The Roadmap for an Ongoing Diversity & Inclusion Journey
The WMFDP Way is a proven diversity strategy and road map that accelerates an organization’s diversity journey by shifting the often unconscious behaviors and patterns of leaders.

Grounded in the diversity best practices we’ve developed over 20 years of successful work with our clients, the Way can create transformative shifts in the way D&I is practiced in your organization.

Get in touch and explore how we can partner with you to develop a diversity strategy and roadmap that conforms or builds on your diversity initiatives. 

Innovative and Impactful Experiential Learning


  • Engages Head & Heart

  • Experiential Learning For Long Term Impact

  • Leans Into Difficult Conversations

  • White Men Engaged To Help Drive Diversity

  • Examines Diversity Thru Dominant Group Lens

  • Links Diversity With Leadership Development


  • Head Only Learning

  • Training Which Does Not Transform Mindsets

  • Avoids Uncomfortable Topics

  • White Men Ignored, Sidelined, or Blamed

  • Focus Only On People of Color, White Women

  • Leadership Development Focus On Business Skills

Explore how you might accelerate your diversity journey | GET-IN-TOUCHplay_button

Strategic Road Map

A two-phase plan –informed by a Readiness Assessment– is custom-fit to recognize your organization’s readiness to create and sustain their diversity journey and help you determine where and how to jump start your diversity journey.



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

How our approach differs from training-based programs


  • 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