Workplace Diversity Quotes

White people raised in Western society are conditioned into a white supremacist worldview because it is the bedrock of our society and its institutions. Regardless of whether a parent told you that everyone was equal, or the poster in the hall of your white suburban school proclaimed the value of diversity, or you have traveled abroad, or you have people of color in your workplace or family, the ubiquitous socializing power of white supremacy cannot be avoided. The messages circulate 24-7 and have little or nothing to do with intentions, awareness, or agreement. Entering the conversation with this understanding is freeing because it allows us to focus on how--rather than if--our racism is manifest. When we move beyond the good/bad binary, we can become eager to identify our racist patterns because interrupting those patterns becomes more important than managing how we think we look to others. I repeat: stopping our racist patterns must be more important than working to convince others that we don't have them. We do have them, and people of color already know we have them; our efforts to prove otherwise are not convincing. An honest accounting of these patterns is no small task given the power of white fragility and white solidarity, but it is necessary.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

a workplace can look as diverse as the United Nations, but if the employees are not truly respected, not truly valued, not truly involved, and not truly treated with dignity, what you have is a great photo opportunity, not real inclusion.

For folks who have that casual-dude energy coursing through their bloodstream, that's great. But gays should not grow up alienated just for us to alienate each other. It's too predictable, like any other cycle of abuse. Plus, the conformist, competitive notion that by "toning down" we are "growing up" ultimately blunts the radical edge of what it is to be queer; it truncates our colorful journey of identity. Said another way, it's like living in West Hollywood and working a gay job by day and working it in the gay nightlife, wearing delicate shiny shirts picked from up the gay dry cleaners, yet coquettishly left unbuttoned to reveal the pec implants purchased from a gay surgeon and shown off by prancing around the gay-owned-and-operated theater hopped up on gay health clinic steroids and wheat grass purchased from the friendly gay boy who's new to the city, and impressed by the monstrous SUV purchased from a gay car dealership with its rainbow-striped bumper sticker that says "Celebrate Diversity." Then logging on to the local Gay.com listings and describing yourself as "straight-acting." Let me make myself clear. This is not a campaign for everyone to be like me. That'd be a total yawn. Instead, this narrative is about praise for the prancy boys. Granted, there's undecided gender-fucks, dagger dykes, faux-mos, po-mos, FTMs, fisting-top daddies, and lezzie looners who also need props for broadening the sexual spectrum, but they're telling their own stories. The Cliff's Notes of me and mine are this: the only moments I feel alive are when I'm just being myself - not some stiff-necked temp masquerading as normal in the workplace, not some insecure gay boy aspiring to be an overpumped circuit queen, not some comic book version of swank WeHo living. If that's considered a political act in the homogenized world of twenty-first century homosexuals, then so be it. — excerpt of "Praise For The Prancy Boys," by Clint Catalyst appears in first edition (ISBN # 1-932360-56-5)

Will having more women on your team result in greater profitability? Actually, yes.

1. Get male leaders to attend women’s conferences. One technique is to encourage male senior leaders to attend women’s leadership conferences.

To counteract the gender bias, men shouldn’t take over the note-taking from women, everyone should be taking notes!” How

Diversity training doesn’t solve the problem of women being perceived as “pushy” and unlikable if they dare to seek power; our legal system isn’t equipped to deal with the fact that Americans still prefer male bosses (and politicians). Sexual harassment is still rampant in our modern workplaces, and often HR departments are all but powerless to do anything to stop it.

A fast and innovative workplace is made up of what we call “stunning colleagues”—highly talented people, of diverse backgrounds and perspectives, who are exceptionally creative, accomplish significant amounts of important work, and collaborate effectively.

People viewing their organization like a machine fail to realize that the machine parts who burn out in the workplace, both NeuroDivergent or NeuroTypical, tend to be some of the most devoted employees. Why? Because to work hard enough to burn out, you have to care about what you’re doing.

As communicators, we are complicit in the harm caused by performative communications, microaggressions, reinforcing stereotypes in our content, and contributing to damaging our brand’s reputation…. As conscious communicators, with an awareness of others’ experiences and a commitment to centering them, we are uniquely positioned to help build a truly people-centered workplace.

