All right, good morning. Good afternoon. Wherever that you are dialing in from today, I see that we've got a few people here. Hopefully we're gonna um increase our numbers a little bit.Uh If you are here to talk about how to intentionally engineer inclusion and belonging, you're in the right place. And so I'm really grateful that you joined us today uh for this conversation. Um My name allow me to introduce myself. My name is Megan Pollack. I am based in a really small town in Texas and I um actually just recently moved back to the town that I grew up in to be closer to family. And my company is called Engineer Inclusion. And I get to help organizations, institutions all over the globe intentionally and systematically engineer equity and inclusion into the workforce into education. Uh While we're really being thoughtful of how we're serving our, our constituents and our students and our clients uh and really serving the community as well.

And so if you're uh dialing in with us today, I want to make sure that you have access to this handout. I'm gonna have uh this resource shared multiple times throughout the session and so you'll be able to, to access this link throughout. So if you can go to engineer inclusion.com engineer inclusion.com/download, or you can access that QR code there on the screen and that will give you a chance to download the handouts for today's workshop. And so those handouts what they look like. Um I've got a five page PDF that really summarizes the resources that we're gonna be talking about today and some of the models, but you'll also find on, there are some key action items that you'll be able to take away. Um And then on the right PP right side of the page, there are lots of QR codes that give you an opportunity to link out to some of the other resources that I've created on my website uh that you might find useful as you're approaching how you do this work. And so again, I hope that you will download this tool um and use it in your practice. And so, again, engineer inclusion.com/download. So because we don't have the chat feature, I want to know who's here with us. So we're gonna be using Slido for the next 40 minutes of this session for a couple of different conversation points.

And so if you want to say hello, you can open up your phone, your smartphone, um use the QR code um reader that's usually in your camera and say hello, you can share your name, your role and your location. Um I know that there's just a few of us here today, but I really love to, to have your participation in this workshop. Um And so if you'll tune in, we'll give you just a second to see if anybody is interested in chatting with me here. All right, we got two people uh who are, who are up there, who are chiming in. So I'm looking forward to seeing who's here and, and then we'll dive into the, into today's content. Hi, Ashton, welcome. Calling you from Denver. It's good to, to see you. Hi, Darby, welcome f uh to you from Raleigh. Who else is with us today? Thanks so much to Darby and Ashton for being the first to say hello here. Hopefully. Uh Slido is not too new for you, but it is a good tool, especially in this webinar setting. It allows us to, to still feel present with one another and engage the best way that we can. I wanna wait till this last person contributes and then we'll, we'll go ahead and move on to the first topics. Maybe not. Oh, Colleen. All right. Hi, Colleen, engineering manager from Indianapolis. Uh So three engineers plus one. We are in good company. Uh So I am also an engineer by training. I am formerly, I guess I'm always an electrical engineer.

I used to work for Texas Instruments um on their men's technology for D LP before going on to get my doctorate in engineering education. So now I get to engineer, engineers and engineer environments that help us create places where everyone feels valued alu included and affirmed um that they can have the most likelihood of being successful in those environments. And so I'm really grateful for you all for joining me.

And even if you aren't an engineer, we welcome all kinds here. It's just we do have a critical mass here. So we're gonna talk first about belonging and the first sort of language I want us to think about is that a forced belonging? And I, I see that my logo is covering the, the bottom slide there and I apologize for that. But forced belonging is really different than the kind of belonging that we're gonna be talking about. So forced belonging is this environment where you feel like a square peg or a triangle peg trying to fit into a round hole like you are determined to fit in. You're gonna do everything it takes for you to be able to, to fit in. But in the process of you doing that, you have to adapt a just shift and really you're assimilating trying to fit into a space. And sometimes we do this as a survival tactic and we're not even aware that we're doing it. But what happens when we do this is imagine this little triangle peg here as we're jamming into this hole, we're literally shaving off parts of ourselves trying to fit into this sort of forced belonging. This is not the kind of belonging that we're talking about. Today, we're talking about how do we create structuring? So structural belonging is a sense where we get to show up into an an environment as our authentic self. It's an environment that is asset driven, which means it's really based on strengths.

