►
From YouTube: Women's Workforce Council Best Practices Conference 2018
Description
Boston stands together to fight for equal opportunity for women in the workforce. Speakers share their stories and strategies to achieve equality and to create a better future.
A
A
Good
morning
everybody,
my
name
is
Megan
Costello
executive
director
for
the
mayor's
office
of
women's
advancement.
It
is
great
to
see
such
a
huge
turnout
for
this
very
important
topic.
I
want
to
take
a
moment
to
recognize
some
of
the
council
members
that
we
have
here
in
the
audience
today.
If
you
are
a
member
of
the
Bossman's
workforce
council,
please
stand
up
so
we
can
recognize
you
great.
A
We
have
our
co-chairs
Kathy,
Minahan
and
Evelyn
Murphy,
who
you'll
be
hearing
from
in
just
a
little
bit.
I
also
have
a
number
of
my
colleagues
in
government
that
are
here
today,
which
means
a
lot
and
I
want
to
especially
recognize
some
of
the
senior
members
of
the
mayor's
team.
So
we
have
Dave
Sweeney,
our
chief
of
staff,
great
male
Ally,
in
the
building
we
have
Laura,
Giri
or
chief
of
communications.
A
We
have
Sheila
Dillon
chief
of
housing,
Joyce
Linehan
Dino
is
here
our
chief
of
policy
who
I
think
many
of
you
know:
Katie
King,
our
director
of
government
relations,
and
we
have
our
new
CFO
emma
handy,
who
I
know
is
here
somewhere.
I
think
we
are
it's
right
in
front
of
me.
I
think
we
can
still
call
you
new
Emma.
Congratulations
on
your
first
budget.
We
threw
you
right
into
it,
so
it's
really
great
to
have
all
of
them
here
with
us
today.
A
The
Boston
workforce
Council
has
come
a
long
way
in
just
the
four
years
that
we've
been
in
office.
It's
really
tremendous
to
see
this
growth
between
the
public
and
private
partnership.
This
is
government
and
business.
Coming
together
to
talk
about
some
of
the
biggest
problems
that
we
are
facing,
the
gender
wage
gap
where
women
are
in
leadership
positions
and
our
topic
today,
engaging
male
leaders,
I,
don't
think
a
common,
a
more
important
time,
I
often
joke
with
mayor
Walsh
that
there's
nothing.
A
He
can
do
about
being
a
white
guy
from
Dorchester,
but
what
he
can
do
and
what
he
has
done
has
been
a
tremendous
male
ally
and
champion
for
women
in
the
administration
and
throughout
the
city
of
Boston.
This
is
a
man
who
understands
his
privilege
and
understands
the
responsibility
that
comes
with
that
privilege
to
lift
others
up
and
follow
their
lead.
A
A
You'll
hear
from
him
in
just
a
little
bit.
We
hope
today's
event
is
a
little
bit
different
than
ones
you've
been
to
in
the
past.
You
know
we
we
gather
a
lot
together.
We
have
a
lot
of
great
conversations,
but
you're
gonna
hear
from
Victoria
Bunsen
who's.
The
director
for
the
Center
for
women
in
public
policy
at
Harvard,
University
she's
gonna
give
us
some
data.
Some
numbers
really
lay
out
the
landscape
of
what
what
the
reality
is.
A
She's
also
gonna
give
us
some
concrete
tools
that
you
know
are
not
complicated,
that
we
can
all
take
back
to
our
workplaces.
We're
gonna
hear
from
three
tremendous
male
allies
about
their
experiences
in
this
space
and
how
they
and
their
companies
are
leading
by
example,
and
then
we
really
want
to
hear
from
you
one
of
the
things
that
is
so
great
about
the
Bossman's
workforce.
A
Council
is
we
have
the
data
report,
many
of
you
participate
and
renata
naanum
ously
reporting
your
data,
but
this
is
also
about
the
conversations
that
happen
between
those
reports
and
we
recognize
that
this
is
going
to
be
different
for
every
person
and
for
every
organization.
But
it's
really
critical
that
everybody
has
a
voice
and
has
a
way
to
participate,
and
so
this
is
going
to
be
an
essential
conversation.
A
We
have
seen
tremendous
change
for
women
all
over
the
country
these
past
several
months,
we're
on
the
edge
of
that
cultural
shift.
That
I
think
many
of
us
are
hearing
about,
and
we
understand
that
we
should
and
and
have
a
need
to
create
dedicated
spaces
for
just
women
for
women
to
share
their
stories.
We're
going
to
talk
to
each
other,
but
this
can't
just
be
women
talking
to
women.
A
You
cannot
solve
a
hundred
percent
of
the
problem
with
only
50
percent
of
the
population
and
so
men,
a
male
allies,
are
critical
to
that
equation,
and
so
today
this
is
about
recognizing
the
role
that
all
of
us
have
to
play:
the
responsibilities
that
each
of
us
has
and
how
we
can
ensure
that
women's
voices
are
heard
and
included.
This
is
the
right
thing
to
do,
but
we
also
know
that
this
is
good
for
businesses,
bottom
line
and
good
for
our
economy
as
a
whole.
A
B
Good
morning,
oh,
come
on
good
morning,
better,
better,
better
I
have
the
distinct
pleasure
to
be
able
to
introduce
the
mayor
today
and
I
want
to
do
that
by
telling
you
a
story
now,
Mary
is
sitting
over
this
thing.
Only
oMG,
she's
gonna
start
telling
political
stories,
and
now
this
is
not
a
political
story.
This
is
a
story
of
the
first
meeting
I
had
with
the
mayor
after
he
was
elected.
B
Initially
Megan
Costello
asked
me
to
come
in
with
her
to
persuade
the
mayor
to
take
on
the
salary
negotiation
workshop
program
in
which
he
would
commit
to
six
to
eighty
five
thousand
women
providing
the
salary
negotiation
workshop
85,000
women
over
the
next
several
years
and
so
I
didn't
know
the
mayor
at
that
time.
I.
C
B
Not
had
just
a
few
encounters
right,
but
I
didn't
know
how
he
thinks
and
his
style
and
so
forth,
so
I
walk
in
there
with
Megan
and
we
sit
down
at
this
table
and
Megan
introduces
me
and
I
start
making
this
pitch
about
the
85,000
women
and
here's
that
will
do
it
in
this
free,
sovereign
ghost
workshop
and
I've
done
all
this,
because
I'm
so
nervous,
I've
done
all
this
research.
You
know,
I've
got
all
the
numbers
in
my
brain.
B
B
B
So
we
can
measure
our
progress
and,
as
we
progress
we
bring
along
all
those
naysayers.
That's
what
the
mayor
showed
us
so
in
this
moment,
I
would
ask
you
to
give
a
wrap,
a
warm
welcome
to
the
to
the
leader,
who
is
to
us
not
just
an
example
of
leading
every
day.
He
does
it.
He
walks
around
town
talking
about
these
salary
negotiations,
workshops
and
about
the
council
and
about
his
commitment
to
pay
equity
for
women,
and
he
shows
us
by
this
example
how
we're
going
to
do
this.
So
please
welcome
the
mayor
of
Boston.
D
Thank
You
Evelyn,
Thank,
You,
Evelyn
and
I
loved
Evelyn
Murphy,
but
but
Evelyn
Murphy
comes
up
here
and
says
our
first
meeting
and
our
meetings
and
she's
amazing,
but
everyone
Murphy's
not
afraid
to
say
to
me
if
we're
not
doing
the
right
thing
and
that's
what
I
love.
So
thank
you
for
what
you
do,
who
you
are.
What
you
stand
for.
Thank
you
for
your
great
work.
D
I
also
want
that
Kathy
minute
he
and
the
co-chairs
of
the
one's
workforce
council
Kathy's
a
force
in
our
own
way,
and
thank
you
as
well
for
continuing
pushing
all
of
us
to
do
the
right
thing
here
and
moving
forward.
Megan
Costello.
You
know
that's
what
can
I
say.
No
thanks!
Megan
Megan
is
amazing,
as
you
all
know,
and
I
know
that
I'm
today
it's
funny
I
was
looking
at
yesterday.
D
I
was
reading
the
speech
and
I
was
looking
at
it,
and
Megan
is
petrified
that
I'm
gonna
go
off
script
today
and
I
already
am
on
scripts
and
and
and
I
started
to
think
about.
I
was
reading.
I
just
got
the
speech,
that's
reading
and
I'm,
looking
at
I'm,
making
some
adjustments
to
it
and
I'm
thinking.
Okay,
you
know,
I
talked
about
pay,
equity
I
talked
about,
you
know,
closing
the
achievement,
gap,
bottarga
and
then
I'm
like,
but
then
I,
then
I,
then
I
start
thinking.
D
Reading
the
part
about
men
and-
and
the
conference
topic
today
is
so
important.
The
theme
of
today's
conference
is
so
important
know
of
how
we
move
forward.
I
never
went
Murphy's,
absolutely
right.
You
know,
there's
some
men
that
get
it
and
there's
something
that
just
don't
get
it
and
and
it's
crazy
in
2017
that
people
don't
get
it
maybe
2018
and
17.
It's
a
it's
just
amazing
to
me.
So
I'm,
sorry,
Megan
one
more
one
more
off
script
and
I'm
gonna
come
back.
D
So
is
that
the
other
day
Michelle
Obama
was
in
town
and
and
we
were
at
the
event
and
we're
backstage-
and
there
was
a
young
woman
there
and
she
works
for
I'm,
not
gonna,
say
she
works
well,
but
she
was
there
and
she
grabbed
me
and
she
said
I'm
so
excited.
Thank
you.
So
much
for
your
salary
negotiation
workshop
because
she's
in
politics,
though
she
used
to
be
in
politics
and
she
still
kind
of
was
in
politics
and
she's.
D
I
went
to
one
of
the
training,
seminars
and
I
went
back
to
my
boss
and
I
know
his
bar
boss
and
I
pushed
for
more
money,
and
then
I
said
to
him
Walter's
initiative
that
taught
me
how
to
push
this
program
and
I
looked
at
you
get
the
money
and
shoes.
