full transcript

From the Ted Talk by Rosalind G. Brewer: How to foster true diversity and inclusion at work (and in your community)

Unscramble the Blue Letters

RB: Sure. It's been my experience that I see tons of great, diverse talent coming in to companies, and then they're stuck. And what I see is the pipeline is very weak at a certain level, and once it gets to the point of trying to dcidee on a succession plan for who's next in line for the big jobs, there's this gerat talent that's like that mid-level manager area, then there's a big gap, and then there's maybe two at the top. And it puts a lot of pressure on those two on the top to try and go down and grab those that are just, maybe been with the company for two to five years, and lift them up. So what I think about is: How do we give extraordinary experiences to our youngest dsierve talent so that they can get that exposure early on and begin to develop elray on just like their white prees? And I think sometimes we celebrate too much that they are part of the company, but what we need to celebrate is, where is their prgoriosesn? Where is their opportunity for growth? Who's lneistnig to them, and who has their hndas on them? And one of the things that we're doing at sarutkcbs is really having srectturud mentorship. But the mentorship looks a lot more like being a sponsor. And so, our eetvxicue leaders will be responsible for the development of our young, diverse talent and making sure that they're getting that exposure and those opportunities. And just imagine if you're a new hire in the company, and someone wants to meet with you at a sinoer level once a month, twice a year, even — that's game-changing. And so we have to reach our ynuog talent early, and now this pipeline has got to close. We've got to fill it up and close this gap, because if not, I don't see a pathway for diverse executives, C-suite executives, in the next, I would say, three to five years, I don't see a lot of placements hpanpeing.

Open Cloze

RB: Sure. It's been my experience that I see tons of great, diverse talent coming in to companies, and then they're stuck. And what I see is the pipeline is very weak at a certain level, and once it gets to the point of trying to ______ on a succession plan for who's next in line for the big jobs, there's this _____ talent that's like that mid-level manager area, then there's a big gap, and then there's maybe two at the top. And it puts a lot of pressure on those two on the top to try and go down and grab those that are just, maybe been with the company for two to five years, and lift them up. So what I think about is: How do we give extraordinary experiences to our youngest _______ talent so that they can get that exposure early on and begin to develop _____ on just like their white _____? And I think sometimes we celebrate too much that they are part of the company, but what we need to celebrate is, where is their ___________? Where is their opportunity for growth? Who's _________ to them, and who has their _____ on them? And one of the things that we're doing at _________ is really having __________ mentorship. But the mentorship looks a lot more like being a sponsor. And so, our _________ leaders will be responsible for the development of our young, diverse talent and making sure that they're getting that exposure and those opportunities. And just imagine if you're a new hire in the company, and someone wants to meet with you at a ______ level once a month, twice a year, even — that's game-changing. And so we have to reach our _____ talent early, and now this pipeline has got to close. We've got to fill it up and close this gap, because if not, I don't see a pathway for diverse executives, C-suite executives, in the next, I would say, three to five years, I don't see a lot of placements _________.

Solution

  1. early
  2. listening
  3. decide
  4. structured
  5. progression
  6. starbucks
  7. young
  8. peers
  9. diverse
  10. happening
  11. great
  12. senior
  13. executive
  14. hands

Original Text

RB: Sure. It's been my experience that I see tons of great, diverse talent coming in to companies, and then they're stuck. And what I see is the pipeline is very weak at a certain level, and once it gets to the point of trying to decide on a succession plan for who's next in line for the big jobs, there's this great talent that's like that mid-level manager area, then there's a big gap, and then there's maybe two at the top. And it puts a lot of pressure on those two on the top to try and go down and grab those that are just, maybe been with the company for two to five years, and lift them up. So what I think about is: How do we give extraordinary experiences to our youngest diverse talent so that they can get that exposure early on and begin to develop early on just like their white peers? And I think sometimes we celebrate too much that they are part of the company, but what we need to celebrate is, where is their progression? Where is their opportunity for growth? Who's listening to them, and who has their hands on them? And one of the things that we're doing at Starbucks is really having structured mentorship. But the mentorship looks a lot more like being a sponsor. And so, our executive leaders will be responsible for the development of our young, diverse talent and making sure that they're getting that exposure and those opportunities. And just imagine if you're a new hire in the company, and someone wants to meet with you at a senior level once a month, twice a year, even — that's game-changing. And so we have to reach our young talent early, and now this pipeline has got to close. We've got to fill it up and close this gap, because if not, I don't see a pathway for diverse executives, C-suite executives, in the next, I would say, three to five years, I don't see a lot of placements happening.

Frequently Occurring Word Combinations

ngrams of length 2

collocation frequency
key partnerships 3
diverse talent 3
business leaders 2
change happen 2
business leader 2
courageous conversations 2
deeply personal 2

Important Words

  1. area
  2. big
  3. celebrate
  4. close
  5. coming
  6. companies
  7. company
  8. decide
  9. develop
  10. development
  11. diverse
  12. early
  13. executive
  14. executives
  15. experience
  16. experiences
  17. exposure
  18. extraordinary
  19. fill
  20. gap
  21. give
  22. grab
  23. great
  24. growth
  25. hands
  26. happening
  27. hire
  28. imagine
  29. jobs
  30. leaders
  31. level
  32. lift
  33. line
  34. listening
  35. lot
  36. making
  37. manager
  38. meet
  39. mentorship
  40. month
  41. opportunities
  42. opportunity
  43. part
  44. pathway
  45. peers
  46. pipeline
  47. placements
  48. plan
  49. point
  50. pressure
  51. progression
  52. puts
  53. reach
  54. responsible
  55. senior
  56. sponsor
  57. starbucks
  58. structured
  59. stuck
  60. succession
  61. talent
  62. tons
  63. top
  64. weak
  65. white
  66. year
  67. years
  68. young
  69. youngest