With profound sorrow, I have to announce the crossing of the bar of Commodore Allen (Al) Knish.He has been a colleague, a shipmate, a role model, and a great contributor and proponent of diversity and inclusion.Mr. Knish has been a valuable member and friend of the Auxiliary since 1980.We extend our deepest condolences to his wife, Elinor, and all his family and friends.Respectfully,Tracy Schultz, Ph.D.Assistant National Commodore—Diversity and InclusionASOC--InstructorUSCG—Certificated D&I Change Agent SpecialistUSCG—AIM Lead
Wednesday, October 18, 2023
Crossing the Bar - COMO Allen Knish
Dear Diversity and Inclusion Directorate Shipmates,
Tuesday, October 3, 2023
DIVERSITY & INCLUSION BEST PRACTICES
1. Establish a sense of belonging
Establishing a sense of belonging is crucial for employees to bring the best out of them.
Having a sense of belonging is one of the most important psychological needs that need to be met for employees to feel connected with their employers and organizations. (Appoint a mentor. Introduce new members to each staff officer explaining to them what their role is so that the member knows who to go to with a question. Also, include them in offerings to sit in on or chair committees).
2. Treat ALL your employees fairly
Fairness is one of the crucial prerequisites for employees to feel valued and accepted. Unfair salaries and benefits packages for employees from different backgrounds lead to unhealthy workplace culture and a lack of diversity.
3. Offer equal growth opportunities
Opportunity to grow is one of the main factors that attract and keep talent within companies. Therefore, employers need to be careful about offering fair and equal growth and career advancement opportunities to their employees. (Develop a bench. Train and plan for successors for both elected and appointed positions. Consider term limits for appointed positions. One must be appointed before they can be elected. A planned leadership turnover especially for large Flotilla units will make a pool of candidates available to step up for elected positions and lesson the work and burn out for those appointed).
4. Rewrite your job descriptions and job ads
If you want to attract more diverse talent, the language you use in your job posting makes a big difference.
A study on job postings found that those using masculine-type words like "ambitious" and "dominate" were less appealing to female applicants. (Language/communication is important. As indicated, choose your words wisely as our words can often betray our intent suggesting that we are looking at or for something other than what is being sought).
5. Support innovation and creativity
In order to build a diverse workplace, companies must support creativity within their organizations. If innovation and creativity are not one of your main business goals, it will be hard to build and maintain workplace diversity. (Doing the same thing the same way over and over again and expecting a different or better outcome, negates the possibility of better performance. Try something new and different. You may be surprised of the outcome. If all else fails, you can always modify future operations).
6. Educate employees on diversity and inclusion
For diversity and inclusion to work within your organization, employees need to be educated about the benefits and best practices to support those initiatives.
It is not enough for upper-level management to be aware of what diversity and inclusion mean for business (Flotilla/Division/District and National) success and company's reputation.
7. Support teamwork and collaboration
Teamwork and collaboration are what employees expect from their employers to support.
Therefore, in order to attract and keep a more diverse workforce within your organization, collaboration should be one of your main company core values. (Don't always go to the well of the same people for projects and events. Hook in others to your vision or task. This will show all that each are valued members and may reduce burnout of members who constantly step up to aid in unit activities).
8. Support flexibility in the workplace
Research on workplace diversity found that one of the best workplace policies to attract diverse candidates is flexibility.
A PwC survey found that, compared to older generations, Millennials value company culture that supports work/life balance.
McKinsey's research found that the #1 company value for women is a flexible work schedule.
Therefore, offering flexible work locations and hours helps you attract and retain more diverse employees. To extrapolate on the McKinsey Report further, consider changing meeting times, dates, and or locations a few times a year in order to foster interest and make available meeting days and times open to members whose availability may have changed since they have joined. Also, plan social events around times and days when seldom seen members may be available to join in or not have to rush home from work to attend.
9. Restructure your recruitment process
In recruitment, focusing on what company candidates worked at or what school they went to can often lead to a decrease in diversity of the candidate pipeline. Find out where your prospective new member's interest lay. (It may not be in the same area that their education or their career track took them. It may be elsewhere).
However, a valid and reliable personality assessments are great tools to measure candidates' personality traits, motivations, and skills.
A study of 150 companies found that those that used a personality assessment in their hiring processes had more racially diverse workforces.
