Daisy Auger-Domínguez (she/her/ella)

Corporate interest in and action on diversity, equity, and inclusion (DEI), which had risen sharply following the #MeToo and Black Lives Matter movements, has faded as economic uncertainty, shrinking profits, and political attacks have shifted leaders’ priorities. Daisy Auger-Domínguez, until recently the chief people officer at VICE Media, kept the company focused on DEI principles as it navigated these changes. Her success came in part from persistence and in part from how she and her team… Show more

Corporate interest in and action on diversity, equity, and inclusion (DEI), which had risen sharply following the #MeToo and Black Lives Matter movements, has faded as economic uncertainty, shrinking profits, and political attacks have shifted leaders’ priorities. Daisy Auger-Domínguez, until recently the chief people officer at VICE Media, kept the company focused on DEI principles as it navigated these changes. Her success came in part from persistence and in part from how she and her team were able to embed DEI principles into many of the company’s core employee and management processes. Show less

Unaddressed and unresolved interpersonal tensions and toxic behavior can lead to organizational failure. They can impact team performance, collaboration, and productivity, create operational friction among teams, and cause employees to feel disengaged, distrustful, and unmotivated. While conflict at work is inevitable, we often have our own agency to proactively root out problems and stop them from escalating swiftly with empathy, accountability, self-awareness, and courage. The author, a Chief… Show more

Unaddressed and unresolved interpersonal tensions and toxic behavior can lead to organizational failure. They can impact team performance, collaboration, and productivity, create operational friction among teams, and cause employees to feel disengaged, distrustful, and unmotivated. While conflict at work is inevitable, we often have our own agency to proactively root out problems and stop them from escalating swiftly with empathy, accountability, self-awareness, and courage. The author, a Chief People Officer, offers five steps to do this: 1) Root out toxic behavior and tensions, 2) seek to understand, not just be understood, 3) assess the right time to intervene, 4) ask for help, and 5) repair harm; repair trust. Show less

Sometimes in your efforts to be inclusive and call out injustice, you accidentally cause harm to others. Perhaps you use words that some find offensive, or you neglect to name all of the groups that are suffering the injustice, or you make some other misstep you don’t recognize until someone brings it to your intention. This is to be expected, and what matters is how you respond. The author, an HR leader and DEI expert, offers guidance for how to respond you’ve been called out for making a… Show more

Sometimes in your efforts to be inclusive and call out injustice, you accidentally cause harm to others. Perhaps you use words that some find offensive, or you neglect to name all of the groups that are suffering the injustice, or you make some other misstep you don’t recognize until someone brings it to your intention. This is to be expected, and what matters is how you respond. The author, an HR leader and DEI expert, offers guidance for how to respond you’ve been called out for making a mistake that hurts others. She suggests that you own it (rather than getting defensive), you create a space for dialogue, learning, and humility, you model courageous conversations, and call in a friend for feedback. Most importantly, don’t let your fear of making another mistake hold you back. Show less

Learning to speak up about diversity is uncomfortable — but it’s critical for leaders who want to build inclusive workplaces. To get over your fears, ask the right questions, read up on books and other resources that will help you better understand your marginalized colleagues, and learn to embrace the discomfort of talking about and tackling tough issues.

Daisy Auger-Domínguez no quiere que pase una década antes de que las mujeres y las minorías tengan un papel relevante en un sector, el de la tecnología, en el que la participación de ambos grupos es muy baja. "Quiero que sea en menos tiempo", dice rápidamente cuando se le pregunta cuánto va a tomar encontrar este sano equilibrio.