Diversity Journal - Mar/Apr 2004

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The CDO: Key to

SUPERSIZING Corporate Performance

Diversity and Corporate Governance Special Section

Health, Life, and The Challenge of Changing Demographics Diversity efforts gain new ground among health and insurance providers.

Featuring Lifetime Health, Excellus BlueCross BlueShield, Vanderbilt University School of Nursing, New York Life and more.

capturingbusiness potential Russell Corporation Chairman and CEO Jack Ward on leveraging internal diversity efforts into opportunities for REAL business growth.

Global Perspectives: Today’s Leadership on Diversity featuring Bishop Anthony Pilla, Past President, U.S. Conference of Catholic Bishops.

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INGREDIENTS:

BETTER IDEA #29

D i ve r s i t y GLOBAL

The nice thing about our world is that there’s

room for everyone.

There’s something truly special about people who work tirelessly to make the world a kinder place.

For this reason, we would like to offer both our thanks and appreciation to those who do so much to promote understanding. We’re proud to support you and your efforts to promote diversity.

Marisela Reyes, Arvin Ramachandran, Marsialle Arbuckle, Lewis Thompson and Ellen Enloe are all actively involved in Diversity and Worklife initiatives. Making this a group that understands the importance of understanding.

©2001 Ford Motor Company

www.ford.com

®

Profiles in

Diversity Journal The Forum For Business Diversity

PUBLISHER / MANAGING EDITOR James R. Rector SENIOR EDITOR

pointofview From the editorial staff of Profiles in Diversity Journal

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ISSN 1537-2102

Take our Ideas. Please.

In our next issue, we will announce the winners of our first annual “Top 10 Innovations in Diversity” awards.

We found it quite exciting to be the first organization to formally recognize the creativity behind the diversity work that is going on today. After all, celebrating unique efforts—both those that support and influence your diversity management and staff recruitment, and those that have measurably improved inclusiveness and equity in your workplace—that’s what we do here at Profiles in Diversity Journal.

In every issue, we bring you stories from corporations around the world; each story tells of creative and innovative methods for improving internal diversity efforts, for reaching changing markets, and for bringing out the unique talents in each employee. What makes these stories special is that they come from the people that know these methods best—the people inside the organization that have created them or use them every day.

If you do not read Profiles in Diversity Journal and, as Waste Management’s Chief Diversity Officer Carlton Yearwood is fond of saying, “steal profusely” from it, you are missing out on an opportunity to infuse your own organization with great ideas, ideas you can mold into creative solutions for your corporation’s biggest diversity challenges.

This month, we’re recognizing the creativity of two very different service industries in dealing with a changing customer base in our feature “Health, Life, and the Challenge of Changing Demographics.” We hear from giants like Excellus BlueCross BlueShield and New York Life as they work to modify their services—and their service—to deal with changes in the marketplace.

We’ll also take a look inside the global workings of an AstraZeneca pharmaceutical R&D team, and learn how with patience, understanding and a little creativity, a highly diverse team can become a highly productive unit.

In this issue, too, we’ve begun a new feature which we call “Global Perspectives: Today’s Leadership on Diversity.” We’ve invited leaders from around the globe to give us their views on the world, and on the work being done in our larger communities to embrace diversity.

Consider our magazine fuel for your fire. Take our ideas, please. Make them yours.

James R. Rector Publisher

Katherine Sandlin Editor

March/April 2004 Profiles in Diversity Journal

3

What’ s possible when 70,000 people with diverse cultural, national, and family backgrounds, skills and life experiences work together toward one common vision?

Anything.

Sharon Larkin, mother of two active boys and Divisional Vice President of Human Resources.

Abbott Laboratories. www.abbott.com

contents Volume 6, Number 2 • March/April 2004

Special Feature:

Health, Life, and the Challenge of Changing Demographics 15

17

8

Cover Story

Making Healthy Changes

Russell Corporation Weaving Diversity into the Corporate Fabric

An ambitious new strategy for recruitment, retention and education helps Excellus BlueCross BlueShield meet the needs of their diverse customer population.

Russell Corporation holds a firm commitment to a very simple philosophy: “do the right things for the right reasons.”

Serving a Changing Population New York Life reaches out to ethnic communities with activities that demonstrate an understanding of their values and needs.

20

Creating a Community Solution Dr. Edward Kim works to address the diverse needs of urban and southern Buffalo, NY, with the Lifetime Health AfterHours program.

24

Feature

Diversity by Design The Vanderbilt University School of Nursing on strategies for increasing the diversity of the nation’s health care workforce.

28

Making the Pieces Fit Product of a global merger, AstraZeneca works to strengthen teamwork across borders. The challenges and lessons learned are the subject of this in-depth business case from Schneider-Ross.

Diversity and the Board

44

The role of the Board of Directors for every organization is essentially the same: to ensure the future as the corporation envisions it.

How diversity helps a board create a clear, focused strategic direction.

New Feature

Global Perspectives:

Today’s Leadership on Diversity Global leaders offer us their thoughts on our changing world for this exclusive feature. In this issue: The Divine Nature of Diversity’s Calling by The Most Reverend Anthony M. Pilla, Bishop, Diocese of Cleveland and Past President, United States Conference of Catholic Bishops.

Leadership

70

March/April 2004 Profiles in Diversity Journal

5

contents Volume 6, Number 2 • March/April 2004

The Changing Landscape: I D E A S F R O M TO D AY ’ S T H O U G H T L E A D E R S

36

42

Supersized Performance

In the Leader’s Circle

As a C-level executive, the Chief Diversity Officer is in the best position to orchestrate change and influence leadership to build sustainable, high-performance teams. A study by Diversity Best Practices.

BMO Financial Group considers nurturing its relationship with the Aboriginal community a critical link “between people and business strategy.”

Guerilla Biases

Education 51 Whatever It Takes

The subtle discriminations concealed behind good intentions that can lead managers to do and say a variety of things that seriously compromise an organization’s diversity efforts. From Sondra Thiederman, author of “Making Diversity Work: Seven Steps for Defeating Bias in the Workplace.”

59

Reflecting Your Markets:

Director of Recruitment and Special Programs Terri Houston breaks down barriers for minorities at University of North Carolina at Chapel Hill.

60

Spencer Stuart’s Victor Arias on the buying power of minorities in today’s marketplace.

Are You a Gutsy Diversity Leader?

When it comes to diversity, it is much easier to talk the talk than walk the walk. How do your leadership skills stack up? A discussion with Leon Lanier of The Winters Group.

Networking 55 The Art of Networking: Turning Contacts Into Connections Sandra Yancey, founder and CEO of eWomenNetwork.com on understanding the power of network development.

57

Action!

Close-Up Productions CEO Darnise Davis considers networking key to business growth.

The Language of Business The University of Luton (UK) addresses business needs through commercially focused courses in language and culture for small, and medium-sized businesses.

A Source of Competitive Advantage

64

39

Raising the Bar

67

Deloitte Imparts Business Smarts In association with Weekly Reader, Deloitte & Touche LLP created a curriculum to teach students in grades 10-12 about the realities of the business world.

68 Hear & There • Civil Rights activist Dorothy Height visits DaimlerChrysler Group • ING, Texas Tech and Prairie View A&M Announce Financial Planning Alliance • Marriott Makes “Best for Latinas” for Third Consecutive Year • Groundbreaking Report on Corporate Ethics Released March/April 2004 Profiles in Diversity Journal

7

Weaving Diversity into the Corporate Fabric

T

Russell Corporation holds a firm commitment to a very simple philosophy: “do the right things for the right reasons.” here have been many accomplish-

another ten years. While taking advantage

is focused on marketing to its consumer.

ments in the rich, 102-year history

of changes in the marketplace, changes in

He has also brought to the company his

of Russell Corporation. Now one of the

technology and changes in product

passionate belief in diversity as a core value.

world’s biggest names in sports and leisure

development has long been the company’s

“Diversity is about respect for all people,”

apparel, it has become so by remaining true

strong suite, Russell has never forgotten that

Ward says.“I truly believe treating people fair-

to its roots. It was built on the vision of

its products are only as good as the people

ly is non-negotiable. At Russell, that translates

a singular businessman from a small town

that produce them.

into an environment where each employee

in Alabama, a true passion for business

Now, Russell Corporation represents

excellence, and a continuing commitment

14,000 employees located around the globe.

to its employees and the communities where

The company’s product line has also

“While our focus on diversity is the right

it operates—and remaining true to that

diversified from athletic uniforms, fitness

thing to do morally and ethically, it is also

heritage has made Russell an international

and leisure products sold under the Russell

the right thing to do for our business. If we

success story.

Athletic, JERZEES, Discus Athletic, Moving

are to recruit and retain the best talent,

Benjamin Russell founded the company

Comfort and Cross Creek brand names to

we must have an environment that respects

in 1902 with only a handful of employees,

include camouflage and casual wear by

the opinions, knowledge, experience and

eight knitting machines and twelve sewing

Mossy Oak as well as sports equipment

culture of all employees. Our consumers

machines. In the beginning, the fledgling

under the Spalding and Bike Athletic brands.

also represent diverse groups that we need

corporation manufactured 150 garments a

Jack Ward, chairman and CEO, has

to understand. In addition, as a global

day—a monumental feat, especially since

worked diligently since joining the company

corporation, we must understand and

electricity wouldn’t be introduced to the

in 1998 to transition Russell from a

accept different cultures and backgrounds

facility in Alexander City, Alabama for

manufacturing-driven company to one that

from around the world.”