It's recognizing what is it that people bring to a space and trying to create environments where they fit or literally where they fit. And so what happens so often within the fields of engineering is that we say sure we want more women, we want more people of color, we welcome diversity, but don't expect us to change anything. So come in and do what you can to fit in, but that's not structural belonging, that's not creating environments that help people succeed. And so we can do that. We can be really intentional about creating environments that allow us to belong. And that's what we're really going to be focusing our energy on. And so why are we even talking about belonging? Well, we talk about belonging because belonging are fun defies their needs for belongingness and uniqueness in the workplace. And so you can look at Maslow's hierarchy of knees this long validated instrument um which actually has it turns out they may of his work from Indigenous, the Blackfoot um indigenous group. But what happens is we look in the middle, right? So, right, there in the middle, we see oops right there in the middle, we see love and belonging. So in order before I have to get, before we can get anything done, we have to experience these feelings of connection and a space.

And that's why structural belonging is so important. It's about helping us to create that sense of connection, that sense of value, that sense of belonging in a space that then enables us to have the kind of strength to have the kind of self esteem that the self efficacy, which is a self actualization, the belief that we can accomplish some tasks.

And so I want you to think about for a minute, what influences belonging when you think about your experience, as many of you are in engineering, what are some of the things that influence belonging, whether we're talking about in the workplace or whether we're talking about in your community organizations or otherwise, one of the things that I found um is that I, I like to, I, I'm a sort of naturalist, I am a naturalist, like I'm taking um like Texas master naturalist program because I love to look at birds.

I love to talk about plants and I love going to those meetings because I get to talk about these things with great emphasis and people's eyes don't gloss over, right? But when I start talking about plants and birds with my non plant and birds friends, their eyes just like gloss over and they're just like, oh, you Megan, like, please not the birds again, right. But it's that sense of belonging when you're around people who have that same passion that you do and you can get so silly about something. Right? And so we have these sort of places where we go where we have that sort of feeling of fitting in where we have that feeling of uh being able to not have to hide ourselves or like tamper down our love of whatever it is. So I thought somebody was gonna contribute on the pole, but we don't have any contributions yet. Looks like one person still thinking I want to give you a chance to submit. Oh, great. So common interest, a shared experience, your comfort. Like how do you feel in that space? You have some kind of a shared goal, right? So all of these things are things that influence how we feel, how we experience belonging, whether you can bring your whole self, right?

So you can bring your whole self and you're not having to like jam into those little smaller boxes to try to fit in where you're not adapting. Um One of the stories I tell in my, my ted talk that came out a couple of years ago is, is my experience as a woman in engineering. And I talk about how uh how relieved I was and I didn't realize how much I had adapted and changed just to sort of survive and fit in, within, within engineering. Um But it wasn't until I left that I realized how much I had done to sort of adapt in that space and it was just that a survival tactic. So now thank you all for sharing and contributing your ideas here. So we're gonna connect these dots here and talk about culture, right? So culture, these are the, the beliefs, the systems and values that influence our customs, our norms, the practices, those social institute uh institutions, as well as the psychological processes in our organizations.

So culture, this shapes our world view. It shapes how we look at the world. It shapes how we move through the world. It also shapes how we experience and celebrate life, right? So it's all of those sort of shared ways of knowing and doing and being and culture and diversity are not always visible or not always visible. And so this is a really popularized way of thinking about how we can consider um cul culture. And so when we look at someone, we can say, hey, they're just like us. Well, maybe they're just like us because we haven't given them a chance to show us what's below the surface with them. Or maybe we just look at them from a surface and, and just make some assumptions that they're just like us and we don't see all of those beautiful parts of them that are, are wonderful and different. So there are so many different dimensions of diversity. And this list here is absolutely not comprehensive, but some of the different dimensions of diversity are our race, our gender, our socio-economic status, and maybe our experiences of how we have changed socio-economic statuses, our ability or disability or ethnicity or citizenship, our sexual orientation, our religion, faith, or lack thereof, our physical attributes, the trauma that we've experienced our age, our language.

