crisis mitment and builds a culture of inclusion and showed how much more likely the pandemic as a quick re- support for employees is a clear asset to attract was to affect underrepresented and marginalized and retain quality talent of all backgrounds. populations. These communities are more likely sponse to If companies can point to leadership from di- to have been affected physically and financially. national verse backgrounds, ERGs, community engage- It is more important than ever for D&I leaders ment, and equal opportunity for promotions, to keep focused on this work and keep increas- outrage.” they are more likely to attract the best diverse ing opportunities for the communities adversely talent, which is key to any organization’s bot- impacted by COVID-19. This is precisely why tom line. The business case is clear—the world STEMconnector’s research team continues to is changing, and companies need to adapt or remain nimble and responsive to the market and be left behind. the recent upskilling and reskilling presentation is evidence of this. I’m also uniquely positioned IN: What will be some of the biggest issues and challenges in 2021 and remain committed to leveraging the syner- for a corporate D&I leader like yourself? gies and legacy relationship between STEMcon- DPH: None of us knows what to expect going into 2021 other than the nector and Diversified Search to support clients only constant is change. There will be a new normal—we just don’t know and spread knowledge. what it is yet. College students are remaining close to home, and virtual learning IN: As the reported instances of discrimina- demands technological capabilities. Community colleges should be the tion against Asian Americans have increased beneficiaries of a workforce that will operate differently. because of COVID-19, is this a concern that The pros and cons of remote work are evolving, but for recruiters you and your organization are addressing? focused on D&I, geography may no longer be an impediment to iden- DPH: This is not something we have confronted tifying and placing talent. Employers are becoming more flexible to directly with our work. We ensure the inclusion attract top talent as family obligations and existing community ties are and support of all of our employees and would discussed more openly. Most importantly, these changes have impacted not tolerate discrimination of any kind. We how companies think about investments in skill building and long- recommend that all companies make an effort to range talent planning. ensure they are not discriminating against their As a leader in this space, I wake up every day thinking about how I can Asian or Asian American employees. Science help companies see the bigger picture. We have to get beyond focusing matters, facts matter, the truth matters, and the on the talent we need today or next month and instead look toward the manipulation of facts to advance discriminatory talent we need 10 and 20 years from now and how to prepare people conduct is wrong—period. We all need allies, for those roles. We never could have anticipated the new challenges and I hope each of us will continue to speak up of 2020—in particular, the widening equity gaps for students forced to against discriminatory conduct of any kind. learn remotely and the blatant revelations of racial animus and hostility. The future starts now, and 2021 should be the year to speak truth to IN: For years, practitioners of diversity and power. CEOs, nomination and governance committee members, and inclusion have been making the business case talent acquisition teams all have a role to play. As a collective, we need for D&I. Do you think this message is sinking to support efforts to bridge the equity gaps to shape a workforce that in? Has COVID-19 made it more challenging? reflects the new normal. IN

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Myers is the author of Moving Diversity For- ward: How to Go From Well-Meaning to Well-Do- ing and What If I Say the Wrong Thing? 25 Habits for Culturally Effective People. Her inspiring TED talk, “How to Overcome Our Biases? Walk Vern¯a Myers Boldly Toward Them,” has been viewed almost 3 million times. Myers has been cited in The Atlantic, Forbes, the Harvard Business Review, VP, Inclusion Strategy, Netflix and the TED Radio Hour on NPR. She earned her BA from Barnard College and JD from Harvard Law School.

erna Myers is an inclusion strategist, cultural in- Inclusion: What brought you to do this work? novator, thought leader, attorney, and social com- Is there a personal motivation, a story from mentator. She is currently Neflix's Vice President, your childhood or past that inspired you in this Inclusion Strategy. In this newly created role, she direction? helps devise and implement strategies that inte- Vernā Myers: My decision to go both into law grate cultural diversity, inclusion, and equity into all and into DEI stems from my deep sense of aspectsV of Netflix's operations worldwide. justice. That sense was instilled in me by my INCLUSION WINTER 2021 43 Spotlight

