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Message 111: BUSINESS WRITINGSession 2 Pre-Training Handout

Your Survivor JourneyYou arechosen.Fate putsyou in atribe.Youcompete.You win.You moveon to themerge. for the title of SOLE SURVIVOROutwit. Outplay. Outlast.

Welcome to “The Survivor Elevate Games: Building Bonds to Outlast WorkplaceChallenges”—a high-energy, challenge-based workshop where you and your tribe will competefor glory, growth, and the grand prize!Before you enter the arena, we’re giving you a powerful advantage: this curated Pre-WorkshopReading Packet. Think of these short articles as your strategic survival tools—each one mapsdirectly to a challenge you’ll face during the sessions.“You have been chosen, This is youradventure. Your story.”You’ll find:A quick summary of each articleA set of Questions for Thought to sharpen your strategyKey insights that can give your tribe a competitive edgethe full articlesWhy Read? Tribes that come in prepared willthink faster, collaborate better, and win smarter.These readings are packed with practical movesfor building trust, repairing missteps, masteringinclusive language, and leading with clarity.Pro Tip: Read 1–2 articles per day in the weekleading up to the workshop. Jot down any “aha!”moments—you might just use them to win aTribal Council vote or dominate a challenge.Let’s get ready to outthink, outtalk,and outcollaborate the competition.

References1.How to write an email with military precision Sehgal, K. (2016, November 22). How to writeemail with military precision. Harvard Business Review. https://hbr.org/2016/11/how-to-write-email-with-military-precision2.How to Make Your Organization’s Language More Inclusive Hamilton, O. S., Kohler, L., Cox,E. B., & Lordan, G. (2022, March 18). How to make your organization’s language moreinclusive. Harvard Business Review. https://hbr.org/2022/03/how-to-make-your-organizations-language-more-inclusive 3.Three small Ways to be a more inclusive Colleague Bourke, J. (2021, December 13). 3 smallways to be a more inclusive colleague. Harvard Business Review. https://hbr.org/2021/12/3-small-ways-to-be-a-more-inclusive-colleague 4.Queen’s University Inclusive Language Professional Studies Staff. (2023, May 15). A shortguide to inclusive language. Professional Studies | Queen’s University.https://pros.educ.queensu.ca/blog/inclusivelanguage “This is your team’s secretweapon. STUDY UP!”

Challenge 1: Effective Email CommunicationArticle: “How to Write Email with Military Precision” by KabirSehgalSummary: Kabir Sehgal shares techniques from military communication to enhance email effectiveness. Keystrategies include using clear subject lines with specific keywords, presenting the Bottom Line UpFront (BLUF), and maintaining concise, active language. These methods aim to improve clarity,efficiency, and response rates in professional email correspondence.Questions for Thought:How can structuring emails with a clear BLUF improve communication outcomes?What are common pitfalls in email communication that you can avoid?How does precise language in emails affect the recipient's understanding and response?

Article 1How to Write Email with Military Precisionby Kabir SehgalNovember 22, 2016Summary When you send an email, the first thing your recipient sees is the subject line, so make sure it’s as clear as possible:What is your email’s purpose? What do you want your recipient to do? Take a page from military personnel. Theirsubject lines use keywords in all caps to note the email’s purpose. For example: INFO – For informational purposes onlyREQUEST – Seeks permission or approval by the recipientACTION – The recipient must take some action These demarcations might seem obvious or needlessly exclamatory,but they make your emails stand out in the recipient’s inbox. So if you need to send your direct reports a statusupdate, try using the subject line: INFO – Status Update. If you need your manager to approve your vacation request, you could write REQUEST – Vacation. Using these key words also forces you to think about what you really want from someonebefore you contribute to their email clutter.In the military, a poorly formatted email may be the difference between mission accomplished and mission failure.During my active duty service, I learned how to structure emails to maximize a mission’s chances for success. Sincereturning from duty, I have applied these lessons to emails that I write for my corporate job, and my missives haveconsequently become crisper and cleaner, eliciting quicker and higher-quality responses from colleagues and clients.Here are three of the main tips I learned on how to format your emails with military precision:“Mission accomplished? Ormission failure. It’s up to you!”

