profiles in diversity journal | jan/feb 2010

8/7/2019 Profiles in Diversity Journal | Jan/Feb 2010

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$12.95 U.S.

Also Featuring … Catalyst • Diversity Innovation: SHRM’s Global Diversity Readiness Index • MicroTriggers • Perspectives

Volum 12, Num 1 JaNUary / FebrUary 2010

also inside:2010 Diversity Leader Award Recipients

Habits of Highly Effective Diversity Training

AXA

chevron

new york life insurAnce co

vAnguArdsodeXo

AXA

citigroup

kpmg

verizonunitedheAlth group

best buy

cdw

kpmg

wellpoint

burger king

At&t north cArolinA

cdw

pitney boweshArris bAnk



What they did inspires us to get it done.

1872 1906 1992

1881 1988

Lewis Latimer, Lighting

A gifted draftsman who once

worked for Alexander Graham

Bell, Latimer invented a

method for the production of

carbon laments for the light

bulb in 1881. His innovation

helped illuminate

the world.

Dr. Patricia Bath, Surgeon

Bath, the rst African American woman doctor to receive

a medical patent, designed a device to help remove

cataracts with a beroptic laser. She also co-founded

the American Institute for the Prevention of Blindness.

Her vision has helped countless others see.

Elijah McCoy, Transportation

McCoy invented an automatic

lubricator for oiling the steam

engines of locomotives thatrevolutionized the railroad industry.

Some say engineers would avoid

using inferior copies of his invention

by demanding “the Real McCoy.”

Dr. Mae Jemison, Astronaut

After volunteering as a physician in

the Peace Corps, Jemison joined NASA

and ew a mission on the space shuttle

Endeavour. Jemison’s advice: “The best way

to make dreams come true is to wake up!”

Madame CJ Walker,Entrepreneur

Walker developed and

marketed a hugely

successful line of beauty

products for women of

color. By 1917, she had

the largest

business in

the United

States owned

by an African

American.



2005 2008

2007 2009

“All these innovators worked to provide

greater solutions for others in ways

never attempted before. In spite of

barriers, they lived without boundaries.

Their efforts in uence my endeavors.”Yolanda Daniel, VP Internal Audit

“I’m humbled to be on the same page

with people who always pushed

forward to bene t others. In my job,

I work to help people see their

strengths and guide them to win.”Littie D. Brown,

VP Regional Sales

“Whatever niche in life you nd

yourself, dare to make a difference

in someone’s life. These pioneers

did, and I’m determined to do the

same every day.”Ernest L. Duplessis,

VP Investor Relations

“These amazing people

helped me get where I am

today—dedicating my group

to attracting, retaining and

developing our incredibly

talented resource of diverse employees.”Sandra A. Taylor, VP National Accounts

African Americans have always beenpioneers in industry. Using innovation,creativity and hard work to do thingsthat have never been done before. Thatentrepreneurial spirit paved the way forGrainger’s African American leaders toalways nd innovative ways to help ourcustomers get the job done.

To learn more about the power of diversityat Grainger, visit



2 Profi les in Diversi ty Journal J a n u a r y / F e b r ua r y 2 0 1 0

JJanuary, 2010. O e e si ce B ck Ob m w s swo

i s P eside t o the u ited St tes, the eb e di cismi o tio d m ki the eed o dive sit t i i di iti tives obso ete.

Wow. Th t imp essio h s bee me tio ed e o h times,i these p es d i othe medi , to ot be om .r the , it is p oo th t the o e o Dive sit d I c siop o essio s, d the p o ms the e d, is om beiobso ete o de d.

I ste d, s o ’ see i the o owi p es, de st dith t dive sit oes be o d the pi eo ho es dec ed b theEEOC, d te chi othe s wh t i c sio e e t i s, ismo e c itic th eve be o e. u de st di d te chiothe s eeds to become o oi p ocess, ot o e-timeeve t; habit , i o wi .

The t e o Dive sit d I c sio i tod ’s wo kp ceseems to be co cept th t’s e s to sp, et h d to ho d. J stwhe we thi k eve o e’s o bo d with o i iti tives d

p o ms, someo e i v i b sks,“Wh e we sti doi this?”

a d so we be i o Sis phet sk, p shi the co cepts o

dive sit b ck p the mo t i . Evewhe we thi k we e e the s mmit o

de st di , someo e, o somethi , wi emi ds th t we wi be wo ki , d t i i , d t ki , d

i c di , o some time to come.

So, sit b ck d e om the expe ts the best w s toide ti d so ve the ch e es th t e i he e t i c e ti

d m i t i i dive se d i c sive e vi o me t. yo eot p shi th t bo de o e.

Cheri Morabito Edito

James R. RectorP U B L I S H E R

Cher Morab toE D I TO R / C R E AT I V E D I R E C TO R

Dam a Joh soM A R K E T I N G D I R E C T O R

Laurel L. Fum cC O N T R I B U T I N G E D I T O R

Ke eth J. KovachC O N T R I B U T I N G E D I T O R

Al a Du aevaO V E R S E A S C O R R E S P O N D E N T

Jaso B ceW E B M A S T E R

C O N T R I B U T I N G W R I T E R S

L E T T E R S TO T H E E D I TO R

Comme tar es or quest o s should beaddressed to: Profiles in Diversity Journal ,P.O. Box 45605, Clevela d, OH 44145-0605.All correspo de ce should clude author’s

ull ame, address, e-ma l a d pho e umber.

D I S P L AY A D V E RT I S I N G

Profiles in Diversity Journal

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editors notebooknote oofrom the editorThe Challenge Ahead

Mela e Harr gtoL da J me ezEr c C. PetersoMar e Ph l ppe, Ph.D.

A gela RoseboroCra g StortM chael L. Wheeler




DEPARTMENTS

VANGUARDSODExO VERIzONUNITEDHEALTH GROUP WELLPOINT

AxA

CHEVRON

NEW YORK LI E INSURANCE CO

AxA

CITIGROUP

KPMG

BESTBUY.COM

CDW

KPMG

BURGER KING

AT&T NORTH CAROLINA

CDW

PITNEY BOWESHARRIS BANK

PERSPEcTivES 12 Culture Matters by cra g Stort

14 rom My Perspective by L nda J menez, WellPo nt, in .

18 Viewpoint by Melan e Harr ngton, AiMD

20 Re lections by Angela Roseboro, F s on Gro p

22 Diversity Per ormance by M hael L. Wheeler,OEStrateg es in .

60 Last Word by Mar e Ph l ppe, Ph.D.

contentstable of contentsVolume 12 • Number 1

January / February 2010

ON THE COVER

24 Black Leaders Leading :

celebrat ng Bla k H story Month

SPECIAL EATURES

6 2010 Diversity Leader Awards ™

7 rom the publisher: comm n ty B ld ng and D ers ty

16 Diversity Innovation: SHrM’s Glo l Div sitr di ss I d x

36 Habits o Highly E ective Diversity Training:

W.W. G i g ’s r ci fo S cc ss! 40 thought leaders

FEATuRES

24

ROSEBORO PHILIPPE

JIMENEz HARRINGTON

WHEELER

STORTI

8 Momentum D ers ty Who, What,Where and When

10 Catalyst Engag ng Men n Genderin t at es: Sta k ng theDe k for S ess

59MicroTriggers More Tr ggers fromJanet crenshaw Sm th

16

36

40 thought leaders 2010

H abits of H igHly EffEctivE

D ivErsity t rainErs




diversity leaders

WE arE PrOuD to p ese t the Pro iles in Diversity Journal 2010 Diversity Leader Award to the o owi comp ies

d b si esses who h ve t ke the time i 2009 to sh e theivoices d sto ies with o e de s.

We eco i e d ce eb te these e de s who h ve ot to s bo tdive sit , d h ve s id it i th ee o mo e iss es i 2009! Thei expe ie ces i the wo d o Dive sit d I c sio se ve s be co to othe s, d this w d se ves s p oc m tioo thei ow commitme t to dive sit . Co t tio s!

American Airlines

AIMD

AXA Equitable Life Insurance Co.

Bank of the West

Best Buy Co., Inc.

Blue Cross Blue Shield of NC

Burger King Corporation

CA, Inc.

Catalyst

CDW Corporation

Chevron

Cisco Systems, Inc.

Deloitte

Eastman Kodak

Ford Motor Company

Georgia Power Co.

Halliburton

Harrah’s Entertainment

Highmark Inc.

ITT Corporation

Ivy Planning Group, LLC

KPMG, LLP

The Lifetime Healthcare Companies

Lockheed Martin Corporation

National Grid

New York Life Insurance Co.

Pitney Bowes Inc.

Royal Dutch Shell

SHRM

Sodexo, Inc.

Textron Systems Corporation

Union Bank N.A.

UnitedHealth Group

Vanguard

Verizon

Wal-Mart Stores, Inc.

Waste Management, Inc.

WellPoint, Inc.

P resenting the

2010 Diversity LeaDer AwArd ™

recognizing the communicAtion

efforts of 38 LeAding orgAnizAtions



Profi les in Diversi ty Journal J a n u a r y / F e b r u a r y 2 0 1 0 7

Hfrom the publisher

HarDly a Day gOES By th t I do ’t e dbo t the exp osive owth o soci medi —

F cebook, yo T be, li kedI , Twitte , etc. Theiphe ome owth is to ted s evide ce o theWeb’s comm it -b i di bi it . The i te ctivit o Web 2.0 tech o o is t s o mi the w wesh e i o m tio .

We , we’ve bee i the comm it -b i di

b si ess o 12 e s ow— eo i tech o o time— d o be o e Twitte ’s i st tweet. a dthe comm it o sh i th t we ci it te is ot vi t ive se, b t o e m de p o e esh db ood i divid s t the o e o t o dive sit .

How we b i t this comm it is t the co e o o ide tit s dive sit m i e. Who we e dwhe e we it i the dive sit wo d h s eve thito do with sto te i . a d I do ’t be ieve

p b ic tio does it s we s we do.Whe I i st st ted t ki to the pio ee s

o dive sit , I he d sto ies o comp ies beit s o med b ew c t e o i c sive ess.O e te othe to d o how emb ci dive sit i c e sed emp o ee mo e, ope ed ew m ketoppo t ities, d b o de ed o i tio ’s

e ch. yet thei sto ies we t to d. a sc t ew h dthe mo e to e e p b ic e tio s p ctitio e s ithe hope o etti me tio i the b si ess p ess.r the , the v st m jo it h d thei dive sit i htshidde de the p ove bi b she b sket.

I w ted thei sto ies to be to d, d I committedto p od ci oppo t ities o comp ies to sh ethei wo k with othe s, ee o dve tisicommitme t d ette ed b edito s d Pr

i te medi ies. a te , i o w t to em ke e t so é, wo d o the t kw ite o che ?

I eve iss e we p t be o e o oppo t itito te o sto the w it sho d be to d, wh

o k ow bette th bod . We seek o t todtho ht e de s d the ive o ee ei to

o expe tise, e om othe s, d, es, ev

ood ide o two o the w . Sh i p oe i , which p od ces owth.

Wh is it so impo t t o o to te o th o h the edito i oppo t ities we ive oThe swe is q ite simp e: We eed to co st t

ei o ce o mess e bo t the impo t ce owh t we do. neve ss me th t the p b ic, o eveeve o e i o o i tio , is o o prepetitio d ei o ceme t e eeded to keep

dive sit o the o t b e whe e it be o sI e o to co t ib te o sto ies to the shoppo t ities we ive o i e ch iss e.

I o h ve ’t et joi ed the co ve s tiot ki p ce withi the p es o Pro iles in DiversitJournal , I hope o ’ co side doi so. O 20edito i c e d is v i b e o o Web siwww.dive sit jo .com. let 2010 be the e

e ewed commitme t to te o sto —to shoit om the mo t i top—i o de to the

dv ce the dive sit i s m de t o compo o i tio . We wi be with o eve stethe w .

James R. RectP b ishe

from the publisher

Community Building and Diversity




momentummomentum w h o … w h a t … w h e r e … w h e n

KpMG’sHopinkahHannan n m d n tio lM gi g p t , Div sit

d Co o t Soci lr s o si ilit

nEW yOrK CITy—KPMg llP,the u.S. dit, t x

d dviso i m,h s ppoi tedKathy Hopinkah

Hannan to theew c e ted

positio o n tio M iP t e , Dive sit d Co po teSoci respo sibi it .

I he ew o e, H wi e dthe i m’s dive sit d co po te soci

espo sibi it st te d i iti tives,i c di oste i e vi o me to i c sio th t emb ces dive sit

mo KPMg’s p t e s, emp o ees,ve do s d c ie ts, s we scomm it i vo veme t, ch it b e

ivi , e vi o me t , p o bo o, dvo tee ism p o ms.

She wi co ti e to co-ch iKPMg’s Dive sit adviso Bo d,he pi the e de s o the i m’s

tio dive sit etwo ks, i c diKPMg’s netwo k o Wome o which she is o de , to dv ce the

i m’s dive sit st te d es ts.She wi so ch i KPMg’s Co po teCiti e ship Stee i Committee.

W llpoi t’sJimenez Isr ci i t of C FOCuSe gl aw d

InDIanaPOlIS, I di — Linda Jimenez , Chie Dive sit O ice

d St ViceP eside t, Dive -sit & I c sio tWe Poi t, I c., w s

ece t ho o eds ecipie t o the C ee FOCuS

E e aw d™ o O tst di le d-e ship achieveme t, o e o o 11

ecipie ts tio .

The C ee FOCuS E e aw d™is o e o co po te ame ic ’s hi hest

cco des i exec tive e de shipchieveme t. It eco i es B ck/

a ic -ame ic d Hisp ic/

l ti o p o essio s who exce i bothco po te d comm it e de ship.The w d is p ese ted to i divid swho p ctice p i cip ed e de ship dwhose eco ds o pe o m ce pho dthe hi hest st d ds o di it ,i te it d ho o .

as p t o the w d, Jime e wise ve two- e ppoi tme t to nElI’sE e ro dt b e adviso Co cith o h which wi e s e i st t co ected to tio etwo k o

e de s— o whom e p st E eaw d ecipie ts. She wi so become

dviso to nElI’s Co po te Bo dac dem ™ le de ship Ch e e

whe e she wi he p i o m, i ed i spi e co e e st de ts p ep i

o co po te e de ship.

Di ctb n m sJancaric s Di cto of H m

r so c s

MErrIllVIllE, I di —Di ect-B , the homeimp oveme t d

ishi s c bwith di ect i side

p ices, ece t med Nancy

Jancaric s its ew Di ecto o H m reso ces.

I this ew c e ted positio ,J c ic wi imp eme t p o ms t

e te to the h m eso ce ctiot Di ectB ’s Co po te S ppo t

Ce te , uCCD, d Co po te C boc tio s. She wi so i stit te st

d ede t i i , deve opmed othe be e ici p o ms th

wi s ppo t comp owth emp o ee s tis ctio .

P io to joi i Di ectB , J c iwo ked s h m eso ces di ectowithi the se vice d m cti secto s o I i ois, I di Michi th t i c ded i itio s with r.S.I. I co po ted,ae omet I d st ies I c., dT.J.X. Co po tio .

JIMENEz

JANCARIC

HANNAN



Profi les in Diversi ty Journal J a n u a r y / F e b r u a r y 2 0 1 0 9

T xt o n m sStrader p sid t d CeO ofT xt o S st ms

PrOVIDEnCE, rhode Is d—Text o I c.h s med Fred

Strader P eside td CEO o its

Text o S stemsse me t. St de

h s bee se vi s Chie Ope tiO ice o Text o S stems si ce ap i ,2008, ove seei the ope tio s o its

ive ope ti its.

St de wi epo t di ect toText o P eside t d Chie Ope tiO ice Scott Do e . “F ed is o -st di de e se exec tive who h s t ck eco d o e di o i tio sto ew eve s o owth b deve opi

o d-b e ki p o ms.”

allst t ’s L g l D tm td CLOColeman Mayes

r cog iz d fo Commitm tto Div sit O t ch

WaSHIngTOn, D.C.—The aCC(associ tio o Co po te Co -

se ) p ese ted its2009 ‘M tthew J.Whitehe d, IIDive sit aw d’to Michele Cole-

man Mayes , Se io Vice P eside t,ge e Co se d Chie leO ice , d the le Dep tme t

o The a st te Co po tio . Est b-ished i 2000, the w d is ive to co -

po te e dep tme ts d i -ho seco se th t h ve p ove dedic tiotow ds imp eme ti o tst didive sit p o ms.

M es joi ed The a st teCo po tio i Septembe 2007 sSe io Vice P eside t d ge eCo se . She p evio s se vedi e de ship positio s t u is sCo po tio d Co te-P mo ive,i dditio to Pit e Bowes.

aDp ex c tiv Mitjans a oi t d to C t l stbo d of adviso s

rOSElanD, new Je se —aDP ®, e di p ovide

o Hr, p o dbe e its dmi -ist tio se vices,h s o cedth t Rita Mitjans ,Se io Vice P esi-

de t, Co po te M keti d P od-ct M eme t, h s bee ppoi ted

to the C t st Bo d o adviso s.C t st is the e di o -p o it o -

i tio wo ki ob with b si-ess d the p o essio s to b i d i c -

sive wo kp ces d dv ce womed b si ess.

“rit ’s dditio to the C t stBo d o adviso s i ms he o -st di commitme t to i c e sioppo t ities o wome i b si ess,”

s id g B t e , aDP P eside t CEO. “Wome ’s co t ib tio s eve eve e c itic i movi

ob eco om o w d. B pi with C t st, we w t to dsco e aDP’s commitme t to dive sit

d i c sio o b o de sc e

Sod xo, I c. a o c sDonatone s M k tp sid t d COO

gaITHErSBurg, M d—

Sodexo, I c. h so ced theppoi tme t o

Lorna Donatone s comp Chi

Ope ti O icd P eside t o

the Ed c tio M ket. Do to e c e t p eside t o the comp

Schoo Se vices Divisio (p t oEd c tio M ket).

Do to e wi ove see oped st te ic owth o Sod

ope tio s t co e e d ivc mp ses d p b ic schoo dist

d p iv te schoo s i the u itSt tes. He oc s wi i c de d

owth o Sodexo’s emph sis comp ehe sive se vice so tio sthe ed c tio m ket, which i c

wide e o se vices th t bo the comp ’s e de ship posii ci ities m eme t se vice

oodse vice d t itio .PDJ

MITJANS

STRADER

DONATONE

COLEMAN MAYES



10 Profi les in Diversi ty Journal J a n u a r y / F e b r u a r y 2 0 1 0

www.catalyst.org

CCOMPanIES InCrEaSIngly unDErSTanD th tthe c e p si i c t be e ts b e imi ti e de bi s,p tic th o h imp oved ccess to, d ete tio o , topt e t d hi he emp o ee e eme t. achievi e de -i c sive, bi s- ee wo kp ce is ot e s , howeve . Whe itcomes to dive sit d i c sio e o ts, me h ve c itic o eto p , et the too o te em i t pped eso ce.

a ece t e e sed C t st epo t,Engaging Men in Gender Initiatives: Stacking the Deck or Success , ex mi es c e t dive -sit d i c sio (D&I) p ctices o e eme ts th t disco em e p ticip tio . Th o h s ve o me i e de ship posi-tio s t comp ies with 10,000 o mo e emp o ees, ese che sso ht to ide ti cto s th t c hei hte o d mpe me ’si te est i cq i i ski s to become e ective ch e e ts o

e de eq it t wo k.P evio s ese ch h s show th t i c e si me ’s w e ess

o e de bi s ep ese ts impo t t st step i e isti theis ppo t o o i tio i iti tives imed t co ecti e debi s. Positive emp o ee p e-t i i ttit des e c itic s c-cess cto o D&I t i i . The ese ch shows th t me , ip tic , m be p o e to e tive p e-t i i ttit des d

th t these p io co ceptio s o misco ceptio s c imit wh tp ticip ts e i D&I t i i , b ti its e ective ess.

S ve espo ses s ested o m jo e s o which o -i tio s sho d oc s to co te pessimism embedded i me ’s

p e-t i i ttit des tow d D&I p o ms:• Enlist the help of in uential managers to win wider

support and enthusiasm among men throughout theorganization. The mo e espo de ts be ieved th t the

ve e m e i thei o i tio wo d p ticip tei the p oposed D&I t i i , the mo e the exp essed desi e to t ke the t i i themse ves. H vi i f e tim e s i vite othe emp o ees to p ticip te, s we sh vi them de ive t i i co te t whe e pp op i te,c he p i c e se me ’s co de ce th t t i i is v ed

d s ppo ted b m eme t. This c he p to imp ovethei ttit des tow d p ticip ti i t i i .

