Diversity Journal - Mar/Apr 2014 by Diversity Journal

® All Things Diversity & Inclusion

MAR/APR 2014 $5.95

Leadership in CEOs weigh in on empowering a diverse workforce ELLEN M. LORD

President and CEO, Textron Systems

National Minority Health Month: WellPoint’s Hispanic Health Outreach STEM Students Find Support at AT&T

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BECOME A MORE INCLUSIVE LEADER Inclusive leaders drive results and improve performance by encouraging teams to voice diverse perspectives. Now, organizations and leaders have a measurable way to track their progress toward becoming more inclusive. Introducing Linkage’s Inclusive Leadership Assessment, one of two custom assessments offered at Linkage’s Institute for Leading Diversity & Inclusion. Learn more at www.linkageinc.com/div SUSAN CAIN Author of New York Times best seller Quiet: The Power of Introverts in a World That Can’t Stop Talking

LT. DAN CHOI West Point graduate and Iraq veteran who fought for the eventual repeal of “Don’t Ask, Don’t Tell”

WIL HAYGOOD Washington Post reporter and author of The Butler: A Witness of History

JAMIL MAHUAD Former President of Ecuador and contributing author of Beyond Reason: Using Emotions as You Negotiate

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| PUBLISHER’S COLUMN

Since 1999

All Things Diversity & Inclusion

The stuff champions are made of

CEO/PUBLISHER

James R. Rector EDITOR IN CHIEF

Kathie Sandlin COPY EDITOR

Teresa Fausey

“Judge a man by his questions rather than his answers.”

STAFF WRITER

Nikki Hunt

–Voltaire

hat makes a leader a champion? True champions inspire us with their vision, excite us with their enthusiasm, and encourage us to overcome our biases and reframe the future. They question the status quo, and ask us to do the same. In this issue, we celebrate the ultimate champion of diversity and inclusion—the CEO. When business leaders foster an equitable and inclusive workplace—where people are valued, respected, and welcomed—it sends a powerful message. The Participants in Mar/Apr Issue 33 CEOs you’ll hear from in this issue do not see diversity as a stand-alone initiative, or the responsibility of a single department or person. They see the advancement of diversity as a truly personal, but ultimately, companywide mission. And they embrace diversity and inclusion, not just because they believe doing so is a competitive advantage, but also because they know it is the right thing to do. Many CEOs cited workforce diversity as their most important strategic advantage. For CEO Robert Sanchez, diversity is a source of innovative ideas that improve his business. CEO Yue Zhuge sees teams at her startup perform better when they include members from around the globe. And CEO Lee Pelton brings new voices to the table to enrich discourse and sharpen historical perspective. A person’s commitment to diversity and inclusion may grow out of his or her experience as an outsider. For example, CEO Masashi Oka learned as a small child in a new country that respect and kindness translate, even when languages don’t. And Frederica Williams, from Sierra Leone, was inspired to lead a health center that helps address health disparities in her urban community. These men and women are igniting change within their organizations and across the world. PDJ James R. Rector, CEO & Publisher profiles@diversityjournal.com

VP OF OPERATIONS

James Gorman ART DIRECTOR

Paul Malanij HUMAN RESOURCES

Vicky DePiore EXECUTIVE ASSISTANT

Elena Rector CONTRIBUTING WRITER

Noëlle Bernard Boyer

LETTERS TO THE EDITOR

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| CONTENTS

MARCH | APRIL 2014

FEATURES 20

LEADERSHIP IN ACTION We’re celebrating Leadership in Action in this issue. We asked CEOs to share their biggest challenges and achievements in promoting and empowering a diverse workforce. Read their personal accounts to see what makes them such dynamic diversity champions.

MAKING HEALTH EQUITY A REALITY 74 76 78

twitter.com/diversityjrnl scribd.com/diversityjournal twitter.com/mentorings

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WellPoint forms partnerships to help newly insured Hispanics navigate the health care system. Learn why low-income women fall through health care coverage gaps—and what can be done. One man’s courageous battle to overcome bulimia—and a biased culture.

Since 1999

VOLUME 16 | NUMBER 2

DEPARTMENTS All Things Diversity & Inclusion

THOUGHT LEADERS 18 | Linkage’s Charley Morrow tells us how inclusive leaders are key to business success.

72 | Judy Corner, mentoring expert, discusses the importance of having senior-level mentors.

80 | Dr. Helen Trumbull discusses the complexities of inclusion in Part II of her series: The Illusion of Inclusion.

82 | Springboard Consulting’s Nadine Vogel explains important changes to the Rehabilitation Act of 1973.

84 | Maria Collar of Serendipity

Consulting Services tells why diversity and cultural competence means better customer service.

86 | Catalyst talks about the

difficulties women may face when managing junior employees, and how to overcome them.

HIGHER EDUCATION 88 | How University of the Rockies is

helping organizations drive a learning culture from the C-suite.

BULLETIN 90 | Who’s on the move, what’s on the

72 PUBLISHER’S COLUMN 01 | In this issue, Publisher James R.

Rector talks about what makes a leader a champion—and how CEOs fill that bill when it comes to diversity.

EDITOR’S NOTE 04 | Editor In Chief Kathie Sandlin

talks about why hiring and learning to work with a variety of personality types can help teams and whole companies succeed.

PERSPECTIVE 06 | It’s true. Women don’t get many

“hot jobs” that boost their careers, but there are things they can do to gain access.

08 | At Lenovo, leaders know that diversity is a recipe for business success.

12 | Women in STEM—how AT&T

encourages girls to follow dreams that used to belong only to men.

14 | Three women in STEM are

recognized for their contributions by the Vilcek Foundation.

horizon, and more diversity news.

CORPORATE INDEX 94 | Index of organizations appearing in this issue of Diversity Journal

PROFILE 96 | Attorney Cyndie Chang uses

her legal background to support her Asian-American community.

16 | NASA’s Annette M. Moore talks

CORRECTION

17 | Lee Fisher, of CEOs for Cities, has

In the Jan/Feb 2014 issue of PDJ, we stated that Linda Singh was a Brigadier General in the U.S. Army Reserve. She is actually a Brigadier General in the Maryland Army National Guard. We apologize for the error.

about what makes her an effective leader.

this message for CEOs: Invest in the success of your city and region.

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| EDITOR’S NOTE

“We’ll figure it out.” Why some of the smartest businesses consider hiring for a diversity of personalities a very good thing.

t’s finally happened. My stresscatchphrase has been outed. I’ve been with the Journal for two issues now, and I knew it was inevitable that my new team would start picking up on the never-ending list of quirks that constitute my personality. They zeroed in immediately on what I call my stress-catchphrase— it’s how I end conversations about anything that seems too big or too distracting to handle at the moment. “We’ll figure it out.” Pretty soon, I noticed that I was hearing “We’ll figure it out” at least once a day. I was busted. I’m a new personality to this group. Organizationally challenged and ridiculously optimistic, my personality is the opposite of some members, and the perfect complement to others. But it works—we actually need different personalities to succeed. When you hire people who bring unique physical, mental, and emotional characteristics to work, you’re bound to reap a bumper crop of interesting—even exciting—ideas about what to do and how to get it done. That’s why different is a very good

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thing—it means you can choose from several possible solutions for every problem that arises. And each idea—each perspective— helps motivate and energize the whole group. The added energy feeds creativity and innovation. According to author Mary Ylisela, teams often comprise six personality types—stabilizer, adventurer, driver, cheerleader, perfectionist, and energizer. “The… characteristics of these personalities combine to create a diverse team that provides different traits that work together successfully,” explains Ylisela, in a recent piece for Fox Business Network. “When you have this diverse team, each individual feels able to adjust to readily different conditions due to the support of their coworkers. Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets and customer demands.” Studies also show that too many team members with similar personalities may actually be detrimental to the team dynamic. For instance, too many adventurers may result in too many risks. March/April 2014

No stabilizers and cheerleaders, may result in infighting or a lack of motivation. For managers, it seems the job is to understand these different personalities, and how to motivate them and keep them happily working together. I know there’s a lot still to learn about the different personalities on my team. We each have our own style of thinking, processing information, problem solving, and communicating. And it can get awkward when a project stalls or takes a wrong turn because information relayed by one person isn’t clearly understood by another. Managing for diversity of personality here at PDJ will increase productivity and create a more harmonious work environment. But it’s a work in progress. And I’m sure... we’ll figure it out. PDJ

Kathie Sandlin, Editor in Chief ksandlin@diversityjournal.com

Thanks to you, we are building a legacy of healthy generations. As one of the nation’s leading health beneﬁts companies, we recognize that diversity and inclusion make us better – more innovative and more focused on what matters to our customers. The variety of perspectives, personal stories and experiences that our associates contribute help us develop a wide range of solutions to address the needs of our diverse customers and members. And we are focused on making your experience navigating these solutions easier than ever before. Moments like this are why we do what we do.

Better health care, thanks to you.

For more information, visit: www.wellpoint.com ® Registered Trademark, Diversity Inc Media LLC. ® Registered Trademark, WellPoint, Inc. © 2014 WellPoint, Inc. All Rights Reserved. EOE. M/F/Disability/Veteran.

| PERSPECTIVE

HOT JOBS: Moving Up by Moving Over Not all leadership opportunities are created equal. Women get fewer of the high-visibility, mission-critical roles and international experiences—the so-called “hot jobs”—that are key to getting ahead at global companies.

ccording to a report from Catalyst, the leading nonprofit organization expanding opportunities for women and business, unequal access to those roles may be an underlying cause of the persistent gender gap at senior levels. Training programs alone won’t fully develop the next generation of leaders, nor are such programs likely to close the gender gap. Research shows that on-the-job experience leads to advancement more quickly than training—and to get that experience often means moving across business areas or even disciplines. Two women who know exactly how it’s done are Shan Cooper from Lockheed Martin and Donna McPherson from Kimberly-Clark—companies that are receiving this year’s Catalyst Award, which honors innovative initiatives that expand opportunities for women and business. Their personal stories offer a wealth of advice to anyone looking to take on bigger roles.

Move Out of Your Comfort Zone

Today, as a vice president of the Lockheed Martin Aeronautics Company and general manager of the company’s 6,300person Marietta, Georgia, facility, Shan Cooper oversees operations for military aircraft programs like the C-130J Super Hercules and P-3 Orion. She is also responsible for subassembly sites in Meridian, Mississippi, and COOPER Clarksburg, West Virginia, and serves as the company’s vice president of business ethics. Several years ago, Cooper took the leap from human resources to an operational role, gaining on-the-job experience through an unexpected assignment—leading the operation while her facility’s manager was on extended medical lead.

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“I have to tell you, at first, I was panic stricken,” said Cooper. “But I felt that if the company believed I could do it, I would give it my all. My manager and I had two weeks together before he left; for the next six months, I worked in the day and took things home at night. I took to the floor to learn, did a lot of one-on-one training, and was open and honest with the people I worked with. The most challenging part of the transition was the technical aspect of the job, but my team had to have the confidence to know that I understood their world…understood operations from their point of view. That was my goal.” When the plant manager returned six months later, Cooper kept many of her responsibilities. Her experience—and her courage in taking on the role short term— positioned her to step into the job permanently when he retired. She assumed her current role in 2011.

Identify Skills Needed to Advance

Donna McPherson is currently the vice president of Kimberly-Clark Professional (KCP), Europe, Middle East & Africa (EMEA). She’s been with KCP for 17 years, and has a strong crossfunctional background in sales, marketing, and product supply. She moved to the UK on an expat assignment in 2010 and has held several MCPHERSON critical roles in EMEA, including SBU (strategic business unit) director for Hand Hygiene & Tissue, as well as director of sales. Prior to her assignment in EMEA, Donna was the mill manager in San Antonio, Texas, where she developed and led strategy for the Wet Wiping and Skincare business. She considers this one of her most pivotal roles. “I was part of a pilot mentoring program within our business line, and serving as senior category manager, when

Winners of the Catalyst Award

I had the good fortune of working with a senior male leader whose insights helped me n April, Catalyst recognized Kimberly-Clark prepare to compete for bigger roles,” says and Lockheed Martin for their initiatives with McPherson. “He told me I was known for the 2014 Catalyst Award. The award recognizes innovative organizational initiatives that address my execution and getting things done, but the recruitment, development, and advancement I had never led leaders or driven strategy. of all women, including diverse women. Developmentally, it was a pivotal conversaSABATTINI “Both initiatives have diversity woven into their tion. Because of it, I went after that role and fabric,” said Laura Sabattini, PhD, senior director of research, and chair gained the experience I needed. of the Catalyst Award Evaluation Committee. “While they represent two “A lot of your career development is different industries and two different types of programs, both were able owned. You have to be willing to do someto integrate these strategies into their cultures, use them to redefine thing that scares you a little, or take on latexpectations and actions, and change the way things are done. eral roles that can broaden your experience “It makes these companies innovative models for change.” base. But it’s also important to have trusted individuals—advocates, team leaders, and sponsors—who can give you genuine feedback on how the Business with Women Leaders is a global initiayou are perceived and talk with you about career goals, intive developed to increase women’s representation at all stead of just giving you a performance review.” levels of the organization. Some of the specific goals of the program include hiring and promoting more women into critical roles globally, strengthening the pipeline of Use Every Available Resource women, and nurturing regional and business action plans Both Kimberly-Clark and Lockheed Martin have to accelerate the recruitment, development, and retention award-winning initiatives that help women develop their of women. strengths, identify experiential deficiencies, and conAccording to Sue Dodsworth, global diversity officer nect with mentors and advocates who can help them rise and vice president of executive develthrough the ranks. opment at Kimberly-Clark, an overLockheed Martin’s U.S.-based initiative, Women arching framework for the program Accelerating Tomorrow, comprises a variety of programs, has been implemented across all global processes, and tools to support women’s advancement, locations and operating businesses. “It and is part of a broad strategic effort to attract, develop, would be a big mistake to believe our and retain diverse talent in their highly technical and North American perspective on develengineering-focused industry. oping talent would be the same around One of the more unique components of this initiaDODSWORTH the world,” she said. “So we have protive is directed toward white males. vided local leaders with tools to customize the initiative According to Kimberly Admire, vice to meet regional and cultural needs. Leadership style has president of culture, diversity and equal many cultural nuances, and different areas have different opportunity programs for Lockheed, needs. For example, operations in China and Malaysia looking at the industry at large, this is include a strong focus on retention because attrition is a a group critically important to the promajor concern there.” gram’s success. “We determined early These programs have had measurable results. For examon that our approach had to allow all ADMIRE ple, since 2009, women’s representation in director+ roles employees to see their role in creating at Kimberly-Clark has increased globally from 19 percent an inclusive work environment,” says Admire. “Through to 26 percent; internal promotions of women to director+ workshops and training programs, such as the Effective jobs have increased significantly, from 19 percent to Leadership of Inclusive Teams (ELOIT) labs and summits, 44 percent. PDJ we engage vice presidents and directors in the growth of talented women and lay out expectations with regard to leadership behaviors and actions.” To learn more about these initiatives, visit catalyst.org. Kimberly-Clark’s Unleash Your Power: Strengthening

March/April 2014

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| PERSPECTIVE

Diversity ... A Recipe for Business Success

By Yolanda Conyers - Vice President, Global HR Operations and Chief Diversity Officer, Lenovo

here is no more perfect analogy to describe what diversity should mean to an organization than a recipe. A great recipe is much more than a basket of ingredients randomly thrown together. It’s an enticing and complex combination of flavors and textures mixed together with care and attention. A recipe, like diversity, is a classic case of the whole being greater than the sum of its parts. Without a doubt, diversity is the signature dish at Lenovo. Although it’s a company of Chinese heritage, Lenovo possesses a highly diverse leadership team, and people who represent over 60 countries, 40 languages, and a variety of experiences and expertise. It is an extraordinary combination of ingredients that, in addition to cutting-edge innovation, a highly efficient business model and a rock-solid brand, makes this

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the world’s leading PC company and a role model for all businesses seeking to walk the talk and become global in the truest sense. Put simply, the incredible diversity of Lenovo’s people mirrors the tastes, perspectives, and experiences of the growing multitudes who buy our brand of products. Lenovo leaders live, sell, manage, and work all over the world. Our customers also live everywhere, work everywhere, and shop everywhere. We respond to their individual needs with diversity in our range of products and services, meeting customers where they live. A wealth of cultures working together cohesively and seamlessly, enables us to be in every home, office, and school throughout the globe. This is much more than paying lip service to fashionable concepts of multiculturalism and inclusion. It is Lenovo’s very DNA.

March/April 2014

Lenovo’s leaders know that different strategies in different markets require different people with different perspectives. By honoring a diverse workforce, we are able to use the talents of all our employees to create more innovative ideas, bring more creativity to our products, and tailor our strategies to different markets and customers around the world. In short, we can compete more effectively. Of course, redefining diversity for the global marketplace and learning how to manage a multicultural organization doesn’t happen overnight. Great recipes require a little experimentation before we get them just right. For Lenovo, it’s been a delicate balancing act of leveraging the values and best practices of East and West to become a significant player in the world of technology. Based on this experience, I’d like to share the four basic ingredients

Lenovo’s top 100 leaders, gathered here at a leadership session in Barcelona, Spain, represent 16 nationalities.

that, when combined, have proven to be a winning formula for Lenovo’s employees and leaders, our customers and communities, and our remarkable business achievements.

INGREDIENT #1: Know the Recipe You Want to Make—have a vision, know where you’re going, and then put a plan in place to get you there. If you are trying to sell diversity or build the business case for “why” diversity is important for your senior leaders, you’ve got a big problem. If the value of diversity is not intuitively understood by your leadership team, then the company is not really serious about competing in a global marketplace. To be a global company in today’s world means understanding the hearts and minds of global customers. And that can only happen if the company reflects customers’ cultures, values, and unique

needs. This is why it’s essential that you embed diversity into your core values and HR processes. Processes must be modified to embed the right behaviors and accountability in the organization, transforming diversity as a checklist to diversity as a business driver. Or, to go back to our culinary theme: A great recipe needs a great chef who believes in what he or she is making, trusts in the ingredients, and is committed to making the best dish possible.

the gaps, give employees the practical tools they need to excel during this time of transition. Create shortterm wins where possible. Enable and empower teams by listening to their concerns and giving them exactly what they need. Only then will they move past the status quo and embrace global diversity as a new way of thinking and doing business. In other words, be a good chef, and make sure your kitchen has all the equipment it needs to effectively execute the right recipe for diversity.

INGREDIENT #2:

INGREDIENT #3:

Do the Necessary “Prep” Work— understand the levers that will enable you to leverage diversity as a competitive advantage and a driver of business results. Do a thorough and honest assessment of the situation on the ground to learn exactly what is working, and what is not. Once you’ve determined

Bake Diversity into the Culture— build and implement programs and interventions that turn diversity into a way of living, a way of thinking, a way of doing business. Diversity is nothing more than empty rhetoric unless it is fully embedded into a corporate culture. For it to have any meaningful impact on

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| PERSPECTIVE

Meet Yolanda Conyers employees—for it to improve productivity, creativity, and accountability, and contribute to the overall success of the business—it has to be part of the very DNA of a business. But this doesn’t just happen overnight. It takes incredible commitment from the top leadership, who must be willing to set the example and hold themselves accountable. It also takes concrete, practical programs that enable teams to embrace and integrate diversity into their best practices. So mix those ingredients well, and then bake that mixture until it flavors the whole culture.

INGREDIENT #4: Let It Set, Tweak, then Taste— measure effectiveness, monitor progress over time, and course correct as necessary; then, celebrate your wins and challenge yourself to keep the momentum going. Expect this major transition toward an inclusive corporate culture to take time. You’re changing the hearts and minds of a diverse group

s one of China’s first global brands, technology giant Lenovo is a unique blend of East and West—and as the company’s chief diversity officer, Yolanda Conyers has developed industry-leading expertise in navigating across boundaries to create a company culture that’s built to last. In addition to founding the first-ever diversity office for a company of Chinese heritage, she is in the process of transforming Lenovo’s day-today Global HR operation by ensuring one HR tool for managing employee data and consistent HR processes globally. During her tenure she led the foundation of “The Lenovo Way” culture, working closely with the senior executive team. The Lenovo Way resonates with employees in over 50 countries.

of people, and the success of any new policy depends on their willingness to embrace and act upon it, so force feeding will only backfire. Instead, offer incentives and tools that make sense, and enable your people to flourish in an inclusive environment. Typical of a company of Chinese heritage, our top executives took the long view, and their patience has paid off. That doesn’t mean we leave it alone to gel. We still have to stir the pot, have a taste, and adjust the seasoning accordingly. One of the biggest mistakes corporations make

Chairman and CEO Yang Yuanqing talks with employees at Leading@Lenovo, an annual event that aligns the thinking, methodology, and actions of Lenovo’s leaders by driving a deeper understanding of company culture.

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is starting off strong, but failing to keep the focus on diversity, which should always be a work in progress.

THE RESULT:

At Lenovo, our diversity is our competitive advantage. Our cohesive global culture is critical to driving the speed, efficiency, innovation, and execution that separates us from the competition. And it’s about working together to create something that has either not been thought of before or never existed. Because of Lenovo’s vision to become an industry leader, operating with a global mindset was a critical competency required of our executives. Our leaders needed to think strategically, problem solve, lead change, build organizations, manage people, and grow their business in a borderless economic environment to be successful. They quickly understood that developing strategies for effective inclusion and integration was critical for both Lenovo’s success and their own. As you think about how you can foster success in your own organization, I recommend that you make diversity a key ingredient. Drawing on the strengths of every individual has worked for us, and it can pay similar dividends for you. PDJ

Engaging

Diverse Perspectives Creativity as diverse as the people behind it. 3M knows that diversity is at the heart of our market-leading innovation for over 100 years. That’s because our culture values, encourages and rewards the rich and varied perspectives of our employees. It is their diversity of cultures, backgrounds and insights that powers our creativity.

