1 starting a diversity initiative state of the state diversity conference ritz carlton, cleveland...

G.A. ODUMS, Strategy Consultant

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STARTINGSTARTING AADIVERSITY DIVERSITY INITIATIVEINITIATIVE

STATE OF THE STATE

DIVERSITY CONFERENCE

Ritz Carlton, Cleveland Ohio

MARCH 23, 2006

G.A. ODUMS, Strategy Consultant

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STARTINGSTARTING A DIVERSITY INITIATIVE

TODAY’S FOCUS PART ONE: History

PART TWO: Steps 1- 6

PART THREE: Steps 7 - 9

PART FOUR: Step 10

PART FIVE: Step 11

PREVIEW: 21 DIVERSITY PRINCIPLE$

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P A R TO N E

In The Beginning…

Historical Perspective

The New Mantra

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IN THE BEGINNING…

DIVERSITY and its ORIGINS

ADAM & EVE

CAIN & ABLE

JOSEPH AND HIS TECHNICOLOR DREAM

MISINTERPRETATION OF GOD’S EDICT

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HISTORICAL PERSPECTIVE

LEGISLATIVE EFFORTSCivil Rights Act of 1964Affirmative ActionTitle VIIADAFMLA

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HISTORICAL PERSPECTIVE European Model

America’s Track Record

“Racism is the pre-eminent fact of life in America. I don’t think about raceconstantly, but we live in a country whereit’s unavoidable.”

-R. Parsons, Chairman – Time Warner

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THE NEW MANTRA

“United States companies with more racially diverse staffs tendto deliver higher shareholdervalue…”

-New Zealand Herald

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THE NEW MANTRAKORN & FERRY

INTERNATIONAL

PRICE WATERHOUSE COOPERS

BAIN & COMPANY

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CURRENT STATE OF THE INITIATIVE

FORTUNE 500 4 MEN OF COLOR 9 WOMEN 14% BOARD OF DIRECTORS

FORTUNE 1000 = 19 WOMEN

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CURRENT STATE OF THE INITIATIVE

U.S. BOARD OF DIRECTORS

AFRICAN AMERICANS = 1 ON 39%

LATINOS = 1 ON < 10%

ASIAN = 1 ON 9%

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STARTINGSTARTING A DIVERSITY INITIATIVE

PART ONE SUMMARYDiversity Challenges Since Time BeganAmerica’s Challenging Past It Starts At the Decision Making LevelAll Experts Point to The PeopleHow Do We Enact Significant Change?

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IT STARTS AT THE DECISION-MAKING LEVEL

“WHAT AN ORGANIZATION DEEMS ACCEPTABLE IS FOUND AT BOARD AND EXECUTIVE LEVELS.

HERE IS WHERE ENTERPRISE-WIDE DECISIONS ARE MADE. HERE IS WHERE DECISIONS ON

DIRECTION AND RESOURCE INVESTMENT ARE MADE.”

-UNKNOWN

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P A R TT W O

STEP ONE STEP TWO STEP THREE STEP FOUR STEP FIVE STEP SIX

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STEP ONE: ATTITUDE IS EVERYTHINGHonestly Define DiversityProgram or Process?As Your Attitude Goes…Leadership Signs On To YOU, Not…Positive or Negative Speak?Take the Test – Page 24

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STARTINGSTARTING A DIVERSITY INITIATIVE

21 Leadership Laws

“…People don’t initially sign on to

the initiative.

They sign on to the leader first, and

then the initiative.”

-Dr. J.C. Maxwell21 Irrefutable Laws of Leadership

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STEP ONE: ATTITUDE IS EVERYTHING

Strategies for Sustaining

READ THE EXPERTSPARTNER WITH LIKE MINDSTHINK LONG TERM PROCESSENGAGE LEADERSHIP REGULARLYERADICATE STRESS

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S T E P

TWO

It’s

About

Leadership

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STEP TWO: LEADERSHIP

DEFINITION & DESCRIPTION

MANAGEMENT –vs.- LEADERSHIP

MANAGER-LEADER-COACH

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STEP TWO: LEADERSHIP

OPERATIONAL STRUCTURE 1940s’ - Military Model 1960s’ – Administration by Leaders 1970s’ – Specialist Model 1980s’ – Japanese Model 1990s’ – The Matrix 2000 - Knowledge Era

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STEP TWO: LEADERSHIP

MOTIVATION THEOREMS Bureaucratic Management Branch Scientific Management Hawthorne Experiment Maslow’s Theory of Hierarchy Theory X and Theory Y Hygiene - Motivation

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STEP TWO: LEADERSHIP

LEADERSHIP MODELS Principle-Centered Leadership 21 Irrefutable Laws of Leadership Self-Mastery Confident Guidance Creative Leadership From Within

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STEP TWO: LEADERSHIP LEADERSHIP STYLES

Transactional & Transformational

Situational

People-Task Axis

Take the Test – Page 40

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S T E P

THREE

It’s

About

Strategy

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STEP THREE: STRATEGY

85% FAIL TO EXECUTE

70% MGMT TEAMS < 1 HOUR

70% NO HR & I.T. ALIGNMENT

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STARTINGSTARTING A DIVERSITY INITIATIVE

STEP THREE: STRATEGY Challenges

Lack of ownership by executive team.

Compensation not linked to new behaviors.

Lack of clear communication.

Managers not held accountable.

Quick fix syndrome.