• Appeal to male employees’ desire to improve commu -nities outside the business itself. The mo e espo de tsbe ieved D&I t i i co d he p m e s b i d ski sth t wo d ow them to bette se ve the comm ities iwhich thei b si esses ope ted, the mo e the exp essed wi i ess to si p o the t i i . D&I p ctitio e s

sho d ppe to me ’s “hi he ” ide s o m ki the wo bette p ce o comm ities s we s b si ess b

i D&I s both b si ess d soci iss e.• Align training content and goals with participants’

job responsibilities. Whe me pe ceived the p oposedD&I t i i s hi h e ev t to thei c e t jthe exp essed e te i te est i p ticip ti i th t ti . O i tio s sho d e s e th t t i i p ode c ose d exp icit with p ticip ts’ d -to

espo sibi ities d t sks, i c di oppo t ities tdisc ss d efect o e - i e job sit tio s i which ski s c be pp ied.

• Ensure men don’t see D&I training as a zero-sum ac -tivity. The mo e me be ieve the wi s e job oso cco t o e o ts to i c e se e de dive sit , the

ike the e to exp ess i te est i p ticip tiD&I t i i . The e o e, D&I p ctitio e s m st he p dipe the be ie th t wome ’s i s withi the o i tme osses o me . D&I p ctitio e s sho d comm

ic te the pe so be e ts me c i om moe de -dive se d i c sive wo kp ce, d wo k

tic te the w s i which thei e o ts imp ove wo kp ce o both wome d me .

D&I p ctitio e s sho d b i d m ti-dime sio co wh emp o ees sho d become mo e e ed i o

tio e o ts to i c e se e de dive sit . Sti , comm icbo t D&I t i i sho d be c edib e d e istic, settie so b e expect tio o wh t me sho d expect. H vi

e istic o ove positive expect tio s isks b ck ie e de i mo e e tive ttit des whe t i i s shexpect tio s. D&I p ctitio e s m st be ski ed t b i dicompe i c se o D&I t i i —o e th t co vi ces ep o ees o the v e o t i i so th t the p ticip te wi

d e te i to the p ocess with positive expect tio s.PDJ

Engaging Men in Gender Initiatives:Stacking the Deck for SuccessBy Catalyst

Founded in 1962, Catalyst is the leading nonpro t membershiporganization working globally with businesses and the pro essions to binclusive workplaces and expand opportunities or women and businVisit www.catalyst.org to learn more about our work and downloaCatalyst reports. Visit www.catalyst.org/page/82/catalyst-e-newsletterbegin receiving Catalyst C-News, our e-newsletter.



© 2010 Lockheed Martin Corporation

BETWEEN THE CHALL ENGE AND THE SOLUTION,

THERE IS ONE IMPORTANT WORD: HOW.

Diversity. It’s not a goal. It’s a necessity. When facing down the most important projects in the world,you need fresh ideas. And unique perspectives. Delivering the most complete answers to solve complexproblems is all a question of how. And i t is the how that makes all the difference.




IIn this issue, we complete our tour o the BRIC coun- tries (Brazil, Russia, India,and China) with which we’ve kicked o the “Culture Matters” column. We have

suggested that or a variety o reasons—their natural resources,their human resources, their potential as markets—these our nations loom large in almost everyone’s uture. They will be key players in the global arena, and i you too aspire to play in that arena, knowing more about the cultures o these our nations will give you a leg up.

“BrazIl IS THE COunTry OF THE FuTurE,”Ch es deg e o ce mo s opi ed, “ d w s wi be.”Fo e s it h s bee B i ’s t e, i the o m o its b -d t d deve oped t eso ces, d ot its p ese t—i the o m o po itic , soci , d i ci t moi —th th s i te ested kee B i -w tche s. B t ow, i 2010, B i ’s

t e m h ve ived t st. a photo o rio ces thecove o The Economist eve s this co m is bei w itte ,with he d i e p oc imi “B i t kes o .” I side, the e d

tic e o ces th t “sometime i the dec de te 2014…B i is ike to become the wo d’s i th- est eco om ,ove t ki B it i d F ce” [novembe 14th, p. 15].

The e e m spects o B i ’s c t e th t o tside seed to be w e o i the seek smooth wo ki e tio s

d s ccess e eme ts with B i i co e es dp t e s, b t t the top o the ist is s e the somewh t

e xed ttit de tow d time (sometimes c edhora Latina iSp ish-spe ki l ti ame ic ). Whi e the id-b ck l ti

ttit de tow d time is somethi o c iché, ike c ichés,it co t i s ke e o t th.

attit des tow d time e i e ced b mbeo c t cto s, b t the e e two i p tic to be

w e o . The i st is the co cept o “ oc s o co t o ” th twe i t od ced two iss es o i o co m o r ssi .We oted t th t time th t o e o the dime sio s o whichc t es di e wide is the otio o how m ch co t oi divid s h ve ove wh t h ppe s i i e. The two ext emesbetwee which c t es e the “i te ists” who

be ieve th t wh t h ppe s i i e is most p to s, d the“exte ists” who be ieve th t m thi s i i e e be o d

o e’s co t o . I te ists be ieve peop e c co t o moso tcomes; exte ists be ieve th t we sho d do we c toco t o o tcomes, b t we wo ’t w s s cceed.

need ess to s , i te ists (s ch s no th ame ic s)d exte ists (s ch s B i i s) thi k bo t sched es

de d i es i di e e t w s: i te ists be ieve sched es

de d i es c w s be met bec sewhatever happens , we cco t o the ci c mst ces, he ce the o tcome. Exte istsikewise m ke sched es d set de d i es, b t sometimes

the h ve to be ch ed d e to ci c mst ces be o do e’s co t o ; occ sio thi s “j st h ppe .” no th

ame ic s et q ite exe cised whe sched es h ve to be d-j sted d de d i es p shed b ck bec se, om i te istpe spective, the e’s e o e so th t sho dever h ppe .

a seco d ke cto i e ci ttit des tow d time,especi the impo t ce o st i o sched e, is the who e

otio o how much time we h ve v i b e to s. I no thame ic we do ’t h ve ve m ch time; it’s q ite s d, b t

we et is 24 ho s i ive d , d th t’s ot ee o h time o the thi s we h ve to do. as es t, we

e obsessed with si the imited time we h ve s e icie t s possib e, o i i it i ti ht sched es th t m st bedhe ed to, come he o hi h w te . This is wh bei te

is so se io s i no th ame ic , bec se it me s w stipeop e’s time, o which the do ’t h ve e e o h tobe i with.

I B i ( d m ch o l ti ame ic ), the h ve p e t o time. It’s the s me so s stem, o co se, so s m tte o

ct B i i s o h ve 24 ho s i thei d too, b t th t’s

ot p ob em bec se B i is wh t is c ed “p ticist” c t e. P tic ist c t es ( s opposed to ive s ic t es ike the u.S.) divide the wo d i to i o p do t o p, d the t e t the o me ve di e e t othe tte . yo h ve me o s ob i tio s d espo sibi i-ties tow ds o i o p— mi , exte ded mi , ie do mi , d ho o “ mi ,” s ch s t sted b si e

ssoci tes— d o ob i tio s o espo sibi ities wh tsoeveto the est o the wo d, so k ow s the “o t o p,” who,o co se, eco i e o ob i tio s o espo sibi ities to o .

By Craig Storti

culture matters

Time for Brazil



Profi les in Diversi ty Journal J a n u a r y / F e b r ua r y 2 0 1 0 13

O e e ect o this i o p/o t o p disti ctio is th t p tic -ists ee the o owe thei time to the imited ci c e o peop e

be o i to thei i o p; the e dividi thei time mo sm s bset o peop e, i othe wo ds, so it ee s ike the h vemo e o it. u ive s ists, s the te m is me t to imp , do otm ke c e i o p/o t o p disti ctio s d be ieve o sho dt e t eve o e eq ; i ive s ist c t e, the e o e, eve o e

tim te h s c im o o time ( s o do o thei s), so oee ike o h ve m ch ess time. Eve ive s ists h ve pecki

o de —the e e some peop e o c b ck be o e othe s, somepeop e o wi e to meet with be o e othe s, some peop ewho et mo e o o time th othe s—b t the e is o o e whoh s o c im o o time.

So wh t’s time-obsessed, time-st pped no th ame ics pposed to do? The i st step is to de st d whe e B i i s

e comi om, d this tic e c he p o with th t.Th t’s ot to s th t o ce o de st d wh t’s behi d theB i i view o time, o ’ s dde c m dow d o o ebe bothe ed b it. yo wi sti be bothe ed b it, sti wishB i i s did ’t ct th t w , b t t e st o wi e i e th t the

e ’ttrying to bothe o , th t B i i s h ve ot de ibe te dopted di e e t ttit de tow d time bec se the k ow it d ives no th ame ic s c . Whe o e i e the e is oi te t behi d beh vio o i d st ti , it t kes the sti o to the sit tio d he ps o et ove it mo e q ick .

good. So ow t e st o ’ e ot q ite so pset. Wh t ext?yo eed to i d w s to e e with B i i s th t somehow

ccommod te thei time se se d sti ow o to meet ode d i e. He e e o s estio s:

• Be sure to model the behavior you’re looking for. In all of yourde i s with B i i s, be s e to meet thei de d i es.

• Build some extra time into your schedule to begin with.I o e eed the de ive b e b the midd e o themo th, wo st c se, the te B i i s o eed it b the

i st o the mo th.

• Make sure Brazilians understand what the consequences of missed de d i e ein your culture . I o do ’t, the ’ss me the k ow wh t missed de d i e me s—i.e.,

wh t it me s i B i i c t e, which is, we … otve m ch, d, h ppe s the time. I B i i s e i e

missed de d i e wi be h m to o best i te ewo ’t w t to c se t o b e o o .

• Make it clear you’ll do anything you can to help them meeto de d i e. This is ke , bec se whe thi s h

th t e be o d thei co t o , o c step i do co t o .

as we s id t the o tset, m ch h s ch ed i B i jthe st dec de, d o e o those thi s is si i ic t i c

o ei i vestme t d m ti- tio joi t ve t eso e B i i s e sed to wo ki with o the h

t pes d de st d the time iss e. So t ke eve thih ve s id bove with i o s t. Some B i i s

“p ob em” with time, d othe s wi be s time-co sci no th ame ic . I the e d, de with the B i i

e st di i o t o o , ot the o es o e d p ces ike this. PDJ

Craig Storti, a consultant and trainer in the eld o interculturcommunications, is the author o seven books. His latest,Spe kio I di, describes the common cultural fashpoints when Indiawork together with North Americans and western Europeans.He can be contacted at: [email protected].

Monochronic and Polychronic TypesTh t ms i th t d fo c lt s th t mo

l ss tim -s sitiv mo och o ic d ol ch o ic.This co st ct is som wh t o d th th iss of

sch d l s d d dli s disc ss d h , com ssi gs ch dditio l to ics s:

• Multi-tasking: mo och o ic t s f to do othi g t tim /w it o o so t tim dgiv th t so th i divid d tt tio ; ol -ch o ic t s oft do s v l thi gs t o c /w ito s v l o l t o c , dividi g th i tt tio .

• Lining up: mo och o ic t s w it i li /w itth i “t ” c s th s d to i g w it do o t tim ; ol ch o ic t s vi fo ( d

c iv ) tt tio m ss d do ot g ll

li .

• Parcelling out time: mo och o ic t s m h vto “m k tim ” fo o /m ot lw s h v timfo o ; ol ch o ic t s lw s h v timor their ingroup .




II’VE BEEn a DIVErSITy p ctitio e o 13+ e s

d h ve bee i vo ved isome spect o dive sit t i -i withi e ch i d st iwhich I’ve wo ked—p ope t

d c s t i s ce, o-ce et i , ph m ce tic , hospit it d he thc e.

Fo owi the i tio o o i st b ck p eside t I’vehe d m i divid s comme t th t “dive sit t i i ” is o

o e ecess . re ? We e ivi th o h e o mo sexp osio o ch e o d dive sit d i c sio , ot o ithe u.S., b t so ob . a d, i m pe spective, we e stico o ted b dive sit te sio om we - eco i ed “isms,”

d ew dive sit dime sio s b sed o o eve -i c e sip op o dive sit .

Co side , o ex mp e, st e ’s p eside ti e ectio . Thec mp i i c ded wom , a ic -ame ic , d whitem e ove 70. The e ectio p ocess i c ded m deb tes ove

dive sit dime sio s which i st ted th t “isms” we e sti p t o the b ic o o societ —eithe i the o m o e-ism, sexism, o cism. The oc s d i the e ectio w s ’t

w s o the c did tes d the eq i eme ts o the positioo thei q i ic tio s o o ice. Do o emembe the ie cedisc ssio s bo t Hi “c i ” o the c mp i t i dthe co st t oc s o he h i st e d w d obe? Do o e-membe the he ted comme ts bo t B ck H ssei Ob m ,his midd e me d the pe ceived ce/eth icit ss mptio sm de o d his me which p ompted some to q estio his

bi it ( d o t ) to e d the u ited St tes? a d, tho h

I w s ’t McC i s ppo te , s b b boome , I c me to hisde e se whe othe s q estio ed his e d i di ect his he thto ss me the o e o P eside t. C e we e ot be o d

ss mptio s d ste eot pes b sed o ce, e, d e de too e o dive sit t i i to ethe .

a d, et’s ot o et the 2007 i esto m st ted b DoIm s’ dis espect d de di cist d sexist comme ts

d s s tt cki the r t e s wome ’s b sketb te m. Didhe e thi k “me c p ” th t s id we sho d e x d

“… ot wo bo t some idiot s i somethi me t to bem si …” w s e o h? It w s ’t, d his ctio s es ted

him osi spo so s ppo t d tim te his job. Whe ivid s with p pit to i e ce mi io s m ke s ch stcomme ts ee , c we t s we e do e with divet i i d c o d p o te ts d o home?

The e e ow o e e tio s i the wo kp ce, e ch wve di e e t wo kp ce expect tio s. Soci etwo ki p osive d sp e di i te d exte withi o

o ce, o wo kp ces, d o m ketp ce. M ti e edive sit b i s with it oc s o ew tech o o (e. ., iPhoB ckBe s, IM’i , texti , Tweeti , yo T be), ew

e (“ the e?” “om – did c th t?”), ew wo kpo ms (e. ., e pho es co ected to iPod to b ock o t o ioise whi e wo ki i c bic e), d v st o e

side tio s (e. ., the dos d do ’ts o soci etwo ki whsed i the wo kp ce).

Comp ies e doi b si ess ob , d th t m kes t compete ce st te ic impe tive. Bei c t

pete t me s th t pe so de st ds, d is hi h w ethe p ocess o d pt tio d how m ch the mi ht eed to

d pt thei beh vio s o d di e e t b si ess ctio s.ex mp e, whe m i Chi ese s bo di tes, sho d um e m i t i p ticip tive-o ie ted st e th t e cose -empowe me t, o shi t mo e to hie chic , di ectivp o ch mo e commo to Chi ese b si ess?

F om m pe spective, the impo t ce o dive sit t i ied c tio , d w e ess— id d d pti to the m idive sit dime sio s th t co ti e to evo ve— em i s st

ic oc s o 2010 d be o d. Fo the t s o m tioch e t ki p ci withi o wo k o ce, wo kp cem ketp ce, we h ve so m ch mo e to e .PDJ

The Future of Diversity Training 2010 and Beyond?By Linda Jimenez

Chief Diversity Officer and Staff Vice President—Diversity & InclusionWellPoint, Inc.

from my perspective…

Linda Jimenez is a native o San Antonio, Texas, and attended the University o Texas at Austin where she received her B.A.with honors. She is also a graduate o the University o Texas School o Law and has spent 20 years specializing in labor and employment law.




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QWhat is the Global Diversity Readiness Index and how canorganizations bene t rom it?The g ob Dive sit re di ess I dex (g-DrI) is too th t

ks d tes 47 di e e t co t ies o 39 sep te di-ve sit e di ess i dic to s i the e s o n tio Dive -sit (how dive se the co t ct is), Wo kp ce I c -sio (how i c sive wo kp ces te d to be), Soci I c sio(how i c sive the societ o tside the wo kp ce te ds to be),gove me t I c sio (whethe o ot the tio is ove edb dive se o p o i divid s), d le F mewo k (wh t ws exist to p otect de ep ese ted o ps o oste

e te i c sio ). Fo e ch i dic to , the co t ies e kedom st to st, d so ce i o m tio o o the d t is

p ovided b the too .

O i tio s c se this i o m tio i v iet o w s. I o i tio is b i om, se i to, o doib si ess i o e o the tio s i c ded i the too , it c p o-vide ot o q ick d se i o m tio bo t the pop -

tio , thei societ , d thei ws. I o i tio is de-cidi to b ch o t ob , the g-DrI c be e t stp ce to exp o e the mi c tio s o movi i to o e tiove s s othe . a d o e i te ested i the ob dsc pec , q ite k , h ve ot o exp o i the i o m tiop ovided b the g-DrI.

Your Web site mentions that the Global Diversity ReadinessIndex (G-DRI) was prepared by the Economist Intelligence Unit.Could you briefy explain who they are and what they do?

The Eco omist I te i e ce u it (EIu) is s bsidi o theEco omist g o p, the p b ishe s o Economist m i e.The e the Eco omist g o p’s ese ch m, d emp o c d e o “co t m e s” who e, esse ti , s bject mte expe ts i o e o two co t ies.

Bec se o the we th o both k ow ed e d expe ie ceth t the EIu b o ht to the t b e, we we e p o d to p t ewith them to c e te this st-o -its-ki d too .

The G-DRI seems like a power ul tool that uses sophisti-cated statistical ormulas. How user- riendly is this tool orthose in the industry who may not be so com ortable dealingwith ormulas?I m ot m them tici b me s, b t the EIuesse ti did the m th o s whe p tti the tooto ethe . Wh t o see whe o c ick th o h the too

e the es ts o the st tistic wo k, ot the c mbe somep ocess— d et, o the st tistici s o t the e, the too isve t sp e t i te ms o how these es ts we e obt i ed.

diversity innovation

SHRM Proudly Presents theGlobal Diversity Readiness Index (G-DRI)

&QuestionsA nswers

Eric Peterson , Manager of Diversity & Inclusion at SHRM,answers our questions about this exciting and useful new

diversity readiness tool.

The G-DRI Country Profles o the United States and France




Follow Eric on Twitter at http://twitter.com/EPetersonSGraphics are screen-captures o G-DRI tool.

Some o the G-DRI results or the UnitedStates seem to prove that we still have alot o work ahead o us in the D&I industry.We , es d o. O the o e h d, theu.S. ks mbe o e i the c te o o Wo kp ce Dive sit . O the othe h d,we’ e st with w sco e o 80 o t o 100, d whe I we t to schoo , th tw s ‘B-.’ a so, o sco es o the othec te o ies e si i c t owe . Wh tthis s s to me is th t i the u ited St tes,o wo kp ces e e e di the w

o the est o the ame ic societ — dth t es, the e is sti mo e to be do e eve

t wo k.B t whe si the too , I h ve to

emi d m se th t o the ki se e tive—the e powe o this too

eve s itse whe o comp e o e co -t to othe , o se the te i e t eto comp e tio to those i its eo-

phic e io o c t c ste . Fo

i st ce, the Mi iste o C t e iF ce ece t m de the comme t th tF ce w s i behi d its ei hbo si the e s o dive sit d i c sio ,which e ed m F e ch citi e s. Withtwo o th ee c icks o mo se, I w s b eto see th t, whi e we see ve e sco es oF ce comp ed to the est o the wo d, most o Weste E opeis i deed he d o F ce i m si i c t w s. F om the e, Iw s b e to i k to eve mo e i o m tio . Whe I w s sked tocomme t o the Mi iste ’s st teme t o SHrM’s website, I h d

det i ed d co e t ep t the e d te ess th te mi teso ese ch.

How trustworthy is the data that was used to compile the tool?The EIu, ese ch o i tio with e t de ee o e edc edibi it , st ds behi d the d t i this too 100%. a d

et, m ch o the d t is wh t I c “co text- ee.” Fo ex m-p e, i the i dic to th t me s es the mbe o e s th t

ci o e i io s mi o it se ved s he d o st te, the c ewi e is So th a ic , bec se white me , ci mi o it i

So th a ic , ed the tio o m e s d i apIt wo d h ve bee impossib e ot to i c de this d t ; tso wo d comp omise the i te it o the e ti e too . ap ctitio e s who se the too e e co ed to seek o t c

o the d t the see he e. The g-DrI is e me tp ctitio e s’ st ti poi t, ot the e dpoi t.

