Transforming Work with Sophie Wade

Muriel Clauson brings a rich background in industrial and organizational psychology and psychometrics to the discussion about the importance of reorienting our employment focus from ‘jobs’ to ‘skills’. As co-Founder of Anthill—which enables adaptive talent management with employee buy-in using talent-mapping software—Muriel explains how we can emphasize people and skills, since talent, not technology, will ultimately determine competitive advantage.    KEY TAKEAWAYS   [03:32] Muriel started in finance, but soon realized it wasn’t for her. What next?    [03:50] With a mentor and determination, she got a job, then did a PhD in industrial and organizational psychology.   [04:48] On a NASA program, looking at humanities’ challenges, she missed the connection to work.   [05:57] Muriel was asked to fill a keynote spot at short notice. Without experience, she stepped up!   [06:45] If you’re passionate about something, tell everyone!    [07:27] - How we have typically been cataloguing and defining different occupations—by KSAOs: knowledge, skills, abilities and other characteristics.   [08:40] Instead of thinking about how people can keep their jobs as automation comes to the forefront, what are people bringing to a work experience, starting with skills?    [09:40] Using a relationship database with a more understanding of people’s skills and their jobs, the projections on job replacement went down dramatically.   [11:25] Muriel wanted to change databases so technologies being created to navigate Future-of-Work changes would be built on top of data organized around skills.   [12:29] How executives need to help employees navigate work changes as technology won't be a real differentiator in the future, it will be people.   [12:42] Employers over-correct for a gap in skills, training everyone on that skill.    [13:50] The perfect world? Where each person understands all they bring to the table, what next steps they could take, where each could lead them, and what their priorities might be   [14:32] The 30 year linear “one” career is gone.    [15:08] How can companies best track and manage employees’ new non-linear careers?   [16:20] Public school systems still use the Strobe Test to assess what job someone should do, although it is most correlated to their parents’ socioeconomic status.   [17:51] Muriel helps companies think about the skills their people can bring to the table and develop a strategy and jobs around them.    [19:18] People leave companies not because they're disengaged or overworked, but because they don’t see a progression and a future.    [20:44] More enterprises are adopting a people-first approach, realizing treating people well is aligned with incentives.   [21:03] After a necessary mental shift, how can employers individualize skills’-based solutions at scale?    [22:56] What are YOUR skills today?   [24:20] Muriel digs into psychometrics to help people identify what their skills are.   [26:10] Context for different tests is important in order to understand what they are assessing.   [28:28] Using a relational database and much historical data, answering a few questions can generate a good hypothesis which is then refined.   [29:29] Sharing test results with employees so they also benefit from insights.   [30:59] The importance of establishing a culture of trust at organizations.    [32:28] The benefit of asking employees: What skills and interests are you not bringing to the table now that you’d like to use more of?    [37:01] The pandemic catalyzed many leaders to change their mindsets, strategies and thinking about work.   [39:06] Muriel has been surprised by the shift in executives’ approach to internal talent mobility.   [41:10] We do robust modeling for resources and companies, but not talent.   [41:55] Employers began to have more empathy—helping employees get the most out of work.   [43:00] Imagine employees feeling comfortable enough to say “Hey, I’m not feeling fully leveraged” so they can be moved to a new opportunity.    [44:14] Talking about the future of work, it always boils down to deciding between technology/profits or putting their people first, but it’s a false choice.    [47:09] Muriel considers how we can bridge the gap between employers and employees.   [48:35] As a new generation of graduates enter the workforce, what do they need to be aware of in this new work environment?    [50:40] IMMEDIATE ACTION TIP: The future doesn’t have a ‘type’. In a rapidly-changing world, there is no one type of person that is most ‘future ready’. Each of us has a seat at the table and plays a role in creating our future.     RESOURCES   Muriel Clauson on LinkedIn    Muriel Clauson on Instagram — @anthillai   Anthillai.com   Onetonline.org     QUOTES   “There is so much more to people than job description.”   “I became obsessed with actually helping governments restructure their labor data in a way that was skills first.”   “When people started to take a skills-based approach, the projection on job replacement went down dramatically.”   “Technology actually won't be a real differentiator in the future, it will be people.”   “We have employees who want to learn and develop their career but lack that navigation on how to do it.”   “We need to come up with a way to help people really understand what they bring to the table.”