8

Profiles in Diversity Journal March/April 2004

has an equitable opportunity to contribute to the objectives of the corporation.

Raising the Bar

Ingrained in the fabric of the corporation

Bringing that commitment with him to

Russell Corporation

“A fair and equitable culture

Russell Corporation in 1998, Ward wanted

in which the talent of every member

Diversity became a priority for Ward

to create a culture of diversity that was

of the Global Russell Team reinforces our

early in his professional career. As a

ingrained in the organization and would

values and contributes to achieving

participant in a leadership program held in

grow and mature even if he were not there.

our business goals.”

Winston-Salem, NC, he attended Dr. Charles

He wanted to be sure that diversity was part

The company puts a great deal of

King’s “Race and Gender” Seminar. For him,

of the company and not just a program

emphasis on the values portion of the

he says, it was an awakening to what it was

or project.

mission statement and on the business need

really like to live as a minority in a majority

Today, Russell’s diversity efforts are

for diversity.

world, and provided him with his first

spearheaded not only by Ward and his

opportunity to have truly open and frank

corporate vice president of diversity,

Seamless integration:

discussions about racial inequalities with

Kevin Clayton, but by the entire senior

leveraging diversity for

African Americans.

management team of the company. The

business results

“I concluded from that experience that

diversity effort is supported by a cadre of

“Diversity at Russell goes beyond race

you cannot sit on the sidelines,” Ward

employees and the company’s Board of

and gender,” says Clayton. “Diversity is

explained. “You are either part of the prob-

Directors. They work together to support

an inclusive process that combines our

lem or the solution, and from that day for-

the Russell Diversity Vision Statement,

similarities as well as our differences. It’s

ward, I wanted to be part of the solution.”

which says:

also about having a strategic plan that looks

“While creating the best work environment is an important part of diversity, we also must take that same commitment into the marketplace.”

Kevin Clayton Corporate Vice President of Diversity March/April 2004 Profiles in Diversity Journal

9

Under his leadership, Russell has implemented a diversity scorecard that measures the company’s progress in the areas of diversity education, representation and minority/women purchasing. By tying the scorecard results into the management bonus program, Ward and Clayton have created a high level of attention to the need for continuous progress.

The company’s goal is to have every employee complete its “Understanding Diversity” seminar. This four-hour course is designed to educate employees on all aspects

of

diversity,

helping

them

understand the need to accept diversity in the workplace. It is conducted by pairs of employees who have become trained facilitators. This approach has made it possible to Jack Ward, Chairman and CEO Vice President President of with Corporate Vice Diversity Kevin Clayton. at the workforce, workplace, marketplace and the communities where our employees “My goal is to create a live and work.” culture of inclusion, Prior to joining Russell, Clayton was where capable people of founder and president of all backgrounds can see others Axxis Consulting, a change as they really are .... If we can management consulting firm. reach this point, our organization He has worked closely with some of the most respected would be

fully capturing the business potential of the diverse population.

We also would be talking less about diversity because it would be a way of life at Russell Corporation.”

Jack Ward, Chairman & CEO 10

85 percent of the current employee base, including production employees on all shifts at all U.S. locations.

Other programs that are part of the educational component include an intensive two-day

“Race

and

Gender”

session and “Managing Diverse Teams.”

Work is underway on a “Leveraging Diversity” executive series to develop specific skill-based training for executives and management.

and notable thinkers in the

“Our education program is an ongoing

fields of organizational

effort,” Clayton said. “We know we cannot

development and diversity

have two or three different programs and

management.

stop. We have to provide continuous

Clayton applies a unique approach

to

corporate

diversity that combines vision, logic and fundamental business principles to find solutions to organizational challenges. He believes in leveraging diversity for business results.

Profiles in Diversity Journal March/April 2004

already have taken the training to more than

education for all of our people. We want diversity to be a lively topic that is alive within the organization.”

Raising the Bar

Russell Corporation

environment that is empowering and

“There are a number of develop new opportunities for brand opportunities for Russell— awareness and sales. Clayton hopes to use and for other companies— this leverage in developing strategies if we are willing to market products and tap into to look for them and, occasionally, emerging markets. be willing to take a risk.

“While creating the best work environment is an We have been able to important part of diversileverage our diversity efforts into

challenging, I believe we can maintain a

ty, we also must take that

stronger,

more

same commitment into

committed workforce,” Ward explained.

the marketplace,” Clayton

“Being able to accomplish this will allow us

said. “There are a number of

a competitive advantage that can support

opportunities for Russell—

our efforts to capture a significant share of

and for other companies—if we

the markets where our products compete.

are willing to look for them and,

We also must pay close attention to the

occasionally, be willing to take a risk.

pipeline to ensure that we have a pool of

We have been able to leverage our

high potential minority candidates to

diversity efforts into real potential

develop and promote.”

business growth for the company. Being

Global market material The issue of representation gets serious attention at Russell; its leadership knows that it must be competitive in the employment marketplace in order to be competitive in the global marketplace.

“If we can create an inclusive workplace

more

creative

and

As part of the emphasis on the business aspect,

Clayton

also

has

recently

implemented an innovative concept he calls

real potential business growth for the company. Being able to add to the bottom line just reinforces the importance of what we are trying to do in all areas of diversity.”

Kevin Clayton Corporate Vice President of Diversity

able to add to the bottom line just rein-

Reinforcing the

forces the importance of what we are trying

organization’s diversity:

to do in all areas of diversity.”

Mentorship and Leadership

“the diversity profit center.” Leveraging the

As part of the ongoing effort to continue

corporation’s diversity, he is working with

and bridge any cultural gaps in the

the company’s brands to seek out and

organization, Clayton, with the help of directors Jackie Wortham and David Nies, is

Diversity Department Structure

also implementing mentoring and reverse mentoring programs. Employees who

Russell’s diversity efforts are spearheaded not only by

represent everything from different cultures

CEO

to different age groups will mentor

Ward and his corporate vice

members of the senior management staff.

president of diversity, Sr. VP HR

Kevin Clayton, but by the

VP Diversity

entire senior management team of the company.

Director Profit Center

The diversity effort is supported by a cadre of

Representation

Director Education & Programs

The interchange is designed to improve management’s ability to understand the workforce and its needs.

In addition to being a part of the

Supplier Diversity

mentoring program, most members of senior management are part of the Diversity

employees and the company’s Board of Directors.

Sr. VP Operations

Department Admin.

Steering Team. This group’s goal is to

They work together to

remove barriers that may hinder the growth

support the Russell Diversity

of the organization’s diversity vision. It also

Vision Statement.

allows them the opportunity to take part in March/April 2004 Profiles in Diversity Journal

11

Raising the Bar

Russell Corporation

Teams involve employees in diversity leadership Most members of senior management sit on the Diversity Steering Team. This group exists to remove barriers that may hinder the growth of the organization’s diversity vision. It also allows them the opportunity to be a part of the efforts of the Diversity Leadership Team (DLT).

Twenty-four employees make up Russell’s Diversity Leadership Team. The DLT meets monthly to discuss matters relating to ethnic, cultural, religious, gender and other matters that challenge groups and departments. the Diversity Leadership Team (DLT).

Diversity Steering Team Diversity Leadership Team

Education & Training

Communication

Quick Response

Environment & Culture

Employee Resource Groups

VP Diversity

VP Public Relations

COO

SVP HR

Division President Indicates DST Liaison

matters relating to ethnic, cultural, religious,

Networks weave

Comprised of 24 employees, the DLT’s

gender and other factors that relate to

new understanding

mission is to assist Russell in the

groups and departments. The meetings are

throughout the corporation

achievement of both its financial and social

designed to provide the same environment

Russell’s ability to tap into each

responsibility goals. The team represents

of honest dialogue that initially impacted

employee is expanded beyond the reach of

several dimensions of diversity, including

Ward years ago; and like their CEO,

the Diversity Steering Team and the

hourly and salaried employees, various

employees who have participated on the

Diversity Leadership Team through the

levels of supervisors and managers, and

team have found an increased level of

representatives of different genders and

commitment to the diversity effort.

Diversity Education

ethnic groups. Its work is twofold: 1) create

Sessions are held at different offices, plants

a workplace environment in which every

and distribution centers and often involve a

employee has a fair and equitable

roundtable for members of the host facility.

opportunity to reach his or her career

That way, the team is not only able to share

aspirations; and 2) assist the business units

their own ideas and concerns, but also tap

in understanding the power of managing

into the thoughts of other employees.

The company’s goal is to have every employee complete its “Understanding Diversity” seminar. This four-hour course is designed to educate employees on all aspects of diversity and help them understand the need to accept diversity in the workplace. It is conducted by pairs of employees who have become trained facilitators.

diversity effectively so it can be leveraged for maximum benefits.

The DLT meets monthly to discuss 12

Profiles in Diversity Journal March/April 2004

formation of numerous employee network

on a pilot project with Junior Achievement

groups,

Heritage

to take the organization’s program to area

Leadership Councils in both Atlanta and

elementary school students who are

Alexander City, the Russell Latin American

predominately Spanish speaking. The

Heritage Network and the Russell Women’s

Women’s Leadership Network is conduct-

Leadership Network.

ing a clothing drive for underprivileged

including

African

Bringing together

specific groups of people, these networks

women who are being trained for

add value for employees and the company

office positions.

by using the combined cultural, civic and

African

business knowledge of the participants.

