Challenge: A leading national construction firm faced challenges in recruiting and retaining diverse talent, particularly in project management and leadership roles. The organization sought to enhance its diversity pipeline while maintaining excellence in a competitive industry.

Assessment & Strategy: We began with a comprehensive assessment of their existing talent acquisition and retention processes, identifying key areas where biases and systemic barriers were impacting diversity outcomes. Based on these insights, we developed a tailored strategy that included restructuring recruitment processes, implementing structured interview protocols, and launching a leadership development program focused on diversity.

Results:Within 18 months, the firm saw a 16% increase in diverse hires, particularly in management roles. The inclusive leadership program led to higher employee engagement scores and improved retention rates among underrepresented groups.

Challenge: An engineering and construction company faced resistance to hiring and promoting diverse talent, with some leaders expressing concerns that doing so would be “lowering their standards.”

Assessment & Strategy: Through a comprehensive assessment of leadership attitudes and team dynamics, we uncovered deep-rooted biases and misconceptions about what constitutes talent and qualifications. These biases were contributing to systemic barriers within the organization.

Results:By implementing targeted one-on-one coaching sessions with key leaders, we were able to dismantle the misconception that diversity equated to lower standards. This coaching helped shift mindsets, allowing leaders to recognize and appreciate the value of diverse perspectives and talents.

Challenge: A national infrastructure company was facing resistance to its DE&I initiatives, particularly among middle management. The company needed a strategy to demonstrate the business value of inclusion and drive leadership buy-in.

Assessment & Strategy: We conducted a thorough assessment of leadership attitudes toward DE&I, identifying areas of resistance and knowledge gaps. Leveraging this data, we crafted a business-centric DE&I strategy aligned with company objectives.

Results:Middle management buy-in grew significantly, with a 19% increase in engagement with DE&I training initiatives as measured by employee engagement.

Challenge: A construction firm specializing in large projects wanted to address systemic barriers in its talent pipeline, particularly in sourcing and integrating diverse leadership.

Assessment & Strategy: Through a detailed assessment of their recruitment and performance evaluation processes, we identified barriers to diverse talent integration. We developed a strategy to overhaul their hiring practices, reduce bias in evaluations, and launch a mentorship program aimed at advancing diverse talent.

Results: The firm achieved a 17% increase in the diversity of its leadership pipeline within two years.

Challenge: One of the greatest challenges for highly successful companies, particularly in professional services firms, is acknowledging areas for improvement. Our current state analysis—incorporating web-based surveys, focus groups, targeted interviews, and an in-depth review of existing policies—revealed a notable lack of diversity, with very few women and only one person of color in leadership.

Assessment & Strategy: We conducted an assessment of the consultancy's regional engagement and inclusion practices, identifying disconnects in communication and support systems. We then developed a customized strategy that included different business units. Addressing these sensitive issues required a high level of finesse and sophistication to guide leadership toward recognizing opportunities for growth.

Results: Overcoming the biggest hurdle, however, was the resistance among managing partners, who often questioned the need for change. There was a heightened sensitivity for what it's like to be the other. An accountability plan was put in place for each leadership practice.

Challenge: A geotechnical engineering firm was struggling to embed inclusion within its high-pressure, project-driven culture. The firm aimed to align its DE&I initiatives with business objectives, particularly as it integrated remote work to diversify its talent pool for specialized projects. However, a significant challenge emerged with senior employees who excelled as **“super contributors”** but lacked the skills to effectively lead people, which negatively impacted team engagement and performance.

Assessment & Strategy: During the initial assessment, it became clear that the firm's approach of promoting top individual performers into leadership roles was counterproductive. These "super contributors" were technically proficient but struggled to manage teams, resulting in decreased morale and lower project satisfaction among team members. While this was not the anticipated outcome of the assessment, addressing this misstep became critical to improving employee engagement.

To correct course, we developed a strategy that focused on identifying individuals with actual leadership capabilities rather than simply rewarding technical expertise. This included implementing leadership training programs specifically designed to develop people management skills, while **reallocating "super contributors" to roles where their strengths could be maximized without requiring them to lead teams**. Additionally, remote workers were integrated into project teams to bring diverse perspectives and skills.

Results: By realigning team leadership and focusing on developing true leadership skills, the firm aimed to achieve a **15-20% increase in employee engagement scores** on those specific teams, as measured through semi-annual surveys.