incredibly principled parents and my childhood hero, upholding the status quo. This Dr. Martin Luther King Jr. I was only in elementary school “Most means those who are in lesser when he was slain, but I made up my mind then to do my companies positions in regard to status, best to be the embodiment of King’s dream and to live social capital, and tenure in the out his legacy of justice, equality, freedom, and dignity for have had to company will be disproportion- everyone, especially my own people. His assassination acknowledge ately impacted. Sadly, in most definitely lit fires of rage in Baltimore where I grew up and companies this is still people in around the nation. But from the angry ashes and the fear that we are not underrepresented and historically and shame of America came the opening of new doors of all the same; marginalized groups. To make de- opportunity for a few, and I was one of those few who got cisions fairly, we should always be to walk through them—new pools, summer jobs, math-en- factors like keeping in mind the most vulner- richment camps, and open enrollment. This allowed me to your family able, not the best positioned. ride across town out of my district to go my middle school of choice, which led to an awesome high school, then situation, IN: As the reported instances Barnard College, then Harvard Law School and on and on. health status, of discrimination against Asian I am grateful but also indebted to so many who sacrificed Americans have increased for me. I am committed to pushing as hard as I can to make tenure, level, because of COVID-19, is this a change for others. This time, I hope that the doors of op- cultural concern that you and your orga- portunity will expand to the point that Black folks and other nization is addressing? How? marginalized groups get to walk through them. identity, VM: It is terribly painful to see location how prejudices rear their ugly IN: How has COVID-19 changed your perspective and heads in times like this, but it your work? all make a is not new. Crisis doesn’t cre- VM: It hasn’t so much changed my perspective. It has deep- difference when ate discrimination; it uncovers it. ened my perspective about systemic inequalities, which I Our Asian employees network think COVID has laid bare. It’s impossible to deny that we it comes to how hosted a conversation open to the live in an unequal society, and what I have learned is that it you experience company to share their concerns, is almost impossible to imagine the many unique situations feelings, and experiences about people find themselves in depending on their race, religion, the same xenophobia. Members of our region of the world, gender, family obligations, mental workplace.” security team also participated, health, economic status, and employer. You name it—differ- sharing their commitment to ence makes a difference in how one experiences the same keep employees safe and to offer thing. As someone once said, “We might be in the same suggestions about the best way storm, but we are in different boats.” to deal with xenophobic acts. It opened all our eyes to the fear IN: Has the onset of COVID-19 and its impact on the and anxiety that our own col- economy made it more challenging to implement diver- leagues were experiencing. Our sity, equity, and inclusion efforts? Inclusion Team followed with a VM: It may have but it shouldn’t. We need more, not less, company-wide talk with experts inclusion work at a time of crisis. It’s never been a more on the history of xenophobia, and important time for companies to look at every decision how to recognize and interrupt that they’re making through an inclusion lens, which is to xenophobia no matter where we say all of our decisions about interviewing, hiring, letting see it, whether within our own people go, promotions, compensation, provision of re- walls or beyond. sources, travel, etcetera. I know some companies have had to make some difficult business decisions that affect their IN: What will be some of the staff, but an equity and inclusion mind-set are imperative in biggest issues and challenges in these cases. If you don’t have that mind-set, the decisions 2021 for a corporate diversity and will inevitably be based on bias, assumptions, comfort, and inclusion leader like yourself?

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your company doing to advance change in your company or the community, or both? VM: We are continuing our journey as a company to apply an inclusion lens to everything we do, whether it be with regard to our workplace and workforce or how we think about the business, our content, product, and customers. We were already investing in learning about bias, privilege, and allyship and connecting the dots Myers speaking at Qualcomm in 2017. between how what we do internally and externally is impacted VM: I think we all need to use our imagination to think “One important and can interrupt systemic racism. about how in this time of change we can fully integrate The tragic and painful events that the practice of inclusion into the new workplace. I feel focus for us have opened more people’s eyes like COVID has helped us to uncover our weakness as internally is to the issue of anti-Black rac- well as our strengths. It’s offered us an opportunity to ism in the US, and other parts of confront some long-held beliefs about how to work and making sure the world, have created a shared be productive that weren’t necessarily true. For example, that we create urgency. Like most companies, we this is a time for us to think about how flexible we can be are supporting groups and institu- around work, how important it is to upgrade our mental the conditions tions that are at the forefront of health resources, how necessary inclusive, empathetic, for Black change around these issues and and vulnerable leadership is to employee engagement. continuing to increase representa- Sadly, many companies have learned through COVID that employees’ tion of Black talent behind and if you don’t bias-proof your systems and practices—hir- success in our in front of the camera and in our ing, exiting, compensation, mentoring, feedback mecha- workplace. But we are also tak- nisms, etcetera—underrepresented groups will be dis- own workplace.” ing the time to think strategically proportionately and negatively impacted when times are about how we make this “more difficult, erasing any progress the institution has made. We than a moment” and can be part of have seen the benefit of more frequent and transparent the solution around dismantling communication to minimize anxiety and keep the ship racial injustice and building a more afloat. We have experienced the benefits and limitations equitable workplace and society. of technology. Most companies have also had to acknowl- One important focus for us inter- edge that we are not all the same; factors like your family nally is making sure that we create situation, health status, tenure, level, cultural identity, and the conditions for Black employ- location all make a difference when it comes to how you ees’ success in our own workplace. experience the same workplace. We have been treated to a We have lots of work to do, but we front row seat of how the “isms” and disparities affect how have made progress. We know our we live and work. My hope is that this awareness, empa- superpower is the power of story- thy, and ability to flex will continue well after COVID and telling. We have the ability to tell usher in a new, more inclusive workplace. amazing stories about the complex lived experiences of people all over IN: This summer, as a result of Black Lives Matter the world, for people to see their protests focused on police reform, there has been an lives reflected and for all of us to increased focus on the need for racial justice and equity see and respect the humanity of in the workplace and in society in general. What is one another. IN

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As a celebrated speaker and executive coach, she educates and ignites leaders globally on fostering a mind-set of inclusion and self-awareness. Prior to joining Simmons, Brady worked at Linkage, Inc., where she founded the Women in Leader- ship Institute and launched a global consulting practice on advancing women leaders. She also led Linkage’s field research behind the “7 Leadership Hurdles Women Leaders Face in the Workforce.” Dedicated to inclusively and col- laboratively inspiring every girl to realize her full potential, Brady serves on the board of the not-for-profit Strong Women, Strong Girls. She lives in the Boston area with her hus- band, two teenage daughters, and two Portuguese Water Dogs.