If trust is the core value that allows us to meet the world in a cheerful stance, then tolerance is the equally important quality that allows us to deal with the realities of differences and conflict. Let's be honest: If people were all more or less the same — if there were no differences in race, religion, sexual orientation, political leanings — life would in some ways be easier. But, boy, would it be dull! Diversity is the spice of life. Our ability to embrace diversity makes our own lives richer. Conversely, whenever we fall victim to prejudice or unadmitted bias, we make our own lives smaller and poorer. You don't believe that women are the equal of men in the workplace? Well, your world has just shrunk by half. You have a problem with gay people? Well, you just deprived yourself of 10 percent of the population. You're not comfortable with black people? Latinos? You get my drift. Keep giving in to intolerance, and eventually your world contains no one but you and a few people who look like you and think like you; it gets to resemble a small, snooty, and deathly dull country club! Is that a world worth living in?

It has become fashionable for modern workplaces to relax what are often seen as outmoded relics of a less egalitarian age: out with stuffy hierarchies, in with flat organisational structures. But the problem with the absence of a formal hierarchy is that it doesn’t actually result in an absence of a hierarchy altogether. It just means that the unspoken, implicit, profoundly non-egalitarian structure reasserts itself, with white men at the top and the rest of us fighting for a piece of the small space left for everyone else. Group-discussion approaches like brainstorming, explains female leadership trainer Gayna Williams, are ‘well known to be loaded with challenges for diverse representation’, because already-dominant voices dominate.

This approach is flawed on multiple levels. First, when institutions conflate racial and gender diversity metrics with diversity of thought in their organizations, they implicitly reinforce the incorrect assumption that genetic characteristics predict something important about the way that a person thinks—the most fundamental assumption underlying racism itself. Second, this approach empowers entrenched managers to create the visible appearance of diversity in their organizations while avoiding the need to engage with true diversity of thought, including challenges to their incumbency. Third, when a narrow conception of diversity is implemented through affirmative action or other quota-based systems, that fuels racism and sexism by fostering tokenism in the workplace and animus among communities that fail to benefit from these programs.

Core ideology provides the glue that holds an organization together as it grows, decentralizes, diversifies, expands globally, and develops workplace diversity. Think of it as analogous to the principles of Judaism that held the Jewish people together for centuries without a homeland, even as they spread throughout the Diaspora.

I’ve learned that there’s a lot of good intention out there when we say “diversity and inclusion,” but our societies and workplaces often operate on the principle that if we mean well, then even the worst of behaviors can be excused. It’s why most well-meaning people get so defensive when you call them discriminatory. There are few phrases that would get someone more angry than if you called their behavior racist or misogynist. Many people will retort with some version of, “But I don’t see color” or “I didn’t say that because you’re a woman.

No state in America has taken more aggressive action to reduce the public’s exposure to chemicals, and to secondhand smoke, than California. California banned the sale of flavored tobacco, because it appeals to children, and the use of smokeless tobacco in the state’s five professional baseball stadiums. It prohibited the use of e-cigarettes in government and private workplaces, restaurants, bars, and casinos. San Francisco in late 2020 banned cigarette smoking in apartments.8 In the fall of 2020, California outlawed companies from using in cosmetics, shampoos, and other personal care products twenty-four chemicals it had deemed dangerous.9 And yet breathing secondhand smoke and being exposed to trace chemicals in your shampoo are hardly sufficient to kill. By contrast, hard drug use is both a necessary and sufficient cause to kill, as the 93,000 overdose and drug poisoning deaths of 2020 show. And yet, where the governments of San Francisco, California, and other progressive cities and states stress the remote dangers of cosmetics, pesticides, and secondhand smoke, they downplay the immediate dangers of hard drugs including fentanyl. In 2020, San Francisco even paid for two billboards promoting the safe use of heroin and fentanyl, which had been created by the Harm Reduction Coalition. The first had a picture of an older African American man smiling. The headline read, “Change it up. Injecting drugs has the highest risk of overdose, so consider snorting or smoking instead.” The second billboard’s photograph was of a racially diverse group of people at a party smiling and laughing. The headline read, “Try not to use alone. Do it with friends. Use with people and take turns.”10 When I asked Kristen Marshall of the Harm Reduction Coalition, which oversees San Francisco’s overdose prevention strategy, about the threat posed by fentanyl, she said, “People use it safely all the time. This narrative that gets it labeled as an insane poison where you touch it and die—that’s not how drugs work. It’s not cyanide. It’s not uranium. It’s just a synthetic opioid, but one that’s on an unregulated market.