Shifting away from “super contributor” leaders was projected to improve team cohesion and project satisfaction for those team members by **10-15%**, based on internal project feedback and performance metrics. The integration of remote, diverse talent was anticipated to enhance project outcomes, leading to the first time breakthrough of diverse talent within the firm.

Overview: Over a five year period, we partnered with a national construction company to deliver a highly customized, skills-based Conscious Inclusion program. This initiative was conducted twice a year and became a key component of their leadership development strategy.

Approach: The program was meticulously tailored to align with the organization's specific goals and priorities. Our focus was always on understanding the company's business objectives and ensuring that our learning outcomes were directly tied to those needs.

Solution: We designed a comprehensive, multi-session program divided into three tiers, targeting various levels of leadership. The focus was on embedding Conscious Inclusion principles into the organization's culture. This structured approach allowed leaders to not only understand the importance of inclusion but to see it as an essential strategy for driving business results.

Impact: The transformation was significant. Leaders within the construction industry, traditionally not seen as inclusion-driven, became genuinely energized about the potential of leveraging inclusion as a business strategy. The program not only enhanced their leadership capabilities but also also fostered a more inclusive and innovative workplace culture.

Over a five-year partnership with an innovative construction company, we conducted an in-depth current state analysis using web-based surveys, focus groups, targeted interviews, and a comprehensive review of existing policies. The insights gathered served as the foundation for developing targeted Inclusive Leader training programs for the top three tiers of leadership.

Approach: To ensure the training initiatives were impactful and sustainable, we established clear accountability metrics that aligned directly with the company’s business objectives. The inclusion strategy was seamlessly integrated into their core leadership practices, emphasizing measurable outcomes.

Solution: We introduced **Inclusive Leader Cohorts**, a transformative initiative that combined personalized coaching with three in-person cohort meetings. This approach focused on enhancing self-awareness and leadership effectiveness. Additionally, the **Inclusive Leader 360 program** enabled participants to gain insights into their strengths and identify areas for growth, particularly in understanding the gaps between their self-perception and how they were viewed by their teams.

Impact: Leaders, who traditionally took a pragmatic, results-focused approach, experienced significant breakthroughs in understanding the tangible value of inclusion, diversity, and equity. Rather than viewing these concepts as abstract ideals, they began to recognize them as essential components that drive business success. The initiative equipped leaders to broaden their perspectives, enhancing their capability to attract and harness a more diverse talent pool. By embedding inclusion into their business strategy, the company turned it into a powerful catalyst for innovation and sustained competitive advantage. This shift led to more effective leadership and long-term organizational growth.

Overview: We began our partnership by developing the organization’s first comprehensive baseline strategy to diversify talent, aligning these efforts with the evolving needs of their clients. To ensure the sustainability of this strategy, we collaborated closely with the executive team to design robust accountability measures, embedding inclusion efforts across all levels of the organization.

Current State Analysis: One of the greatest challenges for highly successful companies, particularly in professional services firms, is acknowledging areas for improvement. Our current state analysis—incorporating web-based surveys, focus groups, targeted interviews, and a thorough review of existing policies—revealed a significant lack of diversity, with very few women and only one person of color in leadership.

Challenge: The biggest hurdle was overcoming resistance among the managing partners, who often questioned the need for change. Addressing these sensitive issues required a high level of finesse and sophistication to guide leadership toward recognizing opportunities for growth and alignment with client expectations.

Approach: We utilized a strategic approach to address these sensitive challenges, helping leaders reflect on their current practices and identify gaps. By emphasizing data-driven insights and the direct link between inclusion, client satisfaction, and business performance, we shifted the focus towards a more inclusive culture.

Solution: Through a series of targeted discussions and tailored strategic sessions, we worked with the firm’s leadership to challenge existing mindsets. The focus was on creating sustainable action plans that aligned inclusion initiatives with business goals, ensuring long-term integration.

Impact: This engagement set the foundation for a shift in leadership attitudes, opening the door for future diversity and inclusion initiatives. By leveraging our nuanced understanding of the firm’s culture, we successfully navigated resistance and laid the groundwork for more inclusive leadership practices, ultimately positioning the firm to better serve its diverse client base.