1. Subjects with keywords. The first thing that your email recipient sees is your name and subject line, soit’s critical that the subject clearly states the purpose of the email, and specifically, what you want them todo with your note. Military personnel use keywords that characterize the nature of the email in the subject.Some of these keywords include:ACTION – Compulsory for the recipient to take some actionSIGN – Requires the signature of the recipientINFO – For informational purposes only, and there is no response or action requiredDECISION – Requires a decision by the recipientREQUEST – Seeks permission or approval by the recipientCOORD – Coordination by or with the recipient is neededThe next time you email your direct reports a status update, try using the subject line: INFO – StatusUpdate. And if you need your manager to approve your vacation request, you could write REQUEST –Vacation. If you’re a project manager who requires responses to your weekly implementation report fromseveral people, type ACTION – Weekly Implementation Report. These demarcations might seem obvious orneedlessly exclamatory because they are capitalized. But your emails will undoubtedly stand out in yourrecipient’s inbox, and they won’t have to work out the purpose of your emails. (It also forces you to thinkabout what you really want from someone before you contribute to their inbox clutter.)“Just tell me why you’reemailing me.”Action ~ Sign ~ Info ~ Decision~ Request~ Coord

2. Bottom Line Up Front (BLUF). Military professionals lead their emails with a short, staccato statement knownas the BLUF. (Yes, being the military, there is an acronym for everything.) It declares the purpose of the email andaction required. The BLUF should quickly answer the five W’s: who, what, where, when, and why. An effectiveBLUF distills the most important information for the reader. Here’s an example BLUF from the Air ForceHandbook:BLUF: Effective 29 Oct 13, all Air Force Doctrine Documents (AFDDs) have been rescinded and replaced by coredoctrine volumes and doctrine annexes.The BLUF helps readers quickly digest the announcement, decision, and when the new procedures go into effect.The reader doesn’t necessarily want to know all the background information that led to the decision. He or shelikely wants to know “how does this email affect me?” and the BLUF should answer this question every time.For my corporate job, I don’t use the acronym “BLUF” because it would be unclear to recipients, but I have startedleading with “Bottom Line” in bold at the start of my notes. Sometimes, I even highlight the bottom line in yellowso that my point is abundantly clear. Here is an example of a BLUF adapted for corporate use:Subject: INFO – Working from homeShannon,Bottom Line: We will reduce the number of days that employees can work from home from three to one day perweek effective December 1st.Background:This is an effort to encourage team morale and foster team collaborationAll members of the management committee supported this decisionShannon knows that no response is required because it was marked INFO. She also quickly grasps the informationin the email because of the Bottom Line. Because this is a big change in corporate policy, background details areprovided to show that the decision is final, supported by management, and intended to result in positive effectsfor the company.

3. Be economical. Military personnel know that short emails are more effective than long ones, so they try to fitall content in one pane, so the recipient doesn’t have to scroll. They also eschew the passive voice because ittends to make sentences longer, or as the Air Force manual puts it, “Besides lengthening and twisting sentences,passive verbs often muddy them.” Instead, use active voice, which puts nouns ahead of verbs, so it’s clear who isdoing the action. By using active voice, you are making the “verbs do the work for you.” Instead of, “The factorywas bombed by an F18,” military professionals would say, “An F18 bombed the factory.”Even though short emails are usually more effective, long emails abound, even in the military. If an emailrequires more explanation, you should list background information after the BLUF as bullet points so thatrecipients can quickly grasp your message, like in the above example.Lastly, to prevent clogging inboxes, military professionals link to attachments rather than attaching files. This will force the recipient to check the website that has the attachment, which will likely provide the mostrecent version of a file. Also, the site will verify that the recipient has the right security credentials to see the file,and you don’t inadvertently send a file to someone who isn’t permitted to view it.“Be active, and don’t make meread your long-winded email.”