I
got
money.
I'm
like
this
beautiful.
So
thank
you
to
all
of
you
in
the
room
as
well
who's
helping
with
the
salary
negotiation
workshop.
It
works.
D
It's
working,
I
mean
I've,
heard
many
stories
of
people
just
randomly
that
I've
been
at
different
events
in
and
they've
said
to
me.
Your
workshops
have
helped
me
get
extra
amount
of
money.
You
know
X
amount
of
money,
I
think
one
one
person
said
to
me
$20,000
more
because
of
the
workshop.
So
thank
you
for
all
the
work
everyone
this
room
was
in
then
do
it
the
workshops?
D
If
you
didn't
go
the
workshops
and
you
sitting
here
going
I
should
be
paid
more
money
get
to
a
workshop,
except
for
the
people
who
work
City
Hall,
you
don't
need
to
go
to
workshop.
You
got
me,
but
anyway,
thank
you.
Thank
you.
I
did
the
panelists
today.
Thank
you
to
the
panelists
that
are
gonna
be
up
here
for
us
for
being
part
of
this
morning's
events,
I
want
to
appreciate
it
to
all
of
the
the
workforce
council
that
are
here.
D
Thank
you
very
much
for
your
involvement
to
all
the
people
to
do
took
time
out
of
your
morning
to
be
here.
Thank
you.
If
this
is
your
first
time
at
a
conversation
or
your
50th
time,
at
a
conversation,
it's
important
to
be
at
the
conversation
you
know
the
room
needs
to
get
bigger,
not
smaller
and
I.
Think
by
looking
around
today,
it's
a
reflection
of
there's,
there's
still
a
lot
of
good
energy
in
our
city.
So
thank
you
for
for
being
here,
you
know
I,
you
know
you
know
the
numbers.
D
The
Boston
woman
workforce
council
came
out
with
a
new
report
in
January
about
the
gender
wage
gap
in
the
city
of
Boston.
It
shows
information
that
we
know
the
wage
gap
is
still
significant.
Seventy
six
dollars,
seventy
six
cents
for
women
get
paid
for
the
same
job.
Man
gets
paid
at
all
and
it's
not
going
away
unless
we
continue
to
do
things
about
it
in
one
critical
way
of
doing
this,
and
that's
what's
today's
topic,
as
well
as
about
engaging
male
leaders
in
the
conversation
about
women's
equity.
D
That
is
key
to
do
that
and
that's
what
the
report
said
and
that's
why
we
here
today
and
that's
why
I
agree.
Megan
came
up
here
a
minute
ago
and
talked
about
joking,
like
what
she
really
says
to
me.
You
know:
I'm,
a
white
Irish
guy
from
Dorchester
and
I
can't
change
that
that
so
Megan
says,
and
but
actually
we
can
change
what
that
means,
and
that's
something
that
I
think
is
really
important.
D
You
know
we
can
change
our
attitudes
and
by
having
dialogue
and
conversation
and
sometimes
really
tough
conversation
and
that's
what
I
can
do
be
a
champion
and
Ally
for
all
the
women
that
work
and
live
in
the
City
of
Boston
and
that's
what
I'm
committed
to
do
as
mayor
and
I.
Think
that
that's
something
that's
important.
That's
my
responsibility
as
a
leader
and
it's
not
just
mine
anybody
whose
elective
office,
any
man
who's
an
elective
office,
that's
their
responsibility,
whether
they're
a
state
representative
or
a
city
councilor,
a
selectman
or
whatever.
D
It
might
be,
that's
their
responsibility
to
fight,
because
when
they
take
the
oath
of
office
they
did
that
all
part
of
that
oath
is
by
representing
the
people
that
you
live
and
work
for
you
and
live
in
your
district
and
that's
something
that
has
to
happen.
Creating
gender
equity
in
our
workplace
is
important
because
everyone
should
have
equal
opportunities,
and
we
know
that
this
is
on
the
business
side.
We
know
that
this
is
great
for
the
bottom
line
of
business.
D
Not
so
not
only
is
it
the
right
thing
to
do,
but
we
also
know
it's
a
good
thing
to
do,
for
business
leaders
need
to
be
aware
and
intentional
about
their
efforts
to
bring
more
women
and
more
diversity
into
the
work
foot
place,
and
that's
something
that
is
is
key.
This
work
doesn't
happen
by
accident.
We
can't
say
that
we're
colorblind
or
gender
blind
to
what's
happening.
We
must
see
the
differences
in
each
other
to
understand
the
values
and
understand
the
different
perspectives
and
as
I
go
around
the
city
and
I
go
visit.
D
D
As
you
heard,
some
of
the
people
I
think
Megan
introduced
everybody,
but
just
about
everyone
in
front
of
me,
except
for
Dave
Sweeney
has
it
has
a
key
role
and
not
a
key
role.
A
vital
role
in
the
administration.
Shilla
Dylan
was
responsible
for
putting
for
a
lot
of
things
in
housing,
but
she
put
our
housing
plan
together
to
create
53,000
units
new
housing
by
the
year
2030.
As.
C
D
D
We
have
all
women
for
four
or
five
people
completely,
and
then
we
have
the
whole
but
Lara
Lara
has
a
history
of
she
worked
in
the
private
sector,
where
the
state
came
up
with
City
Hall
and
then
became
the
communications
director
and
is
responsible
for
not
talking
about
me,
but
talking
about
the
things
we
do
in
the
city
of
Boston
and
coming
up
with
a
communications
plan
for
the
entire
city
and
and
and
Lara's
been
doing
this
now
for
almost
four
years
and
does
an
incredible
jobs.
When
you
think
about
the
importance
of
the
chop.
D
Conversation
in
Boston
today
is
housing.
The
next
conversation.
How
do
we
get
our
information
out?
That's
Lara
Gerry
I
mean
she's
that
person
Katie
King
into
governmental
relations.
She
works
in
as
director
of
state
federal
and
I'm,
given
a
federal
federal.
She
sees.
She
sees
it,
but
Katie
King's
role
is
to
make
sure
that
not
just
legislation
was
full.
But
how
do
we
move
important
issues
like
Airbnb
and
uber,
and
all
these
other
regulations
that
we're
trying
to
do?
D
It's
important
what's
happening
in
the
city
and
I
shouldn't
snot,
getting
mention
names
I
just
want
forget
nothing
it,
but
a
whole
bunch
of
people.
I'm
not
gonna,
talk
about
main
car
sell
today,
because
I
don't
have
to.
But
again
what
megan
has
done
to
this
office
like
this
office
was
the
women's
Commission.
You
know
what
it
was.
It
was
a
good
office,
it's
a
great
work,
I'm,
not
saying
it
didn't,
but
think
about
what
this
office
is
today
and
what
this
office
was
on.
January,
1st
2014,
it's
a
it's!
Not
this!
D
It's
not
even
the
same
thing
and
it's
it's
changed.
The
dynamics
and
mehandi
was
introduced
today.
She's,
our
new
chief
financial
officer
in
the
city
of
Boston,
Emma,
wasn't
selected
because
she
was
a
woman.
She
was
talking
because
she
was
the
best
person
for
the
job
that
interview
for
the
job
and
that's
that's
important.
D
As
far
as
far
as
as
far
as
the
way
I
look
at
things
on
how
we
move
forward,
you
know
I,
think
it's
I.
Think
in
that
particular
case.
We
had
a
very
diverse
pool
of
candidates
that
wanted
that
job.
But
you
know
again
Emma's
backgrounds,
it
was.
It
was
incredible
and
Emmett's
helping
us
pass
right
now
in
the
midst
of
a
budget.
D
She
just
started
not
too
long
ago
and
she's
in
the
middle
of
a
budget,
and
yesterday
we
announced
that
budget
to
city
council
and
that
by
just
moving
to
the
process
and
what
that
budget
does
the
reflection
of
that
budget
in
some
ways
is
a
reflection
of
what
I
want
to
do.
But
it's
also
a
reflection
of
what
Emma
won't
think
is
important
for
the
city
of
Boston.
Now
we
make
major
investments
in
a
lot
of
key
areas
in
the
city
of
Boston,
in
our
schools.
D
The
highest
improve
highest
increase
in
the
history
of
the
city
of
Boston
and
I,
budgeted
the
highest
reflection
in
that
we're
putting
moment
into
public
safety,
we'll
put
a
moment
into
housing,
we'll
put
money
money
to
recovery
services,
we're
putting
woman
into
homelessness,
we're
putting
more
money
into
a
whole
bunch
of
different
programs
and
I.
Think
it's
important
to
understand
that
and
having
somebody
who
understands
the
priorities
on
what
they
need
to
be
to
help.
D
People
is
important
so
that
I
want
to
thank
Emma
for
that,
but,
as
administration
was
still
imperfect,
you
know
we're
not
perfect
and
and
we're
working
every
day
to
close
these
gaps
and
by
all
of
you
being
here
today
and
helping
and
participating
in
the
Boston
Women's
workforce
council
you're
helping
us
lead
the
way
and
I
think
that
we
can
never
read
our
own
press
and
think
that
were
wonderful,
that's
what
happens
with
elected
officials.
Quite
honestly.
D
They
think
that
they're,
there
they're
wonderful
and
get
up
there
and
they
talk
about
how
great
their
their
career
was
in
20
years
and
how
they
did
so
much
and
how
they.
You
know
they
did
this,
and
did
that
and
that's
not
that's,
not
that's
not
being
a
leader
being
leaders,
understanding
making
gains
and
being
in
leadership
team
making
gains,
but
understanding
that
all
right
we're
happy
here.
But
we
really
have
to
go
back
and
look
at
what
the
problems
are
still
and
that's
what
we
have
to
do
as
men.
D
We
can
be
intentional
about
something
else,
making
sure
that
we
have
conversations
with
each
other
about
gender
inequality,
not
with
Megan
and
not
with
Evelyn,
and
not
with
Kathy,
but
amongst
ourselves.