Matthew Bishop—author of Philanthrocapitalism, visiting senior fellow of the Brookings Institution and a founder of the Social Progress Initiative—discusses how we can begin to rethink, and reform, capitalism and better value all workers’ contributions. As we plan to emerge from a period of extreme disruption, our economic framework needs to be reconfigured and the human capital of America assessed as to whether it’s well-suited for the Future of Work.   KEY TAKEAWAYS   [04:00] The pandemic highlighted existing fault lines and intensified and accelerated disruptions that were already underway.   [05:37] Why does capitalism need to be reformed?    [06:55] After the crash of 2008, it became clear that we have a system of two halves – with almost all benefits going to the half with financial capital.   [07:45] COVID caused economic justice to rise to the top of the political agenda because of its impact on the average worker who already felt insecure about work.   [08:48] Capitalism wasn’t delivering for the average family and COVID accelerated the need to address this.   [08:57] The significance of the Business Roundtable announcement about all stakeholders, not just shareholders, benefiting.   [09:56] Why it makes sense to separate workers out from the rest of ‘social’ in the ‘S’ of ESG.   [10:43] There are a lot of conversations right now on how to be a better employer--but a big challenge is to figure out how to find broad agreement.   [11:49] WorkMoney is a new organization lobbying for working family rights in Washington—including the delineation between employees and independent contractors.   [12:50] What can be reconfigured to reform capitalism—setting an enabling context?   [13:33] Next steps--vocal companies talking about long-term stakeholder strategy.   [14:23] Measuring how companies are performing against UN Sustainable Development Goal targets.   [15:20] Is it time to reformulate GDP since it has never adequately measured progress?   [16:33] Matthew co-founded the Social Progress Index—a series of measures of the good society to use alongside GDP.   [17:22] COVID highlighted places with poor social performance as more vulnerable to deaths.   [18:39] What ‘normality’ may look like with the release of pent-up demand!   [20:28] Companies will be judged on how they responded during the crisis.   [22:00] CEOs know they have to change, but will their investors punish them if they do?   [23:40] The younger generation has seen nothing but chaos and catastrophe which likely results in jadedness and low trust levels.    [24:31] Without long-term career prospects, employees are happy to share opinions about their companies publicly especially credentials about social issues.   [26:40] Google has a large percentage of contract workers who are treated differently to employees.   [27:57] A bifurcated workforce can exist where high-paid employees are not focused on the social contract as regular employees are.    [29:47] Gender bias in management may improve after men have been more exposed in home-based chores and challenges during the pandemic.   [30:51] Matthew believes the ability to work from home will be an option for almost every job going forward.   [31:17] African American billionaire Robert Smith has proposed the 2% Solution to the Business Roundtable to address structural social challenges.    [33:17] COVID has highlighted deep social and structural problems in the economy and how difficult it is to get ahead.     [34:35] There will be a need for a massive re-skilling.   [35:19] The average American family needs to be equipped for the new world of work.   [36:02] A new initiative to create a national human capital strategy for America.    [37:03] The private sector needs to collaborate with universities and colleges and discuss future skills’ needs and what degrees will prepare future employees best.   [38:44] Employers, educators, and the government ought to get together and talk about what the future of work looks like even though you can’t predict how technology is going to evolve.    [39:51] The pandemic has shaken up the traditional four-year in-person degree.   [41:14] Where is ‘Philanthrocapitalism’ headed in the upcoming years?    [44:02] We have the opportunity to have a more constructive dialog between business and society.   [45:56] IMMEDIATE ACTION TIP: Big picture - demand a national Human Capital Strategy and be willing to participate. Within your own company - Talk with your own team and find out what they really want, what their expectations are and what good practice looks like.     RESOURCES   Matthew Bishop on LinkedIn    Matthew Bishop on Twitter — @Mattbish   Philanthrocapitalism.net   WorkMoney.org   Socialprogress.org   Worldbenchmarkingalliance.org   Association of American Colleges and Universities   Robert Smith’s 2% Solution   Businessroundtable.org     QUOTES   “There was already a recognition that capitalism wasn’t delivering for the average family.”   “You look at the last year and the richest people in the world, they’ve done fantastically well, and the average worker with no benefits, their life has gotten much harder.”   “I do think a lot of CEOs get it, they get the need to change, but they are concerned that investors are ultimately going to punish them for doing that rather than reward them.”   “There is a need to look seriously, not just at economic growth, but about how the money is spent in terms of really investing in a healthy society.”   “The average working family needs to be equipped for the new world of work. What’s striking to me is that we don’t have a lot of ideas about what to do beyond going to college.”   “Nobody really knows what the human capital of America is and whether it’s well-suited to the work of the future.”   “Employers, educators, and the government ought to get together and talk about what the future of work looks like.”   “We have the opportunity to have a more constructive dialog between business and society.”    

