Need More Cash? Commit to Diversity, Equity and Inclusion.

If you’ve hired more women, you haven’t done enough. If you’ve hired people with disabilities, you haven’t done enough. If you’ve hired Black people, people of color or members of the LGBTQIA+ community, sorry, but you still haven’t done enough. No matter how diverse you make your workplace, if the people you hire don’t feel respected, included and appreciated, they’ll quickly become disengaged, accelerating turnover and compromising recruitment. But don’t worry, many of your competitors “are basically doubling down on the same approaches they’ve used since the 1960s — which often make things worse, not better.” This means that, as confusing as the landscape can be to navigate, there is opportunity for differentiation. If you go beyond diversity — striving for equity and inclusion — you’ll not only retain the top talent you recruit, you’ll experience all the other rewards of a smart DEI policy. 

Before I break down the business benefits of diversity, equity and inclusion, though, I want to establish the context in which this discussion takes place. 

What is DEI? (Diversity, Equity and Inclusion FAQs)

Diversity, equity and inclusion (DEI) typically refers to a policy or program designed by a company, organization or institution to standardize processes and procedures for actively recruiting, welcoming, valuing, respecting, supporting and providing growth and advancement opportunities to all workers — and, in particular, members of underrepresented and historically disadvantaged populations.

As Harvard Business School professor Robin J. Ely and Morehouse College president David A. Thomas put it in Harvard Business Review:

“Being genuinely valued and respected involves more than just feeling included. It involves having the power to help set the agenda, influence what — and how — work is done, have one’s needs and interests taken into account, and have one’s contributions recognized and rewarded with further opportunities to contribute and advance.”

What is Diversity?

Diversity in the workplace refers to the level of heterogeneity of a working population and can include any and all differences among employees or, more specifically, members of the 11 (currently) protected classes: race; color; religion or creed; national origin or ancestry; sex/gender; age; physical or mental disability; veteran status; genetics; or citizenship status. While it’s indisputably valuable to recruit a diverse workforce, without equity and inclusion the diversity of workers will inevitably leave for other opportunities.

What is Equity?

In contrast to “equality,” based on the belief that all people should have the same access, resources and opportunities, irrespective of circumstance, equity in the workplace acknowledges that each group and individual enters the workforce (and any job application process) under their own unique circumstances; adjusts organizational structures to account for historical and present-day disadvantages; and provides for each group and individual the appropriate access, resources and opportunities to thrive.

What is Inclusion? 

Inclusion in the workplace refers to how inviting, accepting and respectful the employees — and, in particular, employees who are members of underrepresented and historically disadvantaged populations — experience the work environment. An inclusive company culture invites collaboration, embraces differences, encourages debate, celebrates creativity, rejects intolerance and creates or allows for safe spaces to promote honesty, accountability, acceptance and professional and personal growth.

Why We Need Diversity, Equity and Inclusion

With more and more companies allowing remote and hybrid work, there’s never been a more urgent need for the community and camaraderie fostered by workplace diversity, equity and inclusion. But that’s not all: in 2020, an increasing awareness of — and alliance with — the MeToo movement and the movement for Black lives inspired organizations everywhere to reevaluate their diversity, diversity and inclusion, or diversity, equity and inclusion policies. Beyond the public pressure, here’s why.

Diversity, Equity and Inclusion in the Workplace: How We Got Here

Three decades’ of data from more than 800 US companies proves it is far more effective to focus on fixing broken systems — like shallow recruitment pools or biased training practices — than to focus on individual employees. And yet, to this day, about six decades after the passage of the Civil Rights Act, “we find equal pay for equal work is still not a reality.” 

Black people represent 14% of the US population but hold six total Fortune 500 CEO roles and only 7% of all managerial roles. Up and down the corporate ladder, Black men earn nearly 25% less than their white male counterparts, while Black women earn more than 33% less! Worse still, job candidates with “African American-sounding names” receive 14% fewer calls for jobs than those with “white-sounding names.” Meanwhile, women only make up 8% of Fortune 500 CEOs and 20% of all C-suite roles. 

Beyond instances of outright racism, sexism, queerphobia, etc., this enduring phenomenon can be attributed to what Jackson Gruver, a data analyst at PayScale, calls “opportunity gap” and “occupational segregation:” Talented young people from less advantaged backgrounds aren’t being hired because companies are recruiting from a shallow pool of elite university graduate candidates and hiring only those who “fit in” with the (homogenous) company culture. 