Inclusion: How has COVID-19 changed your perspective and your work? Susan MacKenty Brady: COVID-19 has ignited the need for managers and leaders to have an entirely higher level of conscious awareness, relational and emotional expertise, change agentry, and skillful dialogue. In addition, pre- existing structures of racism and inequity have been amplified by Susan MacKenty Brady the global health crisis. How best do we manage our own and others’ accountability remotely? The CEO, Simmons University Institute for Inclusive Leadership pandemic has slowed many of us down—save frontline usan MacKenty Brady is the Deloitte Ellen Gabriel Chair for Women and workers—and while the inequities Leadership at Simmons University—the first chief executive officer of brought to light by the slowing the Simmons University Institute for Inclusive Leadership, which pro- down of the world have been here duces game-changing solutions for the purpose of intersecting leader- all along, not all of us have had to ship, equity, and inclusion. face their existence until now. Brady, who has been featured on ABC’s Good Morning America, is the Seeing many organizational authorS of Mastering Your Inner Critic and 7 Other High Hurdles to Advancement: How the cultures go from one extreme Best Women Leaders Practice Self-Awareness to Change What Really Matters (McGraw-Hill, (must have in-office face time) to

November 2018) and The 30-Second Guide to Coaching Your Inner Critic (Linkage, 2014). another (work from home) has BERN RICK CREDIT: PHOTO

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“Higher the six practices that make up The Work of the Inclusive Leader. In it, we point out that “the education Work of the Inclusive Leader™ isn’t a linear has a deep path. Instead, through continuous learning and action, leaders incorporate each new responsibility practice while continuing to engage in the to bring its previous practices.” The truth is we are all learning. I could be pretty advanced in my education, awareness about the sponsorship of women of research, and color while fairly unaware of my biases about people with specific disabilities. At its core, community becoming an inclusive leader is about return- service to bear ing to a place of respect for self and others. It is a return—and not a constant state—because in advancing as humans with feelings, we get triggered. We social justice and have opinions. We have unconscious knee-jerk responses. The name of the game is to return equity in society.” to our best self. Our best usually isn’t when — Dr. Lynn Perry Wooten, we are self-righteous and indignant or lack- President of Simmons ing in curiosity or communicating when we University are flooded with anger, or when we jump to conclusions. Our best usually isn’t when we are consumed with thoughts or feelings about how created an entirely new set of organizational we’re not good enough or don’t quite measure and managerial challenges—ones that cre- up. Our best is when we feel open, interested, ate the very real risk that women and other and okay in our own skin. It isn’t possible to underrepresented populations are left behind. lead inclusively or foster cultures of inclusion if Knowing how to ensure the work environment we aren’t intentional about being in ways that is optimal for all who need to work is part of inspire others to be it too. every leader’s job. COVID-19 has magnified that leadership is IN: Has the onset of COVID-19 and its impact on needed everywhere, and to lead effectively to- the economy made it more challenging to imple- day will require extra attention to specific lead- ment diversity, equity, and inclusion learning ership skills. There are very real consequences both at the university and for the executives par- to our collective prosperity if we don’t equip ticipating in the Institute for Inclusive Leadership? leaders with the tools needed for success. SMB: At the university level, President Lynn Perry Wooten has voiced her strong commit- IN: What does it mean to lead inclusively? ment to advancing diversity, equity, and inclu- SMB: Leading inclusively is a moment-to- sion in the Simmons community. She has es- moment practice. Needed changes won’t tablished a team of senior Presidential Advisers occur if we can’t tolerate feelings of vulner- on Diversity as well as a new Diversity Council ability or practice the art of sincere curiosity. to help advance DEI learning and initiatives in Inclusion requires self-awareness. It requires the midst of a pandemic and beyond. Equity deep listening. It requires introspection. It re- was one of our guiding principles this year as we quires respect for differences seen and unseen. planned for our semester during the global cri- It requires the willingness to constantly grow sis. Certainly, we recognize that equitable access and learn. My colleague and our institute’s to education has become more challenging due practice area Vice President of Allyship and to COVID. The faculty have worked tirelessly Inclusion Elisa van Dam and I recently unveiled this year to bring 300 undergraduate classes fully