And so when we look at these many dimensions of diversity, again, not a comprehensive list. One of the things the language that we'll be talking about is using the language of being a marginalized individual. And so a marginalized individual, these people who are, these are people who are consistently confined to like the lower peripheral edges of society or groups because they are different from the perceived norms and dominant cultures. And so they often experience disadvantages and discrimination that stem from systemic social inequalities and justes and so some marginalized identities and engineering and tech are women trans and non binary individuals. People of color, people who are not heterosexual people who are disabled and people who are not Christian.

So there's just some, not all but some of the marginalized identities within engineering and technology. And so when we think about this iceberg, right, this iceberg of culture, I want us to look and understand how that drives the organization because if you take away anything from the session, I want you to take away the system's view. And I think particularly those of us who are trained in engineering and technology, we have um we're taught to think about systems. And so we can take that same lens to understand the powers and forces on our organization that create those outcomes. So when we look at the culture, there's often this visible culture that we experience and then there's this invisible culture that both seen and unseen, right? So even though it's at the water line, we can still kind of see it sometimes. But then down very, very deep is this deeply hidden part of the culture of our organizations. And a lot of times this is a really conscious thing. I think about some of my experience in the industry. Um I have a friend and she always talks about like how much she's tackling email. Now she's my friend. But like if I only listen to what her job is based on how she talks about her job, I think her, her entire job is just answering emails, right?

But that's not what her job is, right? She actually manages systemic change for a large chemical uh chemical plant. And so what's so interesting though is that can become a cultural norm of like, how many emails did you answer this weekend? Right. And it becomes like a competition.

I remember when I was working at Texas Instruments, it was um within my group, I can't speak for all groups within T I. But it was a competition for people to see how much time bank that you had added up, which was like a point of pride to see who hadn't taken the most vacation, who had taken the least vacation, right? So those become cultural forces, right? And then they create those organizational forces which then produce the outcomes that we see. So those organizational forces can then become the structures, the rules and the policies, they can then become these patterns of behavior and practice and then they create the events and symptoms that we see.

Now, if we want to talk about change, we have to think about this thoughtfully and understand what are the, the forces that are with us and those that are against us. And so a force filled analysis as you may have learned in school, this was created back by Kurt Lewin in the forties and it was originally used in his work as a social psychologist. However, today we use it a lot in business for making a communicating like a go or no go decisions. The idea behind this sort of force field analysis is that situations are maintained by an equilibrium between forces that drive change and others that resist change. And so for change to happen, the driving forces must be strengthened and the resisting forces weakened. So when the language I'm using here are the tailwinds, those are the forces for change. So if you were here in this workshop, I bet that you are a force for change, whereas we have lots of headwinds often coming at us, forces resisting change. Now, as I mentioned, I live in Texas and there is lots of legislation here in my state that is like literally legislating against the work that I do um to help, you know, create equitable and inclusive environments.

And so there are lots of like big, big forces that are resisting change. And so we have to think about this strategically and in order to drive change, we have to understand our data, we have to begin to create some root cause analysis and address those with targeted strategic interventions that are designed to address the root causes. So many of my clients that I've worked with over the last 1213 years, you know, everybody has the best intentions, right? We have the best intentions we want to create change. But what happens is like we just start, it's like throwing spaghetti noodles at a wall, like let's see what sticks and see what happens. And so what I see and what I learned is that people are investing so much time resources, money, energy to create solutions, but they've not stopped to actually understand what are the root causes that we're trying to address. And so this is really an important stop. And one of the key things I do with my clients is doing the root cause analysis and then we create those targeted strategic interventions that we can then verify are we meeting the goal of addressing that root cause and then evaluating that progress?

And so with these changed models in mind, I want to give you a minute to think about the very popular um Steven Covey popularized this but it actually is like ancient Greek stoic philosophy. But when we think about what we can accomplish, we make progress when we focus on what we can control and where we can influence rather than on those things that we cannot. So I want you and you, as you're doing this work to always be thinking about what can I control? What can I influence and how do I really make change from there? I thought I had a, a slide here that was gonna get your input. I'm sorry, it must have not updated here. But um I, I want you to take a minute and reflect before we go forward. I do want you to take a minute to reflect and just not to write uh jot down on your notebook. Like, what can you control? What can you influence when it comes to intentionally engineering inclusion and belonging? What are those things that are within your realm of control that you can influence? Because what often happens when I think about this work is that if I get so stuck on thinking about, you know, state legislation that says that my job is problematic. I can't control that. Right. And at this point in my life, I can't directly influence it.