This episode Rob Tercek—author of Vaporized: Solid Strategies for Success in a Dematerialized World—discusses the reality of where we are, how to forecast appropriately, and plan strategically for 2021—understanding the opportunities and challenges. Rob poses questions to consider, identifies trends and advantages we can capture, as well as alerting us to dematerialization’s impact and how to work with it rather than be disrupted by it.   KEY TAKEAWAYS   [02:56] Humans are used to adapting for short crises which made 2020 endless and hard.   [03:55] Business decisions were paralyzed as many people were unable to decide how to move forward in 2020.   [04:27] There is light at the end of the tunnel in 2021 with the vaccine rolling out.   [05:02] The vaccine doesn’t mean ‘normality’, but we can start to plan to go back to the office.   [06:10] COVID19 has just accelerated the process the internet began.   [06:53] Companies are not going to abandon the investment they made in work-from-home infrastructure leading to two kinds of workforce—distributed and onsite.   [07:56] Executives secret desires to go back to the office and concerns about remote working.   [08:46] Questions to consider as leaders assess strategic options about how to configure their workplaces for 2022.   [10:04] Companies may use a faulty forecasting process when planning for beyond crisis mode.   [10:57] Organizations can mistakenly think they are the only ones dealing with these circumstances.   [11:41] What is the impact of the broad shift in consumer behavior—changed habits and products they are no longer buying?   [12:35] Invest for the future will not be to rebuild the company as it was in 2018 and 2019.   [13:47] For B2B businesses, user and developer conferences are turning into tutorials for users—creating new habits and switching costs.   [14:57] How to use data to counter some of the loss in face-to-face meetings for sales people.   [16:47] Putting the IT department and CIO at forefront of rebuilding for the future.   [18:02] The importance of HR gathering and tracking data for C-suite discussions.   [18:46] The balance of responsibility between employer and employee to maintain skillsets.   [22:37] Rob describes how to create an actionable forecast.   [23:42] The only way you can tell if a prediction is accurate is after it’s happened.   [24:40] Why confidence intervals and probabilities matter.   [27:18] How to adjust for different geographic restrictions and vaccine rollout to develop a rough hypothesis and timeline.   [31:39] For companies to be laying a foundation in 2021 for 2022 and beyond. Robert thinks we will have two quarters this year that will not be great.   [32:19] Plan to deploy new digital infrastructure for 2022, since it usually takes 12-18 months.   [34:07] Robert describes the significant impact of COVID19 on digital healthcare.   [35:59] What smart companies are doing differently now to gain market share.   [37:00] Critical focus needs to be on the customer journey, which may be different now.   [38:15] We have to have more self-awareness, especially about our emotional state   [39:27] The impact of digital media immersion which can act as an outrage-generator.   [40:56] Disruption is scary. It’s hard. Cutting people some slack is being empathetic.   [42:49] IMMEDIATE ACTION TIP: What parts of your work and life can—and will—be replaced by software or ‘dematerialized’? Consider carefully taking action or leave the opportunity for someone else!     RESOURCES   Robert Tercek on LinkedIn   Robert Tercek on Facebook   Robert Tercek on Twitter — @Superplex   Roberttercek.com     QUOTES   “There is a feeling, it’s a depressing thought, that 2021 seems like it’s going to be a continuation of 2020, and everyone knows 2020 was a terrible year on many levels.”   “Based on the current deployment of the vaccine, it seems unlikely we’re going to be through this COVID-19 until the latter half of 2021 and it could be as late as 2022. To set expectations.”   “You can’t turn back the hands of time. Many big organizations reallocated massive budgets to create a structure to work from home. That investment isn’t going to go away.”   “We lost two channels of information: Face-to-face meetings and conferences, but what we’ve gained is a different channel of feedback which is real-time usage data.”   “Everyone knows that we live in a changing world. Everyone knows that sudden dislocation seems to be the theme of this century.”  