Here is an email example for corporate use that uses keywords in the subject, bottom line, background bullets, andactive voice:Subject: INFO – Meeting ChangeShannon,Bottom Line: We scheduled the weekly update meeting for Thursday at 2 PM CST to accommodate the CFO’sschedule.Background:We searched for other available times, but this is the only time that works, and it’s important that you are onthe call, so that you can address your P&L.CFO will be in Boston on Thursday meeting at an offsite with the management committee.He wants to review the financial report that can be found here (insert link) before the call.By adopting military email etiquette, you will introduce a kernel of clarity to your correspondence and that of yourcolleagues and clients.“It’s really that easy.”

Challenge 2: Promoting Inclusive LanguageArticles:“How to Make Your Organization’s Language More Inclusive” by Odessa S.Hamilton, Lindsay Kohler, Elle Bradley Cox, and Grace Lordan“A Short Guide to Inclusive Language” by Queen’s University ProfessionalStudies StaffSummary: These articles collectively emphasize the importance of inclusive language in fostering a respectful and equitableworkplace. They provide practical guidance on avoiding biased terms, recognizing the impact of word choices, andadopting language that reflects diversity and inclusion. Implementing these practices can lead to a more supportiveand collaborative work environment.Questions for Thought:What are some examples of non-inclusive language you have encountered, and how did they affect the workplaceatmosphere?How can you actively incorporate inclusive language into your daily communication?What steps can your organization take to promote and sustain inclusive language practices?

Article 2How to Make Your Organization’s Language More Inclusiveby Odessa S. Hamilton, Lindsay Kohler, Elle Bradley Cox and Grace LordanMarch 18, 2022Summary Using exclusionary language isn’t just about offending others; research has made its harmful effects clear. To create atruly inclusive culture, it’s critical that you take a hard look at how people in all areas of your company are usinglanguage. The authors present four ways you as leader can encourage the use of inclusive language in your company.First, make sure your recruiters and hiring managers slow down and pay attention to the language they use whendrafting job postings, with an eye toward removing non-neutral terms. Second, create a list of words that areforbidden in product development. Third, pair internal company guidance that includes practical, accessible tips thatcan be put into immediate action (for example, an inclusive vocabulary reference guide) with straightforward tools,such as the “inclusive language” feature available in Microsoft Office, which suggests neutral alternatives to biasedlanguage used in professional communications. Finally, choose ambassadors who are highly visible in the companyto support your inclusive language initiatives.We’ve all become increasingly aware of the importance of language in creating inclusive and equitable workcultures. Words matter, and many bygone words and phrases seem antiquated and even shocking today. Yet themodern-day professional vocabulary is still littered with exclusionary terms. To create a truly inclusive culture, it’scritical that you take a hard look at how people in all areas of your company are using language.Many groups are harmed by exclusionary language. For example, gender-biased terms that favor maleinvolvement and symbolize male dominance are common in the workplace, despite the availability of gender-neutralalternatives. Consider that a board chair is typically identified as a chairman when “chair” would suffice, and thatpeople often make unnecessary distinctions such as “lady boss” instead of just “manager” or “boss.”