And so if I get stuck there, I'm never gonna make progress. So what I want to do is to be really intentional about investing my energy on those things that I can control. And so I encourage you to take some time to do that. And I do have a, a resource on my website that is an exercise for this as well. And so when we think about how all of this plays together is that the input, that um we have drives the output, the input of our organizations drives the output our culture of our organization. It predicts the outcome and the forces yield a system and the forces yield a system. So if you're just joining us, I want to encourage you to download the handout the QR code and the link is there on the bottom of the page engineer, inclusion.com/download and you can access that. And so when we think about these kinds of things, this is gonna help us begin to think about the systems that we can begin to change. So I'm gonna talk about some big old gnarly words that um that sometimes can get misconstrued.

But we're gonna first talk about systems of disadvantage and then we'll talk about systems of advantage and how all of these work together. And then I'll give you a model for how we can begin to address this within our spheres of influence. So first to think about is I want us to think about oppression and oppression. This is a combination of prejudice and power and these create systems that discriminate against some groups and benefit others. So these systems include racism, sexism, hetero, sexism, ableism, classism, ageism, anti-semitism, all the ISMs, right? It's all the ISMs. These are systems of disadvantage that benefit some groups and disadvantage others. And so these systems of oppression, they enable dominant groups.

Those are the ones that have traditionally had the most power to exert control over non dominant groups by limiting their rights, their freedom and their access to basic resources such as health care, education, employment, and housing. And there are four types of oppression, ideological, interpersonal, institutional and internalized.

And these four systems, they overlapped and interact. They are designed by people and upheld by people. Now, just as we have systems of advantage, we also have sys disadvantage. We also have systems of advantage. So systems of advantage are what we call privilege. So privilege, these are those special rights, advantages or immunity that's granted or available only to a particular person or group. So privilege is characteristically invisible to people who have it. One of the things that has been such a uh a focal point for me at this point in my career over the last many years is that having grown up as a white woman, um I really had no concept of privilege. I had zero concept of privilege because I had zero concept of the social structures that create systems of advantage and disadvantage. And that's because the systems in which I was raised in for the most part worked for me. It wasn't until I became, you know, an engineer as a woman working in engineering that I began to recognize I did not have privilege and as much privilege in those spaces. And that was really the introductory moment to me. And so I offer and share that story not to say like, wow, gosh, I just didn't know very much. Um It's to say, hey, we've all got to keep learning and growing and doing.

But then once we learn about systems of advantage, once we learn about the privileges that we haven't earned, right? What do we do with it? Right? And so we can begin to, to create some change. And this privilege that exists, it also operates on the personal, ideological interpersonal, cultural and institutional levels, thus creating the system of advantage. And so one of the models that I want to introduce you today is the interlocking four eyes of oppression model. And this is in your handout.

And so I encourage you to access it. Um Let's see if you look at the PDF, it's on the second page and then on the third page are all of the resources that, that are kind of linked to this. And then some specific actions for us to address that. And so in order for us to understand, so this is one way for us to understand how systems of oppression work together, but to facilitate systemic change, which is our goal, we have to address oppression at all four levels. So the first level is ideological, ideological, these are the underlying ideologies that are really foundational to all of the systems that, that, that are created all the ISMs, right? So there could be ideologies about people's ability, people's expectations about the kinds of future they have.

There are all kinds of ideologies and then these ideologies become manifested in our interpersonal interactions. So much of the the training that that has gone over the last decade or so around, around like unconscious bias. This is about interpersonal, the conversations around microaggressions and micro messages.

These are interpersonal kinds of messages. It's how those ideologies manifest in our conversations. And so these these interactions then they become institutionalized within our organization. And so once we institutionalize these ideologies, so institutionalized sexism is for example, like the pay gap, right? Like that's institutionalized sexism.

Um And so we can institutionalize policies that exclude some people. So if we institutionalize policies that don't honor some people's holidays, um but privilege others, right? That's institutionalized some you know, around religion, right? If we institutionalize, you know, things that are around socioeconomics, right?