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IN: This summer, as a result of Black Lives Matter protests focused on police reform, there has been an increased focus on racial justice and equity in society and the workplace. What is Simmons doing to advance change, either in your organization or your community, or both? SMB: Higher education has a deep responsibility to bring its education, research, and community service to bear in advancing social justice and equity in society. Simmons has a long history of leadership in this arena, and we are focused on the recruitment and the support of a truly diverse and inclusive community of students, faculty, and staff. This year we are de- lighted to welcome our most diverse first-year class in more than four decades. In addition, we have created THRIVE, a key partnership with Human Resources that has transformed how Simmons recruits, hires, and includes underrepresented employees from diverse backgrounds. This initiative has resulted in significant gains, with staff hires of color increasing from 27 percent in 2018 to 42 percent in 2019. Related to inclusion and equity in higher education more broadly, President Wooten recently wrote a compelling essay in Inside Higher Ed about the concern she has that COVID “Leading online so students can continue to stay on track threatens to take its greatest educational toll until we can resume classroom instruction. on low-income, first-generation, and minor- inclusively is At the Institute for Inclusive Leadership, we ity students who are more likely to have their a moment- were lucky in that we were already positioned educational path disrupted. to offer rich and meaningful virtual learning ex- She wrote, “Our mission as educators must to-moment periences—meeting leaders where they were at, be laser-focused on equitable, long-term stu- practice. At its through online micro-courses. Leaders today at dent success: establishing smoother and more all levels are tackling some of the toughest lead- predictable paths to completion for a wider core, becoming ership challenges, such as cultivating emotional spectrum of students, and delivering a high- an inclusive intelligence, fostering diversity, leading inclu- quality educational experience that encourages sively, and embracing allyship. The institute was persistence and engagement. We have an op- leader is about positioned to design and deliver on this before portunity to effect real change and drive toward returning to a COVID-19 hit, and because the pandemic made a greater level of inclusion and student success virtual learning part of our everyday lives, it has in the aftermath of this pandemic—if only we place of respect fast-tracked the online learning curve in a way have the will to do so.” for self and that can only be seen as impressive. At the Institute for Inclusive Leadership, we It is wonderful to align the university’s DEI are fortunate to have a dream team of strate- others.” work and commitment with the institute’s as we gic advisers who have been instrumental in — Susan MacKenty Brady consider the most effective approaches to cre- setting the course for meaningful discussion ate inclusive campus communities and inclusive and change in their organizations. We are workplaces. COVID has only made that more of facing tough questions internally at Simmons an imperative. and helping organizations navigate their own

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course—tough questions like “How have we been shaped the tech industry is far reaching and includes attracting by the forces of racism?” and “What does it mean to be and advancing women and other underrepresented pop- white?” ulations into STEM professions generally and into tech There is urgency now in the workplace to help well- fields specifically. When the majority of coders represent intended leaders of all identities learn how to be an ally. one gender or remain unaware of their own biases, we Taking the mystery out of allyship and what it means to lead can’t shift the root of the problem. inclusively is no longer a “good thing to do.” It is, as it always needed to be, mission critical. Simmons defines allyship as IN: What brought you to do this work? Is there a personal using a position of power and/or privilege to actively support motivation or a story from your childhood or past that and advocate for women and members of underrepresented inspired you in this direction? groups. Black Indigenous People of Color (BIPOC) need the SMB: I joke that I was raised by wolves. I was raised by support of organizations like ours to enact change—and the a single father for most of my childhood, and countless time is now to take action. men supported me as mentors and teachers and advocates. It never occurred to me that I would be treated dif- IN: Over the last few years there has been a great deal of ferently because I was a woman. When I realized meri- excitement about artificial intelligence and machine learning tocracy might not be a given for me, I couldn’t help but in creating more inclusive workplaces. What do you see as the think about what that means for other underrepresented opportunities? How is your university using these technolo- populations. Like so many women especially, I have the gies? What are some of the cautionary tales we need to be badge of resilience—the one I never asked for but earned aware of? just because I was born female. Probably because I had SMB: Simmons University offers an undergraduate degree early experiences of feeling as if somehow I wasn’t okay in computer science and graduate degrees in library and the way I was, I have spent a good amount of my life cul- information systems. Dr. Marie desJardins, dean of the tivating conscious compassion first for myself and then College of Organizational, Computational, and Informa- for others and teaching this practice to others. tion Sciences at Simmons, who is an expert in artificial intelligence and machine learning, says, “Artificial intel- IN: Tell us about your greatest success story since the ligence (AI) and machine learning (ML) provide innumer- outbreak of COVID-19. able opportunities for increasing access and inclusivity. SMB: Without question, the greatest success story for Speech recognition and generation, ‘smart prosthetics,’ our institute was pulling off our 2020 Simmons Leader- cognitive assistants, and telerobotics can enhance com- ship Conference virtually. In fairness, Simmons came munication, mobility, and connectivity for people with into this pandemic with nearly a decade of producing disabilities. Intelligent scheduling systems, predictive online degree courses. That said, we had never hosted modeling, and natural language processing can increase a 5,000-person virtual conference before. We had five the effectiveness and coordination of diverse teams work- weeks. The way our sponsors, partners, and clients all ing together across time and space.” rallied to support our effort for the “show to go on” was The concerns in recent years about the biases that ML- very inspiring. We believe this Boston-based conference driven systems can introduce because of limitations and to be the longest consecutively running conference cre- biases in the underlying data are not unfounded. Dean ated to inspire women to lead in the country, possibly the desJardins offers examples, such as racial bias in face world. We had to live up to our “premier” status. recognition, credit scoring, and medical diagnosis. How- The production was professional from beginning to ever, she is quick to point out that the “understanding and end, and our (now virtual) phone has been ringing awareness of these potential biases have also driven the off the hook with requests to learn how we did it. The development of AI-fueled systems for increasing diversity gratitude of our participants was overwhelming. Never in job recruiting, identifying and reducing bias in hiring underestimate the power of inspiration—especially at a and promotion decisions, and measuring adverse impact time of crisis. The 42nd Simmons Leadership Conference, of workplace practices and policies.” on March 23, 2021, will also be virtual. We can’t wait to Many leading technology organizations, like Dell Tech- eventually come back in person and feel the energy of nologies and Cisco, support the Simmons Leadership thousands of women together again. (For more informa- Conference. Their commitment to diversifying the talent in tion, see leadership.simmons.edu/boston/.) IN

