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Christina Shim, Global Head of Product, Sustainability Software, IBM Corp. 
Nancy Mahon, Chief Sustainability Officer, The Estee Lauder Company 
Moderator: Lindsey Stanberry, FORTUNE 

MPW Next Gen 2023 - Sustainability At Scale

Conferences

Christina Shim, Global Head of Product, Sustainability Software, IBM Corp. 
Nancy Mahon, Chief Sustainability Officer, The Estee Lauder Company 
 

Nicola Mendelsohn, Head of Global Business Group, Meta (Facebook) 
Interviewer: Emma Hinchliffe, FORTUNE


MPW Next Gen 2023 - Meta’s Next Gen Ad-Ecosystem 

Nicola Mendelsohn, Head of Global Business Group, Meta (Facebook) 
Interviewer: Emma Hinchliffe, FORTUNE

Hi, everyone. Good morning. Welcome back. I hope you all had a chance to reset and make some new connections. If anyone's still finishing up breakfast and your sessions and networking. Come on in. We're ready. Um Now it's back to our main stage conversations after meta's revenue declined for the first time in its 18 year history. Mark Zuckerberg dubbed 2023 the year of Efficiency for Meta in February of this year, Nicola Mendelson was promoted to become one of meta's most senior female executives. She leads its global Business Group, overseeing the company's advertising business and technology while rising the ranks at Facebook over the past decade. She's dealt with extraordinary personal challenges including a little known form of cancer. Now, as she steps into her new role amid a gloomy economic climate for advertisers, she sees opportunities ahead for Meta in A I powered advertising messaging shopping and more. Let's welcome me as head of its global business group, Nicola Mendelson. Hi, Nicola. Good morning. Hi, so happy to be. Hello, everybody. I thank you everyone for coming back in and thank you for joining us, Nicola. Yeah. So you have been at Facebook for a decade. But you spent most of that time as Vice President of Europe, Middle East and Africa. And a few months ago, you were promoted to be head of medics Global Business Group. So can you tell us and explain a little what that job means? Yeah. Very happy to. So it's been a big change because here I am, I'm 51 years old now. And last year I was like, would you like to take on this global role? And I was like, yes, would you like to move to New York? Yes. So I'm having and you probably can tell that my accent means that I come from not New York or America. I come from Britain from London. And so lots of changes. But what it means is that I head up the global business for the company. I head up all the relationships that we have with anybody where we physically see people where we see our partners and also the business engineering teams as well. So very different from running Europe, Middle East and Africa. Yeah, big change. And of course, you're stepping into this more senior role at a difficult time for the company. Meta has laid off more than 20,000 workers amid this year of efficiency. Push as many companies have and looking back over the past year had three straight quarters of declining sales. Is there low morale in the workforce? And as you step into a new role like this. How can you combat that? Ok. So you've now asked me about 300 questions in one, let me feel some of those away. So we're actually just coming off um Q one earnings which were very good earnings, very strong earnings. If you look at um you know, the the size of the community, we now have 3.8 billion people that are coming onto our platforms every single month, we have three billion daily. And so actually our platforms and you know, the people coming on, it's the highest we've ever we've ever seen. Similarly, on the revenue side, we had our highest first quarter that we've ever seen as well. Yes, we are going through some changes as a business mark has dubbed this the year of efficiency. But what is at the heart of this is kind of almost getting us back to our roots, getting us back to being much more agile, much more nimble and being able to create and innovate new products in new and faster ways than we've done before. And we're already seeing that coming to coming to fruition. Yeah. How are you seeing that? Is that agility in progress now? Yeah, very much so. So if you look at the number of products that we're bringing, we're reviewing about 12 new products a month and just last week, we announced a whole load of new products from on the advertising side of the area that obviously that I love and I'm passionate about and this is really with, with A I at the heart of it. So last about August, last August we ran, we launched something called Meta advantage, which is a whole suite of products that has A I at its heart. And it's about really helping advertisers to do more with less, to be able to give stronger, you know, return on the advertising investments to reach people in new and innovative ways to measure in different ways and also to provide new creative options as well. So that's just one of the ways that I'm seeing some of the changes that we're seeing. You know, you mentioned the most recent earnings report which did see growth after a tough year leading up to that. Is that an indication of any strategies you've put into place? So I think we've been very focused on looking at how we can help advertisers get the returns that they want to see. And so, you know, I've been really pleased with the progress that we've made, especially on advantage, you know, the whole advantage suite of products, but also on some of the other areas like reels, which is our, our short form videos. I don't know about you, but I am loving reels. Are you loving reels people in the room? We're seeing a doubling of people sharing reels in the last six months and now two billion shares a