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outcomes</p></div></div></div><div class="mdc-u-grid-gutter-lg BlogAuthors_mck-c-blog-authors__author-bio__bygEJ"><div data-component="mdc-c-avatar" class="mdc-c-avatar-enhanced-author-1 mdc-c-avatar___kVSTP_2734c4f mdc-c-avatar--image___levct_2734c4f mdc-c-avatar--size-6"><style> .mdc-c-avatar-enhanced-author-1 { --mdc-avatar-size: 48px; } </style><a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/david-mendelsohn"><img src="/~/media/mckinsey/our people/david mendelsohn/david-mendelsohn_profile_1536x1152.jpg?cq=50&mw=128&car=1:1&cpy=Center" alt="David Mendelsohn"/></a></div><div class="mdc-u-ts-10 BlogAuthors_mck-c-blog-authors__description__0BmaA"> <a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/david-mendelsohn" class="mdc-c-link___lBbY1_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">David Mendelsohn</span></a><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f"><p>Builds and deploys organizational assessment tools and leads research on organizational culture, inclusion, leadership, and talent</p></div></div></div><div class="mdc-u-grid-gutter-lg BlogAuthors_mck-c-blog-authors__author-bio__bygEJ"><div data-component="mdc-c-avatar" class="mdc-c-avatar-enhanced-author-2 mdc-c-avatar___kVSTP_2734c4f mdc-c-avatar--image___levct_2734c4f mdc-c-avatar--size-6"><style> .mdc-c-avatar-enhanced-author-2 { --mdc-avatar-size: 48px; } </style><a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/julia-sperling"><img src="/~/media/mckinsey/our people/julia sperling/julia_profile_1536x1152.jpg?cq=50&mw=128&car=1:1&cpy=Center" alt="Julia Sperling-Magro"/></a></div><div class="mdc-u-ts-10 BlogAuthors_mck-c-blog-authors__description__0BmaA"> <a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/julia-sperling" class="mdc-c-link___lBbY1_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Julia Sperling-Magro</span></a></div></div></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f BlogEntryContent_mck-c-blog-entry-content__tag-container__b0iuz mdc-u-grid-gutter-xxs"><div class="BlogEntryContent_mck-c-blog-entry-content__tag-link__fxyON"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/tag/de-and-i" class="mdc-c-link-icon___SEKyg_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Diversity, equity, and inclusion</span></a></div><div class="BlogEntryContent_mck-c-blog-entry-content__tag-link__fxyON"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/tag/employee-experience" class="mdc-c-link-icon___SEKyg_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Employee experience</span></a></div><div class="BlogEntryContent_mck-c-blog-entry-content__tag-link__fxyON"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/tag/purpose" class="mdc-c-link-icon___SEKyg_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Purpose</span></a></div></div></div><div class="mdc-o-content-body"><p><span class="BlogEntryContent_mck-c-blog-entry-content__display-date__vCR9M"><time dateTime="2021-08-09T00:00:00Z">August 9, 2021</time></span>Previously, we described the basic building blocks of the <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/inclusion-doesnt-happen-by-accident-measuring-inclusion-in-a-way-that-matters">McKinsey inclusion assessment</a> and the 10 <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/inclusive-workplaces-focus-on-management-practices-that-matter-not-fluff">key management practices</a> to enhance employees’ perceptions of <em>organizational</em> inclusivity. We now shift our attention to the seven practices that help improve employees’ <em>personal experience</em> of inclusion. These are categorized into what peers/teammates do to support their colleagues and how leaders can help diverse teams thrive.</p> <p>While most organizations adopt policies and programs to protect employees from mistreatment and discrimination, these steps are essentially <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/how-people-not-just-policies-make-or-break-inclusive-workplaces">table stakes</a>. Often overlooked are the personal experiences of inclusion driven by employees’ daily interactions with peers/teammates and leaders.