INCLUSION WINTER 2021 49 Spotlight

hannon Schuyler, PwC’s US chief purpose and inclusion officer, helps activate the firm’s purpose to build trust in society andS solve important problems and create a fulfilling work experience. Outside PwC’s walls, Schuyler helps lead CEO Action for Diver- sity & Inclusion™, which is committed to building more inclusive workplaces. She leads a team to harness the power of business to respond to systemic challenges that have created disparities across society. At PwC, Schuyler helps connect purpose with belonging to create an environment in the firm that celebrates identity and intersectionality as a way to drive innovation and business value. She is responsible for furthering diversity, inclusion, and societal equity across the firm’s workforce and communities through insti- tuting formalized processes and programs. Under her leadership, PwC helps to build a more equitable society by enabling its people to use their time, skills, and experiences to address social injustices. Two programs are central to this: Access Your Potential is PwC’s commitment to teach tech and digital skills to students in underserved communities; Skills for Society is PwC’s pro bono pro- Shannon Schuyler gram through which employees receive 40 hours to help nonprofit organizations and educational institutions address systemic causes US Chief Purpose & Inclusion that contribute to the opportunity gap. In addition to D&I, Schuyler oversees the actions to achieve the Officer, PwC firm’s Net Zero Commitment. 50 INCLUSION WINTER 2021 Spotlight

Inclusion: This summer, as a result of Black Lives Matter protests focused on police reform, there has been an increased focus on racial justice and “There is much we can do together equity in society and the workplace. What is your company doing to through collective efforts like CEO advance change in your company or community, or both? Shannon Schuyler: For more than two decades, we have embraced and Action. But at a certain point, this taken action to drive a culture where D&I is a foundational value of our group always stresses that we workplace. Over the last year, following the murder of George Floyd, we accelerated our approach to using data to drive more progress faster have to look inward as organiza- within PwC and the society at large. tions and ask what more we can do In June, we announced six new commitments to stand up against racism. Among other things, we launched our first Diversity and Inclusion within our own walls.” Transparency Report in order to hold ourselves more accountable for progress, and we offer employees one-week paid volunteer time. Action inside our four walls is only part of our commitment as a re- As I reflect on the last six months, I am sponsible business. In 2017, Tim Ryan, PwC US chair and senior partner, also keenly aware of the delicate dance we cofounded CEO Action for Diversity and Inclusion™, the largest CEO- all have to do in order to manage things like led commitment to advancing inclusion in the workplace. This year, in personal self-care, family support, child care, the midst of a global pandemic and social unrest, when CEOs could home schooling, community connections, and have pulled back on diversity and inclusion commitments, we have seen myriad other things. In good times, these plates the opposite—business leaders have stepped forward. Since June, we’ve are hard to keep spinning, but we manage to increased our signatory base by over 40 percent, and now have 1,400- keep most in the air. Now, those plates tend to plus CEOs and university presidents committed to advancing D&I in fall—a lot. And that can lead to feeling like a their organizations. failure across all the areas in addition to feeling Last summer, we expanded the efforts to address systemic racism isolated. There are many competing priorities, in society by creating CEO Action for Racial Equity, a fellowship that but taking time to be more empathetic to oth- provides the opportunity for signatories to advance racial equity through ers and kind to yourself, and to give space and public policy and mobilizes the business community collectively across grace to those all around, has helped me. industries and regions to enact change. PwC committed 30 fellows, and two PwC senior leaders, Roy Weathers and Roz Brooks, are serving as IN: As the reported instances of discrimina- the fellowship CEO and policy leader, respectively. tion against Asian Americans have increased because of COVID-19, is this a concern that you IN: How has COVID-19 changed your perspective and your work? and your organization are addressing? SS: For me, COVID-19 has reinforced how widespread systemic racism, SS: Absolutely, and this started very early in the racial inequities, and deep biases are in our society. It seems as if human- pandemic and has continued to be a heightened ity is at risk emotionally, physically, and financially, and there is an urgent area of focus, discussion, and support. It is so need for clear, immediate, and bold action from business, government, important that you bring this up, as many in the and each of us as individuals. Asian community do not feel that their struggle The pandemic combined with the murder of George Floyd and kill- and the xenophobia they have encountered have ing of other Black citizens has forced a lot of personal reflection on been acknowledged in a strong enough manner. the privilege that I have. The privilege that has been granted to me We work hard to actively counter the percep- based on my skin color. It has compelled me to challenge the way that tion that if you aren’t seeing something, it isn’t I speak about the societal progress of women overall, when what I happening. If you aren’t leaving your home, you truly mean, after thoughtful reflection, is the progress of white women. may not see the venom being directed at the With this awareness, I acknowledge that I can continue to do more to Asian community, but it is definitely happening. elevate women of color. When you look at the deep societal biases that To address these challenges, we’ve doubled have historically created a lack of opportunities, higher underemploy- down on allyship so we can better support our ment, and increased health risks for Black women—with the potential Asian and diverse employees. We are work- of death—we cannot afford to refer to “women” and think we authen- ing hard to ask ourselves how we can better tically mean all women. demonstrate where we as a firm stand on this

