Greg Morley

Thank you for having me back. Really pleased that you and I met each other more than a year ago. And I'm really proud of you and the work you're doing and what you're bringing to the conversation about humanity. So thank you for that. Today, what we're going to talk about is this, the book that I've written called Bond Inclusion and the Keys to Belonging and Connection. A little bit about me.

Thank you for having me back. Really pleased that you and I met each other more than a year ago. And I'm really proud of you and the work you're doing and what you're bringing to the conversation about humanity. So thank you for that. Today, what we're going to talk about is this, the book that I've written called Bond Inclusion and the Keys to Belonging and Connection. A little bit about me.

So I've spent most of my life in HR as an HR business leader and, and a good part of the latter part of my career in inclusion and belonging and diversity. I did write this new book, which I hope is a guide to inclusion and belonging in the workplace.

So I've spent most of my life in HR as an HR business leader and, and a good part of the latter part of my career in inclusion and belonging and diversity. I did write this new book, which I hope is a guide to inclusion and belonging in the workplace.

I've had the experience and great good fortune of leading diversity initiatives in the US, Europe, and Asia at major multinationals such as General Electric, Disney, Hasbro, and most recently my experience with LVMH Moet Hennessy. And I wrote the book to share what I believe are really life-changing lessons I've learned

I've had the experience and great good fortune of leading diversity initiatives in the US, Europe, and Asia at major multinationals such as General Electric, Disney, Hasbro, and most recently my experience with LVMH Moet Hennessy. And I wrote the book to share what I believe are really life-changing lessons I've learned

for how leaders and teams can be more inclusive and embrace company diversity to be even more successful in the companies in which they're working.

for how leaders and teams can be more inclusive and embrace company diversity to be even more successful in the companies in which they're working.

Sure. It's a great question. And let me maybe start by why I wrote the book, what inspired me to write the book as a way of addressing sort of the belonging, inclusion, and connection terms of the book. Over the decades of experience I had, both in and in HR roles, but also in roles such as marketing, sales,

Sure. It's a great question. And let me maybe start by why I wrote the book, what inspired me to write the book as a way of addressing sort of the belonging, inclusion, and connection terms of the book. Over the decades of experience I had, both in and in HR roles, but also in roles such as marketing, sales,

and communications and distribution, what I saw was there is, in essence, a crisis of loneliness at work for some people. And there's a very important role that organizations play in fostering a culture of belonging and inclusion.

and communications and distribution, what I saw was there is, in essence, a crisis of loneliness at work for some people. And there's a very important role that organizations play in fostering a culture of belonging and inclusion.

And the fostering of that culture of belonging and inclusion is not just a nice thing to do and everybody feels good at work and we go and we have parties and we're happy and we have lunch together. There is data that reinforces that when an organization is diverse, inclusive, and has leaders who lead in an inclusive manner on many measurable aspects, those companies do better.

And the fostering of that culture of belonging and inclusion is not just a nice thing to do and everybody feels good at work and we go and we have parties and we're happy and we have lunch together. There is data that reinforces that when an organization is diverse, inclusive, and has leaders who lead in an inclusive manner on many measurable aspects, those companies do better.

They do better in terms of innovation. They do better in terms of avoiding risk. They do much better in terms of getting profitable products to market. And they do much better in terms of what would be obvious, which is keeping good people and attracting good people. So there is a business imperative to being good at these things.

They do better in terms of innovation. They do better in terms of avoiding risk. They do much better in terms of getting profitable products to market. And they do much better in terms of what would be obvious, which is keeping good people and attracting good people. So there is a business imperative to being good at these things.

And what encouraged me to write the book was I saw all of these sort of good and bad practices over my career, both within the companies I was working with and with others that I had become associated with. And that's why I got to the point of, okay, there's something to be talked about.

And what encouraged me to write the book was I saw all of these sort of good and bad practices over my career, both within the companies I was working with and with others that I had become associated with. And that's why I got to the point of, okay, there's something to be talked about.

And I think finally, what was a driving factor for me was I believe in my core that these things I just talked about are important to individuals and to businesses. And what I saw was we were in the world of diversity, equity and inclusion getting too far away from what I believed was the important

And I think finally, what was a driving factor for me was I believe in my core that these things I just talked about are important to individuals and to businesses. And what I saw was we were in the world of diversity, equity and inclusion getting too far away from what I believed was the important