SUSTAININGWOMEN IN

The Role of Men in

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National Aeronautics and Space Administration

www.nasa.gov

Roundtable Discussion and Policy ForumSeptember 7, 2017

Presented by NASA’s Goddard Space Flight Center,Lockheed Martin Corporation and Northrop Grumman Corporation

SPACE FLIGHT CENTER

TableofContentsSUSTAININGWOMENINSTEMCHAMPIONS......................................................................................1

KEYNOTESPEAKERS............................................................................................................................2

PARTICIPATINGORGANIZATIONSANDCOUNTRIES............................................................................3

MESSAGEFROMCHRISTYLJOHNSON.................................................................................................4

EXECUTIVESUMMARY........................................................................................................................5

HIGHLIGHTSFROMTHEKEYNOTESPEAKERS......................................................................................6MattWallaert–ChiefBehavioralOfficer,CloverHealth...............................................................................6WendyMorton-Huddleston–Principal,PublicSector,GrantThorntonLLP...................................................7SamYen–ChiefDesignOfficer,SAP.............................................................................................................8

Q&ADIALOGUEWITHPANELISTS.......................................................................................................9Matt,throughyourresearch,whatwastheresponseofwomenwhenitcomestobias?..............................9Whatisyouradvicewhenpeopledenythatbiasexists?...............................................................................9Arethereanyinfusionprogramsatyourworkplacesthathelpwomenreturntoworkafterhavingachild,etc.?...........................................................................................................................................................10Howdowemakesurethatwe’renotpigeonholingwomenintocertainjobs?............................................10Whatareyourperspectivesonwomenasinfluencers,whetherornottheyoccupyleadershiproles?........10Howfarhavewecome?Thedataandanecdotalevidencevary..................................................................11WhatrolecanfathersplayinhelpingcreatefutureSTEMdaughters?........................................................11Howdowemoveandpositionwomenalongthepipeline,notjustatthebeginningandtheend,tomakethemthenextleaders?...............................................................................................................................11Howdoyoubalancethecompetingprioritiesforcareeradvancement?Inacademia,forexample,youneedtoresearch,publishandteach,butalsofulfillotherdutiessuchasdevisingdiversityandinclusionplans..12Howdowomendosomeofwhatyou’verecommendedtodaytopromoteourselvesintheworkplace?....12

HIGHLIGHTSFROMTHEBREAKOUTSESSIONS..................................................................................13DiversityandEquity,TheRoleofDiversityinBuildingExcellentTeams.......................................................13MentorshipandAdvocacy..........................................................................................................................15WhyWeShouldSweattheSmallStuff:UnderstandingtheImpactofMicroinequitiesintheWorkplace....17TrainingandEmpowerment.......................................................................................................................19WorkplaceEnvironment.............................................................................................................................21

BACKGROUND..................................................................................................................................23NASA’sGoddardSpaceFlightCenter..........................................................................................................23LockheedMartin........................................................................................................................................23

LockheedMartinGlobalVisionCenter............................................................................................................23NorthropGrummanCorporation................................................................................................................24

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SUSTAININGWOMENINSTEMCHAMPIONS

RobertLightfoot,ActingAdministrator,NASA

RobertLightfootbecameNASA’sactingadministratoronJan.20,2017.Hecurrentlyservesastheagency’sassociateadministrator,apositionhehasheldsince2012.LightfootwaspreviouslythedirectorofNASA’sMarshallSpaceFlightCenterinHuntsville,Alabama,managingabroadrangeofpropulsion,scientificandspacetransportationactivities.

ChristylJohnson,DeputyDirectorforTechnologyandResearchInvestments,NASA’sGoddardSpaceFlightCenter

SinceDecember2010,ChristylJohnsonhasmanagedNASA’sGoddardSpaceFlightCenter’sresearchanddevelopmentportfolio;formulatedthecenter’sfuturescienceandtechnologygoalsinEarthscience,astrophysics,heliophysics,planetaryscience,andspacecommunicationsandnavigation;andledanintegratedprogramofinvestmentsalignedtomeetthosegoals.

LisaCallahan,VicePresidentandGeneralManager,CivilandCommercialSpace,LockheedMartin

LisaCallahanisvicepresidentandgeneralmanagerofthecivilandcommercialspacelineofbusinessforLockheedMartin’sSpaceSystemsCompany.Shehasexecutiveresponsibilityfornationalspaceprogramsrelatingtohumanspaceflightandspacesciencemissions,includingplanetary,solar,astrophysicalandEarthremotesensingforcivilgovernmentagencies.

LinnieHaynesworth,VicePresidentandGeneralManager,CyberandIntelligenceMissionSolutions,NorthropGrumman

LinnieHaynesworthisvicepresidentandgeneralmanageroftheCyberandIntelligenceMissionSolutionsDivisionforNorthropGrumman’smissionsystemssector.Shehasexecutiveresponsibilityfortheoverallgrowthandprogramactivitiesofthedivision’sbusinessportfolio,includingfull-spectrumcyber,multienterprisedatamanagementandintegration.

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KEYNOTESPEAKERS

MattWallaert,ChiefBehavioralOfficer,CloverHealth

MattWallaertisabehavioralscientistandentreprenurfocusedonbuildingproductsandprogramsthatchangebehaviortohelppeopleleadbetter,happierlives.Hebeganhiscareerinacademiaandbuiltandsoldtwostartups,latermovingtoMicrosofttobuildproductsonalargerscale.Wallaertcontinuestobuildsideprojectswhichaddresssocialinequities,particularlyastheyrelatetogenderandrace.

WendyMorton-Huddleston,Principal,PublicSector,GrantThornton,LLP

WendyMorton-Huddlestonhasmorethan16yearsofexperienceworkingwithadiversegroupofpublicsectorandnot-for-profitinstitutions.SheworkswithC-suiteexecutivesonmultidisciplinarylevelsofscope,magnitude,complexityandengagementteamcomposition.SheisanexecutivesponsoroftheWomenatGrantThorntoninitiative.

SamYen,ChiefDesignOfficer,SAP

AsSAP’schiefdesignofficer,SamYenleadsawidevarietyofinitiativesthatreaffirmthecompany’scommitmenttoinnovationanddesign.Underhisleadership,SAPhaswonmorethan20designawards.YenisalsoanassociateconsultingprofessorattheStanfordd.school,teachingcoursesthathelporganizationsscalecreativityandinnovationintheiroperations.