Worse still: when companies do hire individuals from different backgrounds, those employees often face discrimination:

• Nearly two thirds of workers have experienced bias in the workplace in the last year
• Nearly four in 10 workers experience bias at least once a month

Needless to say, these types of incidents produce a hostile work environment. Almost half of the workers who experience harassment, bullying or stereotyping choose to quit their job — and the effects on the employees who stay, and on the business as a whole, aren’t much better.

As Jessica Lee, senior staff attorney at the Center for WorkLife Law, told me:

“I still constantly see folks in business claiming they’re working toward diversity, but very few actually pay any attention to the power dynamics that the diverse workforce is up against. Diversity without equity and inclusion is just subjecting a wider group of folks to white supremacy.”

Diversity, Equity and Inclusion in the Workplace: Where We’re Going (With, or Without, You)

For brands looking to make it in the post-metaverse era, diversity, equity and inclusion are essential, especially with workforce demographics and public sentiment transforming all around us.

• The number of “minority” workers doubled between 1980 and 2020
• Groups historically considered “minority” will reach majority status in the next two decades
• The millennial and Gen Z generations are the most diverse and inclusive in history
• Millennials and Gen-Zers will comprise more than three quarters of the workforce by 2030
• Brand reputation is dictated by the influencers who set the trends, and “companies that get ‘woke’ aren’t going broke — they’re more profitable than ever”

In addition:

• More than half of all workers — and not just members of the TikTok generation — believe their company needs to improve diversity 
• More than 75% of job seekers are actively seeking out companies distinguished for their diversity
• Seven in 10 executives are already prioritizing diversity, equity and inclusion

Nevertheless, though a record number of companies have announced an increased commitment to racial and social justice, “those commitments have not yet translated into tangible results,” according to the World Economic Forum.

In fact, only one in five companies “holds itself accountable for DEI in its business practices” and 40% see diversity as “primarily an issue of compliance.”

Although other corporate execs may only now be catching up, industry disruptors and HR leaders have known for years that today’s viral brands recruit and hire top candidates from the most diverse talent pools and then nurture and advance that diversity of increasingly loyal talent in an equitable and inclusive work environment.

The results are convincing — organizations that follow a DEI framework benefit not only from better branding but:

• Amplified engagement. A study of more than 1,500 workers concluded that, because of the mutual trust it instills in employer and employee, “engagement is an outcome of diversity and inclusion” — and it’s “the combined focus” on the two that “delivers the highest levels of engagement” in the workplace.
• Quicker, smarter decision making. Harvard Business Review found that diverse teams are able to solve problems faster than teams with cognitively similar people, and Cloverpop found that diverse teams also experience a 60% improvement in decision making quality. Neither compares to the People Management research indicating diverse teams are 87% better at making decisions.
• Enhanced imagination and innovation. According to Forbes Insights, 85% of Fortune 500 CEOs believe “a diverse and inclusive workforce is crucial to encouraging different perspectives and ideas that drive innovation” — and another study showed an 83% increase in innovation when employees simply believe their organization is committed to diversity. Authoritative evidence came two years later when Josh Bersin, an thought leader in corporate talent, learning and HR tech, determined from his two-year study that “companies that embrace diversity and inclusion in all aspects of their business” are 170% more innovative (and “statistically outperform their peers”).
• Boosted productivity. In “The Economic Value of Cultural Diversity,” sponsored by International Trade and Investment in 2004, Gianmarco I.P. Ottaviano and Giovanni Peri conclude that there’s “a dominant positive effect of diversity on productivity” and “a more multicultural” environment makes employees “more productive.” Nearly two decades later, UMass Amherst professor Orlando Richard, Vanderbilt University professor Maria Del Carmen Triana and Florida Atlantic University professor Mingxiang Li reached similar conclusions, finding that a mere 1% increase in racial diversity in upper and lower management increases productivity by between $729 and $1,590 per employee per year.
• Increased profitability. Companies devoted to DEI earn 140% more revenue, have 230% more cash per employee, and are 70% more likely to capture a new market and 35% more likely to outperform their competitors.

With supporting evidence like this, what company wouldn’t investigate implementing a DEI policy?

Why? “Only 4% of HR professionals feel fully proficient to lead corporate DEI programs,” so many might be stalling. Or, perhaps, beyond the reputational benefits the advantages of a diverse, equitable and inclusive workplace have not yet been comprehensively and persuasively articulated.

