Can you describe a situation where you had to educate someone about equity and inclusion? What approach did you take and what was the outcome?

Yes, many years ago, when I was leading another organization, a colleague made an insensitive joke about how people eat in a particular South Asian country. I realized this was a teachable moment, not an opportunity to publicly call them out. Rather than responding in frustration, I took them aside to have a private discussion. I framed it as curiosity, not as judgment, asking if they had been to there or even been educated in the cultural significance of those eating customs. That led to a respectful discussion of how cultural guidelines differ around the globe and why ignoring them can sometimes alienate or offend people - even when you mean well. This spurred a dialogue, and because I approached it with an educational mindset rather than making it a confrontational situation, the colleague started to be more receptive about how their word choice could be derogatory. They later acknowledged they hadn't thought about how it would be received and thanked me for the perspective change. Over time, I noticed they became more aware of how inclusive they were with their words. The experience reaffirmed that creating an inclusive environment isn't only about calling out bias - it's about RAISING AWARENESS and helping people grow. Usually, people aren't mean, they're just naive-so it's important to address it in a way that it won't make them feel inferior as well.

There have been many moments where I've had to educate others about equity and inclusion, but what's become increasingly clear, especially since October 7th; is how often antisemitism and Jewish identity are left out of DEI work. This is not just an oversight; it has real clinical and organizational implications that deeply impact the psychological safety and well-being of Jewish employees. Since the attacks, I've had to teach cultural competency on Jewish identity to leadership teams, HR departments, and mental health professionals because, frankly, it had rarely been considered before. Many professionals familiar with anti-racism work often fail to recognize that antisemitism operates differently from other forms of prejudice. While racism typically positions groups as inferior, antisemitism is rooted in a contradictory narrative casting Jews as both powerless outsiders and privileged insiders. This fuels conspiracy theories, erodes trust, and creates a unique psychological burden. Jewish employees often oscillate between feeling invisible and being blamed, leading to anxiety, identity suppression, and hypervigilance when their concerns are dismissed. In my work consulting with leadership after October 7th, I saw how well-intentioned organizations struggled with how to support their Jewish employees while worrying that doing so would appear politically charged. I helped them understand that Jewish employees were not simply reacting to world events they were experiencing communal trauma, compounded by a growing sense of erasure in a workplace that prided itself on inclusion. I emphasized that supporting Jewish employees required more than a temporary gesture. It meant naming antisemitism in DEI policies, ensuring managers understood Jewish identity, creating spaces where concerns could be raised safely, and making clear that physical, emotional, and cultural safety is non-negotiable. When leaders do this work, it benefits everyone-not just Jewish employees. It builds a workplace culture grounded in psychological safety, where people feel seen in their full identities, not just when there's a crisis but every day. And for those of us in mental health, it's a reminder that our clients' pain is often deeply tied to whether they feel that sense of safety and belonging in the spaces they move through. If we miss that-especially when it comes to Jewish identity-we risk replicating the very isolation and erasure they are bringing into the room.

Yes - at one point during an interview we were deciding between one candidate (from a well-known university with a conventional career path) and another (who was an immigrant, from a less well-known university but had fantastic hands-on delivery experience). One of my colleagues expressed hesitation with the second candidate because he likely wouldn't "fit" into the structure of our team well. This was my chance to educate them about equity in hiring, and also about how skills and potential can be more valuable than their background. I referenced studies showing that the most diverse teams have the best performance, and I gave examples of companies that excel when hiring for skills over academic credentials and background. We have chosen to focus on real-world problem-solving capabilities rather than resumes.. At the end of the day, we chose the second candidate, and six months later, he had implemented process changes that resulted in a 20% increase in efficiency. For me, that experience cemented the fact that true inclusion means evaluating candidates based on what they can bring to the table now, not just where they came from.

I managed a campaign at Rathly where I focused on amplifying voices of women of color and other marginalized groups. Working with my team, I gathered input directly from community partners and colleagues. We collected specific feedback that steered our messaging in a more inclusive way. I built our approach on real data and honest conversations, which helped us break away from generic tactics. The project taught me that everyday feedback and personal insights can truly shape messages that connect with people. My experience shows that inviting input from different backgrounds makes campaigns feel more human and genuine. I found that opening up channels for dialogue, like informal focus chats, adds clarity to the work. HR leaders can organize small group sessions or casual meetings to tap into diverse viewpoints. Simple actions such as these allow everyone to share their stories, adding depth and helping drive more thoughtful decisions. This practical method brings a richer perspective to gender equity efforts.