day. So it shows you that people are really active and really enjoying kind of commenting, sharing and rearing. And I think about it, even in my, in my personal life, my daughter got engaged recently gay and both of our feeds have now completely changed. It's all about weddings, it's all about bridesmaids and our own individual feeds in our Instagram dms is like literally what flowers, what I've got some people nodding, who've also got daughters getting married or something. You know, it's all completely changed and a lot of that is being surfaced by A I because about 20% of the recommendations that people see is due to A I. Yeah, thank you, Nicola. I'll come to everyone for your questions in a moment. If you have anything, start thinking, I can talk about weddings but a new topic. Yeah, we can save that for after the networking chat. Um You know, you were promoted into this role after the exit of Martin Levine and of course her departure from Meta came following the departure throughout Silicon Valley of kind of a group of senior women, including Sheryl Sandberg. Looking back at Meta, you know, obviously there are a lot of other talented senior women at Meta. You have CFO, Susan Lee and other leaders as well. But does that worry you are there enough women rising in the ranks to take the baton from those who have recently left? So it doesn't worry me. I mean, Cheryl Mary or dear friends and, you know, one of the wonderful things of working at the company as long as I had is, you know, the close friendships that have been formed. But I think the testament to any great leader is the people that they leave behind and giving the runway for growth for those people as well. And so you mentioned Susan, but also Jen who heads up our legal, you know, chief legal officer, if I think about who is our head of product, I think of Maxine. You know, there's so many senior women, Angie who took over my role from me, Mia, so so many of us and so I met her has always been a fantastic place for diversity in all its guises. So I feel very proud of the work that the company does here and the amazing women we have. Yeah, thank you. Do we have any questions for Nicola? It's OK, we can come back. Thank you. Well, yes. Um Well, so some people here may not be familiar with your personal story. In 2016, you were diagnosed with a form of cancer called follicular lymphoma. It's a relatively little known form of blood cancer and it's currently considered to be incurable. You know, since then, you've been an advocate for families affected by this illness. And since then, you've also continued to rise the ranks at Facebook and now meta you know, what has motivated you to press on in your career and your life through such a challenging, personal period. Yeah. So cancer touches us all in different ways. But getting a diagnosis of an incurable cancer, which I did in 2016 is really challenging. And I know you're probably looking at me now thinking, well, she looks all right, what's going on? It's an unusual one in which, whilst I have no evidence of disease and I have had chemotherapy and I've had immunotherapy and I'm grateful to be. Well, it sort of exists on a molecular level, which we can't measure yet because we don't have the equipment to do so. And the typical person with follicular lymphoma will have between six and eight relapses in their lifetime. What motivated me is when you get a moment like that, I think you look at your life and kind of it gives you a moment to evaluate. But actually I think it was a practice that I had always done anyway in my life. And so I've got a great husband, I've got a great family community and I'm blessed and I love the job that I do. So when I actually looked around and gone, what should I, I love what I do. So I want to continue to do the things that I, that I do. And equally because I knew how fortunate I was. I also know how unfortunate many others are, especially many that are going through a diagnosis of follicular lymphoma. And so that's what led me to setting up a foundation in 2019. And our whole sole vision of mission is to, is to find a cure. So I'm determined to do that. Definitely. You know, what would you say? Oh, please, you know, you also founded, co founded a pledge called Working with cancer to help people experiencing health challenges and cancer in the workplace. What would you say to other women who face health challenges but feel they have to hide them at work. Yeah, definitely don't hide it because the pressure and stress of getting a health condition diagnosis is very, very stressful. If you add the stress on to that of not telling anybody in your workplace as well. Well, that's worse, right? Because you've got double stress and you definitely don't want that. So the reason we did the cancer, you know, working with cancer plus with Art Sadoon from publicist who also had had a cancer was a couple of reasons. One, we both realized when we went public with our diagnosis that very few senior leaders talked very openly about it. And so if you have people at the top that are not speaking openly, you create a whole kind of layers that go down where nobody feels comfortable talking about it. So getting it out, they're getting it open. And what we also found was that many companies actually do have good cancer care and treatment for employees. But people because they were nervous about talking about it didn't even go and ask about it. So our pledge is to try and sign up as many companies as possible and especially the large global companies to be able to say no, we want to make our workplaces a place where people can come with their illnesses and that we can provide the support. And I'm really proud of the fact that over 350 of the world's largest companies to date have signed