Councils

They also play a major role in identifying

together to develop the first

issues, needs and opportunities within

Black History Month program,

the company, and are involved in the

presented in both locations. The

community outreach portion of the

program featured employee per-

diversity program.

formances and a keynote address by

External networking plays an important

Charlie

Russell’s two

Heritage recently

Scott,

the

Leadership worked

first

Russell’s approach to diversity education has made it possible to have taken the training to

more than 85 percent of the current employee base, including production employees on all shifts at all U.S. locations.

black

role in Russell’s diversity program, as well.

scholarship player on the University of

Through the company’s leadership, a

North Carolina’s basketball team.

Diversity Task Force was brought together for Alexander City which includes elected officials, clergymen, civic leaders and average citizens who have come together to deal with local diversity issues. One of the most visible projects of the group has become the annual Unity Walk through downtown Alexander City.

Additionally, Russell’s internal networks have been involved in a variety of projects within the community. For example, the Latin American Heritage Network has taken

March/April 2004 Profiles in Diversity Journal

13

Networks Help Russell Celebrate Right: Jeanne Maynard performs the KouKou, a West African celebration dance from the Senegambian region of Africa, during Russell’s program celebrating Black History Month. Below left: Singing the National Negro Hymn, Lift Every Voice and Sing, during the black history program in Alexander City are (l to r) Sheree Wilson, Lane Hoyett, and Marlyn Taylor.

Celebrations were held at the Atlanta office as well (below right), kicked off by Tarena Jones and George Coley. And below, a tour of Focused Factory in Alexander City brought (l to r) Myrtis Canady, Ann Morgan, Charlie Scott (keynote speaker for Russell’s black history celebration), and Annette Moore together.

Pattern for success Another component of the company’s outreach efforts, one which is visibly tied to Russell’s Diversity Scorecard, focuses on developing and implementing a world class Supplier Diversity Program. The MWBE (Minority- and Women-owned Business Enterprises) purchasing goal represents 25 percent of the scorecard value. While the program has been in place several years and has positive results, Clayton is focusing a great deal of effort on rolling out a new structure for 2004.

“Studies reveal a strong correlation between building the company’s sales with diverse consumers and supporting minority- and women-owned businesses,” he says, “and I believe a good business strategy must include a commitment to both the sell and buy sides of the company.”

With a great deal of work completed and much more work to be done, Russell is continuing to move forward with its diversity efforts—adding new components, updating training, changing structures.

Yet, the direction is still focused on building a corporation that respects and supports all of its employees.

“My goal is to create a culture of inclusion where capable people of all backgrounds can see others as they really are and not judge them by how they look or talk or what religion or gender they are,” Ward said.

“If we can reach this point, our organization would be fully capturing the business potential of the diverse population. We also would be talking less about diversity because it would be a way of life at Russell Corporation.”

PDJ

For more information about diversity at Russell Corporation, contact David Nies, Director of Diversity at NiesDavid@russellcorp.com.

14

Profiles in Diversity Journal March/April 2004

Special Feature: Health, Life, and the Challenge of Changing Demographics

AN AMBITIOUS NEW STRATEGY FOR RECRUITMENT, RETENTION AND EDUCATION HELPS EXCELLUS BCBS MEET THE NEEDS OF THEIR DIVERSE CUSTOMER POPULATION.

T

Excellus BlueCross BlueShield

o fulfill its mission of improving the

Ambitious Recruiting Goals

quality of life in the communities it

“One of our priorities this year is to signif-

serves, Excellus BlueCross BlueShield looks to

icantly increase minority representation

diversity to make it a better partner.

among our new professional hires,” says

Headquartered in Rochester, NY, Excellus

Philippe. “It is an incredibly ambitious goal,

BlueCross BlueShield is part of the

but an important part of our priority—

$4.3 billion family of companies that

to recruit and retain better professionals. To

finances and delivers health care

accomplish that, we’ve developed an

services across upstate New York

Executive Recruitment Strategy, which is now

and long-term care insurance

being finalized and approved. The strategy

nationwide. Collectively, the

includes everything from where we advertise

enterprise provides health

to scheduled visits to Historically Black U.S.

insurance to about 2 million

Colleges and Universities (HBCU), cultural

people and employs more than 6,600 across

centers and associations. It includes reaching

45 counties in upstate New York.

out to local organizations like the National

making healthy changes

New York State’s largest non-profit health

Technical Institute for the Deaf (NTID). We

plan, Excellus BlueCross BlueShield has

are looking at all the talent-sourcing places

health plan operations in Rochester, Syracuse

that we typically would not have gone to for

and Utica. It is also part of a family of com-

professional recruitment, and require an

panies that provides health care

emphasis on diverse candidates from

delivery throughout the region. This

executive recruiters. It is a fresh start for us,

means reflecting the diversity of its

with a new approach.”

community must be approached from

According to Ginger Parysek, Senior Vice

two distinct fronts—health insurer and

President, Corporate Human Resources, the

health care provider—with equal impetus.

professional-level goal was much needed

According to Marie Philippe, Corporate

within the health care delivery system. “We

Director of Diversity at Excellus BlueCross

find through our natural channels we will

BlueShield, it is a challenge that the

have enough applicant flow for hourly

organization’s new diversity program is

positions, but we don’t have enough

enthusiastically embracing.

applicant flow for our exempt positions. We

“We have set ambitious goals on all fronts,”

need to do some targeted work,” she says.

says Philippe. “Externally, we have strategies

“For example, if we know we will need to do

in place to help us identify, attract and hire

some Information Technology recruiting, we

diverse professionals and align us closer to

ask the IT leadership to partner with us

the community. Internally, we hope to retain

upfront to develop job descriptions which

existing diverse staff by providing profession-

allows us to get out in the market early. If we

al development activities, creating vehicles of

can have IT leadership join us when we go

empowerment, and helping to develop a

out to career fairs, we can start sourcing

cadre of diversity champions within our

diverse candidates early so when we have the

executive levels.”

positions available, we already have a diverse pool available.”

March/April 2004 Profiles in Diversity Journal

15

Minority Employee Development

Marie Philippe Corporate Director of Diversity Excellus BlueCross BlueShield minority advancement, sending promising

Over the past year, the organization has

executives to leadership courses at America’s

taken strides to groom and grow its own,

Health Insurance Plans (AHIP). “We think

and has many programs in place to advance

that’s a great way to say ‘you need a broader

staff to more significant roles. “The

exposure in health care—we’ll help you

Minority Employee Development Program

grow here,’” she said. “It’s those kinds of

was created to foster career development

investments you make in your people that

through mentoring, job shadowing, and

helps you to attract new talent, too.

network leadership opportunities, and to

“Another

pilot

program

we

have

create a forum for exchange at a very

employed with hourly-level minority staff

personal level,” says Philippe. “It is an

helps them identify and work toward their

opportunity for employees to be seen in

career goals and aspirations. For example, if

action by senior leaders when, often, their

an employee is in customer service but

daily activities might be missed,” she says.

wants to be in sales, we match them with a

“Almost as importantly, it gives employees

mentor—a buddy system—to help them

of diverse backgrounds an opportunity to

develop and acquire the skills needed so that

learn to better serve their deaf population,”

discuss issues such as going back to school,

when a position is available, they have the

Parysek said.

family balance, and the like. It helps them

prerequisites. There are a lot of creative

“Years ago, one of our affiliated compa-

create a relationship with the company and,

things we do with our workforce to help

nies opened a health center in Buffalo’s

as you know, when people create a

them grow.”

inner city,” Parysek said. “We learned that the population we served wanted our staff

relationship, they tend to stay longer with a company. So it is a retention tool as well as

Reflecting a Diverse Community

to look like their community. That was our

“In health care,” says Parysek, “a successful

one center that, at any given time, was 50-60

According to Parysek, the company has

organization understands what a significant

percent ethnically diverse because it really

also made a significant investment in

advantage it is to have a diverse workforce

mirrored the Buffalo community.

a tool that empowers the employee.”

because

when

you

look

like

your

“If we don’t reflect the community we

communities, people want to do business

serve, we can’t serve the community well,”

with you.” Rochester has among the largest

Parysek said. “If we don’t have bilingual

deaf populations per capita in the country.

people in Rochester to serve our Hispanic

It is the home of the NTID, the theatre

community, that community isn’t going to

group Lights On, Deaf Life Magazine, and

utilize our services. We have to look at

more. The deaf community is so sizable that

diversity from all angles. It’s just good

just about every aspect of life in Rochester is

business. I believe our leadership thinks it’s

deaf-accessible. “We asked ourselves, how

good business.”

do we serve that population? We hired deaf physicians. We also offer sign language courses in the health centers to help staff

Education Excellus BlueCross BlueShield and its parent company have both formal and informal diversity education programs.

Formal programs include educational Ginger Parysek Senior Vice President, Corporate Human Resources continued page 34 Excellus BlueCross BlueShield 16

Profiles in Diversity Journal March/April 2004

Special Feature: Health, Life, and the Challenge of Changing Demographics

New York Life Insurance Company

Serving a

Changing Population

New York Life reaches out to ethnic communities with activities that demonstrate an understanding of their values and needs.