So we can institutionalize these institutionalize these different ideologies. But what happens is we have these three external forces and these three external forces then create an internalized oppression that once that oppression has already been enacted, it's done, right? If, if someone has become internalized ide ideologies from their lived experiences, if they have internalized messages that say, for example, people who experience internalized homophobia, that usually means that they've experienced during their life. I theologies that say being a homosexual is bad, right?

Or they've had family members that sort of shame them for them things. So people who are non heterosexual, they can create internalized homophobia to themselves, even though that's who they are, right? But that means that the oppression has done its job. What happens so often in our work is that we start particularly within an education setting, is we start to problem and say, hey, let's fix the students. We've got to help build their self efficacy and help them reduce the, the the sort of ways in which they've internalized these ideologies. But if we do that and we don't change the system, it's just gonna keep reinforcing itself, right? So again, to facilitate systemic change, we must address oppression at all four levels. And so how we do that is we have to understand root causes and so to understand root causes. And again, most of you are in the tech space, so you fully get this root causes, those are those core issues. It's the highest level cause that sets in motion, the entire cause and effect reaction that leads to the problem. And so when we think about this from a graphical standpoint, so often we think about and we see the symptoms, right? So if you go back to the, the chart where I had the iceberg that drives organizational change, right?

That had the big arrow, the things that we see the events and the symptoms. Tho those are things that are a result of not only problems but those root causes. So oftentimes, I hear people say, whoa women just aren't interested in that or they're just not aware of it. Well, those are problems but they are not root causes. They are not root causes because we can continue to dig in and understand other ways that operate and drive those problems. So I've got a question to engage you here. I want you to think about for a minute. How do you see the interlocking four eyes at play in your organization? So you can either participate in the poll or just take a minute to reflect. I want you to think about in what ways do you see ideologies playing out and, and the interpersonal interactions and what ways have some ideologies become institutionalized in your policies, practices and norms or in what ways have some of these ideologies and the interpersonal and the the institutionalized policies affected people internalized.

You know, maybe you've heard of like Queen B syndrome. If you've heard of imposter syndrome. All that is both of those are internalized oppression that are then enacted back on each other, right? So, imposter syndrome, there's a great Harvard business review article that says, stop telling women they have imposter syndrome because all you're actually saying is like you're problematic the person, but what they're experiencing is simply a result of systemic external oppression.

And so that is just internalized ideologies about where they fit into a space. So we've got one person thinking here and so I give you another minute and then we're going to dive into the inclusive leadership model that kind of brings all this back together. So how do you see the inner locking four eyes at play at your organization? OK. So we got a, a contribution here about Christian holidays or days off work while other religious holidays aren't. Yeah, like that's institutionalized. Um I don't know the ism for like religion, like there's an anti Semitism but like, um I don't know the ism that's against religion. But yeah, so you get the idea. Yes, just because we don't have a, just because I don't know the word for it doesn't mean it doesn't exist. So that is a great example. All right. So I want you to take a note to continue thinking about that. You can access your hand out so that you can continue to learn about this. And this has uh more explanations about each of the four things there All right. So now let's step forward and talk about inclusive leadership and how all of this connects together. So inclusive leadership, it is so important because it facilitates belongingness. It helps people feel valued, it enhances performance and improves collaboration. It boosts it 10, it reduces turnover like it's all great things.

And so to practice inclusive leadership is a model in which we can use to intentionally engineer inclusion and belonging. And so on my website, you can find uh a free download of this. We have our article is open source and it's uh called Inclusive Leadership Development for engineers.

And so uh the, this is particularly written for educators, but if you're uh interested in reading it, you can access it again from my website and I'm sure there's a QR code on one of the handouts as well. And so now we're gonna talk about this model and that'll wrap us up for the last 10 minutes or so. So the model has four part, four parts individual that's looking in lens is understanding the ways in which you look out practices are the things that we do and outcomes are also things that we do. And in reality, they're all practices with outcomes are the things that we're striving for. But when we're trying to, to incorporate this model into our practice, we're really doing all the things all the time, right? And so I want us to learn a little bit about this And even though we're, we've got a, a tight session today, I hope that you'll take some of the resources and dig a little deeper on my website. Uh Specifically, you can go to my website and go to um engineer inclusion.com/i LD and that's inclusive leadership development. It's just short there. And so it will reroute and allow you to see all of the resources that I have on inclusive leadership.