Simone Sloan—diversity and inclusion specialist, business strategist and leadership coach—discusses how to become an inclusive leader. Simone shares her own early discovery that leaders with transactional management styles cannot nurture the kind of inclusive community at work that they need to succeed and advance. Bolstering practice with study and research, Simone explains how to lean in and understand team members’ experiences to: communicate differently, withhold judgments, connect and shift relationships, and improve collaboration.   KEY TAKEAWAYS   [02:25] Feeling the impact of a manager saying your inputs and ideas aren’t important or valued.   [03:50] What Simone discovered when she started branching out across the organization.   [04:20] The benefits of advocates and allies within your company.   [05:18] Building social capital – where women often miss out.   [06:14] When Simone took time to reflect and started being intentional about reaching out for short one-on-one meetings, she was surprised by the positive reactions she got.   [07:08] The importance of follow through and being strategic about building your tribe at work.   [08:39] During a merger, a colleague told Simone they ‘didn’t know her’. What did they mean and why did it matter?   [10:30] How Simone connected differently with her reports after she re-introduced herself.   [11:35] As relationships deepened across the team, the energy shifted and collaboration improved.   [13:15] How Simone transitioned from marketing to inclusive leadership by studying human behavior.   [13:45] What is ontological coaching and how does it help leaders perform?   [14:15] The difference it makes to start a meeting genuinely asking, ‘How is everyone doing?’.   [16:00] By understanding how everyone is showing up, it’s possible to shift a meeting from being transactional to intentional.   [16:40] How emotional intelligence creates awareness which leads to organizational clarity.   [17:35] Changing leadership styles and how to define what kind of leader you are.   [18:56] Simone explains how to be intentional about fostering an empathy-based company culture as a leader.   [20:44] How to help people connect by telling their diverse stories.   [22:06] Combining understanding and accountability—are you asking the right questions?   [22:40] Inclusive leadership means creating a safe space for people to share without retribution.   [23:52] The additional human dimension that COVID has pushed us all to understand.   [24:22] How vulnerability humanizes leaders and helps support people they’re not alone.   [25:46] Simone starts with values—what do you value as a human being?   [27:03] People want to be: welcomed, valued, respected, and heard—with commitment. Without one one of these, it’s exclusion.   [27:40] It’s a lot of work to make sure all four of these components are in place, but that’s the role a leader has to take on.   [27:53] How we start to reduce polarization and division across the country?   [29:15] We are in a period of change, which is why there is tension.   [29:57] Simone sees lack of trust as the greatest hindrance to cooperation going forward.   [30:40] Communication is the key to building trust, paying attention to style, cadence and content.   [32:25] Putting aside assumptions and judgments about others is essential when collaborating and communicating with others -- allowing them to show you how they see themselves.   [32:52] How leaders can reduce judgments with intentional awareness and reality checking.   [36:10] IMMEDIATE ACTION TIP: To become a more inclusive leader, think about what kind of experience people are having with you.   RESOURCES   Simone Sloan on LinkedIn   Simone Sloan on Facebook   Simone_Sloan_ on Instagram   Simone Sloan on Twitter — @AimInspireGrow   Biz Coach Network on YouTube   Yourchoicecoach.com   QUOTES   “When you are in it from a non-management role, that's where you feel the impact of what's inclusive, and what's not.”   “Think about who do I know, who knows me, who have I been interacting with? And start bridging out, and asking for a 15-minute one-on-one.”   “After opening up about our mood then we get into the agenda. Then we can start tackling things because now we have an understanding of where everyone's coming from and how they're showing up.”   “How are you defining your leadership style? Because some people have no clue, they're just like, ‘I just do.’”   “During this pandemic, I've seen more leaders get more vulnerable. When people can humanize themselves in front of large groups, people go, ‘Oh I'm not alone.’”   “People want to be welcomed, valued, respected, and heard. If one of those four things do not exist, it's an exclusion.”  