To
have
these
conversations
to
really
take
a
look
at
the
issue
and
say
what's
going
on,
because
if
we're
looking
for
a
raise
or
looking
for
something
else,
we'd
get
together,
we'll
talk
about
how
we
need
to.
We
should
be
paid
more
and
all
this
other
stuff,
but
as
men
I
think
we
have
to,
we
have
to
sit
down
and
be
more
intentional.
D
We
need
to
be
open
talking
about
the
problem
and
stop
worrying
about
what
people
are
gonna.
Think
about
you.
We
need
to
be
open
about
getting
feedback
and
taking
criticism.
Criticism
is
not
a
bad
thing
criticism
if
it's
done
properly.
Oh
you
take
it
the
right
way.
It's
a
good
thing,
because
you
can
sit
back
and
think
about
what
other
people
are
seeing.
D
Men
still
have
a
lot
to
learn
about
what
we
can
be,
but
being
more
inclusive
and
supportive
of
women
in
our
workplaces
and
I,
don't
mean
by
saying
you
know
a
guy's
saying
why
have
three
daughters
at
home
and
a
wife
and,
of
course,
I
love
women?
That's
not
that's!
Not
that's!
Not
the
answer.
That's
not
what
we're
talking
about.
We
know
you
love
your
daughters,
it's
about
about
doing
the
right
thing.
That's
what
I
think
is
important.
D
You
know
before
I
biz,
the
mayor
I
was
just
a
representative
in
a
lot
of
times.
You
didn't
all
the
time
you
didn't
take
the
time
to
what
we
didn't
have
the
time
to
really
dive
into
the
issue.
So
we
talked
a
lot
about
pay
equity
and,
although
we're
gonna
do
this
into
that,
but
what
we
actually
have
to
do
is
really.
Men
is
really
learn
more
about
women's
experiences
and
hear
about
their
personal
stories
and
the
challenges
that
they
face
in
the
workplace.
And
what
what
does
that
mean?
D
You
know
I
know
what
it
means
when
I
have
a
bad
experience,
but
what
does
it
mean
when
a
woman
comes
in
and
says
you
know,
I
had
a
bad
experience,
I
feel
I
feel
intimidated,
I
can't
go
and
talk
to
the
person
I
feel
that
it's
a
it's
a
man's
world.
You
know
the
when
they
go
into
a
meeting.
They
bring
three
guys
in
and
we're
talking
and
I'm
supposed
to
sit
there
and
advocate
for
money
and
I've
never
done
that
in
my
life.
So
we
have
to
understand
what
that
means.
D
What
what
does
it
mean?
The
experiences
for
too
long
men
haven't
been
listening,
as
they
said.
We
some
people
say
the
right
things,
but
we
did
the
listening
piece
of
it
has
not
been
been
done
well
and
it's
time
that
we
change
that
as
we
lay
down
all
of
this
foundation
and
groundwork
with
businesses
and
with
nonprofits
and
with
the
city.
It's
time
that
we
take
the
next
step,
and
today
I
think
is,
is
the
beginning
of
that
next
step
in
how
we
move
forward.
D
We
can't
make
progress
towards
leveling
the
playing
fields
without
asking
a
woman
and
a
person
of
color
how
to
do
that,
because
it's
just
not
gonna
happen.
We
need
to
really
listen
to
what
people
say
and
that's
important.
We
need
to
speak
up
when
we
notice
gender
biases
and
the
unequal
treatment
happening
in
the
workplace,
and
we
need
to
hold
each
other
accountable
for
what
happens
in
the
workplace
and
that's
important.
D
We
also
have
a
vital
responsibility
to
set
an
example
for
the
younger
men
in
the
workplace
and
I
think
that
that's
one
area
that
right
now
is
lacking
in
one
area.
That
and
and
I
said
this
yesterday-
one
area
that
if
we
don't
deal
with
this
issue
of
younger
men
right
now
and
explain
to
them
what's
happening,
then,
20
years
from
now,
there's
gonna
be
a
man
standing
at
this
podium.
I'm
gonna
be
talking
about
the
wage
gap.
D
Let
me
talk
about
gender
equity
and
when
we
talk
about
all
those
other
stuff
because
a
whole
generation
of
men
when
we
could
have
got
them
when
they
were
22
23
24,
when
they
just
come
into
the
workplace,
to
really
explain
to
them
how
we
move
forward,
it
could
have
made
a
big
difference.
We
now
move
much
do
we
have
to
teach
them
that
the
zero
zero
tolerance
for
bias
and
how
important
that
is.
We
need
to
make
sure
that
we
have
not
having
this
conversation
later
on
down
the
road.
D
We
need
to
change
the
attitudes
that
stops
the
cycle
of
gender
bias
and
racial
bias,
quite
honestly,
in
its
tracks
that
helps
us
move
forward
on
a
more
equal
to
half
supporting
women's
equity.
Isn't
just
the
right
thing
to
do.
It's
a
smart
thing
to
do
it's
a
win-win
situation
for
the
value
of
women
in
the
workplace,
for
the
health
of
our
families
and
for
the
strength
of
our
entire
economy.
We've
said
this
many
times
as
Evelyn
and
Megan
have
told
us
this
morning,
we're
on
the
cusp
of
cultural
movements.
D
We
have
the
opportunity
to
take
advantage
of
momentum
experiencing
here
in
Boston
across
our
country
and
bring
real,
lasting
change.
Everyone
has
a
role
to
play
in
this.
Women
have
started
an
important
movement.
We
need
to
continue
to
move
that
as
a
man.
We
must
be
ready
to
follow
daily
and
I
will
say
one
last
thing.
Back
in
January
of
last
year,
we
had
the
the
woman's
march
on
Boston
Common
that
much
we
had
one
big
March.
We
had
a
big
Macchio
later,
but
I
can
say
in
Boston
and
other
cities
around
America.
D
A
lot
of
work
has
gone
on
in
between
those
dates.
The
issue
was
the
national
election
that
sparked
this
conversation
or
sparked
this
this
flame
going.
But
the
issue
didn't
start
to
this
administration.
The
issue
started
a
long
time
ago
and
has
never
been
resolved.
So
it's
our
time
right
now.
It's
a
really
doing.
Opportu
make
a
difference.
I'm
not
gonna
change
it
along
I'm,
not
gonna
change
this
up.
It's
not
my!
It's
not
my
ability,
but
I
can,
with
all
of
you
and
all
of
us
working
together,
we
can
make
a
change.
D
A
Thank
You
mayor
Walsh,
so
you
can
see
why
I
am
very
lucky
to
work
for
such
a
great
meal.
I,
really
appreciate
your
comments
and
even
going
off
script.
You
did
pretty
well
so
great,
so
we
are
running
a
few
minutes
behind
schedule,
so
I'm
gonna
quickly
turn
it
over
to
Victoria.
Bunsen
Victoria
is
the
director
for
the
center
format
and
policy,
and
politics
is
that
correct
Centre
for
woman
in
public
policy?
Sorry
at
Harvard
University.
She
has
been
with
the
Bossman's
workforce
councils
since
its
inception
and
really
was
critical
to
the
the
first
report.
A
E
Megan,
thank
you.
So
much
I
could
not
appreciate
more
all
of
the
work
and
efforts
which
you
have
done
leading
the
office
of
women's
advancement,
phenomenal,
don't
worry.
Technology
will
be
fine
and
the
mayor's
leadership
I
work
with
governments
and
companies
from
all
over
the
world,
and
we
have
something
unique
here
in
Boston
we
don't
just
have
the
data
and
the
science
of
what
needs
to
take
place.
E
We
have
the
leadership
to
make
it
happen
and
I
appreciate
that
each
of
you
are
here
today,
as
leaders
within
your
organization's,
to
look
at
not
just
what
the
right
thing
to
do
is.
But
how
do
we
turn
the
right
thing
and
the
values
into
practice
and
I'm
gonna
take
us
through,
so
that
each
of
you,
when
you
leave,
will
have
new
tools
that
you
can
bring
with
you
and
decide?
E
We
could
have
a
moral
discussion,
ethical
discussion
and
a
values
conversation,
and
all
of
that
is
important,
but
today
we're
going
to
talk
about
how
behavioral
insights
about
how
our
minds
work
and
what
the
sciences
can
lead
us
to
making
our
organizations
more
effective.
Now,
not
just
effective
culturally,
but
if
we
want
our
organizations
to
be
as
efficient
as
they
can
to
have
the
best
vision
and
to
be
most
profitable,
we
need
to
get
diversity
right
now.
One
of
the
pieces
of
that
is
when
we
look
around
this
room.
E
We
are
a
diverse
group
and
what
we
know
in
the
science
is
that
diverse
groups
make
better
decisions.
But
what
we
understand
is
that
we're
very
good
when
we
walk
into
a
room.
Each
of
us
knew
what
to
do
when
we
saw
this
object:
metal,
leather,
the
cushion
we've
never
seen
this
chair,
but
we
understood
it's
a
chair.
We
stereotype
very
rapidly.
We
take
in
information
and
process
it
and
work
great.
Our
minds
work
very
functionally
at
stereotyping
objects,
but
when
it
comes
to
people,
we
consistently
get
it
wrong.
E
Now
the
old
mindset
was
that
sexism
and
chauvinism
was
this
bad
thing
that
men
did
to
women,
but
what
we
now
know
is
that
it's
not
instead
now
who
here
ever
did
canning
with
their
grandmother
or
has
made
Jam
okay.
Few
of
you
are
with
me
it's
very
easy
to
put
the
cucumber
into
the
brine
very
hard
to
get
the
brine
out
of
the
cucumber.
E
We
are
all
pickled
in
our
culture,
all
of
us,
which
means
each
and
every
one
of
us
carries
implicit
bias
so,
rather
than
working
so
hard
for
each
of
us
to
chart
our
course
and
to
navigate
how
we
get
both
through
the
bias
within
each
of
us,
but
how
we
navigate
our
organizations.