How can organizations nd and use this tool?The g-DrI is v i b e o dow o d ee o chwww.shrm.org/gdri . Fo those who w t to p ch se the i t

ctive ve sio o the too , which ows se s to ssi thwei hts to i dic to s cco di to thei o i tio ’s p

i k to the i te ctive g-DrI is so v i b e t th t site.PDJ

The G-DRI Section Rankings o the United States and France




By Melanie Harrington

President American Institute for Managing Diversity, Inc.

TTHE ISSuE OF p o ih s domi ted the ews

ece t . With the bomb-i ttempt b ni e i

tio o u.S.-bo dfi ht o Ch istm s d ,

it h s i ited othe o d o deb tes o the e c c d v eo p o i peop e who ook ce t i w , come om ce -t i p ce, o p ctice ce t i e i io . Wh teve o ee i s

e bo t p o i , i.e., the e i ce o o p o ch cte is-tics th t e be ieved to be ssoci ted with speci c beh vio , itis p ctice i which o s h ve e ed, eithe co scio s o co scio s .

P o i is o te do e to exc de o se e te peop e b sedo o p o ch cte istics. Those who ppe to exhibit thech cte istics o te d themse ves sti m ti ed, h mi i ted,

d i co st t b tt e to p ove th t the e the exceptiomo the p o ed o p, o th t the beh vio ssoci ted with

the o p sho d ot be tt ib ted to them.Some eve o p o i is pe o med i b si ess o e

b sis. We ste eot pe d c te o i e o ps o peop e to e

o t how to m ket o oods d se vices, m ke st deci-sio s, t ck disp ities mo o ps, d dete mi e whetheto ive someo e the be e t o the do bt. acco di to ps cho -o ists, m ch o o ste eot pi is b sed o the s i htest e -co te d do e co scio s , i mi iseco ds. a tho h this

tom tic p ocessi d i sti ctive te de c m , cco dito expe ts, be i b ed, it c ses s to pp b o d ss mptio sb sed o imited i o m tio to who e o p o peop e.

Dive sit expe ts sometimes e e to ste eot pi s co -scio s bi s. So d Thiede m de es bi s s “ i fexib epositive o e tive p ej d me t bo t the t e, ch cte

d bi ities o i divid d is b sed o e e i ed idebo t the o p to which the pe so be o s.”1 no o e is im-

m e to bi s, b t s D . Thiede m so otes, ot bi sese b d. Bi s is i sti ct th t h s pe sisted th o ho t h m

evo tio bec se we be ieve th t we eceive some be e t it. I his book,Blink: The Power o Thinking Without Thinking ,M co m g dwe tt ib tes some o the most s ccesse ective decisio s to q ick si i - p o sit tio o peb sed o the thi est s ice o expe ie ce o i o m tio . Hoeve , he ck ow ed es th t ‘thi s ici ’ c o w , esi h m ste eot pi .

give the owi mbe o co po tio s witheoce t ic d po ce t ic ob b si ess st te ies,2 d ew e e tio o wo ke s who e i te t o b i i thei “w

se ves” to wo k, i c di thei di e e ces d simibi s, o thi s ici o e w , c es t i s bst ti c

o i tio . It is cost i iti tio ees, d m ed eptio , ost m ket sh e, poo emp o ee mo e, ow p od ct

d i e ective st decisio s, to me j st ew ex mpB t to comme ce i te ctio s with peop e, m kets, o

o i tio s c oss the obe, o e m st st t with some s mptio s. The e o e, how do we e ective m e op o i te de cies?

Fi st, p io to cti o the ss mptio , o m st be c ebo t o dive sit ch e e3 o o bi s. Seco d, o m st

de st d wh t is d ivi o bi s. D . Thiede m stth t o sho d ex mi e the seco d i s d be e ts tho de ive om be ievi i o bi s. Thi d, ex mi e the c

d v idit o o bi s. Fo th, imp ove o de sto the o ps th t e the s bject o o bi s d deve op wD . Thiede m c s “ki ships” mo those i the oFi th, emembe th t mbe o thi s c t i e eo o bi ses. I these i st ces, D . Thiede m s ests th

o “ ke it ’ti o m ke it.” Sometimes ve b i ed i ttio wi oste desi ed beh vio d eve t ch

ttit de.P o i is sho t-c t, mi iseco d decisio -m ki . It is t

th t i the st-movi wo d o b si ess, the wi i ess

d c p bi it o , m ki q ick decisio s is v b e b t o i the decisio s e ood o es. as the m ketpc imbs o t o this histo ic ob ecessio , pe h ps we sho

ssess the cost o o bi sed j d me ts d i vest time i wisedive sit -c p b e decisio -m ki .PDJ

Profiling Is a Diversity Management Issue

viewpoint

Melanie Harrington is president o the American Institute or ManagDiversity, Inc. AIMD celebrated its 25th Anniversary in 2009. The orgnization is a 501(c)(3) public interest non-pro t dedicated to advancindiversity thought leadership through research, education, and publoutreach. AIMD works to strengthen our communities and institutionthrough e ective diversity management. For more in ormation, pvisit www.aimd.org.

1 Thiede m , So d . (2003)Making Diversity Work , De bo T de P b ishi ,a K p P o essio Comp (2003).

2 a po ce t ic m eme t pp o ch is whe e s bsidi ies e m ed oc b ocm e s. a eoce t ic m eme t pp o ch pp ies to comp ies th t se obi te ted b si ess st te d st s b si ess its d te ms b sed o i -me t o the o i tio ’s eeds with the best ob t e t e d ess o tio it o eside ce. T eve , So j , (2001) “H m reso ce M eme t i I te tioO i tio s”,Journal o Contemporary Management Issues , Vo 6, no 1-2.

3 To be dive sit ch e ed is to h ve di c t m ki q it decisio s i the midsto di e e ces d simi ities d thei ccomp i comp exities d te sio s.Thom s, J ., r. rooseve t. (2005)Building on the Promise o Diversity: How We Can Move to the Next Level in Our Workplaces, Our Communities, and Our Society . new yo k: aMaCOM (2005).




Thanks toyou,Danielle and her family can celebrate a strong past anda healthy future.

In recognition of leaders, past and present,WellPoint joins in the celebration of National African-American History Month.

WellPoint is committed to simplifying the connection betweenhealth, care and value. Whether it’s engaging members to makehealthy choices or helping physicians communicate culturallysensitive information with patients, we are helping eliminate healthdisparities and improve the lives of the people we serve and thehealth of our communities.

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TBy Angela Roseboro

Managing Partner

Fusion Group

THrOugHOuT m c ees dive sit p ctitio e ,

I h ve h d the oppo t it to s ppo t o i tio s th t

de stood d eve eddive sit , s we s comp iesth t we e i the be i io thei dive sit jo e .

Ove the e s, I h ve oticed some commo p tte s th th ve the pote ti to imp ct the o evit d s ccess o o i tio ’s dive sit imit tive.

“The Right Thing to Do” Diversity Initiative

I do ’t thi k o e wi e th t dive sit is ’t the i htthi to do. a tho h it is ho o b e e so o dive sit i iti tive, soci st te m ot be s st i b e i the ote m. I e whe e i ov tio , ob m kets, d co -s me o t e d ive s to b si ess owth, comp ehe -sive dive sit st te c p ove to be the ‘X’ cto th t dis-ti ishes ood comp ies om e t o es. O i tio sth t pp o ch dive sit s mo e o ‘ ee ood’ i iti tive wi

ot o miss o t o t e b si ess oppo t ities b t, d i

ecessio times, so d th t dive sit i iti tives e t isk o bei c t b ck o c t o t to ethe . as o e exec tive poi t-ed o t ve ece t , “Dive sit is impo t t, b t it’s j st ot p io it i ht ow.”

Diversity E orts Are Not Aligned to Business Objectives

Positio i dive sit s ke b si ess objective is vit to s ccess dive sit i iti tive. The st doc me t I sk to see

whe deve opi st te is the comp ’s st te ic p io ities.K owi the o s d objectives o the o i tio e b esme to de st d how dive sit mi ht imp ct (di ect o i di-

ect ) b si ess pe o m ce. O i tio s e o te motiv ted

b the bottom i e; i dive sit is pe ceived s ot ddi b si ess v e, it wi be di c t to i s ppo t, commitme t,d mome t m th o ho t the o i tio .

Diversity Is Not Implemented as a Change Management Strategy

Whe c e ti o ede i dive sit i iti tive, it is im-po t t to keep i mi d th t s ccess imp eme t tio wi

eq i e both o i tio d i divid ch e. Two thi s Ik ow o s e bo t ch e—it is eve e s d the e is t -

esist ce i st it. I some spects, c e ti the dive sit st te is the e st di c t ph se; etti comp to dopt

d emb ce it p oves to be the most di c t. Comp ies thimp eme t dive sit s sho t-te m p o m m h ve soq ick s ccess, b t these es ts wi ot be s st i b e ove

o te m.

Lack o Accountability Systems

a p im de i e o dive sit i iti tive is ccco t bi it . E ch e o the o i tio m st ot o

dive sit o s, the m st so be cco t b e o the eDive sit o s th t e tied to both ew d d pe o m

s stems e ke to ope tio i i dive sit p i cith o ho t the o i tio , e s i th t dive sit becomesexpect tio the th optio .

Middle Managers Are Not Engaged Early in the Process

Midd e m e s e the so die s o the o iespo sib e o exec ti the o i tio ’s st te ic p io

additio , o most emp o ees, m e s e the ‘ ce’ o i tio , d o te i f e ce how emp o ees ee bo tcomp . I m e s do ’t de st d the b si ess

o dive sit , d do ’t ee cco t b e o i divid o i tio eve , the dive sit st te wi ot be dothe b si esses/ ctio s, o m tte how so d it m be.

Human Resources Is Not Active in the Implementation

I most o i tio s, the O ce o Dive sit epo ts to the H m reso ce ctio . We tom tic p es mth t dive sit d h m eso ces is t t; et th

ot w s the c se. Hr ow s most o the peop e p ocesses cco t bi it s stems, whi e the O ce o Dive sit w ts

e s e the po icies e i c sive, d to i te te dive sit pcip es i to those cco t bi it s stems. I o de o divei iti tive to be s ccess , ot o m st the e be stco bo tio betwee the O ce o Dive sit d H mreso ces to chieve the o i tio ’s dive sit objectives, bHr e de ship m st so be ctive d st o ch mpio dive sit e o ts.

as CDO, m p im o is w s to e s e th t o i tio is i the best positio to c pit i e o the be eo dive sit d i c sio . reco i i the pote ti wi si s ows me to dd ess b ie s d c e te ppth t ot o ove comes the obst c es, b t so cce eo p o ess.PDJ

Reflections of a CDO:Six Warning Signs of a Troubled Diversity Initiative

reflections

Angela Roseboro is managing partner o the Fusion Group, an emploper ormance consulting rm.



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DDIVErSITy is the most im-po t t pe o m ce cto o the 21st ce t . as obdemo phic b si ess ct, itm tte s t eve b si ess i -te ce—i the m ketp ce,the t e t poo , c oss ob

ope tio s, d withi o comm ities. It m tte s i how wee d peop e, wo k s te ms, i ov te o p od ct deve opme t—

d tim te , it i f e ces the p o t bi it d s st i bi it o o o i tio s.

De ne Diversity and Inclusion as Actions:• Respecting differences,• Valuing uniqueness,• Maximizing individual and team potential, and • Synergizing collective talents, experiences, perspectives.1

T ki Dive sit be o d st tic st tistic o comp i cectio to ctio -o ie ted st te ic oppo t it o i c -

sio is the st t to Dive sit s b si ess st te .

Know Your Business Goals and DP s:O ce o h ve so id de itio , ide ti the Dive sit Pe -

o m ce F cto s™ (DPFs) o e ch b si ess o d objec-tive. DPFs e the iss es, ch e es, oppo t ities, d d m-ics th t come i to p s es t o di e e ces b sed pop im o seco d dime sio s2 s ch s ce, e de , sexo ie t tio , dis bi it , d so o .

Di e e ces c es t i mis de st di s, comp exit ,d co fict, d e too o te the b sis o exc sio d

disc imi tio —b ie s to o chieveme t. Co ve se , di -e e ces p ovide ew d esh pe spectives; the i k s to the

ob m ketp ce, d ive i ov tio , d he p s come p with

bette so tio s—e b e s o o chieveme t.Whe we exp icit ide ti DPFs e tive to o s d ob-

jectives, we c the c e te p o ctive i te ve tio s d t cticsth t he p e s e th t Dive sit ’s st e ths e i deed eve ed

o b si ess pe o m ce e h ceme t. The o owi ch tshows ex mp es:

Create a Strategy:1. Build: rec it d b i d dive se te ms th o ho t the

o i tio i eve s d ctio s.2. Include: It is o e thi to ec it dive sit d b i d di-

ve se te ms; it is othe to we come, e e, d esp

di e e ces. It’s p ctic — sk, iste , ct, e d exc s3. Lead: le de s eed to mode i c sive d espect

beh vio s, i spi e, d p o ctive e s e the esse tt ctics o eve i Dive sit . It’s c t compete

4. Leverage: Exp icit d ctive seek o t d i cdive sit i p od ct deve opme t, p i , decisiom ki , m keti , d mo e!

Measure Success:Q it tive d q tit tive, imp icit d exp icit, p ocess d es ts met ics eed to be p t i to p cThe c e t p ob em, i p t, is th t we e ot t pic

co side i DPFs i how we me s e p ocesses, es ts, b si ess s ccess. Demo st ti the v e o Dive sit to tbottom i e is impo t t, b t th t is ot e o h—we m stbe ieve it d ee it d be committed to it.

Dive sit is ct. Wh t we do o do ot do e tive to thct wi tim te dete mi e o s ccess i tod ’s d to

ow’s ob eco om .PDJ

By Michael L. Wheeler

Chief Executive Officer OEStrategies Inc.

Diversity as Business Strategy

diversity performance

Business Objectives Diversity Per formance Factors Results

• ExpandInternationalMarkets

OR• ImproveProductivity

Barriers

• No representationof target marketson team—missingcritical perspectives

• ISMs—racism, etc.• Phobias—homophobia, etc.

• Exclusion• Cultural Conflicts• Lack of culturalcompetence

• DPFs not identified• Low morale,sabotage, lowproductivity

Tactics/Interventions

• Link Diversity tomarketplace,innovation, productdevelopment

• Inclusion of DiversePerspectives

• Team buildinginterventions

• Recruit diversity• Tap into ERGs• Zero tolerancepolicies

• Diversity Education/Conflict Management

• Include DPFs inbusiness planning

• Communicatesuccess stories

• More effective teams• More effectivemarket expansion

• Fewer faux pas• Improved image• Improved sales• Avoidance of losses• Engaged, motivated,committed employees

• Ideas tapped into• Nice place to work• Greater innovation

NOTES: 1 ad pted om de itio b 3M— comp k ow o i ov tio ,

s ccess d Dive sit .2 B sed po lode d ros e ’s Dime sio s o Dive sit Mode .

Michael L. Wheeler is a strategic management consultant, author,and entrepreneur specializing in work orce diversity and organizatioe ectiveness. Visit www.oestrategiesinc.com or more in ormatio



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Who is/was your most infuential leadership mentor and why? O e o m i st m e s. a dem di e de ,she h s m i bi it to motiv te d e d peop e tow d he visio , w s e co i peop e to bethei ve best. She h s iq e bi it o m ki e ch te m membe ee vit to the s ccess o the e ti ete m, whi e ivi eve o e oppo t ities o dv ceme t.

Who in your amily had the most impact on your success? M dmothe . She w s ve w m d c ipe so with st o p ese ce. He hi h expect tio s d ove we e eq v b e d both dded to m

i e d s ccess. She w s e co ed me to shoot o the moo , b t m de it c e th t e chi the c o dsw s ok , s o s I w s did m best.

What is your de nition o leadership? The bi it to i e ce d e e othe s to et thi s do e. Motiv tid i sti i i peop e the desi e to o ow d s ppo t visio . It’s p i m tip e positio s s eeded,

with the bi it to eve e the st e ths o the te m to m ximi e its pote ti .

What is your most rewarding career accomplishment? E i m c ee I w ted to e ve cco ti d e tem keti , b t I did ’t k ow thi bo t m keti . I w s ot p ep ed o the jo e . Eve t , Iw s ive the oppo t it to e te the ie d d e the eq i ed ski s. I k ew I h d ccomp ished m owhe peop e st ted te i me how ood m kete I h d become. Th t me t ot, bec se I we t om

ot k owi to k owi ; om k owi to e di .

What was the de ning moment in your li e in which you understood your leadership? The d m so w sdi osed with a tism. It w s o this d th t I e ed wh t it w s to e d te m o p o essio s d to ct

s dvoc te. M so ’s i e d we -bei we e i m h ds d I w s espo sib e o e di the te m to so tio o d his ed c tio eeds. a te e t de o ese ch d e oti tio I w s b e to eve e

the eso ces d i co se s s o d schoo i p ceme t.

I given the chance, would you do anything di erently? I wo d h ve st ted o oc sed o othe s d ot m se . I co d h ve bee mo es ccess e de soo e h d I e ed e ie i m c ee to p t the eeds o othe s i st.

Who is/was your most infuential leadership mentor and why? The te D wi D vis, who h d exceptioc ee t aXa Eq it b e. D wi w s e t h sb d, the , d ie d, d hi h espected i thewo kp ce d comm it . D wi w s ex mp e o s ccess o a ic ame ic s d he e co edpeop e o co o th t s ccess w s possib e, b t o h ve to w t it d o h ve to wo k o it. He t ht meth t the e is o obst c e o c ’t te dow , b e k th o h, o j mp ove .

Who in your amily had the most impact on your success? M the , mothe , d wi e s ppo ted me withco ditio ove d e co eme t. I w s ised i sm comm it i new O e s. Both o m

p e ts we e ctive i the ch ch d o comm it . The t ht me the impo t ce o p e , ed c tio ,espect, to e o o e, d to st d p o wh t w s i ht. M wi e d I m de vow to w k this o d

to ethe , d we h ve ’t ooked b ck.

What is your de nition o leadership? le de ship is m ch mo e th m eme t. It is the bi it to e d o p o i divid s e ective , d he p to m ke them d the o i tio s ccess , whi e m i t i i

st o p i cip es d ide s. le de s sho d h ve v es th t e co siste t with hi h mo d ethicst d ds, d the sho d k ow how to motiv te othe s e ective .

What are your most rewarding career accomplishments? Becomi o ice i the u ited St tes ai Fo ced bei b e to e d, se ve, p otect, d de e d the u ited St tes o ame ic o 20 e s. Bei p omoted

to exec tive vice p eside t d b ch m e o aXa adviso s d movi to Det oit, Michi , tome to ew i ci p o essio s.

What advice can you provide or young leaders? H ve visio . Set o s d w ite them dow . H ve co e d be ieve i o seo p pose d v es, d be b e to tic te them. Joi p o essio o i tio . I te ct with positive peop e d

toxic peop e. Become e t i othe e. le bo t di e e t c t es. E t he th . I co po te exe cise i to o dneve stop e i .

What are the personal and pro essional risks a leader should take? Be ieve th t e ch o is tt i b e. yo c ’t be eve o e’s ie d. E coto ive i e th t is ethic d mo co ect. Be e d to e d the p ck.

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Web site: www.axa-equ table.com

Primary Business: L e sura ce, a u t es a d

vestme t products a d serv ces

Employees: More tha 11,000employees a d sales perso el

traCey Gray-WaLker Se or V ce Pres de t a d Ch e D vers ty O

tiM MaCkie, CLU, C FC Execut ve V ce Pres de t a d Bra ch Ma ager





Who was your most infuential leadership mentor and why? I o ce wo ked with e t em meda Ho sto , se io exec tive who i spi ed me bec se o his commitme t to do the i ht thiThe comp we wo ked o expected hi h e -ove - e owth d he w s the i st exec tivwho w s wi i to c e te the i ht b ce betwee sho t-te m d o -te m es ts, eve i it hitti the t et immedi te . I deve oped m phi osoph om wo ki with him: Do the i ht th

ot j st the i ht ow thi .