Overview: Over a three-year partnership with a national electric company, we worked across various levels of the organization, ranging from field supervisors to senior executives. The company’s leadership was primarily composed of individuals who had risen through the ranks, transitioning from technical roles like electricians to senior leadership positions. This unique dynamic required a tailored approach to embedding inclusion, diversity, and equity (IDE) into their organizational culture.

Approach: We began by partnering with the company’s “Equity Committee,” conducting two intensive **Conscious Inclusion sessions**. These sessions were designed to enhance skills, clarify key IDE concepts, and emphasize the business case for why inclusion, diversity, and equity matter to the company’s bottom line. In addition to skill-building, our focus was on coaching participants to understand the strategic value of IDE in driving business outcomes.

C-Suite Engagement: At the C-Suite level, we implemented a comprehensive three-month cohort learning program, integrating the **Inclusive Leader 360**, executive coaching, and cohort learning sessions. The emphasis was on messaging the distinct value of inclusion, diversity, and equity as separate but interconnected components of business success. One of the most impactful moments came when the CFO candidly expressed, **“I finally get it—you’re not asking me to hire unqualified workers!”** This breakthrough was a turning point, shifting the leadership’s perspective on the value of IDE initiatives. As a result, the C-Suite developed an actionable, outcome-based plan with metrics and accountability to integrate IDE into their strategic business plans.

Next-Level Leadership Development: Following the success at the executive level, we extended the program to the next tier of leaders. This group underwent a two-session cohort learning experience, similar in structure but tailored to their specific challenges. Resistance was notably higher at this level, with some leaders equating IDE efforts with extreme, divisive ideologies. Overcoming these misconceptions required a focused approach, reinforcing the message that IDE is a business strategy, not a social agenda.

Field Operations Focus: We also engaged with site leadership in rapidly expanding server farm areas, where the organizational culture was intensely hierarchical. Adapting our approach to fit the unique dynamics of field operations was essential. By focusing on practical, business-linked IDE strategies, we helped site leaders understand the direct impact of inclusive practices on operational efficiency and team cohesion.

Impact: The culmination of this work led to a significant cultural shift within the company. The C-Suite’s commitment to a metrics-driven, accountable IDE strategy set a powerful precedent for the rest of the organization. Leaders at all levels began to see IDE not as an abstract concept but as a critical driver of business performance. Despite initial resistance, the program successfully laid the groundwork for sustainable change, resulting in more inclusive leadership and a more resilient organizational culture.

Overview: For over three years, we collaborated with a global pharmaceutical company to instill a profound, organization-wide shift in understanding the true power of inclusion. This engagement was centered around a tailored program called **“Conscious Inclusion”**, which integrated inclusive leadership practices with globally validated inclusion behaviors. The initiative spanned multiple levels of leadership, from manufacturing site supervisors and patient-facing teams to senior global executives driving vaccine development.

Approach: Our program was designed to go beyond traditional diversity metrics, focusing instead on fostering a culture where inclusion is deeply embedded into everyday practices. By doing so, we aimed to shift leaders’ mindsets from simply measuring representation to genuinely understanding the business and human value of an inclusive workplace.

Solution: We delivered a comprehensive series of Conscious Inclusion training sessions, customized to address the unique challenges faced by different teams across the organization. For leaders at manufacturing sites, the focus was on practical applications of inclusive leadership behaviors to enhance team collaboration and productivity. For patient-facing teams, we emphasized the importance of inclusive interactions to improve patient outcomes. At the global executive level, we facilitated strategic sessions on how inclusion drives innovation and supports critical initiatives, such as vaccine development.

Impact: The program led to significant shifts in leadership perspectives. Leaders developed a deeper understanding of how fostering an inclusive culture empowers them to maximize their impact and effectiveness. This newfound insight allowed them to focus not only on tracking diversity metrics but also on creating environments where all employees can thrive and contribute at their highest potential. By aligning inclusive leadership practices with the company’s overarching mission, we enabled leaders to see the direct link between a culture of inclusion and enhanced talent development, innovation, and overall business success. This transformation helped position the organization as a leader in both diversity and inclusion, with a clear focus on sustainable growth and impact in the global healthcare industry.

