Diversity and Inclusion Fatigue: Transforming your diversity initiative into a strategic innovation approach Organizations need to refresh, and sometimes, reinvent their diversity initiatives. A successful diversity strategy should be an innovative management and leadership approach. There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive a sound message, implement best practices, and integrate diversity strategies into the bigger organizational picture. These strategies will increase talent acquisition, enhance performance, and strengthen leadership skills. Learning Outcomes: Increase leadership effectiveness in areas of Diversity and Inclusion At the end of this seminar, participants will be able to: a) Explore strategic approaches to increase diversity and inclusion effectiveness b) Examine ways to refresh and assess current diversity strategies c) Examine talent acquisition, performance, and leadership tools and techniques

1. DIVERSITY AND INCLUSION FATIGUE:
TRANSFORMING YOUR DIVERSITY INITIATIVE INTO A STRATEGIC INNOVATION APPROACH
Dr. Vernon Ross, Jr., Lockheed Martin Company
Dr. Paul Tchounwou, Jackson State University
Ms Shanna Travis, US Department of Treasury

2. Learning Outcome
Increase Leadership Effectiveness in the
Areas of
Diversity
Inclusion

3. Transforming Diversity Initiatives
Elements of Strategic Innovative Approach
Diversity & Inclusion Council
Diversity & Inclusion Framework
D&I Strategy and Key Business Objectives
Focus Areas
Leadership Commitment and Participation
Communications
Demonstrated Results

4. Diversity & Inclusion Council
Rich Lockwood
MST D&I Executive
Champion
Chester Kennedy
MST Sustainability
D&I Exec Lead
Sue Heisler
MST D&I/EOP Sr Mgr
Site Diversity & Inclusion (D&I) Leads
Cory Weathers Jeanine Yaichuk
Orlando
Shari
Sterling
John
Martinez
Nicole
Castro
Owego
San Diego
Small Sites
Akron
Jeanette
Hensell
Pierre
Cannon
Tessa
Anodide
Clearwater Manassas Moorestown
Scott
Butcher
Keila
Gonzalez
Hernando
Nieto
Elaine
Mayfield
Molly
Corley
Fort Worth
Marion
Palm Beach
Baltimore
Syracuse
Focus Areas
MST Integration
Jim Craig
Focus Area Exec Sponsor
Talent Development &
Recognition
Kris Siegmundt
Focus Area Exec Sponsor
Talent Pipeline
Melonie Parker-Washington
Focus Area Exec Sponsor
Advisory Team
Marcia Beach-Malinowski
Communications
Lisa Gross
Ethics
Nancy Woytek
HR D&I Council
Grier Meassick
HR ERG/EN POC
Dani Deering
Legal
Gary Harrer
Supplier Diversity

5. Diversity & Inclusion Framework
Diversity & Inclusion Framework Example
Preference
Build and sustain an environment where all
employees are embraced and valued for who
they are so that they reach their full potential
to enable your company to provide …..
Workforce
Workplace
Recruit, develop, retain high
performing, talented, engag
ed employees with diverse
backgrounds and
perspectives.
Educate, promote, and
communicate designed to
foster an
inclusive, engaging, culture
and environment.
Culture and Core Values
Marketplace
Recognized as the preferred
brand in the market you
serve by building valued
relationships with diverse
customers, suppliers, college
s, universities, etc.

6. D&I Strategy and Key Business Objectives
A diversity and inclusion strategy is most effective
and sustainable when it:
 Aligns with and help achieve key business
strategies and plans.
 Maintains full active support and engagement of
the CEO and Senior Executive Leadership
 Recognizes the organization’s
culture, readiness, and capacity for change.

7. Focus Areas
The Important of Framework Pillars:
 WORKFORCE
 Efforts to recruit, retain and develop high performing, talented and engaged
associates with diverse backgrounds and perspectives signals your belief
that each individual is critical to the success of our business as a whole.
 WORKPLACE
 Acquiring the skills to work together as a diverse team and to better serve
your global customers is tied to your ability to educate, advocate and
communicate in order to foster an inclusive, engaging culture and work
environment.
 MARKETPLACE
 Creating a diverse workforce will allow your organization to not only mirror
the communities it serve, but to become the preferred brand by building
valued partnerships with diverse customers, suppliers and universities.

8. Leadership Commitment and Participation
An Example from Lockheed Martin
Three New Leadership Forums Expand Opportunities in 2012
•
Lockheed Martin’s Executive Diversity Council approved three new Leadership Forums and executive
sponsors, strengthening the Corporation’s commitment to diversity, inclusion and professional development. They are the
Lesbian, Gay, Bisexual and Transgender (LGBT), Military/Veterans, and People with Disabilities forums.
•
Leadership Forums are corporate-sponsored events that offer opportunities for eligible employees to network with
individuals from various levels, locations and areas of the corporation, and take advantage of mentoring and professional
development activities. They were established in 2002 to promote professional development and retention.
•
Executive involvement in the new forums will help foster a culture of shared values and respect.
•
The three groups join Lockheed Martin’s existing forums, which include the African American Leadership
Forum, Council of Asian American Leaders, Hispanic Leadership Council, and Women’s Leadership Forum.
•
There are other ways employees can get involved in areas that matter to them. Employee Resource Groups (ERG) align to
leadership forums within business areas and are open to all levels of employees throughout the corporation. Employee
Networks (EN), also open to all levels, help employees with common interests join together, providing a channel to share
ideas that support business objectives. Visit the ERG and EN website to learn more.
•
Employees will receive information about the opportunities via LM News, LM People ads, business area communications
and more. (NOTE: The Importance of Communications.)

9. 2013-2014 External Diversity Award Winners
2014 BEYA/STEM
Special Recognition
Award
Boys & Girls Club of
Greater Washington
Exceptional Service and
Dedication
to Young People
MST Manassas
Lockheed Martin’s PRIDE Employee Resource
Group (ERG) 2013 Out and Equal Workplace
Summit ERG of the Year Award
Gilda Jackson
Program Management
Director - Fort Worth
Lisa Callahan, VP GM
Tashika Hussey
Tech Ops ATLP Senior
2013 Women of Color Outstanding Achievement Awards
Anisha Anthony
Rising Star
Baltimore
Grace Auyeung
Rising Star
Moorestown
Letia Barnes
Rising Star
Moorestown
Donna Childs
Rising Star
Moorestown
Catherine Clinton
All-Star
Moorestown
Madiha Jafri
Rising Star
Moorestown
Kathryn Martinez
Rising Star
Moorestown
Maria Rivera
All-Star
Moorestown
2014 BEYA Outstanding Achievement Awards
Craig Brown
Modern Day Technology
Leader
Orlando
Matthew Brown
Modern Day
Technology Leader
Manassas
Ken Campbell
Modern Day Technology
Leader
Orlando
Tashika Hussey Modern
Day Technology Leader
Manassas
Cassandra Jackson
Modern Day
Technology Leader
Orlando
Carl Tinsley
Modern Day
Technology Leader
Manassas

10. 2013 External Diversity Awards
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Anita Borg Women of Vision
Asian American Engineer of the Year Award
Black Engineer of the Year/STEM National Awards
Black Engineer of the Year/ STEM OAA (Magazine)
Careers and the disABLED
Hispanic Engineer National Achievement Award

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
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Out & Equal
Women in Aerospace
Women of Color National
Women of Color OAA (Magazine)
Society of Women Engineers