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PARTICIPATINGORGANIZATIONSANDCOUNTRIES• a.i.solutions• AerojetRocketdyne• AerospaceIndustriesAssociation• AmazonWebServices• ATAAerospace• BEST• ChallengerCenter• CloverHealth• ColumbusTechnologiesandServices,Inc.• DepartmentofHousingandUrbanDevelopment

• DepartmentofVeteransAffairs• Element84• ERT,Inc.• Fibertek,Inc.• GeneralDynamics• GenesisEngineeringSolutions,Inc.• GirlsInc.• GlobalNGYScholars• GrantThornton• IDAScienceandTechnologyPolicyInstitute• Innovim• InteractionTraction,Inc.• InuTeqLLC• Jacobs• LockheedMartin• LogisticsManagementInstitute• Lowenstein&Associates,Inc.• NASA• NASA’sGoddardSpaceFlightCenter• NASA’sLangleyResearchCenter• NathanAssociates• NationalAcademiesofSciences,Engineering,andMedicine

• NationalAcademyofSciences• NationalInstituteofAerospace• NationalInstituteonAging• NationalOceanicandAtmosphericAdministration

• NationalScienceTeachersAssociation

• NorthropGrummanCorporation• NTTData• OfficeofPersonnelManagement• OrbitalATK• PBSKids• PurdueUniversity• SAP• Scribe• SierraLobo,Inc.• SSAI• STEMconnector• Telophase• TheAerospaceCorporation• TheGeorgeWashingtonUniversity• TheMITRECorporation• ULA• UniversitiesSpaceResearchAssociation• VantageSystems

Inaddition,individualsfromthefollowingnationstunedintotheeventviawebcast:• Bahrain• France• Germany• Kenya• Poland• Romania• Sweden• Thailand• UnitedKingdom• UnitedStates

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MESSAGEFROMCHRISTYLJOHNSONLookingbackonmycareeratNASA,Idosowithasenseofgratitudeandhumility,knowingthatnotonlywasmypathsetforthbypredecessorsbothmaleandfemale,butthatmanyhaveguidedmealongtheway.Inthesemomentsofintrospection,Irealizethatmanywomenhavenotbeenasfortunate,lackingeithertheresources,theguidanceortheopportunitiestomaximizetheirpotentialinSTEMcareers.Manyothers,forbetterorworse,succumbtostereotypesonwhattheyshouldorshouldnotdowiththeirlives–startingasearlyaselementaryschool.WebeganthewomeninSTEMroundtablein2016tobeacatalystforchangeonthismatter,layingthegroundworkforsolutionstoaddresstheobstaclestoprogress,andmoreimportantly,makingapersonal

commitmenttoeachothertodosomethingaboutthem.Theconversationhasbeensetintomotion,andweknewitwouldbeequallyimportanttomaintainthemomentumifweweretoachieveanylastingimpact.OneofthekeymissingcomponentsduringthefirstdialoguewastherolethatmenplayinsustainingwomeninSTEM,andthereweremanymenwhoexpressedaninterestinengaginginthedialoguewithacommittedeyeonincreasingdiversityintheSTEMworkforce.Therefore,forthisyear’sgathering,wedecidedtohoneinontheroleofmeninsustainingwomeninSTEM.Weknowthatdespitethedisparitiesinthegendermakeup,theissueofwomeninSTEMisinclusiveofbothmenandwomenandrequirescommitmentfrombothtomakeachange.Frommentorshipandleadershiptobattlingourowninternalbiases,thejourneywillbeoneinwhichwe’llhavetoworktogethersidebyside.Menhaveplayedasignificantroleinmyowncareerprogress,andIknowfrompastandcurrentexperiencethatweallhaveaparttoplay.Hopefully,whatwe’velearnedfromthiseventwilltranslateintomoreactionsthatwillbringgreaterequalityintotheworkplace.ChristylJohnsonDeputyDirectorforTechnologyandResearchInvestmentsNASA’sGoddardSpaceFlightCenter

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EXECUTIVESUMMARY

Lastyear,NASA’sGoddardSpaceFlightCenterandLockheedMartinspearheadedaneventtofindwaystowidentheSTEMpipelineforfemaleminds,fromstudentstothoseinseniormanagement.Entitled“SustainingWomeninSTEM,”theroundtablediscussionandpolicyforumbroughttogetherleadersacrossindustry,government,academiaandthenonprofitsectortolayoutalltheissuesthatwomenfaceintoday’sSTEMlandscape.Fromalackofmentorsandtrainingtoculturalstereotypes,theeventsetintomotionarobustdiscussionformovingtheneedleonthisissue.

Ayearlater,bringingNorthropGrummanintothefold,GoddardandLockheedsoughtwaystoleveragemomentumfromthisinitialgatheringanddecidedtoconveneSTEMleadersonceagain,thistimefocusingontheroleofmeninsustainingwomeninSTEM.Asdiscussedduringtheinauguralevent,menplayacriticalroleinsupportingtheadvancementoftheirfemalecounterparts.Inprofessionstraditionallydominatedbymen,theperceptionsandactionsofthoseinchargecanbevitalindetermininghowdiverseandinclusivetheirorganizationscanbecome.

TakingplaceonSept.7,2017,atLockheedMartin’sGlobalVisionCenterinArlington,Virginia,thelatesteventfeaturedmorethan50organizationsfromacrosstheSTEMspectrumandincludedonlineparticipationfrom10countries.Toensureaninclusivedebate,ourpanelwascomprisedofbothmenandwomenfromgovernmentandindustry.Similartothestructureofthe2016roundtable,fivebreakoutsessionsengagedattendeesondeeperissues:diversityandequity,mentorshipandadvocacy,microinequities,trainingandempowerment,andtheworkplaceenvironment.

Despiteourbestefforts,weareacutelyawarethatmoreneedstobedonetoexpandopportunitiesandachievebettergenderbalanceacrossSTEMfields.Thesediscussionsareastartingpoint,notanendpoint,butweknowwemustkeeptheconversationgoing.

Weinviteyoutoreadthroughtherestofthisreportindetailtolearnhowwe’recontinuingtoaddressthechallengesthatremain.

