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Terra Terwilliger


Terra came to diversity and inclusion after a 20-year career in technology where she saw it all, from out-and-out bro-dom to the more subtle, systemic issues that rewarded one very narrow way of being and discounted all other kinds of experience. She spent the past several years at Stanford's Clayman Institute for Gender Research—now known as the VMware Women’s Leadership Innovation Lab—where she led the Corporate Program. The program fosters partnerships between world-class academics and leading practitioners of D&I to use social science research to create meaningful, sustainable change.

After leaving Clayman, Terra sensed a thirst in the market for an information service that would give corporate leaders the latest research, best practices, and actionable tools they need to make diversity a reality. Thus D&I In Practice was born. 

Terra holds a BA from Stanford University and an MBA from UC-Berkeley.



October 30, 2019

This week A primer on psychological safety. Also, another proof point that diversity is good for the bottom line, this one from the eminent and business-friendly Wall Street Journal. Engaging white men in DEI discussions: some tips for effective facilitation. Finally, how Gap Inc. created a win, in a fashion industry with more than its share of failures this year.

Newsletter Week 37

October 23, 2019

What company leaders can learn from E&Y’s dramatic women’s leadership program fail. Also, companies already have what they need to fix the early-career gender gap. Tech leaders talk frankly about how to hire and keep people of color. Finally, how people from working-class backgrounds experience elite institutions, and how your company can signal acceptance of people from all classes.

Newsletter Week 36

October 18, 2019

Insights from the growing D&I practitioner community in France. Also, the Harvard admissions decision doesn’t mean that the barriers Asian American face in US society have gone away. The freelance gender pay gap outpaces the wage gap. By a lot. Finally, people don’t like being criticized by a female boss, and that’s a problem for women leaders.

Newsletter Week 35

October 9, 2019

This week How your open office plan may be turning women off. Also support for diversity policies varies not only according to demographic, but also by how the policy is communicated. Speaking of which, the first DEI report from the Stanford Business School is a model for how to measure diversity and create a blueprint for change. You should read it. Finally, diversity in ads is good for share prices...and for brand reputation. But the diversity has to be meaningful.

Newsletter Week 34

October 2, 2019

LinkedIn’s #PlusOnePledge is a small, real step individuals can take to make their networks more open and inclusive. Not a silver bullet, though. Plus, the academic evidence for inclusion and how it translates to workplace practices. As the developed world ages, we must figure out how to effectively engage older workers. Finally, D&I is increasingly part of the curriculum in MBA programs. Leading academics share what works.

Newsletter Week 33

September 25, 2019

Ditching your performance reviews can actually increase bias. Use these tips to make your reviews better instead. Also, can asking for advice rather than feedback make executives more receptive to D&I conversations? A tool for explaining and exploring gender identity. Finally, allyship, in the words of six international executives from Netflix

Newsletter Week 32

September 18, 2019

How do we make family leave inclusive of all kinds of families and caregiving needs? Also, new research finds that people think diversity is good...but for your team, not mine. Investors do care about gender diversity, and reward a company through a stock bump, says a new study from Stanford. Tips for getting access to academic databases for free. Finally, an executive-ready article about why inclusion is as important as diversity, if not more so.