Our language can also exclude many other groups of workers. Until very recently, few would have raised an eyebrowif “blacklisted” was used to describe a rejection while “whitelisted” was used to describe approval. In a world wherepeople are described as Black or white based on their skin tone, a consistent negative association with the word“black” can act as an unconscious signal that disadvantages Black colleagues. People with mental health challengesalso face an uphill battle in addressing the negative connotations of misused descriptors like “mental,” “crazy,” “OCD,”and “psycho” in casual conversation. And colleagues who aren’t “digital natives” are left to battle assumptions thatthey’re not tech-savvy and language that disparages their technological adaptability, such as “dino,” “seniormoment,” and “silver surfer.”Using exclusionary language isn’t just about offending others; research has made its harmful effects clear. Forexample, gender-loaded language reinforces inaccurate assumptions about the roles that men and women shouldoccupy — and can successfully reach — in the workplace. One recent study revealed a clear connection between how using gendered language reinforces narratives aroundgender roles, and goes a step further to suggest that the choice to use these specific words could be unconsciouslydriven by harmful stereotypes. And nonbinary colleagues struggle to be accepted in workplaces that haven’tadopted pronouns and other vocabulary that affirms their identities.Here are four ways you as leader can encourage the use of inclusive language in your company.Review job postings to ensure language neutrality.Job postings often contain non-neutral language that attracts certain types of applicants and repels others. Forexample, simply using the word “competitive” has been shown to deter more women than men from applying for ajob, and gender-biased language may also contribute to the underrepresentation of women in STEM. Terms like“hacker” or “ninja” in job postings are not only hard for many people to identify with, they’re also unnecessarybecause neutral and more widely understood alternatives (“programmer,” “software engineer,” “developer,” etc.) areavailable. Further, language related to ageist stereotypes in job advertisements, such as “must be a digital native,” hasbeen linked to discriminatory practices.Make sure your recruiters and hiring managers slow down and pay attention to the language they use when draftingjob postings, with an eye toward removing non-neutral terms. To help with this review process, new artificialintelligence products are becoming available and Google is already offering their everyday users help with gender-neutral language by suggesting alternatives to gendered terms.

Create a list of words that are forbidden in product development.Language used in product branding ultimately funnels down to customers through its many touchpoints, fromdistribution to marketing to procurement. Global companies are in a privileged position of shaping society — inboth positive and negative ways — through the language they use in product development. For example,consider 1992’s Teen Talk Barbie doll, which was widely criticized for its recorded message, “Math class istough!”, and how it was considered an early-life deterrent from young girls pursuing STEM.To this end, maintain an evolving list of barred words for the product development cycle, including terms like“the elderly,” “manhours,” “bugger,” or “crazy,” with consideration also given to catchphrases (like “math class istough!”) that reinforce unhelpful stereotypes. Then, create checkpoints in the product cycle to regularly screenfor those terms and phrases to catch them early. We’re optimistic that, over time, these lists will ensure thatexclusionary language has no place in major firms’ product development.Create a guide to inclusive language.Adapting to the use of inclusive language offers us a chance to grow and become better communicators. It alsohelps leaders and employees become better allies. Pair internal company guidance that includes practical,accessible tips that can be put into immediate action (for example, an inclusive vocabulary reference guide)with straightforward tools, such as the “inclusive language” feature available in Microsoft Office, which suggestsneutral alternatives to biased language used in professional communications. These guides and tools should beused in tandem with one another, be easily accessible to employees, and allow for input and co-creation acrossthe organization.

Implementing such guidance and tools will have big benefits for leaders. First, it means that employees can enjoythe freedom of going about their workday in a culture that uses respectful language. This reduces cognitive loadand lessens psychological strain, which is well known to improve performance. Second, given that non-inclusivelanguage can repel marginalized populations from a company, investing in curating such a guide is an investmentin attracting and retaining diverse talent.Leverage the messenger effect.Choose ambassadors who are highly visible in the company to support your inclusive language initiatives. Thesemay be colleagues who are at the top of the organization or those who have ample soft power. Having a visibleperson take an action makes others much more likely to follow suit.Have these ambassadors keep it simple and focus on small but powerful changes. For example, ask them tonormalize the practice of meeting participants introducing themselves with their name, job title, and pronouns.Similarly, coach them on how to call out language misuse when they see it. Gentle correction, privately and in themoment, is a powerful way to give feedback. For example, try saying, “Hi John, I know you didn’t mean anythingby it, but I’d prefer if we said ‘Well done, all’ instead of ‘Well done, guys.’”As you craft your company’s inclusive language plans, be aware that best practices are constantly changing. Anapproach that is inspired and informed by people across all levels of the organization can help you stay currentwith the latest language evolutions and preferences. It will also put you on the right foot to get ahead and lead inthis important movement.