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HIGHLIGHTSFROMTHEKEYNOTESPEAKERS

MattWallaert–ChiefBehavioralOfficer,CloverHealthAnacademicbytraining,MattWallaertunderscoredtheneedforbehaviorchangeinhelpingwomenmakeprogressinSTEMcareers,citinghowhisexperiencewithdatashedlightontheproblemsplaguingfemaleadvancement.Thischange,heargues,pertainsbothtowomenintheworkplaceandthosefromtheoutside,particularlymen,whohavecertainsocializedperceptionsabouttherolesandlimitationsofwomeninallfacetsoflife.

Wallaertisnowanentrepreneurwhohasbuiltstartupsaddressingsocialinequitiesastheyrelatetogenderandrace.Theyarebyproductsofhisacademicresearch,withdatabeingusedtodrivesolutionstotheunderlyingissues.Inresearchingthegenderpaygap,forexample,Wallaertfoundthatwomenwerelesslikelythanmentoaskforraises,andevenlesslikelytogetthemwhentheydidask.Inresponse,WallaertcreatedGetRaised,whichhashelpedclosethegapbyteachingwomenhowtoaskforsalaryincreases.Theplatformhasincreasedwagesbyatotalofmorethan$2billiontodate.Hebrieflydiscussedsimilarprojectsinoperation,suchasSalaryOrEquity.com,whichteacheswomenaboutthebenefitsofreceivingequityinacompany.Hesaidthathecontinuestodesignsuchproductstoclosethedichotomybetweenhowtheworldisandhowwewanttheworldtobe.Furthermore,Wallaertemphasizedtheneedtotakeactiononissuesinsteadofsimplyengaginginloftyconversations.Hecautioned,however,thatplatformssuchasGetRaisedarejustonesteptobroaderprogress.Everyonehasaroleingettingmentocaremoreabouttheirfemalecounterparts,andthiscanbedonebymakingpersonalandemotionalconnectionstotheirownrelevantexperiences.Hearguesthatoncemenbegintocaremore,theproblemswillbegintocorrectthemselves.Ifwebetterunderstandwhymenbecomefeminists,wecanmorequicklyshifttheburdenofdismantlingsexismtothosewhobenefitfromitandoffofthosearedisadvantaged. Becauseintheend,peoplearethesolution,notdata.

“Everyonehasaroleingettingmentocare

moreabouttheirfemalecounterparts,andthiscanbedonebymakingpersonalandemotionalconnectionstotheirownrelevantexperiences.

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WendyMorton-Huddleston–Principal,PublicSector,GrantThorntonLLPWendyMorton-HuddlestonexpressedprideasaGrantThorntonprincipalwhoispassionateaboutadvancingdiversityandinclusion.“AGrantThorntonvaluethatIembraceisleadership.IadvocateforteammatestoleadbyrepresentingGrantThorntoninawaythatbringsourbrandtolifeanddistinguishesusinthemarketplace,”shesaid.“Adifferentiatorisourcultureandcommitmenttoenhancingdiversity.Diversityisabusinessimperativetoactivelycultivateacultureweareproudofandbelievein.”

GrantThornton’svisionistobetheleadingaccountingfirmservingdynamicorganizations.Todothat,ithasfocuseditseffortsaroundfivestrategicdriversofsuccess:revenuegrowth,operationalexcellence,distinctiveclientservice,talentandbrand.“Genderdiversityisacornerstoneofthesedrivers.Theresearchiscompelling:Genderdiversityincreasesfinancialperformance,improvesproblem-solving,enhancescreativity,boostsemployeesatisfactionandretention,andenrichesbrandperceptioninthemarketplace,”addedMorton-Huddleston.TheWomenatGrantThorntonandAlliesBusinessResourceGroup’s(BRG)missionistoenhancetherecruitment,retentionandadvancementofwomenintoleadershippositions.SincethelaunchoftheWomenatGrantThorntonBRGin2004,femalepartnershavemorethantripled,nowrepresenting20percentofpartnersandprincipals.Thiswasaccomplishedthroughproactivepipelinefocus,programssuchassponsorshipmentor-protégépairingsandgenderparityinleadershipdevelopmentprograms.AtGrantThornton,BRGsserveasvitalfocusgroupsforextendingitscultureofinclusion.Theyenablethefirmtobetterunderstanditsincreasinglydiverseclientsandmarketplace,connectcolleagueswitheachother,recruitandretaindiversetalent,andequipleaderstoconfrontandmitigateindividualandsystematicbias.BRGsleverageinternalandexternalstakeholderstoachievemeasureable,solution-drivengoalsalignedwiththefirm’sstrategicdriversanddiversityandinclusionstrategy.ExamplesofsuccessfulGrantThorntonprogramsarethefollowing:

• MentorMoms–Helpsguidenewmothers’transitiontomaternityleaveandreturntoworkbyconnectingthemwithotherworkingmothersforcareerguidance,insightsandadvocacy.

• MentorCircles–Designedtopromoteorganicandmeaningfulrelationshipsamongwomeninagroupsetting.Theprogram’sobjectiveistobuildreciprocalmentoringrelationshipsamongwomenfromavarietyofbackgrounds,servicelines(audit,advisory,tax),andexperiencelevels.

• SafeSpace–Avisible,culturallycompetentpeermentoring,coachingandrolemodelingprogramforLGBTcolleaguesandalliesatGrantThornton.TheprogramconnectsLGBTcolleaguesandalliespersonallyandprofessionallyandsupportsorganicnetworkingandprofessionalgrowthopportunities.

Genderdiversityincreasesfinancial

performance,improvesproblem-solving,

enhancescreativity,boostsemployeesatisfactionand

retention,andenrichesbrandperceptioninthe

marketplace.

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SamYen–ChiefDesignOfficer,SAPSamYenbeganhispresentationaskingattendeestoengageinanimplicit-associationtest,havingthemraisetheirhandswhencertainwordsorterms–suchas“male,”“female,”“liberalarts”and“science”–pertainedtothem.PriortobecomingSAP’schiefdesignofficer,Yenstartedhiscareerinaerospace,anddiversityandinclusionwererelativelynewconceptstohim.ItwasthroughthistestthatYenfirstrecognizedthepowerofunconsciousbias,reaffirmingforhimtheideathat99percentofdecisionsaremadebytheemotionalbrainratherthantherationalbrain.