Who in your amily had the most impact on your success? Witho t do bt, m mom h d the bi estimp ct o me. I ew p i si e-p e t home d the e we e ch e es. She w s to d me

bod ook dow o me bec se o m i ci sit tio o c t b ck o d. She i sti st o wo k ethic d the be ie th t I m st be espo sib e o m t e, d th t societ does

me thi . She w s e i io s pe so , d he se se o v es d co st t s ppo t ve me sch cte th t I c with me tod .

What is your most rewarding career accomplishment? Bei b e to t ke mbe o de -pe o mi wo ps d t them i to hi h-pe o mi te ms. I’ve bee i t o d sit tio s whe e I w

to et id o ce t i peop e, o ‘c e ho se.’ I took di e e t pp o ch. Th o h c e commpeop e deve opme t, o -setti , d eco itio , those s me te ms we e b e to do thi s tho ht the we e eve c p b e o . I’m bi be ieve i peop e. I o p ovide them with combist o e de ship, e t t i i , d the i ht too s, o wi m ke di e e ce. Most emp owi , d whe o c e te th t e vi o me t, the wi wi .

What’s the worst ault a leader can have? Eve e de h s some ‘b i d spots,’ b t the bi est oppo t it I’ve see is whe e de seco i e th t thei te ms w t to be he d to hi h st d ds. The w t to be cco t b e d the w t to pe o m t the hi h

M e de s be ieve pe so pop it c motiv te thei te m to di e e t eve o pe o m ce. The p ob em with tho p im eve is pe so i e ce, the the mome t o do somethi pop , o e t i e o bi it to e d. mo e o m , p o essio e tio ship with m te m. The oc s st s o the es ts we eed to de ive d hi h eve o cco

positio s them o e te ew ds. Some e de s thi k th t ho di peop e to hi h st d ds wi ot e de them to o , b t I h ve j st the opposite.

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Who is/was your most infuential leadership mentor and why? Dick g , m m e t ge e E ectComp , w s the “ki o cco t bi it ” d be ieved th t i te it w s wh t o did whe w s w tchi . The e o e, bei se -st te , ticip ti iss es, d deve opi te tives wI e ed e , d esso s th t I’ve eve o otte .

Who in your amily had the most impact on your success? M mothe t ht me ot to be id o h d wod th t i o t exp o e optio s, o wi w s i d p th wo th p vi . I took m i st jo

o 14 d q ick be to eco i e the imp ct th t those o d me h d o m i e. It w s dtime th t I e i ed the impo t ce o deve opi m pe so b d ide tit i w th t democo siste c d pe so i te it .

What is your de nition o leadership? a o with oc s o h d wo k d i te it , the de i itio e de ship embodies both bi it to sk e t q estio s d wi i ess to emb ce i p t s

d tho ht iste e . This ct o e de ship is eve -e di , d the jo e it eq i es m st be m tho d ot sp i t. Positio s o e de ship come with e o mo s set o espo sibi ities,

ooted i th t espo sibi it is i m tive ob i tio to p t the i te est o the e te p ise, its shd the co stit e ts o se ve o t d ce te .

This eq i es o to ook be o d me e wh t’s i o t o o , b t to t e oppo t ities, stso ti p io ities d p shi o w d s p o essive thi ke . g e t e de s ot o h ve eto chieve, b t so de st di o the pe so s c i ices th t sometimes come with th t p

no o e c be mo ded i to e de bse t o thei ow pe so d ive to s cceed, so bei p epoppo t ities d eco i i them s the ppe becomes ke compo e t to becomi s ccee de . Ow i d p otecti o pe so b d disp s to those o d o th t o e st

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Who is/was your most infuential leadership mentor and why? Do z ebiec, o me Se io Vice P eside t,H m reso ces t Xe ox. Do t ht s the impo t ce o o setti , eso ce oc tio , w essexec tio , d e e t ess p s it o exce e ce whi e t e ti othe s espect .

Who in your amily had the most impact on your success? M mothe , who w s ti e ess wo ke , h mb eciti e , d ovi Mom, b t e ess de e sive o he chi d e d ie ds.

What is your de nition o leadership? H vi the bi it to et othe s to pe o m t eve s chiev b ewitho t o i spi tio .

What is your most rewarding career accomplishment? assisti th ee o m di ect epo ts to become themost se io Hr e de i othe comp ies.

What’s the worst ault a leader can have? l ck o i te it .

What advice can you provide or young leaders? H ve c e , me s b e objectives, the pp op i te eso cesto chieve them, i mo t o time to de ive them, d pe iodic i spectio o o p o ess, thewhi e s o di o se with o ks who e sm te th o .

What are the personal and/or pro essional sacri ces to being leader? a e de b i ds i to he /his sched etime o mi , ie ds, d o -wo k i te ests. M e de s i te tio void the deve opme t o

ie dships with di ect epo ts, th s missi pote ti e t ie dship oppo t ities.

What was the de ning moment in your li e in which you understood your leadership?I 1981, whe most o m new yo k te m posted to e oc te i o de to co ti e to wo k o me whe Iw s p omoted to ew positio i Vi i i .

I given the chance, would you do anything di erently? yes, tho h I h ve w s vo tee ed d iveb ck to the comm ities whe e I h ve wo ked d ived, I wo d do eve mo e i ive othe oppo t it .

Who in your amily had the most impact on your success? M mothe h s bee the most i e ti pe so im i e. I ew p i i e -cit Phi de phi , i p im i si e p e t ho seho d—m mothe isedm siste d me. as I e te ed m tee e e s, I c e emembe m mothe te i me th t I wo dsoo ce c itic choice i m i e. give i to the tempt tio s o “the st eet” d i c e se the isk o i e,

d pote ti , i ed, o st oc sed o the p th o ed c tio , e i hte me t, d spi it ce teth t co d bso te e d to d e iched i e. a d the m ic o Mom w s ’t ect es, p ishme t,o e book. She q ite simp est b ished compe i visio o o t es, m de it c e th t i ito p s e o e’s pote ti is t ed , d mode ed eve o c ss, di it , h mi it , d spi itco ectio th t h s bee o d tio to m jo e eve si ce. I’m o te sked whe e I e ed to co ectwith peop e... whe e I picked p m i te ect c iosit ... wh I ppe to h ve e d ess c p cit to wo k

d e e... etc. a o these e i s d i e ski s c me om Mom. I m h ve ost he i 1993, b t theb essi s o h vi he i m i e sti ow e ch d eve d .

What advice can you provide for young leaders? My experience has convinced me that being an effective leader is

highly dependent upon a few key dimensions:Connect, Engage, & Be Real: It’s bso te c itic to k ow o peop e be o d s pe ici eve .Be i te ested i who the e, whe e the ’ e oi , d thei iq e eeds. a d c ose the dist ce betwee

o d o te m. I vite them i d be e .Be Pro essionally Credible: Wh teve o b si ess, k ow o c t i side-o t. Be st te ic i o thi ki ,i tim te with o det i s, d c st c e i o b si ess p .Be “Present” In Every Interaction: The e is m i powe i t oc si o o te m whe e i .P ctice bei 100% i the mome t— iste i , co ecti , ck ow ed i . a d t this o : h ve opeop e ee ike the e the o pe so o e th i the mome t, d th t thei iss e/co ce is the o thio o mi d th t d .Have an Inspiring and Actionable Vision: He p o peop e de st d th t the ’ e e ed i me i wo k, d o ’ e o joto impo t t p ce.Master the Art o Communicating: Be p ep ed, be i te i e t, be e ev t—whi e sim t eo s bei e d h m . a d de stth t e ch mome t ep ese ts oppo t it to ei o ce mess e d d ive beh vio s.

Headquarters: Sa Ramo , Cal or a

Web site: www.chevro .com

Primary Business: E ergy

Employees: 60,000


Web site: www.c t group.com

Primary Business: F a c al serv ces

Employees: 280,000

Joe LayMon V ce Pres de t, Huma Resources

norMan L. WriGht Execut ve V ce Pres de t; D rector, C t ba k Cl e t Serv




Who is/was your most infuential leadership mentor and why? Th o ho t m c ee I h ve h d two vei e ti me to s who we e i st me t i m e de ship owth. The i st wo d be Ms. Hschoo te che d co ch, d the seco d D . Pie so , co e e dmi ist to . Ms. H es he ped to exce be o d m pe so imits, d eco i ed m bi it to e d te m d i spi e pee s She t ht me the b sics o e de ship th o h to h ove d he ped me di ect m e e d p ss

desi e to e d d chieve, ccepti o exc ses. O the othe h d, D . Pie so showed me the voc s, the impo t ce o dete mi tio d pe seve ce, d the esse ce o p o essio ism

Both o these peop e h ve p ovided me with p i cip es p mo t to m o e s e de tod .

Who in your amily had the most impact on your success? M the h s h d the most imp ct o m s ccess.He w s m o ew wo ds, b t h d spi it th t b i hte ed co d, d k wi te d s. Bo i 1922b essed to h ve chieved i th de ed c tio . He wo ked cotto ie ds to s ppo t the mi , WWII d the t ve ed o th to sec e job with Ch s e a tomotive. g owi p, m the s id, “Bo , do i ht b peop e,” d “Be ood citi e ,” d I ow de st d wh t he me t. Hete chi me how to e d, be espo sib e to othe s, d ho d m se cco t b e o m ctio s. I

o e semeste i co e e m t itio p me t w s sho t, d we h d o mo e . re d ess, m theto the co e e d set dow mo d o o ed coi s i the cco ti o ice. He w s t ht h mb e. Th t eve t ot o he ped me em i i schoo , b t to de st d wh m s ccess

e t p t to his esso s.

What is your de nition o leadership? Simp st ted, m de i itio o e de ship is setti compe i co ctio , d i spi i othe s to o ow. rece t , I deve oped e de ship de i itio o tee s th t e d, “le de ship is setti st

set o mo p i cip es th t de i es o spi tio s/be ie s, d ch e es e s, th e ts, d pp ehe sio , i spi i othe

What was the de ning moment in your li e in which you understood your leadership? as st de t e de i co e e, I o te spoke to eshme bo t chies ccess t the ive sit , d w s sh ed th t st de t sho d eve e ve co e e bec se o the ck o mo e . O e d , stme d s id “Joh , m dmothe w s to d me whe peop e h ve he ped o , et them k ow how.” She co ti ed, “Bec se o o

ect e, I m sti i schoo tod .” This st de t h d ced i ci ch e es th t e es ted i he d oppi o t o schooI e i ed the imp ct o pe so e de ship d the cco t bi it th t comes with it. Th t w s de i i mome t o m e de ship


CdW CorporATioN

John s. sMith Se or D rector, Coworker Serv ces (HR)

Who is/was your most infuential leadership mentor and why? The e e seve me to s th t h ve i e cme o the w . I e jo spe ki with v iet o e de s om v i w ks o i e to djo e , ch e es, s ccesses, d i si hts. Some c me o e ie i m c ee , othe s m ch mb t h ve he ped me wo k th o h se ies o speed b mps d t i mphs th t I’ve e co te ed th om c ee . I be ieve it t kes vi e to ow c ee , d I h ve de i ite c ed o the vi eso d co se . I’ve bee b essed to h ve h d ccess to so m b i i t e de s who h ve cio

thei time j st o me.What is your most rewarding career accomplishment? M most ew di ccomp ishme t is etti exec tivb -i o st te ic p which I deve oped, es ti i p omotio d ew o e o m se .

What’s the worst ault a leader can have? The wo st t e de c h ve is thi ki th t the h vethe swe s d e si to iste to o v e the expe tise d pe spectives o d them. no m tt

ccomp ished o e c be, o o e t h s see it . le de s who p ete d to k ow eve thi d oi themse ves become i bi it to the o i tio , d s bote to thei ow c ee s.

What advice can you provide or young leaders? Be p tie t. Be ope . Be v i b e. Be st de t. new e deeed to de st d the po itic dsc pe o o i tio d how to et thi s do e ethic ,

d cc te . Mo eove , the eed to e i om m ki ss mptio s bo t the c p bi itiemembe s witho t i d objective sis. B i d spots c be eth .

What are the personal and pro essional risks a leader should take? le de ship comes with i he e t isks,i c di w ted expos e whe somethi does ’t o cco di to p . le de s eed to be wto step o tside thei ssi ed o e d t ke o ess desi b e ssi me t with m jo v e

o the comp .le de s who t ke pp op i te d ed c ted isks i d o t thei e o ski s, b i i them

e chi thei pote ti . le de s h ve to possess st o d cc te se -i si ht i o de toide the w ves o s ccess d setb cks, both b -p od cts o isk-t ki .

CdW CorporATioN

MeLissa DonaLDson Se or Ma ager, i clus o Pract ces

Headquarters: Ver o H lls, ill o s

Web site: www.cdw.com

Primary Business: Tech ologySolut o s or bus ess, gover me ta d educat o

Employees: 6,150

Headquarters: Ver o H lls, ill o s

Web site: www.cdw.com

Primary Business: Tech ologySolut o s or bus ess, gover me ta d educat o

Employees: 6,150




Who in your amily had the most impact on your success?

like m e de s i the a ic -ame ic comm it , I h ve to c edit m mothe o h vi theimp ct sh pi me to be the pe so th t I m tod . M mothe w s hi h schoo d te who c eho ses o ivi . She i sti ed i m b othe d me the impo t ce o t ki p ide i eve thi

d doi it to the best o o bi it t times. She k ew the impo t ce o ed c tio d wohe p s to de st d th t the e we e e t oppo t ities w iti s, b t we wo d h ve to wo k

e ch them d chieve o pe so o s. The e h ve bee times whe I’ve st mb ed, b t I’ve eow om eve expe ie ce. M mothe p ssed w 21 e s o, b t I k ow th t she wo d be

th t I sti ho d t e to the v es th t she i sti ed.

What’s the worst ault a leader can have?not comm ic ti i time m e , o ot t . as e de , o wi sometimes i d osit tio s th t eq i e o to m ke decisio s o k ow wi ot p e se eve o e. Comm ic tidecisio s is ot w s e s t sk, especi d i ch e i times, b t peop e sti w tk ow th t the e impo t t to the o i tio , d th t thei co t ib tio s e v ed. good

comm ic te i b d times s we s ood, d th t comm ic tio he ps to i sti t st d th o ho t o i tio .

What advice can you provide or young leaders?yo h ve o e ch ce to m ke i st imp essio . a w s t to t e t othe s i the s me m e i whwish to be t e ted. a so: Be p ep ed, be o time, d do ’t be id to t ke ch ces.

What are the personal and/or pro essional sacri ces to being leader?The mo e we p o ess i o p o essio c ee s, the mo e di ic t it c become to b ce p o essio espo sibi ities with

mi d ie ds. We de st d the me i o the te m, “wo k/ i e b ce,” b t ct chievi t e b ce betd o pe so i e becomes mo e di ic t with e ch p omotio . Th t s id, it is ve impo t t to m ke time o o se ves, d tod ech e whe we h ve the oppo t it to do so. yo h ve to t ke c e o o se , d eco i e o imits.


Kpmg llp

Lynne C. inMan Adv sory D rector

Who in your amily had the most impact on your success? M mi membe s h ve s ppo ted me th o hom c ee , d e b ed me to chieve s ccess. I I h d to poi t to o e pe so , tho h, it wo d b

d the , Steve Sp , who h d the e test imp ct o me. He i sti ed i me ood wo k ethice e, d h d me wo ki side-b -side with him eve s mme . O the d s he did ’t h ve me wowith him o m di e e t cho es, m dmothe h d me c e the ho se om top to bottom bew s owed to soci i e with ie ds. M dp e ts w s s id, “yo do ’t et whe e i

d !” as es t, I st o be ieve i o wo k h d d wo k sm t, o c ccomp ish o set o mi d to it d h ve p o how o wi chieve it.

What is your most rewarding career accomplishment? Bei dmitted to the p t e ship t e 35. I h dive m se o to chieve this eve o c ee s ccess b the e o 40. Somethi e se th t

i m c ee w s h vi the oppo t it to spe d two ho s disc ssi dive sit iss es i the co pe vi o me t with Spike lee.

What’s the worst ault a leader can have? Ove ooki those who h ve he ped o chieve o s ccesI st o be ieve th t e de s who do ’t ive c edit whe c edit is d e wi ot be e ective d itimes. a simp e, me i “Th k yo !” c o o w whe o eed o te m to e

What advice can you provide or young leaders? lEarn TO lISTEn! I c ’t emph si e this e o h. liste iwi ive o the bi it to i i si ht i to wh t i divid is e thi ki . I’ve e ed ovth t peop e wi w s exp ess thei t e ee i s i o e iste to them. a so, eve ss m

eve the most se io peop e o o te m—h ve the swe s. The best ide s o te come om the peop e o ’d e st expect. I so th t o k ow o ow st e ths d we k esses, d s o d o se with te m th t comp eme ts o .

What are the personal and pro essional risks a leader should take? le de ship is bo t m ki p o ess, so o m st be wi i to ch e so s cceed. a so: a e de sho d ot e i e. F i e is oppo t it to e , d it o becomes setb ck i o do ’t e

I given the chance, would you do anything di erently? yes, I wo d h ve p s ed m ootb c ee be o e t i to co po te ame ic . I wood i m d !

Kpmg llp

aDrian J. anDerson Tax Part er


Web site: www.us.kpmg.com

Primary Business: B g FourAccou t g rm prov d g aud t,tax, a d adv sory serv ces

Pro essionals: 20,700 U.S.


Web site: www.us.kpmg.com

Primary Business: B g FourAccou t g rm prov d g aud t,tax, a d adv sory serv ces

Pro essionals: 20,700 U.S.




piTNEy boWEs iNC.

sodEXo


Who in your amily had the most impact on your success? M the h d the most i e ce o m s ccess.Whe I w s owi p i the rep b ic o T i id d d Tob o, I wo d wo k with m the i o

mi -ow ed oce sto e. He t ht me how to b si ess, bo t i ces d most o , theimpo t ce o h d wo k i chievi p o essio o s. His co ide ce i me, d the espect th t I e ed

om the e de s i the vi e b wo ki i the sto e, he ped sh ped m view o the wo d. M the h s

t bee d ivi o ce i m i e d h s w s bee the e o me.What is your de nition o leadership? a e de is someo e who i spi es othe s d i s o owi .He o she is sec e e o h to empowe emp o ees with to om d pe so espo sibi it . I dditio ,

e de is ’t id to i d e om mist kes. The best e de s se these expe ie ces to imp ove de h ce thei e de ship c p bi ities.

What is your most rewarding career accomplishment? Whe I c me to Pit e Bowes, which w s t ditioh dw e comp , m job w s to d ive so tw e deve opme t. I p t dep tme t to ethe , which p evio s co sisted o disp te o ps, d I p ovided e de ship th t empowe ed m e s to do thei job. at thes me time, I h d to comm ic te to se io m eme t bo t the ew c p bi ities d ssets th t theseso tw e so tio s d oppo t ities p ovided the comp . a tho h ch e i , this expe ie ce w s

e ew di o me.

What advice can you provide or young leaders? Fo ow the p th ess t ve ed. yo wi eme e s p o i ice de with v iet o ski s d expe ie ces po which to d w i o t ke isks. Do ’t be id o i e;e i om o mist kes he ps o deve op st o e e de ship c p bi ities. Be discip i ed i o p ep tio , st b e st

i o i d st , d be p ep ed o the ext ch e e.

What was the de ning moment in your li e in which you understood your leadership? a de i i mome t i m i e w s e di te m to b iew mobi e wo k o ce so tio . It c me t time whe the comp I wo ked o w s de imme se p ess e to pe o m d esss ce iss es. as the e de , I empowe ed the te m, d ch e ed them to o tpe o m d exce i thei e s o expe tise. Th

ve s ccess d we ew om this expe ie ce.

What is your de nition o leadership? M de i itio is ce te ed o c e tivit . C e ti tmosphe e om te m to exce is m tim te o . The i ht e vi o me t e s es th t m e ti e te m is i ed d

oc sed o chievi s st i b e es ts. Te m membe s m st ee com o t b e thi ki “o tside o thebox”, d sho d ’t be e o voici opi io s to ssist i the decisio p ocess. This c e tivit exte dsto how decisio s e m de. Ethics d o -te m o i tio be e it w s t mps sho t-te m i .The c e tivit to e s e th t I de co st ctive with pe ceived i es i c des those times whe ‘ i e’

es ts om t ki ‘sm t isks.’ These sho d be ew ded d viewed s e i expe ie ces. This oesb ck to c e tivit —the tmosphe e the e de c e tes to e s e th t te m membe s e ee to thi k dcomm ic te ope . This e b es te ms to wo k t thei optim m.