Be part of what’s next 3M.com/careers-diversity

| PERSPECTIVE

Women in STEM

Carmen Nava and Marian Croak share how AT&T urges girls to follow dreams traditionally thought of as belonging only to men. By Nikki Hunt

n 2009, President Obama set out to move U.S. students to the top ranks in math and science over the following decade. A key to his plan has been to get girls, and other historically underrepresented students, more engaged in science, technology, engineering, and math. Women make up nearly 37 percent of the AT&T STEM network. In her time with the company, Carmen Nava has witnessed firsthand the evolution of the technology we all utilize. “When I joined AT&T, we were the ‘telephone company.’ I remember dial-up Internet and everyone needing two phone lines to make a call and be online at the same time. Now, we’re into TV, high-speed Internet, mobile, and moving quickly to cloud computing, software and apps. I remember the day my first desktop was rolled into my office! To think, in my lifetime, we’ve evolved this far. It’s crazy.” Nava was first recruited by AT&T as an intern while she was attending the University of Southern California’s business school. Nearly 30 years and countless job titles later, she is the vice president of customer experience for AT&T Home Solutions. Carmen Nava “Customer service, sales, billing, Senior Vice President human resources, marketing, I’ve Customer Experience AT&T moved around a lot while here at Home Solutions AT&T. We’re really encouraged

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to move around and get to know the whole company.” Marian Croak has experienced the same professional movement since joining the company in the ’80s when nearly all of their network traffic was voice calls. Under the name Bell Laboratories when she joined, Croak has worked her way up through integrated voice and data communications, and is currently the senior vice president of Domain 2.0 Architecture and Advanced Services Development. “When I first arrived, AT&T was much more traditional in doing long-term research, and less applied research and correlating with business initiatives. Since then, we’ve become more fluid, making changes almost every year. The strategic vision stayed, but has become more concrete.” Aware of how quickly technology advances, Nava recognizes the importance of incorporating it into schools. “I see how my young niece grows up with technology—all this information readily available to her on a tablet—but how is she learning? How do we use this technology to better educate her? I hope we’re better enabling educators to use the technology to better teach the students. Technology is a powerful tool for learning.” In an effort to show students how lessons in the classroom translate to the workplace, AT&T brings high-risk high school students into the facility. “It’s a means of exposing them to the company and to professions that require math and science. We

want to show them how the things they are learning in the classroom are relevant and will be applied. Sparking these interests at an early age is the key.” Curriculum updates may be exactly what we see in the coming years. Croak recently spoke with high school students about the inequality between women and men in STEM positions. “They were shocked because they aren’t seeing [an imbalance] in their classrooms. It makes me think that maybe a change is happening. I would predict within five or six years we will see a change in who enters the STEM workforce. There’s pressure and encouragement placed on young women to join these positions, and it’s working. And it’s great to see, because there are more people creating and contributing. So much has been done in the last five years, when you look back at how far technology has come—look at your smart phone. Envision ten years from now what the young people will create for the world.” In an effort to assure that the future generation is prepared to advance technology, AT&T supports the Girl Scouts and Girls who Code through corporate giving, as well as promoting their own ASPIRE initiative, a program mentoring underserved high school students pursuing STEM paths. “I’m proud of what our company has done and is doing, like our internship and leadership programs, where we bring young people into the company and prepare them in advance,” Nava says, adding that these programs are especially geared toward women. “I think we’re definitely a leader when you take a look around the industry. We work hard on the pipeline to attract women into AT&T comprehensively.” Since 1987, AT&T has given more than $97 million to support STEM programs. “I’m happy with our track record, and hope that women thinking of pursuing a STEM career really think about AT&T.”

Croak recalls her own experience joining AT&T’s labs when women weren’t as well represented. “I have a quiet, shy side, but I’ve always felt like my ideas were being heard and there’s a lot of collaboration. Over time, more women have joined, but then there was the dip every industry experienced. Now we’re beginning to see the upswing.” She says AT&T has always shown a desire to have a diverse work force. Marian R. Croak “Women are placed in strong poSenior Vice President sitions, welcomed to be leaders.” Domain 2.0 Architecture and The company is currently work- Advanced Services Development ing on technology Croak says will allow users to create their own network services. “We’re separating hardware and software, making the hardware more basic and the software more technical, and putting it into a cloud. It’s new and exciting.” Croak says this new plan direction has opened up more than 100 job opportunities that AT&T is currently looking to fill with a qualified team. For young girls interested in starting STEM careers, Nava advises supplementing formal education with outside education in order to stay current. “There are youth camps and competitions, there’s always something new. It’s the mix of formal and experimental training that will help women excel in these fields.” And she emphasizes again the need to nurture these interests from the beginning. “I can’t stress the importance of a strong math and science foundation enough. It needs to start at an early age and be built up. Virtually all industries—technology, medicine, education—apply math and science. Expose yourself to all of the possible opportunities.” PDJ

To learn more about STEM opportunities with AT&T, http://soc.att.com/1dsRj8Z

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| PERSPECTIVE

Three 2014 Vilcek Prizes Awarded to Women in STEM Disciplines By Teresa Fausey

The Vilcek Foundation, co-founded by Jan T. Vilcek, a biomedical scientist, inventor, educator, and philanthropist, and his wife Marica Vilcek, an art historian, was created for the purpose of recognizing the contributions foreign-born scientists and artists, living and working in the United States, make to our society and culture.

ach year, the Vilcek Prize is awarded for outstanding achievements in the biomedical sciences and the arts. A second award, the Vilcek Prize for Creative Promise, recognizes the achievements of younger immigrant artists and scientists. “Each year during the selection process for the Vilcek Prizes, we are overcome with inspiring stories and innovative works that demonstrate the true impact that foreign-born artists and scientists have on science and culture in the U.S.,” said Rick Kinsel, executive director of the Vilcek Foundation. “This year is no exception; our winners are at the forefront of modernization. They are building a better future for generations to come, and it’s an honor to recognize each of these remarkable prizewinners.” Among this year’s eight winners are three high-achieving women who are doing exciting work and excelling in STEM disciplines.

NERI OXMAN

he Vilcek Prize for Design was awarded to architect and designer, Neri Oxman, for her innovative designs of digitally fabricated materials inspired by nature. An assistant professor of media arts and sciences, and director of the Mediated Matter group, at MIT, Dr. Oxman calls her field of endeavor “material ecology.” She, along with her team, seeks to unite principles of nature with those of engineering to create new materials for use by architects and designers. Known as computationally enabled form finding, Dr. Oxman says this process is “where all the fun is.” Her groundbreaking approach to design and exciting creations has attracted worldwide attention and brought Dr. Oxman multiple honors and awards. Her Natural Artifice Series was commissioned by, and is part of the permanent collection

PROFILES IN DIVERSITY JOURNAL

of, New York’s Museum of Modern Art and her “Imaginary Beings: Mythologies of the Not Yet” (a representation of ancient myths) has been acquired by the Pompidou Centre in Paris. Her work also appears in other important collections. Born and raised in Israel, Dr. Oxman studied medicine at Hebrew University Hadassah Medical School and architecture at Technion–Israel Institute of Technology. She earned a diploma from the Architectural Association in London and came to the United States in 2005 to complete a PhD in design computation as a Presidential Fellow at Massachusetts Institute of Technology.

March/April 2014

PARDIS SABETI, MD, PHD

ne of this year’s Vilcek Prizes for Creative Promise in Biomedical Science was awarded to Pardis Sabeti, an associate professor of organismic and evolutionary biology at Harvard University’s Center for System Biology and an associate member of the Broad Institute. A computational geneticist, Dr. Sabeti studies genetic diversity, developing algorithms to detect genetic signatures of natural selection, and carries out genetic association studies. The Sabeti Lab, headed by Pardis Sabeti and part of the FAS Center of Systems Biology at Harvard, uses computational methods and genomics to understand mechanisms of evolutionary adaptation in humans and pathogens.

To this end, the lab develops analytical and experimental methods to detect and investigate natural selection in the genome of humans and other species; examines host and viral genetic factors driving resistance to Lassa fever in West Africa; and examines signals of natural selection in pathogens, including Lassa virus, Ebola virus, and Plasmodium falciparum malaria, to understand their rapid evolution and study their genetic diversity. By the time her family fled Iran’s fundamentalist regime in 1978 and came to the United States, Pardis Sabeti had already discovered a love for math. So it’s not surprising that she later became a National Merit Scholar, completed an undergraduate degree in biology at MIT, earned a doctorate at Oxford as a Rhodes Scholar, and attended Harvard Medical School as a Soros Fellow, graduating summa com laude.

YASAMAN HASHEMIAN

lso a winner of the Vilcek Prize for Creative Promise, Yasaman Hashemian was recognized for her achievements in the design and creation of games for children. Involved in a number of health-based research projects that enable her to make the most of her skills as a game and usability designer, data analyst, and game producer, Ms. Hashemian has collaborated in the creation of games and created games on her own. Virtual Sprouts, a game she created, presents gardening and cooking as fun activities for children, and introduces them to many fruits and vegetables. As a scholar visitor at University of Southern California’s Creative Media & Behavioral Health Center, Ms. Hashemian also collaborated on Enchanted Garden, a touch-based interactive game that introduces young children to concepts about vision, and Brain Architecture—a board game that teaches children how brain development is affected by genes, environment, and

behavior. Her most ambitious undertaking so far is her master’s thesis project, Adventurous Dreaming Highflying Dragon, a full-body-driven game based on research that shows physical activity can improve ADHD symptoms in children. Born and raised in Iran, Yasaman Hashemian earned her bachelor’s degree in computer science at Tabriz University. Armed with a solid knowledge of computer programming and digital graphic design, as well as a desire to enrich children’s lives by making high technology more accessible to them, she is now pursuing a Master of Fine Arts degree at University of Southern California’s School of the Cinematic Arts–Interactive Media Division. Ms. Hashemian plans to launch her own company where she can use her design skills to create practical artistic works and provide a better environment for children. PDJ

Read about the other five talented 2014 Vilcek Prize winners at www.DiversityJournal.com. To learn more about the Vilcek Foundation, visit www.vilcek.org.

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| PERSPECTIVE

Women On Leadership A discussion with Annette M. Moore

Chief Information Officer and Director of Information Resources Directorate for the National Aeronautics and Space Administration (NASA) Johnson Space Center

PDJ: What do you consider your

greatest strength, and how do you think it benefits your business? Sincerity is my greatest strength. I am a very transparent person—what you see is what you get! I believe that makes me a stronger leader, because I can clearly articulate my vision and people know where I am going. That makes me a stronger team player, because people know they can trust me and always know where I am coming from. And that makes me a stronger partner, because when people trust you, they are willing to be vulnerable and give you the opportunity to do business with them.

PDJ: Who inspires you?

What did they motivate you to achieve or accomplish? Although my mother passed during my freshman year in college, she continues to be my biggest inspiration! She taught me to learn all I can from every experience I have and every individual I encounter.

PDJ: How do you motivate others?

I motivate others by sharing my

PROFILES IN DIVERSITY JOURNAL

vision and then bringing them along by reflecting back to them how their unique and individual gifts and talents are absolutely essential and specifically needed in making the vision possible.

COMPANY AND EXECUTIVE

2015 AWARD WINNER

PDJ: What’s the most important

Profiles in Diversity Journal is proud to name Annette M. Moore a Woman Worth Watching for 2015.

PDJ: How do you maintain

HEADQUARTERS: Washington, D.C.

lesson you have learned in the course of your career? That I am resilient. I will not allow anyone to steal my identity or make me doubt myself. This lesson came at a very high cost. But because I trusted God through the process, I am now on the other side of what could have been a totally devastating and career-ending experience. your balance? I am constantly in a state of prayer, always seeking to make the decisions, speak the words, make the choices, and do the things that will allow me to be able to look at myself in the mirror at night, and be okay with how I’ve represented myself and all the things my parents and grandparents taught me coming up. PDJ

March/April 2014

EDUCATION: BSEE, Prairie View A&M University, Prairie View, Texas WHAT I’M READING: Quiet Strength: The Principles, Practices, & Priorities of a Winning Life by Tony Dungy BEST ADVICE: Take advantage of every experience as an opportunity to learn and to develop. Listen and pay attention to everything!

| PERSPECTIVE

SUCCESS IN THE CITY

A partnership of CEOs drives regional growth and stability

Lee Fisher’s message to CEOs is pretty simple: The best way to ensure the long-term success of your organization is to invest in the success of your city and region.

“

THE ECONOMY OF THE CITY AND REGION DIRECTLY IMPACTS THE CEO—IT PROVIDES THE PIPELINE OF DIVERSE TALENT HIS OR HER ORGANIZATION NEEDS TO BE SUCCESSFUL. SO EVERY CEO HAS A STRONG STAKE IN DISCOVERING WHAT IT TAKES TO MAKE THE REGIONAL ECONOMY MORE COMPETITIVE.

—Lee Fisher

“

resident and CEO of CEOs for Cities, Fisher’s passion for his message—and his organization’s local-leadership driven, collaborative approach to economic development—is palpable. It’s not surprising; he’s spent much of his career championing Ohio’s economic development—as a member of the U.S. House of Representatives and the U.S. Senate, and in several roles in his home state, including Lieutenant Governor, Attorney General, Director of the Ohio Department of Development, and Chair of the Ohio Third Frontier Commission. CEOs for Cities is a national partnership network that connects leaders from all sectors—public, private, and philanthropic—to share the smartest ideas for making cities more economically successful. The organization takes a three-pronged approach to its work: • Researching, framing, and organizing ideas and information through a benchmarking framework called City Vitals that measures the performance of 51 metropolitan areas in four areas that matter most to urban success in the 21st century—the city’s connectivity, innovation, talent,

and distinctiveness or unique personality • Mobilizing action on focused and memorable shortterm goals that demonstrate measurable progress and improvement in those areas • Connecting and engaging leaders through national conferences and workshops that bring teams (called City Clusters) of cross-sector leaders together “Our action agenda is called City Dividends,” says Fisher. “City Dividends is based on the belief that the single greatest motivator of human behavior is the ability to ‘move the needle’ and see meaningful progress in your work.” City Dividends measures the economic impact of efforts made to improve the city in the four benchmarked areas. Moving the needle by as little as one percent in any of the areas makes a tremendous difference, according to Fisher. “For example, if you can increase the educational attainment of the people of your city and your region by just one percent,” he says, “research shows you will have a huge increase in per-capita income overall. It’s the rising tide that lifts all boats.” In fact, City Dividends research suggests that raising the median adult four-year college attainment rate in the top 51 metro areas studied by just one percent—from 30.7 percent to 31.7 percent—would be associated with an increase in income of $143 billion per year for the nation. Fisher says that CEOs can—and should—play an important part in creating better opportunities for their workforce, both inside and outside the organization’s walls. “Start by creating a vision of what your company and your city should look like in the future. Make it realistic enough to achieve and inspiring enough to motivate. I think the greatest gift you can give your employees, and the citizens of your city, is a vision that allows them to see a bright and hopeful future, despite the challenges they see day to day.” PDJ Learn more about CEOs for Cities at ceosforcities.org.

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| THOUGHT LEADERS

MOVING THE DIAL:

MEASURING INCLUSIVE LEADERSHIP By Charley Morrow

Have you ever worked for an inclusive leader? If you have, you know it. These leaders are special because of the positive impact they have on individuals and organizations: they encourage everyone to engage in the organization’s mission in their own unique way.

hey encourage and develop the best in others, and shine the spotlight on others’ accomplishments. They embrace the diversity of their workforce and customers, and understand the value of having everyone’s voice heard. Employees love working for inclusive leaders and often change jobs to stay close to these special leaders. And if you’ve worked for a noninclusive leader, you may have thought about leaving more than staying. In the 1990s, many leaders were encouraged to believe they had all the answers, as well as the vision, for the organization. Inclusive leadership may be the opposite of that. Today’s organizations are flatter, more collaborative, and much more diverse. Smart managers ask for others’ insights and amplify the strengths of all employees, rather than taking a top-down approach. My journey to study and understand inclusive leadership started in an everyday coaching conversation. A woman I coached told me she had never had a direct leader who

PROFILES IN DIVERSITY JOURNAL

made her feel included, and she felt her race was a contributing factor. As a white man, I had little experience with feeling excluded, so I had not thought about inclusion until that conversation. As a psychologist with 20 years of experience assessing and developing leaders, I was fascinated. What is inclusive leadership? What sorts of behaviors are the hallmarks of this type of leadership? When I started to ask people about being included at work and whether they have had an inclusive leader, I heard mixed stories—some had, but many had not. Stories of inclusive leaders were warm and glowing, while stories of exclusion were filled with negative feelings and disengagement. Inclusive leadership is not a new idea. However, there was no good way to assess inclusion, let alone track a leader’s progress toward inclusiveness. My personal journey, paired with a request from Linkage’s Institute for Leading Diversity & Inclusion™ team, led to the research to develop Linkage’s Inclusive Leadership Assessment™. March/April 2014

Through focus groups and individual interviews, we learned that inclusive leadership is not all that different from general leadership. Like any good leader, inclusive leaders are results oriented and know how to leverage others fully. However, inclusive leaders go one step beyond and draw on the strengths and experiences of their people to help them become more productive in the organization. Through this research, we learned that the behaviors demonstrated by inclusive leaders can be described in eleven competencies and measured with the Inclusive Leadership Assessment. At their core, all inclusive leaders have a passion for results and a talent for unleashing others’ strengths for better business results. Surrounding a core of being Results Oriented and Leveraging Inclusion and Diversity are our three areas of focus: 1. Leading self. Over the years we have been taught to act as if we are color-blind and gender-neutral, and that no differences exist be-

THE LINKAGE INCLUSIVE LEADERSHIP ASSESSMENT MODEL ™ tween people. But these efforts actually limit us. Inclusive leaders recognize that everyone has unique perspectives and value, and that those differences can contribute to unique business results. While everyone has biases, these leaders minimize them through candid conversations and courageous actions, and by being personally vulnerable and open to learning. 2. Leading relationships. Inclusive leaders build great relations with others by networking broadly, adapting their style to others, and encouraging others’ development. They focus on microaffirmations—subtle acknowledgements of a person’s value and accomplishments. These small gestures build others’ confidence and competence, and as a result, give employees exposure and opportunity to excel professionally and for the organization.

3. Leading culture. Inclusive leaders build an environment in which everyone feels comfortable contributing their true self. This means building trust, respect, and a feeling of safety within an organization. These leaders share responsibility when things go wrong, but also the credit when things go well. They understand the value of, and tap into the wide variety of differences for the benefit of the organization. Similar to the age-old question about leadership, are some people naturally inclusive or is inclusive leadership learned and nurtured over time? It seems that those who are naturally curious and open to

experience tend toward a style of inclusive leadership. But anyone can learn to be a more inclusive leader by practicing the key behaviors we discovered. From our research, we built the Inclusive Leadership Assessment to measure the behavioral competencies demonstrated by inclusive leaders. The assessment can be used by organizations to develop leaders and also to measure an inclusive culture, increase employee engagement, and advance organizational imperatives. By measuring all leaders, organizations can establish diversity and inclusion benchmarks; in the process, leaders will internalize the behaviors, leading to faster, more meaningful change. Because the assessment is based on behaviors, not personal epiphanies (or aha moments), when combined with skill building and effective coaching, it provides a scalable solution which can be broadly and quickly implemented with observable impact. Given the competition in today’s global and diverse markets, employee diversity is not enough. Organizations must learn how to bring and engage diversity—of people, experience, and thinking— in to the conversation and decision-making process. Through this new model, and our corresponding assessment, Linkage has created a measurable way for organizations and individual leaders to track their progress toward becoming more inclusive. PDJ

Charley Morrow, PhD, is vice president of assessments at Linkage. He has more than 20 years of experience designing, implementing, and evaluating training, individual assessment, and organizational-transformation interventions. He’s also an expert in developing assessments and methodologies for individual, team, and organizational motivation and performance. Follow him on Twitter @CharleyMorrow. March/April 2014

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Presenting the 4th Annual

Leadership in

Celebrating CEOs who are igniting change within their organizations

ach year, Profiles in Diversity Journal is proud to recognize

those CEOs whose passion, vision, and commitment to diversity and inclusion are making a difference in their organizations…and beyond. This year, we asked CEOs from around the globe to share their biggest challenges and achievements in promoting and empowering a diverse workforce. The resulting personal accounts show why these men and women are such dynamic diversity champions. They embrace diversity and inclusion, not just because they believe it is good for their business, but because they know it is the right thing to do.

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Chairman and CEO, RYDER

ROBERT SANCHEZ Inspiring innovation

e embrace diversity and inclusion at Ryder because, in a very real sense, it keeps us competitive. As the world becomes more mobile and connected, demographics are changing—more women and minorities are in the pool of available talent, and represented among our customers and prospects. It’s essential to have a workforce made up of individuals who contribute a variety of approaches and perspectives, because this helps us capture a broader range of market opportunities. Because having the best people is what differentiates Ryder from our competition, attracting and retaining top talent is one of our five strategic priorities. This means we must be inclusive of people with different backgrounds and experiences who can bring innovative perspectives to our business. This diversity helps to improve the effectiveness of our solutions, which is critical for our long-term growth and competitiveness. From our Board to the front lines, Ryder benefits from having teams of diverse, experienced, ethical people, sharing ideas to better serve each other, our customers, and our communities. Diversity also supports our company values of trust, collaboration, innovation, expertise, and safety. If we respect people from different backgrounds, with different experiences and perspectives, we can establish trust and improve collaboration. This enhances our ability to work together and develop innovative solutions. When people are able to work to their full potential and feel like their contributions count, we maximize expertise. Supporting our customers effectively also includes taking care of one another to make sure we stay safe on the job. Managing a diverse workforce in itself is not as challenging as leveraging it to drive innovative thinking. Having great leaders, and employees that are engaged and willing to contribute not only their skills but their thoughts, is the true challenge. At Ryder we strive to have both engaged employees and inclusive leaders. Of course, ongoing training on the value of diversity and helping all people manage their biases is also important, but a diverse workforce’s value is only really achieved when the dynamics are engaged for the good of our customers, our organization, our communities, and each other. That is why leadership plays a critical role in harnessing diverse talent to drive competitive business success. At Ryder, diversity starts at the top, with me. I chair Ryder’s Diversity and Inclusion Council, which includes cross-functional business leaders from across the organization charged with guiding the company in achieving our three diversity goals: Increasing diversity representation by becoming an attractive employer for diverse talent; developing the diverse talent we already have to drive our corporate strategy; and driving innovation and growth through diversity of thought. PDJ

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“MANAGING

A DIVERSE WORKFORCE IN ITSELF IS NOT AS CHALLENGING AS LEVERAGING IT TO DRIVE INNOVATIVE THINKING.” HEADQUARTERS: Miami, Florida EDUCATION: MBA, The Wharton School at the University of Pennsylvania; Bachelor of Science in Electrical Engineering, University of Miami FIRST JOB: Clerk at Carvel Ice Cream WHAT I’M READING: The Power of Habit, by Charles Duhigg BEST ADVICE: Be trustworthy and people will follow you.

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LEADE RS H I P I N A C T I O N

CEO, AMERICAN DIABETES ASSOCIATION

LARRY HAUSNER

Responding to the needs of the underserved

take pride in knowing that the American Diabetes Association is committed to embracing and drawing from the unique voices, experiences, and perspectives of our volunteers, our staff, and our partner organizations in all that we do. Given the seriousness of diabetes and the communities that it most heavily impacts, it is crucial for diversity and inclusion to be central to our work. This commitment informs and empowers us to reflect and effectively serve all of our communities, and I believe it will help us capture the national spotlight around the seriousness of diabetes. The development of our Diversity & Inclusion Strategic Framework was initiated in 2012 to drive our work. Association staff crafted a plan and developed the initial strategies with input from our national Diversity & Inclusion Committee. I set up and lead an Executive

Diversity & Inclusion Council (EDIC) that guides the development, implementation, and ongoing evaluation of the strategies set forth in the framework. I chose seniorlevel staff for this Council, who have the authority in the Association to successfully drive implementation. Twenty percent of the council are my direct reports. The EDIC is responsible for prioritizing strategies, monitoring implementation, identifying success metrics, and evaluating outcomes. EDIC members work with staff throughout the organization to advance our effort to become a more diverse and inclusive environment. The results of our 2012 Diversity & Inclusion staff survey acted as a first step to determine what changes and improvements we needed to make across the Association. This survey offered diverse perspectives that did not align with our current realities on promotion rates

and recruitment. While we are making good progress, one of our greatest challenges is to encourage our workforce to understand and appreciate how diversity and inclusion need to be integrated with all that we do from recruitment to fundraising and even diversity in research grants, funding, and outreach and education programs that are so crucial to our mission. I am certain that creating a progressive, diverse, and inclusive culture will foster the innovation and creativity required for the American Diabetes Association to remain relevant and competitive in a rapidly evolving marketplace. It will also improve our ability to respond to the needs of our constituencies, particularly populations disparately impacted by diabetes, in a way that is culturally competent and relevant. I am proud of our advances and look forward to the changes to come. PDJ

HEADQUARTERS: Alexandria, Virginia EDUCATION: MBA, University of Rhode Island FIRST JOB: Sales representative for Skil power tools WHAT I’M READING: Identical by Scott Turow BEST ADVICE: Never take yourself too seriously.