to this pledge, which means millions and millions of people can feel more assured if they get such a diagnosis. So more work to do on this, but we're going to keep agitating. No, thank you. I want to check one more time if anyone has anything for Nicola, ok, we can keep going. You know, what are the things that an employer or boss should do when an employee comes and says that they have a diagnosis like this? So I think it's about um first of all listening, um I had a recent incident where this happened. Um and I can certainly empathize and I think people come to me because they understand that I can empathize on such a thing. But, but even if you can't make the space to listen, empathize as a human, which I know everybody would and then and take the cue from the person, see if they want to talk about it, see how you can be helpful, see if you can be supportive and just kind of give them the cotton wool that they need at that time where people are feeling the most vulnerable to be able to move forwards and, and continue with where they are. And then I was taught a really good phrase which is don't just say to people, how are you ask them, how are you today? And just putting it in the actual timing makes a real difference in terms of how people answer, answer that question. And it feels like it's genuine as opposed to we all just say, how are you? Yeah, fine. That's your answer. Yeah, it's a great tip. Um You know, another way that you really have, you know, brought your whole self to work over your career is that for much of your career, you worked a four day week and chose to take a pay cut and take that time to focus on raising your four Children. You said that, you know, clearly you were able to be extraordinarily successful in your career working those four days. But how did that looking back? How did that choice impact the direction your career has taken? Yeah. Well, it did impact because I was also offered CEO jobs at that time, which I didn't take because I didn't think I could do a good job, both for my family, but also for the, for the job as CEO at that time. And so I actively stopped doing that there was a book I read at the time, which was called On Ramps and Off Ramps, which really spoke to me, which is women and blending the whole how you work and how you don't at different times, what the impacts on your careers. And it's like at some points you're really pushing hard and at other points you might just pull back a little bit. But what I've also learned as I think back on that period is that I, I have four Children. Um, every time I went away and I took maternity leave coming in the UK six months, maternity leave is pretty standard. Now, I took full six months each time I actually grew as a person through that time, it gave me a different perspective. And if you grow as a person, it means that you grow as a leader as well in terms of what you come back on. So I'm proud of the fact that I've promoted many women over the years now on maternity leave because I could see the path that they were on. And I didn't believe in the, you've got to be present for another six months after you come back. If the person is good enough, it doesn't matter if they're on maternity leave or not, then they should, they should go forward. So, yeah, it was the right decisions for me at that time. Yeah. Hi. I think we have one question up here. Please stand up. And introduce yourself. Hi, I'm Jill, uh CEO and co-founder of Motherly. Thank you for sharing your story. I'm gonna go back to the health concerns. Uh So I really appreciate the concept of if you see it, you can be it. And I think that leaders high in an organization, especially when it is visible as me, it's very important to be sharing health concerns. And as such, I was diagnosed with MS three months after launching motherly and as a venture backed organization and as a CEO as an actual executive raising venture dollars, I didn't feel and talked to legal counsel that I could share that in that first year or so because these things are often misunderstood. And so my question to you is being an employee is a little different and I have since been very open about what I've done. But would your advice be to others that maybe are in CEO positions that are, you know, the buck stops with them going out to raise venture dollars or working with investors? What would your advice be to them on how to share this in a way that doesn't impact the future of their business? Yeah. So I think it's a really important question and I certainly, I mean, I had, when I went public, I had a couple of ceos that said to me, I've got the same thing as you and I'm not telling anyone and I had people that were younger in career said the same thing which is, and they were in big companies saying I can't tell people I've got this because I think it means that they'll overlook me for promotion. I think that's probably true. I think there are probably companies or investors that probably wouldn't invest. Then the question has to be, are those the sorts of people that you want as your business partners? And the answer is probably no, because actually all of us as humans get things that come in our lives that we can never envisage and can never happen. Yes, you back a founder, but you also back the team and the vision that the founder has as well. So you look for the strength and the depth also. So that's how I would think about it. Now, it's an easy thing to say when, you know, you've had 30 years in industry, a harder thing to kind of get your head around when you're in your twenties and your thirties. But I absolutely believe that those principles remain true. And I think if you believe in yourself, you'll find the right partners and the right money or the right employer.