The Top 5 Business Reasons to Embrace Diversity, Equity and Inclusion

As they say, employee experience is the new customer experience; with two thirds of American consumers now choosing to buy from brands whose values reflect their own, whether and how you develop, implement and publicize your DEI policy and processes could literally make or break your business. And it’s even more straightforward than that. 

Just ask Ryan Carson, CEO of Treehouse: “If we only build products for white people, then we limit our market. And so there’s no way that I as a white guy understand what a Black woman needs and wants. And so if I don’t have any Black women on my development team and my engineering team, how are we going to build products to actually meet those needs? So diversity and equity and inclusion are really important from a business perspective."

^{USC Professor and DEI influencer Jody David Armour}

Diversity, Equity and Inclusion: An Interview with a Black Legal Scholar and Influencer

The author of Negrophobia and Reasonable Racism: The Hidden Costs of Being Black in America, Jody David Armour is a Soros Justice Senior Fellow of The Open Society Institute’s Center on Crime, Communities and Culture, as well as the Roy P. Crocker Professor of Law at the University of Southern California, focused on the relationship between racial justice, criminal justice and the rule of law. I asked him for his take on diversity, equity and inclusion.

1. Since the 1960s, businesses have acknowledged a lack of diversity in the workforce, and some have even made efforts to improve their diversity. However, no matter how diverse you make your workplace, if the people you hire don’t feel respected, included and appreciated, they won’t stay. And for this reason more and more companies are beginning to develop policies not only for diversity but also for equity and inclusion. In your mind, what is the importance of moving beyond diversity?

Diversity centers on recruiting and hiring people from underrepresented groups. Often underrepresented groups in an organization are also socially marginalized; often the very reason a group is underrepresented in a business is because the group’s members suffer social oppression in society at large. So a business committed to employing a diverse workforce must seek to make sure that the societal burdens that members of underrepresented and socially marginalized groups must cope with outside the workplace (stereotypes, prejudice, micro- and macro-aggressions, etc.) don’t follow them into their place of employment. The point of pursuing inclusion and equity is to create working conditions that allow all employees, including those from underrepresented and marginalized communities, to flourish and not be limited by conscious or unconscious biases.

2. How does implementing a thoughtfully constructed DEI policy benefit the business’s bottom line?

A thoughtfully designed DEI program can benefit a business’ bottom line, of course, by preventing high turnover rates. And studies show that more diverse workplaces can be more creative and better at problem solving, but only when the benefits of diverse experiences and backgrounds are unlocked through policies and practices that help everyone take part and contribute fairly.

3. How does implementing a thoughtfully constructed DEI policy benefit all employees (and not just those historically lacking equity and inclusion)?

Even employees not historically lacking equity and inclusion benefit from these programs because a diversity of backgrounds and perspectives in a workplace enriches all workers, bringing added nuance and depth to everyone’s understanding of the organization’s objectives and how best to achieve them.

4. What advice would you give a business or an organization looking to launch its diversity, equity and inclusion initiative? What are the absolute requirements for the resulting policy and practices to be successful?

At minimum, a company looking to launch its DEI initiative must recognize that mere diversity — mere representation in the workplace for members of underrepresented and marginalized groups — without inclusion and equity is at best a hollow gesture, at worst a cruel hoax. Retention is just as important as recruitment, and without policies and practices that promote inclusion and equity, retention will suffer.

5 Other DEI Influencers You Should Follow

Before translating all of this into your own DEI policy (don’t worry, I’ll help), it’s best to listen:

• To your own employees. As Josh Bersin points out, “highly inclusive companies are really good listeners… Of the 80+ practices we analyzed, the most important of all was to ‘listen, hear, and act’ on what employees want to talk about.”
• To those who’ve already done it. There are tens of thousands of open Chief Diversity Officer and other DEI positions at organizations around the country. Whether or not you hire your own to lead your DEI initiative, there’s much to be learned from past successes and failures.

Here are five DEI influencers who can guide you in the right direction.

Lenora Billings-Harris

President & CEO, UbuntuGlobal

“I work hard to create a safe, nonjudgmental, and uplifting environment that makes exploring sensitive topics a positive journey for all. Most importantly our participants leave our sessions with the knowledge to activate easy-to-apply actions, and a deeper understanding of the concepts discussed.”

Arlan Hamilton

Founder & Managing Partner, Backstage Capital

“It was crazy to me that 90% of venture funding was going to white men when that is not how innovation, intelligence, and drive are dispersed in the real world. I had no background in finance, but I just saw it as a problem. Maybe it’s because I was coming from such a different place that I could recognize it."