Instead,
what
we
need
to
focus
on
is
Demick
solutions.
How
do
we
build
the
tools
and
structures
so
that
we're
not
trying
to
D
by
us
ourselves?
E
Now
the
problem
of
unconscious
bias
is
one
that
each
of
us,
because
we
are
pickled
despite
our
best
efforts-
and,
let's
start
by
saying
we
are
all
good
people
doing
our
best-
we're
not
always
going
to
get
it
right.
We're
not
gonna,
get
it
right
on
each
piece
and
we're
not
gonna
get
it
right.
On
intersectionality
and
I'm
gonna
tell
you
two
stories:
we're
gonna
talk
about
Heidi
versus
Howard
and
we're
gonna
talk
about
Bob
and
Betty.
Now
some
of
you
in
the
tech
sector
may
know
who
this
image
is
of.
E
This
is
Heidi
Roizen
she's,
a
tech
executive,
she's
well
known
for
her
ability
to
use
her
wide
and
deep
network,
and
we
teach
a
case
about
her
at
Harvard
at
HBS.
Now
my
colleague,
Kathleen
McGann
was
teaching
this
case,
and
she
said
you
know
my
students
are
not
reacting
to
this,
the
same
way
that
they
do
with
all
the
other
cases.
Why
is
this
different?
And
in
this
case
we
had
a
female
protagonist
and
she
thought
I'm
gonna
reach
out
to
a
colleague
at
Columbia
and
we're
gonna
do
an
experiment.
E
We
like
experiments,
we
like
actual
evidence
and
data,
and
they
changed
one
thing
in
the
case
and
they
taught
the
same
case
to
different
sections
in
different
states.
So
they
couldn't
have
conversations
about
it
and
what
they
found
was
when
they
changed
Heidi's
name
to
Howard.
Some
different
things
came
up
when
the
case
is
taught
as
Heidi
Heidi
was
viewed
as
self-promotional
Heidi
was
viewed
as
someone
that
one
would
have
less
trust
in
Howard.
E
On
the
other
hand,
Howard
was
humble
and
we
find
Howard
a
more
likable
guy
and
here's
the
important
part
both
sections
agreed
and
the
and
this
experiment
has
been
replicated
many
times.
Both
sections
agreed
they'd
hire
her,
but
when
you
looked
at
the
statistics
for
who
wanted
to
actually
work
with
her,
they
wanted
to
work
with
Howard.
They
didn't
want
to
work
with
Heidi
as
much,
and
that
is
implicit
bias.
The
behaviors
are
the
exact
same.
E
The
words
were
unchanged,
but
how
we
felt
about
those
words,
how
we
see
those
behaviors
shift
with
what
I
like
to
call
our
candy
coating.
This
is
our
candy
coating.
It's
not
the
important
part.
The
important
part
is
what
that
person
is
bringing
to
your
organization.
Now
we
could
say
well
what
does
this
matter,
but
it
matters
because
the
entire
talent
market
is
diverse.
E
It's
not
a
view.
It's
a
reality.
By
2040,
every
major
city
in
the
United
States
will
be
majority-minority.
The
largest
purchasing
power
will
be
held
by
Latina
women.
If
we
want
to
have
the
best
talent
in
our
organizations,
we
not
only
need
to
hire
the
best
talent,
and
this
is
what
the
talent
force
looks
like,
but
we
then
have
to
want
to
work
with
them
and
when
we
talk
about
diversity
and
inclusion,
we've
done
a
great
job
of
raising
the
issue.
But
there's
a
piece
we
don't
say
we
don't
say
that
this
is
hard
work.
E
It's
not
always
going
to
feel
comfortable.
You
will
need
to
be
outside
your
comfort
zone
to
get
it
right
and
Mayor
Menino
Mayor
Menino
began
this
work
with
an
understanding
and
Mayor
Walsh
has
taken
this
work
and
put
it
into
practice
so
that
what
we
are
doing
here,
what
each
of
you
are
doing
with
your
companies
is
a
model
that
is
being
used
all
over
the
United
States
and
now
all
over
the
world.
E
They
work
the
same
number
of
hours,
they
have
the
same
schedule.
Each
has
just
had
a
child
and
taken
the
same
number
of
weeks
for
parental
leave
when
Bob
returns.
How
do
we
feel
about
Bob
when
he's
just
come
back
he's
a
good
guy?
That's
right,
Bob
gets
what's
called
a
relational
bonus.
We
really
like
Bob
Bob
is
great.
Was
such
a
nice
guy?
Did
you
see
the
picture
of
the
baby
now?
What
else
do
we
feel
about
Bob.
E
E
It's
high
he's
the
breadwinner
right.
We
have
breadwinner
myth
when
we
talk
about
the
city
of
Boston.
48%
of
kids
are
gonna
grow
up
in
single
headed
households,
so
this
myth
that
Bob
is
the
sole
breadwinner
or
the
primary
breadwinner.
It's
a
myth,
but
we
view
as
more
committed
because
of
that
myth.
But
how
do
we
feel
about
Betty
when
she
comes
back.
E
It's
decreased.
We
view
Betty
as
less
engaged
and
less
present,
but
guess
what
the
data
shows.
We
feel
that
way.
Even
when
her
behaviors
haven't
changed
now,
Bob
is
at
the
perfect
moment.
If
he
wants
to
ask
for
a
raise,
he's,
viewed
is
more
committed
and
more
likeable.
He
should
go.
He
should
go
to
a
training
with
Evelyn
or
not
go.
You
should
go
and
ask
for
a
raise,
but
what
about
Betty
as
she
experiences
these
signals
of
how
people
see
her?
Who
does
she
blame
herself?
E
By
the
way?
Did
you
notice
that
was
unanimous
answer
all
good
women
know
if
they're
so
into
blame.
You
should
start
with
yourself.
That
is
how
we
acculturate
women
and
now
this
is
the
important
part.
If
someone
hasn't
read
the
research,
what
you
know
is
as
a
manager.
This
is
your
leadership
moment,
because
the
manager
needs
to
say
Bob
and
Betty
have
just
returned
to
the
team.
We're
gonna
walk
through
the
project
leads
of
where
Bob
and
Betty
will
each
be,
and
they
signal
Betty
as
a
full
member
of
the
team.
E
They
have
both
performed
well,
the
manager
has
to
signal,
and
if
Betty
knows
what
to
do,
if
she
is
working
for
David
at
Shulman,
she
goes
to
David
and
she
says
David
I'm
back.
Let's
talk
about
what
my
key
leadership
roles
are
because
Betty
stops
getting
the
stretch,
assignments,
which
are
the
pathway
to
promotion.
E
Now.
These
are
all
the
pieces
that
we're
going
to
be
thinking
about
when
we're
talking
so
remember
to
think
about
the
intersectionality
of
it
that
we're
not
just
talking
about
any
one
group.
Now
we're
gonna
start
the
skills
section,
one
when
you're
doing
hiring
just
taking
the
name
off
the
resume
is
an
enormous
increase
and
your
ability
to
see
talent.
We
all
make
snap
decisions
and
judgments
when
we
read
a
name
about
age,
race,
class
and
fit
take
the
name
out
in
my
organization.
We
also
blind
for
school.
E
We
think
Harvard
that
we
kind
of
feel
good
about
our
brand.
Maybe
it's
not
everything
we
blind
out
the
school.
We
want
to
see
talent
without
having
that
filter
in
lens
also
take
out
anything
which
signals
parent.
We
know
that
the
wage
gap
is
incredibly
associated
with
women
being
seen
as
parents
for
men.
It's
neutral,
you
can
be
a
parent
or
not
be
a
parent.
We
don't
feel
any
particular
way
when
we
think
a
woman
as
a
parent.
E
We
think
it's
charming
and
we
don't
want
to
pay
her
as
much
take
it
off
now
when
you're
doing
interviews,
you
want
to
do
what's
called
blinding
for
interviews,
if
you
can
do
that
first
round,
without
seeing
that
person
you're
gonna
do
better
with
the
data
we
call
interviews
noisy,
very
noisy,
how
many
of
us
still
use
interviews
when
we
hire
right.
I
do
too,
but
I
know
that
the
data
shows
interviews
are
of
virtually
no
use
in
the
interview
we
want
Association.
E
Even
though
I
have
six
more
interview,
questions
I'm
really
engaged
in
how
much
I
like
Megan
and
I'm.
Like
that's
a
great
answer,
a
great
answer,
a
great
answer,
but
what
we
know
is
we
need
to
ask
each
candidate
the
same
questions.
We
need
to
absolutely
hold
our
self
in
check
so
that
we
don't
find
all
the
ways
that
we
connect
or
disconnect
through
life
experience
and,
for
example,
in
orchestras
once
they
actually
had
a
physical
curtain
and
women
no
longer
wore
high
heels.
E
30%
more
women
were
hired
into
orchestras,
not
one
percent,
not
four
percent.
Thirty
percent
and
I
believe
that
every
person
who
was
literally
auditioning
people
before
wanted
the
best
person,
but
they
needed
the
curtain
to
actually
hear
the
best
person
looking
forward.
There's
a
lot
of
discussion
about
performance
evaluations
which
direction
to
performance
evaluations,
look
backward
looking
forward
is
about
how
we
assign
work.
E
If
you
have
a
process
in
your
organization
that
is
gold
standard,
you
wouldn't
be
looking
at
two
different
types
of
work
and
the
mayor
has
to
go
to
his
next
event
and
truly,
we
have
to
think
marty
while
she
has
done
more
for
diversity
and
equality
than
anyone
in
the
city's
history.
Thank
you,
mayor
Walsh.
E
When
we
are
looking
forward
and
assigning
work,
if
you
have
a
process
where
you
can
identify
what
are
the
plum
assignments,
how
will
they
be
equally
distributed?
