Sara Sanford - Inclusion, Inc.

1 Cover

2 Title Page SARA SANFORD

3 Copyright

4 Dedication

5 Language Guide Black DEI Intersectionality Neurodivergent Underestimated Note

6 PART 1: Equity—It's Not Personal, It's Systemic CHAPTER 1: Beyond Good Intentions Good Intentions, Few Results The DEI Overwhelm Stop the Trainings A Perspective Shift: From Changing Mindsets to Changing Mechanics GEN Certification: Discovering the Equity Trim Tabs Is This Book for Me? Beyond Good Intentions to Meaningful Impact A Quick Guide to the Rest of This Book Notes CHAPTER 2: “But We've Always Done It This Way…” But the Bias—Is It Really That Bad? Lean In: The Self-Empowerment Paradox Leaning In to a Double-Bind The $8 Billion Training Trap Diversity Trainings: Issuing Moral Licenses Beyond Moral Licensing Attending Trainings While Underestimated Finding Affinity: Employee Resource Groups Notes CHAPTER 3: Why Should We Care? The Future of Work DEI: In Demand Invoicing Exclusion: The High Cost of Underestimating Employees The Myth of Meritocracy The Best Person for the Job The Meritocracy Paradox Baseball Biases and the Power of the Collective From Baseball to Business Lehman…Siblings? Beyond Diversity to Inclusion Notes CHAPTER 4: Shifting to a Systemic Perspective Designing Some In, Others Out Size: Male, Style: White Cultural Levers: Disrupting Bias Charting Paths of Least Resistance Check. Check. Check. Out from Under the Overwhelm Make DEI Boring Again Notes CHAPTER 5: Inclusion at the Intersections Frameless Minorities in the Margins The Costs of Trickle-Down Exclusion Beyond Thin-Slicing Designing Policy: Gathering Intersectional Perspectives Implementing Policy Evaluating Policy Impact Notes Summary of Part 1Chapter 1: Beyond Good Intentions Chapter 2: “But We've Always Done It This Way…” Chapter 3: Why Should We Care? Chapter 4: Shifting to a Systemic Perspective Chapter 5: Inclusion at the Intersections

7 PART 2: Adjusting Cultural Levers CHAPTER 6: Help Wanted—Inclusive Recruiting Debiasing the Job Description Help Wanted: Highly Qualified Job Ads Who Is Seeing You? Go In Blind Notes CHAPTER 7: The Best Person for the Job—Merit-Based Hiring Debiasing the Interviewing and Scoring Process Prepping for the Interview During the Interview After the Interview Testing, Testing Notes CHAPTER 8: It's Who You Know—Protégés and Professional Development The Seniority Gap Different Mentors, Different Impact Matching with Meaning Meeting: Quality over Quantity Mentoring After #MeToo Mentoring Outside Your Circle From Mentorship to Sponsorship Choosing a Sponsee Just One Different Inboxes, Different Opportunities Networking That Works What Gets Measured Matters Notes CHAPTER 9: Exceed Expectations—The Performance Evaluation Rate My Professor Beyond the Ivory Tower What Gets Measured Matters Closing the “Open Box” What Are the Criteria for Criteria? Pre- and Post-Evaluation Notes CHAPTER 10: The Physiology of Pay Pay Does Not Exist in a Vacuum The Referral The Offer Separate Self-Evaluations from Pay (and Promotion) Decisions Defining the Pay Gap: Equity vs. Equality Not All Analyses Are Created Equal You Found a Gap—Now What? So, How Do We Talk About This? Pay Equity Is Not One-and-Done Notes CHAPTER 11: Family Matters The Mommy Track Paid Leave—Not Just for Mothers Non-Parents Also Need Leave Destigmatize Taking Leave Give Remote a Chance Notes CHAPTER 12: Leadership Material The Confidence-Competence Trap Transparency: Not Just for Pay Which Came First: The Target or the Leader? One Is Not Done Reaching Critical Mass: The Art of Setting Targets Identifying Leaders: Start at the Beginning The Application and the Nudge Notes CHAPTER 13: Blueprints for Inclusive Workspaces From Open Plans to Closed-Off Realities: The Inclusive Office Design Trend That Wasn't Return to Work: A Chance to Reimagine the Open Office Space Role Models Matter A Safer Workplace Notes Summary of Part 2Chapter 6: Help Wanted—Inclusive Recruiting Chapter 7: The Best Person for the Job—Merit-Based Hiring Chapter 8: It's Who You Know—Protégés and Professional Development Chapter 9: Exceed Expectations—The Performance Evaluation Chapter 10: The Physiology of Pay Chapter 11: Family Matters Chapter 12: Leadership Material Chapter 13: Blueprints for Inclusive Workspaces

8 PART 3: Zooming Back Out—The Big Picture CHAPTER 14: AI Won't Save Us (Unless We Save It First) Bias for—and in—Action Algorithmic Attrition The Half-Life of Encoded Bias The Fairness Standards Who (or What) Is Missing? Who Is Creating the Model? Are You Evaluating Impact Through an Equity Lens? Debiasing Your Data Transparency Notes CHAPTER 15: DEI Principles to Live By Stage 1: Creating Your DEI Strategy Stage 2: Implementing Strategy Stage 3: Communicating Your Strategy Notes CHAPTER 16: Hold the Door Walking Away Beacons The First—and Last—Cultural Lever Summary of Part 3Chapter 14: AI Won't Save Us (Unless We Save It First) Chapter 15: DEI Principles to Live By Chapter 16: Hold the Door

9 Acknowledgments

10 About the Author

11 Index

12 End User License Agreement

1 Chapter 9FIGURE 9.1 Occurrences of words in ratings of female vs. male professors, by...FIGURE 9.2 Occurrences of words in ratings of female vs. male professors, by...FIGURE 9.3 Occurrences of words in ratings of female vs. male professors, by...FIGURE 9.4 Occurrences of words in ratings of female vs. male professors, by...

2 Chapter 10FIGURE 10.1 Comparing predicted and actual compensation, by genderFIGURE 10.2 Comparing predicted and actual compensation, by raceFIGURE 10.3 Comparing predicted and actual compensation, by intersection of ...

3 Chapter 14FIGURE 14.1 Adopted from We All CountFIGURE 14.2 Adopted from We All Count

1 Cover Page

2 Title Page SARA SANFORD

3 Copyright

4 Dedication

5 Language Guide

6 Table of Contents

7 Begin Reading

8 Acknowledgments

9 About the Author

10 Index

11 WILEY END USER LICENSE AGREEMENT

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