Sacrifice strategy for fire-fighting.

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STARTINGSTARTING A DIVERSITY INITIATIVE

“Strategy is thebridge

designed totransport an

enterprise from itscurrent state to

its desired state.”

STEP THREE: STRATEGY

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STARTINGSTARTING A DIVERSITY INITIATIVE

STEP THREE: STRATEGY

An elaborate and systematic plan of action to reach pre-defined goals.

A framework guiding those choices that determine the nature and direction to attain the objective(s).

A series of planned and sequenced tasks to achieve a goal.

The unique and sustainable ways by which organizations create value.

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STARTINGSTARTING A DIVERSITY INITIATIVE

““The crisis of the day pushesThe crisis of the day pushes

you to forget about strategy.you to forget about strategy.

But if you don’t But if you don’t plan strategyplan strategyand and execute strategyexecute strategy, your, yourlife becomes one crisis afterlife becomes one crisis afteranother.another.

You are ill-prepared for theYou are ill-prepared for thefuture. Burn out is not farfuture. Burn out is not farbehind.”behind.”

STEP THREE: STRATEGY

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STEP THREE: STRATEGY

Components Bold ApproachesRevolutionaryBoundary-lessIdentifies Required CompetenciesCapabilities and Market Position MatchEasily Modified

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SAMPLE STRATEGY

“In concert with our

mission, we at ABC

Enterprise will achieve

parity at every

organizational level,

reflecting the markets

we seek to serve.”

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S T E PFOUR

Declare theEnd

From theBeginning

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S T E P

FIVE

Build

The

Council

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STARTINGSTARTING A DIVERSITY INITIATIVE

STEP FIVE: THE COUNCIL Council Composition

Select Stellar Performers

Diversity on Diversity

Visionary Critical Thinkers Extraordinary

Communicators

STEP FIVE: THE COUNCIL

Council Composition Positively

Influence Great Negotiators Accomplishment Commitment Passionate

Execution

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STEP FIVE: THE COUNCIL

Council StructureCore TeamAt LargeConsultantsSubject Matter ExpertsAmbassadorsChampionsLegends

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STEP SIX

MEANINGFUL

METRICS

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REFER TO WORKBOOK

STEP NINE – SCORECARD

STEP ELEVEN – IMPLEMENTATION PLAN

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P A R TT H R E E

STEP SEVENSTEP EIGHTSTEP NINE

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S T E P

SEVEN

The

Concept Paper

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STARTINGSTARTING A DIVERSITY INITIATIVE

STEP SEVEN: CONCEPT PAPER

Description Why diversity initiative is needed. How initiative will increase revenue. How initiative will reduce expenses. Required resources. Opportunity leverage. SWOT analysis.

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STARTINGSTARTING A DIVERSITY INITIATIVE

STEP SEVEN: CONCEPT PAPER

Components Executive Summary

Compelling Reason Why Demographics Workforce Scan Eco-graphics

Strategic Alignment

Organizational Statements

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STEP SEVEN: CONCEPT PAPER

Components Revenue Forecast Market Share Positioning Required Resources Council Functional Accountability Next Steps with Time Line

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S T E P

EIGHT

Strategic

Plan

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STARTINGSTARTING A DIVERSITY INITIATIVE

STEP EIGHT: STRATEGIC PLANExecutive SummaryScope of PlanAligned Organizational StatementsDiversity StrategySWOT AnalysisMarketing PlanEducational Plan Implementation PlanMonitoring & Continuous Improvement

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STARTINGSTARTING A DIVERSITY INITIATIVE

S T E P

N I N E

Diversity

Scorecard

PROCESSEMPLOYEE

CUSTOMER FINANCIAL

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P A R T

F O U R

STEP TEN

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S T E P

T E N

Change

Leadership

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P A R T

F I V E

STEP ELEVEN

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S T E P

E L E V E N

Implementation

Plan

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N E X T

S T E P S

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STARTINGSTARTING A DIVERSITY INITIATIVE

LONG TERM PARTNERSHIP CONCEPT PAPER SECURE EXECUTIVE SPONSORSHIP BUILD THE COUNCIL ORGANIZATIONAL ASSESSMENT(S) DIVERSITY STRATEGIC PLAN CHANGE LEADERSHIP MODEL EDUCATION CAMPAIGN REPORTING TOOL(S) IMPLEMENTATION PLAN

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STARTINGSTARTING A DIVERSITY INITIATIVE

THE NEXT LEVEL

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S E M I N A R

C O N C L U S I O N

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SEMINAR CONCLUSION

“Perhaps a new spirit is rising among us. If it is, let us trace its movements and pray

that our own inner being may be sensitive to its guidance, for we are deeply in need of a new way beyond the darkness that

seems so close among us.”

-Dr. Martin Luther King, Jr.

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STARTINGSTARTING A DIVERSITY INITIATIVE

SEMINAR CONCLUSION

“What we need in the United States is not division;

What we need in the United States is not hatred;

What we need in the United States is not violence or lawlessness;

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SEMINAR CONCLUSION

“But love and wisdom, and compassion toward one another,And a feeling of justice toward

those who still suffer in our country…”

-Robert Kennedy

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SEMINAR CONCLUSION

“History has demonstrated that the most notable winners usually

encountered heartbreaking obstacles before they triumphed.

They won because they refused to become discouraged by their defeats.”

-Bertie C. Forbes

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