HepointedtothelackofdiversityinSiliconValley,wherehehasspentmuchofhiscareer.BackwhenhestudiedatStanfordUniversity’saerospaceengineeringdepartment,only7percentofstudentswerewomen.Thearea’sworkforceis71percentmaleand29percentfemale.Instrivingtowarddiversity,Yensuggestedlookingatitasabusinessopportunityratherthanaburden,sayingthat85percentofentrepreneursagreethatdiversityresultsinthemostinnovativeideas.Hereferstodiversityinmanyforms:gender,age,raceandethnicity.

Companies,however,mustworktoavoidtokenhires.Thiscanbedonebyaddressingtheissueofinclusionandnotjustdiversityitself.Smallstepscanbetakentomakeworkenvironmentsmoreinclusive,suchaslookingatnuancesinanofficeculturewhichcanperpetuatestereotypes:genderroles,genderpreferences,etc.

Instrivingtowarddiversity,Yensuggestedlookingatitasabusinessopportunityratherthanaburden,sayingthat85percentofentrepreneurs

agreethatdiversityresultsinthemostinnovativeideas.

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Q&ADIALOGUEWITHPANELISTS

Attendeesweregiventheopportunitytoengagethepanelinaquestion-and-answersession.Selectquestionsarelistedbelowalongwithaccompanyingresponses:Matt,throughyourresearch,whatwastheresponseofwomenwhenitcomestobias?Wallaert:Thepreponderanceofwomensawproblemsintheworld.Themajorityofwomensawproblemsintheworkplace.Manymenseeitasaproblemexternallyandnotnecessarilyinternally.It’sreallyhardforpeopletoseeitasproximaltothembecauseitcanmeansomehowthatyou’recomplicit.That’sahardemotionalrealization.Everyonebelievesthatwheretheyareisinclusive.Wehavetobeawareandemotionallyconnectedtothefactthatithappens.

Whatisyouradvicewhenpeopledenythatbiasexists?Morton-Huddleston:Genderinclusionandparityresultfromconsciousbehaviors.Thinkingaffectsbehaviors.Weeducateleadersoneffectivecultureandinclusionprinciplesandinvestinmanagementandleadershiptrainingprogramstorespectindividualdifferences.Lightfoot:Youhavetohaveaprocessthatmakesyouself-aware.Whenpeoplesaytherearen’tbiases,theyhavetobeabletorelateastowhytheydocertainthings.Youcanpointouttopeoplelittlebiasesbypersonalizingit.Yen:There’sacarrot-on-a-stickmoment–ana-hamoment.Andsometimesit’sbesttobringinanexternalspeakertoaddresstheissue.

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Arethereanyinfusionprogramsatyourworkplacesthathelpwomenreturntoworkafterhavingachild,etc.?Lightfoot:AtNASA,wedealwiththe“leakypipeline”inwhichsomeleavetheworkforcetohavekids,andmanyaren’tinducedtocomeback.Iliketheconceptofso-called“returnships,”butyouhavetobemechanicalwiththesethingsuntiltheybecomenatural.Returnshipscanbeaformalprocessasopposedtosimplywelcomingsomeoneback.Wallaert:There’sdatathatsuggestthatmenwhotakeparentalleave,evenifit’sjustaweek,havespouseswhoaremorelikelytoreturntotheworkplace.Hence,weshouldencouragementotakeparentalleaveaswell.Howdowemakesurethatwe’renotpigeonholingwomenintocertainjobs?Yen:Bypushingmorewomenintoleadershiproles,that’showyoucreatechangethroughoutanentirecompany,notsimplybytrackingnumbersofwomenintheworkforce.Iftheintentisintherightdirection,youstarttoseeprogress.Wallaert:Don’tjustlookatthingslikethesalarygap.Lookatlargerthingssuchaspromotionalphilosophiestoaccountforthingssuchastimeinrole.Andlookatthepossibilitiesformenmanagingwomenandwomenmanagingmen.Morton-Huddleston:AtGrantThornton,wehavecultivatedaworkplacewherewomenthriveasleaders.Ourinnovativetrainingpractices,skillscoachingandcultureofinclusioninwhichemployeesareencouragedtobringtheirwholeselvestoworkareatthecenterofeverythingwedo.Itistheseinvestmentsthatattractwomentoourfirm,enablewomentosucceedhere,andencouragewomentostayandgrowwithus.Wearefosteringadvancementthroughindustry-leadingtrainingandaccountabilityprograms.Infact,accordingtoWorkingMother’s2017scorecard,GrantThorntonistheNo.1companyforcompanycultureandwork-lifeprogramsformanagertrainingandaccountability.Weareproudofthisacknowledgement,asitrecognizestheprogressmadewithourculturejourney.Whatareyourperspectivesonwomenasinfluencers,whetherornottheyoccupyleadershiproles?Lightfoot:Influenceleadersarethebestleaderswehave.Positionshavenothingtodowithbeingaleader.AtNASA,wehavepeoplewhoareleadingallthetimeasinfluencers.Itisn’tsomethingthatisgenderspecific.Ifpeoplehaveanimpactonanoutcomeregardlessofposition,theyshouldtakesatisfactioninthat.Wallaert:Incumbentleadersalsoneedtoopenthemselvesuptoinfluence.Forexample,ifleaders,whoaremostlywhitemen,aren’topeningthemselvesuptoyoungwomenofcolor,thenhowwilltheyeverovercomebiasesastheyrelatetosuchindividuals?Wecantakeconsciousinterventionasleaderstogooutandseekopportunitiestohearfromtheexperiencesofallpeople.Thatiswhathelpsusbecomebetterleaders.