Nichole Hoskins, Global Head of People, NeuroLeadership Institute
Neela Rajendra, Chief Inclusion Officer, Nasa Jet Propulsion Laboratory
Moderator: Holly Ojalvo, Managing Editor, FORTUNE

MPW Next Gen 2023 - State Of The Workforce 

Nichole Hoskins, Global Head of People, NeuroLeadership Institute
Neela Rajendra, Chief Inclusion Officer, Nasa Jet Propulsion Laboratory

We are going to hear from former I B M, Ceo Jenny Rotti founder, Ceo and Chief investment Officer of a investment management, Kay Wood Only Fan, Ceo Amer Polygon and Pattern Beauty founder and Ceo Tracy Ellis Ross, just to name a few lots more to come. Um Just a very, very quick reminder of our policy. What's said on stage during breakouts is on the record. We do have fortune reporters reporting on these conversations, but whatever is said over one of the breaks on a walk over a drink, um obviously is private unless otherwise agreed upon. Ok, let's get down to business here. According to website layoffs dot F Y I, more than 190,000 tech workers have been laid off in 2023 we are just five months into the year. What does this mean for workplace culture? How are managers supporting teams through all of these uncertainties and scary times? We're thrilled to be joined today by Nila Rajendra, Chief Inclusion Inclusion Officer at NASA Jet Propulsion Laboratory and Nicole Hoskins Global head of people at the Neuro Leadership Institute. They're going to be interviewed by Fortunes managing editor AVO and we're thrilled to have them start off our day. Good morning. Before we get started. I'm curious about some of you in the audience today. How many of you by a show of hands are actively involved in fostering positive culture as a core part of your job, as part of your job description. It's a lot of people in this room and now I'm curious if we'll have even more people want to ask this question. How many of you do this work organically? Just by gravitating to it. Show of hands that I think that might be all of us to. I don't know if I saw anyone who didn't raise their hand, which is fascinating. So I'm sure you will all have questions for our panelists. So think about those in the back of your mind as we talk and we'll go to audience questions soon. But first, Nicole, I'd love to start with you. Many workers are burned out uncertain, especially in mid layoffs and stressed out the big secret is. So, are managers and leaders? What would you advise your counterparts and other companies to do to foster a positive and trusting work environment, especially amid challenges like layoffs, attrition and slash budgets. Um Thanks for the question. I'm, I'm actually not sure if it's a secret that enough that everybody's feeling a little bit burned out. Um And to that point, I think I would encourage my counterparts to remember how important empathy is um and to be uh leading with empathy thinking about how um teams are feeling stretched. Um How can we be reallocating resources to make sure that they have the support that they need, especially in a time when we are asked to do a little bit more with less, more, do more with less. Um How can we be creative about making sure people have support? Um So that's, that's what I would first recommend. I love that. Yeah, Nela, last year, NASA unveiled a comprehensive D E I plan internal strategy plus a framework for other organizations to use. How have you been executing on this plan at NASA JP L? And what can other organizations learn from what you're doing? Yeah. So uh first of we actually just unveiled it in February. So just a couple of months into the roll out. Um and it's a, a diversity equity inclusion and accessibility plan and that was really intentional. Uh And, you know, the first piece that I would say is really important to making sure that a document like that is a living organism that is adaptable. Um That's not just sitting on a shelf. Um is, you know, there's a lot of ground work that needs to be done in advance of the rollout. So, stakeholder buy in shared visioning, um you know, so making sure all those pieces are in place first, you have the buy in before you roll it out. Second is making it really tangible. So, one of the things that we did at JPL was we created a manager's tool kit that we rolled out at the same time, that was a companion to the strategic plan. And these are evidence based research backed actionable bite size steps that are manageable, that are employable, that align with the strategic plan. What's one example of that? Uh Yeah, so one is um just about uh how do you develop uh a