Eric Levitz

When I started doing this work in the 90s, I thought my job was to be a diversity ghostbuster. Just going to organizations that gunned down the racist, sexist, bigoted, homophobes. And I had a formula. I was going to lose a third of the class because I was going to be calling them a name. So I felt like God called me into the principal's office and said, Eric, what are you doing?

When I started doing this work in the 90s, I thought my job was to be a diversity ghostbuster. Just going to organizations that gunned down the racist, sexist, bigoted, homophobes. And I had a formula. I was going to lose a third of the class because I was going to be calling them a name. So I felt like God called me into the principal's office and said, Eric, what are you doing?

When I started doing this work in the 90s, I thought my job was to be a diversity ghostbuster. Just going to organizations that gunned down the racist, sexist, bigoted, homophobes. And I had a formula. I was going to lose a third of the class because I was going to be calling them a name. So I felt like God called me into the principal's office and said, Eric, what are you doing?

Why are you losing so many people? And so I changed my style from one of blaming and shaming to one of becoming more transparent around my own biases because I believe that bias is a human condition. And then secondly, creating an environment that was safe enough that people could be honest.

Why are you losing so many people? And so I changed my style from one of blaming and shaming to one of becoming more transparent around my own biases because I believe that bias is a human condition. And then secondly, creating an environment that was safe enough that people could be honest.

Why are you losing so many people? And so I changed my style from one of blaming and shaming to one of becoming more transparent around my own biases because I believe that bias is a human condition. And then secondly, creating an environment that was safe enough that people could be honest.

People are afraid. And I would say there are three categories of organizations that I've worked with and that I see. There are some that are closing up the tent and they're saying, hey, we're done. We're out of here. There are some that are pausing or pivoting. And then there's some that are staying the course and doubling down.

People are afraid. And I would say there are three categories of organizations that I've worked with and that I see. There are some that are closing up the tent and they're saying, hey, we're done. We're out of here. There are some that are pausing or pivoting. And then there's some that are staying the course and doubling down.

People are afraid. And I would say there are three categories of organizations that I've worked with and that I see. There are some that are closing up the tent and they're saying, hey, we're done. We're out of here. There are some that are pausing or pivoting. And then there's some that are staying the course and doubling down.

And I would say that organizations have to do what they believe is in their best interest. One of the things that I don't think that we should do is force organizations to do DEI when it's against their own values. If they don't believe in this, then they ought to walk away.

And I would say that organizations have to do what they believe is in their best interest. One of the things that I don't think that we should do is force organizations to do DEI when it's against their own values. If they don't believe in this, then they ought to walk away.

And I would say that organizations have to do what they believe is in their best interest. One of the things that I don't think that we should do is force organizations to do DEI when it's against their own values. If they don't believe in this, then they ought to walk away.

For organizations that are just afraid and concerned and don't want to get run over by that political big megaphone of the president, then I understand people pivoting, and I don't have a problem with that.

For organizations that are just afraid and concerned and don't want to get run over by that political big megaphone of the president, then I understand people pivoting, and I don't have a problem with that.

For organizations that are just afraid and concerned and don't want to get run over by that political big megaphone of the president, then I understand people pivoting, and I don't have a problem with that.

I believe that bias is a human condition, that all people have bias and we have to really work on that. The largest group of people that I've trained over the last three decades have been white men. And that means I've not only trained them, but I've learned from them. And many times, many of the things that they said to me, Eric, this doesn't feel fair. I said, I agree.

I believe that bias is a human condition, that all people have bias and we have to really work on that. The largest group of people that I've trained over the last three decades have been white men. And that means I've not only trained them, but I've learned from them. And many times, many of the things that they said to me, Eric, this doesn't feel fair. I said, I agree.

I believe that bias is a human condition, that all people have bias and we have to really work on that. The largest group of people that I've trained over the last three decades have been white men. And that means I've not only trained them, but I've learned from them. And many times, many of the things that they said to me, Eric, this doesn't feel fair. I said, I agree.

You know, they would say to me, Eric, why are only the biases of white guys? People are only concerned about those. Everybody else has got prejudices and nobody ever talks about that. I said, you're right.

You know, they would say to me, Eric, why are only the biases of white guys? People are only concerned about those. Everybody else has got prejudices and nobody ever talks about that. I said, you're right.