10. Promote diversity and inclusion at all levels of the organization
In order for diversity and inclusion initiatives to work, all levels of your company's (organization's) hierarchy need to understand and support it.
This information is derived from the article titled: Diversity and Inclusion Best Practices to Focus On in 2022, dated: 02 JAN 2021 which is located at the following link: Diversity and Inclusion Best Practices to Focus on in 2022 (smarp.com) Click on the link for additional information and to review the remainder of the article.
Establishing a sense of belonging is crucial for employees to bring the best out of them.
Having a sense of belonging is one of the most important psychological needs that need to be met for employees to feel connected with their employers and organizations. (Appoint a mentor. Introduce new members to each staff officer explaining to them what their role is so that the member knows who to go to with a question. Also, include them in offerings to sit in on or chair committees).
2. Treat ALL your employees fairly
Fairness is one of the crucial prerequisites for employees to feel valued and accepted. Unfair salaries and benefits packages for employees from different backgrounds lead to unhealthy workplace culture and a lack of diversity.
3. Offer equal growth opportunities
Opportunity to grow is one of the main factors that attract and keep talent within companies. Therefore, employers need to be careful about offering fair and equal growth and career advancement opportunities to their employees. (Develop a bench. Train and plan for successors for both elected and appointed positions. Consider term limits for appointed positions. One must be appointed before they can be elected. A planned leadership turnover especially for large Flotilla units will make a pool of candidates available to step up for elected positions and lesson the work and burn out for those appointed).
4. Rewrite your job descriptions and job ads
If you want to attract more diverse talent, the language you use in your job posting makes a big difference.
A study on job postings found that those using masculine-type words like "ambitious" and "dominate" were less appealing to female applicants. (Language/communication is important. As indicated, choose your words wisely as our words can often betray our intent suggesting that we are looking at or for something other than what is being sought).
5. Support innovation and creativity
In order to build a diverse workplace, companies must support creativity within their organizations. If innovation and creativity are not one of your main business goals, it will be hard to build and maintain workplace diversity. (Doing the same thing the same way over and over again and expecting a different or better outcome, negates the possibility of better performance. Try something new and different. You may be surprised of the outcome. If all else fails, you can always modify future operations).
6. Educate employees on diversity and inclusion
For diversity and inclusion to work within your organization, employees need to be educated about the benefits and best practices to support those initiatives.
It is not enough for upper-level management to be aware of what diversity and inclusion mean for business (Flotilla/Division/District and National) success and company's reputation.
7. Support teamwork and collaboration
Teamwork and collaboration are what employees expect from their employers to support.
Therefore, in order to attract and keep a more diverse workforce within your organization, collaboration should be one of your main company core values. (Don't always go to the well of the same people for projects and events. Hook in others to your vision or task. This will show all that each are valued members and may reduce burnout of members who constantly step up to aid in unit activities).
8. Support flexibility in the workplace
Research on workplace diversity found that one of the best workplace policies to attract diverse candidates is flexibility.
A PwC survey found that, compared to older generations, Millennials value company culture that supports work/life balance.
McKinsey's research found that the #1 company value for women is a flexible work schedule.
Therefore, offering flexible work locations and hours helps you attract and retain more diverse employees. To extrapolate on the McKinsey Report further, consider changing meeting times, dates, and or locations a few times a year in order to foster interest and make available meeting days and times open to members whose availability may have changed since they have joined. Also, plan social events around times and days when seldom seen members may be available to join in or not have to rush home from work to attend.
9. Restructure your recruitment process
In recruitment, focusing on what company candidates worked at or what school they went to can often lead to a decrease in diversity of the candidate pipeline. Find out where your prospective new member's interest lay. (It may not be in the same area that their education or their career track took them. It may be elsewhere).
However, a valid and reliable personality assessments are great tools to measure candidates' personality traits, motivations, and skills.
A study of 150 companies found that those that used a personality assessment in their hiring processes had more racially diverse workforces.
10. Promote diversity and inclusion at all levels of the organization
In order for diversity and inclusion initiatives to work, all levels of your company's (organization's) hierarchy need to understand and support it.
This information is derived from the article titled: Diversity and Inclusion Best Practices to Focus On in 2022, dated: 02 JAN 2021 which is located at the following link: Diversity and Inclusion Best Practices to Focus on in 2022 (smarp.com) Click on the link for additional information and to review the remainder of the article.