Overview: Over a four-year engagement, we partnered with the executive team and their direct reports at a leading global agricultural company to implement the **Inclusive Leader 360 program**. This initiative was deployed globally within the Agricultural division focusing on enhancing leadership effectiveness and fostering an an inclusive culture.

Approach: The Inclusive Leader 360 program was structured as a three-month journey that included individual coaching sessions and three in-person cohort meetings for each group of leaders. The assessments were designed to help leaders identify their strengths and uncover areas for growth, especially in recognizing gaps between their self-perception and how they were perceived by their teams.

Inclusive Leader 360: Similar to the insights gained from our work with the Global Chemical team, leaders in this organization experienced significant realizations. One of the most compelling findings was that the primary disparities in perception were rooted in **differences in thinking styles**. Many leaders and high-potential individuals exhibited a “fast-paced, decisive decision-making style,” often viewing those who offered alternative perspectives or took longer to align as obstacles to success.

Impact: The program not only expanded leaders’ awareness of the value of diverse thinking styles but also encouraged them to leverage these differences to broaden their talent pool and drive innovation. By embedding inclusion as a core component of their business strategy, the organization was able to use **diversity of thought as a catalyst for innovation**, ultimately enhancing its competitive edge in the global agricultural market.

Overview: A prominent law firm engaged our services to evaluate its overall culture of inclusion and address challenges related to the retention of women and people of color. Our collaboration involved Managing Partners, the Inclusion and Diversity Steering Team, and practice leaders to identify best practices and pinpoint areas requiring greater accountability.

Current State Analysis: Our analysis revealed critical issues within the firm's culture:

• The "Exclusive Culture": The most profitable practice group consisted entirely of men with similar backgrounds and interests. Within the firm, this group was colloquially referred to as having a **“bro culture.”** It was widely recognized that breaking into this practice was nearly impossible for individuals outside this demographic.
• Intern Retention Challenges: Despite a robust internship program, there was a troubling pattern of interns of color leaving shortly after being hired into the practice. This raised concerns about onboarding, inclusion, and equitable support.

Key Challenges:

• Resistance to Change: Partners within the highly profitable practice group resisted any changes, questioning the need for disruption with statements like, “Why mess with a good thing?” and “We hire the best!” They feared that changes might negatively impact their pay.
• Performance Perception: New hires, particularly those from underrepresented groups, were perceived as making more mistakes and being slower compared to their colleagues. This perception was often tied to a lack of informal mentoring and support.

Approach:

• Identifying Cultural Barriers: Through in-depth analysis, we identified that success within the firm was heavily influenced by informal cultural norms. New hires who lacked pre-existing friendships or professional connections within the firm were not afforded the same informal mentoring opportunities. This created a significant gap in their ability to integrate and perform.
• Addressing the "Tough Nut": The all-male, highly profitable practice group presented a unique challenge. This group’s structure clashed with the firm’s newly established supplier diversity standards, exposing a misalignment between the firm’s stated values and its practices.

Solution:

• Fostering Inclusive Mentorship: We developed initiatives to establish structured mentoring programs, ensuring new hires received the same informal guidance and support as their peers. This involved creating safe spaces for new employees to ask questions and seek advice without fear of judgment.
• Aligning Practices with Values: Through targeted workshops, we worked with the all-male practice group to address their resistance. These sessions highlighted the risks of maintaining exclusionary practices and demonstrated the long-term business benefits of aligning with the firm’s supplier diversity standards.
• Implementing Measurable Goals: The firm adopted actionable strategies, such as setting specific retention and development metrics for underrepresented groups. These goals provided accountability and a clear roadmap for progress.

Impact:

• Enhanced Retention of Diverse Talent: The introduction of structured mentoring programs significantly improved the retention rates of interns and new hires from underrepresented groups, creating a more equitable and supportive workplace.
• Cultural Shift Within Leadership: The workshops and discussions with leadership teams led to a tangible shift in attitudes, fostering greater accountability for creating an inclusive culture across all practice groups.
• Alignment with Business Objectives: By addressing misalignments between the firm’s values and practices, the engagement positioned the firm to meet supplier diversity standards and better serve a diverse client base. This alignment also bolstered the firm’s reputation in the legal industry.
• Sustainable Change: The implementation of measurable goals and actionable strategies provided a foundation for ongoing improvements, ensuring that inclusion remains a key component of the firm’s long-term success.