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Howfarhavewecome?Thedataandanecdotalevidencevary.Wallaert:Datashowbettercross-genderleadership.Datashowthatwe’veclosedthewagegap.Butthereareplaceswe’vedonewellandplaceswherewehaven’t.Whenyoulookatdata,thegeneraldirectionhasbeenprogressivedespitesetbacksalongtheway,andwehavetotakeemotionoutoftheassessmenttorealizethatthelinewillcontinuetogoupandtotherightandthatwehavecontrol.Lightfoot:Wearen’tnecessarilymovingasfastaswewanttomove,butthisismoreofajourneyandnotjustafinaldestination.Wewanttokeeptheslopeofthecurveintherightdirection.Thefactthatwe’rehavingthisconferencesuggestswearen’tasfarasweshouldbe.Butifwestopthinkingaboutit,wemayendupgoingthewrongway.WhatrolecanfathersplayinhelpingcreatefutureSTEMdaughters?Lightfoot:IinvolvedmykidsineverythingthatI’mdoing.Bepassionateaboutwhatyou’redoing,nomatterwhatitis.Wehavetobecarefulnottoforcesomeoneintoapassion.Youhavetoberealisticandflexiblewithyourchildrenandallowthemtohaveadiversityofexperiences.Yen:Don’tpigeonholeyourdaughterintoaspecificcategory.Don’tpushthemintoSTEMforthesakeofpushingthemintoSTEM.Letthembeexposedtomanydifferentthings.Don’tmakethemlockintheirdecisionsearly.Howdowemoveandpositionwomenalongthepipeline,notjustatthebeginningandtheend,tomakethemthenextleaders?Morton-Huddleston:SincethelaunchoftheWomenatGrantThorntonBusinessResourceGroupin2004,thenumberoffemalepartnershasmorethantripled,nowrepresenting20percentofpartnersandprincipals.Thiswasaccomplishedthroughproactiveandintentionalpipelinefocus,programssuchassponsorshipmentor-protégépairings,andgenderparityinleadershipdevelopmentprograms.Wallaert:Ilookatmymother,anurse,whocaredsomuchaboutpatientoutcomesthatshewentintonurseinformatics.Inseekingtheposition,therewasn’tmuchtalkabouthermanagementbackgrounduptothatpoint.Findoutwhatwomencareabout,anddon’tfocustoomuchontheirdesiretogointomanagementorothersimilarmatters.Usetheirpassions,andfromtheretheycanhaveaninfluence.Yen:Lookforoutsideopportunitieswhereyoucanplaymoreleadershiproles.AlotofleadersatSAPalsoserveonboards.Getexperience.Youcan’tbecomealeaderifyoudon’tpractice,andtherearealotofopportunitiestogetthatexperience,insideandoutsideofyourjob.

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Howdoyoubalancethecompetingprioritiesforcareeradvancement?Inacademia,forexample,youneedtoresearch,publishandteach,butalsofulfillotherdutiessuchasdevisingdiversityandinclusionplans.Morton-Huddleston:TheGrantThorntonLeadershipAcademyisourindustry-leadingapproachtodevelopingandgroomingadiversepipelineofhigh-performingtalent,frommanagerstopartners.Thisprogramhelpsusgrowthenextgenerationofleadersweneedtobecomethefirmofthefuture.TheSeniorManagerAcademyprovidestheopportunityandforumtoaccelerateone’spathtopartnerthroughaninnovativedevelopmentjourneyofassessments,challengingassignmentsandrotationalpracticumsthatenableseniormanagerstoexperiencewhatitmeanstobeapartnerandtoeffectivelyprepare.Lightfoot:WeallhaveamentalRolodex:Thisproblemequalsthisperson.Weshouldthinkaboutotherpeoplewhocandothesametask.Perhapsotherpeopleshouldgetotheropportunities.Whenwehavegoodhires,therecanbeatendencytoignoreothersbecausewearen’tgivingthemenoughwork.Tocreatechange,youreallyhavetobeintentionalandgiveotherpeoplechances.Yen:Earlytalentsoftenfeelpassionateaboutsomething,andthat’salltheyendupdoing.I’veseenthishappentomanypeopleandtheygetburntout.Beknownfordoingsomethingthat’spartofthetraditionalbusinessofyourjob,butinaddition,dootherthingssoyou’renotjustknownforonething.Howdowomendosomeofwhatyou’verecommendedtodaytopromoteourselvesintheworkplace?Lightfoot:Inseekingoutmentors,justasksomebody.It’sthatsimple.Youmightbeshocked,butthoseofuswhodomentoringlearnalotmorefromyouthanyoudofromus.Whetherornotwetakeyouon,wecancertainlyreferyoutoothers.Wallaert:I’llmakeitslightlystronger:Beselfish.Idon’tmindbeingbothered,butIdon’thavetimetochaseyou.Ialwayshavetimetotakeyourcall.Wesocializewomenintopatternsthatwepunishthemfor,suchasaskingthemnottointerrupt.Weneedtomovepastthat.

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HIGHLIGHTSFROMTHEBREAKOUTSESSIONS

DiversityandEquity,TheRoleofDiversityinBuildingExcellentTeamsThoughtLeaders:

• JanetSellars,ActingAssociateAdministratorforDiversityandEqualOpportunity,NASA

• DanKrieger,SpecialAssistantforDiversityandInclusion,NASA’sGoddardSpaceFlightCenter

Peoplecanspendtheirentirecareersinoneorganizationdoingjustonething,butsteppingoutofone’scomfortzonetoacquirenewanddifferentexperiencescanaddtoadiversityofthoughtandskills,bothfortheindividualandtheorganization.Fromanorganizationalperspective,itisimportanttodevelopasupportiveworkculturethatencourageswomentosucceed,particularlyiftheyself-advocateandfeelpassionateaboutaparticularmatter.Weneedtogivepeoplepermissiontoshowcasethemselves,andthisoftenentailshiringandnurturingemployeeswhoshowpromiseandpotentialinsteadoffocusingexclusivelyonthebestandbrightest. Intimesofurgency,thereisanoverwhelmingtendencyfororganizationstoassignprojectstogo-toindividuals–thosewithaproventrackrecordofsuccessincompletingspecifictasks.Thisisoftenacceptable,butthereshouldalsobeafocusondevelopingnewtalent.Otherwise,talentwillbeleftonthetableandorganizationswillfailtoleveragethepotentialandskillsattheirdisposal.Becominglessreliantongo-toindividualsmaybeariskypropositioninsomeinstances,butatNASAandotherorganizations,riskispartofthebusinessmodel.Therearenobetterriskstotakethanthoseonyourownpeople.Fulfillingthepromiseofallemployeesrequiresleaderstobeintentionalintheiractions.Forexample,leadersshouldsupportandencourageemployeestostepoutoftheircomfortzonestogainnewskillsandexperiences. Thesearetheinstanceswhenreallearningoccurs.Peoplelearntobecomecomfortablebyfirstbecominguncomfortable.Inaddition,organizationsshouldmakethemostofgenerationaldifferencesbysolicitinginputfromemployeesofdifferentages.Explorethecommonalitiesofyourpersonnel,butalsoembracethedifferentlearningstylesandexpectations.Thisiscriticaltobuildingthetalentpipelineandsuccessionplanning,ensuringthatknowledgeisefficientlytransferredfromemployeetoemployee. Throughoutitall,peopleneedtofeelempoweredtoraisetoughissuesongender,race,disabilitiesandgenerationaldifferences.Encouragingsuchdialoguecanincreasethecomfortlevelacrossanorganization,facilitateeffortstobuildmorediverseteamsandoptimizethepotentialwithinaworkforce.