The additional underlined information is offered by COMO David G. Porter, National Commodore for Diversity and Inclusion – 1
FW: 2023-10-OCT-Diversity Moment-FINAL.docx
Received this from Tracy after what I sent to you yesterday. They seem similar to the one we sent in. Perhaps you may see something different. In any event pick which ever you deem appropriate.
/r Tom
From: Tracy Schultz <tracyrs1@yahoo.com>
Sent: Monday, October 2, 2023 19:09
To: Tom Bamford, USCGAUX <uscgaux91d7@gmail.com>
Subject: Re: 2023-10-OCT-Diversity Moment-FINAL.docx
Hi Tom,
A few edits,
Best,
Tracy
On Monday, October 2, 2023 at 02:43:43 PM PDT, Tom Bamford, USCGAUX <uscgaux91d7@gmail.com> wrote:
David and Tracy,
Here is the OCT DVM from Michael. Corrections as needed please.
/r Tom
Monday, October 2, 2023
Acceptance
By Commodore Tracy Schultz, Ph.D.
One word to define our Auxiliary and ensure its success is acceptance.
We accepted the responsibility of volunteering and being the best, most well-trained and supportive component of Team Coast Guard that we can be. We accepted that mission when we pledged our oath. We must accept that "tomorrow looks different," as Commandant ADM Linda Fagan has noted.
It does not end there, however, as we need to accept one another and our similarities as well as accept our differences. One of the differences that we have to accept is that of employment and parenting. Some members are retired, while others work and/or parent. As such, we must be cautious of falling into the conscious/unconscious bias that members who work or parent cannot do the job or move up in office, as they are too busy.
Our members are amazing and do amazing things. Somework, some parent, some are caretakers, some travel, some play sports, some have hobbies, etc., but they all volunteer. By and large…they do all of these things incredibly well.
We have working members who participate in Auxiliary activities and do so in their free time or have to use their vacation time. Some lose pay, and depending on what they do, that could be a significant amount to join us and interact. Their views, contributions, and organizational involvement are invaluable and should not be overlookedor minimized.
Be aware and accept that when setting up meetings online or in person, some members may be unable to participate due to work or differing time zones. It does not mean they are not just as passionate or committed as someone with more free time. They have conflicting responsibilities that we must accept.
We also need to be aware of and plan for succession, as that and inclusion are the future and lifeblood of the Auxiliary. No one is indispensable. Members holdingoffice need to be willing to step aside to allow others the opportunity to lead. Doing so encourages and shows value to all members who want to take on a new role or challenge. Accept that working members or those who still parent can do the job and are committed to getting the job done. They may do the job differently or spend less time at it than others who have more free time, but different is not wrong or bad. It is simply different.
Few areas or tasks within our organization are so time-sensitive or critical that we cannot wait until a member finds the time to complete that task. Some members devote much of their lives to the Auxiliary. Most prioritize the Auxiliary behind their families, work, and themselves. We all need to evaluate what is within the scope of our abilities as we anticipate our challenges and commitments.
We expect those stepping into positions to be aware of the minimum time commitments and responsibilities for what they have indicated they were willing to do. We also need to be patient to allow those members the time to do what is required. Try not to compare or be critical of the volume of work from one person who had copious amounts of time to that of someone still parenting or working.
It amazes and humbles me to see what many of our members and leaders do on a daily basis.
For example, our current NACO, Gus Formato always answers the bell and represents us tirelessly (even when his back goes out and he is in tremendous pain). Our VNACO, Mary Kirkwood not only volunteers at DIRAUX and at a Coast Guard medical clinic twice a week for 8-10 hours each day (in addition to a long drive), but she also cares for a parent in addition to her responsibilities as second in command. Commodore David Porter works sixty hours weekly in a high-stress law enforcement-related job. He also provides parenting to his gold award-achieving daughter and works on Diversity and Inclusion and leadership-related projects for the Auxiliary. Commodore Mark Villeneuve works full-time as a surgeonwhile tackling his District Chief of Staff (DCOS) and the Advanced Senior Officer Course duties. Commodore Wally Smith spends countless hours on patrols, creating classes, teaching classes, and is a QE while tending his remote multi-acre property. DCOS Jodie Nelson works full-time as an elementary teacher and comes from Guam to attend meetings. Her air travel to NACON is about 26 hours….one way. Rod Donohue is an accomplished and practicing martial artist who still maintains a thriving law practice in addition to his DCOS duties. Director Amanda Constant always supports teaching or addressing technical issues with her knowledgeable skillset. Yet, virtually every time she travels to attend NACON, NTRAIN, DTRAIN, etc., she works remotely in her free time at these events.
