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M R EP O RT | 23 FEATURE so on. When we take terms like "Asians" to represent the various different cultures associated with that term, it's easy to forget that, in reality, the term Asian is a col- lection of many different countries and cultures. From a D&I stand- point, we must remember this when rolling out programs and thinking about our associates. What D&I lessons have emerged from the chal- lenges of the pandemic? The Great Resignation? I would say in a way (not in a catastrophic way), the very personal DNA core of DE&I efforts was forced to continue forward without the personal, more intimate contact setting of meeting in person. We had to learn how to connect virtually and make that connection engaging. At Homebridge, I don't think we have been impacted so much by the Great Resignation, but I am sure there are a few that may be clas- sified as being a part of the Great Resignation. I think the pandemic has changed the corporate culture forever and how we view "how work gets done" in terms of what a full-time job looks like, why and when we need to travel for business, and the visualization of what work-life balance means now vs. before the pandemic. For a company that's looking to build an internal commitment to D&I, where should they begin? A gain, start with senior management and senior leaders. At Homebridge, the conversation started with me and executive management, and when the program was launched, our executive management team and senior leaders were the first to go through unconscious bias classes and embrace the inclusive Homebridge environment. They also accepted the challenge of examining the possibility that everything may not be per- fect and that changes will be necessary in terms of improve- ment. Senior management must embrace the value of diversity in the workplace and be willing to go through the steps to foster diversity and inclusion and fund the supported program. This has been my cornerstone of support at Homebridge. Finally, the D&I road is not a project or a phase, it's a journey that will require constant checkpoints, discussions, corrections, and improvements. Embrace the journey! DAVID WHARTON, Editor-in-Chief at the Five Star Institute, is a graduate of the University of Texas at Arlington, where he received his B.A. in English and minored in journalism. Wharton has nearly 20 years' experience in journalism and previously worked at Thomson Reuters, a multinational mass media and information firm, as Associate Content Editor, focusing on producing media content related to tax and accounting principles and government rules and regulations for accounting professionals. Wharton has an extensive and diversified portfolio of freelance material, with published contributions in both online and print media publications. He can be reached at David.Wharton@ TheFiveStar.com.