Leadersshouldsupportandencourage

employeestostepoutoftheircomfortzonestogainnewskillsand

experiences.

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StrategiesforImprovement:

• Buildandexpanddiverseteamsbymixingthebestandbrightestwiththosewhoshowpromiseandpotential.Facilitateknowledgetransferbyencouragingearlycareeremployeestoparticipateonprojectswithseasonedemployees.

• Empowerindividualteammemberstocharttheircareerswithhighlyvisibleassignments.• Establishmechanismsorinformalwaysforindividualstosharejobsuccessstoriesandthevalue

ofmentoringandcoaching.• Provideleadersopportunitiestoincreaseawarenessoftheirownunconsciousbiasesaswellas

theirindividualreactionstopeoplewhomaybedifferent.• Incentivizemanagerstobecreativeandinclusive.Fosterteambuildingtodefineproblemsin

additiontosolvingthem.• Holdanannualprogramtorecognizeandacknowledgeleaderswhoactivelyengageindiversity

andinclusionefforts.

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MentorshipandAdvocacyThoughtLeaders:

• RobertLightfoot,ActingAdministrator,NASA• LesaRoe,ActingDeputyAdministrator,NASA(resignedSeptember2017)

Thereareseveralthingsleadersoforganizations,bothmenandwomen,needtocontinuedoingtosustainwomeninSTEMasitrelatestomentorshipanadvocacy.Firstandforemost,theyshouldcontinuetopersonallymentorwomeninSTEM,bothformallyandinformally,andpayitforwardtothenextgenerationofleaders.TheyshouldproviderolemodelsofwomeninSTEMandsupport,encourageandfostertrustinwomenwithintheirorganizations.

Similarly,therearethingstheymuststopdoingtoremoveunnecessarybarriersforwomeninSTEMfields.Forexample,theymuststopstereotypingwomenandmakingassumptionsregardinglifestyleandcompetency.Alldiscussionsaboutcareersshouldfocusoncompetency,andthewomenaloneshouldbeallowedtodecidetheirownlifestyles.Womenshouldn’tautomaticallyberoutedtosupportroles,andtokenbehaviorshouldbediscouraged.Thesameindividualsshouldn’tbesenttoallmeetingsorassignedtoallprojects,

andmenshouldbeincludedindiscussionsaboutdiversityandthechallengeswomenface.So-called“manteruptions,”inwhichmengetcreditforideasproposedbywomen,mustbeputtoanend.Finally,thereareactionsleadersmustbegintotakeordodifferently.Ifitdoesn’talreadyexist,leadersshouldcreateacultureinwhichwomenfeelincluded,heardandvalued.Thismeansproactivelyassigningwomentokeyprojectsandprovidingthenecessarytrainingforthemtoassumemoreresponsibilityandtakeonmorecomplexassignments.Acultureinwhichmorewomenareincludedinseniormanagementroleswillallowthemtoserveasrolemodelsforallwomenwithintheorganization.Bycreatingacultureinwhichemployeesareawareofgender-basedbiases,leaderscanbecomemoreintentionalinaddressingthosebiasesandholdingtheirorganizationsaccountableforchangesthatmusttakeplace.Insuchaculture,femaleleadersshouldadvocatemoreforandbesupportiveofallwomen,andallleadersshouldputmoreresourcestowardmentoringprogramstohelpwomenprogressthroughouttheircareers.

Stopstereotypingwomenandmaking

assumptionsregardinglifestyleandcompetency.

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StrategiesforImprovement:• Continuetomentorthoseinyourownreportingstructure,butalsobeopentomentoring–

bothformallyandinformally–womeninothersareasoftheorganizationwhentheyseekguidance.

• Usetechnologytomentorindividualsoutsideofphysicalboundariesandcreateamenuofmentoringoptionswithinanorganization.ThisincludesmentoringviaSkypeorteleconferencingplatformstobroadenreachandincreasementoringopportunities.

• Changetheculturalenvironmentandprovideopportunitiesforwomentonetworkandcollaboratewitheachother,alongwiththeirmalecolleagues.Forexample,collaborationcanbesupportedbycreatingprojectteamswithbothjuniorandseniorwomen.

• Stop“manteruptions,”inwhichmentakecreditforwomen’sideas.Encouragewomentoopenlysharetheirideas,andensureallvoicesaregiventhesamelevelofcredit.

• Createconsciousworkassignmentsforfemaleleadersbyallowingthemtomakeappropriatedecisionsbasedontheirmanagementlevelandfunctionalresponsibility.

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WhyWeShouldSweattheSmallStuff:UnderstandingtheImpactofMicroinequitiesintheWorkplace

ThoughtLeaders:• LisaCallahan,VicePresidentandGeneralManager,CivilandCommercialSpace,LockheedMartin• JamisonHawkins,Director,CivilSpaceandEnvironmentalPrograms,LockheedMartinMicroaffirmationsandmicroinequitiesare

