Getting Real About Diversity & Inclusion

Allyship. Micro aggression. Advocacy. Inclusion. These are buzzwords that so many companies are discussing right now globally. But these are just words if there is no intentional action put behind them. What are companies doing right now to truly foster an inclusive culture?

I can tell you what we are doing at Pratt & Whitney. For one, I have taken on the role as the global head of diversity and inclusion. And that is daunting. How do we pull together 41,000 individuals to ensure the company culture is one of respect, equality and inclusion? How can we make sure we have trust with each other, can ask questions to understand, and extend grace when we get it wrong? How do we embed diversity strategies into each level in the organization while ensuring employees and leaders remain empowered to own their part? These are just a few of the questions that keep me up at night.

Pratt & Whitney, a 95-year-old company, is leading the way for others. We have a bold leader in President Chris Calio, who isn’t afraid to ask the hard questions, meet with our employees and commit to implementing a diversity and inclusion action plan. Our unified vision is to ensure employees are supported in their growth and are confident in bringing their whole self to work every day. We also have an executive leadership team committed to keeping conversations on allyship and anti-racism at the forefront of their discussions. Those discussions can be messy and uncomfortable, but working through the mess leads to a more diverse company with a better culture and better business outcomes.

By now you can tell I am passionate about diversity and inclusion. As a black woman having worked in very technical industries throughout my career, I’ve faced both micro and macro aggressions. Working in Silicon Valley, heads would turn when I walked into a room full of engineers to explain recruiting for “Big Data” or my understanding of the different coding languages. I fought for credibility. I saw my peers promoted a level or two above me, while I was told “once I work on my executive presence” (read: stop wearing braids), I would be sure to get that promotion.

My passion is deep because I know that talent does not look the same, does not sound the same and shows up differently. My passion exists because I’ve seen businesses thrive and increase profit by utilizing the complete experience of their talent pools. I am intent on ensuring Pratt & Whitney continues to be a leader in our industry by removing obstacles that prevent inclusiveness and hinder our progress towards increased diversity. Two years ago I shared my experience joining Pratt & Whitney, and today that pride to work here still exists as I continue to bring my whole self (braids included) to work. I am excited to help the talent I’ve brought into this organization in a new way. In addition to attraction, now I can help create and be a part of processes that will retain and grow the dynamic, dependable people who are leaders in the aviation industry.

Enough about passion – how do we answer the questions that keep me up at night? Last week, we held a global, virtual Stand Up for Inclusion event. We had record-setting attendance online and on the phone. People got real. Our Employee Resource Group leaders bravely shared stories of bias and inspiring messages of allyship. And, as leaders, we set a course of action together with our employees in which everyone can participate in the form of commitments.

These commitments include advancing diverse talent in leadership positions by utilizing talent management and talent development processes. This also includes fostering an inclusive culture by creating a D&I Council that will identify, create and execute new initiatives that promote diversity and inclusion at Pratt & Whitney. We will also increase advocacy and allyship by aligning our corporate social responsibility, talent attraction and diversity initiatives.

We received feedback that the event was impactful. Employees appreciated the stories shared from their peers – some felt encouraged by the acceptance of different experiences, both visible and non-visible. Personally, I received messages and calls from employees who now felt empowered to be more authentic. Others committed to expanding their circles and to utilizing privilege to help increase inclusion. 

As other companies are realizing, we have work to do, I am proud that we have an employee population committed to an inclusive culture and continued diversity progress. Pratt & Whitney is leading the way for others, and we continue to support our employees as they go beyond.