“CREATING

A PROGRESSIVE, DIVERSE, AND INCLUSIVE CULTURE… WILL ALSO IMPROVE OUR ABILITY TO RESPOND TO THE NEEDS OF OUR CONSTITUENCIES, PARTICULARLY POPULATIONS DISPARATELY IMPACTED BY DIABETES, IN A WAY THAT IS CULTURALLY COMPETENT AND RELEVANT.”

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At BAnk of the West, We vAlue the individuAl.

Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and equal opportunity for all our employees. We’ve grown stronger thanks to our unique blend of people. After all, in today’s competitive banking environment, it is our employees that keep us a step ahead of the rest. For career opportunities, visit us online at bankofthewest.com. Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. Member FDIC. ©2012 Bank of the West.

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Chairman & CEO, AT&T INC.

RANDALL STEPHENSON

Creating a connected world

HEADQUARTERS: ompanies need Dallas, Texas great talent at EDUCATION: every level to achieve their University of Oklahoma full potential. That’s why FIRST JOB: we embrace diversity at Mounting tapes on the drives AT&T—from our execuof a computer mainframe for tives to our retail and service Southwestern Bell employees to our suppliers. WHAT I’M READING: Our company has a long Malcolm Gladwell’s David and Goliath history of leadership in this area. But we’re in the busiBEST ADVICE: To be successful, surround ness of changing our customyourself only with people who ers’ lives through technology, are smarter than you. and our industry is highly competitive. This means it’s critical that we have a deep understanding of our customers and the communities we serve. So we’ve done a number of things to step up our game. For example, we appointed one of our top executives Chief Diversity Officer. Her role not only influences how “WHEN DIVERSITY we communicate to consumimproving the communiIS WELCOMED, ers, but also how we attract ties they represent, and IT’S A and retain the best talent. they’ve made a big impact. GAME-CHANGING And she doesn’t work in For example, Community ADVANTAGE.” isolation. AT&T’s Diversity NETwork launched an Council includes me, my annual Youth Innovation Day direct reports and our diversity officer to ensure every in 2012, where students were mentored for a day by area of the company makes the most of our employees’ AT&T employees. broad range of backgrounds and skills. Nearly 40 perSeveral participants were also selected to present cent of our workforce is made up of people of color, their product and service ideas to our executives. Our and nearly a quarter of every dollar we spend with sup- Hispanic/Latino group HACEMOS hosts an annual pliers is with certified diverse businesses. National High Technology Day to educate and prepare We also count on our employees to lead the way. We high school students for technology-based careers after fully fund all membership dues for our 11 Employee graduation. Resource Groups. More than 60,000 of our employOur industry is in an era of rapid expansion, with ees participate in organizations such as Community innovation happening on a global scale. So we need NETwork (the African American Telecommunication the best minds focused on creating a connected world Professionals of AT&T), AT&T Veterans and Women for our customers. When diversity is welcomed, it’s a of AT&T. These support groups lead the charge on game-changing advantage. PDJ

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Now more than ever At AT&T, diversity drives innovative solutions. That’s why we’re proud to support Profiles in Diversity Journal.

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President and CEO, BlueCross BlueShield OF TENNESSEE

BILL GRACEY

Moving mountains

believe leadership is a gift that entails a serious responsibility HEADQUARTERS: Chattanooga, Tennessee for those within an organization and those the organization serves. As a health solutions company, we serve people from all walks of life. If EDUCATION: BA psychology, our workforce is to be responsive to and effective for one and all, we need University of Texas at Austin; associates who understand the various needs, customs, lifestyles, and perMS healthcare administration, spectives of a broad base of our customer population. Trinity University An organization with a diverse workforce understands and respects its FIRST JOB: diverse customers. For this reason, we seek a wide spectrum of employees Mental health worker from numerous backgrounds, lifestyles, and heritages that reflect the comWHAT I’M READING: position of the customer base. Here at BlueCross BlueShield of Tennessee, Be Love Now by Ram Dass and The Confession by John Grisham we are blessed that our workforce closely mirrors the people we serve. A successful organization of any kind must actively work to encourage MY PHILOSOPHY: We are all here for a reason, and respect diversity. If leadership is not actively involved in honoring and we all have a purpose. diversity, the wealth of talent and knowledge that diversity manifests will not be fully realized for the good of our company and, more importantly, for the people we serve. At the Tennessee BlueCross plan, we support diversity in so many ways. Our Employee Diversity Council, Board Diversity Task Force, diversity leadership mentoring programs, and diversity sharing programs are but just a few examples of how we honor and develop our diverse workforce. Our senior leadership team has a serious commitment to the ongoing program, and we have even made the achievement of certain diversity goals part of our incentive compensation. I strongly believe that, unless leadership is demonstrative about our commitment, a truly diversity-focused workforce will not evolve. As I look back over my career in health care, I recognize that attention to honoring people from all walks of life has been one of the major keys to my success. An engaged workforce is a successful workforce. A diverse workforce is one of the main pathways to that success. At BlueCross BlueShield of Tennessee, we are “I STRONGLY BELIEVE proud to call ourselves one family of diverse talents, THAT, UNLESS LEADERSHIP perspectives, and backgrounds. With this commitIS DEMONSTRATIVE ABOUT ment and momentum, we can move mountains and OUR COMMITMENT, A TRULY provide the unique health care needs of the three DIVERSITY-FOCUSED million people we serve. Indeed, diversity is a gift we have been given and a WORKFORCE WILL responsibility we embrace! PDJ NOT EVOLVE.”

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CEO, CUYAHOGA METROPOLITAN HOUSING AUTHORITY

JEFFERY K. PATTERSON Developing leadership talent

he Cuyahoga Metropolitan Housing Authority (CMHA) is committed to providing good, safe, and affordable housing to residents and participants in Cuyahoga County, in addition to offering economic business opportunities. Aligning our agency-wide goals with diversity strategies has been key to our success in achieving employee and supplier diversity, as well as our business goals. This alignment has allowed us to improve processes and help employees be more productive. CMHA works to build a culture of diversity that enters every department and function of the Authority. It begins with the support from leaders and needs to be viewed as an integral part of planning and management efforts. One of the biggest challenges in managing a diverse workforce is the ability to achieve the balance necessary to reach success. For example, a new challenge that we are facing as we manage our organization is the impact generational diversity has on our workforce. We now work in a time where there are as many as four different generations of people in the workforce. Hence, there are increasingly more types of workforce behaviors and varying standards of what motivates employees, as well as new approaches, tools, and skillsets used to get the job done. I believe these changes are having a substantial impact on our organization in a very positive manner. Since there is a wider view of cultural dynamics and work behaviors, we have found that this mixed, multigenerational

PROFILES IN DIVERSITY JOURNAL

environment creates better decision making, more creativity, and improved problem solving. CMHA has developed an informal internal diversity council, which consists of staff from departments such as Human Resources, Purchasing, Real Estate (MBE Program), and Executive Office. Their responsibilities include reviewing the workforce diversity reports, staff development, and curriculum development and facilitation of the Leadership Academy. They are included in CMHA’s purchasing process to ensure that every opportunity to include minority participation is explored, whether by designing opportunities that lend themselves to maximum participation by minority businesses or by promoting the inclusion of the smaller business in large-scale projects. At CMHA, purchasing and diversity go hand-in-hand. CMHA has utilized the following external and internal programs to help develop leadership talent. Programs such as Leadership Cleveland, Bridge Builders, the Leadership Academy, and the Building Blocks Leadership program are all examples of how CMHA drives talent to reach their best potential. We encourage diversity in the workplace to inspire all employees to perform to their highest ability. With an Authority-wide strategy in place, we have enhanced our responsive-

HEADQUARTERS: Cleveland, Ohio EDUCATION: BA, Mount Union College; MBA, Baldwin Wallace College FIRST JOB: Landscaping/maintenance worker WHAT I’M READING: Hardball by Chris Mathews BEST ADVICE: Always be clear with what you expect from your staff and what you expect from yourself.

ness to the increasingly diverse group of residents and stakeholders we serve, and increase our ability to manage change, as well as expand the creativity and innovation of the organization. PDJ

“WE

ENCOURAGE DIVERSITY IN THE WORKPLACE TO INSPIRE ALL EMPLOYEES TO PERFORM TO THEIR HIGHEST ABILITY.”

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L E A D E RS H I P I N A C T I O N

Chairman and CEO, BOOZ ALLEN HAMILTON INC.

DR. RALPH W. SHRADER Empowering success

t may be surprising, but what makes diversity important to Booz Allen is the one thing our employees all have in common—a singular and passionate commitment to help government and business leaders succeed in their most critical missions. Our ability to meet these challenges depends on the strength of our 23,000+ people. We help clients succeed when we take the best people from diverse backgrounds and bring them together to drive innovative thinking and new solutions. We don’t want to lose the benefit of talent because an individual or group of individuals feels less welcome and supported at our firm. Recruiting is key, which we do both through our regular hiring and with resources dedicated to diversity recruiting. In November 2013, for example, we co-sponsored a recruiting conference for women veterans, the fastest growing segment of the veteran population. We embed diversity and inclusion practices throughout our employee life cycle and people programs through initiatives that help ensure that everyone is supported, included, and empowered to succeed by bringing their full self into our workplace. Diversity training is encouraged at all levels and is required of the firm's executives and senior managers. All of our people are measured against our Core Values, which include promoting diversity. Diversity Forums, such as our Latin American and African American Forums and Women’s

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“PROGRESS

IN DIVERSITY SENDS A CLEAR SIGNAL: KEEP AT IT.”

Forum, enable employees to network, learn, and celebrate where they’re from, where they are, and where they’re going. The 14 forums provide a direct line to senior leadership. Cultural celebrations, learning and development series, panel discussions, and other events help staff grow professionally and personally. We offer domestic partner benefits, courses on understanding different generations, health plans that cover in vitro fertilization and medically necessary transgender surgery, paternity leave, and samesex adoption support. These efforts are making an impact. Year after year, representation of women and minorities at Booz Allen has increased. Our diversity and inclusion programs earn accolades, such as recurring

HEADQUARTERS: McLean, Virginia EDUCATION: BS Electrical Engineering, University of Pennsylvania; MS and PhD, University of Illinois FIRST JOB: Ticket clerk for Greyhound Bus MY PHILOSOPHY: Luck is when preparation meets opportunity.

spots on the 100 Best Companies lists of Working Mother and GI Jobs, and a top rating from the Human Rights Commission’s Corporate Equality Index. Progress in diversity sends a clear signal: Keep at it. As clients look to us for help with their most complex management and technology challenges, we must become even better at attracting and retaining all of the talented people who are up to this mission. PDJ

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President and CEO, ComEd

ANNE PRAMAGGIORE

Living our mission

HEADQUARTERS: Oakbrook Terrace, Illinois EDUCATION: DePaul University School of Law; BA, Miami University FIRST JOB: Substitute “paper boy” WHAT I’M READING: The Generals by Thomas E. Ricks MY PHILOSOPHY: Leadership is personal.

omEd believes in the case for a diverse workforce and an organizational culture that not only includes but embraces diverse people, experience, and perspectives. Diversity will power our 21st century prosperity. While the 20th century economy was fueled by manufacturing and mass production, the global economy of the 21st century is driven by ideas and customization. We have moved from Henry Ford’s mass production of Model T’s to Steve Job’s smartphone customized through thousands of application choices. In the context of a market economy that demands innovative and increasingly custom solutions, the diversity of the workforce— with a breadth of backgrounds, experiences, and perceptions— combined with an environment that exalts difference will, quite simply, dictate success.

PROFILES IN DIVERSITY JOURNAL

“WE

DO WELL WHEN OUR COMMUNITIES DO WELL, AND ONLY WHEN THEY DO WELL. ComEd MUST HAVE ALL COMMUNITIES REPRESENTED AND EMPOWERED WITHIN OUR COMPANY IF WE ARE TO UNDERSTAND THE NEEDS OF AND TRULY SERVE OUR CUSTOMERS.”

ComEd has a unique connection to this case for success. As part of a quickly evolving industry, we have a great need of creative problemsolving talent. This demands a diverse workforce bringing unique experiences to bear. Further, we are a business that serves every person and every community in our service territory. We do well when our communities do well, and only when they do well. ComEd must have all communities represented and empowered within our company if we are to understand the needs of and truly serve our customers. A diverse workforce and an envi-

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ronment of engagement comes down to culture—a strong sense of who we are as a company. Developing this culture requires the leadership and investment of everyone in the company. ComEd employees lead by establishing the vision, and the investment is the commitment we make every day through every task that embracing difference is the way we work—this is who we are. ComEd’s company mission is “Powering Lives,” and creating a culture that nurtures diversity and embraces difference is one big way we live our mission. PDJ

A job shouldn’t define you. It should reflect you.

Glenda G. International Humanitarian Volunteer Nurse Practitioner

For such a diverse group of people, it’s amazing how alike we are. Diversity and Inclusion at UnitedHealth Group. To the uninitiated, we may appear quite different. We represent a widely diverse group of cultural backgrounds, beliefs, perspectives and lifestyles. But inside each of us beats the heart of a relentlessly driven, crazy talented, mission focused professional. Our modest goals: Improve the lives of others. Change the landscape of health care forever. Leave the world a better place than we found it. So if you ever ask yourself, “Do people like me work here?” The answer is yes. We invite you to join us. SM

Whatever makes you special will inspire your life’s best work. Online at: yourlifesbestwork.com Or scan this QR code with your smartphone... UnitedHealth Group is proud to be recognized as a 2014 Diversity Leader. facebook.com/uhgcareers

http://bit.ly/uhglinked

twitter.com/uhgcareers

youtube.com/uhgcareers

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. © 2013 UnitedHealth Group. All rights reserved.

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President and CEO, CVS CAREMARK

LARRY J. MERLO Guiding our purpose

t CVS Caremark, we serve millions of people through our CVS/pharmacy retail stores, our MinuteClinic locations, and our pharmacy benefit management business each and every day. Our customers, patients, and members come from a wide array of backgrounds that span a variety of cultures. In order to understand and meet their pharmacy health care needs, it’s vital that we have a workforce that reflects the people we serve. With more than 200,000 colleagues across the country, we pride ourselves on having a diverse workforce and work hard to empower all of our employees. To do so, we offer many programs and initiatives that celebrate the differences among our colleagues. Our Diversity Management Leadership Council (DMLC), which consists of 17 senior leaders, provides leadership direction for strategic diversity management initiatives across CVS Caremark and reviews the progress we’ve made toward our diversity goals in workforce representation, colleague engagement, talent development, and marketplace diversity. Our Board of Directors is provided with an update on our diversity initiatives annually, and our Board Members often share unique insights on how to continue to improve. “OUR CUSTOMERS, PATIENTS, AND MEMBERS COME One of our most notable diversity offerings FROM A WIDE ARRAY OF BACKGROUNDS THAT SPAN is our Colleague Resource Groups (CRGs). A VARIETY OF CULTURES. IN ORDER TO UNDERSTAND Our CRGs are networks that give colleagues AND MEET THEIR PHARMACY HEALTH CARE NEEDS, the opportunity to share or support a particuIT’S VITAL THAT WE HAVE A WORKFORCE THAT lar ethnicity, culture, or perspective. We now REFLECTS THE PEOPLE WE SERVE.” have 12 CRGs with over 40 local chapters, including those founded by Latinos, African HEADQUARTERS: Woonsocket, Rhode Island Americans, Asian Americans, veterans, LGBT employees and, most recently, by colleagues with disabilities. The value EDUCATION: University of Pittsburgh School of Pharmacy of these groups is perhaps underscored by a decision to FIRST JOB: Pharmacist have all CRGs sponsored at the senior executive level. I am pleased to have recently become the executive sponsor of give colleagues the tools they need to meet and exceed their the Women’s Success Network, one of our company’s most personal and professional diversity goals. active CRGs, and look forward to working with this group CVS Caremark has been recognized for our diversity manthroughout 2014. agement work, something I’m really proud of. In fact, there’s With a workforce as large as CVS Caremark’s, helping not a day that goes by that I’m not impressed by how diverse all colleagues understand the ways in which our company our colleagues are, and how those differences truly inspire embraces diversity can be a challenge. In addition to introinnovation. As a company, it’s vital that we continue to ducing our diversity management strategy during new encourage our colleagues to embrace their differences with one employee orientation, we also offer diversity-focused trainanother and our customers. Doing so not only allows us to ing programs to all colleagues, both new hires and long-time deliver outstanding service and solutions, but also guides our employees, throughout the year. These training opportunities purpose of helping people on their path to better health. PDJ

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Bringing unique talent together is what sets us apart.

At CVS Caremark, we are committed to building an environment of inclusion and acceptance that values diversity across all areas of our business.

We’re always looking for talented, driven people to enhance our team and help us deliver on our promise: reinventing pharmacy for better health. We offer a world of promising opportunities across a diverse range of career areas—all of which will engage and empower you to realize your passion, achieve greatness and experience the rewards of making a positive impact on our customers’ and patients’ lives. Join our team and experience a fulfilling career at CVS Caremark. Learn more and explore our opportunities at: careers.cvscaremark.com CVS Caremark is an equal opportunity employer supporting a drug-free work environment.

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President, AEROTEK® INC.

TODD MOHR

Taking a top-down approach A

“IN

LINE WITH OUR FOUNDERS’ BELIEF THAT THE GREATNESS OF SOMEONE IS WITHIN THEIR CHARACTER AND NOT JUST ON A RESUME, WE AIM TO BRING OUT THE BEST IN OUR EMPLOYEES BY BUILDING TRUSTED RELATIONSHIPS THAT PRODUCE GREAT TEAMS, INSPIRE CREATIVITY, AND CREATE OPPORTUNITY.”

t Aerotek, in addition to our more than 5,500 internal employees, we put more than 100,000 people to work every day, and we partner with more than 14,000 companies to find the candidates they need. We are a leading staffing company in the U.S. for a variety of industries, including engineering and technical, clinical and scientific, industrial, office and clerical, and finance and accounting (Staffing Industry Analysts, 2013). In this position, we see firsthand the changing demands associated with attracting and retaining a highly skilled workforce in today’s competitive market. However, we know that our ability to meet these challenges and recruit top talent is critical to our success and importantly, the success of our customers. As we continue to expand to new markets nationally and internationally, we must build diverse teams that are reflective of the communities where we operate. But building diverse teams is not enough in itself. Our priority is creating and fostering an inclusive environment where all of our employees have the opportunity to realize their full potential. In line with our founders’ belief that the greatness of someone is within their character and not just on a resume, we aim to bring out the best in our employees by building trusted relationships that produce great teams, inspire creativity, and create opportunity. By doing so, we leverage our talent’s unique experiences, skills, and perspectives to redirect their passion and ideas back into business to drive innovation. As the President of Aerotek, I recognize my responsibility in achieving these goals as I believe that leadership plays a fundamental role in setting, modeling, and upholding expectations that promote and enforce inclusiveness. We have taken this top down approach at Aerotek—starting in our executive office and spreading to all regions, offices, and departments. Leaders at all levels do not single out, but encourage, embrace, and celebrate diversity. Since launching our Office of Diversity & Inclusion, we’ve been able to expand and strengthen our diversity and inclusion education and awareness efforts to emphasize that these principles are every individual’s responsibility, and are necessary in order to grow personally and professionally, and succeed at Aerotek, as well as in today’s global economy. PDJ HEADQUARTERS: Hanover, Maryland EDUCATION: University of Washington’s Michael G. Foster School of Business FIRST JOB: Selling dictation equipment for Pitney Bowes WHAT I’M READING: Business Secrets of the Trappist Monks by August Turakr MY PHILOSOPHY: Be comfortable being uncomfortable BEST ADVICE: Hard work beats talent when talent doesn’t work hard

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Bringing Great People and Great Organizations Together Each person is different, and so is each career opportunity. That’s why at Aerotek® we find out what’s important to each individual and each company to find the perfect fit. Every time. To learn more about Aerotek, call 1-888-AEROTEK or visit Aerotek.com.

