| In the fitness room the other day, I
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| | gardening, the timetable and precise
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| caught a glimpse of a
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| | form this new culture
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| movie trailer on television. A father
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| | takes will be beyond your control. Be
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| spoke very
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| | patient and have
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| open-heartedly with his son about his
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| | faith.BEGIN BY FOCUSING ON
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| work as a fireman. He
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| | COMMONALITIES. Stabilize your current
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| acknowledged the fear that welled up in
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| | environment by ensuring that everyone
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| him when he looked
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| | feels valued and is
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| into a small, dark room filled with
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| | united in a shared purpose - when this
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| life-threatening heat
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| | is compelling enough,
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| and flames, and described the instinct
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| | differences are transcended. Take this
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| to run in the
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| | further by helping
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| opposite direction.He had to pause in a
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| | your staff see each other as human
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| safe hallway and
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| | beings, rather than
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| assess the situation, the father
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| | simply human "doings." Create
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| explained, consciously
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| | opportunities for people to
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| remember why he had chosen his work -
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| | talk and socialize together beyond their
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| and why he must go
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| | work duties, around
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| forward into the fire despite his fear.
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| | issues that apply to a broad range of
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| Strange as it may
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| | people. Topics like
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| sound, I find creating a culture of
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| | parenting, providing care for an aging
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| inclusion to be a lot
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| | parent, coping with
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| like this.People differ in so many ways
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| | illness and death, and financial
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| that wherever two
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| | management help people to
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| or more are gathered "combustion," in
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| | realize that we're all in this thing
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| one form or another,
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| | called life together.WORK WITH YOUR GROUP
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| is likely to follow. Although they may
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| | TO DEVELOP YOUR OWN "BUSINESS CASE."
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| be uncomfortable at
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| | Saying that a culture of inclusion is
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| times, these differences are vital. Our
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| | simply a good thing to
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| challenge is to
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| | do or promising it will produce
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| understand this sometimes fiery vitality
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| | immediate business success
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| and, despite
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| | will set the initiative up for failure.
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| discomfort or fear, make a conscious
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| | Change requires
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| decision to move
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| | energy, and generic statements won't
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| forward anyway. If we can do this, the
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| | provide you with enough
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| invisible walls that
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| | fuel for your journey. Create discussion
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| divide people begin to burn away and the
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| | forums. After
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| benefits of their
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| | talking about what you believe is
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| shared presence and participation can
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| | possible, invite people to
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| emerge.As H.E.B. grocery spokesperson
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| | talk about their ideas, values, concerns
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| Winell Herron, Group Vice-President for
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| | and fears. Ask
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| Public Affairs and Diversity, noted at a
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| | thought-provoking questions, such as:
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| recent presentation before the Texas
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| | what might be possible
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| Diversity Council, U.S. businesses
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| | if we didn't put limits on people based
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| initially accepted cultural diversity
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| | on our own needs,
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| initiatives because it was the legal
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| | perspectives, fears, and comfort zones?
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| thing to do, and only later because it
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| | What do we need so
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| was the right thing to do. Now, as our
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| | everybody can thrive here?RE-EVALUATE
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| language is shifting from diversity to
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| | EXISTING SYSTEMS AND BUILD NEW ONES. Once
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| inclusion, people are discovering that
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| | your
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| creating environments where differences
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| | staff understands the potential benefits
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| are actively sought out and everyone is
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| | to creating a
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| valued is also a smart thing to do. This
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| | culture of inclusion -- increased staff
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| grocery chain's business case for
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| | morale and more
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| embracing diversity has focused on
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| | innovation powered by diverse
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| increasing innovation, attracting and
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| | perspectives to name but two
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| retaining top talent, accessing a larger
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| | -- you're ready to enter the fire. Use
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| supplier base, retaining and expanding
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| | this as an
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| existing markets, and increasing
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| | opportunity to review processes in your
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| revenue.How do you motivate leaders and
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| | organization, like
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| their teams to begin the long journey
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| | hiring practices, sourcing your goods
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| toward a true culture of inclusion when
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| | and materials,
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| they haven't even glimpsed, much less
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| | marketing, meeting management,
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| experienced, what is possible? Again,
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| | mentoring, and compensation.
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| this is like asking someone to leave
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| | Leave no stone unturned. Just because
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| what is safe,
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| | that system, language,
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| comfortable and known and walk into a
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| | or set of decisions used to serve the
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| fire - for no apparent
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| | organization well
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| reason. Then there are those who have
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| | doesn't mean it continues to do so.
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| been working to bring
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| | Then, figure out what
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| about change for a long time and are
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| | new efforts are needed to get you where
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| overwhelmed by the
| |
| | you want to go.Our work world has the
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| challenge and "underwhelmed" by the
| |
| | capacity to close the gulfs that
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| results. How do you help
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| | separate people - and demonstrate the
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| keep everyone moving forward when
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| | great value of doing
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| they're feeling weary and
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| | so. Creating an inclusive culture
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| unrewarded? Here are some tips from my
| |
| | requires first opening our
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| work at Highest Vision to help you foster
| |
| | own hearts and then extending
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| a culture
| |
| | invitations to others to do
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| of inclusion in your
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| | the same. What we can count on is that
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| workplace:UNDERSTAND THAT CULTURE SHIFTS
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| | our minds will
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| TAKE TIME. Working with
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| | follow. By showing up as willing
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| people is an incredibly complex and
| |
| | students and teachers for
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| rewarding task: the
| |
| | each other, our wisdom and productivity
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| greater the preparation, the higher the
| |
| | increase
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| potential for big
| |
| | exponentially. As business leaders, we
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| pay offs. Like gardening, creating a
| |
| | must continue to
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| culture of inclusion is
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| | consciously enter the "fire." The rest
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| an organic process. You must plan what
| |
| | of the world is
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| you want to grow,
| |
| | counting on us.Susan J. Schutz founded
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| till the soil, provide water and
| |
| | Highest Vision in 1999. Highest Vision
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| fertilizer, select and
| |
| | services - executive coaching, leadership
|
| plant a variety of "seeds," and nurture
| |
| | development, and team building -- reflect
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| them along. Storms
| |
| | her deep conviction that professionals
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| will sweep through and you'll have to
| |
| | can be attentive to their "bottom lines"
|
| protect your
| |
| | while also creating lives worth living
|
| seedlings, and do some replanting. And
| |
| | and businesses that contribute to the
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| just like in
| |
| | good of all.
|
