See  How The Way is Different

Peggy Nagae, COO, Senior Consultant

  • Engages the head and the heart

  • Prioritizes experiential learning

  • Leans Into difficult conversations

  • Engages white men to drive diversity efforts

  • Examines D&I through a dominant group lens

  • Links a commitment to diversity with leadership development

  • Changes the collective thinking through which pressing issues are addressed

  • Promotes the productivity and profitability that can emerge from genuine cultural change

  • Engages only the thinking brain

  • Prioritizes training over changing mindsets

  • Avoids uncomfortable topics

  • Ignores, sidelines and/or blames white men

  • Focuses only on non-dominant groups, such as people of color, white women and LGBTQ

  • Limits leadership development priorities to management or business skills

  • Attempts to “fix a problem” so the organization can move on to other pressing issues

  • Incorporates threats and negative business incentives


Planning The Strategic Road Map

Informed by a Readiness Assessment, an organization finds its own pathway towards diversity. Once a critical mass of executive leaders is built, the organization reaches the tipping point that makes it impossible to return to the status quo.


A straightforward, yet important measure to help you determine where to begin the process of systemic transformation. Based on 7 Readiness Indicators, we partner with you to evaluate the results, and develop a custom plan to create a critical mass of committed leaders.


  1. Diversity sponsors have C-Suite access and influence
  2. White male leaders willing to speak out and lead
  3. Focus on long-term systemic change vs. quick-fix solutions
  4. D&I efforts are aligned with leadership development
  5. Focus on transforming culture vs. compliance training
  6. Willing to stay the course through turbulence and ambiguity
  7. Time and resources to ensure long term commitment


Entry Point 1

Builds Leadership Curiosity and Engagement | 12-18 months

Entry Point 2

Cultivates a Sponsor Group | 6-12 months

Entry Point 3

Reaching Critical Mass | 25-36 months

Building Critical Mass typically takes three to eighteen months depending on the stage of organizational readiness. It strives to create a tipping point for a critical mass of desat-contactcourageous leaders who are energized to  commit to an ongoing D&I change journey.


Reaching critical mass, an organization moves into Full Partnership which builds engagement and alignment across a greater breath of the organization, helping heart-felt leaders practice new behaviors and embed them into the process of leading inclusively.


• Raise Consciousness & Competenceupdown-arrow

• Grow Individuals, Team, Organizational Effectiveness

• Engage more Employees and People Managers

Leaders emerge from Phase 1 with consciousness, competence and courage,  ready to lead the organization into Phase 2 full partnership.


  • Focus on personal transformation that enables organization change
  • Practice the 8 Critical Leadership Skills
  • Inspire senior leaders to be courageous and visible change agents
  • Embrace D&I as an ongoing process, rather than a check-the-box solution


The WMFDP WAY accelerates diversity efforts by removing obstacles and creating opportunities for courageous leaders.

Obstacles                                     Opportunity

  • Apathy, Status Quo | Enlightened Self-Interest
  • Fear, Breaking Rank | Freedom to Embrace Turbulence and Ambiguity
  • Ignorance, Lack of Awareness | Clarity, Consciousness, Confidence


Factors that drive impactful and lasting change.

  • Linking leadership effectiveness directly with diversity and inclusion.
  • Emphasizing personal transformation that then contributes to organization change.
  • Connecting the head with the heart through a proven experiential approach.
  • Enabling and preparing senior leaders to be courageous and visible change agents.
  • Examining the role of white men in exploring the often unexamined dimensions of diversity that leave some people out.
  • Bringing into clear focus the impact of dominant business culture on employee engagement, morale and work partnerships.
  • Embracing diversity and inclusion efforts as an ongoing developmental process rather than a check-the-box solution.


  • Leaders proactively practice their full inclusion learning

  • White men engage other white men and workplace teams

  • Increased cultural competency of leaders

  • Increased retention of marginalized groups

  • Leaders practicing 8 Critical Leadership Skills

  • Enhanced listening and inquiry between colleagues and teams

  • D&I integrated in business strategy 

  • Leaders routinely view their business through a D&I lens

  • Courageous conversations are every day occurrences 

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