The Institute for Federal Leadership is proud to offer the Certificate in Diversity & Inclusion Dialogue. Supported by
Georgetown University, the Certificate is awarded to individuals who complete the requirements of ten consecutive
sessions and the requirements therein.

The Certificate in Diversity & Inclusion Dialogue acknowledges participants raised awareness of diversity and inclusion
issues and the skills achieved to execute action planning.

Present and future diversity practitioners and senior executives must develop new insights and competencies for dealing with new challenges of leading in a changing environment. This task requires practitioners to move from diversity awareness and sensitivity to leadership effectiveness and measurable mission results. Skills for leading at the strategic level are more complex than those for leading at the tactical and operational levels. (delete the next sentences here). The session will cover the following objectives:

• Assessthe strategic diversity framework – Has Diversity Changed?  
• Review and update value proposition – the Mission Case. 
• Evaluate the difference between strategy and strategic planning.
• Examine internal communication to support Diversity & Inclusion.
• Understand the influences of organizational change – the Practitioner Viewpoint.
• Assess the agency climate for Strategic Diversity.
• Create accountability measures for Diversity and Inclusion – Revisited.

Understand better how sustaining Strategic Diversity and Inclusion impacts mission success.

Diversity and Inclusion initiatives should be supported by cross-cutting communication messaging and support tools to involve and inform Federal employees, the military, supervisors, leaders, and external stakeholders in supporting D&I.  Diversity communication also reflects how organizations behave, perceive and think about diversity and inclusion principles.

A well-designed communication plan with support tasks clarifies the diversity message and identifies stakeholders who have an interest in growing the diversity initiative. However, agencies must be willing to identify communication needs and the methods used to reach out to constituents. Communication planning establishes channels, procedures, and expectations that will keep stakeholders informed of the status and progress of diversity and inclusion behaviors. These efforts will sustain lasting culture change which is organic and values driven. This interactive session will include the following Learning Objectives:

• Engage internal and external stakeholders.
• Understand how to brand the agency’s Diversity and Inclusion program.
• Understand what is Active Communication.
• Understand what is Passive Communication.
• Advance the practice of “listening” to others and to relevant channels and sources.
• Build a competitive D&I Communication Plan.

Assess the effectiveness of the D&I Communications strategy

Many organizations subscribe to a prevailing myth that when it comes to the impact of diversity on organizational performance, there’s “no way to measure this stuff.” However, forward thinking D& I experts disagree. In fact, they claim “if it moves, you can measure it!” There are sound accomplished recommendations, metrics, and statistics to prove it. The Institute’s D&I Measurement class offers the following Learning Objectives:

–Experience a deep dive into “big data” guided by OPM and other agencies D&I measurement requirements and outcomes.  

–Learn traditional and nontraditional ways of using data to more effectively implement D&I strategies and programs.

–Learn how to use compelling stories accompanied with well-analyzed data for greater insights into D&I.

–Understand the dynamic and successful ways to engage with others who are responsible for data driven agency performance.

Without understanding the practice of Change Management, there is a significant risk of failure when implementing D&I strategies and initiatives. Successful change requires the adoption of new mindsets, processes and technologies in order to reach D& I targets and achieve benefits. The Learning Objectives of this class are as follows:

–Understand cultural orientation and its effect on managerial decisions, behaviors and expectations.

—Understand how  certain “aspects” of management behaviors can affect success with employees.

–Understand how to reframe existing practices to reach D&I goals

Research indicates that one important behavior has a significant impact on D&I—collaboration. D&I practitioners and senior managers must work cooperatively with others to effectively lead teams and groups. In modern organizations, those charged with leading D&I efforts must work across organizational boundaries to achieve shared goals. This work requires building coalitions internally and externally to achieve common goals. Building coalitions establishes alliances, allows the sharing of best practices and breaks down barriers.

Current and future D&I practitioners and senior managers must demonstrate competencies that address barriers and resistance to and even fear of developing partnerships and collaborations. Skills for building coalitions at the strategic level is complex.  Class content is also guided by the following Learning Objectives:

• Develop strategic partnerships and coalitions and execute D&I initiatives in a meaningful way
• Engage in dialogue and conversation with D&I partners in a “win-win” way.
• Evaluate self-interest, competition, lack of trust and turf issues in building coalitions.
• Assess who gets in and who stays out?
• Assess Who is truly in charge? Where and Why?
• Assess agency climate for building & sustaining coalitions.
• Develop leveraging tools and skills to enhance pipeline development for diverse partnerships.
• Appraise accountability for Diversity and Inclusion – Revisited.
• Determine how to sustain the D&I Coalition, or should we?

Business Acumen is a critical competency for all D&I professionals. In this class, attendees will address the integration of D&I into the agency’s business strategies. Case studies will feature the rationale for making D&I core to the business of the agency. Other foci include identifying the specific processes and decision points embedded in D&I and determining how different constituents across the business can work together to achieve D&I goals. The class will also address how integration helps to eliminate barriers that may get in the way of creating an inclusive culture. Class content is guided by the following Learning Objectives:

• Explore approaches for integrating D&I into the broader business functions of the agency. 
• Identify how D&I strategies are integrated into Agency decision points, key processes and management strategies.
• Evaluate how to collaborate with key c
• Develop and articulate the D&I business and mission case and ROI.

Identify ways to measure the impact of D&I on agency outcomes.