1-888-AEROTEK | Aerotek.com EOE

LEADE RS H I P I N A C T I O N

President, EMERSON COLLEGE

LEE PELTON

Creating communities of learning

n 1916, John Dewey described democracy as the most “IT IS TO OUR COLLEGES AND ethical aspiration conceived by ethical communities. This UNIVERSITIES THAT THE NATION aspiration was unobtainable, he wrote, without a sociLOOKS TO FULFILL ITS BEST ety’s commitment to a life-long education to develop the IDEALS. IT LOOKS TO US TO “capacities for associated living” in a society characterized LIFT UP THE NATION SO THAT by complexity and diversity. This is the great American dream. That we can create, IT MIGHT LIVE OUT—IN FULL out of the rich diversity of human experience, communiMEASURE—ITS DEMOCRATIC ties of learning—communities made both beautiful and IDEALS OF INCLUSIVE effective by their pluralism—that will turn the tide of EXCELLENCE.” human want into a sea of joy and light. This is our hope as a nation committed to equality. And it is to our colleges and universities that the nation looks to fulfill its best ideals. It looks to us to lift up the nation so that it might live out—in full measure—its democratic ideals of inclusive excellence. At Emerson College, the grounding assumption of all the work that we do is that true institutional excellence is inextricably tied to the diversity of our community and the ideas we engage, as well as the work that we produce. Our formal Inclusive Excellence Initiative was announced last fall, and it has been the source of a remarkable amount of work since then. As a representative example of inclusive excellence, I note the successful Faculty Fellows Program, a three-day workshop that offered the 19 participating faculty members—drawn from across campus—the opportunity for sustained engagement with the pedagogical issues that go hand in hand with a diverse curriculum and a diverse classroom. The strength of the Inclusive Excellence Initiative goes beyond even such powerful programs as this, however, to bring together members of our community in the development of common language and goals related to diversity and inclusion in order to develop a more inclusive campus environment; increase access and enhance the intercultural development of students in their curricular and co-curricular experience; maximize the tal- HEADQUARTERS: Boston, Massachusetts ents of our already strong staff; develop outside relationships that address FIRST FULL-TIME JOB: pressing problems and serve the common good; and recognize and reward of the College, innovative practices and measure accountability toward the achievement of Dean Colgate University inclusive excellence. WHAT I’M READING: Recognizing that different points of view that emerge from diverse The Brief Wondrous Life of Oscar cultural heritages and ethnic backgrounds enlarge our aesthetic horizons, Wao, Junot Diaz and The Sense of an Ending, Julian Barnes enrich our intellectual discourse, and sharpen our historical perspective, we have developed a framework of inclusive excellence that reflects the BEST ADVICE: understanding that diversity and inclusion are catalysts for institutional Strive to be not only fit company for others, but for yourself as well. change and the foundation for educational excellence. PDJ

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LEADE RS H I P I N A C T I O N

Executive Director and President, NATIONAL GRID USA

THOMAS KING

Inspiring others to act

ervice providers need to stay in tune with their customers—understand their concerns, anticipate their needs, change when they change. We provide natural gas and electricity to more than 15 million people across the Northeast. And the only way to succeed—and satisfy these customers—is to ensure we have talented, diverse employees who are local to the community and truly represent the communities and customers we serve. So the diversity of our people is key to our success in today’s competitive market. The challenges are: 1) moving from dialogue to action; and 2) attracting, retaining, and promoting the best diverse candidates. I’m happy to say we’ve had good momentum on challenge number one. We’ve moved from “Why is this important?” to “How can we make it happen— embed Inclusion & Diversity into everything we do and make it part of our DNA?” With business engagement, a robust I&D team, a new chief diversity officer, and a growing, re-energized set of employee resource groups, we’re on our way. And we’re making diversity part of our corporate goals because it’s a real business case. We still have work to do on challenge number two—but I’m encouraged to see a steady improve-

ment in our number of women and minority leaders. More than half my direct reports fit these categories and they’re the right people for the right jobs. That’s the shadow I’m looking to cast further down into the organization. In short, we’re changing with the times—and with our customers’ and employees’ needs. We know that Doing the Right Thing is doing the smart thing for customers, communities, employees, and our company. As a leader, it’s my job to set the vision, then build trust and empowerment to achieve that vision. I’m looking to inspire people to believe in our mission, take action, and work together to meet challenges along the way. One of the things that excites—and inspires—me most is the increasing leadership role women are playing in the corporate world and the world at large. As our world gets smaller and more socially connected, women bring valued traits like gentleness, empathy, tolerance, and nurturing. Traits desperately needed in leadership. As I tell my three daughters: Be true to who you are, find a passion that will drive you, and fundamentally care. And I believe women like them will naturally guide us in business, government, and society by doing the right thing, always. PDJ

HEADQUARTERS: Waltham, Massachusetts EDUCATION: Louisiana State University; Executive Program Graduate— University of Michigan FIRST JOB: Regulatory Analyst, Interstate Pipelines WHAT I’M READING: Unbroken: A World War II Story by Laura Hillenbrand MY PHILOSOPHY: Optimism–positive energy is contagious.

“AS

A LEADER, IT’S MY JOB TO SET THE VISION, THEN BUILD TRUST AND EMPOWERMENT TO ACHIEVE THAT VISION.”

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L E A D E RS H I P I N A C T I O N

CEO, NOBSCOT CORPORATION

BETH N. CARVIN Having an impact on others

y biggest challenge in managing diversity at Nobscot to date has been just the opposite of most companies: Our company had too many women and not enough men, and too many over 40 and not enough younger employees. We have since created a better balance, but working through this challenge was an interesting reminder that even those most aware of the value of diversity can fall into the trap of unconsciously hiring people like themselves. Once it starts, it is often perpetuated. Nobscot’s biggest contribution to the field of diversity has been in helping companies with their diversity initiatives. More specifically, we have had the opportunity to help large companies across North America and globally with uncovering the reasons for employee turnover among their diverse and other employees. More than 10 years ago, we worked with information from the EEOC to create a diversity module for our exit interview technology. The module helps company leaders detect barriers for women and minorities in areas such as advancement, fairness, feeling of welcome, and opportunity to participate in high-profile projects. Through the use of this technology, companies have been able to understand how the workplace experience differs for employees in their organizations and then take steps to make sure that all employees are treated with respect and given equal opportunity. Our company has also been a champion of mentoring as a solution to diversity and inclusion challenges. Studies by Frank Dobbin at Harvard University have shown that mentoring is one of the most effective programs for improving the composition of diverse employees in management-level positions. One organization that we’ve been fortunate to work closely “EXIT INTERVIEWS CAN, IN EFFECT, ACT AS A with in this realm is The Women’s Alliance (TWA) at Xerox Corporation. TWA is one of many caucus RADAR DETECTOR BY IDENTIFYING POCKETS groups at Xerox. More than eight years ago, we helped OF THE COMPANY WHERE EMPLOYEES ARE them launch their fledgling mentoring program, using NOT BEING TREATED FAIRLY.” our Mentor Scout technology. The program has been so successful that other diversity caucus groups have HEADQUARTERS: Kailua, Hawaii joined their mentoring program as well. Today, the program supports the Black Women’s Leadership Council, Asians Coming EDUCATION: University of Massachusetts, Amherst Together, the National Black Employees Association, and Xerox FIRST JOB: Grocery store bagger Young Professional Group, among others. (promoted to meat wrapper) As a small technology company, Nobscot doesn’t always have the WHAT I’M READING: The Art of Choosing by Sheena opportunity to launch internal initiatives that make a large impact. Iyengar; A Guide for the Perplexed by Dara Horn But we have made it our mission to expand our tools and technology MY PHILOSOPHY: Work smart, have fun, laugh a lot, and in ways that help large companies make their initiatives successful and follow the “Platinum Rule,” which is to treat others the way THEY would like to be treated. meet their diversity goals. PDJ

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LEADE RS H I P I N A C T I O N

President and CEO, WILLIAM OSLER HEALTH SYSTEM

MATTHEW ANDERSON Guiding our decisions and actions

HEADQUARTERS: Brampton/Etobicoke in Ontario, Canada EDUCATION: BA, University of New Brunswick Masters of Health Sciences, University of Toronto WHAT I’M READING: My Story by Bobby Orr BEST ADVICE: “If things seem under control, you are not moving fast enough” –Mario Andretti

“I AM PASSIONATE ABOUT DATA, DEMOGRAPHICS, AND METRICS TO HELP DIRECT OUR STRATEGIES AND DRIVE IMPROVEMENT.”

s a large community hospital serving one of the fastest growing and most diverse regions in Canada, diversity is part of our DNA. It’s embedded in our values and guides our decisions and the actions we take every day. Our commitment to our vision of patient-inspired health care without boundaries is supported by a culturally-diverse atmosphere that allows Osler staff, patients, and volunteers to better understand and appreciate the unique beliefs and values of one another, as well as those of patients and their families. It has been a great year for diversity and equity at Osler. In February, Osler was named one of Canada’s Best Diversity Employers for the second consecutive year. This award recogniz-

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es us for our exceptional workplace diversity and inclusiveness programs, and demonstrates our progress in our journey to provide an equitable environment for everyone who comes through our doors. In June 2013, Osler also received a Diversity in Governance Award, recognizing the organization as a leader in the Greater Toronto Area for embracing diversity in board governance and making it a priority to recruit board members from diverse backgrounds. At Osler, we see three very important components in managing a diverse workforce: Fair and equitable policies/practices for retention, promotion and staff satisfaction; respect for each other and our colleagues; and creating

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an inclusive environment so that no employee feels excluded or isolated. With over 6,700 staff, physicians and volunteers, we know this won’t always be easy. To ensure that Osler continues to live its vision and values related to diversity and equity, we continue to incorporate these practices in our diversity and equity strategies, and ensure our leadership team is involved at every step of the way. I am passionate about data, demographics, and metrics to help direct our strategies and drive improvement. Osler’s leadership team continues to strengthen its application of our Diversity Strategy to better understand our patients, their potential inequities, and the diverse needs of our staff, physicians, and volunteers for a healthier internal community. I am very proud of the Osler team and of all that we have accomplished over the past year along our journey toward equity and inclusion. We continue to make tremendous strides because of the commitment of our staff, physicians, and volunteers who come together each and every day to help create an inclusive and respectful workplace that we can be proud of. PDJ

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You’re unique. We’re unique. Let’s work together. We believe that diversity encourages collaboration and innovation. We respect and appreciate our employees’ varied backgrounds and skills. And what this variety does for our culture. Schwab looks for talented people who share our inclusive values. If you’d like a career with a unique company where you can learn and grow with your colleagues, Schwab could be the place for you.

BUILD YOUR CAREER AT SCHWAB. http://www.aboutschwab.com/careers

Visit aboutschwab.com/careers.

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CEO, RBC WEALTH MANAGEMENT–U.S.

JOHN TAFT

Leading, not just participating

HEADQUARTERS: iversity and inclusion are core values of mine and of Minneapolis, Minnesota RBC. My actions as a leader reflect those values in the workplace EDUCATION: and in the communities we serve. In today’s competitive environment, it BA, Yale University; is vital to attract and retain talented professionals to compete and to serve Master’s degree in public and increasingly diverse clients. private management from Yale School of Organization Our firm’s success is driven by our people. To help promote inclusiveand Management ness, our field leaders, employee resource groups, and diversity councils FIRST JOB: are ambassadors whose activities demonstrate equality and respect. We Reporter for the Taos lead and participate in diversity events to help make a positive impact in (New Mexico) News local communities. We imbed diversity into our business goals, and we WHAT I’M READING: promote diversity success. The Bully Pulpit by Doris As an example, for the fourth year, RBC Wealth Management–U.S. Kearns Goodwin achieved a 100 percent rating from the Human Rights Campaign for its MY PHILOSOPHY: 2014 Corporate Equality Index as one of the “Best Places to Work for Leave the world a better place LGBT Equality.” Of all the honors and awards the company has received, than you found it. this is one of which I am most proud. To me, this shows that our firm doesn’t just say we value diversity; we take steps to incorporate diversity and inclusion into our corporate culture. Yet, we need to do more, because the biggest challenge in managing a diverse workforce is creating and maintaining a work environment— regardless of location—where each employee’s uniqueness is valued. This begins with creating more awareness of “unconscious bias” which is an unconscious preference for or against a person, thing, or group. Despite best intentions, people may unconsciously stifle diversity through words or actions. Educating our employees to address these unintentional biases is critical to maintaining a workplace where employees can thrive. Leadership matters. In 2012, when I added my voice to the fight against the Minnesota Marriage Amendment—an amendment that would have “hard wired” into the state constitution that marriage can only be between a man and a woman—it was “TO HELP PROMOTE with the business community in mind. Minnesota INCLUSIVENESS, OUR FIELD has long prided itself on being progressive, welcoming and inclusive. Hanging a “You’re not wanted” sign LEADERS, EMPLOYEE RESOURCE GROUPS, AND DIVERSITY COUNCILS on the front lawn of Minnesota would have been bad ARE AMBASSADORS WHOSE for business and bad for the state. Equally, failing to ACTIVITIES DEMONSTRATE incorporate a culture of inclusion in the workplace EQUALITY AND RESPECT.” has the same result—making high-quality employees feel unwelcome. In a competitive market, creating a company where people want to work and where clients want to do business, is key to sustained success. PDJ

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LEADE RS H I P I N A C T I O N

President and CEO, TEXTRON SYSTEMS

ELLEN M. LORD Developing a global mindset

orporate diversity is not a social program. It is smart business. We operate in a global marketplace, where successful organizations must galvanize quickly around customer requirements. Being representative of the customers we serve generates value-rich, comprehensive solutions. And remember, diversity is not solely about factors such as color, gender, or age—it is about creating organizational strength with a team of skilled, experienced professionals and their different backgrounds and experiences. Because of the variety of customers we serve and the geographic spread of our business, attracting and sustaining a diverse workforce is a competitive advantage. Our talent strategy is built around internal growth and development. We aim to fill 80 percent of our open requisitions by developing talent within the enterprise. With the large, diverse talent pool represented across Textron Systems and the larger Textron Inc. family, we can expose the best and brightest to great advancement opportunities. Giving our employees a spectrum of career experiences both augments their skill sets and enhances our ability to retain them. We then fill the pipeline for future leaders with early-career hires and their fresh, innovative thinking. Textron Systems plans to hire 139 interns this year and at least 104 new graduates. In addition, Textron Systems has begun working with the U.S. State Department to broaden its internship pro“GIVING OUR EMPLOYEES A SPECTRUM OF grams to international candidates. We also will take CAREER EXPERIENCES BOTH AUGMENTS advantage of the enterprise-level Textron Leadership THEIR SKILL SETS AND ENHANCES OUR Development Program, with dozens of participants in several disciplines completing rotations at Textron ABILITY TO RETAIN THEM.” Systems during 2014. This diverse workforce also gives us abundant perspectives from which to generate new thoughts and ideas—allowing HEADQUARTERS: Providence, Rhode Island for greater innovation. Introduced this year, the Textron Systems EDUCATION: CEO Challenge creates teams of high-performing employees from Master’s degree in chemistry, all areas of the business to research, develop, and propose solutions University of New Hampshire; to our customers’ biggest challenges. Winning teams are incentivBS in chemistry, Connecticut College; ized for their collaboration in creating the company’s next great Textron Six Sigma Black Belt customer solution. FIRST JOB: A global marketplace demands a global mindset. Our emphasis Analytical chemist on developing an educated, skilled, and customer-focused organizaWHAT I’M READING: tion not only reflects the diverse face of our customer base here and Six Frigates: The Epic History of the Founding of the U.S. Navy by Ian Toll abroad, it reflects the talent pool available to us across the larger enterprise. Our people are our competitive advantage, and makBEST ADVICE: Listen twice as much as you talk. ing diversity a priority gives us a powerful position from which to innovate, execute, and succeed for our customers, employees, and shareholders. PDJ

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Orion heat shield photo courtesy of NASA.

ACCOMPLISH THE INCREDIBLE Working hand-in-hand with NASA, our engineers like Michele Pelersi, are helping the Orion space program go farther than ever before. Textron Systems employees like her are working with cutting-edge technologies, across multiple business divisions. We make talent development a priority. Donâ&#x20AC;&#x2122;t just choose a job. Choose a future.

Launch your career today at textronsystems.com/careers.

Michele Pelersi, Materials Engineer

ÂŠ 2014 Textron Systems. Textron Systems is a Textron Inc (NYSE TXT) company.

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Deputy Minister, DEPARTMENT OF HUMAN RESOURCES, GOVERNMENT OF THE NORTHWEST TERRITORIES

SHEILA BASSI-KELLETT

Guiding our decisions and actions T

he Northwest Territories (NWT), with a population of just under 44,000 people dotted across 1.1 million square kilometres, is incredibly diverse and accepting. Take it from me, a first generation Indo-Irish Canadian, who has Aboriginal stepchildren and lived in a remote Aboriginal community north of our capital city, Yellowknife. The NWT’s population is younger than the rest of Canada, and 52 percent is Aboriginal. English isn’t the first language for many NWT residents, and we have eleven official languages —English, French, and nine Aboriginal languages. Through a recent anonymous workforce survey, our government confirmed that we have far more employees with disabilities than previously estimated. These are just some examples of the diversity of the people who call the NWT home and work at the Government of the Northwest Territories (GNWT). At the GNWT, we pride ourselves on our diversity. Because of our knowledge of our workforce and the people we serve, we provide Disabilities Awareness Training and Aboriginal Cultural Awareness Training to our staff. As one of our government cornerstones, knowledge of Aboriginal cultures, experience, and tradition greatly influence front-line service delivery and program/policy development. Our Aboriginal Employees Advisory Committee and GNWT Advisory Committee on Employability provide advice on initiatives for employing Aboriginal employees and persons with disabilities. We also know attracting young people to the GNWT is key as we develop the next generation of public servants, so we provide young people with opportunities for work as summer students and interns. Example setting is one of the best ways to lead others. In 2009, as assistant deputy minister for the Department of Municipal and Community Affairs, I was pleased to become champion for one of the five strategic goals of 20/20:

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A Brilliant North, the NWT Public Service Strategic Plan. Goal Two of the plan emphasizes, in part, attracting, recruiting, and maintaining a stable, representative, public service, that reflects the NWT’s diversity, and which provides quality programs and services effectively and efficiently. For our work in promoting workplace diversity, the GNWT is proud to have been named one of Canada’s Best Diversity Employers in 2013 and 2014. We were also named one of Canada’s Top 100 Employers in 2013. Maintaining a representative workforce of almost 5,000 employees while being a competitive employer can at times be challenging, but it is also rewarding and creates opportunities for innovation. To best serve our people, it makes good business sense for the GNWT to embrace a diverse and inclusive workplace. PDJ

“AS

HEADQUARTERS: Yellowknife, Northwest Territories, Canada EDUCATION: Honours Bachelor of Arts, Queen’s University; Master of Arts, Royal Roads University FIRST JOB: A colourful bar in Yellowknife, where I learned the most about human behaviour and teamwork MY PHILOSOPHY: Diversity brings richness and strength. Sometimes a perspective you didn’t expect can also remind you of the humanity of a situation.

ONE OF OUR GOVERNMENT CORNERSTONES, KNOWLEDGE OF ABORIGINAL CULTURES, EXPERIENCE, AND TRADITION GREATLY INFLUENCE FRONT-LINE SERVICE DELIVERY AND PROGRAM/ POLICY DEVELOPMENT.”

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CEO and President, EXELIS

DAVID (DAVE) F. MELCHER Leading by example

hile promoting inclusion and diversity is natural to many, not everyone understands the positive effect it can have on business. A variety of experiences, backgrounds, and voices contribute to innovative ideas that enhance business and customer relationships in ways we may not have considered from working in silos. Company-wide diversity programs are slowly increasing in the aerospace and defense industry, but we see ourselves as leaders that aim to set a great example. At Exelis, we work to ensure every employee understands that inclusion goes far beyond race and gender; it extends to professional, educational, and personal experiences and beyond. We are proud of our diverse workforce, which helps elevate awareness about our efforts across the industry. You must give respect in order to get respect. Respect starts with appreciating the skills and talent of every employee, and helping them build their professional career and reach their greatest potential. At Exelis, we put an emphasis on inclusion, because it takes an inclusive leader to leverage the wealth of diversity that our teams bring to every solution. As a Lieutenant General in the U.S. Army, and as a CEO, I have always found this to be true. It is critical for senior leaders to lead a company’s push for diversity in order to benefit the company at large. At Exelis, we aim for a collaborative culture that promotes the diverse perspectives, backgrounds, and contributions of every employee. To continue to promote a collaborative environment, we developed the Exelis Inclusion and Diversity Council, led by our Chief Inclusion & “YOU MUST GIVE RESPECT IN ORDER TO GET Diversity Officer, Erica Jeffries. The council provides RESPECT. RESPECT STARTS WITH APPRECIATING guidance on our corporate diversity and inclusion THE SKILLS AND TALENT OF EVERY EMPLOYEE, efforts; promotes professional development and train- AND HELPING THEM BUILD THEIR PROFESSIONAL ing; and aims to match our employees’ rich experiCAREER AND REACH THEIR GREATEST POTENTIAL.” ential background with personal, professional, and business goals. HEADQUARTERS: McLean, Virginia In October 2012, we launched the Exelis Action Corps (EAC), which is our social citizenship and volunteer program to support EDUCATION: BS in civil engineering, U.S. Military Academy at West Point; U.S. military service members, veterans, and their families. This is a Master of Business Administration, Harvard University; significant cause for Exelis because more than 10 percent of our workMS in public administration, Shippensburg University force consists of military veterans. Through a partnership with Points FIRST JOB: 2nd Lieutenant, of Light, we’re investing in programs that not only support veterans Army Corps of Engineers, Platoon Leader and their families, but also provide career development counseling to WHAT I’M READING: Duty by Robert M. Gates potential candidates for our company. BEST ADVICE: Be the best leader you can be in a Finally, Exelis, like all multinational companies, is growing its governmental context, because the nation needs that, business around the world. We can create the best customer and and in a business context, because the nation project teams by drawing from our own multicultural and multilingual needs that, too. workforce. PDJ

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CEO and President, ROCKWELL COLLINS

KELLY ORTBERG

Developing new markets

HEADQUARTERS: t Rockwell Cedar Rapids, Iowa Collins, we recogEDUCATION: nize that the power of diverBS mechanical engineering, sity and inclusion is the key University of Iowa to unlocking innovation— FIRST JOB: and driving growth. Making pizzas at Pizza Hut For example, we have a at age 15 globalization strategy that WHAT I’M READING: calls for our international Lead by Gary Burnison business to grow faster than MY PHILOSOPHY: our domestic business—and There is no greater power in getting a large organization it requires that we expand in aligned, focused, and excited some markets that are nonabout the future. traditional for us. One of the My job is to help create the key elements of that strategy environment that allows that to happen. is to have talented people across our organization who understand those cultures, our customers even better. and who can establish effecWe’re working hard on the tive networks that will enable challenge of creating a culus to win. As a result, people ture that empowers employacross our company with difees to take more ownership ferent personal and cultural and accountability for their perspectives are enabling careers—and part of that us to better understand our process is removing barriers. “OUR DIVERSE WORKFORCE— customers in those markets— In my first few months as AND BEING INCLUSIVE IN THE and are helping us to respond CEO, I eliminated outdated WAY WE DO BUSINESS—IS NOT to their needs with the right lateral transfer restrictions, ONLY HELPING TO FOSTER solutions. So, our diverse and ensured leaders could BETTER DECISION MAKING, BUT workforce—and being inclumake promotions any time of ALSO MORE EFFECTIVE CROSSsive in the way we do busithe year. These changes were CULTURAL COMMUNICATION. ” ness—is not only helping to designed to provide employfoster better decision making, ees with more options for but also more effective cross-cultural communication. career development and advancement. Going forward, our diversity strategies are designed We also recognize that leadership engagement is to build a workforce across our company that represents critical for successful employee development, and we a variety of people who have different backgrounds, provide a full suite of resources intended to increase the beliefs, ideas, experiences, and perspectives. But more quality and effectiveness of career development converimportantly, they’re designed to create a culture that val- sations between leaders and employees. ues those differences as a competitive advantage for our Ultimately, we understand that our future depends company. These strategies are founded on the belief that on our ability to provide smart solutions for our cusmore diverse teams will outperform less diverse teams. I tomers around the world. That’s why we’ll continue feel strongly that those things that make us different will to value diversity and inclusion as a strategic business contribute to greater innovation—and enable us to serve imperative. PDJ

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CenturyLink values diversity. A diverse workforce is one of our greatest strengths in a competitive global marketplace. We are committed to fostering a culture that honors mutual respect and collaboration which results in our best work to improve lives. See how we connect at www.centurylink.com and our careers page at centurylink.jobs.

See how we connect at centurylink.com.