diverse candidate pool? And what are the steps that you need to have to um make sure that you're creating an inclusive and diverse selection panel? Um So it would be one example. Um Another example is around creating cultivating psychological safety. So, um you know, at the top of every meeting, there's really great research from Cathy Phillips around creating, inviting us to be our authentic selves in a way that's inclusive of underrepresented groups. And so being intentional about the questions that you ask to create social connection. Um So, rather than kind of relying on informal dialogue of like, oh, hey, what did everybody do this weekend being a little bit more intentional about the questions that you ask, so that you're inclusive of people who maybe don't feel like they are part of that mainstream culture. That makes so much sense. And that really takes us to the next thing I wanted to ask both of you, which is that there has been a lot of talk about culture and D E I recently. What's something concrete that you've done or seen? This is for both of you that you've done or seen in the past year that actually moved the workplace culture needle and actually made a real difference. Nicole. Uh Yeah, I think um what makes a difference is first establishing sort of a baseline understanding where your organization is um on that the E I journey and not just sort of um introducing interventions or initiatives without understanding exactly where you are, um where there are gap areas and then developing a strategic plan that's going to address those areas. I think that's what's gonna move the needle forward or that's what I've seen, move the needle, um move the needle in what way? Like what's a concrete example of something that's changed? So being able to um embed your commitment to diversity in your systems, your practices, your policies, are we holding people accountable through the way that we evaluate their performance? Are we asking them to demonstrate certain behaviors? And have we explained clearly what those behaviors are? Have we been very um deliberate about explaining how we expect people to behave what our expectations are from an inclusion standpoint? And then um making sure that we're holding people accountable when they don't demonstrate those behaviors. Wow, it is very powerful, Lela Yeah, just to add to that. So we, so in addition to having just rolled out our dia strategic plan. Our new lab director who is the first female lab director for JPL, which is super exciting is about to roll out her strategic initiatives for the next three years. And I'm really excited to say that one of the elements in workforce is the strategic plan for DEA but embedded in that is the requirement of inclusion being a metric for selection, evaluation and advancement of our managers and leaders and holding them accountable and having consequences for not delivering on those on that value is really critical for the consequences. We're still figuring that out. So curious. Yeah, but I think, you know, before, but uh um what when, as we're rolling this out, you know, giving leaders the tools of what, what do we mean by inclusive behaviors, defining that for them being clear about it and then giving them the guidelines, they need to be able to exhibit those behaviors. And then I think the consequence is, you know, it comes down to salary, you know, it, how does it have an impact on your, on your conversation with your manager about your, you know, your, your raise in the next year? Your performance, right? Evaluation, your raise, your raise is lower or what have you, you get a different target. Yeah. Fascinating. OK. Um We already are talking so much um and giving so much substance. I wanted to see if anyone already is ready with a question and if so I'd love to start hearing from the audience. I know it's early, it's the first session of the day and on the main stage. But if people have questions so far for or uh something to add to our Panelist, happy to go to the audience. Wonderful. Hi, Darcy Forrest. Um I'm wondering if you have um if you're building into the culture, just how are you educating on D E I? Uh So I love hearing about it in terms of your performance. But are there programs? How are you just educating the general workforce about D E I and A? That's a great question. Yeah. So prior to me joining JPL, JPL had already had a pretty robust set of trainings that were opt in around bystander training, inclusive leadership and a ally ships, practicing ally ship, which are all really great trainings. Uh