By Patricia S. Favreau, First Vice President and Chief Marketing Officer

s the population of the United States

composition of America’s population is

Market unit sponsors various community

has grown increasingly more

changing, ethnic communities may have

events, produces promotional items, and

diverse, New York Life has taken

their own sets of needs and values.

distributes newsletters and print advertise-

measures to attract employees,

Dedicated to supporting agents and field

ments. It has also developed television

suppliers, agents and managers of all races,

managers, increasing sales, and boosting

commercials that were filmed in India.

religions, ages and ethnicities. By mirroring

recruiting, the Cultural Marketing unit

Additionally, it coordinates a Bharat Yatra,

our nation’s population, we can achieve our

supports five key markets: Chinese, Asian-

which enables Asian-Indian essay contest

business goals and reinforce our corporate

Indian, Hispanic, Korean and Vietnamese.

winners from the United States to travel to

values.

Supporting a diverse workforce

Each unit develops strategies for reaching

India. The trip was designed to teach

broadens our pool of talent and helps

out to ethnic communities with programs

college-age students about the economy,

generate new ideas and approaches to better

and activities that demonstrate our

education, culture, environment and other

serve policyholders, all while creating a

understanding of the values, customs and

important aspects of daily life in their

vibrant and exciting workplace for our

preferences of each group. Below are a few

homeland.

employees.

of the activities we conduct in specific

chairman and chief executive officer

markets to reach agents and consumers:

Sy Sternberg received a humanity award

• Chinese Market—New York Life’s Chinese

from the Bharatiya Vidya Bhavan, an

a

Market unit has developed a national edu-

Asian-Indian organization dedicated to

Diversity Task Force, which includes indi-

cational campaign for Chinese-American

promoting Indian culture, values and

viduals throughout the company who are

consumers featuring life insurance work-

philosophy, for the company’s sensitivity

responsible for promoting and maintaining

shops, new advertisements in Chinese-

and commitment to the values of our

company diversity. This task force meets

American publications, and promotional

diverse policy owners.

quarterly to address major diversity-

quizzes.

The company also offers a

• Hispanic Market—New York Life offers

related initiatives and brainstorm on new

Chinese language Web site to ensure that

several resources for the Hispanic commu-

ways to diversify our employee base and

Chinese-American

can

nity through its Hispanic Market unit,

agent force.

easily access information about products

including a Spanish language Web site fea-

and services. The Chinese Market unit

turing an education center, an online form

sponsors approximately 120 community

to submit questions, and recruiting mate-

Increasing diversity in our workforce is

events each year, including a conference

rials. The company also holds an annual

one significant part of the equation, but

that coincides with the Chinese New Year.

conference for our agents serving the

we recognize that while the cultural

• Asian-Indian Market—The Asian-Indian

Hispanic market. Additionally, we have

A

Diversity flows through every aspect of our business. A few years ago, the Human Resources

Department

assembled

Targeting Cultural Markets

policyholders

In 2002, New York Life’s

March/April 2004 Profiles in Diversity Journal

17

Special Feature: Health, Life, and the Challenge of Changing Demographics

“We recognize that our society and customers represent an

engaged in several strategic partnerships, including the National Hispanic Business Association, Latin Business Association, National Society of Hispanic MBAs and others. The U.S. Hispanic Chamber of Commerce named the head of New York Life’s Hispanic Market unit, Juan R. Job, Regional and National Hispanic Business Advocate of the Year in 2003. The company was also recently awarded LATINA Style’s 50 Best Companies for Latinas to

New York Life Insurance Company

evolving range of needs and perspectives.

Our values of financial strength, integrity and humanity play a significant role in all our business decisions .... ”

Work For in the U.S. and sent two high-

Patricia S. Favreau First Vice President and Chief Marketing Officer

ranking Latina employees to accept the award at the White House.

• Korean Market—The company’s Korean

the African-American community, and edu-

Market unit offers several resources for

cates the public on products and services

The Women’s Markets division of New

Korean-American agents and consumers,

that we offer. The company features infor-

York Life creates opportunities for women

including information on New York Life

mation on a section of our Web site geared

in the agency field force and enhances our

products, brochures and tailored letters to

towards

consumers

ability to support female customers.

consumers. To encourage recruitment of

(www.newyorklife.com/africanamerican)

Women’s Markets has been able to achieve

agents, it offers in-language print adver-

detailing a number of services we offer to

its goals by offering recruiting materials and

tisements, and like many of the other cul-

employees and throughout the community.

other brochures and participating in or

tural markets units, it has an in-language,

It describes recent sponsorships, education-

sponsoring events for women. The compa-

educational Web site for consumers.

al programming, our supplier diversity pro-

ny has initiated a nine-part educational

• Vietnamese Market—New York Life’s

gram, recruiting events, and various prod-

seminar series to women called “Taking

Vietnamese Market unit offers several in-

ucts and services. Since 2002, New York Life

Control,” which explores how to manage

language materials for consumers, includ-

has teamed up with Jesse Jackson’s

their finances.

ing

products,

Rainbow/PUSH organization to present

We recognize that our society and cus-

brochures, and advertising materials. It

educational seminars to church congrega-

tomers represent an evolving range of needs

also recently launched an in-language Web

tions at major churches in the United States

and perspectives. Our values of financial

site, complete with information about the

through the 1000 Churches Connected ini-

strength, integrity and humanity play a sig-

company’s history and values, products

tiative. The company recently announced a

nificant role in all our business decisions,

and services, and career opportunities.

partnership with Rainbow/PUSH to launch

including our programs to help us achieve

a special scholarship program benefiting

diversity in our workforce, agents and cus-

disadvantaged

students.

tomers. We are confident that our support

The African-American Market division of

Additionally, New York Life has been a long-

and encouragement of individual differ-

the company is dedicated to the recruitment

time sponsor of educational programming

ences will continue to enhance our business

of African-American agents as well as their

on PBS, including the recent Peabody

for years to come.

advancement into management positions.

Award-winning The Rise And Fall Of Jim

It also provides support to our agents,

Crow (2002-2003) and the upcoming

strives to build awareness of our brand in

Slavery and the Making of America.

concept

papers

on

Serving the African-American Market

18

Profiles in Diversity Journal March/April 2004

African-American

college

Reaching Women

PDJ

For more information about the multicultural marketing efforts at New York Life Insurance Company, contact Jane Conti at 212.576.7525.

Diversity.

It’s what drives us.

From the cadres of minority designers, engineers, and office staff to the men and women on the factory floor and our network of minority owned dealers, we're dedicated to creating the best cars and trucks possible. In fact, this dedication to work ethic, smarts, and quality is inherent in every vehicle we produce. It's what makes us the proud American brands of DaimlerChrysler Corporation.

Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.

Special Feature: Health, Life, and the Challenge of Changing Demographics

Lifetime Health

Creating a Community Solution

Dr. Edward Kim works to address the diverse needs of urban and southern Buffalo, NY with the Lifetime Health AfterHours program

P

art of its ongoing challenge to

improve the delivery of care in the

focus on total quality—in medical care and

was a different type of interview, but made

customer service.

quite obvious their commitment to provide

Buffalo, NY area, Lifetime Health

“In our very first discussion, Dr. Broffman

complete, comprehensive service to the

created the AfterHours Medical Care

and I focused almost exclusively on my

region. It’s not just a matter of taking

program as a means of improving medical

interest in the Disney model of customer

people’s co-pay, but looking at the entire

access for the urban and disadvantaged

service. We spent five minutes about my

process from start to finish—to make it a

areas of Western New York. The immediate

resume, and then 60 minutes talking about

more positive experience.” Hired in July

goal of the AfterHours program is to

the commitment to excellence,” he said. “It

of 2003, Dr. Kim set about building a new

simultaneously decrease inappropriate

division from the ground up.

emergency room utilization and increase

The AfterHours program was launched in

access to primary care in the urban/down-

September of 2003, as a high quality alter-

town and southern regions of Buffalo—

native to the emergency room (for minor

both

are

illness and injuries). Open at the three

ethnically diverse and are challenged by

largest (and most comprehensive) Lifetime

typical health services due to financial

Health Centers, the program provides walk-

constraints, lack of insurance, transporta-

in medical care during evenings and week-

tion, and many other obstacles.

ends with no appointments. To provide a

sizeable

populations

that

To lead the program, Lifetime Health

more attractive alternative to the emergency

Medical Director Dr. Gregg Broffman

room, many patients are seen within one

recruited Dr. Edward Kim from the

hour, and it is open to any and all patients

Veterans Hospital of Western New York.

seeking medical care, not restricted to

According to Dr. Kim, his initial interview

patients of the Lifetime Health Centers. In

was a true indicator of Lifetime Health’s 20

Profiles in Diversity Journal March/April 2004

Edward Kim,Kim MD Dr. Edward AfterHours Program Director Director AfterHours Program

fact, in an effort to work collaboratively with

“Our goal is to provide care that

other physician groups in Western New York, summary reports are faxed to these physicians (including results of labs, X-rays, diagnosis and treatment) by 10 am of the following business day.