Article 33 Small Ways to Be a More Inclusive Colleagueby Juliet BourkeDecember 13, 2021Summary Over the last three years the author has been investigating the impact of peer relationships on an individual’sexperience of inclusion at work. She found that peers have the power to include or exclude other individuals, and theexercise of that power can make a meaningful difference to work performance. Peer inclusion is demonstratedthrough three small acts that can make a world of difference: 1) Instrumental assistance, or acts that help a peer toperform their work tasks (such as by providing information, making introductions to contacts, giving endorsementsin meetings, or offering advice); 2) Emotional bonding, or socializing with their peers, joking and banter, as well asproviding space for venting and showing an authentic interest in a peer’s personal life; and 3) embodied connection,creating and communicating a closer connection with through body language and the sharing of space, such aswalking to a meeting together or pulling a chair closer during a conversation.Already a hot topic, creating an inclusive workplace has become even more critical for organizations seeking toattract and retain talent, and enhance productivity. Historically, companies have focused on putting in placeorganizational diversity policies. More recently the focus has shifted to inclusive leadership and the powerful roleplayed by leaders in setting the tone, modeling inclusive behaviors, and calling people to account. Both of thesestrategies are critical, but they overlook the significance of peer relationships.

There’s a good reason for that. In academic literature as well as industry practice, inclusion has beenconceptualized as a psycho-social experience between an individual and a group. In other words, only a group (or aleader as representative of a group) has the power to make an individual feel fairly treated, valued, respected andconnected. But is that really right?Over the last three years I’ve been investigating the impact of peer relationships on an individual’s experience ofinclusion. My first study involved deep-dive interviews with 21 diverse employees working in different projectteams in a global firm. In a second ethnographic study, I observed the regular meetings of a project team(comprising people of different nationalities, technical capabilities and gender) over a period of two months to seeif (and how) inclusive behaviors between peers manifested themselves in practice. In other words, I took out amicroscope to explore people’s granular experiences, and then zoomed back out to make sense of the relationshipbetween small acts of inclusion/exclusion, an individual’s job performance, and team effectiveness more broadly.Here’s what I learned.Interpersonal inclusion is manifested by and developed through three sets of behaviors.The interviewees from my first study told me in no uncertain terms that peers absolutely have the power toinclude or exclude, and the exercise of that power makes a meaningful difference to work performance. Further,both studies identified that peer inclusion is demonstrated through three different types of behaviors:1.Helping each other out2. Taking emotional care ofothers3. Making physical connections

1. Helping each other outThese behaviors, which I call “instrumental assistance,” are those which help a peer to perform their work tasks,such as by providing information, making introductions to contacts, giving endorsements in meetings, and offeringadvice.What’s significant about these actions is that they are discretionary and fall outside the strict ambit of one’s jobdescription. For example, one senior manager told me of a peer who came out of a meeting and quickly gave hima heads-up on what was covered rather than waiting until the end of the week and the formal project statusreport.During my observations, I often saw peers subtly endorse and amplify each other (eg “As Pedro said…”), thushelping to underscore a peer’s point and increasing their potential influence over proceedings. This particularbehavior is reminiscent of a technique reportedly used by President Obama’s female staffers to reinforce andamplify points made by their female peers.2. Taking emotional care of othersThis refers to the care, support and personal interest people demonstrate towards their peers, which helps todevelop emotional bonds. Interviewees spoke about socializing with their peers, joking and banter, as well asproviding space for venting and showing an authentic interest in a peer’s personal life (e.g. children, pets, orsport). One junior employee told me about how he and his peer started each day with “some kind of little joke,”while many others talked about taking a quick break from the office environment to have a coffee together. Ofcourse, with the advent of lockdown, socializing occurred less frequently, but that was countered by anobservable increase in the practice of checking in with peers at a more personal level at the beginning or end ofonline meetings.