The above are just a few examples of many members (working, non-working, parenting, and non-parenting) who go above and beyond the call by sacrificing their skills, money, and time to benefit our organization. Every working person knows that time away from work often means more and harder work when you return to it.
We hope and expect all members will be provided the opportunity to contribute/excel/advance and feel valued and appreciated as we apply ourselves to the Auxiliary and Team Coast Guard.
While I was at NACON last August, a member asked me to address the conscious/unconscious bias against working/parenting within our organization as they seek elected or appointed positions. The bias was that they could not give enough or do enough to do the job.
When I was younger (a lot younger), I was blessed to have run the mile in under four minutes. I aspired to go faster and to achieve more, but circumstances intervened. So how fast is fast enough? How much is enough? How healthy can a person be? How diverse or inclusive is enough?
When pondering this, I always harken back to my parents,who taught me to give to the best of my ability. Sometimes, that meant to train more, learn more, rest more, do more, be more patient, etc. The goal was to always give to the best of my ability and to increase my abilities. To be as fast as I could be, to be as inclusive as I could be, to be as fair and committed as I could be.
Time, circumstances, and commitments often determine what our bests are. They also can change moment by moment, day by day, and year by year. However, if you give your best in everything you do (working, parenting, running, the Auxiliary, from member to NACO, etc.), then there is every reason to believe you will do a great job and walk away satisfied.
Therefore, the next time someone is working full time or is parenting children or grandchildren and wants to take on a new position, give them your support and encouragement. We will be a better organization as a result.
Submitted by:
COMO David G. Porter
Asst. National Commodore
National Diversity Team
US Coast Guard Auxiliary
USCG Auxiliary Diversity Moment October 2023 - Inclusion is Our Choice
Please take some time to discuss this information with your shipmates at your next meeting.
Utilizing these "Moments" fulfills Goal Category 1.3 in the NACO 3-Star Diversity application.
***
"Diversity is a fact, but inclusion is a choice we make every day. As leaders, we have to put out the message that we embrace and not just tolerate diversity." –Nellie Borrero
As the Auxiliary heads into Change of Watch season, it is appropriate to remember how important inclusion is to the Auxiliary. In 1942, the Secretary of the Navy thought so highly of us that he authorized the wearing of the uniform. He considered the reason why the uniform is essential to team cohesiveness and saw the need to include us volunteers to that objective.
Across the services wearing the uniform right is one of the very first things one learns upon joining. Why? Aside from good discipline, it enhances reputation and brand image. Inclusive organizations are viewed overall positively by the public.Inclusion attracts people. Since we are in many cases, the only time people interact or see the Coast Guard, that reputation takes on a more serious role. This, in turn promotes social cohesion. Inclusive communities and workplaces help bridge differences, promotes a more harmonious, and connected group, whatever that might be. All this leads to strengthened team dynamics.Inclusive environments are fundamental in fostering better teamwork and collaboration, as individuals are more likely to communicate openly and work together effectively.
The United States Coast Guard continues to generously extend to the Auxiliary the privilege of wearing this nation's uniform. To the public, we are the Coast Guard, as we are more visible to them much more than the Gold side is. We take an oath of responsibilities and obligations when joining the US Coast Guard Auxiliary. Part of the Prologue and Pledge is "...wearing the Auxiliary uniform neatly and correctly..." We are further charged with a promise to: "...abide by the governing policies established by the Commandant of the United States Coast Guard." That includes respect for our parent organization. Part of our "pay" is also the honor of wearing the uniform.
The Prologue also states: "Remember that your conduct reflects directly upon the image of both the Coast Guard and the Auxiliary." Let us not squander that privilege through carelessness if we wish to continue to be included.
Michael Brown, BC-DUP Outreach (Diversity & Inclusion Directorate)
Submitted by:
COMO David G. Porter
Asst. National Commodore
National Diversity Team
US Coast Guard Auxiliary
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