INCLUSION WINTER 2021 51 Spotlight

issue. For us, that’s meant refocusing on our to take responsibility for their actions and inclusion networks so we have a stronger un- work together to bring about true, sustainable derstanding of our Asian community and what change has been infinitely rewarding. they are struggling with and then mapping out how we can enhance our efforts to support IN: Post-COVID-19, what is your organization them. doing to sustain this success? SS: We are putting our people first from the IN: What brought you to do this work? Is there beginning: layoffs as a last resort, paying out a personal motivation, a story from your child- bonuses, honoring all offers—intern and hood or past that inspired you in this direc- Schuyler speaking at the full-time, including to the new hires who just tion? 2019 CEO Action Closed- joined the virtual firm in the past two months. SS: I have always had a sense of justice, fairness Door Session and CHRO We launched six new D&I commitments days and, in many cases, have chosen the path less & CDO Summit in New after the murder of Geroge Floyd, as we are predictable driven by stubbornness, a need to York City. not done or satisfied but rather driven and disrupt the system and to feel like my actions compelled to do more. I am proud of the total- have an impact—have meaning. As a young ity of the commitments made but even more woman, I felt that I needed to live up to my so with the declaration to release our first D&I Transparency Report—a strong and inspiring matriarchal family. Then, journey that we were on to achieve but completed over a year early. as I got older, I wanted to embrace the liberal Sunshine highlights the beauty and gives clarity, but it also exposes the thinking of my father, a great orator and teacher. blemishes and the work to be done. Being transparent with our data has Together, these needs brought me to where I afforded us with both scenarios, and I strongly believe that our progress am today. Now, it is my eight-year-old biracial will be accelerated and draw others in to drive the movement. son, who struggles with his identity as a Black boy when he wants to choose to be white since IN: For a number of years, practitioners of diversity and inclusion have it is easier, safer, and more privileged. My mind been making the business case for D&I. Do you think this message is and heart were always drawn to this space, even sinking in? Has COVID-19 made it more challenging? unknowingly, but now it is my son and my soul SS: Honestly, it depends on what case is actually sinking in. The most that keep me resilient and unyieldingly hopeful. comprehensive business cases for D&I are around the impact on revenue and innovation, and yet last March, when COVID-19 was beginning to IN: Tell us about your greatest success story have business impacts, a number of companies furloughed or laid off their pre COVID-19. D&I teams in the first wave. Those actions do not align to the solid busi- SS: Admittedly, pre-COVID seems so long ness case being communicated for decades. ago, and I focus more time looking forward, With that said, the murder of George Floyd visibily and poignantly discerning how to evolve and be transforma- demonstrated the critical need to address systemic racism, and since tive in this new world—homing in on agility, then, D&I teams were brought back to companies and CEO Action dexterity, and grit. That said, when I slow has seen a 40 percent increase in signatories in the last six months. The down to take stock in our progress, I am business case now is not just on paper alone, but in protest, social media humbled to have been a part of the creation postings, and brand elevation. For now, this side of the case seems to be and elevation of CEO Action. I vacillate back sinking in. and forth between the timing of its creation In September, PwC’s Annual Corporate Directors Survey found the being fortuitous or preordained. But either vast majority of those polled—84 percent—agree that companies should way, the conception galvanized CEOs around be doing more to promote gender and racial diversity in the workplace. the diversity and inclusion in their workspaces That being said, the same survey found that only 39 percent of direc- three years ago, and now it continues to offer tors think D&I goals should be included in executive compensation a safe place to be challenged, be courageous, plans, and only 34 percent say it’s important to have racial diversity on be vulnerable, and to seek real change. Inter- their corporate boards. acting with C-suite leaders galvanized around People understand conceptually the benefits in theory—now they have this corporate collaborative, growing and to put them in practice. I don’t know if COVID-19 has made it more expanding the coalition, and really committing challenging, but I hope this pandemic accelerates the pace of change. IN