3. Making physical connectionsThe third behavior, which I call “embodied connection,” refers to the ways in which team members use their physicalbeings to create and communicate a closer connection through body language and the sharing of space. Forexample, interviewees talked about walking together to meetings, deliberately sitting next to each other, or if ameeting was virtual, sharing their personal backgrounds rather than using an impersonal corporate photo, andexaggerating positive non-verbal cues such as smiling and nodding.What’s clear about these examples, is that each involved a pint-sized effort. Nevertheless, the impact was profoundpsycho-socially regarding feeling included, especially when these micro acts of interpersonal inclusion wereaccumulated over time.Interpersonal inclusion is a reciprocal process and is highly beneficial to individual job performance and teameffectiveness.The benefit of interpersonal inclusion between peers is not just psychological, it also has very practicalconsequences in terms of boosting individual job performance and improving team effectiveness, according to all ofthe interviewees. Why? Because each act of interpersonal inclusion is essentially a trade of valuable resources. Itmight be a direct trade (i.e. I give you an act of instrumental assistance and you give me one back) or a diffuse trade(i.e. If I give you the space to vent, I’m building a more supportive culture that will be there for me should I need it).

This makes interpersonal inclusion sound a bit calculating, and interviewees were at pains to play down thatconnotation. They preferred to think of interpersonal inclusion in terms of helping a peer rather than “cashing infavors.” Nevertheless, the reality was that each trade strengthened a peer’s sense of inclusivity (i.e. my peer caresabout me) and provided the practical instrumental and emotional resources needed to do a job.Importantly, given that interpersonal inclusion is a reciprocal process, it can be kick-started by anyone. Thischallenges the traditional conceptualization of inclusion as, by nature, a passive experience, with a person waitingfor an act of inclusion to be extended towards them by the dominant group or the leader. It turns out thatinclusion can be either a passive or active experience, with half of the interviewees saying that they activelyincluded others as a strategy to make themselves feel more included. Further, they did this by using one or moreof the three behaviors of interpersonal inclusion to trigger a reciprocal response. Of course it didn’t always work,but it did tip the odds in their favor. This is a very empowering message.So what does this all add up to? Interviewees told me that these small behaviors have an outsized impact onmotivation and energy (“If you feel included you want to come to work every day, you feel more motivated,” asone told me) as well as psychological safety and thus the flow of information and speed of problem solving(thereby reducing the duplication of effort). Such acts also facilitate deeper insight into a peer’s skills and thusbetter job-matching, as well as helping employees to grow and develop on the job. In sum, interpersonalinclusion between peers helps with retention and growing the quality of employees’ human capital, thuscontributing to team effectiveness more broadly.

On the flip-side: Interpersonal exclusion is damaging and usually subtle.But it’s not all roses. Interviewees described interpersonal exclusion to me as the antithesis of interpersonal inclusion,albeit that it was more likely to be manifested as an omission than commission. In other words, interpersonal exclusionwas often experienced through a failure to provide instrumental assistance, emotional bond, or embodied connectionrather than via an overt act, such as a snide comment.For example, I observed people consistently give endorsements to some peers but not others (and this was not drivenby the peer’s deservedness). I heard about overtures to lunch which were ignored, and I saw people respondimpassively to ideas presented by some but animatedly to those presented by others (once again, irrespective of thequality of the idea).Given these acts were omissions and small in scale, they were difficult for the excluded peer to put their finger on andname for what they were. Nevertheless, the effects were profound in terms of diminishing motivation and energy,constricting channels of communication and causing people to hold back their discretionary effort.Disappointingly, in both phases of my research I saw that those who identified themselves as more different to thegroup than similar were three times as likely to report, and experience, acts of interpersonal exclusion than those whowere similar. Some of these acts seemed deliberate, but many more of them appeared to be unconscious. Peopleseemed unaware of the differences in their behavior towards different peers, and they also underestimated theimpact of their small acts of interpersonal exclusion on their peer, both in terms of job performance as well as theirown team’s effectiveness. In essence, they failed to recognize or give weight to the fact that interpersonal exclusion is aself-defeating behavior, because it restricts access to a larger pool of resources and creates a more transactionalworkplace culture.