Meeting a Community’s Needs Originally conceived as an emergency room diversion program for urgent care of Lifetime Health patients, the executive team at Lifetime Health saw the AfterHours program as an opportunity to meet several

has an impact on medical, social and economic problems faced by patients living in these underserved areas.

To do anything less is unthinkable.”

pressing community needs. With infant mortality rates in the urban Buffalo region-

Timothy J. Finan President, Lifetime Health

close to those of third world countries and

situated in the heart of the Buffalo Niagara

uninsured patients (especially younger

primary care physician ratios of approxi-

Medical Corridor and provides care for a

patients in their 20s). In both locations,

mately one to 30,000, Dr. Kim saw the

largely African-American and Hispanic

however, there were common problems.

AfterHours program as a means by which

population in an urban setting. In contrast,

Both regions had patients that were likely to

patients could be linked with physicians for

the Lifetime Health West Seneca Center,

have more comorbid diseases, only seeking

regular medical care.

from which the AfterHours program

care later in their disease states. And, for

“There is a real failing in the current med-

provides care in the southern Buffalo

several reasons, these patients had more

ical system when patients may surface once

region, has predominantly a post-industrial

difficulty in finding a regular primary

every several months for their emergency

Eastern European population. Many of the

care physician.

room visit,” comments Dr. Kim. “In doing

patients seen at the downtown Buffalo

so, these patients are often seen, treated and

program have major transportation needs,

sent back to their communities without ever

often severely limiting their access to care.

As one of many divisions at Lifetime

being linked to a regular physician.” In con-

In contrast, patients residing in the southern

Health, Dr. Kim saw that the AfterHours

trast, when patients are checked in through

region of Buffalo (i.e. the “southtowns”)

program could be an opportunity to meet

the AfterHours program, the first piece of

have more extensive transportation and

several needs at once. Patients with no

information gathered from them is who

family resources, but also struggle with

primary care physician are linked to a

their primary care physician is. As a routine

issues of being uninsured and/or financially

regular physician (at a location convenient

procedure, patients without an existing pri-

disadvantaged.

for the patient) through the daytime

Linking Services

mary care physician (especially children) do

Both regions presented Dr. Kim and

primary care divisions of Lifetime Health.

not leave without being linked to a Lifetime

the AfterHours program with markedly

For those patients needing close medical

Health physician and scheduled follow-

different challenges. Downtown Buffalo was

follow-up, they are given a daytime appoint-

up—an actual appointment.

medically underserved, and had a large

ment, frequently within 12 to 24 hours.

Two of the three AfterHours sites are in

proportion of Medicaid patients who

According to Dr. Kim, this particular

ethnically diverse areas that face distinctly

frequently could not find a primary care

feature of the program took coordination

different challenges. The Lifetime Health

physician willing to accept Medicaid. The

and cooperation from both primary care

Mosher Center, where the downtown

southern Buffalo region, in contrast, had a

and urgent-care providers. “We call it

Buffalo AfterHours program operates, is

primarily Caucasian population with many

continued page 22 March/April 2004 Profiles in Diversity Journal

21

community solution advance access, a system in which physicians

Continued from page 19

Lifetime Health

Serving the Uninsured Patient

from linking a patient to a regular primary

leave a good portion of their daily schedule

Meeting another pressing need within the

open until the day we’re providing care.

two regions served by the AfterHours pro-

Both Dr. Kim and the executive leadership

This makes it easier to schedule a timely

gram—the uninsured patient—remains a

at Lifetime Health see these two under-

follow-up to an AfterHours visit. Obviously,

significant commitment of both Lifetime

served regions as a challenge and a top

this type of cooperation takes an ongoing

Health and its AfterHours program.

priority for the coming year.

commitment from the medical director to

Through a partnership with Buffalo

through a partnership with the Near East

the concept. When it comes to coordinating

Community Health (BCH), one of the

Side Task Force (a major community

care, patients seen quickly in follow-up

Western NY Medicaid managed care

organization committed to improving

are far more likely to take better care

organizations, uninsured patients receive a

primary care access in downtown Buffalo),

of themselves.”

follow-up from BCH—and subsequent

Lifetime Health is exploring more large-

enrollment, if the patient is eligible—by

scale commitments to improve medical care

phone no more than 72 hours after utilizing

and access. As one of the largest non-profit

the AfterHours program.

health care organizations in the state of New

By providing care in conjunction with Lifetime

Health

primary

care,

the

AfterHours program also serves as an

care physician.

In fact,

This partnership has seen success on

York, and the largest physician group in

many levels: some patients are linked with

Western New York, Lifetime Health remains

For example, a pediatric Medicaid patient

both insurance and a regular Lifetime

committed to excellence in both medical

received care in the AfterHours program for

Health primary care physician from a single

care and customer service.

his asthma on a Sunday. As he was ill, he

visit to the AfterHours program; and among

was the first patient seen by his regular

the high-risk patient populations served,

Lifetime Health center pediatrician on

there has been documented improvement

Monday morning.

in both medical and financial outcomes

expansion of primary care services; patients can receive care on any day of the week.

22

Profiles in Diversity Journal March/April 2004

PDJ

For more information about the Lifetime Health AfterHours program, contact Dr. Kim, Director, at edward.kim@lifetimehealth.org.

Special Feature: Health, Life, and the Challenge of Changing Demographics

“D

Vanderbilt University School of Nursing

iversity is not a haphazard

This data raises red flags even before

Due to a temporary return of nurses older

event, but is the result of a series

diversity needs are considered. The diversi-

than 55 to the workforce for economic rea-

of unique circumstances.”

ty mis-match between the population at

sons and increased recruitment of foreign

(Tropical Rainforest www.mongobay.com)

large and the population providing care

nurses, the shortage number slowed but will

must be resolved in order to increase patient

still reach 12 percent by 2010. After that, the

In 1999, 28 percent of U.S. residents were

safety, improve quality of care and reduce

shortage accelerates to 20 percent by 2015

members of a racial or ethnic minority

variations in care. The percentage of minor-

and 29 percent by 2020.3

group and the U.S. Census projects that the

ity

(HRSA,

Even more troublesome, nursing faculty

1

nurses

in

the

U.S.

percentage will increase to 40% by 2003.

Survey of Registered Nurses, 2001) is about

statistics do not reflect diversity. The good

The U.S. Department of Labor, Bureau of

12 percent—still far below the minority

news is that, since the age of all nursing fac-

Labor Statistics estimates that one of every

representation in the population, which is

ulty is about 55, there will be significant

three new jobs will be in the healthcare

approximately 30 percent.

opportunities to replace them as they retire

industry and projects that Registered Nurses

2

U.S. residents speak at least 329 languages.

and a concentrated, coordinated effort by

will have the largest job growth (27 percent)

As we prepare for a global, multicultural

the public and private sectors to attract

among all professions in the next decade.

workforce, nurses will need to work

minorities into nurse faculty positions

Total RN employment is expected to grow

effectively, efficiently and co-operatively in

could yield meaningful results.

from 2.2 million in 2002 to 2.9 million

cross-culture environments even though,

such an effort, the number of minority

in 2012.

for example, very few schools of nursing

faculty in nursing will continue to be

even offer courses in a second language.

embarrassingly low.

The total positions available,

driven by both increasing need and

Absent

net replacement, will total more than

The shortage of minorities in nursing will

1.1 million. The average age of nursing

be exacerbated by the growing nursing

graduates today is 31 years old. The average

shortage nationally. In 2000, the estimated

age of the employed RN is 45. The average

shortage of full-time equivalent RNs was

As a nurse and as Dean of the School of

age of nurse faculty is 55!

110,000, or six percent of the workforce.

Nursing at Vanderbilt, I was well aware of

Building Strategies with the Institute of Medicine

DIVERSITY BY

THE VANDERBILT UNIVERSITY SCHOOL OF NURSING ON STRATEGIES FOR INCREASING THE DIVERSITY OF THE NATION’S HEALTH CARE WORKFORCE Colleen Conway-Welch, Ph.D. Dean, Vanderbilt School of Nursing 24

Profiles in Diversity Journal March/April 2004

Special Feature: Health, Life, and the Challenge of Changing Demographics

Vanderbilt University School of Nursing

these statistics as I accepted the invitation

principles to improve the accountability

Community benefit is a legal term that

from the Institute of Medicine to co-chair a

of non-profit, tax exempt institutions

applies to institutional charitable activities

Committee on Institutional and Policy

(e.g., medical schools and teaching

that benefit the community as a whole. The

Strategies for Increasing the Diversity of the

hospitals) to the diverse racial and ethnic

term grows out of an English common law

Health Care Workforce which resulted in

communities they serve, and;

concept that defined four types of charitable

the report “In the Nation’s Compelling

• Identify mechanisms to garner broad

Interest: Ensuring Diversity in the Health

support among health professions leaders,

purposes beneficial to the community.” This

Care Workforce” (available at www.iom.edu).

community

other

is why tax-exempt healthcare institutions

Today’s nurse workforce is dismally short of

key stakeholders for implementing

need to be able to adequately and

achieving even modest diversity goals.

these strategies.

consistently demonstrate their tangible and

While Vanderbilt University School of

One of the most important areas of the

quantifiable benefit to their community.

Nursing

is

diligent

about

members,

and

minority

IOM report’s recommendations is the issue

recruitment efforts, minorities represent

of “Re-conceptualizing Admissions Policies

only about 10 percent of our student body—although we are 14 percent male!

