Greg Morley

The number one key to success of having a great outcome or great outcomes was that for a period of time, the CEO, who's a very respected individual in Moet Hennessy and in the LVMH group, would, every time he stood in front of a group, talk about why it's important that we have a diverse and inclusive organization. He didn't have to spend 15 minutes.

The number one key to success of having a great outcome or great outcomes was that for a period of time, the CEO, who's a very respected individual in Moet Hennessy and in the LVMH group, would, every time he stood in front of a group, talk about why it's important that we have a diverse and inclusive organization. He didn't have to spend 15 minutes.

He could spend two minutes talking about why that was important to the innovation, the evolution, being an attractive company, being an attractive brand or brands to consumers, knowing consumers, all of these things. People pick up on that. Now, he probably would do that in the top of 25 or 30 minutes. He'd take a minute or two to talk about diversity and inclusion.

He could spend two minutes talking about why that was important to the innovation, the evolution, being an attractive company, being an attractive brand or brands to consumers, knowing consumers, all of these things. People pick up on that. Now, he probably would do that in the top of 25 or 30 minutes. He'd take a minute or two to talk about diversity and inclusion.

It made a huge difference because people picked up on those cues. If it's important to the CEO, then it might be important to me. And that's how the voice of a leader has impact on others.

It made a huge difference because people picked up on those cues. If it's important to the CEO, then it might be important to me. And that's how the voice of a leader has impact on others.

It's a great question because it's one of the reasons I wrote the book, which I saw this kind of fraying of the core of what I believed was important, which is creating inclusive environments. There's a great article, which I would encourage anyone to read. And it was published last week by our mutual friend, Todd Sears, who's the CEO of Out and Equal.

It's a great question because it's one of the reasons I wrote the book, which I saw this kind of fraying of the core of what I believed was important, which is creating inclusive environments. There's a great article, which I would encourage anyone to read. And it was published last week by our mutual friend, Todd Sears, who's the CEO of Out and Equal.

And he was addressing the issues that have arisen in recent weeks with large companies backing away from targets and commitments in diversity, equity and inclusion. And he makes a point.

And he was addressing the issues that have arisen in recent weeks with large companies backing away from targets and commitments in diversity, equity and inclusion. And he makes a point.

makes a number of points which i think are just absolutely spot on which is in none of the cases where you've seen large companies back away from commitments in terms of measurement or commitments in terms of public accountability have they backed away from initiatives that they are doing internally with their employees or even with their marketing initiatives so

makes a number of points which i think are just absolutely spot on which is in none of the cases where you've seen large companies back away from commitments in terms of measurement or commitments in terms of public accountability have they backed away from initiatives that they are doing internally with their employees or even with their marketing initiatives so

What I know about what's happening in the world is that there is a very public stance that some companies are taking, and that's, I think, to align with the views of probably the majority of their customers. Then there is a back of the house or internal discussion around these topics, which hasn't really changed.

What I know about what's happening in the world is that there is a very public stance that some companies are taking, and that's, I think, to align with the views of probably the majority of their customers. Then there is a back of the house or internal discussion around these topics, which hasn't really changed.

So take, for example, a company, a large company, extends benefits to nursing mothers. Nowhere are people taking those benefits back because they've now become the normal. Companies are extending benefits to domestic partners or spouses, maybe where they can't marry in different places around the world. Companies are not retracting those benefits. What companies are doing, which is...

So take, for example, a company, a large company, extends benefits to nursing mothers. Nowhere are people taking those benefits back because they've now become the normal. Companies are extending benefits to domestic partners or spouses, maybe where they can't marry in different places around the world. Companies are not retracting those benefits. What companies are doing, which is...

to play a safer game, which is to be less high profile during this period of, I think, more intense scrutiny over diversity, equity, and inclusion. And I may be a contrarian in the field, but I would say that diversity, equity, and inclusion should be scrutinized like any other investment in the company.

to play a safer game, which is to be less high profile during this period of, I think, more intense scrutiny over diversity, equity, and inclusion. And I may be a contrarian in the field, but I would say that diversity, equity, and inclusion should be scrutinized like any other investment in the company.

And unless we have a strong case, then there's a responsibility by a company to push back on it. The political external view is going to be quite intense, I think, for the foreseeable future. What we have to do as practitioners and companies and as managers and companies is go back to the core, which is we know inclusive environments have better business outcomes.

And unless we have a strong case, then there's a responsibility by a company to push back on it. The political external view is going to be quite intense, I think, for the foreseeable future. What we have to do as practitioners and companies and as managers and companies is go back to the core, which is we know inclusive environments have better business outcomes.