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-o-md-center Image_mck-c-image__fhx5v"><picture data-component="mdc-c-picture" class="Image_mck-c-image__img-container__JusDB"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/leadership%20and%20organization%20blog/personal%20experience%20of%20inclusion%20critical%20to%20win%20the%20war%20for%20talent/inclusion-assessment-practices-exhibit.png?cq=50&mw=1180&cpy=Center"/><img alt="Personal experience of inclusion: Critical to win the war for talent" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/leadership%20and%20organization%20blog/personal%20experience%20of%20inclusion%20critical%20to%20win%20the%20war%20for%20talent/inclusion-assessment-practices-exhibit.png?cq=50&mw=767&cpy=Center" loading="lazy"/></picture><div class="mck-u-sr-only">Personal experience of inclusion: Critical to win the war for talent</div></div> <h3>Peers/Teammates: Creating a safe, collaborative environment</h3> <p>Employees’ daily encounters with peers and teammates largely shape what is socially accepted, which ideas get heard, and whether bias is challenged or amplified. Research on workforce diversity and allyship point to four key practices peers/teammates can adopt to enhance personal experiences of inclusion:</p> <ul style="list-style:none"> <li>1. <strong>Allyship:</strong> Supporting and learning about other employees with diverse backgrounds and experiences.</li> <li>2. <strong>Mutual respect:</strong> Showing genuine concern for each other’s well-being and a commitment to treating each other fairly and respectfully.</li> <li>3. <strong>Idea integration:</strong> Being open and receptive to others’ ideas and opinions, even if they are different from one’s own.</li> <li>4. <strong>Peer support:</strong> Helping each other and inspiring confidence in one another’s ability to meet work goals.</li> </ul> <p>One professional sports organization doubled down on these practices as part of its diversity, equity, and inclusion (DE&I) journey. The organization created an ally network that truly taught employees <em>how</em> to be an ally, including responding to microaggressions and building supportive <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/how-organizations-can-build-healthy-employee-habits">micro-habits</a>. However, they still found that <a href="/featured-insights/diversity-and-inclusion/women-in-the-workplace-archive">many employees avoided speaking up</a> for fear of making matters worse.</p> <p>To address this, the organization rolled out guides to help employees engage in deliberate conversations to embark on a journey of repair when unintended consequences inevitably happened. Employees soon reported greater comfort with allyship and higher levels of inclusion, especially within underrepresented employee populations.</p> <h3>Leaders: Nurturing teams at a person level</h3> <p>One critical role of leaders is to ensure that all team members have access to the coaching and growth opportunities they need. This is particularly important for underrepresented groups, which <a href="/featured-insights/diversity-and-inclusion/the-black-experience-at-work-in-charts">report seeing fewer</a> of these opportunities. Research on employee development and social capital points to three practices to help employees advance their careers, find meaning, and feel that they belong:</p> <ul style="list-style:none"> <li>5. <strong>Mentorship:</strong> Supporting employees’ development and career growth (e.g., coaching, career advice, feedback).</li> <li>6. <strong>Sponsorship: </strong>Taking ownership of employees’ careers and behaving as their advocates in the organization.</li> <li>7.<strong> Advocacy:</strong> Showing genuine concern for employees’ well-being and accommodating their specific needs.</li> </ul> <p>A fast-growing global biotech company noticed that women and people of color were not advancing at the same pace as their dominant peer group and were leaving at substantially higher rates, creating a shortage of crucial talent. In response, it created a sponsorship program to support employee advancement.</p> <p>To avoid bias, it deployed a survey to understand employees’ needs and preferences, then matched them with sponsors best positioned to support their goals. Members of underrepresented groups reported an increase in <a href="/featured-insights/diversity-and-inclusion/race-in-the-workplace-the-black-experience-in-the-us-private-sector">sponsorship opportunities</a>, along with stronger retention rates and increased sentiment towards staying long term.</p> <h3>Inclusion impacts outcomes and is simply the right thing to do</h3> <p>These practices help employees feel that they belong, their individual contributions are valued, and their work is meaningful and aligned to the organization’s purpose and mission. Employees who feel included are more likely to be engaged at work and less likely to leave.