It's
very
standard
in
a
law
firm
for
people
to
kind
of
distribute
work
to
the
associates
that
they
quote,
like
you
ever
hear,
a
hiring
process
is
people
talking
about
fit
like
and
fit
are
wonderful
human
emotions
that
do
not
get
you
the
best
talent.
E
What
you
want
is
to
evenly
distribute
work.
You
hired
these
people,
you
believe
in
them
distribute
those
palm
assignments
where
everybody
gets
a
turn.
It
will
give
you
good
data
in
your
organization,
and
you
avoid,
what's
called
the
thin
file
the
person
who
never
got
enough
stretch,
assignments
to
make
it
to
the
next
run
now
promoting
in
bundles.
When
we
hire
we
often
hire
in
a
large
group,
and
we
know
that
we
need
all
those
different
areas
of
talent.
E
But
what
can
happen
to
us
is
that
we
can
end
up
without
that
same
lens
when
we're
promoting
now
Paul.
If
I
said
to
Paul,
what
is
your
favorite
dessert?
What
would
you
tell
me
key
lime
pie,
an
excellent
choice.
Now,
if
I
say
to
you
after
lunch
this
afternoon,
what
dessert
would
you
like?
What
would
you
tell
me
if
I
give
you
a
calendar
and
I
say
for
the
next
90
days
put
down
what
dessert
you
want
for
lunch
and
dinner?
That
is
a
hundred
and
eighty
desserts.
E
Would
you
write
key
lime
pie
every
time?
Why
not
I
would
get
bored
of
key
lime
pie
when
we
look
long
lens,
we
understand,
we
don't
want
sameness,
but
what
happens
is
when
we're
promoting?
We
tend
to
do
it
one
at
a
time
and
we
always
want
key
lime
pie.
We
want
the
person
who's
always
been
in
that
role
and
looks
the
part,
and
if
we
want
the
best
talent,
we
cannot
hire
the
person
who
looks
the
part
we
have
to
hire
the
best
person.
E
A
E
Even
have
to
say
anything
and
people
begin
to
draw
to
mind.
Maybe
the
Bob
and
the
Bob
and
the
Betty
story
is
not
always
the
right
choice
and
you
begin
to
change.
Another
tool
is
to
whiteboard
it.
You
list
the
last
10
people
in
that
role.
You've
always
defined
your
key
characteristics.
First
and
you
begin
to
assess.
Are
we
truly
promoting
the
talent
that
we
have?
E
B
E
See
themselves
all
the
best
talk
in
the
world
does
not
make
people
stay.
People
need
to
actually
have
confirmation
that
if
their
talents
are
going
to
be
grown
in
this
organization
that
they
will
be
valued
and
they
have
a
pathway,
so
you
have
to
actually
be
able
to
demonstrate
it.
If
you're
c-suite
hasn't
caught
up
to
your
talent
force,
your
talent
force
is
gonna,
be
leaky
and
you're
gonna
see
people
go
so
seeing
is
believing
communication
who
gets
to
speak
in
organizations
and
who
gets
voice
is
really
dependent
on
station.
E
One
of
the
ways
of
being
able
to
change
that,
particularly
when
people
can't
look
up
and
see
all
of
the
different
value
being
placed.
You
can
start
by
one
calling
people
by
name.
It
is
a
very
micro
signal,
but
in
the
hallway
know
who
your
employees
are
recognize
people
by
name
not
just
quote.
You
know
the
senior
leaders
or
quote
the
important
people.
E
Everybody
in
your
organization
is
important
value
and
show
that
respect
to
when
you're,
in
a
meeting
where
often
only
leaders
present
start
with
a
lightning
round
where
everyone
goes
around
the
room
and
makes
a
quick
comment
meet
with
the
introverts
first,
when
you
see
them
in
the
hallway
or
make
a
point
of
sending
an
email.
This
is
the
topic
we're
gonna
be
discussing.
You
always
have
such
great
ideas.
I
wanted
to
give
you
a
heads
up,
I'm,
looking
forward
to
your
thoughts,
give
people
opportunities
for
voice,
mentorship
and
sponsorship.
E
Please
take
note
of
this
if
you
cannot
think
of
three
people
that
you're
a
sponsor
for
I
want
you
to
think
about
who
those
three
people
could
be
on
the
glass
cliff
one
of
the
pieces.
That's
so
important
is
women
when
they
go
in
for
a
job,
and
someone
has
asked
them
to
take
on
a
huge
leadership
role.
E
Think
Carly
Fiorina
with
HP
think
Melissa
Mayer
with
Yahoo
those
jobs
were
going
to
be
really
tough
jobs
right,
so
women
are
often
given
opportunities
that
more
than
summiting
Everest
are
standing
on
the
edge
of
a
cliff
trying
to
hold
their
organization
in
balance.
Now,
when
women
go
in,
what
do
they
ask
for.
E
Money
and
hopefully
they've
taken
a
training.
They
can
negotiate
that,
but
when
men
go
in
there,
not
just
grateful
women
are
like
so
grateful
grateful.
The
sone
is
offering
them
the
top
spot.
Men
will
negotiate
not
just
for
salary
and
title,
but
they
will
also
negotiate
for
how
many
days
do
I
have
for
the
turnaround
who,
on
the
board,
is
going
to
support
me
when
I
am
publicly
lamb
basted
for
the
rough
changes
I'm
going
to
need
to
make.
E
Who
is
going
to
speak
publicly
so
that
I
can
stay
in
my
role,
but
I
have
support
how
much
runway
do
I
have
with
who
I
can
hire
and
fire.
What
is
my
turnaround
budget,
which
consultants
can
I
bring
in
when
women
only
ask
or
ask
for
too
little
male
allies
in
the
room
need
to
say.
Let's
now
turn
the
conversation
towards
perks.
Let's
now
turn
the
conversation
towards
the
communication
strategy.
Let's
now
turn
the
conversation
to
how
many
quarters
you're
going
to
have
for
the
turnaround
so
queue
and
share
what
it
can
be.
E
The
number
of
chief
employment
offers
who
said
in
the
negotiation
she
asked
for
too
little
you're
in
the
room
right.
You
were
in
the
room
now
key
takeaways
leadership
at
the
top
executive
sponsorship
of
diversity,
inclusion
initiatives
who
the
sponsor
is
matters,
it
needs
to
be
signaled
and
then
that
person
actually
needs
to
be
in
the
room,
not
name
only
seeing
is
believing
what
the
c-suite
looks
like
matters.
E
People
will
notice.
You
can't
just
say
well,
this
is
what
it
is,
but
we're
trying
assigning
work
equitably,
equitable
pay
and
paid
leave
policies.
It's
an
incredibly
important
demonstration
of
value
and
help
your
female
colleagues,
it's
so
hard
when
women
have
to
be
like
I've
got
to
be
that
voice
again.
E
Share
that
work,
the
role
modeling
effect
as
a
senior
male
leaders
when
you
do
the
right
thing
and
as
Marty
Walsh
I
talked
about,
have
those
conversations
when
it
isn't
the
key
topic
and
there
aren't
women
in
the
room
refer
to
colleagues,
by
name
when
a
good
point
is
made
in
a
meeting
and
later
reiterated
by
a
and
three
people
down,
say
something
I
am
so
glad
that
Bob
picked
up
on
Betty's
point.
It's
terrific!
The
way
the
team
is
building
upon
each
other's
ideas.
E
Nobody's
shamed
nobody's
embarrassed,
but
you
draw
it
to
mind
in
a
nice
way
identified
leadership
and
others.
When
you
see
something
say
something
in
the
good
way,
when
you
see
someone
whose
leadership
potential
draw
them
out
and
give
them
opportunities,
speak
up
about
your
colleagues,
contributions
that
may
be
opaque
to
other
people
express
an
authentic
narrative
that
demonstrates
how
and
why
your
organization,
values,
diversity,
start
meetings
with
a
lightning
round
connect
with
quieter.
E
Colleagues
ahead,
compare
applicants
qualifications
to
each
other,
don't
just
choose
the
stereotypical
person
for
that
role,
blind
job
applications
and
promote
and
bundles
a
few
quick
pieces
of
research.
A
few
quick
takeaways-
and
it
is
now
my
pleasure
to
invite
up
some
wonderful
male
allies
who
are
getting
it
done
right:
Paul,
Francisco
from
State
Street,
Bob,
Petrocelli
and
contractors
Massachusetts
and
David
Margolis
from
Shama
construction,
I.
A
Do
just
want
to
remind
folks,
you
know
for
this
part
of
the
conversation,
and
we
do.
We
are
grateful
that
we
have
a
reporter
freelance
reporter
for
The
New
York
Times
in
the
room,
and
so
we
do
want
this
to
be
a
very
fruitful
and
honest
dialogue.
But
if
you
do
have
a
question
or
you
do
want
to
make
a
comment
and
if
you
don't
want
it
on
the
record,
please
just
say
so.
At
the
beginning
of
your
comment
and.
E
F
Mic
good
morning,
everyone
happy
to
be
here
and
happy
to
see
men
in
the
audience
I've
always
talked
about.
You
know
how
the
people
that
need
to
be
in
the
room,
I,
never
in
the
room
and
to
see
male
allies.
Colleagues
here
supporting,
is
it's
wonderful,
their
wood
anymore
anymore,
and
certainly
what
we
were
doing
at
stage
3
is
trying
to
do
that.
It's
a
leading
by
example,
having
our
senior
leader,
our
CEO,
demonstrate
by
action.
F
What
he
wants
to
see
in
the
company,
because
the
health
of
our
company
is
dependent
on
making
sure
the
100
percent
of
our
people
are
100%
engaged
100%
of
time,
and
we
can
only
do
that
when
everyone's
contributions
are
valued.
So
we
put
a
number
of
things
in
place.
We
want.
We
know
that,
in
order
for
us
to
sort
of
tackle
the
issues
of
pay
equity,
we
need
to
get
more
women
and
top
senior
Alisha
positions
on
organization.