The experience on the Committee was invaluable as the group—chaired by Lonnie Bristow, MD, a former president of the American Medical Association—was led through a myriad of institutional and policy level strategies designed to address diversity in our schools of nursing, medicine, dentistry and psychology.

Specifically, the IOM committee was asked to: • Assess and describe potential benefits of greater racial and ethnic diversity among health professionals;

organizations—one

being

for “other

Of Benefit to the Community The School of Nursing at Vanderbilt

Our primary mission is to provide accessible, affordable, holistic healthcare to patients across the lifespan with a special focus on vulnerable populations, within a financially sustainable delivery model.

Further, the Vanderbilt Nurse Faculty Practice Network supports health professions education and clinical, as well as health services, research.

In the nursing practice domain, we believe in compassion, evidence-based clinical care, customer service, cultural diversity and optimizing patient self-determination.

Vanderbilt University School of Nursing Faculty Practice Vine Hill Community Clinic Mission and Value Statements

makes a significant contribution to Vanderbilt’s documentation of “benefit” to the community. One such example is our Vine Hill Community Clinic. With help from the Kellogg Foundation and DHHSPHS Division of Nursing grants, the School of Nursing established this full-service primary care community clinic in 1989 which, along with a robust nurse faculty practice, is under the direction of Senior Associate Dean for Practice Bonnie Pilon, DNS,

RN,

FAAN.

Our

Vine

Hill

Community Clinic has allowed us to address diversity and community benefit in

• Assess institutional and policy-level

and Procedures.” There is enormous

the following ways:

strategies that may increase diversity with-

variation from institution to institution and

1.Increasing the number of culturally

in the health professions, to include

even from school to school within a

diverse faculty members and staff who

modifying

Professional

university. It is very important that faculty

deliver direct primary care and women’s

Educational Institutions (HPEI) admis-

members new to admissions receive

health care services; we are targeting our

sions practices; reducing financial barriers

in-depth orientations so they can appreciate

recruitment and hiring practices exclu-

to health professions training among

and adopt practices that will result in the

sively to ethnically diverse and bi-lingual

minority and lower-income students;

admission of students who accurately reflect

providers/staff in our community clinics.

increasing the emphasis on diversity goals

the desired skills and attributes needed by

2.Marketing our clinics/services to the vari-

in HPEI program accreditation; improv-

future health professionals.

the

Health

ous groups in the greater Nashville area.

ing the HPEI campus “climate” for

One of the other IOM recommendations

3.Creating metrics on performance at our

diversity. This would require considering

addressed the issue of “community benefit”

clinic sites related to serving the culturally

the application of community benefit

4

as a tool for institutional reform.

diverse populations.

March/April 2004 Profiles in Diversity Journal

25

4.Creating a reasonable sliding scale for the uninsured population, including

“The diversity mis-match between the population at large and the

population providing care

undocumented persons.

5.Using a dial-up language line for onsite medical translation when patients present

must be resolved in order to increase patient safety, improve quality of care and reduce variations in care.”

for care. This is especially helpful among the distinct African and Middle Eastern cultures served through Refugee Services.

6.Offering a unique service to cultures with a strong preference for female providers only rendering care to female patients, through both our women’s health center and our primary care clinics.

7. Continuing our long-standing partnership with the local HUD agency

Colleen Conway-Welch, Ph.D. Dean, Vanderbilt School of Nursing

(Metropolitan Housing and Development

Approached by the President of Fisk

Administration) to establish primary care

University, my boss Harry Jacobson, MD,

major research university.

and mental health clinics within public

Vice-Chancellor

Affairs,

combination of study on two differently-

housing areas. We have brought three

encouraged us to help them establish a

oriented campuses will provide a student

new clinics on line in the past two years; a

baccalaureate nursing program.

with an enviable background in nursing

for

Health

and the health sciences environment of a This unique

fourth new site will open in July 2004 for

The partnership was conceptualized by

education, strongly complemented by

a total of five sites across the metro

Senior Associate Dean for Academics Linda

extensive study in the humanities and social

Davidson County area.

Norman. In the program, Fisk University

sciences. The student will be well educated

8. Emphasizing our belief that cultural

provides the five semester pre-nursing

to function as a bachelor’s degree nurse, and

diversity is to be embraced and nurtured

liberal arts program of study and the

also have the necessary foundation to pur-

among our patients, faculty/staff and

remaining three semesters of nursing

sue master’s and doctoral studies in nursing.

students. The first step in reducing health

courses will be provided by Vanderbilt

This partnership is a first. It will be, and is,

disparities is to provide patients with a

University School of Nursing as a part of

a model for nursing education in this

supportive, culturally sensitive care

the Fisk/Vanderbilt agreement.

country, as it addresses both the shortage of

setting. That is the environment we are

The pre-nursing program will provide the

nurses and the shortage of minority nurses.

striving to create. We know that, once

nursing-related prerequisite course require-

Vanderbilt University School of Nursing is

caring relationships are established, health

ments that are foundational to the nursing

proud to offer this model to the community

challenges can begin to be addressed.

courses to be taught at VUSN.

as we struggle with the daunting statistics of

Upon

successful completion of the combined

Towards a More Diverse Future A recent partnership between Vanderbilt University School of Nursing and Fisk

PDJ

programs of study, a student will be awarded a Bachelor of Science in Nursing degree from Fisk University.

University, an historically black liberal arts

A student who completes this program of

college, will allow a student to be awarded a

study will have had the experience of an

Bachelor of Science in Nursing degree from

academic career in both the liberal arts

Fisk University.

environment of a small university campus

26

this unique nursing shortage.

For more information on the Vanderbilt School of Nursing contact Heather Hall, Information Officer, at heather.hall@vanderbilt.edu 1 U.S. Census Bureau, Population Estimates Program, Population Division.

Resident Population Estimates of the United States by Sex, Race, and Hispanic Origin: April 1, 1990 to November 1, 1999. Washington, D.C.: U.S. Census Bureau, 1999.

2

Profiles in Diversity Journal March/April 2004

U.S. Bureau of Census. Available on-line: http://census.gov

3

In the Nation’s Compelling Interest: Ensuring Diversity in the Health Care Workforce, Institute of Medicine of the National Academies (2004) p 31.

4 In the Nation’s Compelling Interest: Ensuring Diversity in the Health Care Workforce, Institute of Medicine of the National Academies (2004) pp 153-158.

Special Feature: Health, Life, and the Challenge of Changing Demographics

Schneider-Ross

GLOBAL GLOBAL TEAMS TEAMS

MAKING THE PIECES FIT Product of a global merger, AstraZeneca works to strengthen teamwork across borders.

The challenges and lessons learned are the subject of this in-depth business case from Schneider-Ross.

by Robin Schneider, Managing Director, and Vivianne Näslund, International Consultant

In

a global business environment

difference) becomes the midwife of the truly

process, taking the compounds that the sci-

it is perilous in the extreme for

modern, global corporation. A number of

entists have come up with in discovery and

corporations to be too home-country dom-

leading multinationals have recognised this

deciding which (if any) should move on

inated. The old model of previous centuries

strategic imperative and have come together

down the development chain through into

(which essentially translated colonialism

to form the Global Diversity Network

trials and, eventually, to product launch.

into the commercial world)—where “moth-

(Altria, Barclays, BP, Convergys, Deutsche

Elements of diversity are built into the

er knows best” and setting up in a new

Bank, Dow, HP, Kodak, Nokia, Shell. See

global products teams. The first is function-

country meant installing reams of expats to

www.globaldiversitynetwork.com).

al diversity—team members are drawn

“run the show”—has run out of road. It is both too costly (expats, after all, are very expensive) and insufficiently sensitive to

across more than a dozen functions (both

Global Teams At AstraZeneca

scientific and other managerial disciplines

AstraZeneca is an ideal company to

such as legal, intellectual property, and

illustrate the challenges and opportunities

finance). Team members remain in their

There are now estimated to be over

presented by global teams. The company is

functions—their remuneration is primarily

60,000 transnational corporations in the

itself an interesting product of a global

a matter for their functional boss (a matter

world,

foreign

merger—with strong Swedish (Astra) and

of some contentious debate)—and give just

affiliates. It is no longer credible for an

British (Zeneca) roots, and a key market

a portion of their time to the Global

organisation to consider itself a global

in the U.S. Moreover, research and

Project team.

corporation and yet to be dominated by one

development is, above all, about creativity

Johnstone has an overall team of 17

nationality at the top. “Global” is now the

and innovation and therefore a function

people and four sub-project teams; about a

name of the game; while companies such as

where cultural diversity can make or

third are women. Whilst the majority are

BP may be listed in the FTSE 100, as illus-

break success.

British (Alderley Park is the global centre for

local cultures and needs.

with

over

800,000

trated by their recent re-branding, they have

We will be looking in-depth at one

the company’s oncology work) there are a

moved beyond being a “British” company

particular team.

Donna Johnstone is a

number of Swedes and Americans across

and seek to develop a truly global culture.

Global

Director

the teams.