What is your most rewarding career accomplishment? le vi ve s ccess c ee t Fo d Moto Comp to joi m wi e d b b d hte i Chic o e ded p bei the best c ee ccomp ishme t I’ve m de. Ih d bee comm ti b ck d o th betwee Det oit d Chic o, d Fo d w ted me to move to at t

o e t c ee oppo t it . I m de wh t w s pe ceived b m to be h e c ee s c i ice b choosi

to t dow th t oppo t it . It w s the best decisio o m mi d tim te ed me to Sodexo. Itm de me e i e the impo t ce o b ci spects o i e to t exce i c ee . It’s esso I h veeve o otte d I be ieve h s co t ib ted to the s ccess I h ve h d th s i m c ee .

What’s the worst ault a leader can have? not t sti the te m d be ievi th t the e de m st mic om ethe te m to be s ccess . I be ieve the best comp ime t e de c eceive is whe peop e t k bo t thete m’s s ccess i te ms o the i divid s th t m ke p the te m vs. the s ccess o the e de . Some e de s e com o t b e with thiI be ieve the mo e eco itio th t is vished o m te m membe s, the mo e s ccess I ee s the te m’s e de .

What advice can you provide or young leaders? a i , the best dvice I c ive is to de i e o s ccess b sed o the ove s ccess o oyo te m sho d h ve the expe ie ce d co ide ce to m ke thei ow decisio s, t ke isks, sh e thei opi io s, etc. a d, especitod ’s comp ex b si ess e vi o me t, i sti st o se se o ethics i o te m. C e te e vi o me t whe e te m is i st d is the h m k. I sti this b ivi it d i d d o t.

Headquarters: Stam ord, Co ect cut

Web site: www.pb.com

Primary Business: Ma lstream tech ology

Employees: 35,000

Headquarters: Ga thersburg, Maryla d

Web site: www.sodexo.com

Primary Business: Comprehe s ve serv ce solut o s

Employees: 125,000 north Amer ca, 355,000 Globally

vernon veira V ce Pres de t, i ter et & PC So tware Developme t

steve DUnMore D v s o V ce Pres de t, Fac l ty Solut o s, Sodexo Health Care D v




Who is/was your most infuential leadership mentor and why? I o be ieve i the t ism, “To whom m chis ive , m ch is eq i ed,” the I wo d de i ite s th t m boss, Ke Vo pe t, is m most i

e de ship me to . Ove the st 10 e s, Ke h s disp ed his st o wo k ethic, his commitmp tti his st i st, d his w s i di time to ive b ck to the comm it d he p those i

t sted co se o , he co siste t demo st tes his m t o w s keepi his emp o ees’ besi mi d. His dvoc c o me ove the e s h s p ovided dv ceme t oppo t ities th t wo d h v

o ded witho t him. M s ccess t V d is e t tt ib t b e to his hi h e ective e da d he is m ch mo e th boss; he is me to , o e mode , d ie d.

Who in your amily had the most impact on your success? I m ext eme o t te to be b essed with emi ; the h ve bee p im d ive o m s ccess. I dditio to h vi p ovided co ti s

e co eme t th o ho t schoo , m p e ts i sti ed w ve i mo s d v es th t co time. M o de b othe t ht me wh t it me s to d e m, to p t p s i p ce d to tim te bs ccess i co po te ame ic . M wi e em i s ste d st b m side d p ovides me with e co

id ce, d s ppo t o the w . a d et me ot dismiss the co t ib tio s o m chi d e , who i

me to be bette m eve d . Witho t this te m o s ppo t, I wo d ot be whe e I m tod .What is your most rewarding career accomplishment? Two e s o I w s p ese ted with phe ome owoppo t it to e d V d’s bo d i dexi e o ts with the te m I w s o i i hi ed i to I we t om m i seve i divid po t o ios to m i te m o six po t o io m

t de s who m e 28 bo d i dex po t o ios with ove $130 bi io i ssets. This ew o e ows me to ti i e m o the ee ed om m me to .

What’s the worst ault a leader can have? I m opi io , the e e two bi ts e de c h ve. Fi st, the e is the sho tcomi o bei t stwo th . le de s who e e i this beh vio comp omise thei emp o ees, thei o i tio s, d tim te themse ves. Emck ith i thei e de s e ess ike to pe o m to thei e test pote ti , which exh sts mo e d the ove pe o m

the the e is the we k ess o bei se -se vi . le de s who e se ish d w s p t thei ow eeds bove thei emp o ees o te de i ed. Witho t hi h motiv ted d e ed te m it is di ic t o e de to be s ccess .


vANguArd

GreGory Davis Pr c pal, F xed i come Group

Who in your amily had the most impact on your success? I wo d h ve to s th t m mothe w s the mostimp ct pe so i dete mi i m s ccess d who I m s pe so . g owi p i Mo Medic id d we e, o e o 12 chi d e , the odds we e i st m s cceedi . B t m m

si e b ck em e, demo st ted d -i d d -o t th t i o h ve the ‘wi ,’ o c bom the c c e o pove t . She m de s e th t we we e i schoo d i , st died, d ot ood

s eep. I o te wo de ed how m me s she missed so th t we mi ht e t. She em i s m he o d

o i spi tio .What is your de nition o leadership? le de ship e comp sses v io s spects. le de ship is the bi it ti e ce o tcome i positive m e . le de ship dem ds th t the desti tio is w s iview d the e de m st possess the ecess ski s to motiv te d e co e those de he tow d th t e d es t. T e e de ship is disp ed i the ‘b d’ times, whe odds e i sthe o t ook ppe s b e k. le de ship is so the bi it to b i o t the best i those o d o , them to the optim es t ive the p ese t ci c mst ces.

What’s the worst ault a leader can have? To be too emoved om the te m d its c stome s. good e dekeep c ose p se, d m ke decisio s ecti thei te m, with k ow ed e o the imp ct ote m d the c stome . Whe e de tot emoves he se om the d i ope tio s o theimpossib e to e d th t te m e ective d meet the eeds o the c stome .

What advice can you provide or young leaders? K ow ed e is the ke to o s ccess. neve

thi k o h ve the swe s. app eci te d t ke dv t e o the k ow ed e th t othe s b i . yo h ve to k ow oo e vi o me t d o te m. yo mi ht h ve the e e e de ship ski s, b t k ow ed e is o e thi th t t s e de i to e t e de . T ke the time to e s m ch s o c bo t o b si ess. Be o e m ki decisio s, t ke the time to e

possib e bo t the iss e. K ow o te m, thei st e ths, we k esses d the v e the b i .

What are the personal and/or pro essional sacri ces to being leader? The bi est pe so s c i ice o most e de s is thei time. Time is divided eve i vo o o e’s p o essio . I dditio to the ho s e de s e eq i ed to p t i d i the d , time w omspe t i st d , p ep tio , p i , d co side tio o the d i dem ds o thei c ee . The c s t i this is o te the mo e de s who do ot i d the b ce betwee wo k d i e.

uNiTEdhEAlTh group

rita Johnson-MiLLs Se or V ce Pres de t, Customer Accou t Ma ageme t, Amer Cho ce

Headquarters: M eto ka, M esota

Web site: www.u tedhealthgroup.com

Primary Business: D vers ed health a d well-be g

Employees: 75,000

Headquarters: Valley Forge, Pe sylva a

Web site: www.va guard.com

Primary Business: i vestme t ma ageme t

Employees: 12,500 theU ted States



At Vanguard, diversityis about more than color.

© 2010 The Vanguard Group, Inc. All rights reserved.

At Vanguard, we know diversity is more than just labels orgender or the color of someone’s skin.We believe in an unwavering commitment to inclusiveness that resonates through every level of our team.Diversity at Vanguard means:• Respecting the variety and differences among people across all communities and creeds.• Putting programs in place to foster connection in the workplace—including monthly awareness

activities, diversity councils, and training activities for everyone from senior management to new hires.• Partnering with national professional organizations representing minorities and women.• Actively recruiting and promoting a diverse workforce.

Most importantly, we value our employees for being themselves and for what they contribute.

Because in an environment that champions the unique value of each individual, diversity representsunlimited potential.

To learn more

Vanguard is an Equal Opportunity Employer.Connect with Vanguard ® > www.vanguard.com/careers




What is your de nition o leadership? le de ship is the bi it to c e te d m i t i e vi o meth t e b es othe s d/o p ocesses to chieve thei m xim m pote ti i ive e o t o cc se. le de ship is t ib e, me s b e d c be c tiv ted. M co po tio s h ve p tte

e de ship deve opme t p o ms te the mi it d h ve expe ie ced si i ic t i s i c is ch s p od ctivit , t ove tes d eve e.

a e vi o me t whe e positive e de ship exists is e ti e o d o o w d thi ki p i ), isk miti tio d i ov tio . I time whe most comp ies e st i to detw s to imp ove se vice, c t costs, m tch p o ms/o e i s with c ie ts d exceed i ci o

e vi o me t whe e eve o e de st ds how d wh the dd v e is the e t too th t em st ti i e to chieve these co ective, d sometimes competi , o s.

What’s the worst ault a leader can have? l ck o h mi it is te ib e t. I o s ppo t the oth t e de ship is bo t c e ti the i ht e vi o me t to s cceed, the it’s so impo t t to e

e de s eed to be se ess d possess hi h de ee o h mi it . H mi it is the o d tio oothe s d cts s mo comp ss i most sit tio s. H mi it o sets the se -se vi , si oed, o

beh vio s th t e so o te dest ctive. H mi it is so the o d to e te c se… somethi ec see, spi e to, d o d.

What advice can you provide or young leaders? St h mb e d oc s o se vi . a c e oc s o pe o mse vice is the e t eq i e … the es ts s spe k o de th heto ic d sosi e poi t o t th. The p pose o b si ess is to se ve…. keep se vice s the most impo t tBe tech ic so d b t de st d e de ’s job t kes o om the st te ic to the t ctic ob sis. Be mi d o whe o eed to be eithe o both.

What are the personal and/or pro essional sacri ces to being leader? The b d e o e de eve ets t ke o . as t e e de deve ops ove the expect tio s o o tst di es ts ( d s ppo ti othe s) eve o w . I ct i some c ses, d e to eed, expos e, d ot

o ces, the expect tio s i c e se. The most s ccess e de s emb ce thei eve -e di espo sibi ities d m ke the expect tioi e—somethi th t d ives them, the th sh ck es them. So emb ce those espo sibi ities, sh e o expe ie ce, d sk o oved o es. a d most o , st h mb e.


WEllpoiNT, iNC.

traCy noLan V ce Pres de t, Pharmacy Solut o s

Who is/was your most infuential leadership mentor and why? I’ve bee o t te to h ve bee me to ed b some ve s ccess d i e ti b si ess e de s. Howeve , m e de ship jo e w s sti

o b m mothe , d m med H Jo es. M mothe w s i med m c p cit toth I tho ht possib e; I eve w ted to et he dow . H sh ed simp e b t p o o d t th “yo wi o i i e o ce o e to et o t o o com o t o e.” To this d , I do ’t set ic p cit to be s ccess i wh teve I do. I emb ce d step i to m e i o e eve d .

What is your de nition o leadership? I boi it dow to wh t I c the 4 Cs: Co e, Co ide ceCo bo tio , d C edibi it . The Co e to st d d move o w d e d ess o ciCo ide ce i o bi it to c e te d eve e visio th t o te m c emb ce d see thi th t sp ce; eco i i th t t e s ccess comes om Co bo tio with othe s; d the C edibe b co siste t demo st ti the bi it to m ke the to h decisio s, whi e exe cisi h micomp ssio whe eeded.

What advice can you provide or young leaders? M dvice is to st t b d e mi bi , o th t’s wo tho best e o ts. next, e how to i e ce decisio s d b si ess di ectio . Emb ce ssi m

e o ei to o b ck o d; the e h ce the b e dth d depth o o expe ie ce set. a d ei te it is o t e c e c . Witho t it o ose o be i s d, tim te , o c edibi i

What are the personal and/or pro essional sacri ces to being a leader? Fi di w s to e ective mmi d wo k commitme ts me s co st t shi ti d j i p io ities. I w s sh

th t o h ve to be com o t b e with who o e, ide ti i o p io ities d sticki to them.What was the de ning moment in your li e in which you understood your leadership? I w s he di the FiOS i iti tive i Fo t W e, I di . Thcommitme t eq i ed th t o s es d vo tee te ms o doo -to-doo to i t od ce o se vice d si p ew c stome s. I decthe te m i th t e o t. With the tempe t e hove i o d 15 de ees, bo t 100 o s we t o t d h d ve s ccess d siFiOS c stome s. It i med m e ie esso s i e de ship d the powe d c p cit o dive sit .

vErizoN

Mike MiLLeGan Pres de t, Ver zo Global Wholesale


Web site: www.ver zo .com

Primary Business: Prov d g vo ce, data, a de terta me t serv ces

Employees: 230,000

Headquarters: i d a apol s, i d a a

Web site: www.wellpo t.com

Primary Business: Health be e ts

Employees: 42,000



Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V.UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment. © 2009 UnitedHealth Group. All rights reserved.

OUR COMPANY> THE SUM OF ITS PARTS

BE WHO YOU ARE. CREATE WHO WE’LL BE.

UnitedHealth Group is working to create the health care system of tomorrow.One that will work better for more people in more ways than ever.

A goal of this magnitude requires transformative ideas from a collective ofdiverse talent.

At UnitedHealth Group, our commitment to diversity is clearly visible in thehigh-performing people we hire, in the health care services we provide, andin our dedication to social responsibility. We support and applaud the effortsof those who work to promote fairness, equality and opportunity.

Uniting our individual efforts and abilities toward our common goal, we’remaking a difference.

Learn more about us at unitedhealthgroup.com




A

H abits of H igHlyEffEctivE

D ivErsity t raining

What do you do w th your d vers ty programs a ter the workshops

a d sem ars are shed? Ma y orga zat o s bel eve that o ce the

tra g sess o s held, d vers ty a d clus o w ll ollow. But D vers

Tra ers k ow that the real bus ess o bu ld g d vers ty programs s

aFrICan-aMErICan -

tho D . M a e o o ces id, “Peop e wi o et wh to s … d peop e wi o -et wh t o did… b t peop e

wi eve o et how o m dethem ee .”

W.W. g i e , I c. h st ke those wo ds to he ti desi i i c sio d

dive sit t i i p o ms th t e t e expe-ie ti ed c tio i te ted i to the ve w

the comp does b si ess.“We c it ‘ ctio e i ,’” s s KimC sewski, g i e ’s VP o H m reso ces.“Th t’s bec se peop e e mo e eceptiveto v i di e e ces d t s ti th t too c stome s whe the cexpe ie ce it di ect , the thbei to d o show .”

Recipe or Success

The most ece t ex mp ec me d i te m-b i di exe cise o thetwo h d ed membe s o the u.S. e de ship te m,

d it ce te ed o dm ki pi . Te ms we e o med to de-ve op pi p od ct o o e o seve di e -e t o ps—a ic ame ic s, asi P ci cIs de s, l ti os, Wome , B b Boome s,ge e tio Xe s, d Mi e i s. The we e

med with demo phic i o m tio bo t

e ch o p, the h d oppo t it to do

o -site ese ch with ep ese t tives o thdi e e t die ces, d thei es ts we e j db membe s o g i e ’s emp o ee

etwo ks, c ed B si ess reso ce g o p(Brgs), ep ese ti e ch co stit e c .

The exe cise, c ed “recipe o S ccess,w s co d cted i the g i e he dq tec mp s c ete i d eq i ed e ch te m dete mi e the i edie ts d ppe ce the pi , c e te its p ck e desi , deve

30-seco d dve tisi spot, d de ive it i

pp op i te w . a d the the h d to exec tethei p , i the sp ce o th ee ho s.

Rave Reviews

“This w s b o s s ccess ed cp o m,” C sewski s s. “Peop e ot o h

, b t the e ed mo e bo t howto b i d e tio ships with othepeop e, de st d thei iq e

eeds, d co bo te to de ivedisti ctive p od cts tt ctive tothem. a d this is ex ct wh twe’ e wo ki to chieve i o

ct b si ess.”Mike ze e , g i e ’s Di ec

to o Te ito S es, m de cco ectio to the wo k he does eve

d . “This exe cise e he ps s to thi k bthe c stome d how to p t them st. Th t w ,we c e o t how we c e ch them b beimo e e ev t to them.”

Experiential Diversity EducationW.W. Grainger Makes Training a Habit, Not an Event




ma ag g them a ter the r cept o . D vers ty Tra g eeds to become a hab t— ot just a

eve t. Hab t, by de t o , s a acqu red behav or patter regularly ollowed u t l t becomes

automat c. Make d vers ty tra g a hab t your orga zat o , a d d vers ty aware ess w ll

automat cally ollow. W.W Gra ger has, by co ce trat g o tra g act v t es that co t ue

to bu ld a co sta t aware ess o d vers ty. D scover the r “Rec pe or Success!”

a d E wi C , E te p ise a chitect dVice P eside t o the asi P ci c Is d-e Brg, obse ved th t the wo k te ms soe h ced thei de st di o i c sio

d dive sit . “We s w the te ms sk the

i ht q estio s to e s e th t the de stoodthei c stome s d we e c e ti p od ct oth t p tic m ket.”

Integrated Education

This exe cise, which ve b si ess e de s t eee o the v e o i c sio d dive sit , is

o e ex mp e o g i e ’s h bit o i te tithis impo t t co cept i to the b si ess,

cco di to Che e n bo , Chie Dive sit O ce . “I te ted ed c tio is the co e -sto e to b i i c sio d dive sit to i ei the o i tio ,” n bo s s.

“Whe e dive sit t i i is t pic eve tth t is i c ded t speci c times— ike emp o eeo ie t tio d the te s pe so e te s

m eme t—we eve eeve t i i oppo t it

o the co ti m toi c e se w e ess moo emp o ees.”

This me s i c siod dive sit is th e ded

th o ho t g i e ’s t i -i c ic m, e com-p ssi s es, c stome

sevice, comp i ce, b d, s pp ch i , p od ctk owed e, e de ship, seve t e t m eme tp o ms, d emp o ee deve opme t.

“I c sio d dive sit is becomi co -ve s tio we de with eve d s m tte o h bit,” s s Joh l wso , Di ecto o g i e ’s

T i i /Deve opme t dep tme t. “The pp e-ci tio o dive sit th t m kes s iq e i them ketp ce is i ed d embedded i eve t i i d ed c tio p o m.”

Dedicated Trainer Liaison

Th t i me t is e s ed b dedic ted te m o t i i st who h ve imme sed themse ves ithe i c sio d dive sit c t e, d the e -

s e th t these p i cip es e i co po ted i toeve othe t i i co se.

The i c de M F so e, t i i p o mm e ; M he et Se bett , t i i desi e ;

d n tici a de so , t i i de ive m e .“We p ticip te i e ch o o Brgs, s

we s o tside semi s d co ses i i c -sio d dive sit ,” F so e s s. “We b i this i o m tio to ethe to i co po te it i to

o o t i i p o ms.”

G i g l d s tici ti gi Recipe or Success

n o




ladders of Limitless Growth. The pitfalls of Stagnant Growthserve as consequences for unwise decisions.

Although this game is based on “the luck of the spin”,players should not be discouraged! The main goal of thegame is to ensure a wide range of outcomes that will help

to build awareness of the objective, strategies, and valuesof inclusion and diversity.

Contents * Gameboard* Pawns for navigating board* Spinner with plastic arrow* Deck of “Limitless Growth” cards* Deck of “Stagnant Growth” cards* Deck of “I & D Factoids” cards* Diversity Dollars* Talent Stars* Pair of dice

All about the squ Take a brief moment to look over the gamfrom 1 to 100. Players’ pawns will moveupward and zig-zag fashion. The squaresaction should be taken. Please note the

If you land on a green square, follow ton the square where the ladder ends.stars or a dollar sign in their hand. Makthe deck. It will provide you with an explall cards must be read aloudto the gr card back in the deck--on the bottom, te

If you happen to land on an orange squ“Stagnant Growth” deck. No frowning!square and place it next to the person stin confusion. Pay the penalty and place

Blue and Whitesquares are neutral. If the “I & D Factoid” deck which offers geAgain, all used cards should be returnedreshuffled for re-use as necessary.