Michael Ventura—Founder of Sub Rosa and author of Applied Empathy—discusses his process for integrating empathy practices in work environments. He recommends doing self-work first and attaining sufficient awareness to stimulate and present an empathetic self. For business situations, he emphasizes cognitive empathy which involves perspective-taking driven by inquiry, as well as identifying and unpacking top workplace challenges. For the broader setting, Michael suggests we have conversations to understand, rather than conversations to win.      Key Takeaways   [00:53] Where the journey of empathy starts.   [03:36] Michael gets encouragement to be brave as an entrepreneur.   [04:00] Sub Rosa’s role as UN translator helping brands connect with their target audiences was Michael’s first empathy-making moment.   [04:42] How Michael’s entrepreneurial ventures have all applied empathy in order to connect with people in meaningful ways.    [05:15] Generations differ in how they relate to technology.    [06:28] Defining generations, and the conundrum for those born 1977 to 1984!    [09:27] The interior work involved in empathy—observation, witnessing, and practice.   [10:14] In his book, Applied Empathy, Michael included self-work practices and how these help us learn about others.   [11:53] What is the most effective way to communicate the value of empathy in business?   [12:30] How we can measure empathy—through its impact.   [13:42] Since March 2020, has interest increased in practicing empathy at work?   [14:30] People have recognized issues communicating and collaborating, but not known that practicing more empathy was the solution.   [15:28] An unintended consequence of quarantine work environments: that employees see more of the ‘whole person’ of their co-workers.     [17:10] If managers want to support their team better, they need to shift their behavior and manage each person individually.   [19:04] When managers understand more about themselves, they can show up more empathically and be more effective.    [20:09] We become more aware when we ask ourself questions, recognize and take care of multiple aspects of our ‘self’.   [21:42] Michael finds core issues by asking managers about the biggest rock they are facing.    [23:04] There is so much on managers’ plates right now, how can their transition be supported?    [23:58] Michael advocates for manager peer groups for problem-solving and support.   [25:15] How does Michael define empathy? It’s not about being nicer to people!   [26:24] The three types of empathy.   [27:59] The importance and challenge of cognitive empathy - the Platinum Rule.   [29:43] How cognitive empathy is the easiest to demonstrate value generation to an organization.   [30:22] Michael positions empathy as a hard skill—it’s hard to practice and slows things down before it speeds them up.   [31:12] Cognitive empathy is inherently neutral and needs to come with a set of ethics.    [33:10] How can we apply empathy and help bring people together across the country?   [34:59] Approaching conversations to understand, not to win.   [36:52] Michael shares learnings from conversations he and his wife have had while traveling cross country in their caravan.   [37:44] Practicing empathy is sometimes a slow process.    [39:26] IMMEDIATE ACTION TIP: To create a daily practice of empathy, find the benign moment of the day or questions and think about ways to shift them—such as going from an autopilot ‘How are you doing?’ to ‘What’s it like to be you today?’     Resources   Michael Ventura on LinkedIn Instagram - @themichaelventura The Bridge Generation by Michael Rosa WeAreSubRosa   Quotes   “If you don’t learn how to get into trouble, you’ll never learn how you will get out of it.”   “Good managers already know, especially in this time, that there is no one-size-fits-all way of managing. You can’t manage everybody the same way.”      “Everyone has a synonym for empathy because we don’t have a shared definition of empathy.”   “There's a big difference between having a conversation to win and having a conversation to understand.”   “Practicing empathy is sometimes a slow process.”   “Find the benign questions or moments in your day where you go on autopilot and think about ways you can shift that.”