F
So
this
is
the
third
time
where
we've
actually
reestablish
diversity
goals
for
the
organization
making
sure
that
at
the
top
of
the
house,
we
have
equal
or
equitable
representation
of
women
leaders.
You
know
when
we
hire
statestreet
for
the
most
part,
we
are
very
balanced
right,
so
46,
47
percent
of
our
workforce
is
female
and
when
they
come
into
our
organization
we
have
a
pretty
equitable
rate
of
male
to
female,
but,
as
things
start
to
go
up
in
the
organization,
something
starts
to
happen.
F
So
we
are
tackling
that
we
trying
to
figure
out
what's
happening
there,
so
we
are
doing
unconscious
bias,
training
to
all
our
managers,
rolling
that
we've
been
doing
that
for
a
number
of
years.
We
were
lend
that,
out
to
most
of
our
managers,
we've
established
policy
where
all
our
senior
level
positions
from
management,
director
level
and
above
have
to
have
a
diverse
slate.
F
We
need
to
be
able
to
give
our
managers
the
ability
to
make
the
right
hiring
decisions,
and
so
we've
established
a
a
diverse
slate
strategy
that
allows
us
to
have
women
and
people
color.
Consider
for
our
top-level
roles.
We
are
from
an
inclusion
perspective.
We
really
focused
on
inclusion.
I,
think
you
know.
Diversity
and
and
numbers
and
representation
is
quite
important,
but
it's
more
so
making
sure
that
all
those
voices
that
are
a
State
Street
are
accounted
for
and
I
love.
F
But
following
up
afterwards,
hey
Mary,
we
didn't
hear
from
you
and
I
know
that
he
have
great
ideas
and
would
love
to
get
full
sort
of
representation
of
ideas
from
the
room.
And
you
know
what
do
you
think
send
me
an
email
or
if
you
know
it's,
okay,
if
I
step
out
my
office,
let's
have
a
chat.
But
what
do
you
think
I?
So
those
are
things
that
we're
trying
to
encourage
our
leaders
to
do
and
but
I
think
that
one
of
the
most
important
things
is.
F
G
Right,
thank
you.
I
also
like
to
echo
our
gratitude
we
being
here
today
being
in
a
room
being
you
know
a
male
sponsor
and
advocate
for
this
work
and
to
see
this
level
of
commitment
and
this
power
to
for
me
to
be
able
to
bring
that
back
to
our
organization,
it's
just
so
powerful
to
be
able
to
bring
that
back
in
and
I
feel
this
work.
G
You
know
Evelyn
you
mentioned,
get
it
owned,
it
go
do
it,
and
so
it's
absolutely
what
we're
trying
to
do,
but
it's
the
people
that
don't
quite
get
it
is,
is
the
challenge
for
for
those
of
you
who
don't
know
Sean,
but
I'll
just
paint
a
quick
picture,
because
it's
a
little
bit
interesting.
What
we're
working
on
and
a
little
atypical
for
a
construction
firm,
but
we're
a
1.3
billion
dollar
construction
firm
based
here
in
Boston,
we've
been
here
for
about
35
years,
and
we
have
about
1300
folks
around
the
country
working
for
us.
G
The
construction
industry
in
general
right
now
is
about
9%,
female,
and
so
that's
sort
of
against
that
backdrop
would
seem
like
it'd
be
hard
for
in
terms
of
best
practices.
Building
the
type
of
pipeline
that
we
would
need
to
actually
be
the
diverse
inclusive
company
that
we
know
we
need
to
be
so
in
terms
of
best
practices.
That
sort
of
pipeline
is
super
super
critical
for
us.
G
We
have
a
training
program
at
a
company
called
the
construction
management
skills,
training,
program,
CMST,
and
it's
so
important
for
us,
because
the
people
who
are
in
that
program
end
up
staying
in
that
program
and
in
our
company
for
a
long
time,
I
went
through
the
program
I've
been
at
our
company
for
about
fourteen
years.
One
of
our
vice
presidents
was
in
one
of
the
first
classes
of
that
and
the
reason
I
mentioned.
G
For
example,
let's
bring
the
pizza
in
the
soda
and
let's
go
meet
specifically
with
the
Society
of
women
in
engineering,
for
example,
let's
present
our
brand,
who
we
are,
why
our
best
place
to
work
foster
that
early
and
again
against
the
backdrop
of
being
nine
percent
women
in
the
industry.
Overall,
we
are
over
fifty
percent
female
in
our
entry-level
positions.
G
Again,
we
do
still
have
work
to
do
as
Paul
said
on
the
more
senior
roles,
but
it's
absolutely
a
best
practice
that
works
for
us
and
it's
moving
well
once
the
people
are
in
the
door
and
we
talk
about
the
culture
of
inclusion.
Obviously
that's
really
where
the
rubber
is
meeting
the
road
for
us
and
just
to
echo
some
of
the
things
that
you
said
Victoria
in
your
presentation.
G
We
do
some
things
that
are
really
well
in
line
with
those
for
our
best
practices,
so
we're
working
on
a
hiring
toolkit
so
a
way
for
us
to
put
that
curtain
up
so
to
speak
and
the
middle
managers
who
really
need
that
work
need
to
know.
Specifically
what
questions
do
I
ask:
how
do
I
get
around?
Oh
man,
you
like
Gronk,
and
you
like
time
baby.
You
are
my
guy
right.
You
got
me
here
so
we
know
we
know
scientifically.
We
have
to
get
around
that,
so
we're
working
to
roll
that
out.
G
What
strengths
I
can
sort
of
zoom
out
and
then
help
put
all
those
pieces
together,
and
that
puts
me
in
a
better
position
to
be
able
to
advocate
and
sponsor
for
those
folks
and
then
because
they
physically
I
have
nothing
to
lose
in
reporting
those
concerns.
It's
really
been
a
great
voice
for
me
to
get
everybody's
issues
up
the
table
and
try
to
fix
any
structural
issues
that
we
see
and
then
we
will
dive
further
in
on
our
diversity.
Leadership
Council
later
the
discussion,
which
is
another
key
differentiator
for
us,
Bob.
H
You
Victoria,
thank
you
again
for
inviting
me
to
be
here.
The
AGC
of
Massachusetts
is
an
85
year
old,
501
C,
6
trade
association.
That
represents
the
commercial
construction
industry.
We
have
200
companies
that
belong
to
us,
including
shamanism,
is
a
great
member.
My
education
into
this
whole
pay
equity
came
three
years
ago.
I
want
to
call
it
my
my
blinding
flash
of
the
obvious
moment:
okay,
when
I
hired
Lisa
frisbee,
our
director
of
marketing
communication
and
one
of
the
first
things
she
did
when
she
came
to
up
to
me,
joined
us.
H
She
came
to
me
and
said
you
know:
we
really
need
to
have
a
program
for
women
and
talking
about
how
we
can
help
each
other
and
mentor,
and
so
we
had
our
first
program
at
Wentworth
Institute
and
they
had
a
group
of
women
in
the
industry
from
that
we're
in
for
33
years
to
three
years
and
talking
about
the
challenges
they
faced
and
that
program
it
was
so
received.
I
guess
a
lot
of
the
folks
that
attended
said.
H
You
know
we
need
our
own
AGC
women's
committee,
and
so
Lisa
came
to
me
with
this
idea,
but
as
a
baby
boomer
as
a
product
of
the
baby
boom
generation,
I
was
really
hesitant.
I
said
geez
I,
just
don't
know
a
woman's
committee.
I
mean.
Why
do
we
just
knock
down
all
the
barriers
to
prevent
women
from
joining
the
regular
committees
that
we
already
have
you
know,
even
though
they
might
have
been
male-dominated,
so
I
thought
let
them
come
up
through
the
ranks
that
way.
H
Why
do
we
need
a
special
women's
committee
and
I
was
conflicted?
In
fact,
our
very
first
female
board
of
director
who
became
chairman
of
the
board
was
Lisa
Kennedy.
Excuse
me,
Lisa
Shayla,
Kennedy,
family
kennedy,
company
and
when
she
became
chairperson
of
the
board,
I
actually
purposely
did
not
make
a
deal
that
she
was
the
first
female
chairman
of
the
board.
H
Instead,
we
focus
in
the
fact
that
she
was
the
youngest
because
we
were
trying
to
project
youth
and
a
new
generation
of
construction
leaders,
but
we
never
focus
on
the
fact
she
was
a
woman
and
and
Lisa
was
saying.
No,
we
need
this
committee.
You
don't
understand
it
because
these
people,
these
women,
are
operating
in
a
vacuum,
they're
marginalized
and
they
they
just
need
that
connection
between
each
other.
So
I
thought
again.
It
might
be
because
I
thought
it
was
patronizing.
But
I
said
you
know
what
that
was
my
conflict.
H
C
H
I
listened
to
Lisa,
because
right
now
is
the
fastest-growing
and
most
popular
committee
within
AGC.
It
came
at
the
perfect
storm.
The
industry
was
booming,
more
more
women
were
coming
into
the
industry
and
I
see
dr.
panic
from
Wentworth
here.
Fifty
percent
of
all
graduates
from
the
construction
management
program
at
Wentworth
are
female
and
they're
going
to
be
wanting
to
work
for
the
best
companies
and
they're
going
to
be
wanting
to
work
for
companies
that
are
inclusionary
and
they're
picking
and
choosing,
because
there's
a
workforce
shortage
out
there.
H
So
so
the
first
program
that
Lisa
and
the
committee
ran
was
a
wage
to
go
wage
negotiation
seminar
with
Evelyn
Murphy,
and
it
was
terrific
in
that,
even
when,
when
that
came
out,
more
and
more
women
within
our
member
companies
started
getting
involved
in
that
committee.
In
fact,
there
was
a
couple
of
board
members,
though,
that
raised
their
eyebrows.
They
said
geez
Bob,
we're
big
construction
companies,
paying
a
lot
of
do.
City,
Association
and
you're
running
a
seminar
on
how
our
employees
should
be
asking
for
more
money.