</p> <p>Given the seismic impact of the pandemic on <a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/strategic-talent-management-for-the-post-pandemic-world">talent management</a> and the increasing importance employees <a href="/capabilities/people-and-organizational-performance/our-insights/understanding-organizational-barriers-to-a-more-inclusive-workplace">place on DE&I</a>, companies can’t ignore the importance of inclusion in <a href="/capabilities/people-and-organizational-performance/our-insights/linking-talent-to-value">attracting and retaining</a> talent. Organizations that crack the code on improving the inclusive individual experience for employees can achieve stronger diverse outcomes at a much swifter pace.</p> <p><em>The authors would like to thank Shannon Cheng, Aaron De Smet, Diana Ellsworth, Ruth Imose, Vidya Mahadevan, and Bill Schaninger for their meaningful contributions to this post.</em></p></div></div><aside class="mdc-u-grid-col-lg-start-11 mdc-u-grid-col-lg-span-2 BlogEntryContent_mck-c-blog-entry-content__side-bar__YsMpJ"></aside></div></div></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" class="BlogPromo_mck-c-blog-promo__hSsYu BlogPromo_mck-c-blog-promo--full-width__pKXqL mck-u-animation-slide-up BlogEntryContent_mck-c-blog-entry-content__promobar___qKLu" data-layer-region="blog-one-click-module"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-lg"><div class="mck-o-container"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-lg mck-o-container--wrapped mck-o-container--mobile-spacing BlogPromo_mck-c-blog-promo__content__31yfC BlogPromo_mck-c-blog-promo__content--center__JdBp3"><div class="mdc-u-align-center"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3">Learn more about our People & Organizational Performance Practice</h3></div><div class="BlogPromo_mck-c-blog-promo__form-wrapper__bLL16 BlogPromo_mck-c-blog-promo__form-wrapper--width-auto__6v1YB"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-Center"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/how-we-help-clients" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Learn more</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Personal experience of inclusion Critical to win the war for talent","displayName":"Personal experience of inclusion Critical to win the war for talent","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"95eaf4aa-2e5b-4a3e-abd9-d7c20306419f","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"d929136a-019a-4786-8072-3e3a60b2f31c","templateName":"Blog Entry","placeholders":{"jss-main":[{"uid":"e18e4703-f541-45d8-89c1-d5d8407f1708","componentName":"BlogEntry","dataSource":"","fields":{"data":{"blogEntry":{"title":{"jsonValue":{"value":"Personal experience of inclusion: Critical to win the war for talent"}},"sEOTitle":{"value":""},"description":{"jsonValue":{"value":"These seven practices can improve personal experiences of inclusion and help diverse teams thrive."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2021-08-09T00:00:00Z"}},"body":{"value":"\u003cp\u003ePreviously, we described the basic building blocks of the \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/inclusion-doesnt-happen-by-accident-measuring-inclusion-in-a-way-that-matters\"\u003eMcKinsey inclusion assessment\u003c/a\u003e and the 10 \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/inclusive-workplaces-focus-on-management-practices-that-matter-not-fluff\"\u003ekey management practices\u003c/a\u003e\u0026nbsp;to enhance employees\u0026rsquo; perceptions of \u003cem\u003eorganizational\u003c/em\u003e inclusivity. We now shift our attention to the seven practices that help improve employees\u0026rsquo; \u003cem\u003epersonal experience\u003c/em\u003e of inclusion. These are categorized into what peers/teammates do to support their colleagues and how leaders can help diverse teams thrive.\u003c/p\u003e\n\u003cp\u003eWhile most organizations adopt policies and programs to protect employees from mistreatment and discrimination, these steps are essentially \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/how-people-not-just-policies-make-or-break-inclusive-workplaces\"\u003etable stakes\u003c/a\u003e. Often overlooked are the personal experiences of inclusion driven by employees\u0026rsquo; daily interactions with peers/teammates and leaders.\u003c/p\u003e\n[[Image 1]]\n\u003ch3\u003ePeers/Teammates: Creating a safe, collaborative environment\u003c/h3\u003e\n\u003cp\u003eEmployees\u0026rsquo; daily encounters with peers and teammates largely shape what is socially accepted, which ideas get heard, and whether bias is challenged or amplified. Research on workforce diversity and allyship point to four key practices peers/teammates can adopt to enhance personal experiences of inclusion:\u003c/p\u003e\n\u003cul style=\"list-style: none;\"\u003e\n \u003cli\u003e1. \u003cstrong\u003eAllyship:\u003c/strong\u003e Supporting and learning about other employees with diverse backgrounds and experiences.