A Follow Up – Innovative Diversity Leadership for the US Armed Forces

Last week I published my annual review (link to blog) of progress in the US Armed Forces around LGBT (Lesbian, Gay, Bisexual, Transgender) Diversity following the ending of “Don’t Ask, Don’t Tell” (DADT) at the end of 2010. I now follow up that article by sharing some great

Dr. Adis Maria Vila, United States Air Force Academy Chief Diversity Officer

Dr. Adis Maria Vila, United States Air Force Academy Chief Diversity Officer

resources from one of my Linked In connections, the Diversity and Inclusion Leader of the U.S. Air Force Academy, Dr. Adis Maria Vila.

Two key points to start with:
1. Fostering diversity and inclusion initiatives at the US Service Academies is an outstanding and critical emphasis since these academies develop many of our military and national leaders.
2. The excellent methodology that Dr. Vila deployed at the US Air Force Academy is easily transferable and applicable to all kinds of enterprises: educational, business, non-profit, etc.

Here are the links to these two well-written, well-organized clear articles, authored by Dr. Vila::

“Building a Culture of Inclusion at the U.S. Air Force Academy,” in the Spring, 2012 National Civic Review.

“Next Steps for Building a Culture of Inclusion at the U.S. Air Force Academy,” in the Winter, 2013 Insight Into Diversity (once the entire magazine comes up go to pages 6-8)

Some of the key sharings from Dr. Vila fom her last two years of experience in her diversity and inclusion leadership at the USAFA that are transferable for all of us in this field include:
• The importance of understanding the history and culture of the organization to assure developing a diversity and inclusion strategy that is relevant and that will resonate with leaders.
• Extensively collaborating across the organization to create a plan that clearly articulates the core importance of diversity and inclusion to the organization’s strategy.
• Building a core of advocates across the organization who will assist with the communication and execution of the strategy
• Deploying the strong combination of top-down direction setting, board-based bottom-up performance improvement, and cross-process process redesign.

Finally as a diversity consultant with a specialization in LGBT diversity, I am very pleased that Dr. Vila did explicitly include LGBT diversity in the mix. In one article when writing about the composite of individual characteristics included with diversity, she wrote, “This description of diversity is broad and is likely to expand even more as lesbians and gays openly serve in the Air Force.”

Do study these two articles and use them to make your own diversity and inclusion efforts more effective!

Three Components of Diversity and Inclusion Training


Please feel free to contact me to discuss how I can provide customized and exciting diversity and inclusion training for your organization. Stan Kimer, 919-787-7315. Stan@
TotalEngagementConsulting.com


UPDATED DECEMBER, 2015: I published a new blog to go along with this one – CONTENT of Diversity and Inclusion Training where I provide a sample outline of the topics I typically include in a training session.


Also check out links to additional blogs and resources at the bottom.

I recently was asked to submit a bid to a Fortune 500 firm for design and delivery of a one-day diversity and inclusion workshop for middle managers. As I studied my past material and prepared my bid, I realized that successful diversity training needs to contain three major components that I call heart, mind and action.

First, leaders need to be inwardly and sincerely (in their hearts) be convinced of the importance of diversity and inclusion, and how critical it is to their enterprise’s success. Unless leaders internalize this topic and are truly committed and passionate, they may just half-heartedly go through diversity actions. Eventually this will show through in mediocre execution and performance. True commitment and passion will lead to excellence in execution.

Second, leaders need to be given the content knowledge that speaks to their minds. In addition to inward passion, the intelligent and analytical mind needs to be provided compelling logic, business case information, principles and useable tools. Basically content knowledge adds the structure around the base of passion and commitment. Link to my blog about the business case for diversity.

And third, any successful training must also end with a call to action where leaders put in place ongoing plans to apply what they have learned. So often one day workshops conclude and after a week or two everyone is back to the “same old, same old.” I recommend brief accountability sessions where trained managers document their execution and development plans around diversity, and then share in pairs or small groups for even 10 minutes once a quarter. Passion and knowledge combined with deliberate action will lead to the best results.

FINAL NOTE: It is important that all employees within an enterprise receive diversity and inclusion training. Co-workers are most often the frequent cause of employees not feeling welcomed and becoming unhappy at work, and most often it is the non-management employees on the front lines who interact with your diverse customers.

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Link here to request an e-mail copy of my workshop descriptions.

Additional blog links:

A blog about how Diversity has become a Key Strategic Business Initiative.

In “The Business Case for Diversity” I provide a financial model for calculating return on investment for diversity initiatives.

In “Part 3 – Considerations of Aging” I write about the impact of aging and generational diversity on the workforce.

In “The Various Growing Types of Diversity” I discuss emerging hot topics in the diversity field, which continues to evolve.

A blog about how I provided diversity training for a company after a negative incident, and how it was a win-win for all parties.