H
You
know,
and
I
listened
and
I
said
you
know
what
you
need
to
do
this,
because,
if
you're
going
to
remain
competitive
and
you're
going
to
be
the
best
construction
company
in
the
Commonwealth,
you
need
to
hire
the
best
people.
You
need
to
give
those
people
access
and
you
need
to
bring
them
up
in
into
leadership
positions
because
all
of
you,
the
owners
when
I
say
owner
I,
mean
the
heads
like
of
the
facilities
like
Harvard
or
Austin
Children's
Hospital
and
the
state
projects
use
the
people
to
procure
construction.
H
They
have
folks
on
their
team,
they're
diverse,
they
have
diverse
team.
So
when
you
go
to
negotiations
that
before
them,
you've
got
architects
and
engineers
I
see,
leaves
two
brothers
they're
doing
great
jobs,
they're
diverse,
so
your
company
better
be
diverse,
because
you're
gonna
be
left
behind.
So
these
young
women,
coming
in
from
these
schools
of
construction,
are
going
to
be
looking
to
go
to
the
best
companies.
So
our
bwick
committee
is
meeting
they're
meeting.
Quite
often,
I
have
Stacey
Roman
from
Commodore
builders
and
Lisa
frisbee
in
the
audience.
Stacey
Roman
is
our
chairperson.
H
They
started
a
women's
golf
league
and
I
guess:
there's
been
a
Belleek
starting
up
and
later
this
summer,
the
kind
of
a
mixed
golf
league
to
give
them
the
confidence
to
be
on
the
field,
with
the
men
negotiating
and
being
having
access
to
those
power
discussions
that
don't
happen
in
the
in
the
office.
So
we're
really
happy
about
that,
and
we
just
had
our
very
first
women's
awards
program
inspire
it
was
last
month
lieutenant
governor
Pulido
was
a
major
speaker.
H
She
cuz
she's
from
a
construction
family
about
giving
awards
to
mentors
to
trade
spur
people
in
them
in
the
industry,
though
the
woman
of
the
year
for
the
construction
owner
and
it
was
200
people
and
next
year
we
hope
to
get
500
people,
but
I
can
continue
on
with
the
questions
but
anyways.
It's
we're
like.
We
want
to
jump
into
the
21st
century
knowledge
and.
E
The
next
question
I
wanted
to
ask
our
panelists
is
when
you
look
at
the
horizon
for
what's
ahead,
what
do
you
see
as
both
the
long,
the
sort
of
low-hanging
fruit
and
the
far-reaching
goals
of
what
you
think
is
the
most
important
thing
to
be
looking
towards
and
tackling
in
the
space
of
diversity
and
inclusion
and
at
Harvard?
By
the
way
we
say:
diversity,
inclusion
and
belonging
that,
in
addition
to
being
included,
you
actually
have
to
feel
that
you
belong
Paul.
F
F
Having
those
conversations
encouraging
people
have
those
conversations,
encourage
you,
people
to
understand
how
their
biases,
right
and
I
love
your
analogy
of
being
pickletown
I'm
trying
to
think
of
what
you
know
the
brim
is
for
me
and
and
what
my
biases
are
and
I
was
just
giving
it
an
unconscious
bias
training
to
some
of
our
senior
executives
a
couple
days
ago,
and
it
was
interesting
when
I
began.
The
conversation
with
you
know
how
many
people
in
the
room
are
racist.
You
know
a
misogynist
biased,
you
know
and-
and
you
know,
everybody
kind
of
how'd.
B
F
Over
yeah
and
so
and
so
I
said
well,
you
all
are
know
I'm
skinny,
but
then
I
said
you
know.
Let's
just
begin
to
talk
and
I
said
now:
put
I
scribbled
men
and
I
scribble,
women
and,
and
the
wonder
boy
and
I
said
to
you.
So
just
shout
out
give
me
some
things
that
you
know
are
some
descriptors
of
men
and
males
and
aggressive
leaders,
and
you
know
all
these
different
things
that
we
always
ascribe
and
prescribe
to
to
men
and
then
same
thing
with
women.
F
You
know
empathetic
and
collaborative,
and
you
know
and
I
said
you
know
all
these
things
true
100
percent
of
time,
right
and
and
then
we
began
the
conversation
having
that
conversation
and
getting
leaders
to
understand
how
their
behaviors
impact,
how
women
show
up
in
the
workplace
is
absolutely
critical.
So
we
need
to
continue
to
do
that.
Need
to
continue
to
do
that.
The
other
thing
we
need
to
continue
to
do
is
to
make
sure
that
we
have
policies
that
are
able
to
die,
allow
women
to
fully
participate
in
the
workplace.
F
You
know,
and
so
when
I
think
of
personally
how
I
am
able
to
work
with
home
whenever
I
want
to
to
come
in
to
the
office
later,
because
I
have
to
take
my
daughters
to
a
doctor's
appointment
or
to
school
or
I
have
to
like
yesterday,
I
had
to
wait
for
the
cleaning
lady
to
come,
because
my
wife,
as
many
of
you
know,
is
busier
than
I.
Am
you
know,
I
need
to
make
sure
that
you
know
that
I
work
for
a
calm.
F
We
are
the
type
of
company
that
allows
both
men
and
females
to
be
able
to
do
that.
To
be
able
to
feel
comfortable,
saying,
I
am
going
to
thank
my
full
parental
leave
right
because,
as
a
us,
a
full
parent
I
said
you
know
the
other
half
of
the
parent
I
have
the
same
exact
responsibility,
and
you
know
what
mail
wash
Wallace
talked
about.
It's
not
enough
to
say
that
yeah,
that
you
love
your
wife
and
that
you
love
your
daughters.
That
is
correct.
F
F
I
could
drive
the
kids
to
school,
and
what
that
does
is
that
that
that
begins
to
create
the
equity
right,
and
when
we
talk
about
the
younger
generations
coming
out,
they
need
to
see
that
they
need
to
see
that
we,
as
men
are
just
taking
on
equal
share
and
responsibility
of
what
we
do,
and
so
we
try
to
replicate
that
in
the
workplace.
Right
to
say
you
know,
how
do
we
make
sure
that
all
the
males
in
the
room
feel
that
this
is
not
about
women
right?
F
F
So
for
us
and
the
business
that
we're
in
that's
a
lot
of
money
that
we
would
like
to
manage
and
that
we
would
like
to
custody
and
so
selfishly
for
not
only
for
for
for
there's
a
moral
imperative.
But,
more
importantly,
there
is
a
business
health
issue
that
we
need
to
be
mindful
of
any
food.
We
want
to
be
around
for
another
225
years.
We
just
celebrated
our
205
50-year
anniversary
last
year.
F
We
need
to
make
sure
that
we
have
women
who
are
absolutely
committed
engaged
and
that
feel
that
station
is
a
place
where
they
want
to
continue
to
grow
the
career
and
they
can
see
themselves
in
the
top
right,
so
they
can
see
themselves
but
getting
them
to
see
a
pathway.
So,
from
a
sponsorship
perspective,
we
are
actually
launching
a
global
male
sponsorship,
a
life
malice
allies
program.
F
G
G
You
know
my
voice,
the
other
male
leaders
in
the
company,
but
we
really
want
to
understand
how
we
can
get
those
role,
models,
elevated
and
have
that
discussion
improve,
and
so
what
we've
done
at
our
companies,
we've
built
a
diversity,
Leadership,
Council
and
again,
echoing
some
of
the
main
concepts
Victoria
that
you
had.
We
had
the
message
start
straight
from
our
CEO
up
top
right
and
so
to
have
him
explain
publicly
to
the
entire
company
that
diversity
and
inclusion
is
our
business
imperative.
It
is
absolutely
the
way
we
were
going
period.
G
Everybody
let's
get
on
board,
has
been
critical,
there's
that
sort
of
concept
of
the
psychological
belonging
or
or
acceptance
that
this
is
a
men's
issue.
So
to
have
him
out
front
Center
has
been
has
been
great,
so
we
have
CEO
representation
and
support.
We
have
support
our
board
of
directors.
We
are
accountable
to
them
and
we're
responsible
to
them
for
the
work
that
we're
doing.
G
So
some
DLCs
and
similar
type
of
efforts
might
be
human
resources,
led
I'm,
a
boots-on-the-ground
person
at
my
organization,
I,
build
buildings
and
lead
teams,
and
so,
if
I
can
be
exposed
to
this
level
of
awareness
and
then
I
can
find
where
the
structural
issues
are
becoming
an
issue
in
our
organization
and
speak
up
on
them.
That
is
precisely
where
the
rubber
is
meeting
the
remove
it,
and
so
that's
really
exciting
for
us
on
the
horizon
were
the
way
that
we're
sort
of
framing
this
is.
G
G
H
Thank
you
a
couple
of
things.
First
of
all,
internally
in
the
next
turn
Olien
in
now,
and
then
the
present
of
the
future.
One
thing
we
did
at
AGC
is
the
past.
Up
until
three
years
ago
we
used
to
have
we
have
a
square
of
an
eighth
person,
I'll
trade
association
office,
and
so
we
had
executive
staff,
an
admin
staff.
It's
just
the
way.
We
divided
it
all
up
and
had
meetings
with
each
group,
so
we
just
knock
that
down
because
it
just
seemed
again
segregationist
sexist.
H
So
now
all
my
members
of
the
AGC
staff
are
just
staff,
we're
all
professional
staff.
Every
person
is
valued
every
every
comment.
Every
idea
is
valued,
whether
they're,
administrative
or
executive.
So
you
got
rid
of
all
that
titles,
so
we're
all
equal.
We
sit
around
the
table,
all
staff
meetings,
there's
everybody
around
that
every
go
around
the
table
and
everybody
has
an
equal
opinion.
Number
200,
erectors
25%
of
our
board
now
is
female
and
that's
pretty
big
deal
for
a
construction
industry.
H
In
fact,
we
just
took
the
DeWitt
committee
chair,
Stacy
is
now
as
of
May
4th.