Project

(GPD)

for

In this environment, diversity (which at

AstraZeneca R&D in Oncology. GPDs sit

its heart is about valuing and harnessing

right at the heart of the development

28

Profiles in Diversity Journal March/April 2004

Special Feature: Health, Life, and the Challenge of Changing Demographics

The Practical Implications Of Global Teamworking

Schneider-Ross

had risk assessments up to our eyeballs. He

people who will support each other if some-

made sure that we were absolutely clear

one is struggling and challenge in a non-

So, it’s goodbye to long term expats, and

when making go/no go decisions—I’m not

aggressive way—and have a can-do attitude”.

it’s hello to shorter term assignments, lots of

saying that we wouldn’t have gotten there on

travel and virtual working. Leadership is

our own, but it would have taken us longer.”

no longer about working with a bunch of

It was another decision to step outside

people who think and behave like you do

the usual selection pool that brought the

British and American executives probably

and are based in the adjoining office. The

most dramatic time savings (and time to

don’t realise how much less complexity they

complexities need working through.

market is perhaps the key determinant of

have to deal with because the “lingua franca”

success in the pharmaceutical industry).

today is their own language. In English the

Best practices that apply to any team also apply to global teams but cultural differences add another layer of complexity, so team members need to allow sufficient time up-front to discuss how they’re going to work together. For instance, it may sound simple, but it’s essential to create a supportive

environment

and

reach

“I’m not saying that we wouldn’t have gotten there on our own, but it would have

taken us longer”.

agreement on how members communicate with each other, conduct meetings and make decisions. Approaches to these basic

Language and behaviours at meetings

subject, verb and object are usually at the beginning of a sentence and the rest is secondary information. This allows English speakers to interrupt each other more freely without losing too much of the overall meaning. On the other hand, in German and some major Asian languages, the verb (and the tense) is at the end of the sentence.

Consequently, people from these cultures may find it very difficult to interrupt a

Donna Johnstone discussion, as they are not used to doing so AstraZeneca R&D in their own native language.

management procedures vary considerably from culture to culture.

on the leadership contributions of People who feel free to interrupt usually teammembers recruited from outside the pharmaceutical industry dominate team meetings and do not allow

Choosing Team Members Traditionally, due to limited resources

Johnstone describes Andrew Hughes, the

non-native English speakers to participate

GPDs have just taken whomever the

medic on her team, as “not a card carrying

fully in discussions. Consequently, minori-

functions nominate for their team, but

oncologist”. It was Hughes’ idea to whenev-

ty views may not be heard. It’s quite com-

Johnstone says, “I worked hard to get

er possible use volunteer trials (for instance

mon to observe non-native English speakers

diversity in this team”. She included two

on healthy AstraZeneca employees) to

saying absolutely nothing during a meeting.

Swedes who are over on secondment to

establish some basic data on drug blood

Conversely, where teams are aware of the

Alderley Park.

levels, before going to do patient trials. This

challenges of working in a second (or third)

Johnstone also points in particular to two

has dramatically reduced the timing of these

language (and the need for preparation,

unusual choices. She deliberately chose

first phase-one trials from a period of two

time to think and, indeed, stamina) they can

someone from outside the pharmaceutical

years to between six and twelve weeks.

turn this potential barrier to team working

industry as her overall project manager.

Johnstone realized it was vital to the suc-

Paul Edwards’ former career was with the

cess of her team that she bring together par-

Having Swedes in the project team has,

British Army, but what he lacked in detailed

ticipants who not only brought the required

in Johnstone’s view, the merit of “making

knowledge of the industry, he more than

technical skills but also a diverse range of

you more careful about both what you say

made up for with his project management

experiences, and therefore outlooks. It was

and how you say it”. Ensuring that there is

skills. As Johnstone observes, “He brought a

as important, of course, that those partici-

a common understanding about what is

real rigour to our decision points and we

pants also had “good interpersonal skills—

meant (for instance) by a term such as

30

Profiles in Diversity Journal March/April 2004

to their benefit.

“goals” is vital in any account—regardless of

will often be only one person from each

the particular language.

function, this can cause a problem. As

Early in her career, for example, she

Johnstone explains: “I had a chat with a

erroneously made the assumption that a

couple of my Swedish team members

team of British and American scientists had

because I wanted—and needed—them

the same understanding of the meaning of

to be more challenging of others. I had

the term “deadline”. “For the Brits, missing a

to reassure them that this would not be

deadline would be a major calamity—next

interpreted as being rude”.

to death. For the Americans, a deadline was

Different cultures also have different

something they would be ‘shooting for’—

needs for consensus. Clearly, it is there-

great if you hit it but not a disaster if

fore critical to identify on the agenda,

you don’t”.

ahead of the meeting, any items that are going to require a decision. Moreover, by

Different Behavioural Norms

circulating information or proposals in

Just as the same language can mean

advance, it makes it possible for team

different things to the same people, so can

members to consult with colleagues

the same behaviour.

where they feel this is appropriate.

Donna Johnstone Global Project Director (GPD) AstraZeneca R&D

because they can lead to significant stress,

Many British AZ team leaders in charge

Johnstone points out that yet again this is

of teams with a great number of Swedes

something that might be prompted by a

Donna Johnstone is convinced of the

constantly express irritation that the Swedes

cultural difference, but helps the whole

importance of meeting face-to-face. “Some

will not complain to them directly if they

team. “Forewarning when key decisions will

people don’t feel this is important, but I

are unhappy about decisions. Instead, the

need to be made helps the Swedes, who can

insist we get the team together physically

Swedes will talk to a Swedish colleague of

then come to the meeting having consulted

from time-to-time”. The team has also

similar status to the team leader who speaks

with colleagues and being prepared to make

decided that these meetings will only be on

English well, asking him or her to talk

a decision—but it is also helpful for British

Tuesdays, Wednesdays and Thursdays, so

to

team

that no-one has to travel over a weekend.

the

British

team

leaders

about

their grievances.

members,

who

may

be

less

experienced. It helps everyone”.

They also recognise that there is a long

There are many reasons for this approach: first of all, many Swedes are reluctant to criticise a colleague publicly.

Secondly, they find it difficult to express

disruption and ineffective meetings.

period from the end of June through to

Traveling, Virtual Working and Time Zones Global

teamworking

has

some

early September when “either the Swedes or the Brits are on holiday—the Americans despair of both of us”.

sensitive issues in English—they prefer to

inescapable practical questions to address.

Inevitably, however, virtual teamworking

do so in Swedish. This line of action is very

When should the team be brought

is a critical element in the mix of meetings.

common in other cultures, too. It’s

physically together? What are the implica-

Initially on merger, AstraZeneca teams

important team leaders understand their

tions of heavy travel schedules on work-life

used

colleagues are not “going behind their back”,

balance and (of course) budgets? How can

Interestingly, there has been a move back

but are simply looking for a way to express

teams work most effectively virtually? What

towards

their opinions in their mother tongue.

are the implications of having team mem-

experience”, Johnstone remarks, “behav-

bers in very different time zones?

iours are better and it’s less isolating if you

Swedes are also reluctant to criticise in an area that they are not themselves an expert.

These are all practical issues that are

In a multi-disciplinary team, where there

ignored by team leaders at their peril

video

conferencing

teleconferencing.

extensively.

“In

my

happen to be a sole member on one site; and you don’t get the side comments”.

March/April 2004 Profiles in Diversity Journal

31

least

Robin Schneider Managing Director

Vivianne Näslund International Consultant

About the authors: Robin Schneider is Managing Director of Schneider-Ross, a leading global equality and diversity consultancy. Vivianne Näslund is an international consultant, facilitator and coach who is also a Schneider-Ross associate. Robin has British and Swiss nationality, Vivianne is a Swedish national who has also lived and worked in France, Switzerland, Germany, and the UK. For more information, visit their website at www.schneider-ross.com.

before

A launch meeting is the best way to

they escalated

develop a supportive environment and help

into serious

ensure that everyone in the team can

trouble.

contribute to and feel ownership for its

The ability

vision and mission. At the initial meeting

to motivate,

for her “Gateway 2” project team, Johnstone

inspire

and

found a symbolic way of doing this. She

emotionally

decided to run a competition across the

connect with

team members in order to design a project

people

are

logo. The team voted for their favourite and

key skills for

it has now become their logo, a hallmark of

any

quality: “we stick it on everything”.

team

leader, but to

In addition, the launch meeting is also

do that effec-

the time to work through how the team is

Johnstone is going to bring in Japanese

tively in a global environment is even more

going to work together. This is the point

team members. This will inevitably bring

demanding. Competencies such as open-

for the team to talk about linguistic

significant time zone issues, making it

ness, ability to deal with ambiguity,

inequality—different levels of fluency in the

impossible to get a virtual gathering of the

patience, resilience and humour are critical.

working language—and to discuss the

team members at the same time because,

In our experience, leaders really benefit

communications norms of that language.