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Founder and CEO, DATA MORPHOSIS

SAM JONES

Challenging the status quo

iversity and inclusion is a subject that is very close to my heart. I’ve always believed that you shouldn’t need a business case to treat people equally. But last year I realised that many CEOs and executive boards don’t share my belief. For many, unless D&I aligns to targets attached to dollars and cents, it’s either a community or social issue, or a box-ticking reporting exercise. I found this sort of outdated attitude incredibly frustrating. I believed that viewing your people data in the context of business performance could reveal that diversity was actually a huge commercial opportunity. Most business divisions had access to best-in-class tools to do their jobs. Meanwhile, HR and D&I had to track and measure the impact of innovative programs in as best they could, through a series of complex workarounds involving multiple spreadsheets, databases and kitchen sinks. Why was it so complicated? Why did it take so long? Why hadn’t anyone found a solution? Every business maintained that people were their most important asset. If people were truly at the heart of your business, why weren’t HR and D&I given worldclass tools to do their job even better and more “FOR MANY, UNLESS D&I ALIGNS TO efficiently? TARGETS ATTACHED TO DOLLARS I decided to turn my frustration into inspiraAND CENTS, IT’S EITHER A COMMUNITY tion—and I created Gender Gap™. OR SOCIAL ISSUE, OR A BOX-TICKING Whilst there was widely held belief that it REPORTING EXERCISE.” was critical to be able to measure the true business impact of D&I, no other piece of software brought D&I and business data together and enabled their correlation. Gender Gap™ takes unconsolidated people data and transforms HEADQUARTERS: London, England it into a visual format, ready for rapid analysis and correlation EDUCATION: with business data. It enables D&I practitioners to guide busiThe University of Salford ness leaders, and measure the impact of initiatives against hard FIRST JOB: business numbers. Paper round in Salford at 6 a.m. Creating Gender Gap™ took a massive leap of faith. every day of the week I like to challenge the status quo—so I took the leap. WHAT I’M READING: I’m glad I did. Gender Gap™ has been very well received by The Godfather by Mario Puzo CEOs, board members, and global heads of HR and D&I— MY PHILOSOPHY: many of whom I owe a debt of gratitude for their invaluable You only fail when you stop. feedback and advice. I turned my frustration with the D&I status quo into a solution that fundamentally changed my business. Now I challenge fellow business leaders to make that same leap of faith! PDJ

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Chairman and CEO, INGERSOLL RAND

MICHAEL W. LAMACH Fueling collaboration and growth

o enhance competitiveness in the global marketplace, Ingersoll Rand seeks out employees with diverse skills and backgrounds that help foster innovative growth and uncover new market niches for products and services. We are building a winning culture that focuses on shared success for employees, customers, and shareholders. Culture binds an organization together, and it’s the hardest thing for competitors to copy. As a result, it can be a lasting source of competitive advantage. Building a progressive, diverse, and inclusive environment is a component of our winning culture and essential to being a cutting-edge leader. For us, having a progressive, diverse, and inclusive strategy is not only a business imperative; it is also a social and ethical responsibility embedded in our core values. One focus area for Ingersoll Rand is attracting skilled candidates in the Science, Technology, Engineering and Math (STEM) space. This is increasingly important as baby boomers enter retirement and fewer members of Generations X and Y are pursuing STEM careers. The company supports STEM education through its talent management program, Ingersoll Rand Foundation, Center for Energy Efficiency & Sustainability and involvement with STEMConnector.org. Another way we use diversity as a competitive advantage is through Ingersoll Rand Employee Resource Groups (ERGs). ERGs provide employees an opportunity to collaborate on new products, customer satisfaction, and geographic market needs, as well as cultivate employee engagement, knowledge sharing, and diversity appreciation. We also place great value on recruiting military veterans, as the leadership skills developed while in the armed forces typically translate to an excellent assimilation into our culture. A challenge in managing a diverse workforce for many global organizations is providing an environment where employees feel valued and

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“CAREER GROWTH ACCELERATES AND ENGAGEMENT IMPROVES WHEN FREQUENT COMMUNICATION BETWEEN MANAGER AND EMPLOYEE IS ENCOURAGED.” can develop their careers. Ingersoll Rand offers a suite of programs that foster professional and personal growth, including advanced leadership seminars, an MBA program, and a rotational development program that allows employees to work in diverse functions and regions. Authentic and inspiring leadership is paramount in helping others reach their full potential. Studies confirm that good people most often leave an organization because of poor leadership. At Ingersoll Rand, managers are held accountable to leadership competencies closely linked to our core values. Career growth accelerates and engagement improves when frequent communication between manager and employee is encouraged. Ingersoll Rand emphasizes that professional development is a joint responsibility between the individual and their manager. PDJ

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HEADQUARTERS: Swords, Ireland EDUCATION: BS in engineering, Michigan State University; MBA, Duke University FIRST JOB: Sales engineer WHAT I’M READING: The Adversity Advantage by Paul G. Stoltz, PhD and Erik Weihenmayer; Winter of the World by Ken Follett MY PHILOSOPHY: Engaged people deliver great customer experiences. Great customer experiences create long-term company value.

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Chairman and CEO, COCA-COLA ENTERPRISES, INC.

JOHN F. BROCK Effecting positive change

t Coca-Cola Enterprises (CCE), we’ve seen the benefit that comes from engaging with a broad diversity of voices, experiences, and backgrounds. In today’s competitive market, a business that fully embraces diversity on all levels is a successful one, which is why attracting, developing, and retaining a diverse and talented workforce is one of our company’s three strategic priorities. We are pleased that our commitment to diversity, and specifically our efforts to promote the representation of women at all levels in our company, has been recognized. From the boardroom (where we have four female board members) to the front line, diversity is a priority for everyone at CCE. Our efforts are guided by a Diversity & Inclusion (D&I) framework that clearly lays out our ambition and focus areas that are critical to achieving our goals. Each year, our leadership teams develop specific D&I plans to ensure we make progress against our goals. To drive accountability and action, these plans are reviewed quarterly by the company’s senior leadership, and we’ve seen strong results from this approach. Since putting these plans into place, female representation in our workforce has increased at all levels. In addition, our most recent employee engagement survey showed that our employees rated our D&I efforts as one of the top reasons for positive change in their connection to our company. As we look to grow key talent across our organization, we’ve

placed big bets on hiring and developing high-potential women across our organization. To help encourage women, further their development, and support them as they balance work with family and other priorities, we have a Women’s Network in each of our business units. Chaired by senior company leaders, these networks focus on providing support on gender-related issues in the workplace, and meet regularly to discuss challenging workplace topics and provide the resources needed to support our employees’ careers. At CCE, our leaders are accountable for helping to broaden and develop our workforce, and for embracing diversity—not just because it leads to success, but because we all believe it’s the right thing to do. Having a diverse workforce allows us to generate creative ideas, and ensuring everyone feels valued and respected helps us better engage with and serve our customers, and strengthens our employer brand. These efforts are making CocaCola Enterprises a great place to work, and will continue our efforts to become a leader in diversity and inclusion. PDJ HEADQUARTERS: Atlanta, Georgia EDUCATION: BS and MS, chemical engineering, Georgia Tech FIRST JOB: At age 18, spent the summer cleaning 10,000-gallon tanks at a paper mill in Moss Point, Missouri.

“AT

CCE, OUR LEADERS ARE ACCOUNTABLE FOR HELPING TO BROADEN AND DEVELOP OUR WORKFORCE, AND TO EMBRACE DIVERSITY—NOT JUST BECAUSE IT LEADS TO SUCCESS, BUT BECAUSE WE ALL BELIEVE IT’S THE RIGHT THING TO DO.”

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BEST ADVICE: In life and in business, be clear about what you’re going to do… then do it… and every once in a while, give your audience a positive surprise.

Welcoming passionate people who share a thirst for the rigor and challenge of a fast-moving business.

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Chairman and Managing Director, GIBBONS P.C.

PATRICK C. DUNICAN JR. Shaping a firm-wide perspective

t Gibbons, we understand that diversity provides valuable perspectives and cultural competencies that allow us to be more creative, efficient, and, ultimately, effective in our practice of law and service to clients. Diversity is key to our success, because diversity of perspective results in diversity of solutions, and we are in the solution-delivery business. Moreover, even beyond shaping our firm-wide perspective, diversity enhances our approach to an increasingly global marketplace in which we serve clients in their operations across the world, as well as dynamic new market segments that are expanding right in our own backyard. A solid knowledge base in an array of languages, business customs, and cultures optimizes our ability to think the way our clients think—to understand and interpret their issues and opportunities—so that we can most effectively address them. There are various challenges inherent in managing any workforce, with some particular to a diverse workforce. We are always careful at Gibbons to recruit and retain a diverse attorney workforce that is poised for organic growth. That is, we do not engage in purposeful lateral recruitment of diverse attorneys to meet random quotas or to check items off a list; rather, as we do all our young associates, we recruit diverse attorneys from clerkships at the start of their careers, who have the mix of backgrounds, qualifications, and skills that match our clients’ needs and reflect our clients’ worldviews. As these attorneys work their way up the ranks at the firm, we constantly strive to prepare them for longterm success through thoughtful, “DIVERSITY IS KEY TO OUR SUCCESS, BECAUSE DIVERSITY comprehensive professional development, mentoring, and training OF PERSPECTIVE RESULTS IN DIVERSITY OF SOLUTIONS, opportunities that directly address AND WE ARE IN THE SOLUTION-DELIVERY BUSINESS.” particular issues each diverse attorney may face. People know on the way in what our values are; our focus is to demonstrate that HEADQUARTERS: Newark, New Jersey our commitment to diversity is a consistent part of firm culture, EDUCATION: JD, cum laude, embedded in firm life from orientation through every subsequent Seton Hall University Law School; BA, Iona College stage of the employment cycle. Strong, visionary leadership is critical in this quest. To drive talFIRST JOB: Paperboy ent to reach its highest potential, leadership must present that talINTERESTS: New York Yankee baseball, ent with a range of options to assist with professional development New York Giants football and advancement, to customize those options as necessary, and to MY PHILOSOPHY: Individuals affiliated constantly review, analyze, and innovate the platforms, policies, with an organization should sublimate their egos for the good of the entire and programs that support the company’s diversity commitment. organization. When making decisions, Leadership must also build accountability into these platforms, they should never ask what is best for policies, and programs, to underscore their importance to the them, but rather what is best for vitality and success of the entire operation. PDJ their company.

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President and CEO, LAND OʼLAKES, INC.

CHRIS POLICINSKI Fueling performance and growth

and O'Lakes, Inc., operates in one of the greatest growth industries of our era. As we work to embrace the opportunities and expand our global footprint, we know we will need to leverage the expertise of a diverse, talented workforce that can drive our next level of growth in the rapidly expanding industries of agribusiness and food production. Diversity and inclusion also reflect our values. We are dedicated to creating an inclusive culture in which everyone—regardless of gender, race, sexual orientation, or cultural heritage—is treated with respect and dignity. As a Fortune 200, member-owned food and agriculture cooperative, we are strengthened in many ways by building a culture of diversity and inclusion. From a market perspective, it is vitally important that our workforce reflects the diversity of our customers, communities, and other external stakeholders. Leveraging the diversity of our workforce also fuels innovation and new ideas, a key to success in our increasingly competitive global marketplace. We rely on the power of diverse perspectives and differing points of view to help us compete and excel in an industry of continuing transformation and change. At Land O’Lakes, our diversity strategy is an enterprise-wide priority that includes a number of Employee Resource Groups (ERGs). Along with our senior management team, I regularly participate in ERG events to engage in the strategies and celebrate progress in the important work that they are pursuing. In fact, all employee performance goals include the responsibility of making our workplace more inclusive. These groups enhance our workplace through networking events, personal development opportunities, communications initiatives and special celebrations designed to enhance cultural awareness and improve our ability to compete in a global marketplace. We were honored last year when our diversity efforts were recognized by the Human Rights Campaign (HRC). After reviewing our programs and policies for their annual Corporate Equality Index, which serves as a national benchmarking tool for corporate policies and practices related to LGBT employees, HRC scored Land O’Lakes a perfect 100.

HEADQUARTERS: Arden Hills, Minnesota EDUCATION: Undergraduate Degree, University of Notre Dame; MBA, New York University MY PHILOSOPHY: Financial performance is the outcome of effective strategies, well-executed by an engaged workforce.

Our focus on diversity and inclusion also extends to our member cooperative network and the programs that encourage the development of women leaders. While agriculture has historically been a male-dominated industry, today approximately 30 percent of U.S. farm operators are women, a number which continues to grow. To help women learn, grow, and develop leadership skills in our industry, Land O’Lakes hosts an annual Women in Cooperative Leadership Forum. The forum brings together female leaders from throughout our cooperative system for personal development sessions, briefings on key issues, and networking opportunities. Our enterprise-wide goals for diversity and inclusion represent an ongoing journey which unites our values and strategy into a powerful asset for the future of Land O’Lakes. Most important, building a diverse, inclusive workforce is a powerful component of the business strategy at Land O’Lakes, Inc., helping us transform our culture and develop a world-class workforce. PDJ

“WE

RELY ON THE POWER OF DIVERSE PERSPECTIVES AND DIFFERING POINTS OF VIEW TO HELP US COMPETE AND EXCEL IN AN INDUSTRY OF CONTINUING TRANSFORMATION AND CHANGE.”

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CEO and President, WHITTIER STREET HEALTH CENTER

FREDERICA M. WILLIAMS

Championing for a vulnerable neighborhood

hittier Street Health Center is a “EIGHTY-THREE PERCENT federally funded and Joint Commission-accredited OF WHITTIER’S PATIENTS LIVE urban community health and wellness center dedicated to IN PUBLIC HOUSING. MORE ensuring the physical well-being of the underserved residents THAN HALF LIVE BELOW THE of Boston. Established in 1933 as a well-baby clinic, today Whittier offers everything from an urgent care/walk-in clinic, POVERTY LINE.” cancer screenings, a pharmacy, and dental and eye care to substance abuse and violence prevention programs. As a native from Sierra Leone, I am deeply passionate about improving the overall health for our residents and ensuring that everyone has access to quality healthcare. We understand that there is a connection between socioeconomic issues—poverty, violence, unemployment, and affordable housing—and good health. The challenges we face are many. Eighty-three percent of Whittier’s patients live in public housing. More than half live below the poverty line. Our patients speak more than 20 languages, and almost half are best served in a language other than English. According to the U.S. Dept. of Health and Human Services Office of Minority Health, in 2008 cancer was the first or second leading cause of death for minorities in the U.S., with African Americans having the highest mortality rate for all cancers combined. Heart disease was the leading killer across most minorities in the U.S., accounting for 25 percent of all deaths. Whittier is strategically addressing health disparities in its neighborhoods: • In January 2012, Whittier opened the doors to its permanent, 79,000— square-foot, state-of-the-art facility to expand its comprehensive care. Our new home has room to care for 80,000 patients and provide HEADQUARTERS: 220,000 visits annually. Roxbury, Massachusetts • In December 2012, Whittier partnered with Boston’s renowned EDUCATION: Dana-Farber Cancer Center to open the first-of-its-kind Cancer Equity London School of Accountancy and Institute of Chartered Secretaries Center to bring cancer screenings and treatment into the community and Financial Administrators, and address cancer disparities. United Kingdom; • The majority of our patients present with diabetes, hypertension, Graduate certificate in administration cancer, depression, obesity, or a combination of chronic illnesses. and management, Harvard University Extension School, Cambridge, Through our Boston Health Equity Project, we have extensively Massachusetts; expanded our chronic disease management services, producing Master in Business Administration, excellent outcomes. Anna Maria College, Paxton, • Through the support of AstraZeneca HealthCare Foundation, Whittier Massachusetts established a Connections to Cardiovascular Care program in 2012 to FIRST JOB: Working in my mother’s family-owned assist participants in developing self-management goals related to improving their cardiovascular health. Since its inception, patients have business. All of us were trained as entrepreneurs and leaders at an lost more than 600 pounds combined. early age. At Whittier, we are deeply committed to championing that all people in WHAT I’M READING: Boston’s most vulnerable neighborhoods receive quality, timely healthcare Switch: How to change when change is hard by Chip Heath and Dan Heath no matter their race, political stance, or economic position. PDJ

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CEO, NEWTON INVESTMENT MANAGEMENT LIMITED

HELENA MORRISSEY Sustaining a meaningful change

see diversity as a core talent issue—not as an ‘add-on’. Newton has always believed in diversity of thought, in diversity of perspective. We have a team approach to managing money with no one person having a monopoly on good ideas. Building a powerful team is about creating something much, much greater than the sum of individuals. I believe diversity is absolutely integral to Newton’s investment process. Managing people within an active fund management firm is an art, not a science—these are talented and opinionated professionals and their diversity is but one facet. The key is to manage well, making everyone comfortable to be themselves and to flourish. The experience of founding and leading the 30% Club—a group of Chairmen voluntarily committed to better gender diversity on boards, and now at all levels of organisations—has taught me the power of effective leadership. I had previously run a women’s network—the events were well-attended and the feedback great, but nothing seemed to change in terms of actual proportion of women at senior levels. In November 2010, the 30% Club launched, led by seven chairmen of FTSE-100 companies; 12.5 percent of directors of FTSE100 boards were women. Today, we have 76 chairmen supporters and 20.4 percent female representation on FTSE-100 boards. It’s not just the accelerated pace that’s changed; the nature of the discussion has moved away from this being considered a ‘women’s issue’ to being a central business issue. The key ingredients have been strong and visible championing of the issue by established business leaders, the collaborative nature of the approach, and the numeric target— “BUILDING A POWERFUL TEAM IS ABOUT NOT a quota, but an aspirational goal. CREATING SOMETHING MUCH, MUCH GREATER What’s also exciting is seeing the way this THAN THE SUM OF INDIVIDUALS.” has now become not just a conversation about boards, but about sustaining a meaningful change in business culture. HEADQUARTERS: London, England The message I hear loud and clear from people, both within EDUCATION: MA philosophy, my own organisation and more broadly, is that everyone wants to University of Cambridge be well managed: with clear goals, fair appraisals, and honest and FIRST JOB: Global bond analyst, Schroders constructive feedback. More underrepresented groups will fulfill their potential if we get the basics right, and leaders can be enorINTERESTS: Looking after my nine children mously influential in emphasising how important that is—and WHAT I’M READING: Conscious Capitalism: ensuring this is understood throughout their line management, Liberating the Heroic Spirit of Business by John Mackey not something that is the preserve of specialist HR or diversity teams. PDJ MY PHILOSOPHY: Anything is possible.

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at the corner of

At Walgreens, we focus on building an environment that engages ALL employees and encourages them to deliver their best work. We believe in celebrating our differences and recognizing the unique value that every person brings to the organization. By leveraging the diverse thoughts, perspectives, and backgrounds of our employees, weâ&#x20AC;&#x2122;re helping people get, stay and live well every day. To apply, visit www.walgreens.jobs

Walgreens is an Equal Opportunity Employer and welcomes individuals of diverse talent and backgrounds. Walgreens promotes and supports a smoke-free and drug-free workplace.

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CEO, WilsonHCG

JOHN WILSON Continually engaging

iversity and collaboration are two key ingredients to an organization’s success. Without them, growth opportunities are left on the table. The people who make WilsonHCG what it is today are constantly encouraged to voice their opinions to help grow our organization. We have many initiatives and projects in place to stimulate these ideas and facilitate the sharing process. During training, new hires are encouraged to join at least one of our many committees—or suggest an idea for a new initiative—that could not only encourage diversity internally but also within our clients’ organizations. We have formed committees to include diversity recruitment, university recruitment, and veteran recruitment, as well as employee engagement, brand ambassador, blogging program, and alternative sourcing, among others. From our veteran recruitment committee came Operation Transition, an initiative that focuses on assisting veterans transitioning their career from military service into the civilian workforce. WilsonHCG is not only passionate about hiring veterans, but also sharing our employment expertise with them. Operation Transition provides monthly group trainings that cover resume writing, LinkedIn profile creation, interviewing tips, and marketing advice. These complimentary services provide more than a way to give back; they keep our employees engaged by allowing them “DIVERSITY AND COLLABORATION to be part of something they’re passionate about. ARE TWO KEY INGREDIENTS TO AN While these initiatives and committees have been ORGANIZATION’S SUCCESS. effective, there are still challenges that arise when WITHOUT THEM, GROWTH OPPORTUNITIES managing a diverse workforce. It’s imperative, as ARE LEFT ON THE TABLE.” a growing organization, to gather our employees’ ideas and implement them to continually innovate— but it can be challenging to strategize how all of HEADQUARTERS: Tampa, Florida these different ideas work to help WilsonHCG as a whole. I EDUCATION: Grand Valley State University try to overcome this issue by holding monthly open-forum WHAT I’M READING: Emotional Intelligence 2.0 calls in which the entire company participates. I ask employby Travis Bradberry and Jean Greaves ees to submit questions for me to address while on the call, MY PHILOSOPHY: Hire the best people, not the best and also give them the opportunity to bring up anything else performers. You can train people to be better at their they’re thinking about. In informal weekly emails, I let the job, but not to be better people. company know about major updates and solicit feedback for program this past year to match employees with mentors in anything we can improve. leadership positions that can help guide them. We’ve also It’s important that our leaders foster a diverse corporate established regularly scheduled one-on-one meetings with community and encourage their teams to reach their highmanagers and each of their direct reports to make sure ideas est potential. Mentoring is essential for growth and develare heard and growth occurs. PDJ opment, which is why I launched an internal mentorship

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Co-Founder and CEO, LANDSCAPE MOBILE

YUE ZHUGE

Producing the best results

believe in diversity, not because I am a woman, not for the sake of diversity, not even because it is the right thing to do. I truly believe a diverse team is the best team, it produces the best results, and we have the best time together. Diversity is the basis for long-term success. My management experiences at Microsoft, Yahoo, and now at my own startup company, have proved it true repeatedly. Diversity is not just about gender or color, but also about experiences, characters, personal demeanors, and more. I’ve had team members from different geo locations: Europe, South America, China, India, and the U.S., and people with multi-culture backgrounds. Spending many years leading product and design teams in the data and online advertising domain, I’ve worked with the smartest analytical minds in the world, as well as creative artists. I pay a lot of attention to diversity in all aspects of the above. What I found out was a pleasant fact: Once a leader is open-minded, has the “eye of wisdom” to identify different merits, and believes that differences make a stronger and more interesting team, the organization may naturally have a balanced mix, say in gender or backgrounds.

I have attended many events promoting and celebrating women in technology and demonstrating to young woman that they can truly excel in technical fields. According to a study from MIT, collective intelligence is at its best when there are more women in the group. Women are also the major forces behind consumer needs and spending. I think in addition to implementing different programs, company leaders must understand the benefits and appreciate the true value this workforce brings to the organization. Then they can model the same understanding and behavior to their team members. Since last year, I have been working on a startup building a mobile product called Ivy Gallery, which uses technology to help consumers organize large numbers of images. Ivy is built from day one as a global product by a global team. As of today, Ivy has slightly more female users than male users, and a healthy balance of users from the U.S. and the rest of the world. How can we win this market, have deep insights into all these customers, and build the best product in this fast-paced world? We can only do so with an open-minded, diverse and inclusive team. I’m glad I have one. PDJ

HEADQUARTERS: Beijing, China EDUCATION: PhD, Stanford University; MS, Stony Brook University FIRST JOB: Summer Internship at Intel WHAT I’M READING: Contagious: Why Things Catch On by Jonah Berger BEST ADVICE: It is okay to aim high, but it is also okay to take your own pace.

