KELLY MCDONALD is a professional speaker and expert on diversity in business. She’s authored three bestselling books on marketing, the customer experience and leadership, all from the standpoint of working with people “not like you”.

• PART I If You’re Not Racist, What’s the Problem? The Biggest Mistakes People (and Businesses) MakeChapter 1 This Book Is for Everyone, but Especially White ReadersMost White people would rather not talk about raceWho this book is for (I’m betting you fall into one of these categories)What this book is—and isn’t (Hint: It’s not a book about activism or social injustice)Chapter 2 You’re Not Racist, but You Have Blind SpotsBias can lead to blind spotsDon’t be defensive: we all have bias—even babies have bias The weird things we do to justify our business decisionsChapter 3 The High Cost of Bias: Why All-White or Mostly White Businesses Make Less MoneyHow one of the biggest (and almost all-White) industries lost customers and revenue—and how they fixed the problemSigns that your business may be missing out on opportunitiesChapter 4 The Business Case for DiversityDiscover diversity’s “secret sauce”—the one monumental ingredient that makes diversity rockAnd what happens when that ingredient is missingChapter 5 The Excuses People Use tAvoid Doing Anything about Diversity“We can’t find any qualified diverse candidates”“We hire for quality, not for color”“It would be unfair to more qualified candidate”“We already know a very good candidate in our network”“We hired/promoted a diverse person once and they failed”“Our customers won’t be comfortable with a diverse person”“Our competitors aren’t diverse either, so it’s not a problem”“We looked into diversity—it’s too expensive to implement”Chapter 6 Well-Intentioned Things White People Say That Are Hurtful or Offensive to Others“I don’t see color/I don’t care what color you are”“I treat everyone the same”“I’m not racist or biased”Three better ways to express that you value diversity and aren’t racistChapter 7 Why Your Diversity, Equity, and Inclusion Efforts Haven’t Done the Job Five big reasonsAt work, the subject of racism has been tabooSpecific ways to start conversations about race with colleaguesIn one-on-one conversationsIn a meetingCorporate America gets real and acknowledges failuresWhy we have to stop singing “We Are the World”—and be brave enough to use the word racismPART II How to Talk about Race at WorkChapter 8 How to Talk about Race in Helpful and Positive Ways: Do’s and Don’ts EEK! Why is this hard?Sincerity mattersDon’t apologize for being White, but acknowledge that people of color are often treated differently than Whites in our societyStart small: six ways to start the conversation on the right footWhat to say, what NOT to say—and whyHow to handle friction or conflict in constructive waysHow to recover when you’ve blown it unintentionallyChapter 9   Answers to Tough Employee Questions and Racist Remarks “Shouldn’t we just hire the most qualified person?”“All this talk about race—we’re all one race, the human race!”“I came from nothing and pulled myself up by my bootstraps. None helped me. Why do we need to do something special for minorities?”What to do if an employee makes a racist statement onlineChapter 10 Where to Start When You Don’t Know Where to Start: Eight Steps to Making Progress on DE&IEverything you feel comfortable doing is something you had to learn—you can learn how to do this, tooThe STARTING Method: Sincerity, Transparency, Acknowledgment, Respect, Tools, Investment, Nurturing Talent, GoalsPART III Making Diversity, Equity, and Inclusion RealChapter 11 How to Build Business Relationships with People Different Than YouA brewery serves “diversity on tap”—and makes its mark in a non-diverse communityWhat if I don’t know any people of color? Truth breeds trust—be upfront and honest about your diversity issues and goalsShow up and help first before you ask for helpPersonal contact, interaction, and conversations bring about more behavior and attitude change than trainingChapter 12 What to Do If You See or Hear Casual Racism or Sexism at WorkDoing nothing creates one of two kinds of guiltPersonal guiltCollective guilt—this one is worseThe bystander effectFive effective tactics tuse, whether you’re the target or a bystanderChapter 13 Recruiting and Interviewing Diverse CandidatesEliminate inherent biasStop “picturing” your ideal candidateRewrite your job descriptions to remove biasDo’s and don’ts for writing more inclusive job descriptionsHow to find diverse talent—six effective no-cost/low-cost tacticsHow to interview diverse candidates—six best practicesChapter 14 Mentoring, Networking, and Checking In: Three Big Ways You Can Help Your Diverse Employees Succeed It’s not coddling—it’s your jobTheir success is your successYour support is not favoritism: four reasons why it’s fairYour advocacy can be a game-changerPART IV Lead Your Colleagues, Customers, Partners, and EmployeesChapter 15 The Leader’s Role: Guiding and Setting the ExampleIf you are a White male in a leadership role, you can have a greater impact than anyoneYour views on diversity are seen as “neutral” and credible (not so for women and minorities)Here’s your chance to make a real differenceLead by example—walk the talkIt starts with naming the elephant in the room—if you can’t do it, who can?Foster safe discussion of touchy issues by modeling how to address them head-onWhat to say when horrific and racist things happen in the world—eight do’s and don’tsChapter 16 Reducing Tokenism and Bias: Give Your Diverse Employees and Suppliers a Genuine Seat at the TableFive do’s and don’ts for avoiding tokenism in hiringTwo key steps to avoid tokenism in professional development and promotionsChapter 17 Dealing with Naysayers and DerailersThree ways to deal with naysayersThe different types of derailers and their motivationsYou can change the people—or “change the people”Chapter 18 You’re Not Finished. Keep Trying. Keep Evolving.Worst thing you can do: “launch and abandon”Do’s & don’ts for maintaining tractionAssess progress/address problemsDon’t be afraid to refine it along the wayExpect to educate/and repeat/and repeatKeep your ear to the ground/listen to the hallway chatterCelebrate successSet new goals and strategies to strengthen ongoing effortsAppendix    Helpful Terms and ResourcesHelpful TermsBIPOCDE&IDefinitions of Diversity, Equity, and InclusionLGBTQ+POCStructural RacismSystemic RacismWhite PrivilegeHelpful ResourcesBest Job Boards for Diversity and InclusionHBR’s 10 Must Reads on DiversityLinkedIn’s Diversity Recruiting GuideEnergetic Awakenings