Jeff Wald, founder and former CEO of WorkMarket, shares his data-rich perspective with authoritative clarity to discuss the evolution of the On-Demand Economy, including the impact of technology, regulation, and the pandemic on its future direction and potential. Jeff considers how new understanding about remote working affects opportunities for on-demand workers, what is the ‘future of the firm’, and the critical issues facing us all with shifting business conditions and labor markets.   TAKEAWAYS   [03:44] A lack of systems and processes was holding back the On-Demand economy.   [04:57] The IRS has a 2-factor test to determine if someone should be classified as an employee or not.   [06:02] Each company has a complicated task to decide relevant criteria for their on-demand workers.   [06:55] Labor force regulation needs simplifying, but there’s zero near-term possibility of it happening.   [07:25] The impact (or continuing uncertainty) resulting from California’s Uber lawsuit conclusion.   [08:36] How regulation-related confusion is causing companies to consider hiring fewer freelancers.   [11:00] How much the On-Demand economy has been going over the last 10 years.   [12:20] Regulation has been hindering growth, but software has helped interpret regulations.   [12:39] Jeff guesses that regulation will shrink the on-demand economy over the next 10 years.   [14:48] Are more companies tapping into the ‘total extended workforce’ strategically?   [17:00] The percentage the remote workforce will grow as a result of COVID19.   [17:31] 42% of the US workforce CAN work from home.   [18:03] Moving on from ‘productivity equals presence’ mindsets.   [19:27] How policies, procedures, and infrastructure changed in March 2020, so that everyone possible could work remotely.   [20:11] Humans are social animals—the ‘Hub and Club’ role of offices in the future.   [21:39] The percentage of people wanting flexible work arrangements going forward.   [23:53] Needing to be more responsive, organizations can adapt the employee/freelancer composition of the workforce.    [24:42] One impetus for WorkMarket was the prediction that firms have small fixed cost kernels with everything else done on-demand.   [25:08] Understanding ‘total talent management’ where companies see all their labor resources together.   [26:08] Job versus income security relating to full-time jobs and on-demand work.   [27:12] How the economic environment might affect workers’ attitudes towards full-time positions.   [30:00] The changing social contract and convergence between full-time and on-demand workers.   [32:05] The depletion of training budgets with responsibility shifting to workers.   [32:49] The COVID19 disruption enabling non-incremental change and crafting new work conditions and practices.   [33:50] The rise of robots means displaced workers and re-skilling—but who owns workers’ training?   [35:15] What the impact of workers getting left behind means for society.   [36:00] Now, the average skill diminishes in four to six years, rather than 30 years.   [38:52] Jeff’s interim full-time gig with the Biden campaign, supporting the democratic process, and the need for Presidential support of the working class and retraining.     [40:31] Jeff’s next entrepreneurial venture—potentially helping companies benefit from staying connected with former employees.   [34:14] IMMEDIATE ACTION TIP: Jeff’s lingering question—'who should own employees’ retraining?’ Until there is a clear answer, be proactive, keep learning, and keep your skills updated!     QUOTES“The tailwind pushing the on-demand economies, people wanting to be more agile. The headwind is regulation pushing the other way.”   “My guess is that regulation wins that fight, and that the on-demand economy shrinks.”   “There is convergence between the part-time or on-demand worker, and the full-time worker.”   “You will see millions of workers that need to be retrained…and as a society we have not done that retraining well, and it’s unclear who should own that training.”   “Everybody has got to constantly be reading and updating and staying in touch with the new stuff, or you will become irrelevant… Everybody’s got to own it in some way on their own.”   RESOURCES Jeff LinkedIn Jeff on Twitter The End of Jobs: The Rise of On-Demand Workers and Agile Corporations by Jeff Wald The Nature of the Firm by Ronald Coase

Karyn Twaronite, EY’s Global Vice Chair of Diversity and Inclusiveness, explains the depth and breadth of diversity and how inclusiveness is at the core of a culture of belonging. She describes the importance of practicing empathy and being authentically and actively involved for nurturing these values. Karyn suggests what more we can all do to enable fully-supportive corporate environments.   Key Takeaways   [2:48] Diversity has many different dimensions and has evolved. How does Karyn define it at EY?    [4:04] Karyn describes the evolution of diversity with four Cs: Compliance, Character, Commerce, and Culture.    [05:12] How important authenticity is to avoid an ‘inclusion allusion’ and keep striving.   [06:36] A sense of belonging creates inclusiveness which comes from people having empathy for each other.   [07:16] Employees felt the most sense of belonging was when the people they worked with checked in with them one on one.   [08:40] Highly-effective team leaders are being asked to lead their team and their teams’ families.   [09:25] Empathy is a key ingredient with respect to checking in and feeling a sense of belonging.    [10:00] How to create a culture of belonging while maintaining uniqueness and not asking for conformity.   [11:17] How equitable sponsorship has been a transformational lever for EY to increase diversity.    [12:56] Women who are sponsored are more likely to stay longer, lean in to opportunities and return from maternity leave.   [13:41] How executives can be measured and rewarded for achieving inclusive leadership goals.   [14:39] Empathy relating to recent experiences and protests has moved people from passive disapproval to more active roles.   [15:53] Racism and discrimination exist everywhere. Understanding, compassion and empathy also exist everywhere and have ignited new conversations, creating a sense of urgency.   [16:36] A platform for social equity: What does your organization stand for and against?    [16:56] How can you be an active anti-racist? What does that mean for you and your situation?    [19:37] What leaders and senior executives can do to create a more inclusive corporate culture.   [20:39] Key DNI reasons for companies include creating a safer and more respectful work environment.    [21:21] Key inclusive leadership behaviors.   [21:30] Creating DNI as a business topic to track and share updates on progress.    [23:40] Why checking in on employees matters.   [24:08] Leaning into similarities AND differences.    [25:26] Anybody can take charge and become an inclusive leader.    [25:50] ‘Violent politeness’ and why the highest earning team member should offer their opinion last.   [28:04] How to stay proactive—consider who is sitting on the sidelines in your company or team?   [29:46] Immediate Action Tip: Expand your A team. You might be pleasantly surprised who’s sitting in the wings.    Resources   Ey.com Karyn on LinkedIn Karyn on Twitter EY Global D&I page How to strengthen inclusive leadership in times of crisis EY Global Executive Diversity & Inclusion Statement EY’s commitment to anti-racism in the US     Quotes   “If you aren’t really authentic in your effort to bring about a real inclusive culture, you can end up with something I call an inclusion illusion.”   “Employees felt a sense of belonging when the people that they worked with checked in with them one-on-one.”    “Empathy is a key ingredient and without it you’re really going to miss the bullseye.”   “A mentor stands beside you, but a sponsor is someone that stands in front of you and is very active.”   “Tone from the top is critical.”   “’You don’t have to be the most senior person on the team to be an inclusive leader.”   “Inclusion allows everyone on the field to play.”  