What I'm doing as a part of the roll out of strategy is for any we call them division leaders. So division managers who manage, you know, several 100 people and have multiple leaders underneath them, any of them who are raising their hand and saying we want to learn more. We want to really embed this in our work. I'm actually, I'm designing uh essentially a package of learnings for them that's tailored to their organizational need. Given the fact that JPL is so decentralized and has so many different kinds of leaders and people from both business as well as technical. I felt like it was really important to create that sort of customized learning experience. So I'm taking a package of research, insights, making them practical and actionable and tied to the strategic plan. Um and then facilitating dialogues with them um about how do they apply this to their own organizational setting? How big is JP L? Tell everybody about almost 7000 people and how many of those are managers? Roughly about 808 100 That's a lot of people to roll out, right? Learning and make sure people are. But I'm going with the I, uh I have a mentor of mine um in this space and she always says in this work, you have to go where the doors are open. So I'm going first with the people who are raising their hand and saying we want to be first in line for this, let us be your guinea pigs. I love them and then they can help spread and, and exact each other people. Nicole. How about you? Same question. Uh I have the, the benefit of, of working at N L I where we've been able to develop a lot of our own uh you know, IP around um best practices as it relates to um you know, diversity and inclusion. So um we've made that all available to our employees, but in addition to that, we're redesigning our own internal um uh D E I strategy so that we can add some additional resources for them in terms of training as well. And do you have an example of resources or training um in terms of, of, of how we would share those out? Um So training around ally around decision making and mitigating bias in decision making around how to demonstrate inclusive behaviors on a day to day basis, just daily acts of inclusion. Um So we're talking about all those things. I love that. Yeah. So um just to take a little, a little different tack for a moment, representation matters. I'm sure everyone here can agree for both of you. What is a favorite program or event at your organization that has highlighted the contributions by people of an underrepresented demographic go? Um I'm really excited to say that um after uh President Biden, you know, May Juneteenth, a national holiday. JP L took that as a um as a beacon to um institutionalize that it through an event that we launched last year um in partnership with our Black employee resource group. And in our first um inaugural event, you know, we, we brought in um oh L A uh uh an L A restaurateur um who's Black to provide a meal for all of our, we call them communities of inclusion, all of our employee resource groups. Um And then we had an event where we had speakers from the community. We had an artist in residence who did um uh like a living um art installation in on our mall um lab leadership spoke and we closed the event with everyone doing the electric slide, including the director. Um I hope you have a video of this. We do. It was amazing. Um um And that really, actually, and then, you know, um several months later, we even did um when we finally got paid parental leave as part of our benefits package, uh We uh our new lab director um helped us host a dance party on dancing at that is one of my take away from this channel. You can really dance it that a lot of dancing. I love that Nicole. Do you have an example of how you've worked on um elevating under represented groups at your organization? I certainly can't um compete with dancing and, and uh the painting in the mall U F S. Yeah. Um You know, fortunately we have a fairly diverse workforce at N L I. Um and we're always working toward making sure that underrepresented voices are um elevated. And so, um you know, regularly, we invite members of our own team to speak uh during our weekly podcast. And um so we just recently did one that I was a part of on intersectionality and impostor syndrome and that was at the tail end of Women's History Month. And so we, we try to do that on a very regular basis. So I would, I would say that's probably my favorite, but um I'm, we're looking for more opportunities to do more things like that. I love that. Yeah, I just wanted to see