Select Guide Rating

KELLY MCDONALD is a professional speaker and expert on diversity in business. She’s authored three bestselling books on marketing, the customer experience and leadership, all from the standpoint of working with people “not like you”.

• PART I If You’re Not Racist, What’s the Problem? The Biggest Mistakes People (and Businesses) MakeChapter 1 This Book Is for Everyone, but Especially White ReadersMost White people would rather not talk about raceWho this book is for (I’m betting you fall into one of these categories)What this book is—and isn’t (Hint: It’s not a book about activism or social injustice)Chapter 2 You’re Not Racist, but You Have Blind SpotsBias can lead to blind spotsDon’t be defensive: we all have bias—even babies have bias The weird things we do to justify our business decisionsChapter 3 The High Cost of Bias: Why All-White or Mostly White Businesses Make Less MoneyHow one of the biggest (and almost all-White) industries lost customers and revenue—and how they fixed the problemSigns that your business may be missing out on opportunitiesChapter 4 The Business Case for DiversityDiscover diversity’s “secret sauce”—the one monumental ingredient that makes diversity rockAnd what happens when that ingredient is missingChapter 5 The Excuses People Use tAvoid Doing Anything about Diversity“We can’t find any qualified diverse candidates”“We hire for quality, not for color”“It would be unfair to more qualified candidate”“We already know a very good candidate in our network”“We hired/promoted a diverse person once and they failed”“Our customers won’t be comfortable with a diverse person”“Our competitors aren’t diverse either, so it’s not a problem”“We looked into diversity—it’s too expensive to implement”Chapter 6 Well-Intentioned Things White People Say That Are Hurtful or Offensive to Others“I don’t see color/I don’t care what color you are”“I treat everyone the same”“I’m not racist or biased”Three better ways to express that you value diversity and aren’t racistChapter 7 Why Your Diversity, Equity, and Inclusion Efforts Haven’t Done the Job Five big reasonsAt work, the subject of racism has been tabooSpecific ways to start conversations about race with colleaguesIn one-on-one conversationsIn a meetingCorporate America gets real and acknowledges failuresWhy we have to stop singing “We Are the World”—and be brave enough to use the word racismPART II How to Talk about Race at WorkChapter 8 How to Talk about Race in Helpful and Positive Ways: Do’s and Don’ts EEK! Why is this hard?Sincerity mattersDon’t apologize for being White, but acknowledge that people of color are often treated differently than Whites in our societyStart small: six ways to start the conversation on the right footWhat to say, what NOT to say—and whyHow to handle friction or conflict in constructive waysHow to recover when you’ve blown it unintentionallyChapter 9   Answers to Tough Employee Questions and Racist Remarks “Shouldn’t we just hire the most qualified person?”“All this talk about race—we’re all one race, the human race!”