Diversity and inclusion are best addressed with a multi-dimensional approach founded on empathy believes Siham Jaafar, President and CEO of 3D Consulting and Communications, whose training and consulting focuses on educational, law enforcement, and corporate audiences. Siham shares her perspectives and insights about how empathy-driven awareness increases our knowledge and decreases our fear of each other to bridge gaps and build connections, showing us that we are more the same than we are different.     Key Takeaways   [02:35] What drew Siham to diversity and inclusion training?   [03:48] Siham shares a vital turning point for her and how she thought about diversity and the catalyst for the Images & Perceptions Diversity Conference.   [4:35] Teachers have always been an important portion of the conference audience.   [4:40] Asking difficult questions allowed people to understand more and get comfortable.   [5:14] A vital turning point for Siham — How knowledge turns fear into enrichment about other people.   [6:40] Well-known speakers sharing their personal experiences in Hollywood and other industries brought credibility and relatability.   [8:06] Why many judges, lawyers, and law enforcement attend the conference.   [9:40] Empathy is the platform to build everything on.   [10:21] The difference between tolerance and acceptance and empathy’s role for achieving acceptance.   [11:16] The fear factor and its impact.   [12:41] The ‘need to know’ factor and getting a solid understanding of what you are dealing with.   [13:33] How COVID19 is making us all more vulnerable and aware.   [14:44] The challenge of talking about integration while staying physically distanced.   [15:25] How much are we thinking about everyone putting their lives on the line during this pandemic?   [17:48] What the pandemic and George Floyd’s death has revealed — ‘when the snow melts’ you see what’s underneath.   [18:28] People want police officers to be active, present, and do their jobs in a safe way, as well as stay safe.   [19:28] What kind of training helps police officers react empathetically when dealing with stressful conflict-ridden situations so things don’t escalate?   [20:10] The need for funding to have experts available and training for police officers to be better-equipped to respond and deescalate situations such as domestic violence.   [20:42] It’s critical for police officers to understand themselves—their way of thinking and backstories—and how that affects their personal perception of what they see.   [22:01] How the ‘fear factor’ influences African American parents’ discussions with their kids, creating different perspectives and emotional responses, such as during a traffic stop.   [22:58] If an officer has a different perception over why someone is acting a certain way, it can deeply affect their stress levels and conflict response.   [24:01] In most situations, when people are treated with respect and dignity, it creates an environment that encourages voluntary compliance.   [25:52] How do you create a safe place for people to tell their story in your organization?   [26:24] Someone asking questions wants to learn.   [26:54] We are more the same than we are different, we face the same challenges and want similar things.   [28:28] Remembering we can agree to disagree and still appreciate other’s thinking and accept it.   [29:05] Understanding more about our coworkers by seeing into their homes.   [30:26] A lot of disparities have been revealed during the pandemic.   [33:00] Life is about connectivity. It’s about human to human connection.   [34:00] We’re all in this together, but we’re not. The snow is melting and revealing the disparities.   [36:15] IMMEDIATE ACTION TIPS: Accept others. Get to know other people’s backstory. If someone reacts differently, don’t take it personally. And lend a helping hand where you can—now more than ever.   Resources 3dconsults.com Siham on LinkedIn 2010 Documentary: I Am   Quotes   “There’s a ‘need-to-know’ factor and there’s a fear factor.”   “I guess you fear what you don’t understand. It’s frightening, but once those gaps are filled they become more of a new enrichment process in your life.”    “Compassion and empathy can improve communications, inner personal relationships, and can even make you happy.”   “It’s definitely in the training. You wouldn’t send a brain surgeon to put out fire. When police officers go into situations and they don’t have any training or background, that’s going to be an escalated situation.”   “’Once the snow melts, the dirt shows’. And we have to address that dirt.”   “If you treat people with respect and dignity, regardless of the situation or who they are and where they came from, I believe you will instill more of an atmosphere of voluntary compliance.”

Mark Read, CEO of WPP, explains how strong cultural tenets help the organization connect with clients, support employees, and continue to innovate across the 100+ countries they operate in despite current circumstances. He emphasizes the importance of empathy for understanding evolving consumer behavior and workers’ different situations, as well as for responding to the protests sparked by racial injustice. Mark shares WPP’s commitments that ensure everyone feels comfortable to speak up and bring their whole self to work. Key Takeaways   [00:45] What is the connection between empathy and corporate culture?   [01:03] Multinationals are dealing with multidimensional challenges.   [03:47] How WPP’s purpose has guided the company during the COVID19 pandemic.   [05:05] The effect of responding with an empathetic, common sense approach.   [06:16] How communication helps manage and support employees through uncertainty.   [07:10] The benefit of making clear decisions and not changing tack during a crisis.   [08:25] Encouraging people to connect regularly with co-workers.   [09:22] The influence of WPP’s cultural values: being open, optimistic, and extraordinary.   [10:21] WPP recently launched WPP TV as a way to bring employees around the world together.   [11:50] How COVID19 has accelerated the arrival of the Future of Work.   [12:29] Mark’s views about the use of technology to work effectively and its role in attracting the best people.   [16:02] The world’s biggest period of self-reflection.   [17:32] WPP’s guiding principles for bringing people back to the office in 100+ countries.   [18:45] Anticipating a seismic shift in people’s attitudes towards remote working.   [20:15] How will brands be rethinking how to connect and engage with their consumers long-term? Mark breaks it down in three phrases.   [21:35] What area of business or society has not been changed by the pandemic?   [23:03] Clients’ interest to accelerate digital transformation has increased.   [23:47] WPP is thinking through the future of work, as well as rethinking the future of the high street.   [25:10] How have the protests against racial injustice around the world affected WPP?   [25:37] The changes WPP has committed to make.   [26:25] Why the perspective of anti-racism is important and working proactively to make a difference.   [27:31] Leaders’ roles in making lasting change with a focus on recruiting.   [29:03] Mark shares how WPP created a safe space and environment where people could speak up and share their experiences.   [30:27] How WPP’s culture helps cultivate a company where people are comfortable bringing their full selves to work.   [31:43] The essential role of empathy to support diversity and inclusion.   [32:12] Fighting racism becomes a task for everyone.   [33:03] How to sustain new approaches and initiatives long-term.   [34:14] Mark’s recommendations about how to stay connected, without having to travel!   [36:03] IMMEDIATE ACTION TIP: Say hello. Check in with people and see how they really are doing.   RESOURCES   wpp.com   WPP on LinkedIn   WPP on Twitter   Mark’s bio   Mark on LinkedIn   Mark on Twitter   QUOTES    “Communicate as much as possible with people. You cannot overcommunicate with people.”   “Our clients have a much greater desire to accelerate digital transformation. Companies that can transact online have definitely come out in a much stronger position.”   “We’ve seen more innovation in the last three months than we’ve seen in the previous 10 years, and I think the world we come out to will be very, very different.”   “When we get back to normal, probably by the time we’re through this, we would have forgotten what normal is like.”   “We committed to use the power of our voice. This notion that silence is complicity I think it helps you to think through what you need to say.”   “If you don’t have empathy, you don’t try to understand where other people are coming from.”   “Fighting racism becomes a task for everyone.”