Talking about diversity and inclusion in the workplace is one of the most important conversations you will ever have with your employees.

The rise of remote work is a golden opportunity for HR to champion diversity and inclusion by sourcing talent without geographical boundaries.

I have lost track of the number of times when I chatted with DEI professionals or even diversity hires of different races and backgrounds who painfully told me that they are put in a position that makes them incapable of making any meaningful changes in their workplace. That their job is primarily to be tokenized and make the institution look and feel good, but in reality they – and any diverse person in their workplace – feel totally paralyzed in environments that look good, but are in fact extremely controlled by the few privileged at the top. [From “The Trump Age: Critical Questions” published on CounterPunch on June 23, 2023]

the communities of learning she has joined: “The successful ones always seem to create diversity of opportunities—to offer different types of learning experiences as well as avenues for their members to create connections between one another and indicate their specializations. Successful learning communities are all about finding and sustaining a sense of shared effort and interest and also speaking usefully to an area of actual, practical need.

In the ever-evolving landscape of modern workplaces, bias continues to cast an insidious shadow, subtly influencing interactions, decisions, and experiences. While conversations on workplace bias often center around overt discriminatory practices, it is equally essential to shed light on more subtle, nuanced forms of bias.

Respect for diversity doesn’t just make a happier workplace, it improves productivity and is good for the business

Companies are ultimately looking for increased creativity, better ideas, and multiple perspectives, so they will in fact benefit from diversity. However, we will see that achieving this takes much more effort than merely assembling a workplace that looks like Noah’s ark.

The company ends up losing out, since the time and effort spent on promoting workplace diversity isn’t producing something beneficial, or achieving the cognitive diversity of perspective, experience, and learning.

After the massacre, the worst domestic terrorist attack since 9/11, General George Casey, army chief of staff, bleated that a “greater tragedy” than the mass murder and maiming would be “if our diversity becomes a casualty.” The administration fraudulently labeled the killings of U.S. troops who were about to deploy to a war zone as “workplace violence,” not international terrorism—a finding that denied Purple Hearts to the soldiers killed and wounded in the attack.

As the world contends with slowing economic growth driven by constraints on labor market supply, engaging women could be a key driver of global economic growth,

Women are less inclined to respond to listings containing words like “determined” and “assertive,” as these words are connected with male stereotypes, according to research from the Technische Universität München on how leaders are selected and assessed.

Asking women to take responsibility for closing the pay gap with their ace negotiating skills is sort of like teaching women self-defense as a way of addressing sexual assault.

Vodafone shares a five-step action plan for organizations on how to approach flexible work arrangements.

ROWE is not about work-life integration; for us it’s about revolutionizing the work environment from the industrial to the knowledge age. The idea that management is about watching people physically working is outmoded,

As such, women often face a double bind when they speak up at work. If they do speak up, they’re often interrupted or considered too aggressive. When they opt to stay quiet, they’re seen as having fewer leadership qualities or even incompetent.

Catalyst also provides a handy, free-of-charge quiz that managers could benefit from taking. The quiz can help leaders understand whether their organizations are inclusive and what areas need to be improved.

For a sponsorship program to truly work, Catalyst’s Beninger says the program must be driven from the top down, with tangible involvement from the organization’s most senior leaders.

Women face a persistent double bind when it comes to their leadership capabilities—she has a higher chance of being liked if she behaves in a “feminine” way, but she’s probably not respected or seen as a leader. If she operates in a “masculine” way, however, she’s more likely to be called names like “bossy” (or worse) and disliked. What’s alarming is that if a company already has one female executive leader, another woman’s chances of landing one of the organization’s five highest-paid executive positions falls by 51%, research finds.

This rule refers to how 70% of a manager’s learning and professional development should be honed through on-the-job stretch assignments. Just 20% should come from mentoring and 10% from taking classes.