If an organization’s objective is to create an inclusive culture, and thus attract and retain talent, this research revealsthe significance of focusing on (horizontal) peer relationships. As such, it complements organizational diversitypolicies and (vertical) inclusive leadership practices. Moreover, it offers practical insights about how to do this byidentifying the nature of interpersonal inclusion, thus making it easier for people to consciously and equitablydemonstrate these behaviors with their peers.In sum, paying much more attention to these small acts of instrumental assistance, emotional bond, and embodiedconnection can make a world of difference especially given that in increasingly flat hierarchies “co-workers are notonly a vital part of the social environment at work; they can literally define it,” as Dab Chiaburu and David Harrisonhave written. In other words, it is peers who help define what is means to work in an inclusive workplace, and thus, inconcert with organizational policies and inclusive leaders, encouraging more inclusive relationships between peerscan help teams to be more effective and organizations to achieve their aspirations.

Article 4A Short Guide to Inclusive Languageby Professional Studies StaffMay 15, 2023By now, most institutions, schools and businesses have taken steps to establish equity, diversity and inclusionprograms. Their purpose, according to equity, diversity, and inclusion consultant Dr. Anita Jack-Davies, “is toaddress barriers faced by traditionally underrepresented groups in the workplace.” Underrepresented groups includewomenracialized peoplespeople with disabilitiesFirst Nations, Métis and Inuit communitiesLGBTQIA+ communitiesVery briefly, equity is about fairness, diversity is about valuing differences, and inclusion is the engagement ofequity and diversity.According to the Linguistic Society of America in its Guidelines for Inclusive Language, inclusive language isdefined as a “language that acknowledges diversity, conveys respect to all people, is sensitive to differences, andpromotes equal opportunities.” Inclusive language is free from words, phrases, and tone that reflect discriminatory or stereotyped views ofunderrepresented people or groups.Observing the following guidelines will help you achieve your goals of equity, diversity and inclusion in yourworkplace.

1. Use inclusive languageIf you’re tasked with writing or editing content that includes terms associated with equity, diversity and inclusion, it’simportant to avoid bias and to use inclusive language. Inclusive language is free from words, phrases, and tone thatreflect discriminatory or stereotyped views of underrepresented people or groups.One suggestion for using inclusive language is to ask individuals or groups which terms and expressions they prefer touse. This includes preferred pronouns, as well as other language choices that align with their identities andexperiences. It’s also important to adopt gender-neutral language, such as using they as a singular pronoun. Many editing associations and style manuals, including APA and AP, endorse this approach to avoid bias and useacceptable vocabulary. Additionally, it is important to avoid stereotypes and culturally appropriative language, and tobe aware of ableist language, such as using terms like crazy or lame.Here are some practical examples of how to use inclusive language:Use non-gendered languageUse non-gendered language to avoid perpetuating gender stereotypes. Instead of using he or she, use they or their.What to do: “The candidate will need to submit their resume and cover letter.”What not to do: “The candidate will need to submit his resume and cover letter.”Use culturally appropriate languageAvoid using language that stereotypes or appropriates other cultures. For example, avoid using phrases like spiritanimal or pow wow unless you are referring specifically to Indigenous cultures.What to do: “That really resonates with me” instead of “That’s my spirit animal.”What not to do: “Let’s pow wow to discuss this further.”Avoid ableist languageAvoid using language that is offensive or derogatory toward people with disabilities. For example, avoid using theword lame as a negative descriptor, as it reinforces negative stereotypes about people with mobility impairments.