\u003c/li\u003e\n \u003cli\u003e2. \u003cstrong\u003eMutual respect:\u003c/strong\u003e Showing genuine concern for each other\u0026rsquo;s well-being and a commitment to treating each other fairly and respectfully.\u003c/li\u003e\n \u003cli\u003e3. \u003cstrong\u003eIdea integration:\u003c/strong\u003e Being open and receptive to others\u0026rsquo; ideas and opinions, even if they are different from one\u0026rsquo;s own.\u003c/li\u003e\n \u003cli\u003e4. \u003cstrong\u003ePeer support:\u003c/strong\u003e Helping each other and inspiring confidence in one another\u0026rsquo;s ability to meet work goals.\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eOne professional sports organization doubled down on these practices as part of its diversity, equity, and inclusion (DE\u0026amp;I) journey. The organization created an ally network that truly taught employees \u003cem\u003ehow\u003c/em\u003e to be an ally, including responding to microaggressions and building supportive \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/how-organizations-can-build-healthy-employee-habits\"\u003emicro-habits\u003c/a\u003e. However, they still found that \u003ca href=\"/featured-insights/diversity-and-inclusion/women-in-the-workplace-archive\"\u003emany employees avoided speaking up\u003c/a\u003e\u0026nbsp;for fear of making matters worse.\u003c/p\u003e\n\u003cp\u003eTo address this, the organization rolled out guides to help employees engage in deliberate conversations to embark on a journey of repair when unintended consequences inevitably happened. Employees soon reported greater comfort with allyship and higher levels of inclusion, especially within underrepresented employee populations.\u003c/p\u003e\n\u003ch3\u003eLeaders: Nurturing teams at a person level\u003c/h3\u003e\n\u003cp\u003eOne critical role of leaders is to ensure that all team members have access to the coaching and growth opportunities they need. This is particularly important for underrepresented groups, which \u003ca href=\"/featured-insights/diversity-and-inclusion/the-black-experience-at-work-in-charts\"\u003ereport seeing fewer\u003c/a\u003e\u0026nbsp;of these opportunities. Research on employee development and social capital points to three practices to help employees advance their careers, find meaning, and feel that they belong:\u003c/p\u003e\n\u003cul style=\"list-style: none;\"\u003e\n \u003cli\u003e5. \u003cstrong\u003eMentorship:\u003c/strong\u003e Supporting employees\u0026rsquo; development and career growth (e.g., coaching, career advice, feedback).\u003c/li\u003e\n \u003cli\u003e6. \u003cstrong\u003eSponsorship: \u003c/strong\u003eTaking ownership of employees\u0026rsquo; careers and behaving as their advocates in the organization.\u003c/li\u003e\n \u003cli\u003e7.\u003cstrong\u003e Advocacy:\u003c/strong\u003e Showing genuine concern for employees\u0026rsquo; well-being and accommodating their specific needs.\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eA fast-growing global biotech company noticed that women and people of color were not advancing at the same pace as their dominant peer group and were leaving at substantially higher rates, creating a shortage of crucial talent. In response, it created a sponsorship program to support employee advancement.\u003c/p\u003e\n\u003cp\u003eTo avoid bias, it deployed a survey to understand employees\u0026rsquo; needs and preferences, then matched them with sponsors best positioned to support their goals. Members of underrepresented groups reported an increase in \u003ca href=\"/featured-insights/diversity-and-inclusion/race-in-the-workplace-the-black-experience-in-the-us-private-sector\"\u003esponsorship opportunities\u003c/a\u003e, along with stronger retention rates and increased sentiment towards staying long term.\u003c/p\u003e\n\u003ch3\u003eInclusion impacts outcomes and is simply the right thing to do\u003c/h3\u003e\n\u003cp\u003eThese practices help employees feel that they belong, their individual contributions are valued, and their work is meaningful and aligned to the organization\u0026rsquo;s purpose and mission. Employees who feel included are more likely to be engaged at work and less likely to leave.