Financial performance alone may not be the only way to assess the positive impact of a diverse team. A new body of research shows the next frontier of innovation is about diversity of thought and it is essential for a company to retain its competitive advantage. Diversity

I have gone through Let’s Talk, Mukta Mahajani’s book on negotiations and communications at the workplace, with curiosity. Although the book essentially aims at equipping young executives with techniques and skills to deal with difficult workplace situations, it is an interesting and useful read for public servants like me, who have been groomed in an era when negotiation and communication skills were considered an art and one either had the skills or did not have them. We never believed that these skills could be acquired and then honed with right training. Of course, I firmly believe that negotiations have to be built on the foundation of trust and ethics. They should not lead to lose–lose or win– lose situations but should culminate in win–win situations. The modern-day workplace is a highly complex, multidimensional and multi-layered system manned by a diverse workforce. Human behaviour is the most important factor that makes the workplace complex and dynamic. Hundreds of Ankitas, Ketans, Rams and Vidyas struggle to achieve their desired goals at the workplace. I am certain that Mukta’s book will be of great value to them. Congratulations Mukta! Mr Sharad Pawar

Just as we have created a society in which it would be unthinkable to light up a cigarette in the Kennedy Center lobby, we can create a society where it is unthinkable that a child suffers abuse, fails in school, becomes delinquent, or faces teasing and bullying. We could have a society in which diverse people and organizations work together to ensure that families, schools, workplaces, and neighborhoods are nurturing and that our capitalistic system functions to benefit everyone.

Despite all the advancements in race, gender, and other diversity causes in the workplace, deeply ingrained stereotypes persisted, and the underbelly of office politics often remained just as filthy as before.

I didn’t have a diverse body of work experience, but as time went on, I’d come to understand the simple fact that every single workplace had an entirely different set of people working there.

Inclusion plants the seed of potential, while diversity nourishes it with sunlight; together, they cultivate a thriving organizational ecosystem.

Diversity training is any program designed to facilitate positive intergroup interaction, reduce prejudice and discrimination, and generally teach individuals who are different from others how to work together effectively. "From the broad corporate perspective, diversity training is defined as raising personal awareness about individual differences in the workplace and how those differences inhibit or enhance the way people work together and get work done. In the narrowest sense, it is education about compliance – affirmative action (AA), equal employment opportunity (EEO), and sexual harassment." A competency based definition refers to diversity training as any solution designed to increase cultural diversity awareness, attitude, knowledge, and skills. Diversity training is thought to be more needed because of the growing ethnic and racial diversity in the workplace.

Organizations need to decide which values they want to emphasize, and clearly communicate them to all members of the team. If you don't actively create the culture that you do want within your organization, a culture you don't want can develop organically.

NeuroDiversity is the next frontier in Diversity & Inclusion. If your D&I program doesn't take all NeuroDivergent people into account, it's already obsolete.

What would a mediocre white man do?” she asks. Ameena and I started saying this years ago, after she had a seminar about diversity in the workplace. Ameena is Indian, and she relayed that women, especially women of color, are statistically less likely to ask for things men don’t think twice about. WWAMWMD, one of us will text the other when we need support.

As I have tried to show throughout this book, white people raised in Western society are conditioned into a white supremacist worldview because it is the bedrock of our society and its institutions. Regardless of whether a parent told you that everyone was equal, or the poster in the hall of your white suburban school proclaimed the value of diversity, or you have traveled abroad, or you have people of color in your workplace or family, the ubiquitous socializing power of white supremacy cannot be avoided. The messages circulate 24-7 and have little or nothing to do with intentions, awareness, or agreement. Entering the conversation with this understanding is freeing because it allows us to focus on how - rather than if - our racism is manifest. When we move beyond the good/bad binary, we can become eager to identify our racist patterns because interrupting those patterns becomes more important than managing how we think we look to others. I repeat: stopping our racist patterns must be more important than working to convince others that we don't have them. We do have them, and people of color already know we have them; our efforts to prove otherwise are not convincing. An honest accounting of these patterns is no small task given the power of white fragility and white solidarity, but it is necessary.

Exclusion

Whites enact racism while maintaining a positive self-image in many ways: • Rationalizing racial segregation as unfortunate but necessary to access “good schools” • Rationalizing that our workplaces are virtually all white because people of color just don’t apply • Avoiding direct racial language and using racially coded terms such as urban, underprivileged, diverse, sketchy, and good neighborhoods • Denying that we have few cross-racial relationships by proclaiming how diverse our community or workplace is • Attributing inequality between whites and people of color to causes other than racism

All theories of violence have a piece in the picture. To see the whole picture, however, we need to consider all theories simultaneously. We cannot separate one issue or approach from another. For example, while working on nationality factors that contribute to violence, we must remember economics. While working on economics, we must remember race and gender. While working on sexism we have to remember health issues. While working on health issues we have to remember sexual orientation. While working on sexual orientation we have to remember racism. We need multileveled awareness. While considering social issues, we must remember biology and genetics, the warrior instinct, and appreciate the diversity in religious viewpoints as well.