littlethingsthatcanboostorbringdownsomeone’sconfidence,respectively.Wemustbeawarethatbiasisattherootofallpositiveandnegativemicromessages.Thisbeginsattheindividuallevel,knowingthatwebringsuchbiasestotheworkplace,perhapstheconsequenceofbeingpartofadominantworkplacegroup–eitheralonggenderorraciallines.Itisincumbentuponeachpersontotakeactioninordertointerruptandmitigatethesebiases.Thisentailsbeingcourageousandvoicingourconcernswhenweseebehaviorthatunderminesinclusivity.Atonepointoranother,everyonehasfeltexcludedinsomeway.Theseexperiences,andtheemotionsonefeltatthetime,canserveasacatalysttohelpensurethatothersdon’tgothroughthesame.Inordertobringthislevelofawarenesstotheteamlevel,weneedtorespondmoreoftentochallengesandlessoftenreact.Theformersuggeststhecraftingofadeliberateandthoughtfulresponse,asopposedtoanemotionalreaction,inthefaceofbias.Effectiveresponsesshouldidentifytheproblem,understandingwhyitsurfaced,andrecommendanactionorsolutiongoingforwardtoalleviatetheissueandpreventsimilarsituationsfromhappeninginthefuture,allwhilekeepingthehumanelementinmind.Replicatingbiasawarenesscanbealittlemoredifficultattheorganizationallevel,partlybecauseofthedemographicmakeupofanorganization’sleaders.AtLockheedMartin,whitemaleleadershaveoftenexpressedadisconnectwithmanyofthediversityandinclusionperspectivesoftheworkforce.Oneremedy,whichhasshownpromisingresults,hasbeentobringinanexternalgroupintentonshowcasingtheseissuesfromadetachedandimpartialviewpoint.Ateverylevel–individual,teamandorganizational–wemustrememberthatnopersonleavestheirhumanityatthedoorwhencomingintotheworkplace.Weallhaveissuesthatwearedealingwith,andwemayapproachmattersdifferentlyfromoneanother,butwestillworktogetherunderacommonbusinesspurposeeveryday.Weneedtobemindfulofboththepersonalandbusinesscontextstoleveragethisunderstandingforthebenefitoftheentireorganization.

Nopersonleavestheirhumanityatthedoorwhencomingintotheworkplace.Weallhave

issuesthatwearedealingwith,andwemayapproachmattersdifferentlyfromoneanother,butwestillworktogetherunderacommonbusinesspurposeeveryday.

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StrategiesforImprovement:

• Ownyouractions.Nomatterhowwellintentionedyoumaybe,ifyouractionsadverselyimpactsomeoneelse,takeresponsibility,engageindialogueandapologizeforwhatyou’vedone.

• Committodoingsomethingsmalleverydaytoshowafellowteammemberthatthey’revaluedforwhattheybringtothetable,bothinthepersonalandbusinesscontexts.

• Beintentionalaboutseekingoutdifferentperspectivesandaskingsubstantivequestionsaboutpeople’sworkplaceexperiences,bothpositiveandnegative.

• Specifically,althoughnotexclusively,seekoutthemaleperspectiveandunderstandtheirbiasestocontinuingcreatingstrongalliesforeveryoneacrosstheorganization.

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TrainingandEmpowermentThoughtLeader:

• ChrisScolese,Director,NASA’sGoddardSpaceFlightCenterInordertoleveragetrainingandempowermenttopromote,sustainandnurturewomeninSTEMdisciplines,organizationsshouldfirstunderstandtheiruniqueinstitutionalculturesandsubcultures.Largeorganizationstendtohavesubculturesordirectorate-levelcultures.Thisinstitutionalcharacteristicwasdescribedasa“culturalsystemofsystems”phenomenon.Thegroupstressedtheimportanceofascertainingthecultural,ororganization-specific,elementsthatarebarrierstotheempowermentofwomenandmeninSTEMfields.Itwasfurtherestablishedthatinordertoidentifyorganizationalandinstitutionalbiasesintheworkplace,relevantculturalassessmentsshouldbeconductedtounderstandthespecificsofthebiases.

Leadersandorganizationsshouldensurethattrainingisdoneonacontinualbasistoeducateemployeesonorganizationalcorevaluesondiversityandinclusion,fromnewemployeestoseniorleaders,whohavetheresponsibilityofmakingthebusinesscasefordiversityandinclusion.MentoringwasidentifiedasaneffectivevehiclefortrainingandempowermentofwomeninSTEMcareers.However,individualpersonalityandcompatibilityattributesshouldbeconsideredduringmentoringarrangements.Thegroupsuggestedthatinordertocultivate“goodseeds”forgenderequality,diversityandinclusioninorganizationalcultures,mentoringprogramsshould

bestructuredtoencourageandsupportexperiencedwomeninleadershiptomentormenandwomenintheworkplace.Experiencedmen–particularlyadvocatesofgenderequality,diversityandinclusion–inleadershipshouldalsomentorwomenandmen.Organizationsandleadersshoulddevelopacomprehensivetoolkitthatwillcontainstoriesandexperiencesthathighlightspecificactionsthatbothmenandwomenhavetaken,demonstratingtheirbuy-inandcommitmenttodiversityandinclusionorportrayingthetimeswhentheyfellshortoftheexpectations.Thetoolkitresourcesshouldincludeintentionalandstrategiccontentthatalignsdiversitywithbusinessgoals.Leadersshouldgoastepfurtherbydemonstratingthevalueofdiversitytobusinessobjectivesandperformance.StrategiesforImprovement:

• Provideopportunitiesforindividuals,teamsandprojectstolearnabouttheirculturesandhowtoimprovethem.

• Conductrelevantculturalassessmentstounderstandwhichsystemsandinstitutionalpracticessupportbiasesandleadtheimplementationofimprovementstrategies.

• Facilitateandleadimplementationofprogramsthathighlightthebenefitsofdiversity,andinsodoingdemonstratediversityasabusinessimperativeandnotaninitiative.

• Create“safespace”forcriticalandopenconversationondiversity,genderequalityandinclusion.Leadersandsupervisorsshouldbetrainedtounderstandtherisksassociatedwith

Ensurethattrainingisdoneonacontinualbasistoeducateemployeeson

organizationalcorevaluesondiversityand

inclusion.

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thesekindsofconversationsaswellastheopportunitiesthattheypresentfororganizationalimprovementandperformance.

• Trainandeducatehumancapitalprofessionalsonhowtosetupdiverseinterviewpanelsandhiringprocessesthatensurefairnessfromadiversity,genderequalityandinclusionstandpoint.

• Considermakinguseoftheculturaleducationtoolkitmandatoryfornewemployees,strategicallyplacedmanagersandprojectleaders.