Se bett sees it s “t eme do s oppo -

t it ” to i te tei c sio d dive sit i to eve thi s

m tte o h bit.a de so sees heimme sio i to i c -sio d dive sit s

id to he pe sodeve opme t, s we

s st o compo e tto se i de ive ihe s es t i i co ses. “Whe o b i d peop e’s k ow -ed e o dive sit , o e b e them to wo k bette with odive se c stome s.”

E-Learning or Alln bo so poi ts o t th t, whi e ed c ti m e sth o h e de ship t i i is impo t t, g i e h s sodeve oped dive sit e- e i p o m, “a B si ess Im-pe tive,” v i b e to eve pe so i the o i tio .

“Emp o ees c o o i e d e bo t g i e ’scommitme t to i c sio d dive sit th o h i te c-tive t i i co se th t’s v i b e i ht t thei desktop,”she s s.

I dditio to this o m e- e i p o m, emp o -ees so co ve se with e ch othe th o h Twitte - ikep o m c ed “y mme ,” i -ho se, o i e comm ic -tio ci it . The e e s m s 340 th e ds posted o week b sis, cco di to l wso , who s s it b i s peop e

om the eo phic dispe sed comp to ethe , dso p ovides i k o membe s o the Brgs.

Business Resource Groups

g i e ’s Brgs e simi to m othe comp ies’ dive -sit etwo ks, b t the e disti ctive i th t e ch o them

is ope to o e who is i te ested ii i i si ht i to p tic o p.

nicho e M sh , g i e ’s I c siod Dive sit M e , is dviso to theBrgs, which we e o med bo t e

o, idi them s the se ect thei owe de s d deve op p o ms e ev t to

thei ow i te ests d eeds.“Emp o ee deve opme t is com-

po e t o e ch Brg, so I p t e with

them to c e te thepp op i te t i i

d deve opme t p o-ms,” M sh s

“at the s me time,

the b i i si hti to o b si ess d de st di o

eme i m kets, sothe c co t ib te tothe comp ’s owth

s we .”n bo dds th t

the comp ’s ece t Brg S mmit w s exceptio tooi ed c ti the o i tio o the v e o i c siodive sit . “The e is ot o powe th t is mp i ed

mo e om b i i eve o e to ethe .”Suits and Corporate Ladders

a d , to demo st te how i c sio d dive sitco t ib tes to the comp ’s s ccess, n bo c e ted“S its d Co po te l dde s”— bo d me th t

eve es the co cept o pop chi d e ’s me ed c tio too .

P e s di o co o ed sp ces pick p c ds thco t i q otes d cts d es bo t i c sio dive sit . Whe the dv ce p dde , the e bo

ses, t e t st s d p omotio s— d whe the hit ch te, the b si ess is p ished b es, ws its, oost b si ess.

“Peop e e o te s p ised whe the e theve expe ie ce i c ded o the c ds is some-thi th t ct h ppe s i co po te ame icn bo s s. “We’ve o d th t e i b doi is v b e too .”

I deed, expe ie ti ed c tio is the ke toi te ti i c sio d dive sit i to spectsg i e ’s b si ess. PDJ

“ ”

“ ”“ ”“ ”

“ ”

’-

’ --

--

“ ”

“ ”

-

’

“

Gameboard designed for Grainger by Kim Love of GroupMemory.com




TThe ProblemEd c ti wo k o ce op i cip es e ted to dive -sit d i c sio whethe e e imited t i i

eso ces v i b e.

The SolutionDive sit d i c sio ep ese ts competitive dv -

t e o apo o g o p. It e ects the esse ce o o i ov -

tio , c e tivit , ski s, d c p bi ities bec se it is embodiedi o st de ts, st , d c t . Dive sit d i c sio

w e ess is ke compo e t i deve opi the best wo k e vi o me ts i i d st . It st ts b c e ti —

d the m i t i i — wo kp ce e vi o me t th t os-te s i ess d m t espect, d o e th t e co esdive sit . Whe I w s sked to s ccess ed c te the e ti eapo o g o p wo k o ce o mo e th 60,000 o p i cip es

e ted to dive sit d i c sio , I dete mi ed th t “ e de ste ch” pp o ch wo d be o so tio .

What is a Leaders Teach Approach? How Does it Work?

a e de s te ch pp o ch is o ded o te chi b ci it to s, o “co ches,” who e e de s withi the comp d h ve bee ed c ted o dive sit d i c sio p i cip es.

We h ve bee si this pp o ch s ccess o the p stth ee e s d h ve t i ed ove 27% o st . J st ece t ,we e ed i d “Co ches Co e e ce” whe e weco bo ted with se io vice p eside ts d c mp s di ecto sto disc ss best p ctices i dive sit d i c sio . It we tve we d we h d ove 65 e de s p ticip te. Theseco ches wi ow be b e to e e othe s i o wo k o ce

d b i w e ess to dive sit d i c sio .

Why it Worksa e de s te ch pp o ch ows o powe th ee-w

e i :

1. The ci it to e s;

2. The ci it to de ive s; d

3. The ci it to e s om p ticip ts d i c e ses ho he ow k ow ed e.

The s ccess o o so tio is so eco i ed d v -ed b o se io e de ship. The wo k t apo o g o p is

d ive b the Fo Pi s o V es, o ded b o ChieExec tive O ice s, Ch s Ede stei d g e C ppe i, withdive sit positio ed s vit cto i the Job o Choicepi . I dditio , F ed newto , Se io Vice P eside t o H m reso ces, i c des dive sit s ke compo e to his ce te o exce e ce ctio i the Hr o i tio .The oc s d i vestme t o dive sit b se io e de shiph s si i ic t he ped s i b i i w e ess to dive sit

d i c sio p i cip es withi o comp .

F d me t , I do ’t ee th t comp -wide i iti -tive is oi to be s ccess witho t the b -i o e de ship.H vi o e de s i vested i the e i d dispe sioo dive sit d i c sio p i cip es he ps b o de o itio k ow ed e d we e p o d to be e di ex mp eo its s ccess. PDJ

By Victoria Jones, DM

Diversity Officer Vice President

Apollo Group, Inc.

Creating Knowledge Through a“Leaders Teach” Approach

oug t leadersthought leaders thought leaders thought leaders thought leaders thought lead

Apollo Group, Inc. and its main subsidiary companies (University o Phoenix, Inc.; Institute or Pro essional Development, Inc.; Western International University, Inc.; College or Financial Planning; Insight Schools, Inc.; Aptimus, Inc.; Meritus University, Inc.; and Apollo Global) are engaged in the business o operating and managing institutions o higher education programs or working adults.

Originally intended as

a short-term solution

to the economic reality

of budget cuts for travel and education, our ongoing series,thought leaders , was a way to bring the seminar and conference

speakers directly to you. It has evolved into a dynamic forum for the ideas and opinions of leaders in the field of Diversity

& Inclusion. Your enthusiastic response to this feature is a testament to your dedication to learning about current trends

and best practices in the field. We are proud to continue this series in 2010.

thought leaders 2010

What would you like to learn from our thought leaders ? Send your suggestions to [email protected]




WWOrKPlaCE FlEXIBIlITy is topic th t is dis-c ssed most o d i b sis. as o wo kp ces be-come mo e i c sive, we m st co ti e to e e ofexibi it p o ms. D i these to h eco omictimes, some emp o e s h ve swe ed the c b i -

stit ti ew p o ms to meet dem d. I dditioto espo di to emp o ee eeds, p ovidi fexibi it c be e t w to ew d, e e, d et i em-p o ees. It c so imp ove c stome se vice.

Despite these be e ts, m comp ies sti st -e with the b si ess c se o wo kp ce fexibi it . Too

o te it is viewed s ccommod tio the th b si ess d ive . Co ecti fexibi it to p od ctivit is ke to i i exec tive ccept ce d s ppo t. We

espo d to d t , d p od ctivit d t is q ite com-pe i whe it comes to m ki the c se o fexibi it .

It is o whe fexibi it becomes i ked with b si esspe o m ce th t comp ies wi be b e to ow ds st i c t e o fexibi it .

The e e mbe o w s th t comp iesc i thei fexibi it p o ms to b si essp od ctivit .Team-Based Programs

These p o ms oc s o de ive i b si ess es tsth o h the se o fexibi it . F exibi it is o e ed to

membe s o te m e d ess o thei i divideeds. Whe i iti ti te m fexibi it p o m,

the te m dete mi es p od ctivit imp oveme t o si dv ce, d wo ks co ective to e ch thei o swhi e p ticip ti i fexib e wo k eme ts. This

pp o ch c be hi h s ccess bec se it empowe semp o ees to t ke ow e ship o thei wo k. a te m-b sed fexibi it p o m c so he p ide ti i e -

cie t p ocesses d e e te i ov tive so tio s toimp ove pe o m ce. S ch p o ms c si i c t

dec e se bse teeism dove time costs, d me -s b i c e se emp o eee eme t whi e imp ovi c stome se vice.Employee and Manager Toolkits ocused on

Productivity ImprovementsM o s h ve too kits to ssist m e s emp o ees i setti p fexib e wo k emToo kits sho d i c de ide i es o how emp oc t ck p od ctivit whi e si fexibi it . Foci o me s i p od ctivit wi ssist emp o e

si d t to s ppo t the b si ess c se o fexibi iEmp o ees wi o o e eed to j sti the eq

o fexibi it with pe so e so s; the , the jc tio wi be bette b si ess es ts. Me s i

d ctivit wi he p ss e m e s th t fexib e w

eme ts m i t i o i c e se wo k e cie cle ibility Tracking

O ce p ocess is i p ce to t ck fexib e wo k eme ts, we c st t to e the d t e

pe o m ce d i k it to fexibi it . We c so ms e ch es i emp o ee e eme t d c stomse vice. Fi , t cki d t ssists with the me sme t o c t e ch e.

F exibi it is he e to st . Dem d wi co ti ei c e se s e te mbe s o ge -y emp o ees, ww t mo e co t o ove how, whe d whe e the

pe o m thei wo k, co ti e to e te the wo k oT i fexibi it to p od ctivit ows emp o ees

eedom to be thei most e cie t whi e e ss im e s th t the job is etti do e. Howeve , fexibi it m st be wove th o ho t comp ’s c ti it’s oi to he p the comp s ccess tt

d et i t e t, d s st i o -te m p od cties ts. PDJ

Aligning Workplace Flexibility to Business Productivity

By Anna Pintsov

Vice President, HR InnovationAXA Equitable Life Insurance Company

thought leaders thought leaders thought leaders thought lead




thought leaders thought leaders thought leaderthought leaders

MMuCH HaS BEEnw itte bo t wh wome

w e s e ve w msi disp opo tio te hi h

mbe s. M ch ess h sbee w itte bo t wh wome w e s st . To de st dwh wome w e s e ve w ms i disp opo tio te hi h mbe s, it is c ci to de st d wh w e s, e d-

ess o e de , st .

Whi e I w s i w schoo , d i the e e s o m c ee , I ced the q estio o wh I w ted to be w e .a tho h this q estio h s e o t o vo , the ss mp-tio s th t de ie it co ti e to do wome . Wome w e sw t wh t w e s w t: ch e i c ee , s ccess,st t s, eco itio o o e’s e o ts d t e ts, pe so dp o essio s tis ctio , the bi it to p ovide o o ese

d o e’s mi , d the oppo t it to m ke m k io e’s comm it .

Wome w m p t e s h ve m ch to i — do e —i we “opt i .” I h ve o d th t o te e i w

m ives me se t t the t b e, p ce om which to ttemptto e ect ch e o most immedi te d pe so eve —im ow m. I c voice m views o the t e o m m,

d, o ve “ oc ” eve , the t e o the e p o essio ,b h vi , d keepi , m se t t the t b e. I c se ve s

o e mode o those who o ow, d, simi , I c eom the ccomp ished d e th si stic wome w e s who

come to o m tod .

With the s ppo t o m m, I c , d do, p tici-p te i iss es impo t t to m hometow , W shi to ,D.C., d ep ese t i divid s p o bo o. I c pp d thes ccesses o m co e es, d, om the v t e poi t o mo e th two dec des o p ctice, pp eci te the imp ctth t o e dedic ted w e , o o p o ike-mi ded w e s,c h ve o impo t t iss es o o time. I c he p p ovide

id ce d me to i to the wome w e s who o ow me, both o which we e s d cki whe I took m st

w m job two dec des o. I c o e s mp thetic e

to m wome co e es whe the ce di c t e isso pe so obst c e, s the vi te thei c ee s.

It is impo t t o those o s who h ve “opted i ” to m kethis c se to o o e wome co e es: o c chieve

e t s ccess, eco itio , d s tis ctio i w m.yo c e h pp d s ccess chi d e with the s p-po t o o co e es d mi . a d, s show b them s ccesses o m wome co e es t Je e & B ock,

o c m ke sti , si i c t imp ct o the w do societ .

as p t e s who h ve “opted i ,” we sho d e co eo ms to e s e eve p i e d o w ee co e those who o ow s to co ti e to voice theico ce s to e ect co st ctive ch e i o w ms.Doi so wi he p e s e th t mo e wome wi o ow o

e d d c e te mo e o e mode s d mo e positive ch e oo d hte s d o societ .

rese ch shows th t empowe i wome e ds tost o e mi ies d mo e s ccess chi d e d commties. g e te mbe s o s ccess wome w e s, s ppo tedb thei w ms, c he p ot j st wome w e s chieves ccess d s tis ctio b t, with thei oc s o the e te

ood, c he p wome p s e thei d e ms.PDJ

By Lorelie S. Masters

Partner Jenner & Block, LLP

Opting In

Lorelie S. Masters , a partner in the Washington, D.C. o ce oJenner & Block LLP, ocuses on advising policyholders and represing them in disputes with their insurers. She served as President o

Women’s Bar Association o the District o Columbia and currenserves on the American Bar Association’s Commission on Women inPro ession, co-chairing its Women o Color Subcommittee. Under her dtion as President in 2007-2008, the WBA’s Initiative on Advancement anRetention o Women published the second o its nationally recognized re“Creating Pathways to Success or All” (available at www.wbadc.org).

About Jenner & Block LLP Jenner & Block was ounded in 1914 and is known or consistently deliing outstanding results in corporate transactions and securing major litigatvictories or clients rom the trial level through the United States SupCourt. Jenner & Block’s approximately 470 attorneys; located in ChicaLos Angeles, New York, and Washington, D.C.; o er substantial experiena broad range o legal areas (www.jenner.com).



Di erent perspectives generate resh ideas. That’s why at Bank o the West, we value diversity andequal opportunity or all our employees. Year a ter year, we continue to grow stronger thanks to ourunique blend o people. A ter all, in today’s competitive banking environment, it is our employees withinnovative ideas that keep us a step ahead o the rest.

© 2007 Bank o the West. Member FDIC.

www.banko thewest.com

AT BANK OF THE WEST, WE BELIEVE OUR CUSTOMERS

WELL SERVED BY EMPLOYEES WHO ARE WELL SERVE

[ B ank of the W est ]

WANT TO WORK FOR TRULY GREAT BANK

WANT TO WORK FOR TRULY GREAT BANK

WANT TO WORK FOR TRULY GREAT BANK?

Bank o the West and its subsidiaries are equal opportunity/a frmative action employers. M/F/D/V





Aas Vice P eside t o H m reso ces oKBr, m i obdive sit is wh t I doe ch d . Bei om the

u.K., I b i , pe h ps, iq e pe spective to m wo k,h vi bee i Ho sto t KBr’s co po te he dq te s oj st ove e ow. I view m o e s c t st o emb c-i d e h ci KBr’s commitme t to ob dive sit .at KBr, we k ow o s ccess is s st o s o e tio shipswith o emp o ees d the c stome s we se ve ob .

KBr co d cts b si ess i ove 45 co t ies d em-p o s j st ove 57, 000 emp o ees wo dwide. O co se with

mbe s ike th t, it is otdi c t to see th t obdive sit is t the ve he to o d i b si ess. KBr is

ob p e i its i d s-t . The best w to e s ewe meet the eeds o oc ie ts is to de st d thec t es i which the eside.This i t demo st teso bi it to de ive q it se vices which meet the speci c eeds o o c ie te e.

It is ot e o h, i the 21st ce t , to s th t comp eco i es d pp eci tes ob dive sit .I thi k o emp o ees d o o i tio h ve toembod th t commitme t. I m o e, I co st t wo k top ovide i ov tio d st te ic exec tio i ot o ohi i p ctices, b t o e th t s me co se d id ceto o b si ess it e de ship i de i with thei c ie ts

d c stome s.

I thi k the ch e e i chievi s ccess with obdive sit m eme t ies withi e tio ship m i te ce.It c sometimes be ve e s o s to oc s o thed -to-d b si ess i o o i tio s d b p ssthe ke compo e t o de i with the die ces com-p se ves. a eco itio d pp eci tio o the v i

c t es d t ditio s sho d be t the o e o t o o b siess disc ssio s. I k ow I m mi d o this i m wo k

d KBr’s commitme t i this e d is ste d st.

F om ob e i d deve opme t pe spec-tive, KBr’s H m reso ces dep tme t h s c e ted emp o ee dive sit t i i p o m. The p im objec-tives o the t i i i c de: eco i i the impo t ce d

be e t o v i dive sit i o o i tio , e ihow to de st d di e e t c t es d eco i i theibe e t to o wo kp ce.

We se the ‘aTM’ Mode to dovet i the t i i :A sk peo-p e bo t thei p e e e ces d expect tio s,Te peop e bo t

o p e e e ces d expect tio s, dMe s e i te t. B ooki t the compo e ts

o c t e d how the i f e ce beh vio , KBr is bette positio ed tom i t i its s ccess i

dive se m ketp ce.M i dive sit

is both ch e i dew di d om

whe e I sit, I k ow o its vit impo t ce

d th t it co t ib tes to KBr’s ove s ccess. atKBr, we de st d dive sit s ep ese ti di e e ces dsimi ities i w e ess b sed o pe spectives, k ow ed e,ski s d o -the-job beh vio s o i divid s d o ps.We view v i dive sit t emp o ee eve to be

i divid ’s bi it to see positive spects i ch cte is-tics, b ck o ds d ttit des th t e ve di e e t omthei ow .

O e o KBr’s co e v es is w ve i commitme tto the comm ities i which we ive d wo k. This is commitme t t the he t o m d i wo k, o we

e o s s ccess s the k ow ed e d eco itiowe imp t to ce eb te the ich ess d dive sit o theeve -ch i wo d i which we ive.PDJ

By Clare Kinahan

Vice President, Human ResourcesKBR

Training a Commitment to Diversity

“

”

We use the ‘ATM’ Model to dovetail the

training: Ask people about their preferences

and expectations,Tell people about yourpreferences and expectations, and

Measure intent.



A look back

as we go forward

An independent licensee of the Blue Cross and Blue Shield Association. U6809, 1/10





DDIVErSITy withi

o i tio h sevo ved ove the e sto e comp ss the m w s i which peop edi e om o e othe .

E dive sit co ve s tio s m h ve oc sed so e oce, whi e tod , the te m dive sit e comp sses e

o cto s th t i f e ce how i divid s i te ct dp ope comp ies to s ccess. I c e si , the co ve s -tio bo t dive sit is o e bo t e e tio s.

Do o wo k with someo e o e e tiodi e e t th o ow ? The swe to this q estio is

eso di es o most o the wo k o ce. Tod ,the e e p to o di e e t e e tio s wo kiside-b -side withi e o i tio s. Ke ch -

cte istics o e ch e e tio , i c di how the pp o ch wo k, wo k/ i e b ce, d emp o eeo t , mo othe spects, v e t . These

di e e ces c become p ob em i the becomee tive e e tio ste eot pes. This c c seco fict mo te ms d dep tme ts, h mpe ip od ctivit d mo e i the wo kp ce.

M cto s i the wo kp ce s ppo t oste ii c sio , whe e te m-b sed decisio -m ki isthe o m. a d, simi to othe di e e ti tich cte istics mo i divid s, m ti- e e tiowo k o ce eq i es w e ess, i c e sed comm ic -tio , d i c sio st te to m ke p od ctive

se o e e tio di e e ces.

Awarenessge e i ed ch cte istics e o te ssoci ted with

e ch e e tio . aw e ess o these ch cte isticsc he p emp o ees bette de st d i divid -

’s ctio s d motiv tio s, b t it’s impo t t otto ei o ce ste eot pes, eithe positive o e tive.

H vi se sitivit to these ch cte istics c he pm e s d emp o ees bette st ct e thei wo ki te ctio s d po icies to i c e se p od ctivit .