“IVY

IS BUILT FROM DAY ONE AS A GLOBAL PRODUCT BY A GLOBAL TEAM.”

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LEADE RS H I P I N A C T I O N

Chairman, President & CEO, PRINCIPAL FINANCIAL GROUP

LARRY D. ZIMPLEMAN

Modeling success

iversity is critical to our success and every employee plays a role. The breadth of experiences and perspectives offered by our employees—at all levels—makes our organization stronger and our decisions smarter. We need to continue to celebrate differences and make sure the environment is inclusive, so all employees feel welcomed and accepted. That is when they do their best work and can focus on our shared mission to help clients meet some of the most important challenges of their lives. Acceptance and inclusion are modeled, starting in the C-suite. Having a diverse employee population is part of our company core values. Leaders promote a culture of inclusion so that employees of all backgrounds can feel comfortable bringing their best selves to work. PDJ

“YOU

NEED YOUR EMPLOYEES A LOT MORE THAN THEY NEED YOU.”

HEADQUARTERS: Des Moines, Iowa EDUCATION: BA and MBA, business administration, Drake University, Des Moines, Iowa FIRST JOB: Pulling weeds in the cornfields at 14 years old. WHAT I’M READING: Duty by Robert Gates

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THEREâ&#x20AC;&#x2122;S NOTHING MORE REWARDING THAN CREATING THIS KIND OF

NEXT-GENERATION TECHNOLOGY. Diverse minds and innovative spirits of employees at John Deere are what drive our success. We take pride in developing the technology and equipment to help feed, clothe and shelter the world, now and for generations. This goal is common to each and every one of the individuals who work at John Deere.

JohnDeere.Jobs | LinkedIn.com/company/John-Deere | Twitter.com/JohnDeereJobs | YouTube.com/JohnDeere | Facebook.com/JohnDeere

LEADE RS H I P I N A C T I O N

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President and CEO, TRUE VALUE COMPANY

JOHN HARTMANN Driving accountable leadership

t True Value Company, we embrace initiatives that support and empower a diverse workforce and reflect the diverse communities our independent hardware retailers serve across the United States and around the world. We’re strongest as an organization when HEADQUARTERS: Chicago, Illinois all associates are respected, and can contribute and feel included. We’ll accomplish our best for the co-op, our retailers, and consumers when we EDUCATION: BS, Rochester Institute of Technology; work together, inclusively, relying on each other’s strengths to drive True JD, Syracuse University College of Law; Value forward. Accelerated Leadership Program As CEO, I often speak to our associates about the importance of a certificate, Emory University Goizueta Business School diverse workforce, particularly when it comes to diversity of thought. Embracing diversity at True Value means acceptance of different races, reli- FIRST JOB: gion and experiences, as well as thoughts, perceptions, and ideas that shape Picking corn on a local farm us as individuals. WHAT I’M READING: Quantum Leap Thinking The company’s focus on diversity starts at the top. I believe leadership by James J. Mapes must create and support an environment in which associates can fully BEST ADVICE: contribute their talents and have the opportunity for continued growth. If you believe it, you achieve it. For this to happen, leaders must hold themselves and others accountable. When I took the role of president and CEO in May 2013, I introduced mandatory diversity and inclusion training for all people leaders, highlighting our leaders’ roles in inspiring associates to bring their varied talents together to achieve success. Every associate has different needs, and that means there are always opportunities to revisit offerings and to be flexible—the key is to recognize them and take action. I expect our leaders to: • Understand why inclusion is important to business • Set aside bias about people who are different • Appreciate and honor all backgrounds, differences, and perspectives • Welcome all ideas, opinions, and feedback • Challenge and hold accountable those who exclude or disrespect others • Help people feel valued, appreciated, and included • Take action to improve our practices to ensure everyone is included One of the greatest ways to lead is by example. I’ve supported the development of women’s leadership with “WE’RE STRONGEST AS AN two formal programs, as well as a young professionals ORGANIZATION WHEN ALL group, and the inception of an associate diversity council ASSOCIATES ARE RESPECTED, in 2014. AND CAN CONTRIBUTE AND FEEL Additionally, I work with our team to create benefits INCLUDED.” and programs inclusive of all our associates. True Value has proudly offered same-sex benefits since 2004. We also hold an annual values week celebration that highlights the diversity aspects of our company values. With a consistent message across the entire organization, I am committed to ensuring that True Value’s diversity initiatives remain in place, while adding new expectations to empower our associates’ success. PDJ

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LEADE RS H I P I N A C T I O N

Chairman and CEO, KPMG LLP

JOHN B. VEIHMEYER Forging our future

HEADQUARTERS: s we strive to New York, New York accelerate our growth EDUCATION: and forge the future of our BBA in Accounting, firm, diversity and inclusion University of Notre Dame are as fundamental to our FIRST JOB: business strategy as technical Working in a warehouse, expertise and industry knowlhandling shipments and inventory edge. In today’s dynamic marketplace, diversity allows us WHAT I’M READING: The Speed of Trust by to deliver services that reflect Stephen R. Covey a broad range of experiences, BEST ADVICE: talents, ideas, and perspecDon’t try to orchestrate every tives. At the same time, inclustep of your career path. sion is about reflecting the Just do every job as well as values of our professionals you possibly can. and taking pride in being a place where every person has the opportunity to excel and build a great career. One of the ongoing challenges we face in expanding our diverse and inclusive culture is ensuring that we are reaching every level of the organization. It is essential that diverse recruits starting at “IT IS ESSENTIAL THAT DIVERSE RECRUITS STARTING KPMG today see their path AT KPMG TODAY SEE THEIR PATH TO BEING LEADERS to being leaders of the firm OF THE FIRM TOMORROW.” tomorrow. We are proactive about assigning diverse, talented individuals to priority Our leaders at KPMG are committed to ensuring that client engagements, and exposing them to experiences that high-performing, diverse professionals reach their full will help them succeed over the long term. potential. We have worked to operationalize diversity One of the approaches we take to expanding diversity throughout our organization, so that it is part of our stratand inclusion is through sponsorship. Sponsorship goes egy, structure, and governance. Diversity is now woven a step beyond traditional mentoring, encouraging leaders into everything we do from recruiting and professional to not only provide guidance, but to also take an active development to the way we serve our clients; from our role in advancing the careers of individuals they are sponsupplier relationships to our commitment to youth, edusoring. With sponsorship, it is up to leaders to elevate cation, and workforce readiness. high-potential candidates through the organization, by Attaining organizational diversity is an ongoing jourconnecting them with career-defining growth opportuniney. We’ve made great progress, and everyone at KPMG ties, providing counseling and coaching, and proactively is committed to strengthening our inclusive culture. Our recommending them for challenging assignments and success as an organization depends on it. PDJ important client engagements.

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Talent has no boundaries There is a place where opportunities are limitless. Where every professional can leverage their unique skills to realize their goals. Where we value diversity and inclusion, because we know they’re vital to our business. It’s KPMG LLP. Where success can be achieved by all. Find out where your talents can take you. kpmgcareers.com

© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 245710

LEADE RS H I P I N A C T I O N

Chairman & CEO, WHIRLPOOL CORPORATION

JEFF FETTIG

Leading for the greater good

HEADQUARTERS: hirlpool Benton Harbor, Michigan Corporation has EDUCATION: always made integrity, teamwork, Bachelor’s degree in finance and an respect, diversity with inclusion, MBA from Indiana University and a spirit of winning the core FIRST JOB: enablers of our current and future Operations Associate at Whirlpool success. I’m proud that our workCorporation, 1981 place policies and culture honor MY PHILOSOPHY: differences and provide an environLuck is the intersection of hard work and opportunity. ment where the strengths of diverse thoughts, reflective of a diverse sociBEST ADVICE: Treat people right and do what you ety, bring value to our business. say. There is no right way to do a Our commitment to diversity and wrong thing. inclusion is not just the right thing to do, but also the smart thing to do. A workplace focused on inclusion helps employees develop better solutions for customers and better diversity wherever we can. That results for our shareholders. extends to men and women who We have seven employee resource have served our country. Whirlpool groups focused on projects that Corporation’s Veterans Association support our community, employhelps America’s veterans transition ees, and business. They include the from combat to the business world. Whirlpool Women’s Network, the Additionally, working with Homes Whirlpool Veterans Association, for our Troops, they have secured “AS LEADERS, OUR JOB the Whirlpool African American appliances for newly built homes IS TO SHARE OUR VOICE Network, The Pride Network, the for severely handicapped veterans IN SUPPORT OF DIVERSITY Whirlpool Asian Community, the returning from the Gulf. WHEREVER WE CAN.” Whirlpool Hispanic Network, and Our commitment to diversity is the Young Professionals Network. evident in our people. We develop Every year, it’s an honor for me and advance the careers of women to get together with each network to review their progress and minorities by providing the experiences and leadership and celebrate the important contributions they’re making development opportunities they need to be successful. These to our workplace and community. Just as gratifying has opportunities accelerate the development of top talent to been the chance to participate with these groups as they ensure that the next level of leadership accurately reflects the take on important social initiatives. For that reason, I was diversity of our consumers. honored to accept the 2013 PFLAG (Parents, Families and Our efforts, through policy changes and corporate culture, Friends of Lesbians and Gays) Straight for Equality in the are a small part of a bigger movement that offers a workplace Workplace Award on behalf of Whirlpool Corporation. The environment our employees can be proud of and helps busiaward acknowledges an organization with a demonstrated nesses be more effective, as well. commitment to achieving equality for LGBT people in the Our industry is in an era of rapid expansion, with innovation workplace by educating and engaging straight allies to create happening on a global scale. So we need the best minds focused policy and culture change. on creating a connected world for our customers. When diverAs leaders, our job is to share our voice in support of sity is welcomed, it’s a game-changing advantage. PDJ

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L E A D E RS H I P I N A C T I O N

President and CEO, SODEXO, INC.

GEORGE CHAVEL Leveraging new dynamics

iversity and inclusion is indeed a central management challenge in today’s global marketplace, but understanding how workforce demographics and workplace needs are changing also provides an opportunity to both support and leverage a multicultural workforce for professional development and meeting business objectives. In Sodexo’s 2014 Workplace Trends Report, we highlight issues that may greatly impact a company’s ability to operate successfully while identifying and retaining top talent. The report analyzes workplace trends and counter-trends, providing a powerful tool to consider current and future workforce dynamics. For example, generational diversity will continue to impact the workplace as older workers work longer and younger workers enter in larger numbers. For the first time ever, we have five generations in the workplace. Companies can no longer discount the impact the workplace has on performance and effectiveness; examining how people work, how they want to work, and when they are most productive can produce significant value for an organization and enable workers to be more engaged and productive. One of the realities of today’s workplace is the need for cross-cultural understanding in our increasingly global workplace. Success for today’s leaders very often entails coping with differing modes of communication, reconciling disparate views of what constitutes work and work/life balance, and building shared cultural references and shared historical experiences. At Sodexo we are addressing these changes through multiple programs and commitments, including our nine affinity-based Employee Business Resource Groups, which are focused on inclusion activities, professional development, building the talent pipeline, providing support to the local communities we serve, and helping the organization achieve business priorities. Corporations will need to continue to evolve their diversity and inclusion efforts as part of their business plans. This includes creating pipelines for women and other minorities to the senior executive levels. At Sodexo, we identify high-potential employees through our emerging leaders program, our mentoring programs, and also through leaders in our Employee Business Resource Groups. The need for culturally competent leaders will be ever more urgent as the workforce becomes more diverse in a number of different dimensions. Increasingly the role of a corporate executive is to model behavior that embraces a diversity of thought and inclusion of people. It is imperative that leaders understand how demographics are changing, and how their needs differ, to be able to create the workforce and workplace that will be successful today and in the future. I encourage you to review Sodexo’s 2014 Workplace Trends Report at sodexousa.com to gain some valuable insights as we continue on our collective diversity journeys. PDJ

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“THE

NEED FOR CULTURALLY COMPETENT LEADERS WILL BE EVER MORE URGENT AS THE WORKFORCE BECOMES MORE DIVERSE IN A NUMBER OF DIFFERENT DIMENSIONS.”

HEADQUARTERS: Gaithersburg, Maryland EDUCATION: BA, Albion College FIRST JOB: Stock boy on the loading dock of my father’s candy and tobacco wholesale distributorship WHAT I’M READING: From Values to Action: The Four Principles of Values-Based Leadership, by Harry M. Jansen Kraemer, Jr. INTERESTS: Playing the piano, golf, and the Pittsburgh Steelers

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LEADE RS H I P I N A C T I O N

President and CEO, UNION BANK, N.A., AND UnionBanCal CORPORATION Senior Managing Executive Officer and CEO for the Americas, THE BANK OF TOKYO-MITSUBISHI, UFJ, LTD.

MASASHI OKA Seeing our similarities

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Photo by Eric Millette

iversity has been described as “the art of thinking independently together.” From personal experience, I agree—and inclusion makes the art possible. I wear two hats. One, leading a150-year-old California-based bank that’s now Japanese-owned. And two, leading the Americas operations of Japan’s largest bank from offices in New York. In both cases, the need— and potential—of embracing diversity is enormous, especially as these organizations become more aligned. It’s hard to imagine greater contrasts. California and New York are among the world’s most culturally diverse populations, and Japan one of its most homogenous. But I learned early that despite how dramatic— or subtle—people’s differences are, similarities are equally dramatic. When I was a five-year-old boy in Tokyo, my father took a job in New York and moved our family to the Bronx. It was hard at first because I didn’t speak English, and no one at PS 24 spoke Japanese. But I quickly saw how respect and kindness could bridge deep differences. I think of this every day as I lead 14,000 employees representing all walks of life. On a practical level, championing diversity and inclusion is the smart thing to do. Companies reflecting the faces of customers do better than those that don’t—it’s common knowledge and common sense. Business needs to appreciate age, gender, physical ability, ethnicity, sexual orientation, cultural values, personal history, and other factors that make us uniquely human. That’s why diversity and inclusion are cornerstones of our organizational philosophy. We’ve identified 25 dimensions of diversity among our colleagues and communities, and we champion them. We engage employee resource groups to develop distinct talent; we recruit to enrich our employee mosaic; we train to tap the strengths of our diversity; we engage through volunteerism and advisory boards; and we encourage multiple points of view expressed at all organizational levels. I created the position of chief diversity executive at Union Bank, reporting directly to me, with the sole mission of building diversity, particularly among top management. We’re not perfect, but we’re improving. Half our employees are people of color. Sixty percent are women. Our Union Bank board is one of the most diverse of any major U.S. company. This is all good business and the smart thing to do. But it’s also the right thing to do. Regardless of differences, everyone is basically the same. We all want to be heard, respected, and treated fairly. If we meet these needs, we bring out our best. PDJ

“REGARDLESS

OF DIFFERENCES, EVERYONE IS BASICALLY THE SAME. WE ALL WANT TO BE HEARD, RESPECTED, AND TREATED FAIRLY.”

HEADQUARTERS: San Francisco, California EDUCATION: Bachelor of Law Degree, University of Tokyo; Master of Law Degree, University of Michigan Law School; Member of the New York State Bar FIRST JOB: Washing my parents’ car BEST ADVICE: Listen more than you speak, and be yourself.

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2014

INNOVATIONS IN DIVERSITY AWARD

The competition celebrating new ideas for empowering a changing workforce Each year, Profiles in Diversity Journal recognizes companies, nonprofits, and government agencies that take diversity and inclusion to the next level by developing innovative programs that enable and encourage their employees to thrive at work. Over the past decade, we’ve found that innovations in diversity can and do happen everywhere—in all kinds and sizes of organizations, all around the world. And, again this year, we’re on the lookout for great organizations that are finding new ways to create an even better workplace. Is yours one of them? The 2014 Innovations in Diversity Awards Nominations are now open Learn more at diversityjournal.com/innovations

| THOUGHT LEADERS

WHY WOMEN LEADERS MUST MENTOR OTHER WOMEN

Your Successors, Redefined By Judy Corner

While I often stress in my workshops that it’s not advisable to require your most senior-level people to become mentors, the fact remains that sometimes the senior levels really do need to be involved as mentors.

owhere is this truer than in the cases of women in C-Level positions. These women have incredible knowledge capital. Even ignoring the fact that a woman in a C-Level position has a valuable perspective as a leader of the organization because of the obstacles she’s overcome on her journey, she, like any executive of either gender, has had to learn facts, processes, and the organizational culture specific to her job. Likewise, like any other executive, she will have successors. But let’s step outside of the idea of “successor” as the particular person who has been prepared to take over when she steps down or moves on. A C-Level woman’s successors are also the women that will be upand-comers within the organization. It’s been my experience that women who hold C-Level positions may do a good job of managing the performance of those who work directly with them, but in general are not active enough in mentoring those individuals outside of their direct reports. This seems to be primarily due to three things: 1. The belief that simply giving advice in passing is mentoring, 2. Age-old fallacies regarding what mentoring is, and 3. The time and energy it takes to ensure their own work-life balance. Don’t Leave Before You Leave Sheryl Sandberg has famously called for women to “lean in” by doing three things: sit at the table, make your partner a real partner, and don’t leave before you

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leave. Her last point, “don’t leave before you leave,” is particularly interesting, because it addresses the fact that women tend to make unconscious decisions to “take their foot off of the gas pedal” from the moment they begin to consider how they will fit children into their lives. These unconscious decisions to pass up certain opportunities or disengage themselves from the workplace, Sandberg notes, have serious repercussions for the futures of their careers—especially when it comes to their future ability to take on leadership positions. But there are just as many articles being written today about the importance of taking time to fulfill the roles of wife or mother or homemaker as there are articles being written about the importance of “leaning in.” For some individuals, it’s very clear which path to take. However, while women may start out in their careers clear about where their priorities lie, once they have the opportunity to move into leadership positions they may find themselves in different places in their lives—and they may find that their priorities have changed. They may still agree with what Sandberg is saying, but in reality, how do you say your career comes before your family? Balance is not easy. If it were, we would no longer be discussing it. It’s probably fair to say that women at the C-Level have already “leaned in,” having become the leaders that Sandberg exhorts them to be. However, the fact that they have made it to a top leadership position in their organization doesn’t mean they’re now able to take a step back. If anything, it’s time to add a sub-

point to “Don’t leave before you leave”: Don’t forget— keep mentoring. C-Level Women in Action “We do mentoring all the time,” a CEO once told me. “Someone walks down the hall, asks a question or asks for advice; you give it to them; that’s mentoring.” What tends to happen in practice is that someone in a C-Level position gives advice and considers it mentoring, often because it was the precedent set for them as they rose to positions of leadership. However, just because that precedent has been set doesn’t mean that it’s a good model—or that it shouldn’t be broken. Giving advice to someone is a good thing—but it is not the same as mentoring. While mentoring is the equivalent of undertaking a journey with an individual in need of development, giving advice is the equivalent of popping in and out of that journey at random points and leaving the individual mostly to their own devices to navigate uncharted waters. Mentoring is about development; it also implies that there must be some way to measure, at least qualitatively (if not quantitatively), how much actual development has been achieved. Consider how many C-Level women were specifically mentored with their current position in mind. It’s highly unlikely that they were just offered a piece of advice here and there in the hall between meetings. Mentoring and development must be synonymous wherever they occur, but especially in the minds of leadership. Where they’re not, there are two questions

I want to ask them. One: “Are you really developing someone—or are you simply feeling as if you are because you gave them advice?” And two: “What do you think leadership is going to look like in twenty years if all these up-and-coming women in your organization aren’t given guidance and development, but are instead left to figure it out on their own?” The best thing C-level women can do is to mentor these younger women who are just starting out, as well as the mid-level careerists. They need to actively help them traverse the confusion surrounding work-life balance early in their careers, rather than reactively waiting until their next step is that C-Level position. Imagine all the women who won’t have made it to a point where the next step is a C-Level position in twenty years…who could have and wanted to, but didn’t have the benefits of guidance and development along their journeys…who passed up opportunities that they didn’t see a way to take—or that they didn’t see at all. There’s incredible potential to change this story. Don’t stop at just talking about C-Level women in action. Be a woman in action, set a new precedent, and lead by example by becoming a true mentor to women in your organization. PDJ Judy Corner, is a subject matter expert in corporate mentoring at Insala, a leading global provider of mentoring and other talent development solutions through innovative web-based SaaS (Software as a Service) technology. Please visit www.insala.com or email info@ insala.com for more information. March/April 2014

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MINORITY HEALTH MONTH

Reducing Health Care Disparities Is a Team Effort WellPoint works with physicians, providers, and others to improve care for all

By Teresa Fausey

ith the arrival of the Affordable Care Act (ACA), millions of Americans have full access to the health care system for the first time. This is especially true for many of the country’s ethnic communities, including more than 10 million Hispanics.

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Although studies show that this group is open to—even happy about—gaining access to care, there are barriers to overcome—for patients, physicians, insurers, and others concerned with the delivery of high-quality health care. Through a variety of outreach efforts, including focus groups, five major positive and negative drivers—dubbed the “5 F’s”—that determine whether members of Hispanic communities engage with the health care system were identified. 1. Food: Favored everyday foods may be less than ideal for maintaining good health 2. Family: The desire to “be there” for children and grandchildren tends to motivate patients to make lifestyle and dietary changes, and to seek preventive care 3. Faith & Spirituality: As a result of a strong, shared belief system, members of this community have a great reverence for life and see it as a gift; and faith-based entities are seen as trusted sources of information 4. Fear: The fear of worst-case-scenario disease complications or adverse outcomes resulting from treatments keeps many patients from seeking the help they need 5. Finances: The cost of items like higher quality foods, gym memberships, medical products, and health care co-pays keeps many patients from taking actions that could improve their health

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Identifying the “5 F’s” and understanding how language barriers, attitudes about the human body, rules governing interactions between people of the opposite sex, and traditional beliefs about illness and cures may create challenges. So WellPoint, and the health care industry, set about finding ways to help Hispanics and other groups navigate and learn to trust the health care system, understand the value of a healthier diet and regular exercise, take advantage of preventive care opportunities, and live happier, healthier lives. No one has been more involved in this process than Antonio P. Linares, MD, FAAFP, and regional vice president and medical director for WellPoint. Dr. Linares provides medical leadership in patient-care management and population-based care, including health promotion strategies for large employers. Over the past 20 years, while serving in various leadership positions, Dr. Linares has been a strong advocate for primary care for underserved populations, and offered expert testimony before Congress regarding the impact of diabetes and health disparities on the Hispanic community. Needless to say, finding ways to better serve the Hispanic patient population is a top priority for this health care leader. “Although the ACA helps members of Hispanic communities obtain insurance so they can access health care services,” says Dr. Linares, “It’s up to insurers and providers to offer in-

Partnering to Fight Diabetes

ast October, Empire BlueCross BlueShield, a WellPoint affiliated insurance provider, teamed up with the Claudio Reyna Foundation to host For a Healthy Harlem— an event designed to fight diabetes by educating children and their families about how preventive care, proper nutrition, and increased activity can reduce their level of risk and help them stay healthier. The event included physical fitness sessions and soccer drills with U.S. National Soccer Team stars Jimmy Conrad and Tab Ramos, a healthy cooking demonstration by celebrity chef Marcus Samuelsson, education stations, health screenings, and more.

formation in Spanish, educate patients regarding preventive care, treat patients in culturally sensitive ways, reach out to leaders in Hispanic communities around the country, and create partnerships to meet the needs of this new health care demographic.”