Having a diversity program to recruit highly qualified minorities and/or women into organizations is a great initiative. However, inviting a small group of diverse individuals into a majority culture that does not see the need for change, nor desire it, the unintended consequences of not addressing the culture will result in a hostile work environment for a program intended for good-will.

Whites enact racism while maintaining a positive self-image in many ways: • Rationalizing racial segregation as unfortunate but necessary to access “good schools” • Rationalizing that our workplaces are virtually all white because people of color just don’t apply • Avoiding direct racial language and using racially coded terms such as urban, underprivileged, diverse, sketchy, and good neighborhoods • Denying that we have few cross-racial relationships by proclaiming how diverse our community or workplace is • Attributing inequality between whites and people of color to causes other than racism

What are the advantages of diversity that not only compensate for agonizing conflicts but justify considering it America’s “greatest strength?” If readers cannot immediately think of any besides ethnic restaurants, they are not alone. A 2007 study by the University of Minnesota found that Americans claim to be positive and even optimistic about the word “diversity” but are unable to explain its value or give examples of its benefits. The researchers found that even people who work in the field of race relations stumble when asked to list its benefits. In 2009, a San Francisco radio host named Marty Nemko agreed to host an on-air debate on workplace diversity in which the author of this book was to argue that it was a weakness, not a strength. Mr. Nemko contacted a Georgia-based diversity consultant whose slogan was “Stronger Performance Through Diversity,” fully expecting that he would be happy to argue the other side. The consultant declined, admitting that he did not think diversity was a strength, only that it can be made to work better with “diversity management” of the kind he offers.

Denouncing white supremacy means that I will no longer be supreme. Fostering diversity in my workplace means I will talk less as the dominant power in the room. Being pro-LGBTQ doesn’t entitle me to explain to my lesbian colleague that her relationships are “easier.” A

It is imperative to think of the task of decolonizing knowledge production as inseparable from every other aspect of our lives. It must be applied to the smallest and most hidden details of life, including but not limited to decolonizing romantic relationships (stop seeing beauty only in whiteness, blue eyes, and blond hair); decolonizing social connections (stop believing that there is more value in socially connecting and networking with powerful people who often happen to be Westerners); decolonizing the workplace (stop believing that expertise, management and power are embodied in Western individuals); decolonize our hobbies and activities (don’t do things or enjoy activities promoted and imposed on us by the West such as going to the beach or wasting one’s life watching TV or Netflix); decolonize travel destinations (shatter the illusion that nowhere is more worth seeing that Europe, or that traveling around Europe equals ‘seeing’ the world). We need to seek and discover new destinations, peoples, and cultures to travel to and learn about and from.

A fast and innovative workplace is made up of what we call “stunning colleagues”—highly talented people, of diverse backgrounds and perspectives, who are exceptionally creative, accomplish significant amounts of important work, and collaborate effectively. What’s more, none of the other principles can work unless you have ensured this first dot is in place.

It is important to dedicate some space to discuss what one might call the hoax of diversity in the American workplaces, which entails putting ‘diverse’ faces of often low-paid employees at the forefront of most businesses to project the false impression that workplaces are diverse. It is pure tokenism.

In brief, if we do not seriously problematize diversity as practiced currently in our society, we all lose. The diverse people should take this more seriously than anyone else, because putting them at the forefront of the battlefield with low-paid jobs while making them look like they are 'stealing' someone else’s job opportunities is not worth the paychecks they are getting in the long run. It is no secret that this hoax of diversity has turned countless poor and marginalized White Americans into the biggest enemies of diversity in America. This negatively affects all diverse people who truly love and make important contributions to the American society.

We sat in our apartments tapping on laptops purchased from a consumer-hardware company that touted workplace tenets of diversity and liberalism but manufactured its products in exploitative Chinese factories using copper and cobalt mined in Congo by children.