Communicationa m m e s d emp o ees with the comm i-

c tio ski s ecess to eso ve dis eeme ts be othe t i to co fict. Bec se e e tiodi e e ces c de with i divid ’s pe so v

e e tio dis eeme ts withi the wo k o ce o te emotio ch ed. O ce sit tio t s i to

co fict, it is m ch mo e di c t to miti tes ch i te se ee i s mo emp o ees.

Inclusion strategyI co po te e e tio oppo t ities i to

comp ’s dive sit d i c sio st te . The m-be o e mess e o i c sio st te sho d bto espect di e e ces. Witho t i c sio st te ,the wo k o ce wi be e t witho t the i ht eso ce

d too s to e ective de with thei di e e ces.

I c e sed w e ess, comm ic tio , d i c sio st te wi he p o i tio s dd ess hv io s e e tio s c wo k to ethe . a tho h e ch

e e tio h s its ow p e e e ces i how to wo k,d pt bi it d fexibi it e eeded to he p o i

tio s eve e the di e e ces c e ted b s ch dive sit .

The move to mo e d mic m eme t st ewi e b e e te co bo tio , c e ti i ce vi o me t. I c sio ep ese ts oppo t it o

owth, ew k ow ed e, d ob comm it .

a te m-o ie ted c t e wi so sp thec oss- e ti i tio o ide s, es ti i i ov tio the s o comp competitive ed e.PDJ

By T. Hudson Jordan

Director, Global Diversity & Talent StrategiesPitney Bowes Inc.

The Diversity Opportunities of Today –It’s Generational




PPITnEy BOWES h s o histo o e co -i vo tee ism to he p b i d he th comm ities.Vo tee i i the comm ities we ive d wo k io e s oppo t it o emp o ees to deve op tech i-c , e de ship, d te m-b i di ski s. It so h s the

dded be e t o b i di mo e d he ps tt ct det i the t e t th t e s o wo k o ce.

I 2008, Pit e Bowes C d p t e ed with

v io s oc o i tio s to ch pi ot me to -ship p oject to se ect o p o m e s to me to

ew C di s. The pi ot o ded o m e s theoppo t it to e h ce thei e de ship ski s b see-i t e t th o h the e es o c t dive se o ps.This expe ie ce e iched thei de st di

d pp eci tio o c t di e e ces s o wo k-p ce becomes mo e d mo e dive se i c t e

d tho ht.

D i n tio Vo tee week i ap i 2009,Pit e Bowes o ci exte ded the Me to ship

p o m to its emp o ees i m jo C di cities.This ew di p o m m tches Pit e Bowesemp o ees with ski ed immi ts withi simi-

occ p tio s. as me to , emp o ees he p ski ed immi t b sh i thei k ow ed e o theC di wo k c t e, p ovidi eedb ck o theiocc p tio d ccessi etwo ks. The e tio -ship fo ishes with i te ctio i pe so , o i e, ovethe pho e, th o h e e s to etwo k membe s,co e e ces, sh dowi d othe e i oppo t i-ties. The me to wo ks with thei me tee to decide the

e tio ship oc s, p ce, meeti oc tio s d times.E ch me to -me tee p i is s ppo ted b dedic tedme to i co ch, t i i d eso ces to m e

e ective e tio ship. Pit e Bowes ci it tes dhosts i o m tio sessio s, the me to /me tee t i i

d ‘meet- d- eet’ ce emo ies t its o ces.

Co ches we e p o-vided b o p t e s,allIES,* d oc o -

i tio s, s ch s theTo o to re io Im-mi tio Emp o me tCo ci (TrIEC), the Edmo to re io Immi tioEmp o me t Co ci (ErIEC), the Immi t Se vice

Societ o B itish Co mbi (ISS o BC), d the Metpo it Immi t Sett eme t associ tio (MISa).

as me to m se , the expe ie ce w s ext emeew di to be p t o ew C di ’s s c

i di i emp o me t i C d . OExec tive Spo so , Bi Check e , vice p esidePit e Bowes M eme t Se vices, otes, “Pi o p t i this p ocess is ch e i , et e ichi , expe ie ce. I h ve e t the st o be

ew C di o m iv to C d , h ve bee ew ded with the jo o he pi e

C di d emp o me t. I e co e o to hethose seeki ssist ce d so expe ie ce the ewo me to i .”

O p t e s, allIES, d oc o i tioe ke to o s ccess i c e ti dive se d i

sive c t e. B the e d o 2009, ove thi t emp oees c oss C d wi h ve s ccess comp ep o m. We e ooki o w d to cthis p o m tio i 2010.

as we h ve e ed t Pit e Bowes, vo tee iss ppo ts dive sit d i c sio d he ps s e

e ch othe d pp eci te e ch othe ’s di e e ces. I o with m vo ite s i : “We e ot di e e t

e ch othe ; the , di e e t ike e ch othe .”PDJ

By Angela Agostino, CHRP

Director, Human ResourcesPitney Bowes Canada

Making a Difference


*assisti loc le de s with Immi t Emp o me t St te ies





DDESPITE a yEar o eco omic ce t i ties,Sodexo em i ed ste d-

st i its commitme tto dive sit d i c -sio . It is th t commit-me t th t d ives o

bi it to ide ti d deve op the best t e t, c e te i -c sive c t e whe e o wo k o ce c th ive, d de iveo tst di se vices to o c ie ts d c stome s. It is sowh t di e e ti tes s s o i tio d est b ishes ocompetitive dv t e i the m ketp ce.

To e s e th t o emp o ees co ti e to ow dbe e t om dive sit d i c sio d to i t od ceo commitme t to o c ie ts, Sodexo ched p o essio deve opme t co e e ce exc sive dedic tedto dive sit d i c sio . Ove the e s it h s evo vedi to p emie eve t th t d ws h d eds o emp o ees dc ie ts .

The c e tio o the d - o Dive sit B si ed le de ship S mmit w s si i c t mi esto

i the evo tio o o dive sit jo e bec se it dd e o - oi ch e e—how to o e emp o ees ddit

t i i o d dive sit d i c sio th t oes be o desse ti s. The S mmit be with tte d ce o ess th100 m e s b t h s exp ded to ove 500 p ticipi c di m e s, c ie ts, pote ti c ie ts d ve d

The S mmit p ovides wo kshops d e i oc sed o b i di ski s, k ow ed e, d w

o d di e e t dime sio s o dive sit . The S mmit e t es s bject-m tte expe ts, i d st spe ke s, p

disc ssio s, p ese t tio s, d etwo ki oppo t ities.

Fo c ie ts, the S mmit o e s Sodexo oppo tit to di e e ti te o v e d demo st te the

o e i expe ie ces we o e s p t o oco s ti se vices.

It is impo t t to ote th t si i c t cto i ths ccess o the Dive sit B si ess d le de ship S mmit h s bee exec tive i vo veme t, i c di tho oi commitme t o o CEO geo e Ch veMembe s o Sodexo’s exec tive te m e exec tive sposo s o o ei ht emp o ee etwo k o ps d chpio m dive sit d i c sio i iti tives i c diS mmit, C oss M ket Dive sit Co ci , Spi it oMe to i d F exibi it Wo ks.

The mbe s spe k o themse ves. S ve es tste the 2009 S mmit i dic ted 99% o tte dees o dthe S mmit v b e, d 93% o emp o ees wh

tte ded e t mo e co ected to the o i tioI dditio , 98% o c ie ts d emp o ees e t tS mmit p ovided them with ew ski o i c e sed thek ow ed e b se e tive to dive sit d i c sio . PDJ

By Texanna Reeves

Vice President, Diversity Sodexo

The Evolution of Our Diversity Journey Diversity Business and Leadership Summit

“

”

The Diversity Business and Leadership

Summit was a signi icant milestone

in the evolution of our diversity journey

because it addressed an on-going

challenge —how to offer employeesadditional training around diversity

and inclusion that goes beyond

the essentials .




SSOME OF My FEllOW aMErICanS e

co ce ed bo t how ob i tio wi imp ct thep ospe it o the u ited St tes. The e ee o

ob competitio o jobs d the o sho i o someu.S. jobs to othe co t ies.

Whi e I c de st d wh some wo d be th e te edb this, the u.S. s who e st ds to be e t om wh t’sh ppe i . I ct, with o ich t ditio o i ov tio

d o domestic expe ie ce with dive sit , ew co -t ies e bette positio ed to t ob i tio i to oppo t it o co ti ed p ospe it .

a th o ho t ame ic histo the e e ex mp es o how dive sit h s he ped powe the co t ’s i ov tio

d o bi it to co ti e-i ve t o eco om . as tio o immi ts d desce d ts o immi ts

om b ck o ds, ame ic h s b o ht to ethew ves o peop e whose ve di e e ces h ve o te sp kedc e tivit d co bo tio th t h ve ed to t s o -m tive i ov tio s. F om the dive se scie ti c te m

who p t the st m o the moo to the mo e ece tco bo tio o goo e o de s l P e d Se e B i , we h ve see th t m i thi s c h ppe whepeop e om di e e t b ck o ds wo k to ethe —

ew ide s d pe spectives eme e d i te esti combi-tio s o t e ts co ve e with o te expected es ts.

O expe ie ce i the u.S. sho d te ch s th tdive sit is ood thi . It h s bee so ce o o e-si ie c d i ch i times d the he t o the vi-b c th t h s de ed ame ic c t e d i e it .g ob i tio ep ese ts j st the test test to ame ic ’s

esi ie c . Th ks to tech o o i ov tio , we ow h vethe bi it to ot o comm ic te c oss bo de s, b t toco bo te d co ective so ve p ob ems.

B t ob i tio so p ese ts ew d sometimescom o t b e st t s q o o some ame ic s—o e th t

is m ked b ob competitio o jobs d owth.

This does ’t me th tame ic sho d e ob -i tio . I ct, o co t h s m ch to i b emb c-i it. g ob i tio is ’tj st bo t mo e competitio

om ove se s. It so me sew oppo t ities o the u.S. to be competitive— ew

m kets o u.S. oods d se vices d ew ccess ob c pit , t e t d oppo t ities o owth.The s ccess o the u.S. wi hi e o o bi it

d pt to the ch es ob i tio b i s, i c dii ov tio s d e te dive sit o bo om the wo d. We sho d expect th t the e wi be som

esist ce. I ov tio , te , dis pts the st t sd c e de some jobs d eve e ti e i d st

obso ete. Fo ex mp e, i 1920, 2.1 mi io ame icwo ked o i o ds. Si ce the , with si i c t v ceme ts i t spo t tio d comm ic tio tech

o o , th t mbe is dow to bo t 200,000. yet, itis de i b e th t the u.S. eco om h s p ospe ed ovethis pe iod d th t mi io s o jobs we e eithe c e teshi ted to ew i d st ies.

likewise, ame ic b si esses m st d pt d p-p the esso s e ed om the u.S. expe ie ce wdive sit to the ob st e. a t “ ob ” u.S. cp is o o e o e th t j st h s ope tio s i othco t ies. To be competitive i the e o ob i tiu.S. b si esses m st co ti e to oste espect

d de st di o i divid di e e ces d

e te co bo tio betwee emp o ees o dwo d. This “m ed i c sio ” is wh t t s o mve sit om pote ti dis ptive—eve divisive eme t i to sset th t st e the s ob c stom

e tio ships; tt cts the best t e t om eve whe co es p od ctive co bo tio ; d pow

the i ov tio . PDJ

By Gerry Murphy

President SunGard Brokerage & Clearance

Why AmericaShouldn’t Fear Globalization






TTHE POSTal SErVICE is o e o the e diemp o e s o mi o ities

d wome . Whe ooki t e de , 40% o o wo k-o ce e wome . Whe it comes to ce d eth icit ,

the Post Se vice emp o s 40% mi o ities.

With mo e th 618,000 emp o ees, o dive sit does ot e d the e. like most u.S. b si esses i the

st two dec des, we h ve d m tic ch ed the w we de e d disc ss dive sit i the wo kp ce.

Dive sit exte ds be o d e de , ce, e,ed c tio , dis bi it , e i io , sex o ie t tio ,b ck o d, d mi sit tio s. O ch e eis to b i d wo kp ce whe e eve o e ee s v ed

d espected.

To meet th t ch e e, st e o Dive sit dthe Eq Emp o me t Oppo t it (EEO) ctio swe e me ed i to o e dep tme t, ow k ow s theO ce o EEO d I c sive ess.

O O ce o EEO d I c sive ess essive mess es EEO ws d emedies. It so p ovides time-

d cost-e ective i o m comp i t p ocessi dp o ctive p eve tio whi e m i dive sit b si ess

d i c sive wo kp ce st te ies.

r the th i te ve tio , o o is p eve tio .F om o top m e s dow to o o t i e s pe -viso s, we m ke s e the de st d the impo t ceo ope , o e-o -o e comm ic tio . The so de -st d th t i c di d e i emp o ees t s tesi to mo e cohesive, p od ctive wo k e vi o me t.

This p st e , we oc sed o p o ctive p eve tioi iti tives d met with se io e de ship to pp isethem o how the pe o m om EEO pe spective.The de st d the dow side is ost p od ctivit ,

sched ed bse ces, d ecess comp i ts.

Fo the Post Se vice, the ke to i c sivewo kp ce is comm ic tio d w e ess:

O hi hest e de ship comm ic tes oo i tio ’s expect tio d commitme t to h ve i c sive wo kp ce.

• To our employees, the perceived lack of commu-ic tio is o te ke iss e whe emp o ees seek

co se i . as s ch, we p t e with m e sd o t i e s pe viso s to ope the i es o

comm ic tio d e imi te pe ceivedb ie s o mis de st di s.

• When a dispute does arise, our counselors engagep ties e i the p ocess to dete mi e de iiss es d e co e e c se eso tio .

• We educate our employees and managers oneve o e’s espo sibi ities o h mo io s,h ssme t- ee wo kp ce. T i i dmess i is t i o ed to dd ess e ev t topicsto c i i hts d espo sibi ities th o ho tthe o i tio .

• We established trained, objective fact- nder teamsto ese ch e tio s o i pp op i te beh viowhe eeded. These te ms p ovide m eme t

oppo t it to emp o co ective me s es toesse o p eve t h t ee i s d q ick e d

e ed b se.

H s it p id o ? abso te , d it co ti es tode ive divide ds.

I o m comp i ts h ve d opped 8.5%. addi-tio , ove the st seve e s, we’ve ed ced

mbe o o m comp i ts th o h medi tio dco se i se vices.

D i the i o m p ocess, mo e th ei hto t o te comp i ts who ed i o mcomp i t opted o medi tio , es ti i 76.5% eso tio te.PDJ

By Susan LaChance

Vice President, Employee Development and Diversity United States Postal Service (USPS)

Awareness and Communications:Keys to an Inclusive Workplace




YyOu May HaVE HEarD the d e th t t i i is p ocessd ot eve t. as o b i d dive sit t i i p o m, o

m st o be o d b sic ‘se sitivit t i i ’ d p ob em-o ie tedpp o ch, d im o deepe eve o o i tio ch e.

I the best dive sit t i i p o ms, isi w e ess,tho h impo t t, is ot the tim te o . It’s the be i i

o p ocess to b i d de st di , c t compete c d theski s to p ep e emp o ees d m e s t eve s to de st d

d ow thei o e i tt i i the o i tio ’s dive sit di c sio o s.

E ective dive sit t i i p o ms e i ed with b si-ess st te ies. The imp ove e tio ships withi the comp

d with c stome s. The do ’t j st dd ess p ob ems s ch sdisc imi tio d sex h ssme t, d the p ovide k ow -ed e d deve op ski s th t e d to b si ess oppo t ities doptimi ed t e t.

Whethe o ’ e j st be i i to c e te comp -wide dive -sit t i i p o m, o o ’ e wo ki to st e the existii iti tive, keepi the o owi poi ts i mi d wi he p e s eth t o t sce d se sitivit t i i :

Training is a process. O e c ss does ot m ke dive sit t i -i p o m. as with e de ship deve opme t e i , m idive sit is jo e th t i c des o te m commitme t tob i di o k ow ed e d deve opi d pp i ski s d

bi ities, s ch s i te c t comm ic tio s, se w e ess dm i di e e ces. To b i bo t e ch e, o eed o-b st p o m cove i b o d spect m o topics, d t i o ed to

o comp ’s objectives. yo s ite o co ses mi ht cove topicss ch s de i dive sit , the b si ess c se o o o i tio ,m i di e e t e e tio s, d how to tt ct d et i dive se c stome b se.Integrate diversity training. I dditio to o e i st d-

o e D&I c sses, dive sit co cepts sho d be i te ted i toothe co po te t i i p o ms. Fo ex mp e, it’s impo t tto i c de c t w e ess co te t i beh vio i te viewico ses o m e s. Some peop e e ese ved bo t t kic edit o i divid chieveme ts bec se o thei c t b ck-

o d o pe so it ; m e s eed to be w e o how c tv es d o ms c imp ct comm ic tio s the ssess jobc did tes. Dive sit co cepts d sce ios e so p tic

e ev t to co ses e ted to s es d c stome se vice.

Go or a hybrid long-termapproach. The most e -

ective dive sit t i ip o ms i c de h b ido b e ded pp o ch—combi i i st ctio , edi t ditio c ss oom setti , with the se o the t

o o ; m ki p ese t tio s th o h “webi s” o devi te ctive, se -p ced o i e t i i p o ms.

Include everyone. Emp o ees d m e s t evecomp ete st d- o e c ss emph si i wh t dive sitto the o i tio d how it e tes to b si ess stT i i sho d so st ess th t emp o ees— ot j

eme t— e espo sib e o c e ti i c sive e vd e h ci se vice to c stome s.

Choose trainers care ully—and train them well. M o -i tio s se i te t i e s, emp o ees, d/o m

to de ive dive sit t i i . It’s c ci to c e te d te i th t e s es the t i e wi h ve the pp op i teed e, ski s, d bi ities, o with ep t tio o

we with peop e o b ck o ds, d the bi it to e vi o me t i which emp o ees c spe k c did wi

e o et i tio . T i e s eed to be mo e th simpte bo t the wo k o dive sit d i c sio to t i othe

de ive the mess e. P ssio is o e p e eq isite, b t se eco k ow ed e, ski s d bi ities sho d so be pp ie

These steps e p t o m ki commitme t to ccomp ehe sive dive sit t i i p o m th t ot o db si ess isk, b t so cove s b si ess oppo t ities. Edive sit t i i is c ci to s ccess i tod ’s m tim ketp ce. at its best, it c he p c e te positive e vi oi which peop e om w ks o i e wo k s with eve o e oc sed o doi thei best d doi wh t’

o the comp .PDJ

By Tisa Jackson

Vice President of Diversity and InclusionUnion Bank, N.A.

Beyond Sensitivity Training:Building a Diversity Training Program

Tisa Jackson , Vice President o Diversity and Inclusion or Union Bank, N.A., more than 13 years o experience in this eld, as well as strategic human resoumanagement, community development and organizational development. She is

ounder o the Pro essional & Technical Diversity Network (PTDN) o GreatAngeles, a diversity consortium comprised o companies committed to diversitinclusion. Union Bank, N.A., is a ull-service commercial bank providing an ar

nancial services to individuals, small businesses, middle-market companies, ancorporations. The bank has 337 banking o ces in Cali ornia, Oregon, WashinTexas and two international o ces. Union Bank is a proud member o the MitUFJ Financial Group (MUFG, NYSE:MTU), one o the world’s largest nanciorganizations. Visit www.unionbank.com or more in ormation.






IBy Alfred J. Torres

Vice President, Talent Management and Diversity Verizon

Bring It!

I COnSIDEr THISo e o the ke e eme tso o emp o me t v -

e p opositio —the op-po t it o emp o eesto b i thei iq e

t e t, ski s, k ow ed e, d p ssio to wo k e vi o -me t th t emb ces o who the e.

Fo me, the emp o me t v e p opositio is mo eth o “tot ew ds” p ck e. It’s so bo t how

o de e o b d i the mi ds o emp o ees dpp ic ts ike. yo mess e m st be disti ctive d

compe i ; b id i the i te d exte wo ds.

Exte , we e eco i ed s o e o the comp iesth t e d the p ck i m dive sit best p ctices.We t i o o ec iti e o ts to e s e we optimi ec did te so ci oppo t ities. I te , we h ve

ob st set o Ergs d dive sit co ci s, se io e de swho emb ce d de st d the v e d c p cit o co t ib tio th t dive sit p ese ts. We o e e ev tt i i p o ms d h ve ob st s pp ie dive sit p o m. We so h ve emp o ee demo phicsth t we e p o d o . Howeve , we h d some wo k to do to exte d the co ve s tio bo t dive sit i m e th t w s simp e,i c sive, d st i ht-

o w d, d so spoketo o emp o me tv e p opositio .