Salud Es Vida

As part of an outreach effort aimed at new health care consumers in the Hispanic community, WellPoint, Inc., Univision Communications Inc., and HolaDoctor joined together to provide a multimedia experience that explains to these new health care consumers how to access resources, encourages them to engage with insurers and health care providers, and educates them about health issues. The initiative uses television and radio segments, e-newsletters, and town halls to help consumers learn about options under the new law. And the Salud Es Vida section of Univision.com, presented in collaboration with HolaDoctor.com, is a source of culturally intelligent, patient-centered medical information in Spanish that educates and empowers these new health care consumers. Although the Affordable Care Act, along with the work of insurers, providers, and nonprofit organizations, has helped improve access and care for Hispanic patients, there is much to be done to erase health disparities for this and other ethnic populations in the U.S. “Even though we have increased health coverage,” says Dr. Linares, “the health disparities problem continues, and we need to continue to find ways to address it.”

Meet a True Health Equity Leader

As regional vice president and medical director for WellPoint, Dr. Linares provides leadership in patient care management and population-based care, including health promotion strategies for large employers. Over the past 20 years, he has served in a variety of leadership positions and been a strong advocate for primary care for underserved populations. Dr. Linares appeared before Congress in 1992, offering expert testimony regarding the impact of diabetes and health disparities on the Hispanic community. And today, he is on the board of directors of the National Hispanic Medical Association—a strong advocacy organization that promotes increased access and quality of care for all Hispanics. An adjunct instructor at Stanford School of Medicine’s Centers for Health Policy and Primary Care Outcomes Research, Dr. Linares completed a residency in family practice at University of California’s UC Davis Medical Center and earned his medical degree at Case Western Reserve University School of Medicine Antonio P. Linares, MD, FAAFP in Cleveland, Ohio. PDJ

Visit www.wellpoint.com, www.univision.com, and www.holadoctor.net to learn more.

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MINORITY HEALTH MONTH

FALLING THROUGH THE

HEALTH CARE COVERAGE GAPS

Providing Options for Low-Income Women By Noëlle Bernard Boyer

ow-income women are falling through what is being called “the health care coverage gap” as the nation moves toward full participation under the Affordable Care Act.

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On January 1, the country’s new law extended health care coverage to roughly 14 million uninsured American women through either the expansion of Medicaid eligibility, a statefederal program for low-income individuals, or through tax credits to purchase private insurance, according to a January report by the National Women’s Law Center (NWLC) comparing low-income women with and without health insurance. Historically, low-income women may have additional challenges, given the high cost of health care coverage. According to the Health Resources and Services Administration (HRSA) Office of Women’s Health. The Affordable Care Act of 2010 helps remove financial barriers to care by expanding Medicaid eligibility for more low-income people. The law aims to increase Medicaid eligibility by basing coverage solely on income. Before the law passed, Medicaid was only available to individuals who were pregnant, had children, were over the age of 65, or had a disability. Now, individuals under the age of 65 with

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incomes below 138 percent of the federal poverty line have access to Medicaid. On average, more women qualify for Medicaid than men due to their lower incomes and greater likelihood of meeting the programs requirements. According to the Kaiser Family Foundation, 12 percent of women in the U.S. are covered under Medicaid today. However, in June 2012, the U.S. Supreme Court ruled that states are free to choose whether or not to expand Medicaid coverage. It is each state’s prerogative to accept or deny the federal compensation needed to cover the increased number of individuals in the Medicaid program.

The political landscape creates a widening divide

At this time, 25 states have not yet expanded Medicaid eligibility, which the NWLC report says leaves “over 3 million in the coverage gap.” The coverage gap refers to individuals at or below 100 percent of the federal poverty level. These individuals have incomes that “fall below the level where tax credits to buy private insurance become available.” “In these states, some people with limited incomes may have fewer coverage options. Their incomes are too high to get Medicaid under their state’s current rules, according to the HRSA Office of Women’s Health, but their incomes are too low to qualify for help buying coverage in the Marketplace. If states do participate in the expansion, the

federal government covers 100 percent of the cost for the Medicaid population during the first three years and then 90 percent of cost after that. According to Karen Davenport, director of health policy at the National Women’s Law Center (NWLC), “the political landscape of the state” can help determine whether states have chosen to update Medicaid eligibility. “We certainly consider this to Karen Davenport be more than a political issue,” Davenport said. “There’s an opportunity on the table for states to really address a dire situation. These are women who have limited access to preventative care and to the basic health care services that they need, much less to specialty care. “Looking outside our self-interest dynamic, there’s value in knowing that people in your community have the mechanisms they need to take care of their own health.”

The false comparison between accessible and affordable coverage

Hadley Heath, director of health policy at the Independent Women’s Forum, says the key to quality health care reform is providing people with resources to buy their own private insurance. According to Heath, the NWLC’s report assumes overall that Hadley Heath women with any

type of health insurance are better off than women without. “Conservative opponents of Medicaid expansion prefer to compare Medicaid to private insurance, because this paints a different picture of the program,” Heath said. A 2011 survey from Health Affairs found that 31 percent of physicians were unwilling to accept new Medicaid patients. Because doctors won’t see them, Medicaid patients can’t get access to routine checkups and preventative care, which, in turn, leads to poorer health outcomes. “The traditional Medicaid program is struggling because providers have recognized that it’s not as profitable to see Medicaid patients as it is to see private insured patients,” Heath said. “The best way we could help people who struggle to afford insurance is to allow them to buy private insurance with some form of government help.” Under the Medicaid expansion, the health care system also faces a supply and demand problem that potentially puts patients at risk. “If we have essentially the same number of health care providers next year that we had last year, but we have a very steep increase in the number of patients who have Medicaid or an exchange plan, then how will the health care system deal with this increase in demand for services?” Heath asked. Heath says there is a false comparison between access to health care and affordable health care. In order to create greater access to health insurance, the cost of insurance needs to decrease. “A better approach to make health insurance more affordable for women who are close to the poverty line—and for everyone else—would be to focus on making the health insurance companies compete with each other more,” Heath said. “Look at any other market. The reason companies have to offer high value and a low price is that we have so many other options.” PDJ

March/April 2014

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77 77

MINORITY HEALTH MONTH

Road to Recovery

P By Nikki Hunt

redominately publicized as a disease affecting women, Christopher Skarinka opens up about his battle with bulimia.

The National Eating Disorders Association is the United States’ leading nonprofit organization advocating for individuals and families affected by eating disorders. Formed in 2001, NEDA campaigns for prevention, quality treatment, and increased research funding. Christopher Skarinka has been NEDA treasurer and junior board member for more than two years. “My primary function is outreach, both broadly speaking and more targeted specifically towards men and athletes. This involves speaking on panels and at conferences, as well as writing articles and organizing outreach and fundraising events.” Skarinka found NEDA after recovering from his own eating disorder after college. “I first started engaging in bulimic behaviors shortly after turning 20 years old, when I was a rower in college. For the next four and a half years, I suffered mostly in silence as these behaviors controlled more and more of my life. I did everything to hide it. It was a very private disease for me. It took two years before I told a single soul, and fewer than ten people knew before I recovered.” Skarinka worried the news of his eating disorder would break at work. “The anxiety that a colleague or business associate would discover my disease would often keep me up at night. I was an investment bank-

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ing analyst at the time, often spending more than 100 hours a week at the office. I didn’t know how those around me would react.” While almost no one knew about his disease, Skarinka says family and friends noticed a change in his behavior. “I was less outgoing, positive, and jovial, and more defensive— quick to anger. My personal relationships suffered. I spent less time with friends and more time by myself. I was less engaging than I could be at the office and would avoid meal times with coworkers.” After four years of battling bulimia, Skarinka sought help and committed to the recovery process. Within two months of therapy, he stopped engaging in bulimic behaviors. Six months later, he was on the road to full recovery. Even with his progress, Skarinka says it was difficult to find help. “Resources predominately catered to women. Literature included only feminine pronouns, pictures showed only women, and counselors and practitioners all seemed to be women. I felt like the outlier.” Skarinka was far from alone. According to NEDA, 10 million men in the United States suffer from a clinically significant eating disorder at some point in their lives. A leading reason men don’t speak out is the female-oriented focus of the dialogue surrounding the disease. “Changing this dialogue is a big part of why I joined NEDA.” Since his recovery, Skarinka has been vocal about his past with bulimia. “I’ve been very public about my recovery, including an article in a major U.S. newspaper. And I can unequivocally say the response of cur-

March/April 2014

Christopher Skarinka COO, Weather Analytics & Treasurer, NEDA Junior Board

rent and former colleagues who have reached out has been one of universal support and admiration. People seem to understand and are impressed by the determination it takes to seek help for an eating disorder.” Skarinka says that some of the warning signs to look for are binge eating/ purging, food rituals (skipping food groups, rearranging food on plate), excessive exercise, drastic weight loss, preoccupation with counting calories, and taking laxatives/diuretics to control weight. For a full list of warning signs and other resources for those looking to understand and support loved ones with eating disorders, visit NEDA’s website. “NEDA has helped me reach a greater audience for my message: That recovery is possible. It has broadened my ability to displace the myth that eating disorders only affect young women. The organization has introduced me to other smart, passionate individuals who share my commitment to eating disorder outreach.” Skarinka hopes his story will lead others to seek help. “Full recovery is 100 percent possible. There isn’t a day that goes by that I don’t wish I had sought help earlier. Life after recovery is much more fun.” PDJ To learn more about NEDA, visit www. MyNEDA.org. For help, call their toll-free confidential Helpline at 800-931-2237

for seeing people as our most valuable asset.

At PNC Bank, we recognize that having a diverse workforce — to meet the needs of an ever changing and diverse marketplace — makes good business sense. That’s why we’re so focused on diversity and inclusion — in our hiring practices, our employee programs, and the communities in which we serve. We’re proud of the culture we’ve created where our employees can achieve great things. Learn more at pnc.com/diversity.

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| THOUGHT LEADERS

The Illusion of INCLUSION Part II: Four Sides to the Same Coin By Dr. Helen Turnbull

In stark contrast to the weather I grew up with, the warm air of Miami washed over me as I stepped off the British Airways flight that brought me from my native country of Scotland to my new home in the United States.

eorge Bernard Shaw said, “England and America are two countries divided by a common language.” As an immigrant in 1980 I quickly became aware that everything I had previously taken for granted in the UK could no longer be assumed to be true. I recall in the early months sometimes feeling like an outsider and wondering how long it would be before I stopped thinking I was driving on the “wrong” side of the road. I experienced what George Bernard Shaw meant and, to this day—some 34 years later—I occasionally still bump up against cultural norms and expectations that differ from the mental model I have carried since childhood. Fast-forward a couple of years, when I found myself in a grocery store asking the bakery assistant for six bagels and she replied, “Oh, you sound so intelligent.” I am sure you will agree that you don’t have to be really smart to ask for six bagels, and I realized that what she had done was project intelligence on to my British accent. This made me wonder what level of intelligence she would unconsciously project on to

PROFILES IN DIVERSITY JOURNAL

other people if their accent was less pleasing to her ear and, once again, I was reminded of the hidden privileges of being perceived as a member of the dominant culture. Unraveling Complexity Over the years of doing Diversity and Inclusion work, I have come to realize all of the privileges I have by being white European, Christian, and

March/April 2014

heterosexual. On the other hand, in addition to being an immigrant, I am also aware of the societal and workplace challenges of being a member of sub cultural groups (e.g., being a woman and a Baby Boomer). In any given day, I move seamlessly and often without conscious awareness from dominance and privilege into subordinance and assimilation, taking on the task of doing what I can to fit in.

*Harvard Business Case: Heidi and Howard Roizen, http://pdjrnl.com/hroizen

Dominance and subordinance are intrinsic to human social relationships and are so embedded in our patterns of behavior that most people do not even notice the shifts they make to accommodate the duality of their roles. As if it were not complicated enough, it is not merely self-perceptions that matter, it is the perceptions and labels others place on us that play a role in the health of our diverse relationships. The labels we are consciously and unconsciously assigned by others and the assumptions they project also have a direct impact on the way we are treated and the way we respond. Dominance and subordinance are two sides of the same coin. For dominance to exist, subordinance must be its “kissing cousin.” And yet, I would contend that there are actually two

sides to the story on each side of the coin. How do I perceive my own dominance or subordinance and how do others perceive it? It doesn’t matter whether we are talking about Heidi/Howard Roizen in the classic Harvard Gender inequity Case Study*… the unfair treatment received by black NFL players… following Sheryl Sandberg’s request to “Lean In”…or indeed bemoaning the fact that there are fewer women in Congress and the Senate, it is an inescapable fact that the issue of dominance and subordinance permeates the diversity landscape and impacts our perspectives, our sense of privilege

and entitlement, or lack thereof, and the quality of our relationships with each other. The key question is: How much do we understand our own part in this daily theater? One thing I am clear about, whether I do it to myself or you do it to me, when my personal radar becomes focused on being a subculture member, I sometimes catch myself playing small and that drains my energy. Equally true is the fact that when I am living in my dominance, I can sometimes catch myself living large and being superior—and that is surely an energy drainer for other people. How do the four sides of your coin play out? PDJ

Dr. Helen Turnbull is the CEO of Human Facets, LLC and a world recognized thought leader in global inclusion and diversity. Her latest book is “Blind Spots: A conversation with Dr. Turnbull about Unconscious Bias.” See her TEDx presentation on “The Illusion of Inclusion” at http://pdjrnl. com/tedxhelen.

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| THOUGHT LEADERS

OFCCP Announces Final Rule to Improve Job Opportunities

FOR INDIVIDUALS WITH DISABILITIES By Nadine Vogel

On August 27, 2013, the U.S. Department of Labor’s Office of Federal Contract Compliance Programs announced a Final Rule that makes changes to the regulations implementing Section 503 of the Rehabilitation Act of 1973, as amended.

s many of you are well aware, Section 503 prohibits federal contractors and subcontractors from discriminating in employment against individuals with disabilities (IWDs), and requires these employers to take affirmative action to recruit, hire, promote, and retain these individuals. The Final Rule went into effect March 24, 2014. Highlights of the Final Rule are as follows: • Utilization goal: The Final Rule establishes a na-

tionwide 7% utilization goal for qualified IWDs. Contractors will apply the goal to each of their job groups, or to their entire workforce if the contractor has 100 or fewer employees. Contractors must conduct an annual utilization analysis and assessment of problem areas, and establish specific action-oriented programs to address any identified problems. • Data collection: The Final Rule requires that contractors document and update annually several quantitative

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comparisons for the number of IWDs who apply for jobs and the number of IWDs they hire. Having this data will assist contractors in measuring the effectiveness of their outreach and recruitment efforts. The data must be maintained for three years to be used to spot trends. • Invitation to self-identify: The Final Rule requires that contractors invite applicants to self-identify as IWDs at both the pre-offer and post-offer phases of the application process, using language prescribed by OFCCP. The Final Rule also requires that contractors invite their employees to self-identify as IWDs every five years, using the prescribed language. This language will be posted on the OFCCP website (coming soon). • Incorporation of the EO clause: The Final Rule requires that specific language be used when incorporating the equal opportunity clause into a subcontract by reference. The mandated language, though brief, will alert subcontractors to their responsibilities as Federal contractors. • Records access: The Final Rule clarifies that contractors must allow OFCCP to review documents related to a compliance check or focused review, either on-site or off-site, at OFCCP’s option. In addition, the Final Rule requires contractors, upon request, to inform OFCCP of all formats in which it maintains its records and provide them to OFCCP in whichever of those formats OFCCP requests.

• ADAAA: The Final Rule implements changes necessitated by the passage of the ADA Amendments Act (ADAAA) of 2008 by revising the definition of “disability” and certain nondiscrimination provisions of the implementing regulations. These new rules are groundbreaking. Understanding how they impact your business, though, may be overwhelming for some companies as they involve so many areas of the business. For example, they require specific training for anyone involved in talent acquisition; website accessibility, especially of the careers portal; delineation of the essential job functions within job descriptions; and much more. Schedule a phone meeting with Nadine Vogel today to have your questions answered about these new rules, or for information on planning or executing your 503 compliance strategy. To make your appointment, call Eileen Silverstein at 973-813-7260 x301 or email her at Eileen@consultspringboard.com. PDJ Nadine Vogel is the CEO of Springboard Consulting LLC. Founded in 2005, Springboard is recognized as the expert in mainstreaming disability in the global workforce, workplace and marketplace. Serving corporations and organizations throughout the U.S., Canada, Europe and Asia, Springboard has become a trusted partner in disability issues and initiatives across virtually every business category. Nadine is also the author of DIVE IN, Springboard into the Profitability, Productivity and Potential of the Special Needs Workforce.

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| THOUGHT LEADERS

MEETING THE NEEDS OF EQUALITY By Maria Collar

Diversity and cultural competence is at the core of high-quality customer-centered services and directly impacts effectiveness. When we realize the value of challenging disparities, our efforts are focused on enabling equality and, as a result, outcomes recognize the diverse needs of our unique customers.

n times of higher accountability standards and economic uncertainty, developing result-driven practices effective at addressing the increasingly diverse needs of customers has become more important than ever before. Navigating through the different challenges requires creating powerful strategies appropriate for serving the increasingly diverse needs of a multicultural population. How else would leaders reach their customers if not through culturally and contextually appropriate customer-centered services? To successfully identify the increasingly diverse needs of the multicultural populations served, leaders must develop diversity and cultural competence. However, diversity and cultural competence is often disregarded or discounted when, in fact, it holds considerable potential for influencing effectiveness. Most leaders ignore the fact that diversity and cultural competence is necessary for business to thrive. When leaders choose to view differences as resources rather than obstacles, efforts are concentrated on integrating rather than polarizing values, which results in better business decisions. By eliminating disparities, lead-

PROFILES IN DIVERSITY JOURNAL

ers drive transformational change throughout the entity and better respond to the needs of customers. Developing diversity and cultural competence in our multicultural world implies a heightened awareness of cultural factors that have an important significance. It involves an ongoing process of continuously striving to work effectively within diverse contexts by integrating cultural awareness, cultural knowledge, and cultural skills into the business process. Today, given the nature of our melting-pot society, the term diversity encompasses initiatives that are less affirmative action-oriented in that they value and manage diversity. Valuing diversity acknowledges and recognizes the uniqueness of each individual, whereas managing diversity emphasizes inclusion through the development of strategies, policies, procedures, and objectives that invite and support the unique contributions of every single individual. An understanding of each personâ&#x20AC;&#x2122;s unique needs and contributions allow us to take into account the broad personal fields across ethnic and cultural lines. Effective implementation of both diversity March/April 2014

and inclusion strategies requires an effort to change corporate culture and attitudes. Workplace inclusion recognizes the distinct values of and therefore effectively manages, the ethnic, socio-economic, and gender variety within and between entities. Indeed, acknowledging our unique differences opens the door for inclusion while equality demands diversity. To help meet the needs of equality: 1. Promote cultural sensitivity initiatives throughout the entity. Advocate for programs that help advance cultural competence and sensitivity throughout the entity. 2. Promote bilateral communication and collaboration. Seek to communicate using the language of diversity. Establish strategies designed to empower diverse individuals with unique needs to gain a robust voice, regardless of differences. 3. Promote and support diversity within the workforce. Programs and efforts should ensure diversity. Pursue appropriate supporting

services uniquely tailored to address the increasingly diverse needs of multicultural individuals. 4. Promote practices, policies, and procedures that include an understanding of others’ worldviews. Develop an understanding of cultural values in a way that appreciates the importance of multicultural identities in the world today. Stimulate multicultural knowledge through educational training and experiences that improve everyone’s understanding of cultural differences.

5. Promote an environment in which differences are respected and included. Develop approaches that reflect an understanding of multicultural values in the business process. Actively seek to empower diverse individuals with unique needs by creating a nurturing environment in which all members feel authentically valued and integrated.

“

...ACKNOWLEDGING OUR UNIQUE DIFFERENCES OPENS THE DOOR OF INCLUSION WHILE EQUALITY DEMANDS DIVERSITY.

Mastery of appropriate techniques and strategies is a purposely results-driven process designed to better support the business process through cultural competence. Entities that embrace diversity and inclusion provide superior services for their customers. When diversity and inclusion are present, trust is enhanced, customers are more willing to seek services, and employees benefit from a highly engaging work environment. PDJ

Maria Collar is Chief Consultant of Serendipity Consulting Services and is the author of “Acting as One: Unleashing our Collective Creativity.” To learn more about her work, visit www.serendipityconsultingservices.com.

Work that makes a difference. Teammates who value individual aspirations and experiences. At Booz Allen Hamilton, our people provide clients with inspired thinking—to help solve some of today’s most important and complex challenges and achieve success in critical missions. We believe unique perspectives contribute to innovative ideas, which drive better results not only for our clients, but for the world around us. At Booz Allen, diversity is central to who we are and what we do. Our commitment to an inclusive environment means facilitating understanding and awareness, and creating initiatives to improve the quality of work life for staff. If you’re looking to do work that makes a difference at a firm that’s committed to helping you achieve your professional and personal goals, Booz Allen could be what’s next for you. To find out more, visit boozallen.com/careers to create and submit a profile.

www.boozallen.com/careers We are proud of our diverse environment, EOE/M/F/D/V.

| THOUGHT LEADERS

TEAM MEMBER NOT PLAYING FAIR? When to Show Who’s Boss By Catalyst

Research on diverse women often focuses on the challenges such women face when it comes to obtaining mentorship and sponsorship from those senior to them, but obstacles to effectively managing junior employees are rarely discussed.

omen-of-color managers sometimes report being undermined by their employees, especially by those with racial or ethnic backgrounds different from their own. In Catalyst’s report, Women of Color Executives: Their Voices, Their Journeys, a senior AsianAmerican woman manager described an out-of-line employee as follows: I had a very difficult performance discussion with one of my staff. He clearly was not open

to receiving negative feedback from a female, and thought that he could work the system to use the fact that I was a female to build a stereotype: “She really can’t lead…she doesn’t know what she’s talking about.” He thought he could get further with his issues just because I was a female. The same report quotes a black woman manager who had to deal with similar issues, but was fortunate to

There’s WealTh in DiversiTy We promote a diverse and inclusive corporate culture At RBC Wealth Management, we recognize and value the many important contributions of all of our employees. Which is why we promote an environment where all employees have the opportunity to reach their full potential. And why we deliver programs and tools to help employees create the futures they want. For their clients, and for themselves. Congratulations John Taft, for your consistently inclusive leadership and visibly active diversity involvement. For more information, please visit www.rbcwm-usa.com.