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WorkplaceEnvironment ThoughtLeaders:

• SandraEvers-Manly,VicePresident,GlobalCorporateResponsibility,NorthropGrumman• GeneFraser,VicePresident;Programs,QualityandEngineering;NorthropGrumman

DrivingdiversityandinclusionforwomeninSTEMisadifficultprocess,especiallyinmultilayeredorganizations.Itiscriticaltoensuringandstrengtheningourcountry’sleadershipintheglobalcompetitivemarketplace.Itisalsoaboutcreatingequalopportunitiesforeveryoneandhavingtherightworkplaceenvironmentthatallowseveryonetoperformattheirhighestlevelandberecognizedfortheircontributions.However,thetoneatthetopmaynotnecessarilymatchthemoodinthemiddleorthebuzzatthebottom.Organizationsmustfindwaystoensurethatdirectionfromseniorleadershipbecomesinstitutionalized,somethingthatanagencysuchasNASAhasdonewelltodate.Thefirstquestiontoconsider,however,ishowbigisthesenseofurgencyaroundthisissue.Isthisatopprioritywithintheorganization,andhowoftendopeoplemeettodiscussit?Therearemanyexternalorganizationswithbenchmarkingdata,andconsideringwhatothersaresayingaboutyourownorganizationmaycreatethesenseofurgencyifthereisn’tonealready.Thisisthesamewithsocialmedia,sincetheyprovideanoutletforemployeesorformeremployeestovoicetheirconcerns.Suchfeedbackshouldberegardedasconstructive,andorganizationsshouldconsiderreassessingtheirprioritiesifnecessary.

Tofurtherinducethisculturaltransformation,organizationsneedtodesignwiththefutureinmind.Theymustconductconversationsabouttheircurrentstate.Fromthere,theyshoulddeterminewhatactionstheyshouldtaketoreshapetheworkplaceenvironmentintoonethatismoreinclusiveanddiverse.Storytellingisonewaytomakethishappen,sinceitcankeepanorganizationhonest.Organizationstoooftenhighlightonlythepositivestorieswhentalkingaboutthemselves.Instead,thinkofyourcurrentstateasapointinajourney,anddon’tfeartalkingaboutsetbacksalongthewaytoshowhowfaryou’vecomeandwhereyou’regoing.Makesuretomeasureandmonitoryourprogressthroughengagementor

employeesurveystodeterminehowwellyou’rechangingtheculture.Finally,organizationsshouldtakestepstoincreaseadvocacy,especiallyintheirmiddlelayers.Diversityandinclusionareoftenprioritiesatthetop,butlessofteninthemiddle–the“thickest”leveloforganizationsinwhichalotofthehiringdecisionsaremade.Suchadvocacy,furthermore,shouldbeinstilledinmenbecausetherearemoreofthemthanwomeninthemiddlelayer.Throughouttheorganization,however,youshouldmakesurethatyouarebringingeveryonetothetableinallyourconversations.Seniormanagersshouldremainvisible,engagedandvocaleverystepoftheway.

Thinkofyourcurrentstateasapointina

journey,anddon’tfeartalkingaboutsetbacksalongthewaytoshowhowfaryou’vecomeandwhereyou’re

going.

Increaseadvocacy.

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StrategiesforImprovement:• Leverageemployeeresourcegroupstohostdiscussionswithmanagersaboutanorganization’s

directionondiversity,genderequalityandinclusion.• Considerutilizingsurveystoholdemployeesacrossalllevelsaccountablefortheiractionsin

regardstopromotinganinclusiveworkenvironment.• Usesocialmediaastoolsforshowcasinganorganization’sdiversity,equalityandinclusion

programsinordertoattractandretaintalentandclients.• Implementmentoringprogramsthatincludeparticipationfrombothmaleandfemaleleaders

inordertoencouragementobecomegenderdiversitychampions.Thiswouldalsoexpandtheavailabilityofexecutivecoachingforwomenwhowanttoadvanceintheircareers.

• Developtrainingprogramstohelpwomenleveragetheirabilities,buildconfidenceandseekpositionsattheexecutivelevel.

• Establishtrainingprogramsspecificallydesignedtohelpprepareourcurrentandfuturefemaleleadersforprofessionalcareergrowth.

• Recognizethateveryemployeehasdifferentdemandsinhisorherpersonallife.Offeranumberofflexiblework-lifesolutions,suchaschildcare,helpfornewparents,etc.

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BACKGROUNDNASA’sGoddardSpaceFlightCenter

BasedinGreenbelt,Maryland,NASA'sGoddardSpaceFlightCenterisaglobalproviderofscientificresearch,technologyandmissionsthattransformourknowledgeofEarthandspace.Expertinthestudyofourworld,thesolarsystemandbeyond,Goddardhasbeenworkingsince1959toincreasescientificunderstanding,answerhumanity'sbigquestions,andbenefitthesocietyandcommunitiesweserve.Thecenter'sworkinscience,engineering,technologyandcommunicationsstrengthensourabilitytoenvisiontheoriginsoflife,preserveourwayoflivinganddefineourplaceintheuniverse.Weidentifyrequirementsandinnovations;design,buildandlaunchspacecraft;andmanageandsupportentirespacemissions.OurfundamentalcommunicationsinfrastructureenablesNASAandotherstobringbackknowledgefromspace,shareitwithdiversecustomersandapplyittosocietyincountlessways.

LockheedMartin

Headquartered inBethesda,Maryland,LockheedMartin isaglobalsecurityandaerospacecompanythatemploysapproximately125,000peopleworldwideandisprincipallyengagedintheresearch,design,development,manufacture,integrationandsustainmentofadvancedtechnologysystems,productsandservices.

LockheedMartinGlobalVisionCenterTheLockheedMartinGlobalVisionCenter(GVC)isastate-of-the-artmeetingandcollaborationfacilitylocatedinArlington,Virginia.ItshowcasestheremarkableinnovationsthatcontinuetoserveLockheed’scustomersthroughouttheworld.Fromglobalsecuritytocommercialmarketstoscientificdiscovery,theGVC–an86,000-square-footcustomerengagementspace–highlightshowLockheedis

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helpingthefuturearrive.Inadditiontoa160-seatauditorium,thecenteroffersninemeetingroomsandsixdemonstrationcenters.

NorthropGrummanCorporation

NorthropGrummanisaleadingglobalsecuritycompanyprovidinginnovativesystems,productsandsolutionstogovernmentandcommercialcustomersworldwide,offeringanextraordinaryportfolioofcapabilitiesandtechnologiesforapplicationsfromunderseatoouterspaceandintocyberspace.