Thoughtful Diversity: Embracing Differences for Organizational Success
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About this ebook
However, organizations that cultivate it will find that it is a driver of innovation and a competitive advantage. This book simplifies the steps your organization can take to make diversity of thought a core strategy.
Rodney C. Austin, an accomplished Fortune 500 executive, shares what led him to appreciate what an asset diversity of thought can be at organizations, backing up his view with statistics, quotations, and resources to help others get started.
He also answers questions such as:
• How has affirmative action affected workplaces?
• What are the benefits of cultivating diversity of thought?
• How can you make diversity initiatives robust and inclusive?
The author emphasizes that it is better to have small successes than to overcommit, underdeliver, and lose credibility.
Achieve a culture of diversity of thought by successfully implementing diversity, equity, inclusion, and belonging initiatives with the insights and action steps in Thoughtful Diversity.
Rodney C. Austin
Rod has served as an HR executive at PPG Industries, Rexel Inc., Commercial Metals Company and US Steel. He has also led manufacturing and sales teams. His passion is improving the employee life cycle experience. He is a certified coach, motivational speaker, guest lecturer, and ordained deacon. You can reach him at rodaustinconsulting.com.
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Thoughtful Diversity - Rodney C. Austin
Copyright © 2022 Rodney C. Austin.
All rights reserved. No part of this book may be used or reproduced by any means,
graphic, electronic, or mechanical, including photocopying, recording, taping or by
any information storage retrieval system without the written permission of the author
except in the case of brief quotations embodied in critical articles and reviews.
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ISBN: 978-1-6632-4394-2 (sc)
ISBN: 978-1-6632-4395-9 (e)
Library of Congress Control Number: 2022915155
iUniverse rev. date: 10/31/2022
ACKNOWLEDGEMENTS
My wife Suzanne for her endless inspiration, confidence, patience, and love.
My children, Raymond, Courtney, and Tai for giving me purpose, perspective and unwavering encouragement.
My advisors, Claudia Montanari, Jennifer Neilson, and Kendra Trahan for their invaluable support and suggestions.
My friend and brother Dave Rossi for believing in me and always being available as a sounding-board and counselor.
My Lord Jesus for giving me a vision and, hopefully, some wisdom that others may find useful.
CONTENTS
Author’s Perspective
DEIB Basics
DEIB Definitions
Types of Diversity
Objective justifications for DEIB
Self-Check
DEIB Quotations
DEIB Benefits and Challenges
Preparation
Five Keys to DEIB Implementation
Know Your Why
DEIB is a Culture Change
Bring Everyone Along
Don’t Overreach
Listen
Implementation
Stage 1: Leadership Aligned
Stage 2: Management Prepared
Stage 3: Employees Involved
Stage 4: People Processes Audited
Stage 5: Results Measured
Stage 6: Sustaining the Diversity, Equity, Inclusion, and Belonging Initiative
Resources
I. DEIB Change Management
II. Communicating DEIB
III. DEIB Organizational Goal Setting
IV. DEIB Individual Performance Review Goal Setting
V. Review Processes for DEIB Bias
Conclusion
References
AUTHOR’S PERSPECTIVE
My professional career began forty years ago. Affirmative Action, a well-intended government program, had become accepted as something a business had to have in place to participate in government contracts and to appear socially conscious. Since that time, I have seen Affirmative Action progress from a strict focus on representation in the workforce to loftier ideals of diversity, equity, inclusion, belonging, and justice. My experience with what I will broadly call diversity has two facets, one personal and one professional, that are inextricably intertwined and form the basis of this book. Here is my story.
Personally, I was acutely aware of the vision, persistence, and literal sacrifice of so many who came before me to awaken the moral conscience of our nation and enact Affirmative Action legislation to open doors for minorities that were previously closed. Still, I was naïve and immature enough to