Greg Morley

And those are the conversations that oftentimes we're not training managers to have, but they're just human conversations. They're just born out of curiosity. And I think that those things are much more important than we give time for.

And those are the conversations that oftentimes we're not training managers to have, but they're just human conversations. They're just born out of curiosity. And I think that those things are much more important than we give time for.

We've touched upon belonging. Let's move forward to talk a bit about inclusion. How would you define DEI? Or what does DEI mean to you?

We've touched upon belonging. Let's move forward to talk a bit about inclusion. How would you define DEI? Or what does DEI mean to you?

So when we define DEI or diversity, equity and inclusion, most people think of diversity, equity and inclusion is relating to things like gender and skin color, perhaps because they're the most visible forms of diversity.

So when we define DEI or diversity, equity and inclusion, most people think of diversity, equity and inclusion is relating to things like gender and skin color, perhaps because they're the most visible forms of diversity.

What I would say is also critically important, and I've seen this in my experience, is it's just as important to understand what experience, both life and career experience, somebody brings to their job. You know, what generation they come from, what languages they speak or understand. Who do they have any disabilities? Do they have any exceptional abilities?

What I would say is also critically important, and I've seen this in my experience, is it's just as important to understand what experience, both life and career experience, somebody brings to their job. You know, what generation they come from, what languages they speak or understand. Who do they have any disabilities? Do they have any exceptional abilities?

Those are all things that are important in determining how you build a diverse workforce. The reality is most of the diverse elements that we bring to work are unseen. Now who I'm married to is unseen. Do I have children or not is unseen. Do I have a cognitive ability or disability is unseen in most places. So this is why we have to get to know the people that work for us.

Those are all things that are important in determining how you build a diverse workforce. The reality is most of the diverse elements that we bring to work are unseen. Now who I'm married to is unseen. Do I have children or not is unseen. Do I have a cognitive ability or disability is unseen in most places. So this is why we have to get to know the people that work for us.

And when we talk about then why is that include, why is the word inclusion important or the concept inclusion is it's to me, I always imagined the image of an orchestra. So in an orchestra, there are many different instruments and they all have their own role. And at some point they come together in a piece to create a beautiful piece of music and experience a feeling.

And when we talk about then why is that include, why is the word inclusion important or the concept inclusion is it's to me, I always imagined the image of an orchestra. So in an orchestra, there are many different instruments and they all have their own role. And at some point they come together in a piece to create a beautiful piece of music and experience a feeling.

And it's the job of the manager, the leader, to understand which pieces they need to bring to different projects, different work streams, different situations to create a beautiful piece of music. which can only be done in an orchestra by an incredibly diverse field of instruments, which is also what we see at work.

And it's the job of the manager, the leader, to understand which pieces they need to bring to different projects, different work streams, different situations to create a beautiful piece of music. which can only be done in an orchestra by an incredibly diverse field of instruments, which is also what we see at work.

Outcomes at work are better from an innovation perspective, from a profitability perspective, from a risk and compliance perspective when you have diverse teams. And going back to this diversity of all the different elements which are seen and unseen.

Outcomes at work are better from an innovation perspective, from a profitability perspective, from a risk and compliance perspective when you have diverse teams. And going back to this diversity of all the different elements which are seen and unseen.

So the manager is the conductor?

So the manager is the conductor?

Yes. So the manager is the conductor, but also think about the conductor as a rotating role. If you're project managing, then you could be the conductor. If you're running a business or employee resource group, you could be the conductor. It's just a matter of appreciating the differences in the workforce. trying to get the best out of the people so that they feel included.

Yes. So the manager is the conductor, but also think about the conductor as a rotating role. If you're project managing, then you could be the conductor. If you're running a business or employee resource group, you could be the conductor. It's just a matter of appreciating the differences in the workforce. trying to get the best out of the people so that they feel included.