“I came from nothing and pulled myself up by my bootstraps. None helped me. Why do we need to do something special for minorities?”What to do if an employee makes a racist statement onlineChapter 10 Where to Start When You Don’t Know Where to Start: Eight Steps to Making Progress on DE&IEverything you feel comfortable doing is something you had to learn—you can learn how to do this, tooThe STARTING Method: Sincerity, Transparency, Acknowledgment, Respect, Tools, Investment, Nurturing Talent, GoalsPART III Making Diversity, Equity, and Inclusion RealChapter 11 How to Build Business Relationships with People Different Than YouA brewery serves “diversity on tap”—and makes its mark in a non-diverse communityWhat if I don’t know any people of color? Truth breeds trust—be upfront and honest about your diversity issues and goalsShow up and help first before you ask for helpPersonal contact, interaction, and conversations bring about more behavior and attitude change than trainingChapter 12 What to Do If You See or Hear Casual Racism or Sexism at WorkDoing nothing creates one of two kinds of guiltPersonal guiltCollective guilt—this one is worseThe bystander effectFive effective tactics tuse, whether you’re the target or a bystanderChapter 13 Recruiting and Interviewing Diverse CandidatesEliminate inherent biasStop “picturing” your ideal candidateRewrite your job descriptions to remove biasDo’s and don’ts for writing more inclusive job descriptionsHow to find diverse talent—six effective no-cost/low-cost tacticsHow to interview diverse candidates—six best practicesChapter 14 Mentoring, Networking, and Checking In: Three Big Ways You Can Help Your Diverse Employees Succeed It’s not coddling—it’s your jobTheir success is your successYour support is not favoritism: four reasons why it’s fairYour advocacy can be a game-changerPART IV Lead Your Colleagues, Customers, Partners, and EmployeesChapter 15 The Leader’s Role: Guiding and Setting the ExampleIf you are a White male in a leadership role, you can have a greater impact than anyoneYour views on diversity are seen as “neutral” and credible (not so for women and minorities)Here’s your chance to make a real differenceLead by example—walk the talkIt starts with naming the elephant in the room—if you can’t do it, who can?Foster safe discussion of touchy issues by modeling how to address them head-onWhat to say when horrific and racist things happen in the world—eight do’s and don’tsChapter 16 Reducing Tokenism and Bias: Give Your Diverse Employees and Suppliers a Genuine Seat at the TableFive do’s and don’ts for avoiding tokenism in hiringTwo key steps to avoid tokenism in professional development and promotionsChapter 17 Dealing with Naysayers and DerailersThree ways to deal with naysayersThe different types of derailers and their motivationsYou can change the people—or “change the people”Chapter 18 You’re Not Finished. Keep Trying. Keep Evolving.Worst thing you can do: “launch and abandon”Do’s & don’ts for maintaining tractionAssess progress/address problemsDon’t be afraid to refine it along the wayExpect to educate/and repeat/and repeatKeep your ear to the ground/listen to the hallway chatterCelebrate successSet new goals and strategies to strengthen ongoing effortsAppendix    Helpful Terms and ResourcesHelpful TermsBIPOCDE&IDefinitions of Diversity, Equity, and InclusionLGBTQ+POCStructural RacismSystemic RacismWhite PrivilegeHelpful ResourcesBest Job Boards for Diversity and InclusionHBR’s 10 Must Reads on DiversityLinkedIn’s Diversity Recruiting GuideEnergetic Awakenings

Select Guide Rating

KELLY MCDONALD is a professional speaker and expert on diversity in business. She’s authored three bestselling books on marketing, the customer experience and leadership, all from the standpoint of working with people “not like you”.