What to do: “That’s not a viable option” instead of “That’s lame.”What not to do: “I can’t believe you’re using a wheelchair, I feel sorry for you.”2. Update your knowledgeLanguage conventions change over time, and so do the acceptability of terms that refer to underrepresentedpeople and groups. So, it’s a good idea to check in regularly to see if a term you’re using is considered current.For example, Greg Younging says in Elements of Indigenous Style: A Guide for Writing By and About IndigenousPeoples that the term Aboriginal, which is still an appropriate term, “is being replaced by Indigenous—a choiceoften made by Indigenous Peoples themselves.” Similarly, Anita Jack-Davies notes that the term people ofcolour has fallen out of use, and that racialized peoples is now the more acceptable term.While it may seem overwhelming to stay up to date with current inclusive language terminology, there areseveral resources available to support you in this effort. Read on.3. Explore inclusive language resourcesHere are some resources we love. They can help you stay current and up to date on inclusivity.Conscious Style GuideConscious Style Guide, founded by Karen Yin, is a website dedicated to promoting the use of consciouslanguage to empower instead of limit. It provides style guides covering terminology for various communitiesand articles debating usage to help writers and editors think critically about language.Editing Canadian English, 3rd Edition, Chapter 2: Inclusivity“Update yourknowledge”

Editing Canadian English, by Editors Canada, devotes an entire chapter to the principles and considerationsregarding inclusive language and the editor’s role in observing and maintaining best practices. “It isn’t the editor’sjob to set standards for inclusive, non-racist, and non-stereotyped use of language. It is, however, the editor’s jobto ensure that bias does not creep into the text” (2.1, Principles to consider).Elements of Indigenous Style: A Guide for Writing By and About Indigenous PeoplesElements of Indigenous Style: A Guide for Writing By and About Indigenous Peoples, by Gregory Younging, is aguide for writers and editors to navigate style and process issues when creating works about Indigenous Peoples.It provides advice on culturally appropriate publishing practices, terminology, and specific editing issues, with casestudies of best practices.Gender-Neutral Writing: The Pronoun ProblemThis article by Frances Peck explores the challenges and solutions of gender-neutral writing in the Englishlanguage, specifically regarding pronoun usage. It provides a rundown of where some sources stand on using thesingular they in formal writing. Overall, gender-neutral language is essential for avoiding bias and stereotypes inprofessional writing.National Center on Disability and Journalism: Disability Language Style GuideThe Disability Language Style Guide offers guidance for journalists and communicators on how to refer to peoplewith disabilities. Some basic guidelines include referring to a disability only when relevant, using caution withwords like disorder and special. The guide also emphasizes the fact that language preferences differ amongindividuals, and it encourages double-checking on a case-by-case basis.Words Matter: Guidelines on Using Inclusive Language in the WorkplaceThe Words Matter guide from the BC Public Service provides principles and suggestions to support using inclusivelanguage in the workplace. Inclusive language is free from discriminatory views and does not exclude individuals.The guide emphasizes the importance of building and maintaining a respectful workplace and offers tips forsupervisors and employees to reinforce inclusion and diversity. The guide also encourages curiosity, seeking outdiverse perspectives, and having an empathetic mindset when using inclusive language.The use of inclusive language is essential in creating an environment that values diversity, promotes inclusivity,and fosters a positive work culture. By following the guidelines and examples provided in this blog, you can help toensure that your language is free from prejudice, stereotypes, and discriminatory views, which will help toencourage an accepting and respectful workplace. Remember, inclusive language is not only about using preferredpronouns. It is also about avoiding stereotypes and cultural appropriation, being mindful of ableist language, andusing non-gendered language. Let’s continue to educate ourselves, be curious and empathetic, and championinclusion and diversity in all our communications. Together, we can make a difference and create a more inclusiveand equitable world.

Looking ahead...Tally Up and Prizes!Facilitators will tallyup points for part oneand award prizesaccordingly THE MERGE: Every survivor forthemselves... ...for the title of SOLE SURVIVOR!