1. CREATING A
CULTURE OF
INCLUSION
IMAGINE THE FUTURE
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Marilyn Nagel

2. 59%
of the college-educated entry
level workforce are women
14%
of executive officers are
women

3. 3

4.  Supply
 70% of the workforce new entrants will be women and
people of color in the next year
 By 2050, 50% of the U.S. workforce will be minorities.
 Turnover
 2 million professionals, managers and above leave
each year solely due to workplace unfairness - costs
U.S. employers $64 billion annually
 30-40% of employees will hit retirement age in 5-10
years
 Pay equity
 Women still earn $.79 on the dollar compared to men
and African Americans earn $.60
 Based on current trends, it will take 47 years for women to
reach parity with men in corporate officer positions

5. THE FUTURE:
A STRONG INCLUSIVE CULTURE
Innovation Collaboration
Globalization Customer Success
Long-term prosperity and growth flourish in a culture of inclusion!
Employee Engagement
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6. INNOVATION/COLLABORATION
• Progress and innovation depend less on lone thinkers with
high IQs than on diverse people working together and
capitalizing on their individuality
• Diverse groups outperform homogeneous groups
• 85% of enterprises agree that diversity (and inclusion)
is critical for innovation
• Extensive multi-cultural experiences are highly related to
creative cognitive processes
• IBM’s bottom line increased by more than $300 million (up
from 10 million) due to increases in women to 52% on
their worldwide management council
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7. CUSTOMER SUCCESS/GLOBALIZATION
Workplace diversity is among the most important predictors of a business'
sales revenue, customer numbers and profitability. Cedric Herring, American
Sociological Review
• Gender Diversity is a competitive necessity for companies that supply
goods and services to other companies – contracts have been lost
due to sales teams being too male-dominated - Women to the Top
• Market representation enables teams to have a better understanding of
how companies do business, and to develop solutions that better fit
customer needs across gender, age group, cultures, etc.
• Diverse teams allow easier entry into global markets resulting in
increased market share and broader market access
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8. • There is a strong correlation between the level of diversity
and inclusion and overall job satisfaction and engagement
• The #1 managerial characteristic which promotes
engagement is – “shows strong commitment to
diversity”
• Inclusive leadership reduces turnover in diverse teams and
work groups
• Millennials are looking for a good work/life balance and
strong diversity policies
28% said that the work/life balance was worse than they
had expected before joining, and over half said that while
companies talk about diversity, they did not feel that
opportunities were equal for all
EMPLOYEE ENGAGEMENT

9. Companies and teams that
have incorporated diversity
and inclusion into their
business strategy have
seen real results to drive
the business forward!
Cumulative Gallup Workforce Studies in Business Case for Diversity with Inclusion
Inclusion Makes a Difference
39% Higher Customer Satisfaction
22% Greater Productivity
27% Higher Profitability
22% Less Turnover
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10. HOW DO WE GET THERE?
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11. 11
11 million
pieces of information
at any one time
The brain can
only process 40
pieces of
information at
any one time
OUR UNCONSCIOUS MIND

13. CONTEXT
Which table top is larger?

14. 14
Joan Williams author of WHAT WORKS FOR WOMEN AT WORK says
women face for challenges:
1. Prove it Again – prove competence over and over whereas men
are given the benefit of the doubt
1. The Tightrope – women risk being seen as “too feminine” meaning
emotional, or too agreeable and “too masculine” when they are
aggressive
2. The Tug of War – all of the above pressures on a woman often lead
them to judge each other on the right way to be a woman.
3. The Maternal Wall – women with children are pushed to the
margins of the professional world.
WOMEN’S DOUBLE BIND

15. “Three women on the board made individual
comments that were similar in direction,
which I didn’t respond to.
Not long after they spoke, a fourth person, who
happened to be a man, made a comment in
line with what the women had been saying,
and I said, ‘I think Jeff’s got it right, not even
aware of what I had just done.
To their great credit, the women didn’t
embarrass me publicly. They pulled me to the
side and played it back to me. It was a learning
moment for me.”
Jim Turley CEO OF
Ernst & Young

16. REMEMBER
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17. • Be inclusive
• Support Innovation
• Build a diverse network, mentor/sponsor
• Cross pollinate employee forums
• Ask men to support equal pay study
• Stand up to discrimination
• Eliminate or reduce bias
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18. McKinsey Quarterly Journal (March 2010)
MITIGATE DECISION BIAS
Pattern
Recognition
Bias
Comparisons with situations
that are not comparable
Change a past solution, role
reversal, make the situation
bigger
Action
Oriented Bias
Action without considering
ramifications
Overestimating success
Recognize uncertainty.
Encourage disruption
Stability Bias Inertia in the face of
uncertainty,
Maintaining status quo
Shake things up. Establish
stretch targets
Counter
Interest Bias
Conflicting incentives that
reward individual vs the team
Define criteria that will be
used to evaluate success
Social Bias Preference for harmony over
conflict
Stimulate debate, ensure
diversity of thought
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19. When did YOU experience unconscious OR conscious
bias. What happened? What was the impact?
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20. 1. Look for opportunities to
reduce or eliminate biases
while assuming positive intent
2. Mentor/Sponsor someone who
is different from you
3. Identify and support projects
that increase diversity in the
pipeline
4. Speak up, respectfully, when
you see something that is not in
line with your culture
5. Listen for ideas from those you
least expect them to come
6. Ask for policy changes to
support your company’s
growth
EACH OF US MAKES A DIFFERENCE
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21. 21
• Be more aware of your own unconscious bias.
• Take the Harvard Implicit Association Test
• Put practices in place to minimize unconscious bias
on your team/department.
• Encourage your company do to build a greater
culture of inclusion.
MAKE A COMMITMENT

22. WE ARE ALL CONNECTED, AND
TOGETHER WE CREATE THE
CULTURE WE WANT
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23. INCLUSION
To be inclusive is to leverage diversity by bringing together
unique individual backgrounds to collectively and effectively work
together to meet business objectives.
Some are sharp, some are pretty and some are dull. Some have weird names,
and all are different colors, but they all have to live in the same box.

24. MARILYN NAGEL
CEO Ready-Aim-Aspire and
Co-Founder NQuotient
marilyn@nquotient.com
THANK YOU
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