Michelle Kim

Co-Founder & CEO, Awaken

“Providing a thoughtfully designed space which allows for both compassionate and critical dialogues can help wake people up from their status quo. Conversations that go below the surface can help people identify the things they’ve been too afraid to name. Guiding people to sit in their discomfort and tension while asking questions they’ve been too afraid to ask and say things they’ve been too scared to say is the only way we create real change.”

Oona King

VP of Diversity, Equity & Inclusion, Snap

“Equity is an idea whose time has come. Although long overdue there is no silver bullet: Diversity, Equity & Inclusion (DEI) require long-term collective effort to change hearts, minds, and systems. For our impact to match our ambition, we must reimagine how we approach this work… because behind the numbers are real people.”

Carin Taylor

Chief Diversity Officer, Workday

“Diversity and inclusion is less about a program, and more about helping people become comfortable enough to have a dialogue about their experiences — including times when we have felt like an outsider.”

5 Tips for Fostering Diversity, Equity and Inclusion in the Workplace

“Firms have long relied on diversity training to reduce bias on the job, hiring tests and performance ratings to limit it in recruitment and promotions, and grievance systems to give employees a way to challenge managers. Those tools are designed to preempt lawsuits by policing managers’ thoughts and actions. Yet laboratory studies show that this kind of force-feeding can activate bias rather than stamp it out. As social scientists have found, people often rebel against rules to assert their autonomy.” – Frank Dobbin and Alexandra Kalev, “Why Diversity Programs Fail,” Harvard Business Review

In 2015, Allison-Scott Pruitt, Carolyn Brinkworth, Joshua Young and Kristen Luna Aponte collaborated with University Corporation for Atmospheric Research employees to co-create a diversity training program called UNEION, a four-part course that covers topics related to power, privilege, gender and race, and includes a three-hour, volunteer-only bystander intervention training for managers, administrators and staff on how to build inclusive teams, facilitate diversity-related conversations within their divisions and identify other practices that can promote a positive company culture. 

In three years evaluating, iterating and improving UNEION, the program leaders identified the five ways to create a more equitable, inclusive company culture.

1. Focus on intervention, not just bias reduction

Studies have shown that required bias reduction training can actually increase hostilities, and those who volunteer to participate in optional programs tend to already view themselves as diversity proponents. Instead, focus on equipping DEI program participants with the skills to talk to others about diversity, equity and inclusion, as well as intervene when they witness bias or harassment in the workplace.

2. Invite non-managers to facilitate communication

While most DEI programs focus on HR staff or mid-level managers, research shows that organizations can better identify points of conflict and potential resolutions by inviting employees at all levels from across the organization to participate.

3. Target workplace issues, not personal ones

More women than men pause their careers to care for children or aging parents, for instance, so it may seem appropriate to embrace the overlap between work and home in DEI programs; however, research from as early as 1994 suggests that “trainers should treat diversity training as a business issue and not a psychological and anthropological concern.” Alternatively, work toward addressing external challenges that can impact work performance, advancement and career choice, as well as how personal identity can affect one’s experience in the workplace.

4. Don’t give up, and stay accountable

In his 1994 study on “the downside of diversity,” Victor C. Thomas found that “diversity training can be most effective” if it’s “long-term-oriented. Two decades later, sociology professors at Harvard and Tel Aviv University are still recommending continued engagement and accountability using task forces, diversity managers and mentoring programs. Another method involves electing “lead learners,” tasked with holding one-on-one meetings, workshops and town halls, facilitating firmwide participation in DEI-related outreach programs and promoting team spirit among participants by encouraging informal communication and collaboration.

5. Be flexible

As Johnathan Perkins, lawyer and antiracism educator, told me, “If there were a strict one-size-fits-all best practice, everybody would do it. But all organizations are different, which is one of the reasons this equity work is so difficult. The best practices we know have to be applied across a wide variety of organizations, with a wide variety of cultures and work environments.” Indeed, no two businesses are alike, so no two DEI programs should be alike either. Design your program with a built-in introduction and — this is the important part — leave the bulk of it to be developed by your lead learner, guided by pre-workshop surveys from participants on their interests, challenges and biases. Your facilitators, then, should be flexible in their content, as well as their structure and delivery, and continually listen, iterate and optimize over time.