The “B i It” c mp i w s p t o o espo se.The e e seve ke spects th t m ke this c mp is ccess . Fi st, it de es dive sit b o d di c sive . Seco d, it oc ses emp o ees d pote ti

pp ic ts to view dive sit s oppo t it th td ives emp o ee co t ib tio s d b si ess es ts—shi ti the disc ssio to how we eve e thedive se expe ie ce, b ck o ds, d viewpoi ts o o

emp o ees. Sp ce the e d ow .Thi d, we se photos o ct emp o ees i the

b di c mp i — d o co se the ep ese tdi e e t e de , ce, d eth ic o ps. The so

ep ese t di e e t eo phies, i es o b si essd othe dime sio s o dive sit . The se o

e emp o ees c e ted b th o ho t thecomp s peop e eco i ed cowo ke s e t edi the c mp i . It so e b ed emp o ees to seethemse ves s p t o the dive sit mix.

le de ship. I ov tio . res ts. Th t’s wh t we w t o o emp o ees to b i eve d . I be ieve it is

v e p opositio th t eve emp o ee c emb ce dsee s ccess o themse ves, s we s the e te p ise. PDJ

“

”

Leadership.Innovation.

Results. That’s what we want all of ouremployees to bring every day.



Bring It!Thu, Verizon, Marketing

Your Talents. Your Ideas. Your Passion.

AtVerizon, we want you to bringyour diverse talents,xperiences, backgrounds, and viewpoints to work.t’s your smarter leadership, bolder innovations, andaster results that will move our business forwardt the speed of FiOS!

o, bring it in and bring it on– bring youriversity to work atVerizon!

Verizon Diversity Leadership. Innovation. Results.





DDIVErSITy IS BuIlTo t ditio o st o

e de s— spi it th tides s tod to

b e k ew o d, meetch e es he d-o , d p ope to the ext eveo exce e ce. It is time to ce eb te o ccomp ish-me ts— d time to deve op visio o e ev tidive sit i ew e o i c sio .

Dive sit h s evo ved om comp i ce i iti tiveto co e sto e o hi h-pe o mi c t e b sedo i c sio —it’s bo t h essi the di e e cesemp o ees b i to the wo kp ce.

I this t s o m tio , it’s o o e e o hto be “dive se” i the se se o mbe s d d t ,st d- o e p o ms d i iti tives. It’s time to movebe o d “check-the-box” mi d set, d b i d t i c sive wo k e vi o me t th t eve es iq et e ts, ide s, st es, eo phic o i i s, pe spectives,

d b ck o ds.

Whi e dive sit is v b e i th t it ivesoppo t ities to i divid s, i c sio is wh t owso i tio s to th ive d ow. looki he d,it wi be impo t t cto th t wi sep te thoseo i tio s th t s cceed om those th t do ’t.

Becoming Ambassadors o Diversity and InclusionTo he p o o i tio s s cceed i thet e, we m st t ke e ewed e de ship o e

mb ss do s o dive sit d mode s o i c sioThis eq i es visio , i f e ce, cti s ch e

e t, d bei t the tic.Be visionary. Be p ssio te d i te tioto c e te c t e o e de ship th t evedive sit o tho ht. B i d dive sit d i c sioi the e de ship compete c mode to d ive desi edc t beh vio s. Dive sit d i c sio m st

ive i side, ot o side, the b si ess.Be infuential. Be eso ce d et eve o ee ed. E h ce peop e’s c ee expe ie ce b deve opi them d eq ippi them withoppo t ities to m ximi e thei t e t.Be a change agent. J st bec se somethi h s

wo ked i the p st does ’t me it wi wo k ow. Thi k i ew w s. Be wi i to swimpst e m. This ows o to eve e di e e c

d e co e co bo tio d i ov tio .Be authentic. Be e i the w th t o i vite

d we come emp o ees to b i thei ide sto the t b e. Whe o e the tic, peop e eev ed. Whe o ho o i divid di e e ces dempowe othe s to be the tic, the c m kethei e test co t ib tio to o o i tio .

A Vision or the New Era

a jo e o tho s d mi es st ts with si e step. We’ o e ch o pote ti whewe be i t ki the steps to p ope dive sit to

ew st d d o i c sio . E ch d eve o e oo peop e h s iq e i ts to sh e. It’s p to s tob i d e vi o me t whe e the e wi i d

b e to do so. With co ective e o ts, we c b i dhi h-pe o mi te ms with i ov tive mi dset

d co bo tive spi it.PDJ

By L. Mecole Brown

Vice President & Chief Diversity Officer Wal-Mart Stores, U.S.

Inclusive Leadershipin a New Era

“”

Whilediversity is valuable in that

it gives opportunities to individuals,

inclusion is what allows organizations to

thrive and grow .




FFOr THE FIrST TIME i ame ic histo , o

di e e t e e tio s e wo ki side-b -side i thewo kp ce. as o m k ow, the o o ps e:

T ditio ists—bo be o e 1946

B b Boome s—bo betwee 1946 d 1964

ge e tio Xe s—bo betwee 1965 d 1980

Mi e i s (ge y)—bo betwee 1981 d 1999

remembe (i o e o d e o h), whe vetewo ke s we e the bosses d o e wo ke s did wh tw s sked o them, o q estio s sked? The e we ec e d de itive es o how the boss w s t e ted

d how o e wo ke s t e ted mo e se io wo ke s.B t those es o o e pp . Job o es d the es

ssoci ted with them e bei ew itte d i .

ge e tio di e e ces c ect eve spect o the wo kp ce, i c di ec iti , b i di te ms,

de i with ch e, motiv ti , m i , dm i t i i d i c e si p od ctivit . Thi k how e e tio di e e ces mi ht c e te mis de st di s,

hi h emp o ee t ove , d di c t i tt ctiemp o ees, d i i emp o ee commitme t.

I ct, ese ch c e shows th t m iss es o me sc ibed to oss o emp o ee o t

d wo k ethic e ct e e tio i t e.I deed, 65% o espo de ts i s ve s th t

e e tio ps m ke it h d to et thi s do e.*The cite ck o comm ic tio comi om the

te sio betwee “th t’s the w we’ve w s do eit” d “ et’s ch e it bec se we c ch e it.”as we , the s ve espo ses poi ted to di e e ces i

e e tio ’s v es s ch s wo k ethic d d ess codes,di e e ces i wo k o ce shi ts, d the p ob em o

et i i m ti- e e tio t e t.

I sho t, the pote -ti o co isio , co fict,

d co sio betweethe e e tio s h s evebee e te .

So, wh t e some w s to miti te the e e tioiss es i the wo kp ce? let me s est the o owi

• Understand the characteristics of each generation.Mis e di ste eot pes e pe v sive, d the dive t tte tio w om the st e ths th t e

e e tio b i s to the t b e.

• Learn how each team member prefers to commu-ic te whe o p o emp o ees be i s wo ki

with e ch othe .

• Establish expectations. Use the appropriatemotiv tio o e ch e e tio , which c b io t thei st e ths. Fo ex mp e, B b Boome

e e h ve te mwo k ethic, d T ditioh ve c -do ttit de. ge e tio Xe s e smotiv ted b wo k whe the e ive eedom tbe mo e c e tive d h ve fexibi it i thei jobMi e i s (ge y) seem to be combi tio othe bove.

• Train appropriately. Each generation learnsi its ow w . Whe e s B b Boome s e

om v io s o m ts, the tech o o -i te sge Xe s p e e comp te -b sed t i i .

I s mm , b eco i i the powe othese o e e tio s, d wh t e ch b i s the wo kp ce, o c h ve mo e espectcomm ic tive d p od ctive wo k o ce. PDJ

By Denise Houser

Director, Talent Management Waste Management, Inc.

Dealing withGenerational Issues


Re erences or this article include: *l c ste , l e C.: Sti m , D vid.When Generations Collide: Who They Are, Why They Clash, How to Solve the GeneraPuzzle at Work.H pe Co i s P b ishe s I c., 2002.

S o, B d. “u commo Th e ds: Me di the ge e tio g p t Wo k,”Executive Update , J 2000.





WWHEn My BOSS,the ge e Co se o We Poi t, I c., c meto me i te 2008 withthe ide o i iti ti

e dive sit te m, I h ve to s th t I w s somewh tco o ded bo t how we wo d ccomp ish this d

who wo d w t to p ticip te o the te m. To m e ts p ise ( d e ie ), the e w s t eme do s i te est isetti p te m, d we we e b e to e si pop tethe te m with pp oxim te do e ssoci tes.

We Poi t h s h d, o m e s, st o oc so dive sit , d deve opi o dive sit m ks i

cets o o b si ess, whethe it is i the ssoci tewo k o ce, o i the s pp ie o c stome sides. Th t’swh t I thi k p ovided st o d i f e ti b sis ome to wo k with the te m’s co- e ds to c e te ew

e dive sit te m, k ow s the Dive sit Fo m.The te m is pop ted with dive se c oss-sectioo e ssoci tes, i c di b ce, e, e de , eth icb ck o d, d job ctio .

We h ve o ded o t o st e o the Fo m,h vi ccomp ished m ch i 2009. We tte ded dp ese ted t v io s co e e ces whe e dive sit w s

oc s. We wo ked with the St eetl w p o m iseve cities i co bo tio with w ms th t ep e-se t We Poi t. We so i iti ted mbe o t i i

d e i oppo t ities o the We Poi t e st .

O oc s o 2010 is eve mo e mbitio s. We h vebee b e to est b ish b d et owi s to i c e seo e o ts d m ke e te st ides to imp ove dive sit withi the We Poi t e dep tme t d deve opst o e co ectio poi ts o tside o the comp .

O e o o e o ts is oc sed o deve opi t e t pipei es mo dive se o i tio s, i c di seco d

schoo s, co e es d ive sities. O e o the ch eth t co o t s, s we s m othe co po tio

d w ms, is the sh i ki bod o dive se wst de ts. l w schoo s h ve epo ted dec e ses ia ic -ame ic pp ic ts ove the p st ew e s

d o s i ht i c e ses o othe eth ic- o ce-b sei divid s. This me s th t the w schoo d tepoo is q ite sm d the e is, de st d b , ei te est d competitio om m e tities to hi ethese w schoo d tes.

It is o hope th t, with some o o p e-co e e-b sed d w schoo -b sed p o ms, we c emo e bo t c e t d t e w schoo st de ts tobette sce t i wh t t pes o emp o me t the wi beseeki o ce the d te. additio , etti the

We Poi t me “o t the e” d m ki o se vesk ow to st de ts is e t w o c e ti co ec-tio poi ts d he pi to deve op those dive se t e tpipe i es th t we desi e.

I wo d st o e co e othe co po tio s dw ms to co side c e ti e dive sit te m. It

i e de vo d o mi ht j st be s p ised bthe mo t o i te est d e th si sm the e is mo

o ssoci tes. I k ow I w s.

a d I’m h pp to epo t th t, with o ge e

Co se ’s st o s ppo t, m job s exec tive spo soo o Dive sit Fo m is othi sho t o i vi o t-

i , ch e i d de i ht . PDJ

By Carter A. Beck

Vice President, Counsel, Legal & Commercial WellPoint, Inc.

Building aDiversity Focused Organization




Our people are as diverse as their ideas.

CHEVRON, the CHEVRON HALLMARK and HUMAN ENERGY are registered trademarks of Chevron Intellectual Property LLC. ©2009 Chevron Corporation. All rights reserved.

To work in a worldwide marke tplace ,

Chevron has a workforce that represents

the world. Wherever we do business, we

be lieve dive rs ity is essent ia l for our

employees and pa rtners a like . Because

with more points of view, our human

energy becomes even st ronge r .

To learn more , visit chevron.com.




Bank o the West .. .. .. .. .. .. .. .. .. .. .. .43www.bankofthewest. om

Blue Cross Blue Shield o NC .. .. .. .. .. .45www.b bsn . om

Chevron .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .57www. he ron. om

Freddie Mac.. .. .. .. .. .. .. .. .. .. .. .. .. .. .23www.fredd ema . om

ITT.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .39www. tt. om

Lockheed Martin .. .. .. .. .. .. .. .. .. .. .. .11

www.lo kheedmart n. om

New York Li e Insurance Co. . .. .. .. .. .. .21www.newyorkl fe. om

PepsiCo .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 5www.peps o. om

Royal Dutch Shell .. .. .. .. .. .. .. .. .. .. .. .15www.shell. om

Sodexo . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 3www.sodexo sa. om

UnitedHealth Group . .. .. .. .. .. .. .. .. .. .35www. n tedhealthgro p. om

Vanguard .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .33

www. ang ard. om

Verizon . .. .. . . .. .. .. .. .. .. .. .. .. .. .. .. .. .53www. er zon. om

W.W. Grainger.. .. .. .. .. .. .. . . Inside Front,www.gra nger. om .. .. .. .. .. .. .. .. pg 1

Walmart.. .. .. .. .. .. .. .. .. .. .. ..Back Coverwww.walmart. om

Waste Management . .. .. .. .. . Inside Backwww.wm. om

WellPoint .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .19www.wellpo nt. om

a vantageadvertiser’s index




editors notebook stor esHave You ExperiencedThese Kinds of Triggers?

microtrigger stories

Un-collaborated Efforts

“ I m mid- eve m et tech m. I’ve bee i m o e o e th ee e s, so

I’m w s b fed s to wh I h ve to c bo cop (CC)

m di ecto i o de to et espo se om o e o

m co e es.“Te mwo k is hi h

e co ed i the o ce, b t I’m ot s e this co e e,i p tic , de st ds the co cept. like me o ot,we’ e p id to et job do e, ot be ie ds.”

—Sandra Larson, M.P.A.

The Name Game

“ M s pe viso ikes to ssi ick mes. I’ve evebee o ick mes i the wo kp ce, b t it’s owo me. I h ve oticed, howeve , th t ot eve o e h s

ick me. I’m ot s e i it h s to do with the e o some st membe s ve s s othe s? O , i it’s efectio o the e tio ship m s pe viso h s with e ch emp o ee. Ij st hope I’m ot o the b d e d o the joke.”

—Jason Steele, M.B.A.

The Monday Morning Question

“ Si ce I’ve bee i thewo k o ce, I’ve oticed th tco e es w s sk ‘how w

o weeke d?’ I k ow it’s po ite,b t the co ve s tio eve t

oes be o d espo se o ‘ eth ks.’ F too o te , I d m s

etti c t o whe I be i oii to det i . I j st thi k it’s ve

p ete tio s…wh sk, i peop e do ’t e c e?to h, b t I’d be h pp with simp e ‘ ood mo i

—Nathaniel Benjamin, M.B.A

New Year, Old Habits

“ D i the st week b ck om the ho id b em te m p ticip ted i m eme t t i i . as po the co se, we e ed bo t o ce etiq ette, dhow to m ke the most o te m i te ctio s.

“a impo t t item th t w s dd essed d i thet i i w s s e o B ckBe ies d i meeti(o e-o -o e d othe wise). Wh t w s hi io s wth t b the e d o the week, e de ship w s b ck to th

s B ckBe h bits. D i te m meeti s, twe e checki em i s d swe i c s. So m

o t i i .—Candice Baptiste, M.P.A

PDJ

Janet Crenshaw Smith is president o Ivy Planning Group, LLC, a consulting and training rm thspecializes in diversity strategy and leadership. Her book is titled,Mic oT i e s: 58 litt e Thi sTh t H ve BIg Imp ct.Have a MicroTrigger story to share? Send it to: [email protected].

M roTr ggers are those subtle

behav ors, phrases a d equ t es

that tr gger a sta ta eous

egat ve respo se. Here are some

samples or you to co s der.

By Janet Crenshaw Smith




R last word

rEgarDlESS o c t e,whethe it is c t e o i ov tio , o o e oc sedo cco t bi it , mostcomp ies so desi e i c sive e vi o me t. Em-

bedded i the c t e-m eme t st te is t pic the dive sit t i i st p e. This is i deed best p ctice.Howeve it is impo t t o s to sk i the t i i iskeepi p with the w i which o emp o ees wo k,

d i it e h ces wo k o ce e eme t d e ective-ess, th s meeti the eve -ch i b si ess eeds o oo ce t .

let’s co side j st co p e o poi ts s o e-ev teo t i i st te .

Is your de nition of diversity keeping up with theevolutionary social construct? Twe t - ve e s o,dive sit t i i w s e e i p im i to ce d

e de . F om the e ew the b sic ‘seve e eme ts o dive sit .’ Th o h the k ow ed e- d expe ie ce-sh io v io s p ctitio e s, dive sit t i i ew to t peo tio co ve tio o ove seve tee dime sio s.

The exp sio o these dime sio s co ti es toede e dive sit o t e i c sio . Co side mi

compositio st tistics o the ties d sixties, wheho sho ds we e m i comp ised o hete osex co -p es with chi d e ivi t home, comp ed to the 2010

o ec st o 60% o ho seho ds bei chi d ess d, o the40% with chi d e , o h 10%-12% bei ed b s me-

e de co p es d ove 27% b si e p e ts. O , co -side the evo tio o st tes witho t p tic eth icm jo it , s the demo phics o C i o i d new yo k

e expected to efect b mid-ce t .Voluntary vs. Mandatory Training . The b si ess c seo i c sio imp ies the ecessit o eve emp o ee to

be o bo d with the co cept o dive sit . Howeve , e it h s t ht p ctitio e s th t the impositio o dive sit t i i h s ot ed to the desi ed emb ce, despite the100% tte d ce tes. M comp ies h ve dopted, o

ood e so s, m tive de e se, o ex mp e: the st ceth t peop e m e s sho d s bmit to m d to t i -i . T e, this is i v b e k ow ed e o e de ship, d

e t i bi it ed ce .

The othe q estio to sk sho d be bo t e ective ed oodwi c e tio . Fo ced t i i h s t ht m

how to be mo e s bt e bo t disc imi to p ctices beh vio s i the wo kp ce, b t h s c e ted, i some c s

eve s o ese tme t m i ested th o h i c e sed vioi ess co t o ed soci ci c es.

Vo t t i i is mo e ike to es t i te m, s st i b e beh vio ch e. The e co eme tse motiv tio i Dive sit t i i p ticip tio eme

om the emp o ees wit essi thei e de s w kit k o i c sio d e di b ex mp e. This modeb e de s both i c e ses the e ective ess i s ccess

ess o tcomes d c e tes the desi ed c t e with ebeh vio o ms.

F the , i this di it e, t i i o so t be h d t time, whe e, t o e’s co ve ie cThis is ot e do seme t o e ect o ic dive sit ti , tho h v io s i te ctive mode s c be q ite

ective i te chi the b si ess c se, the e spects, wo kp ce b sics. Fo the e e i to occ , the do di o e o se sitive iss es d h m i te ctiois m st, s it c e tes the optim m b ce o de sti t the i te ect d emotio eve s.

O co se, o wo d so w t to speci ssesevo tio o o die ce, p i tte tio to the eeo o wo k o ce, ch i demo phics, the imp csoci medi i o comm ic tio st te , the sophtic tio o m tic t m kets, d the commitmes st i bi it i o me s es o s ccess.

Th o h s ccess imp eme t tio o se motivdive sit t i i , emp o ees wo k mo e co bo tseek so tio s espect om di e e t pe spectiv

pe o m bette ove . The comp wi do bexpe ie ce ci i s de ived om i c e sed e cwhi e the comp ’s i te c t e d p b ic im

so be e h ced.PDJ

Corporate Diversity Training:Is Yours Meeting 21st Century Needs? By Marie Y. Philippe, Ph.D.Corporate Vice President, Culture and Organizational EffectivenessThe Lifetime Healthcare Companies

Marie Y. Philippe, Ph.D. is well known or her leadership contribution in corporate culture trans ormation through strategic diversity initiatives and organizationalchange management.She can be reached at marie.philippe@li ethc.com.



A company that is making a differencein your world and the world around you.

Waste Management is a Fortune 200 company that is changing the world for the better.We are strongly committed to promoting diversity and inclusion and empowering our

employees. We are working with the communities we serve to fuel innovative change—and we need your help. www.wmcareers.com

From everyday collection to environmental protection. Think Green.

Think Waste Management. www.thinkgreen.com



Supporting diversity, from ourstockrooms to our boardrooms.

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profiles in diversity journal | jan/feb 2010

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