• PART I If You’re Not Racist, What’s the Problem? The Biggest Mistakes People (and Businesses) MakeChapter 1 This Book Is for Everyone, but Especially White ReadersMost White people would rather not talk about raceWho this book is for (I’m betting you fall into one of these categories)What this book is—and isn’t (Hint: It’s not a book about activism or social injustice)Chapter 2 You’re Not Racist, but You Have Blind SpotsBias can lead to blind spotsDon’t be defensive: we all have bias—even babies have bias The weird things we do to justify our business decisionsChapter 3 The High Cost of Bias: Why All-White or Mostly White Businesses Make Less MoneyHow one of the biggest (and almost all-White) industries lost customers and revenue—and how they fixed the problemSigns that your business may be missing out on opportunitiesChapter 4 The Business Case for DiversityDiscover diversity’s “secret sauce”—the one monumental ingredient that makes diversity rockAnd what happens when that ingredient is missingChapter 5 The Excuses People Use tAvoid Doing Anything about Diversity“We can’t find any qualified diverse candidates”“We hire for quality, not for color”“It would be unfair to more qualified candidate”“We already know a very good candidate in our network”“We hired/promoted a diverse person once and they failed”“Our customers won’t be comfortable with a diverse person”“Our competitors aren’t diverse either, so it’s not a problem”“We looked into diversity—it’s too expensive to implement”Chapter 6 Well-Intentioned Things White People Say That Are Hurtful or Offensive to Others“I don’t see color/I don’t care what color you are”“I treat everyone the same”“I’m not racist or biased”Three better ways to express that you value diversity and aren’t racistChapter 7 Why Your Diversity, Equity, and Inclusion Efforts Haven’t Done the Job Five big reasonsAt work, the subject of racism has been tabooSpecific ways to start conversations about race with colleaguesIn one-on-one conversationsIn a meetingCorporate America gets real and acknowledges failuresWhy we have to stop singing “We Are the World”—and be brave enough to use the word racismPART II How to Talk about Race at WorkChapter 8 How to Talk about Race in Helpful and Positive Ways: Do’s and Don’ts EEK! Why is this hard?Sincerity mattersDon’t apologize for being White, but acknowledge that people of color are often treated differently than Whites in our societyStart small: six ways to start the conversation on the right footWhat to say, what NOT to say—and whyHow to handle friction or conflict in constructive waysHow to recover when you’ve blown it unintentionallyChapter 9   Answers to Tough Employee Questions and Racist Remarks “Shouldn’t we just hire the most qualified person?”“All this talk about race—we’re all one race, the human race!”“I came from nothing and pulled myself up by my bootstraps. None helped me. Why do we need to do something special for minorities?”What to do if an employee makes a racist statement onlineChapter 10 Where to Start When You Don’t Know Where to Start: Eight Steps to Making Progress on DE&IEverything you feel comfortable doing is something you had to learn—you can learn how to do this, tooThe STARTING Method: Sincerity, Transparency, Acknowledgment, Respect, Tools, Investment, Nurturing Talent, GoalsPART III Making Diversity, Equity, and Inclusion RealChapter 11 How to Build Business Relationships with People Different Than YouA brewery serves “diversity on tap”—and makes its mark in a non-diverse communityWhat if I don’t know any people of color? Truth breeds trust—be upfront and honest about your diversity issues and goalsShow up and help first before you ask for helpPersonal contact, interaction, and conversations bring about more behavior and attitude change than trainingChapter 12 What to Do If You See or Hear Casual Racism or Sexism at WorkDoing nothing creates one of two kinds of guiltPersonal guiltCollective guilt—this one is worseThe bystander effectFive effective tactics tuse, whether you’re the target or a bystanderChapter 13 Recruiting and Interviewing Diverse CandidatesEliminate inherent biasStop “picturing” your ideal candidateRewrite your job descriptions to remove biasDo’s and don’ts for writing more inclusive job descriptionsHow to find diverse talent—six effective no-cost/low-cost tacticsHow to interview diverse candidates—six best practicesChapter 14 Mentoring, Networking, and Checking In: Three Big Ways You Can Help Your Diverse Employees Succeed It’s not coddling—it’s your jobTheir success is your successYour support is not favoritism: four reasons why it’s fairYour advocacy can be a game-changerPART IV Lead Your Colleagues, Customers, Partners, and EmployeesChapter 15 The Leader’s Role: Guiding and Setting the ExampleIf you are a White male in a leadership role, you can have a greater impact than anyoneYour views on diversity are seen as “neutral” and credible (not so for women and minorities)Here’s your chance to make a real differenceLead by example—walk the talkIt starts with naming the elephant in the room—if you can’t do it, who can?Foster safe discussion of touchy issues by modeling how to address them head-onWhat to say when horrific and racist things happen in the world—eight do’s and don’tsChapter 16 Reducing Tokenism and Bias: Give Your Diverse Employees and Suppliers a Genuine Seat at the TableFive do’s and don’ts for avoiding tokenism in hiringTwo key steps to avoid tokenism in professional development and promotionsChapter 17 Dealing with Naysayers and DerailersThree ways to deal with naysayersThe different types of derailers and their motivationsYou can change the people—or “change the people”Chapter 18 You’re Not Finished. Keep Trying. Keep Evolving.Worst thing you can do: “launch and abandon”Do’s & don’ts for maintaining tractionAssess progress/address problemsDon’t be afraid to refine it along the wayExpect to educate/and repeat/and repeatKeep your ear to the ground/listen to the hallway chatterCelebrate successSet new goals and strategies to strengthen ongoing effortsAppendix    Helpful Terms and ResourcesHelpful TermsBIPOCDE&IDefinitions of Diversity, Equity, and InclusionLGBTQ+POCStructural RacismSystemic RacismWhite PrivilegeHelpful ResourcesBest Job Boards for Diversity and InclusionHBR’s 10 Must Reads on DiversityLinkedIn’s Diversity Recruiting GuideEnergetic Awakenings

Select Guide Rating