\u003c/p\u003e\n\u003cp\u003eGiven the seismic impact of the pandemic on \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/strategic-talent-management-for-the-post-pandemic-world\"\u003etalent management\u003c/a\u003e\u0026nbsp;and the increasing importance employees \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/understanding-organizational-barriers-to-a-more-inclusive-workplace\"\u003eplace on DE\u0026amp;I\u003c/a\u003e, companies can\u0026rsquo;t ignore the importance of inclusion in \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/linking-talent-to-value\"\u003eattracting and retaining\u003c/a\u003e\u0026nbsp;talent. Organizations that crack the code on improving the inclusive individual experience for employees can achieve stronger diverse outcomes at a much swifter pace.\u003c/p\u003e\n\u003cp\u003e\u003cem\u003eThe authors would like to thank Shannon Cheng, Aaron De Smet, Diana Ellsworth, Ruth Imose, Vidya Mahadevan, and Bill Schaninger for their meaningful contributions to this post.\u003c/em\u003e\u003c/p\u003e"},"hidePromoBar":{"boolValue":false},"hideDek":{"boolValue":false},"mobileReady":{"boolValue":true},"selectedModalSubscriptions":{"targetItems":[]},"hideFromSearchEngines":{"boolValue":false},"parent":{"id":"7C7A7EA76B834C8C819FBF479C62AE76","name":"The Organization Blog","title":{"value":"People \u0026amp; Organization Blog"},"description":{"value":"Short and snackable insights on topics related to people, talent management, organizational performance, purpose, agility, culture, change management, people analytics, leadership, and merger management from our experienced leaders at the forefront of today\u0026rsquo;s trends."},"url":{"path":"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog"},"heroImage":{"alt":"McKinsey Organization Blog","src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/leadership and organization blog/org-blog-hero2_1536x768.jpg","description":""},"heroBackgroundColor":{"targetItem":{"displayName":"Deep Blue"}},"heroImageTopOffset":{"value":""},"horizontalCropPosition":{"targetItem":{"displayName":"Center"}},"heroImageRenderStyle":{"targetItem":{"displayName":"Full Height Hero"}}},"ancestors":[{"displayName":"People \u0026 Organization Blog","name":"The Organization Blog","id":"{7C7A7EA7-6B83-4C8C-819F-BF479C62AE76}","template":{"id":"{D47350B4-752D-4AEB-9F9E-0478AC2A95EB}"}},{"displayName":"Insights on People and Organizational Performance","name":"Our Insights","id":"{263B5075-2E73-4049-ACE5-A781C619B562}","template":{"id":"{85FF0530-7883-480F-9A4C-82123F72FFD8}"}},{"displayName":"People \u0026 Organizational Performance","name":"People and Organizational Performance","id":"{3BACEF67-76B1-4244-B48C-DBD94B0F2B61}","template":{"id":"{414C6C64-AD35-440E-9668-CF39D8A18CCF}"}},{"displayName":"Capabilities","name":"Capabilities","id":"{6B4AAC92-FD7E-4AE2-80E6-6D4D4CE32BB6}","template":{"id":"{85FF0530-7883-480F-9A4C-82123F72FFD8}"}},{"displayName":"Home","name":"Home","id":"{367E4041-0C4A-4A6D-99D7-7D83F5A73EA7}","template":{"id":"{85FF0530-7883-480F-9A4C-82123F72FFD8}"}},{"displayName":"McKinsey","name":"McKinsey","id":"{258857D0-50FA-4C3E-8C11-55EDFF84A992}","template":{"id":"{061CBA15-5474-4B91-8A06-17903B102B82}"}},{"displayName":"Content","name":"content","id":"{0DE95AE4-41AB-4D01-9EB0-67441B7C2450}","template":{"id":"{E3E2D58C-DF95-4230-ADC9-279924CECE84}"}},{"displayName":"sitecore","name":"sitecore","id":"{11111111-1111-1111-1111-111111111111}","template":{"id":"{C6576836-910C-4A3D-BA03-C277DBD3B827}"}}],"promoDetails":{"_1clickSubscription":{"targetItems":[]},"promoBarTitle":{"value":"Learn more about our People \u0026 Organizational Performance Practice"},"promoBarDescription":{"value":""},"promoBarCallToActionLink":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"/capabilities/people-and-organizational-performance/how-we-help-clients","text":"Learn more","targetItem":{"name":"How We Help Clients"}},"promoBarRenderStyle":{"targetItem":{"key":{"value":"Center"},"value":{"value":"Center"}}}},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"name":"Drew Goldstein","authorTitle":{"value":"Drew Goldstein"},"description":{"value":"Guides successful change management for sustained business performance, including driving talent initiatives, enhancing culture, and leveraging inclusion for diverse outcomes"},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"description":{"value":"Designs transformative strategies that reshape workplace culture and environments to align with business goals and ignites organizational excellence by defining new benchmarks for performance, talent development, and inclusivity"},"locations":{"targetItems":[{"name":"Carolinas - 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