Our
annual
meeting
will
become
the
newest
member
of
our
board
of
directors.
We
made
the
young
contract,
we
have
a
future
leader,
young
contractors,
a
group
I
headed
up
by
a
female.
She
is
also
going
to
be
a
board
member
as
well.
So
we
feel
that
that's
the
weights
that
the
Association
needs
to
be
looking
at
things
differently
in
the
future.
H
We're
look
we're
reaching
out
to
the
different
schools,
we're
looking
at
building
a
new
generation
of
construction
workers,
not
just
the
tradespeople
but
folks
moving
up
into
the
management
of
our
construction
companies
as
well
we're
aligned
with
Madison
Park
High
School.
We
have
mentors
going
into
the
school
to
talk
to
those
kids
about
the
the
opportunities
in
careers
in
construction,
not
just
a
betrayed
slum,
but
also
that
they
could
also
work
for
some
of
our
bigger
general
contractors,
but
also
we
tell
some
of
these
young
folks
and
a
lot
of
them
are
young
women.
H
You
know
you
can
own
your
own
company
someday.
If
you
go
into
the
trades
and
go
into
the
electrical
trade
or
you
know
the
HVAC
trade.
Eventually,
you
couldn't
have
to
work
for
somebody.
You
can
actually
own
your
own
company,
and
so
we
try
to
give
them
that
vision
and
that
they
may
not
have
already
scene
at
Madison
Park.
Likewise,
we
have
a
program
out
of
the
Blackstone
Valley
up
at
Nick
monk
high
school
in
Upton,
because
we
also
realize
a
lot
of
suburban
schools.
H
H
We
have
a
great
student
chapter
at
Wentworth
Institute
and
we
just
started
a
brand
new
construction
management
as
a
program
at
Pittsburg
State
and
we're
going
up
there
with
a
lot
of
our
folks
going
up
to
those
students
and
talking
about
the
careers
and
talking
about
the
opportunities
and
those
half.
Those
folks
are
women
as
well.
So
you
know
we're
trying
to
deep
drill
deep
down
into
the
schools,
because
that's
the
next
generation
and
successful
construction
companies
have
to
be
diverse,
fantastic.
E
A
B
F
We're
focusing
outcomes
right
because
there's
what
we
don't
want
is
for
people
just
sort
of
getting
the
system
and
then
just
add
diversity
to
the
slate
just
to
have
it
add
it
to
the
slate
and
then
ultimately,
either
make
the
decisions
they
want
to
make
it
to
begin
with.
So
there's
a
couple
of
things
that
we
do
when
a
quarterly
basis.
F
We
take
a
look
holistically
at
all
our
positions
that
were
open
in
a
particular
quarter,
and
then
we
say
you
know
how
much
diversity
we
have
in
those
slates
and
out
of
that
diversity,
how
much
of
it
was
actually
hired
or
offered,
but
on
a
yearly
basis.
Each
of
our
executive
vice
presidents,
measured
right
and
many
different
dimensions
and
number
of
those
dimensions
have
to
do
with
the
human
capital
and
how
they've
advance
and
move
the
needle
around
inclusion
and
around
diversity
and,
and
that
goes
to
their
long-term.
F
You
know
incentives
if
you
will
so
so,
there's
a
sort
of
there's
a
component
of
what
we
do.
That
is
really
around
absolutely
making
sure
that
folks
are
living
up
to
what
their
expectation
of
them
as
a
leader
is
or
are,
and
that
they're
activating
everything
they
can
to
make
sure
that
their
organizations
are
as
inclusive
as
they
can
be,
so
each
one
of
them
will
have
a
scorecard
a
personal
scorecard
where
this
is
measured
and
that's
how
we
ensure
that
whether
things
are
working
out
and
then
we
take
her
with
it
right.
F
So,
if
we,
if
we
see
certain
trends,
then
we
try
to
address
them
and
try
to
sort
of
course
correct
to
make
sure
that
we
get
the
results.
Ultimately,
the
ultimate
measure
is,
you
know
how
inclusive
an
organization
we
become
and
how
we
have.
We
made
progress
against
our
diversity
goals,
so
we
have
goals
now
and
there
are
public.
So
you
can
go
into
our
website
and
take
a
look
at
what
it
is
that
we
are
committing
to
doing
for
the
next
three
to
five
years
and
ultimately,
the
proof
is
in
the
pudding
right.
F
How
we
have
we
made
progress,
how
we
move
the
needle.
Far
enough,
we
put
women
and
people
of
color
in
the
US.
We
measuring
the
gender
metric
globally
and
day
a
place
of
color
in
the
u.s.
and
how
we
moved
it
enough
and
and
if
not,
why
not-
and
you
know
every
every
three
years
or
so,
where
we
finish
particular
diversity
goal
period.
We
do
a
very
deep
debrief
and
download
as
to
what
went
right.
What
went
wrong,
what
has
worked
or
not,
and
so
our
strategies
focus
around.
F
You
know
for
sort
of
tenants
if
your
wills
right.
So
how
do
we
communicate
the
importance
of
this
work?
And
you
know
how
do
we
talk
about
diversity
equals
you
who's?
Talking
about.
You
know,
inclusion
and
diversity,
how
we're
leaving
around
that,
how
we
hold
them
people
accountable,
so
accountability
is
one
of
those
pillars
that
we
so
continue
to
make
sure
that
folks
are
doing
what
they
need
to
be
doing,
and
then
we
look
at
now.
We
have
a
fourth
pillar
that
we
added,
which
is
around
all
around.
F
How
do
we
get
our
middle
managers
to
do
what
we
need
them
to
do
and
to
be
hold
accountable
around
their
their
own
edification,
around
inclusion
and
diversity?
So
we're
focusing
a
lot
on
those
four
things.
Sorry
I
talked
about
accountability
metrics
the
pipeline.
What
are
we
doing
on
the
pipeline
communications
and,
ultimately,
how
we
are
educating
our
folks?
So
that's
how
we,
how
we
approach
it.
E
Wonderful
well
I
want
to
thank
so
much
Pavan
Cisco
from
State
Street,
who
runs
all
of
their
DNI
operations.
We
can
see
why
you
are
the
organization
that
has
the
girl
in
the
bowl
I
mean
truly
very
impressive
and
I
wanted
to
thank
both
Bob
Petrocelli
president
and
CEO
associated
general
contractor's
of
Massachusetts
and
David
margulies
project,
executive,
Shama,
design
and
construction,
because
truly
to
have
people
from
the
trades
and
who
are
leading
that
industry
organization
focused
on
this
I
think
is
an
incredible
compliment
to
the
work
which
has
been
taking
place.
E
I
also
wanted
to
say
thank
you
to
Megan
Costello,
who
was
the
driving
force
to
analyse,
who
put
all
of
this
together
and
also
to
my
two
former
colleagues
from
the
Women's
Commission
Donella
Clark,
as
well
as
Harmony's
Brown,
who
have
just
been
extraordinary
leaders
in
this
space
as
well.
We
are
blessed
in
Boston
to
have
so
many
great
people
that
were
working
on
these
topics
with
and
I'd
like
to
welcome
Kathy
Minahan
up
for
the
closing
remarks
and
I'd
love
to
thank
Evelyn
and
Kathy
for
all
of
their
work
leading
us.
Thank
you.
C
Thank
you,
so
much
Victoria
actually
like
a
copy
of
that
presentation
that
you
made
not
to
crib
from
it,
but
I
want
to
set
it
to
my
daughter
who
is
in
her
early
stages
as
a
manager
for
Kraft
Heinz,
and
you
so
succinctly
put
so
many
things
that
I've
told
her
over
time
that
I'm
sure
she's.
Just
like
you
know,
that's
just
mom.
You
know
thank
you
so
much
to
our
panel,
it's
so
important
to
have
significant
men
and
significant
companies
weigh
in
on
the
importance
of
diversity
and
inclusion.
C
C
The
real
deal
is
women
getting
into
leadership
positions
within
companies,
women
becoming
leaders,
CEOs
members
of
boards-
that
will
really
change
things
going
forward.
You
know
I
always
measure
things
in
the
United
States
and
the
workforce
from
the
time
I
started
working
is
a
zillion
years
ago.
1968
everything
was
possible.
The.
H
C
Had
just
been
introduced,
you
could
manage
your
reproductive
life,
you
could
manage
your
work-life,
you
had
a
fabulous
education.
The
world
is
your
oyster,
you
could
have
it
all.
Well,
you
know.
50
years
later
there
are
a
lot
of
women
in
middle
management.
There
are
a
lot
of
women
in
every
single
graduate
program.
You
can
name
no
matter
how
mathematical
it
might
be,
no
matter
how
technical
it
might
be.
There
are
a
lot
of
women
there.
C
What
we
don't
have
is
women
at
the
top
in
senior
leadership
positions
at
the
top
on
boards,
we're
making
progress
there,
but
we're
not
making
progress
in
seed
or
lead
senior
leadership
positions
where
the
numbers
have
been
stalled
for
any
number
of
years.
So
I
really
think
in
all
of
our
programs.
We
have
to
think
diversity.
Yes
pipelines.
Yes,
inclusions,
yes,
but
progression
is
what
really
will
make
the
difference
in
any
company
I.
Think
you
made
a
good
point,
Victoria
about
being
able
to
look
up
and
see
yourself.
C
C
It's
more
important
for
us
here
in
Boston
to
use
every
ounce
of
brainpower
that
we
have
and
we
have
to
make
our
work
situations
amenable
to
exploiting
that's
the
wrong
word,
I
suppose,
but
fully
using
every
ounce
of
brainpower
that
we
have,
and
you
can
only
do
that
when
you
follow
some
of
Victorious
suggestions
when
you
do
the
kinds
of
things
that
our
panel
have
been
talking
about
and
when
you
include
everybody
in
the
idea
that
you
look
for
talent,
no
matter
what
shape
or
size
that
comes
in.
Thank
you
all
for
being
here
today.