John TafT Chief Executive Officer

“

WOMEN OF COLOR MANAGERS SOMETIMES REPORT BEING UNDERMINED BY THEIR EMPLOYEES, ESPECIALLY BY THOSE WITH RACIAL OR ETHNIC BACKGROUNDS DIFFERENT FROM THEIR OWN.

have the confidence and support of her boss: I’ve had situations where people go around me to the boss. I’ve been very fortunate that when I’ve had those situations, I could go to my boss and say, “You’re going to have to make a decision here. If everybody’s going to bypass me and go directly to you, and you make the decision, you’re undermining me.” Arguably even more damaging than disrespecting a diverse woman’s authority by attacking her managerial skills or skipping over her in the chain of command are the subtler ways in which a lack of support can be expressed—including but not limited to employees who dole out criticism and withhold praise or who don’t keep their diverse woman manager in the loop about their projects and priorities. This type of behavior may signal that the employee in question will eventually go behind the manager’s

RTR-220 Ryder RSanchez Diversity Ad_Layout 1 3/12/14 4:19 PM Page 1

back, and it shouldn’t be tolerated or ignored. Our research indicates that many diverse women are acutely sensitive to the pain of being rejected and/or held to double standards in the workplace, so they strive to create diverse and inclusive teams that are tolerant of a variety of work styles. But if a woman manager feels consistently undermined by one of her team members, even subtly, it’s wiser in the long run to address such behavior head-on. At what point should a woman manager ask a toxic team member to leave? The answer will differ depending on the situation and the people involved, but it’s crucial to listen to your gut, speak up, and, when necessary, remove the person who is making your job difficult. PDJ

To learn more about Catalyst’s report, Women of Color Executives: Their Voices, Their Journeys, visit http://pdjrnl.com/catalystjourneys.

Inspired by Diversity. Committed to Opportunity. Congratulations to Ryder System Inc., Robert Sanchez, CEO, and all those honored as a CEO Leadership in Action company. At Ryder, valuing diversity & inclusion starts at the top with strong leadership. Inclusive leadership builds trust, engages employees to contribute their best, and delivers better business results. Find out more at ryder.com

March/April 2014

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| HIGHER EDUCATION

DRIVING A LEARNING CULTURE FROM THE C-SUITE: At University of the Rockies, business professionals are learning how In today’s business settings, employee engagement is critical to the success of every organization, and to the retention of talented professionals. By Teresa Fausey

uilding and maintaining a workforce committed to and excited about learning and growth has never been more important—or more valuable— than it is right now. The level of employee engagement that comes with cultivating a culture of learning not only means improved retention rates and higher levels of productivity, but also a more adaptable and competitive organization overall. As more and more business leaders have recognized the value of employee engagement and motivation, and embraced the idea of creating a vibrant learning culture, three important new career paths have emerged: • Chief Learning Officer (CLO): The CLO is a C-level executive in charge of creating a proactive learning culture within a company or organization. From strategic development and planning, to e-learning and performance management, the CLO determines how to best match employee education with organizational goals. According to a recent CEO study by IBM, one of the biggest differentiators between

PROFILES IN DIVERSITY JOURNAL

March/April 2014

high-performing and other organizations is their capacity to drive change. An active learning culture is the most important element. “CLOs serve as the leading change agent within the company,” says Dr. Peter Pintus, industry expert and professor with University of the Rockies Organizational Development and Leadership program, “which makes this role increasingly important in today’s fast-paced business environment.” • Corporate Consultant: This professional offers a wide range of services that help make a company, business unit, or department more effective. A corporate consultant offers services ranging from system and process evaluation, to employee training and management team skill sets development. “Trending corporate consultant roles include Corporate Learning Consultant (CLC) and Organizational Development Consultant,” says Dr. Pintus. “Both positions provide planning, leadership, and coaching to ensure the company’s learning and development plans align with its long-term goals.”

University of the Rockies

niversity of the Rockies provides high-quality, accessible learning opportunities to those seeking to reach goals in professional practice, service, or distinguished leadership. A leader in graduate education, the school offers master-level, as well as doctoral programs, in the social and behavioral sciences through its School of Professional Psychology and its School of Organizational Leadership. The School of Professional Psychology provides ethical, scholarly, and personalized education that prepares learners for practice in psychology. Candidates may concentrate in one of several areas of specialization. They may also pursue some specialties online. The School of Organizational Leadership provides high-quality, accessible degree programs that develop the expertise and competence required to lead today’s organization. At both the master and PhD level, candidates can choose from among many areas of specialization, including three new degree programs recently introduced: A master’s in human services; a master’s in organizational development and leadership; and a doctorate in organizational development and leadership.

• Executive Coach: The person in this role helps managers and executives improve their business, and sometimes, their personal lives by observing organizational behaviors, recognizing individual talents, and mentoring leaders. An executive coach assesses existing processes and performance plans, and helps develop succession planning. “It’s becoming more critical for organizations to focus on what truly motivates employees and inspires them to perform at their best,” says Dr. Pintus. “With changes in organizational structure and external factors affecting businesses today, understanding how to create a culture that recognizes, motivates, and educates employees will continue to become increasingly important for leaders and organizations.” Also, according to Dr. Pintus, best-in-class organizations should have all three of these roles in place, with a CLO overseeing the whole learning and engagement effort within the company, and driving the development of a knowledgeable, future-focused, and nimble culture that can manage change.

Meet Peter K. Pintus, PhD

Peter K. Pintus has enjoy a diverse career spanning 26 years and including roles in management and administration at Fortune 500 companies, training and coaching, counseling, consulting, leadership and management development, organizational culture development, and teaching. His interest in helping organizations and individual leaders succeed has led him to join the faculty at the University of the Rockies and teach graduate-level courses in the school’s Organizational Development and Leadership programs. Dr. Pintus earned his bachelor’s degree in speech and broadcasting at Iowa State University, his master’s degree in counseling at Texas A&M, and his PhD in educational leadership and innovation at the University of Colorado at Peter K. Pintus, PhD Professor Denver. PDJ Learn more about University of the Rockies, and its Organizational and Leadership programs, at: http://www.rockies.edu/.

March/April 2014

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| BULLETIN Piccadilly Restaurants Announces New Chief People Officer Piccadilly Restaurants, LLC is proud to announce that Robin TassinLiggett has been promoted to Chief People Officer. Robin has been with Piccadilly Restaurants for TASSIN-LIGGETT six years, most recently as the company’s vice president of human resources & benefits, and has over 18 years of experience in human resources. She attended both Louisiana State University and the University of California at Los Angeles. In total, Robin has served on the Board of Directors for the local Greater Baton Rouge Society for Human Resource Management five years, during which time they were

recipients of a National Pinnacle award for community service. She is a member of the National Society for Human Resource Professionals, served as president of the local Chapter in 2009, and currently sits in an advisory capacity to the current board which chooses the HR Professional of the Year each year. “Robin has a proven track record in human resources,” said Tom Sandeman, CEO of Piccadilly, LLC. “Her knowledge of employee relations, staff recruitment, and benefits and compensation will lead the growth of Piccadilly in the coming years.”

Darlene Slaughter Joins Linkage as Principal Consultant Former chief diversity officer to chair Linkage’s Institute for Diversity & Inclusion. Darlene Slaughter, former vice

president and chief diversity officer for Fannie Mae, has joined Linkage as a principal consultant and chair of Linkage’s SLAUGHTER Institute for Leading Diversity & Inclusion™. Ms. Slaughter brings more than 20 years of experience in corporate business and is a frequent guest speaker and facilitator on topics that include change management, women’s initiatives, financial literacy, leadership development, employee resource groups, and a variety of diversity and inclusion concepts. “Working with Linkage is a wonderful blend of my passions: Helping people learn and grow through my work as a consultant, and bringing together the best

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minds and ideas around diversity and inclusion through Linkage’s Institute,” says Ms. Slaughter. “Linkage’s Institute for Leading Diversity & Inclusion has been the premier event for D&I professionals for 15 years. I am elated for this opportunity to be more deeply involved in the program’s development.” As the former vice president and chief diversity officer for Fannie Mae, Ms. Slaughter was responsible for developing and supporting a diverse and inclusive workforce through the implementation of a comprehensive and integrated diversity strategy that supported employees’ talents, perspectives, and experiences. In her new role, she will draw on that experience to empower others to lead more inclusively. Over her career, Ms. Slaughter has been the recipient of many awards and honors,

including Savoy’s Top 100 Influential Women in Corporate America, Profiles in Diversity Journal’s Women Worth Watching™, Black Enterprise’s Top Executives in Diversity, Diversity Woman’s 50 Diversity Champions, and Heart and Soul Magazine’s Women of Substance in Finance. “We are delighted to welcome Darlene Slaughter to the Linkage team. Darlene’s expertise will raise Linkage and our Institute for Leading Diversity & Inclusion to a new level, and we are thrilled to have her with us,” says Harley Ostis, President & CEO of Linkage.

McGlinchey Stafford Welcomes Two New Attorneys McGlinchey Stafford is pleased to announce that Kimberly M. James and Tamecia G. Harris have joined the firm’s Houston office. Both attorneys will handle labor and employment,

and other general business and corporate matters. “We are thrilled to continue to grow our labor and employment team in Houston JAMES with the addition of these two exceptional attorneys,” said Kyle Ferachi, managing member of McGlinchey Stafford’s Houston office. Kimberly James, HARRIS who joined the firm as of counsel, has nearly 20 years of experience representing private entities, public and private schools, community colleges, universities, municipalities, and other governmental entities in labor and em-

Focus on what is possible to achieve the impossible. We cultivate an atmosphere that appreciates employees as individuals and respects their values, beliefs, experiences and backgrounds. Diversity and inclusion are the foundation on which our success and growth are built.

| BULLETIN ployment law, real estate, and other corporate matters. She has defended clients before the Equal Employment Opportunity Commission, the U.S. Department of Labor, the U.S. Department of Education, the Texas Workforce Commission, the Texas Commissioner of Education, and in state and federal courts. Ms. James also conducts training for clients on a variety of employment and management issues. She received her JD from Texas Southern University in 1995 (with honors, member of Law Review) and her BA from Texas Southern University in 1991. Tamecia Harris, who joined the firm as an associate, has experience handling labor and employment matters, including wrongful termination, negligence, whistleblower retaliation, discrimination, and wage disputes. She has also conducted client training on employment topics including

healthcare reform, sexual harassment, and other personnel matters. Ms. Harris received her JD from the University of Houston Law Center in 2012, her MBA from the University of Houston Bauer College of Business in 2012, and her BS from the University of Houston in 2009.

Wells Fargo Names A. Charles Thomas Chief Data Officer Wells Fargo & Company announced the appointment of A. Charles Thomas to the role of chief data officer. Thomas will join Wells Fargo from USAA, where he served as THOMAS the chief data and analytics officer. Prior to that, he ran USAA’s Research and Analytics team, the Market Strategy team and

the enterprise data warehouse functions. Thomas also served in senior positions at Harte-Hanks Direct Marketing, HP and Reliant Energy. In this new role, Thomas will oversee the company’s data strategy, provide enterprise data governance, and determine ways to leverage data for improved risk management and customer experiences. He will join the company in early March, and will be based in San Francisco. “I’m excited to have Charles join the team,” said Kevin Rhein, chief information officer and head of the Technology and Operations Group. “With more than 15 years of experience in data and analytics, he brings an expertise and vision that will help us further our goals of evolving and improving services we have, or developing new ones, based on using information in smart ways for our customers’ benefit.”

We’ve created a workplace where respect never gets a day off. At Toyota Financial Services (TFS), our commitment to diversity is rooted in the Toyota Way values: respect for people and continuous improvement. We believe that Diversity and Inclusion is imperative to our success. We want to leverage the power of diversity and inclusion across every facet of our business to drive results.

PROFILES IN DIVERSITY JOURNAL

March/April 2014

Plastic Mobile innovation credited to award-winning culturally diverse environment At a press conference held last month to introduce Ontario’s new legislation on immigration, Plastic Mobile was recognized by Minister Michael Coteau as a leading employer for promoting cultural diversity. The legislation introduced at the announcement represents a step by Ontario to strengthen its role in immigrant selection in order to help meet the province’s future labor market needs and support economic growth. Over the past five years, Plastic Mobile has gone beyond borders to find the best talent, establishing its expertise in mobile technology Deputy Minister Chisanga Puta-Chekwe and Citizenship and Immigration and user experience and becoming a leader in Minister Michael Coteau tour the workspace at the Plastic Mobile office. mobile innovation. According to the organization, 25 percent of Plastic Mobile’s employee base Plastic Mobile President and COO Melody Adhami said, comprises newcomers to the country. “Ontario is an incredible place to start and build a business Minister Coteau identified Plastic Mobile as a prime that could become a global enterprise—the opportunities example of the potential for new innovation this legislation are immense. Plastic Mobile has been growing at a rapid could encourage among businesses. “I think this is a pace and will continue to as we push the boundaries of great success story,” he said, “and these are the types of possible with mobile and touch technology.” businesses that we need in Ontario to continue to add to Following the press conference, Minister Coteau had our robust economy.” the opportunity to tour the Plastic Mobile Innovation Lab, At the press conference, several Plastic Mobile where he got to play around with some cutting-edge employees were on hand to share their personal stories as beta technology, from wearables to commerce-enabled newcomers working in Canada. BLE devices. PDJ

THERE IS POWER IN THE WAY WE’RE WIRED. At Georgia Power, we operate on a very simple idea: The success of our company depends on the company we keep. That’s why we’re committed to growing and sustaining a diverse workforce. Our employees’ different backgrounds and perspectives connect us to all the communities we serve. This means we know what it takes to provide our customers with the affordable, clean and reliable energy needed to power their lives – at home, at work and at play.

georgiapower.com

March/April 2014

WWW.DIVERSITYJOURNAL.COM

| CORPORATE INDEX 3M................................................ www.3m.com.......................................11

Duane Morris LLP..................www.duanemorris.com............................... 96

Aerotek Inc............................... ww.aerotek.com............................. 34, 35

Emerson College...................... www.emerson.edu.................................. 36

American Diabetes Association................................www.diabetes.org................................... 22

Exelis........................................www.exelisinc.com.................................. 47

AT&T Services............................www.att.com......................... 12, 24, 25 Bank of the West...................www.bnkwest.com................................. 23 BlueCross BlueShield of Tennessee............................ www.bcbst.com.............................. 27, 83 Booz Allen Hamilton.................www.bah.com............................... 29, 85 Catalyst...................................... www.catalyst.org.................................... 86 Century Link....................... www.centurylink.com............................... 49 CEOs for Cities...................... www.ceosforcities.org................................ 17 Charles Schwab & Co........... www.schwab.com.................................. 41 Coca-Cola Enterprises, Inc.....................www.cokecce.com........................... 52, 53 ComEd....................................... www.comed.com.................................... 30 Cuyahoga Metropolitan Housing Authority........................ www.cmha.net..................................... 28 CVS Caremark................... www.cvscaremark.com....................... 32, 33 Data Morphosis...........................www.dm-g.com..................................... 50

Express Scripts...............www.express-scripts.com........................... 91 Georgia Power.................. www.georgiapower.com............................. 93 Gibbons P.C........................... www.gibbonspc.com................................. 54 Government of the Northwest Territories................... www.gov.nt.ca...................................... 46 Human Facets, LLC............. www.humanfacets.com............................... 80 Ingersoll Rand...............www.company.ingrosollrand.com....................... 51 Insala..........................................www.insala.com.................................... 73 John Deere............................... www.deere.com.................................... 63 Kimberly-Clark Professional......................... www.kcprofessional.com............................... 6 KPMG LLP................................ www.kpmg.com.............................. 66, 67 Land O’Lakes, Inc.................. www.landolakes.com................................ 55 Lenovo....................................... www.lenovo.com...................................... 8 Linkage................................. www.linkageinc.com.................................... Inside Front Cover, 18, 90, Inside Back Cover Lockheed Martin................. www.lockheedmartin.com............................... 6

Take time to recognize the good around you. At New York Life, we recognize that employees’ unique qualities often lead to innovation, positive change, and a more productive and dynamic workplace. For more information about New York Life visit us at www.newyorklife.com/diversity © 2014 New York Life Insurance Company, 51 Madison Avenue, New York, NY 10010 Keep Good Going® is a registered trademark of New York Life Insurance Company, all rights reserved.

Life Insurance. Retirement. Investments.

PROFILES IN DIVERSITY JOURNAL

March/April 2014

KEEP

BOLD denotes Advertiser Master Card...........................www.mastercard.us................................ 95 McGlinchey Stafford...............www.mcglinchey.com................................ 91 McKesson............................. www.mckesson.com.................Back Cover Mondelez International...............www.mondelezinternational.com .................... 90 NASA........................................... www.nasa.gov...................................... 16 National Eating Disorders Association....www.nationaleatingdisorders.org....................... 78 National Grid USA .............. www.nationalgridus.com.............................. 38 New York Life...................... www.newyorklife.com.............................. 94 Newton Investment Management Limited................www.newton.co.uk.................................. 58 Nobscot Corporation................ www.nobscot.com................................... 39 Piccadilly Restaurants..............www.piccadilly.com.................................. 90 Plastic Mobile....................... www.plasticmobile.com............................... 93 PNC Bank...................................www.pnc.com..................................... 79 Principal Financial Group.........www.principal.com.................................. 62 RBC Wealth Management.........................www.rbcwm-usa.com ........................ 43, 86 Rockwell Collins.................. www.rockwellcollins.com ............................ 48 Ryder Systems Inc...................www.ryder.com............................. 21, 87 Serendipity Consulting Services................... www.serendipityconsultingservices.com ................ 84 Sodexo, Inc............................www.sodexousa.com................................ 69 Springboard Consulting LLC................ www.consultspringboard.com.......................... 82 Textron Systems..............www.textronsystems.com..................... 44, 45

When different people come together, it’s not just beautiful, it’s priceless®. At MasterCard ®, we find value in diversity of background, experience and thought. By supporting a global business, we take a leading role in creating innovative, efficient and secure solutions for advancing today’s global commerce.

The Bank of Tokyo-Mitsubishi, UFJ, LTD...............................www.bk.mufg.jp/global .............................. 70 Toyota Fincancial Services............................ www.toyotafinancial.com............................ 92

See how diversity drives us at mastercard.com/diversity.

True Value Company........ www.truevaluecompany.com.......................... 65 Union Bank..........................www.unionbank.com......................... 70, 82 UnitedHealth Group..... www.unitedhealthgroup.com......................... 31 University of the Rockies........... www.rockies.edu.................................... 88 Vilcek Foundation........................www.vilcek.org..................................... 14 Walgreens............................ www.walgreens.com................................ 59 Wellpoint............................... www.wellpoint.com............................. 5, 74 Wells Fargo.............................www.wellsfargo.com................................. 92 Whirlpool Corporation........... www.whirlpoolcorp.com.............................. 68 Whittier Street Health Center.............................. www.wshc.org...................................... 56 William Osler Health System.................... www.williamoslerhc.on.ca............................. 40 WilsonHCG........................... www.wilsonhcg.com ........................ 60, 81

| PROFILE

Giving Back to HER COMMUNITY Cyndie Chang uses her legal background to support her Asian American heritage. By Nikki Hunt

rom four Philadelphia attorneys in 1904, Duane Morris has grown into The American Lawyer’s 70th largest firm by gross revenue, with 700 attorneys in U.S.-, Europeand Asia-based offices. In 2012, the firm was the recipient of the MCCA Innovator Award for Diversity and Inclusion, in recognition of its annual George B. Vashon Lecture series and firm-wide Diversity Retreat exploring legal, social, and economic issues. That same year, Duane Morris named Cyndie Chang their newest partner. “I would say that making partner has been my biggest career accomplishment thus far. I don’t like to think of being a minority or being a female as obstacles, but I know minority females are the least represented when it comes to firm partners. I’m proud to have overcome the statistic, and hope to be a role model for others because of it.” According to the 2013 report of the NALP Directory of Legal Employers, Chang is part of only 2.26 percent of minority women at the partnership level at law firms. Chang, who represents companies ranging in size from small familyowned businesses to members of the Fortune 500, strongly believes in the importance of her pro bono work, and advocates for others to offer their services too. “I think it’s important for lawyers to carve out time to do pro bono work to help those who may be unable to get the legal assistance they need elsewhere, especially in a time when legal advice is so cost prohibitive. There is so much need out there for legal expertise, and so many looking for adequate legal services.”

PROFILES IN DIVERSITY JOURNAL

As the firm’s Los Angeles office pro bono coordinator, Chang recently led a team of five lawyers on a matter involving the nearby City of Monterey Park, California. The Los Angeles suburb is roughly 70 percent Asian American, which may have led to some racial tension in the city historically, according to Chang. The matter involved a controversial debate over implementing a new ordinance mandating business signage in “Modern Latin,” or English. The city considered whether signs in English were needed to assist emergency responders. “It was a legitimate concern, but almost all, if not all, of the signs were already bilingual and included English, so there was concern as to whether the ordinance was necessary,” Chang said. “We were asked by the nonprofit organization Asian Americans Advancing Justice– Los Angeles to perform a legal analysis on the proposed ordinance, and found that it would violate equal protection under the Fourteenth Amendment and the right to free speech under the First Amendment, among other issues.” The high-profile case rallied support on both sides, and in the end the city decided against adopting the ordinance. Instead, it simply encouraged residents and business owners to use bilingual signs in an effort to foster diversity and inclusion in the area. After the decision was made, the city members involved held a Harmony Celebration. Chang recognized that “they really do cherish the diversity of the area.” Outside of Duane Morris, Chang is the vice president of communications for the National Asian Pacific American Bar Association (NAPABA) and active March/April 2014

with the Southern California Chinese Lawyers Association (SCCLA), one of the oldest and largest Asian American bar associations. In 2010, Chang was named one of NAPABA’s Best Lawyers Under 40. “I try to lead and take part in programs that support minority interests,” she said. For example, she recently participated in a program educating local business owners regarding best practices for complying with the Americans with Disabilities Act. Chang also has worked on local boards of nonprofits, including one that generates funding and support for nonprofits and communities in need. “There are about 30 nonprofits in the area supporting Asian Pacific Islander communities, and I was very honored to serve on a board that supported their important work.” Despite her countless awards and titles, Chang remains grounded, and offers this advice to up-and-coming lawyers: “Seek out and nurture a relationship with a mentor, inside and outside the workplace. Having mentors can be invaluable. They can offer insider information and advice from their own experiences, and act as a sounding board and guide for your career. I was fortunate to find multiple mentors in my workplace and in bar associations, and credit them for my professional success and passion for community Cyndie M. Chang, involvement.” Partner,

PDJ

Duane Morris LLP.

Is your organization advancing women leaders? “The Institute allowed our women leaders to put their learning into action immediately— and that’s extremely valuable. ” —Janice Little, Senior Director, Diversity & Inclusion, McKesson

November 3-6, 2014 Anaheim, CA

Participate in Linkage’s Women in Leadership Institute™ and: • Recognize and reward high-potential women leaders with a unique professional development opportunity • Learn best practices from other organizations also focused on advancing women leaders • Promote your organizational brand as one that supports women

Watch our video at www.linkageinc.com/WIL2

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