if there was another burning question in the audience. I see there are a few hands right here. You just introduce yourself and ask your questions. Good morning. I'm Sherry hick from climate impact partners. One of the things our team is really pushing us to is put our money where our mouth is meaning like what targets are we setting and what are we willing to communicate externally? And I just wondered, how have you thought about that? And I think we all know some of this data is even challenging. How do we think about measuring D E? And I, and I'd love to hear what you're doing and, and where you think the opportunities are for us to lead. Thank you. Um, when you say, uh, measuring targets, you mean in terms of uh, targets for D E I, how are you measuring? Yeah. So I think the, uh, the initial assessment for that is so important, important because, um, you will set your targets based on, um, what's in the organization, right? What voices are currently underrepresented or have you identified where there are areas that, um, there are voices that are missing. And so you'll set your targets against that. Um And then in terms of what you're willing to communicate, being, being prepared to communicate regularly and often about your progress against the E I is going to keep you accountable to making sure that you're working towards those targets. So just, you know, being open about it is going to be part of the, the strategic plan. Yeah, so at JPL, what we did was we first started, we took a hard look at our historical data to really understand where those gaps were and evaluated that against the potential workforce population. So, you know, where is their opportunity, opportunity, where are we missing the mark and then that really guided our both our strategic goals as well as our strategic strategic priorities. So we've been, we're being really laser focused. So we're specifically saying that in the next year, we want to focus on increasing the number of uh increasing the number and retaining, increasing, sorry, increasing our hires and re and tension of Black engineers, uh increasing the number of women in senior technical leadership roles. Um And then additionally, um increasing psychological safety in our teams. So, um so we're, and so we're working on building out those metrics for our leaders and managers so that they can have their own dashboard to really see what their progress is against their peers, love using the data. We have another question here. Hi, I'm Stephanie Lewis. Um from her campus media, I was curious how you think about calling out certain work initiatives, things that you're doing as kind of our D E I work our D E I initiative, you know, this D E I workshop, we're hosting versus feeling like, you know, D E I are core values of us as a company and they're embedded in everything that we do. I think we're kind of trying to figure out at first in the last few years, it was, here's our D E I and here's what we're doing. And now we're starting to feel like if this is our D E I work, is this our non D E I work should just everything have D E I embedded and, and how you strike that balance. Yes. So, so briefly, go ahead. Yes, everything should have the E I embedded, right? It should just be part of the ways of working of the organization. So maybe initially when you're not, when you're just sort of um beginning that D E I journey and you're trying to get people aligned to what your goals are and understanding what the, what the behaviors are that you're expecting. Then you can say this is how we're, we're measuring, this is our D E I strategy. Um But ultimately, you want that to be just woven through all of your ways of working. I think, you know, a final word briefly. Yeah, I completely agree. I think it's about um getting that buy in and commitment from the top. Who, who can say uh unequivocally that this is a, this is a commitment and this is critical to the success of our organization. And then, and that gives you the mandate to really embed the strategy um into the business. Perfect. Thank you so much, both of you for those wonderful insights. There was so much more. I hope we was hoping to get to, but um it was such a rich conversation as it was so. Thank you so much.

Christine Cruzvergara, Chief Education Strategy Officer, Handshake
Cortney Erin, VIce President, Global Talent Acquisition, Adobe 
Nadya Okamoto, Co-founder and CEO, August 
Alexa Mikhail, FORTUNE 

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FM Global

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