52 INCLUSION WINTER 2021 We all bring our own backgrounds and strength. That's what makes our work special. Be part of it.

pfizercareers.com Spotlight DIVERSITY WOMAN’S 2020 GAME CHANGER IN TECH

he Diversity Woman WOMAN SUPPORTING WOMEN AWARD Game Changer Award honors those Freada Kapor Klein who have made a Founder, Level Playing Field Institute significant impact on Tadvancing and support- “Freada has dedicated her entire life to fighting for the ing women in technology. most marginalized among us. Her brilliance, her passion, This year we honor John and her principled and unapologetic dedication to improving gender, racial, and socioeconomic equity make Chambers, Freada Kapor her a leader, a role model, and a true gamechanger.” Klein, and Salesforce. All of — Allison Scott, CEO of the Kapor Center these award winners have altered the perception of Freada Kapor Klein women in tech by using is an entrepreneur, their personal cachet and activist, and pioneer in the field of organi- their platforms as leaders zational culture and to drive equity and equal- diversity. ity for women. In 1976, Klein co- Lori Castillo Martinez, founded the Alliance accepting the company Against Sexual Coer- award on behalf of Salesforce, is an extraordinary cion, the first organization to focus on leader in a company that has changed the game not sexual harassment only for women but in the field of diversity, equity, and in the United States. inclusion. Salesforce has broken barriers for all under- She is the founder represented communities and continues to create best of SMASH, now in practices in support of women and people of color in its 18th year, which technology. provides rigorous STEM education John Chambers has been a role model for many and access to social CEOs at tech companies and has changed the game in capital for low-income high school students of color on many ways. He was one of the first Fortune 500 CEOs 10 university campuses across the country. As a found- to make it a practice to focus on developing women ing partner at Kapor Capital, Klein invests in seed-stage at all levels, and he continues to ensure that the com- tech start-ups that close gaps of access, opportunity, or panies where he serves on the board include multiple outcome for low-income communities and communities of color. women’s perspectives because of the value women Klein is a member of the UC Berkeley Board of Visitors, contribute. as well as the council that formed the Hollywood Commis- Freada Kapor Klein has been a pioneer in the field sion chaired by Anita Hill. She serves as an advisory board of equity and inclusion since her early career. Klein is member of Generation Investment Management, and on known for efforts to diversify the technology work- the board of AnitaB.org. She is the author of Giving Notice, force through activism and investments. As Benjamin which details the human and financial cost of hidden bias in the workplace. She serves as a board member of the edtech Jealous noted, she is “the moral center of Silicon Val- company Genius Plaza and in 2019, her foundation, the ley and an OG in technology.” Kapor Center, joined 10 other foundations to establish the nation’s first philanthropic fund to support women of color who — Marilyn Nagel, Chief Advocacy Officer, RISEQUITY are leading the fight against sexual harassment and violence.

54 INCLUSION WINTER 2021 Spotlight

MALE ALLY AWARD COMPANY CHANGING THE GAME FOR WOMEN IN TECH AWARD John Chambers Chairman Emeritus, Cisco Salesforce CEO, JC2 Ventures Lori Castillo Martinez, Vice President, Global Employee Relations and Equality, accepting the award on behalf of Salesforce “I’ve always believed and supported women in technology—in part “Women are still large- because my mom was a ly underrepresented doctor who broke many in the workforce and of the gender barriers in leadership—a in medicine, athletics, problem compounded and academics. At Cisco for women of color. At we focused on diversity Salesforce, our goal from the very beginning is to create a work- of the company, with place that reflects the one of the founders be- diverse communities ing a female. As CEO, we where we live and always had two to three work. It isn’t just the women on the board, right thing to do; it’s before others did, and the smart thing to not for societal reasons; do—allowing busi- it was plain good businesses to drive innova- ness. You need to have tion and build deeper role models as you look up through the organization and I connections with their am proud of how many women were in executive positions at customers. As a Latina, this work is something I’m person- Cisco—from HR to IT to sales to engineering to marketing— ally passionate about and have been fortunate to make a and now, it’s a top priority for the start-ups I mentor.” career out of.” —John Chambers — Lori Castillo Martinez