Ah, I remember once I was tasked with leading a workshop on equity and inclusion at my workplace. It was a bit daunting at first since it's such a significant and sensitive topic. What really helped was starting with personal stories from the team, including some of my own experiences. This approach helped create a safe space where everyone felt more comfortable sharing and discussing their thoughts. I focused on interactive activities that encouraged participation and reflection, not just lectures. We tackled scenarios that might happen in our day-to-day work, discussing how to handle them inclusively. By the end of the workshop, there was a noticeable shift in understanding among colleagues. Most importantly, many expressed a commitment to be more mindful and proactive about fostering an inclusive environment. It was a reminder that sometimes, all you need is to start the conversation to make a big difference.

"When I was a team lead at a small tech company, I observed that one of my coworkers frequently unintentionally excluded our international colleagues from casual conversations. He had a tendency to speak in extended periods, dropping in local slang spontaneously, and rarely paused to see if everyone was on the same page. I arranged for a quick workshop to be held on equity and inclusion, where I discussed how communication needs to be direct and clear; and how we needed to listen to each other; as well as how the members on our team come from a wide spectrum of backgrounds. As part of that effort, we started learning a few key phrases in one another's native languages -- including Spanish, Mandarin and Portuguese -- to help make our international colleagues feel valued and more at home. It didn't take long before everyone started joking, "We're all in this boat together," and we really felt the shift in our team dynamic. The changes were immediate and profound: People who'd previously been quiet in meetings started sharing their ideas, and we saw fewer misunderstandings arising in email chains. By implementing these little yet meaningful changes -- explaining our idioms, slowing down how quickly we spoke, taking the time to say hello in one another's languages -- we developed a stronger sense of camaraderie."

I once had a client who struggled to understand why inclusive marketing was essential for their brand. They assumed their messaging was neutral and didn't see the need for change. I approached the conversation by presenting data on how diverse and inclusive campaigns drive engagement and customer loyalty. Rather than making it a debate, I framed it as a business growth opportunity, showing real-world examples of brands that thrived by embracing inclusivity. To make the concept more tangible, I walked them through their existing content, highlighting unconscious biases and areas where representation was lacking. I then suggested small but impactful changes, such as using more diverse imagery and ensuring their messaging resonated with a broader audience. Over time, they saw an increase in customer engagement and a more positive brand perception. By taking an educational and solutions-based approach, I helped them see inclusivity not as an obligation but as a competitive advantage.

I once worked with a team member who didn't fully understand the importance of inclusive language in our marketing materials. I took the time to walk them through examples, explaining how certain words or phrases might unintentionally alienate audiences. By showing real-life examples and the impact on brand perception, they understood the importance, and we made necessary changes that strengthened our brand's connection with diverse customers.

I encountered a situation in which a team member did not fully grasp the significance of equity and inclusion within our hiring practices. This individual held the view that merely selecting the most qualified candidate, without taking into account diverse backgrounds, sufficed. To address this concern, I arranged a one-on-one discussion to elucidate the importance of diversity, framing it not only as a moral imperative but also as a strategic business approach that fosters creativity, enhances decision-making, and increases market relevance. During our conversation, I presented data demonstrating that diverse teams consistently outperform their homogeneous counterparts and elaborated on the concept of equity--ensuring that every candidate, irrespective of their background, has equal opportunities to succeed. Additionally, I encouraged the team member to engage in a workshop focused on unconscious bias and diversity training. The outcome of this initiative was favorable; the team member developed a more profound understanding of the advantages that equity and inclusion confer on both workplace culture and overall business performance. This exchange also ignited a broader dialogue within the team regarding the creation of an inclusive environment.

A company aimed to enhance its marketing strategies for diverse communities but faced misconceptions about equity and inclusion from some team members, viewing it as mere compliance. To address this, I organized interactive workshops discussing the benefits of diversity, including statistical data showing diverse teams excel in creativity and problem-solving. We also analyzed a successful case study from a tech company that integrated equity and inclusion into its operations effectively.