4 (Big) Steps to Diversity, Equity and Inclusion at Your Organization

To ensure your organization develops, maintains, promotes and optimizes an effective diversity, equity and inclusion program:

1. Do your research

First, research yourself. Coordinate with your HR department to:

• Ensure you’re measuring your DEI efforts against the right KPIs, including (a) percentage of representation on your organization’s board, (b) percentage of representation by employee category, and (c) pay equality, or the ratio of compensation by employee category (i.e., equal pay for equal work), along with promotion and turnover rates, percentage of participation in ERGs (see below), and supplier diversity. Develop an internal dashboard for tracking, analysis and reporting (some highly rated business intelligence dashboard tools include Tableau, Domo, EOX Vantage, Sisense, and DBxtra). And continually analyze and adjust for gaps and opportunities in your employee recruitment, hiring, development and advancement efforts. 
• Survey your staff (there are free templates on the internet) on issues of fairness, discrimination, personal belonging, trust, respect and purpose, decision making, hiring and onboarding, diversity and inclusion, and opportunities and resources (equity). Then, analyze for gaps and opportunities in your employee recruitment, hiring, development and advancement efforts. 

Second, research what works and what doesn’t, including which companies are doing DEI correctly (e.g., Target, Chevron, Microsoft, SAP or Ultimate Software Group), and how, and which DEI experts’ particular expertise most closely aligns with your organization’s immediate and long-term needs and goals. No two companies are alike, but there are lessons to be learned from every successful — and failed — attempt at DEI. And there are a variety of ways to leverage the skills and experiences of those who’ve done it before. 

If hiring a DEI director or consultant isn’t feasible, watch and read what the experts are saying; here’s a place to start:

• “3 Strategies to Help Underrepresented Talent Thrive at Your Company,” by Cynthia Owyoung, Vice President, Inclusion, Culture & Change, Charles Schwab
• “10 Strategies for Cultivating Community Accountability,” by Ann Russo, Director, The Women's Center, DePaul University
• “But really, is Unconscious Bias Training effective or ineffective?,” by Michelle Kim, Co-Founder & CEO, Awaken
• “Disability vs the Workplace” (TEDx Talk), by Lesa Bradshaw, leading specialist in creating disability-inclusive cultures
• “Getting Called Out: Why Acknowledging Oppression Matters More Than Your Hurt Feelings,” by Erin Tatum, Everyday Feminism
• “Inclusion Hacks: 10 ways to minimize gender-bias,” by Jay Bendett, nonbinary inclusion strategist and facilitator
• “Inclusive Leadership” (speech), by Torin Perez, acclaimed DEI consultant
• “Linking Your Head and Your Heart in Diversity and Inclusion,” by Lauren Aguilar, PhD, DEI expert
• Racism at Work: The Danger of Indifference, by Binna Kandola, business psychologist and author
• “Six Traits to Look for in a Diversity Leader,” by Aiko Bethea, Principle Consultant, RARE Coaching & Consulting
• White Fragility: Why It's So Hard for White People to Talk About Racism, by Robin DiAngelo, academic, lecturer and author
• Who Am I to Lead?: The World Is Waiting for You, by Torin Perez
• "Why I Put Pronouns on my Email Signature (and LinkedIn profile) and You Should Too,” by Max Measure, Argo Collective

2. Inspire alignment

As we now know, there’s no use in forcing anyone to undergo a diversity training. For your DEI initiative to work, it must be supported by your people — and the only way to earn their buy-in is to demonstrate the need and the value, or the problem and the solution. The problem for most organizations is insufficient diversity (a recruiting and hiring issue), equity (a training, development and advancement issue) and inclusion (a company culture issue); the need is improvement in all three areas. The value of thoughtfully constructed DEI programs can be seen in successes across industries and geographies, and the solution is to work together to customize a program that would benefit the organization and all its employees — and, in particular, employees who historically wouldn’t have felt respected, valued or part of the group. 