John Chambers is founder and CEO of JC2 Ventures, which focuses Lori Castillo Martinez is vice president of global employee on helping disruptive start-ups from around the world build and relations and equality at Salesforce, where she is focused on scale. He invests in companies that are leading market transi- performance and employee relations management across the tions such as Aspire Food Group, Balbix, Bloom Energy, Dedrone, globe as well as driving equality initiatives at the company. IoTium, Lucideus, OpenGov, Pindrop, Privoro, Rubrik, SparkCogni- Her role was uniquely designed as a way to accelerate and tion, Sprinklr, and Uniphore. He serves on the board of directors integrate people and equality initiatives at Salesforce. for Bloom Energy, OpenGov, Pindrop, and Sprinklr. Chambers is Previously, Martinez spent nearly a decade at McKesson, the author of Connecting the Dots: Lessons for Leadership in a Start- where she created the first enterprise-wide strategy, processes, up World, in which he shares new rules for disruption and lasting and systems for key legal, ethics, and regulatory risk areas. Before success in the digital age. He is also the chairman of the US India that, she spent 11 years at Intel working in HR and compliance. Strategic Partnership Forum (USISPF) and was appointed Global Throughout her career, she has made a tangible difference in Ambassador of French Tech by President Emmanuel Macron of practice and culture in both the life sciences and tech sectors. France in January 2018. Prior to founding JC2 Ventures, Chambers Martinez is also driven by her passion to improve the way spent more than 25 years with Cisco, serving as CEO, chairman, women live and work. She serves on the board of Rhia Ven- and executive chairman. He currently holds the title of chairman tures, a nonprofit venture capital firm investing in reproduc- emeritus with the organization. tive health-care solutions that empower women.

WINTER 2021 INCLUSION 55 Point of View

THE LAST WORD What a Year!

ike pretty much everyone else, I a And of course, the experienced a need to have thought many times, “I can’t November 3 election, dig deep and find the wait until 2020 is over.” The lon- arguably the most strength and will to per- gest and hardest year of our lives momentous in our severe and even create is coming to a close, and I couldn’t lifetimes. and thrive. Lbe happier. For starters: This list doesn’t even I believe and hope a The trial and impeachment of an take into account the that what we learned American president. many everyday chal- in 2020 is going to help a The death of NBA legend Kobe Bry- lenges we all faced, from us turn 2021 into a ant, his daughter Gianna, and seven sheltering in place and much more satisfying others in a tragic helicopter crash. working from home to and safer year. I know a The COVID-19 pandemic sweeping trying to maintain an I’ve grown in 2020—I across the world, sparing no country. equilibrium in our lives. made new connections a The economy crashing, and unem- Yet, as we close out the and strengthened exist- ployment rising to its highest level year, I am hopeful. Not only is it hard ing ones, and not only did I keep my since the Great Depression. to imagine a more difficult year than company afloat during the economic a The killing of George Floyd, prompt- 2020, but I believe in the American downturn, but I even added new cus- ing worldwide protests against racially people and am genuinely hopeful that tomers. I also added new product lines biased policing, which spurred a rise the challenges will turn into positive designed specifically to serve the needs in awareness of systemic racism and changes that make our country and of my clients during these challenging the challenges facing BIPOC (Black, the world a better place. We’ve already times. Most gratifying, I am finishing a Indigenous, and People of Color). started: book that will help women become a Wildfires destroying homes and for- Much of Corporate America has em- healthier and fulfill their leadership ests in the West and forcing millions braced the message of equity embodied potential. And I was able to safely con- to stay inside to escape the smoke. in the Black Lives Matter movement tinue a walking regimen and accom- a The worst hurricane season on and has metrics and programs in place plish a weight-loss goal of 30 pounds! record, with 27 named storms as of to create equality. As you will discover in this issue of November 1. The future of work became a reality, Inclusion, DEI leaders have seized the a The death of civil rights icon John fast. We rolled up our sleeves and got moment. They have guided their com- Lewis. creative in our ability to work from panies through the daunting challenge a The unexpected death of actor home and adopt new technology of staying safe, productive, and recep- Chadwick Boseman. We learned that we have a hidden tive to the needs of their employees. I a The sad passing of Supreme Court reserve of resources that keeps us go- believe the innovations generated this Justice Ruth Bader Ginsberg, who ing in the face of adversity. year will become blueprints for how we may have done more than anyone for People became kinder and more em- work and live for decades to come. the rights of women in the work- pathetic. For example, companies grew Please join me in (virtually) applaud- place. immensely in their recognition of the ing all of us for rising to the occasion in a A second and then a third COVID-19 mental health challenges facing their 2020, and here’s to 2021! IN surge racing across the United States. employees. As of November 10, more than 10.1 We recognized the things that really Dr. Sheila A. Robinson is the founder of million Americans had contracted matter in life—and embraced them. Diversity Woman Media. COVID-19, and more than 239,000 As we look back, we realize that people had died. no one was spared and that essential workers and Black and Brown communities bore the brunt. Everyone suffered, and therefore everyone has

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TM DIVERSITY

M E D I A At Cisco, we view inclusion and collaboration as theAt bridgeCisco, towe connect view inclusion diverse and perspectives. collaboration Sparkas newthe ideas.bridge toImagine connect new diverse possibilities. perspectives. Challenge Spark thenew status ideas. quo. Imagine Inspire new innovation. possibilities. And Challenge unleash thethe full status power quo. and Inspire potential innovation. of our people.And unleash the full power and potential of our people. cisco.com/go/careers cisco.com/go/careers