The US government sponsors a publication called Managing Diversity, which is supposed to help federal employees work better in an increasingly mixed-race workplace. One of its 1997 issues published a front-page story called “What are the Values of White People?” The author, Harris Sussman, explained that merely to speak of whites is “to invoke [a] history and experience of injustice and cruelty. When we say ‘white people,’ we mean the people of greed who value things over people, who value money over people.” Noel Ignatiev, formerly of Harvard, endorsed such sentiments in a publication called Race Traitor, which promoted the slogan, “Treason to whiteness is loyalty to humanity.” The lead article of the first issue of Race Traitor was called “Abolish the White Race—by any Means Necessary.” By this Prof. Ignatiev did not mean that whites should be physically eliminated, only that they should “dissolve the club” of white privilege whose alleged purpose is to exploit non-whites. Christine Sleeter, President of the National Association for Multicultural Education, explains what whiteness means: “ravenous materialism, competitive individualism, and a way of living characterized by putting acquisition of possessions above humanity.” In 2000, there were bomb threats and anti-black e-mail at the University of Iowa that turned out to be a fake hate crime staged by a black woman. Ann Rhodes, a white woman who was vice president for university relations was surprised: “I figured it was going to be a white guy between 25 and 55 because they’re the root of most evil.

Thomas A. Kochan, a professor at MIT’s Sloan School of Management, has probably researched corporate diversity more extensively than anyone. His conclusion after a five-year study? “The diversity industry is built on sand.” Prof. Kochan initially contacted 20 major companies that have publicly committed themselves to diversity, and was astonished to find that not one had done a serious study of how diversity increased profits or improved operations. He learned that managers are afraid that race-related research could bring on lawsuits, but that another reason they do not look for results is “because people simply want to believe that diversity works.” Like other researchers, he found “the negative consequences of diversity, such as higher turnover and greater conflict in the workplace,” and concluded that even if the best managers were able to overcome these problems there was no evidence diversity leads to greater profits. “The business case rhetoric for diversity is simply naive and overdone,” he says, noting that the estimated $8 billion a year spent on diversity training did not even protect businesses from discrimination suits, much less increase profits. Common sense suggests that it is hard to get dissimilar people to work together. Indeed, a large-scale survey called the National Study of the Changing Workforce found that more than half of all workers said they preferred to work with people who were not only the same race as themselves, but had the same education and were the same sex.

But first, for the straight people reading this book, in case you are worried, reading about LGBTQ issues and trying to make your organization diverse will not make you LGBTQ. It doesn't happen that way, darlings. If you are straight, you will remain straight. Chill!

The purpose-oriented among us are the first to jump ship.

As I have tried to show throughout this book, white people raised in Western society are conditioned into a white supremacist worldview because it is the bedrock of our society and its institutions. Regardless of whether a parent told you that everyone was equal, or the poster in the hall of your white suburban school proclaimed the value of diversity, or you have traveled abroad, or you have people of color in your workplace or family, the ubiquitous socializing power of white supremacy cannot be avoided. The messages circulate 24-7 and have little or nothing to do with intentions, awareness, or agreement. Entering the conversation with this understanding is freeing because it allows us to focus on how—rather than if—our racism is manifest. When we move beyond the good/bad binary, we can become eager to identify our racist patterns because interrupting those patterns becomes more important than managing how we think we look to others.

Those with the least social capital and power shouldn’t be asked to instigate the most change.

To build a more inclusive world, we must move toward building more accommodations into our modern workplaces for all types of families, and more acceptance into our social fabric for neighbors and colleagues who live in family structures different than our own.

As I have tried to show throughout this book, white people raised in Western society are conditioned into a white supremacist worldview because it is the bedrock of our society and its institutions. Regardless of whether a parent told you that everyone was equal, or the poster in the hall of your white suburban school proclaimed the value of diversity, or you have traveled abroad, or you have people of color in your workplace or family, the ubiquitous socializing power of white supremacy cannot be avoided. The messages circulate 24-7 and have little or nothing to do with intentions, awareness, or agreement. Entering the conversation with this understanding is freeing because it allows us to focus on how—rather than if—our racism is manifest

Discrimination is hate, and there is no place for it in the workplace. Strive to be a person or organization who promotes diversity and commits to sustaining an inclusive culture.

I would like to express how I regard salespeople in general. I consider they embody a unified and diverse aggregate of the most able individuals in society and its workplace. In any economy, they are among the most valuable to its continued existence. They alone move the economy of a nation.

It is always controversial when it comes to women with strong character at the workplace!

Of course I knew that. My old boss Iain had been equal parts jealous and pleased that my interview (and skin color) had painted his workplace to be capable, diverse.