And so um I've got my TED talk is linked there, there is a download, you can download a reflection and discussion guide if you want to facilitate a conversation with your colleagues. Um I also have linked to the, the resource is here for understanding the model, but then this is something we'll talk a little bit about today in the last few minutes is that you can download our inclusive leadership reflection tool with the string space growth continuum. If you, if you like, you can actually just take a little quiz because we all love a quiz, right? Um And that will give you a chance to sort of process the data to see um if what, what level and what opportunities you have for growth. So let's dive in here. So there are four parts of inclusive leadership. And so I'll tell you um as fast as I can, what each is what it does not look like. Uh some planning prompts that you can think about and then some specific strategies and again, all of these resources that we're going to talk about are on my website. So individual first is looking at who we are. So an inclusive leader understands that social and political context that creates their identity and how it biases their perception of an outlook on the world. And so this is a constant journey of self awareness. It's a constant journey of reflection.

It's a constant journey of looking back at your lived experiences and understanding your own ways of knowing, doing and being. And so what this doesn't look like or when we hear people say things like I'm just here to do a job. I'm tired of being politically correct or I don't have culture or I'm not biased. That's what this does not look like, right? And so what we can begin to think about and plan is to ask ourselves questions like in what ways are we collectively encouraging one another to reflect on how our social and political contexts create and inform our identities in what ways are we inviting dialogue that collectively expands social consciousness and explains how our identities bias our perceptions and outlooks on the world.

And so some specific strategies that you can employ here is to examine your positionality. I've got a great resource on my website if you download it now. Um I will be finishing up a, a book, uh a full workbook on it in the next week or so. And so whoever's downloaded it before then is going to get the full book for free. Um And so I encourage you to access that um incorporate some reflection activities into your day and really build that culture of feedback. Now, the next part is the lens, this is understanding how we're looking out. And so the first part of this is which is what we spent the first half of our workshop talking about today is that of systemic thinking. So an inclusive leader considers how systems of oppression and advantage influence their decisions and impact their teams. And so in order to be a systemic thinker, in order to have that we have to understand and build in a growing understanding of systems of advantage and disadvantage.

And in addition to that, we have to find that there is an ethical dilemma of bias. So this means that we are investigating how our interpersonal and institutionalized biases produce an ethical dilemma that we have to address like it's not acceptable to not right. We have to get that done. So what this does not look like or when people say things like, hey, women just are interested in careers, tech careers or they just don't succeed in that they just don't succeed in that type of role or they didn't ask for more. That's about the pay gap. So some planning props that we can employ here or how can we use root cause analysis to reveal inequities, our marginalized people face how are we considering institutional barriers that marginalize and minoritized people face in the workplace? And how are we actively working to remove those obstacles and supplant them with support? And then finally, in what ways are we establishing guard rails? The attempt to protect us from biased decisions, policies and practices? Some strategies here again, these are linked from your resources.

We gotta keep learning folks, we got to expand our knowledge and awareness. We have to push ourselves to think about things systemically. This often happens when we sort of get stuck in the, I'm not biased or I'm not this, we've got to think about the system and then we got to keep doing it root cause analysis to understand issues of inequity. So next are the practices and there are two. So first is Human Centered approach. So a Human Centered approach means that this leader is working from an asset or strength based mindset, recognizing the value and celebrating the beauty of diversity. They intentionally lead with empathy curiosity, open mindedness to strengthen the dignity of all humans around us.

You can learn more about asset mindset on my website. And then the second part of this is being an accountable lifelong learner. Now, I like to sort of split this into two pieces about being a lifelong learner and being accountable. And so here, it's so important that we are always accountable for our mistakes, our failures and mishaps rather than deflecting, avoiding responsibility or claiming good intent, that does not respect the dignity of others when we sort of gaslight them and don't say, well, you know what I meant or that's not really what happened.