1. Kick off the program and initiate the discussion with a town hall on the interests, challenges and biases identified in the companywide survey
2. Ask participants to contribute ideas to the development of the program 
3. Develop the program and distribute it internally, requesting feedback online
4. Finalize the program
5. Celebrate your alignment and new commitment through public relations and digital marketing and advertising campaigns aimed at potential new recruits

3. Build an equitable, inclusive culture from the ground up

1. Hire a DEI director (or consultant), and rotate the role annually to ensure diversity in thought leadership; alternatively, you can promote someone from within who has the personal and/or professional experience to take on the role
2. Create DEI task forces with employees from all levels of the organization
3. Create employee resource groups (ERGs) for employees who share a common characteristic, such as race, ethnicity, gender, generation or religious affiliation, to provide support and enhance professional networking and career development
4. Create a publicly visible scorecard measuring and showcasing your DEI metrics over time
5. Develop DEI policies for managers and staff, including a code of conduct policy, outlining the company’s policy toward diversity, equity inclusion; a communication plan, outlining non-discriminatory communication practices; a non-discrimination policy, outlining discrimination laws and what is not allowed in the workplace; a zero tolerance policy, outlining how instances of discrimination, harassment, bullying and stereotyping will be addressed by the organization; and a grievance policy, outlining how employees can use the company alternative complaint system (see below)
6. Develop DEI workshops from the inside out, leveraging your lead learners in the creation of each workshop and training, encouraging the hard conversations, collecting all perspectives, listening to members of historically disfranchised groups, promoting intersectionality, or the interconnected nature of social categorizations such as race, class, gender and sexuality in overlapping and interdependent systems of discrimination or disadvantage, focusing on intervention and not just bias reduction, and facilitating ongoing engagement through lead learner-led one-on-one meetings, workshops and town halls, as well as diversity-related outreach programs and informal information sharing
7. Create safe spaces in your workplace, such as gender-neutral restrooms for non-binary and genderqueer individuals, lactation rooms for new mothers, prayer or meditation spaces and quiet workspaces for workers who may be distracted or overstimulated by open-floor-plan seating; if you’re fully remote or have some staff working from home, you can create safe ‘spaces’ digitally by encouraging employees to add pronouns to their email signatures and usernames, inviting employees to reserve time for personal needs by blocking it out on the calendar, and honoring introverts by making digital culture events optional
8. Deploy an alternative complaint system (without one, half of all discrimination and harassment complaints lead to retaliation), providing employees with access to an employee assistance plan, or EAP, for anonymous, free support and guidance, as well as implementing transformative mediation, designed to empower all parties and ensure each party recognizes the other’s needs, interests, values and points of view

4. Start recruiting, interviewing, hiring, onboarding and developing talent with a focus on diversity, equity and inclusion

1. Audit and update your website, social media accounts, content marketing and advertising to prominently highlight your commitment to doing DEI the right way
2. Write more inclusive job descriptions
3. Limit employee referrals
4. Diversify your talent pipeline by hosting online and in-person events targeting diverse populations; leveraging your ERGs for help better understanding biases and barriers; and continually collecting and analyzing data, pivoting as necessary
5. Incorporate a diverse interview panel to ensure candidates are chosen solely based on suitability
6. Train interview panelists not to ask questions about age, race, ethnicity, gender, sexuality, religion, country of origin, birthplace, address, arrest record, citizenship, credit rating, financial status, height or weight, disability, marital status, family status, or pregnancy
7. Evaluate and update welcome packages to ensure there is nothing biased, discriminatory or potentially offensive to new hires
8. Prioritize diversity, equity and inclusion throughout the onboarding process
9. Train managers and HR staff on how to provide equitable access to resources and opportunities
10. Coach teams on how to be inclusive to new hires

Remember: this is not an easy or a quick process. The world wants to know you’re working on it. So do your employees. So start now, have the tough conversations, and take care to ensure your success — and theirs.

Image Credits (in order of appearance)

1. Photo by Nathan Dumlao on Unsplash: https://unsplash.com/photos/pMW4jzELQCw
2. Photo by Unsplash+ in collaboration with Lia Bekyan on Unsplash: https://unsplash.com/photos/0DpyKufr0HA
3. Photo by Alexander Grey on Unsplash: https://unsplash.com/photos/IDxuUey3M5E
4. Photo by Christina @ wocintechchat.com on Unsplash: https://unsplash.com/photos/lFntEHwQvi4
5. Photo courtesy of USC/Jody David Armour
6. Photo by Unsplash+ in collaboration with Getty Images on Unsplash: https://unsplash.com/photos/hYU-twc7Yhw
7. Photo by Jason Goodman on Unsplash: https://unsplash.com/photos/Oalh2MojUuk
8. Photo by Christina @ wocintechchat.com on Unsplash: https://unsplash.com/photos/RTJIXQNne68
9. Photo by Cytonn Photography on Unsplash: https://unsplash.com/photos/n95VMLxqM2I
10. Photo by Ambreen Hasan on Unsplash: https://unsplash.com/photos/E9ANYNkN4Sc