Jey Van-Sharp, Principal at MyÜberLife, is an expert on culture. Jey discusses our many cultures as fundamental expressions of how we understand the world and each other. He explains why we are experiencing cultural dissonance and discomfort right now and how to step outside our own cultural codes. Jey offers insights into how companies and brands can make important cultural shifts.   Key Takeaways [00:47] The role of empathy within our culture.   [01:18] Why culture’s core role becomes more evident during times of uncertainty.   [02:38] How do you define corporate culture?   [04:33] In unsettled conditions, culture needs to be emphasized, how can companies best focus on culture?   [05:19] We are each born into multiple cultures as social creatures.   [06:34] People try to create dominance of one culture over another.   [07:38] Why we are experiencing cultural dissonance now.   [08:30] How a company can create a sense of community and build a strong culture.   [09:15] What happens when a company, its employees and customers do not have aligned cultural values.   [10:20] Why youth culture is the most dominant culture.   [10:48] Historical channels of information presented conventional wisdoms pretending to be truths.   [11:49] How can brands fill in cultural texture for consumers with limited current options.   [13:01] Once you understand a community, then you can serve them.   [14:24] The value of empathetic listening.   [14:45] The effect of operating from the standpoint that everyone has value.   [15:49] Learning the ‘code’ of the dominant culture. Being a ‘code switcher’ to be able to see value.   [17:47] How to generate shifts to change culture—view your company as a platform of empowerment.   17[] Bring in additional voices, have authentic conversations, listen to and train them. [19:53] The unwithering of old ideologies.   [21:00] When private enterprise and people team up, change happens very quickly.   [21:17] The aim is not for comfort. The aim is for understanding and truth.   [23:23] Is age a demographic or a mindset? Create new archetypes.   [24:26] The fourth branch of American government is the media and the fifth branch is corporate marketing.   [26:35] Cross communication is critical, not just of races, but also genders and age ranges so as to not miss out on understanding and opportunities.   [28:15] We have to get comfortable with being uncomfortable   [29:42] With continued economic strain and ongoing uncertainty, this is the moment for culture to bring us together.   [30:35] The consequence of having a culture of dismissal, dominance, and superiority.   [31:57] Crafting the new normal with empathy and human values.   [32:49] We are all scared human beings in awe of this reality and the best leaders will guide us through the uncertainty.   [34:59] Recognize the history of the world we live and the people within it.   [35:32] When you see a source of information, try a counter-factual simulation: try and disprove your assumptions.   [37:11] As executives, business people, corporations, and brands, we are part of the narrative of equality and justice.   [38:03] Memes are part of memories, passed down through culture, oral stories, statues, language and frameworks.   [38:41] We need to practice rational empathy—less academia, less rational thought, more feeling and understanding.   [39:39] You have to incentivize feelings.      IMMEDIATE ACTION TIP: Question what you know. Try to disprove your own assumptions. Try not to judge. Get into the habit of inquiry. Operate from a place of humility.     Resources: Myuberlife.com Jey on Twitter   Quotes:   “Culture beats strategy. For me, culture is the memories, value system, the beliefs, the shared goals, the fears, the ideology, mythology that exists within each community of people.”    “Don’t try to speak on the behalf of people you don’t understand. Bring those people in. Lend them your platform.”   “Brands and private enterprise play a big role. When private enterprise and the people team up, change happens very quickly.”   “Get interested in the world again, read about the world, question everything that you know.”   “Every day is a brand new day to operate from a place of complete humility, complete awe, complete transparency, complete authenticity.’