We have to acknowledge that and take accountability for our actions and we have to model that for others. And then we have to continue to reflect on the personal and institutionalized actions and be super committed to learning more about what we don't know, including other ways of knowing doing and being. So what this does not look like is saying things like that's not how we do it or that's not what we meant or don't be so sensitive. So some planning prompts to help us incorporate this into our practice are asking things like how are we shifting mindsets to value and elevate different ways of knowing and doing. How are we celebrating differences rather than suggesting people hide and avoid them? How are we practicing visible accountability for mistakes, failures and mishaps? So again, a few strategies and then we're gonna jump to the very last one, we must incorporate into activities that encourage curiosity in respect of other ways of knowing and doing. We have to emphasize empathy and accountability as a crucial skill for your team culture. And so finally, the last part of the model to intentionally engineer inclusion and belonging and to build those inclusive leadership practices are that of our outcomes.

And so the outcomes are to culturally intelligent communication and inclusive collaboration. So first, an inclusive leader is attentive to which voices values and ways of knowing and doing are present missing or silence. They actively and empathically listen and search for cues to bridge gaps among diverse people and inclusive collaboration. That is when a leader actively and equitably engages diverse perspectives and experiences and backgrounds to enrich the collectively shared environment and balances the assumed norms to allow for more authentic engagement.

So what this doesn't look like is when someone repeats or rephrases what was said by someone else and gets credit for it when someone says they didn't see anything. So it must be fine or they always go along with what we usually do. So it's not a big deal to operate as we've always done. So what we can do about it and we ask questions like in what ways are we actively listening to marginalized voices and striving to incorporate their ideas, how are we evaluating and refreshing our key norms so that more people can authentically engage and then again and incorporate these strategies into your practice.

And so wrapping up the model here, you can learn more about this model and I've got lots of more extended longer workshops that you can listen to on my work on my website. And I encourage you to look at the the growth continuum and reflection tool to kind of give yourself a benchmark for how you're doing in this process. Now, my final question for you is to think about before you go. I want you to think about what are three things that you learned? What's two things that you will do differently and then what's one immediate action item? And I wanna give you a chance to share that. And so before you go, we've got a handful of people. I, I hope that you'll contribute here. I want you to think about what is your one action item? What's the one takeaway before you close your books and move on to another session? What's one specific thing that you want to take away from this? Maybe it's to just read the hand out a little deeper, maybe it's to, to click through some of those resources to find something, um, a specific tool that you'll be able to employ. Um But I hope that and I hope that you're doing this with all of your sessions that you attend this week is making sure that you're taking a moment to really create an action plan because awareness folks is not enough. We gotta take action.

Uh We got to take action and so I'm gonna go ahead and, and oops. All right. So somebody's gonna add a recurring reminder to brainstorm what areas of focus are within your control, uh determine what's in your realm of control. Bookmark, your website. Oh, yes. Thanks so much.

Um I'd love for you to join my mailing list. Um I am not as good at sending emails as I would like to be. Um But I send out like maybe once, once a month. Um But I always send things that add value and, and um and so I hope you'll access those. And if you're interested in the the resource on control, you can search on my website um an activity on a sphere of influence. It's possible that it is on linked from this handout as well. Let me see if it's linked from your hand out. Um OK. It's not linked from this handout. But again, from my website, you can go to here and just um search influence, influence, let's spell it correctly, um influence. Let's try again and then that should pull that up for you. And so I encourage you to access um that resource. Um Yeah. So where, where does your will intersect with your influence? So I encourage you to access that there. I also want to invite you to provide your feedback. I'm sure that the organization has a way for you to do this. But um I also value your feedback. And so if you go to engineer inclusion.com/thanks, um you can evaluate this session if you're interested in a certificate, I am really slow at getting those done, but I do do them uh maybe once a quarter or so. Um And I welcome your feedback.

Uh And, and if you have any questions on how I can help you I really hope that you'll reach out and let me be a resource for you. Thank you so much for your time. Uh If you have questions, um Do we have any time for that? Um At what time do you have to close the room? Right. No word from them. Um I wish I could see and hear you all. Um There is a Q and A feature. So if you have um ah so no time up and no questions. All right. Well, thank you all again so much for your time and your energy and I really hope that you'll reach out and then we can stay in touch. Thank you all so much. Goodbye.