Our anonymous diagnostics process measures your company’s starting point for including diversity of thought.
Times Three gets a baseline measure of where ideas may be getting blocked in your company. One recent Times Three baseline survey found that over 80% of those surveyed said they have been in meetings where they wanted to speak but never did.
We interview select employees to get a deeper understanding of specific instances where ideas have been blocked and look for patterns, and loss of productive work time because of issues such as unconscious bias.
We measure employee population, turnover and promotion by subgroup (role, department, demographics) to identify groups which may be underrepresented or overrepresented.
EXECUTIVE STRATEGY SESSION
Making the cultural changes needed to increase innovation requires commitment from senior leadership. We facilitate your strategy conversation so you can discuss Times Three’s diagnostic findings, agree on priorities, and start developing an action plan.
With insights from diagnostics, Times Three guides executives to set measurable diversity and inclusion goals and a clear action plan to reach them.
REVIEW ANONYMOUS DIAGNOSTIC FINDINGS
Review insights from Times Three survey, perspective analysis, and interviews to identify opportunities for improvement.
AGREED UPON PRIORITIES
We focus your discussion on mining opportunities to include broad perspectives in decision making, management strategies, hiring, and company culture.
SET GOALS AND MILESTONES
Based on your agreed upon priorities and desired outcomes, we guide you to set measurable goals and milestones:
- Reduce number of employees who report they wanted to speak up in a meeting but didn’t from 65% to 20% by December 1.
- Reduce turnover in engineering department from 50% to 15% in FY 2017
We lead manager cohorts to develop strategies for strengthening their teams, improving team interactions, and sharing best practices with each other.
In our guided process managers establish priorities, learn tools, develop specific goals for change and establish a baseline on how to measure progress.
We establish a system of support and accountability among managers, including a working agreement to put ideas into action.
Managers alone cannot shift unconscious bias — employees need to embrace new tools and strategies as well. Once everyone has a common understanding of the opportunity, there are tools and strategies everyone can use to get people to speak up and get people to listen.
“The material was hilarious and did the trick to warm up the room to discussion”Judith Nowlin
“Times Three provided a familiar and frustrating view of life in business”Julie Fellowes
We work with teams to break old patterns that inhibit innovation and focus on integrating more diverse thought into decision making.
- Meeting observation
- One-on-one Interviews
- Team debrief and Strategies
We help individuals identify how they can improve on their approach to making contributions and help them make interactions more productive.