“by the time they are up in the U.S., it’s late

from having an external cross-cultural men-

This is also when they can set standards, like

night in Japan”. She adds laconically that

tor or coach. As one AstraZeneca executive

items being pulled from the agenda unless

this positions Europe as the ideal bridge

put it, “I know I can ask a colleague for

the papers have been supplied at least the

builder “although it does mean long days”.

advice but I don’t necessarily want to discuss

night before (which addresses both

my leadership style and concerns with one”.

language issues and the inefficiency of

Choose team members wisely. Once an

trying to discuss a document that the team-

In our experience there are three simple

organisation has decided that it needs to

members in the room can see, but the rest,

measures which will help a global team get

pull together a global team, there is usually a

working virtually, cannot). Also, they can

off to a good start:

great deal of pressure to get going quickly.

agree that all outcomes of meetings and

Prepare the leader. When executives start

Moreover, where teams are selected from

decisions will be put in writing—sounds

an international assignment or take on a

across a number of functions with most

obvious and simplistic, but it’s surprising

role in a multi-cultural team, many believe

members giving only part of their time,

how often teams don’t do this.

they understand what will be involved. But,

there can be a tendency to rely solely on a

In many ways, global teams are no differ-

once they get into the process (past the

functional nomination process. It is vital,

ent from any other team; you would use the

“honeymoon” phase) they are always

however, that the team leader is absolutely

same types of leadership practices in both.

surprised at how painful, tiresome,

clear about the interpersonal qualities (and

However, as the added dimensions of cross-

complicated and time-consuming it can be

technical skills) required. This can take time;

cultural and virtual working contribute a

to work in a global environment. They wish

Johnstone estimates three months.

degree of risk, you cannot get away with

Simple Things Make It Easier

they had known more, had been better

Have a face-to-face launch meeting. A

prepared, so they could have anticipated

global team is like any other team: it needs a

The birth of truly global corporations is

stressful and messy situations and recog-

sense of identity and clarity over what it is

painful, but valuing diversity is the key to a

nised the problems before they arose, or at

there to achieve.

healthy delivery!

32

Profiles in Diversity Journal March/April 2004

sloppy team leadership.

PDJ

“YOU CAN TELL A LOT ABOUT A COMPANY

BY THE DIVERSITY OF ITS ASSETS”

“AT RUSSELL CORPORATION, OUR MOST IMPORTANT ASSETS ARE OUR PEOPLE”

making healthy changes Continued from page 16

sessions

like “Understanding

Excellus BlueCross BlueShield

Patient

religious group. “It’s a great learning

Diversity” for those who deliver care and

opportunity for people to become more

“Working with Diverse Work Teams” for

familiar with the people they serve and the

employees in administrative or manage-

populations within their community,” says

ment positions. All of the organization’s

Parysek. Lunch-and-learns are held at the

senior- and mid-level leadership attend

corporation’s regional sites.

diversity education programs as well.

“Though we have barely begun, our

“We really have the support of our senior

diversity efforts are apparent at all levels of

leadership,” says Parysek. “From the very

the company,” says Philippe. “People want

start of our program, our Corporate CEO,

to go where they can be comfortable,

David Klein, and our Excellus BlueCross

not where they are going to feel like an

BlueShield President, Kevin Hill, got right

experiment.

on board. There is a real openness and

BlueShield and all our affiliated companies,

willingness to learn more from all our

we are actively working to create an

executive staff.”

atmosphere conducive to attracting and

Informal lunch-and-learn programs help employees

better

understand

the

populations they serve by focusing on a particular issue or idea, or ethnic or

34

At

Excellus

BlueCross

retaining diverse talent. I believe our progress to date helps us do just that.”

PDJ

For information about the diversity program at Excellus BlueCross BlueShield, contact Marie Philippe at marie.philippe@excellus.com.

Profiles in Diversity Journal March/April 2004

“How far you go in life depends on your being tender with the young, compassionate with the aged, sympathetic to the striving and tolerant of the weak and strong.

Because someday in your life you will have been all of these.”

George Washington Carver

The Changing Landscape

Diversity Best Practices

SUPERSIZED performance As a C-level executive, the Chief Diversity Officer is in the best position to orchestrate change and influence leadership to build sustainable, high-performance teams.

Monica Hawkins, Vice President Diversity Best Practices

L

ike

all

social

organizations,

positions, the Chief Diversity Officer

alized task, one defined by targeted goal

corporate executive structures

(CDO) is fast making a place at the table as

setting within the HR practice. The

adapt to changing conditions. New

well. In this new role, the CDO has emerged

individual who most often managed

positions are created, processes and people

as a business strategist who orchestrates

diversity and inclusion was in mid-level

are reorganized, and responsibilities are

change and influences leadership to build

management or VP-level positions. In fact,

realigned with evolving strategic and

sustainable, high performing teams.

in Diversity Best Practices’ 2002 Functional

operational objectives. In the past 10 years alone, many notable changes have been made in the executive suite in response to changes in America’s changing corporate

Integration Primer, we noted over 100

Enter the Chief Diversity Officer and an Enhancement in Diversity’s Function

different titles for a “diversity officer.”

Unfortunately, without regular representation at the C-level, the work of diversity and

environment. For example, the Chief

This addition of the Chief Diversity

inclusion often only made periodic visits to

Information Officer (CIO) took a seat at the

Officer position to the upper rungs of the

the C-suite, usually through the Senior VP

management table when rapid advance-

corporate structure not only marks an

of HR for a quarterly visit with the CEO.

ments in technology ushered in the dot-

organization’s realization of the scope of the

The CDO, on the other hand, not only

com era. When global business became a

work, but the realization of the effects of

reports directly to the CEO, but also has a

reality for more corporations, and the need

diversity and inclusion on all areas of busi-

much broader, more impactful role: to craft

to vie for position in multicultural markets

ness. Not only are the goals of the diversity

leadership strategies for his or her peers.

became paramount, the Chief Marketing

officer different, but the impact, as well.

When implemented correctly the result of

Officer (CMO) was born. Of late, Sarbanes-

In many organizations, the work of

the work institutionalizes a culture steeped

Oxley legislation has made ethics and

diversity and inclusion merely supplanted

in a values-based management system led

communication positions essential within

the oft-misrepresented efforts of affirmative

by talented, high-performing individuals

the C-level of many organizations.

action and equal opportunity, compliance

who can work cross-culturally and across

In the midst of this re-definition, realign-

being the most commonly leveraged

business functions. It helps grow the type of

ment and introduction of new C-level

benefit. Diversity was considered a margin-

talent that is a corporation’s accelerant to

36

Profiles in Diversity Journal March/April 2004

new market acquisition, innovation and

Of Value to the C-suite

business impact.

Consider the skill set and breadth of

Simply, the role of the Chief Diversity

experience required for the position of

Officer is to orchestrate change: to

CDO. He or she must possess strong busi-

influence leadership to build sustainable,

ness acumen, be knowledgeable of every

high-performance teams and create an

functional area of the enterprise, assimilate

environment

to

readily the business needs of each officer

performance.

Toward

promote this

optimum end,

a

and assure that each recommendation is

collaborative partnership between each

aligned with the strategic goals of the busi-

C-level officer and the CDO is required to

ness. Much like the Secretary of State, the

accelerate that goal.

CDO is tenacious in orchestrating alliances

Each position within the C-level has a

and parameters for new accords within

business focus that can be enhanced with

organizations with mutually beneficial out-

the help of the CDO. Note in the illustration

comes. This of course takes persistence, in

below that these business goals take on new

many cases courage, to break up silos of

dynamics in a global context when geopolit-

exclusive activity and create cross-functional

ical and local or regional strategies abroad

and inclusive, productive teams. These

are required by the business.

managerial and diplomatic negotiating skills are often tested as the CDO helps the C-suite and often the CEO make decisions

The addition of the Chief Diversity Officer position to the upper rungs of the corporate structure not only marks an organization’s realization of the scope of the work, but the

realization of the effects of diversity and inclusion on all areas of business.

Not only are the goals of the diversity officer different, but the impact, as well.

Higher Performance: The CDO enhances the business focus of the C-suite.

The CDO not only reports directly to the CEO, but also

Office Chief Executive Officer/ Board of Directors

Chairing new Board governance efforts, increasing Shareholder value in the midst of regulatory reform and economic uncertainty

Supports the CEO in influencing organizational change

Chief Marketing Officer

New entry into U.S. and global multicultural markets

Instilling multicultural competencies within the organization to enable innovative strategies which accelerate new market entry

Chief Ethics Officer

Sarbanes-Oxley; SEC and other regulatory reform matters

CDO may have Ethics role in establishing the guidelines for the corporate code of conduct

Chief Legal Officer

EEO, Sarbanes-Oxley, SEC, and industryrelated regulatory issues

Aligning accountability with legal and governance policies

Chief Information Officer

Supply Chain Management; Knowledge Management enabling virtual communications & connectivity

Leveraging the organization’s infrastructure to connect people to information and to connect people to each other

Chief Financial Officer

Sarbanes-Oxley, SEC, and Investor Relations efforts

Creating a value proposition to optimize opportunities, minimize risk and maximize returns

Chief Communications Officer

Internal/external positioning of the company, its brand attributes and community involvement

Lending focus to internal and external positioning that can be easily related to by all stakeholders

has a much broader, more

CDO’s role

Business Focus

impactful role: to craft leadership strategies for his or her peers.

When implemented correctly, this helps grow the type of talent that is a corporation’s accelerant to new market acquisition, innovation and business impact.

Chief Human Resources Officer Alignment of strategy, structure and systems so it is in the employee’s self-interest to work inclusively and productively

Pipeline development, succession planning, bonus systems, professional development, training and programs, e.g., mentoring, affinity groups, recognition and events

March/April 2004 Profiles in Diversity Journal

37

The Changing Landscape

Diversity Best Practices

Case Study: MTV Networks Last year, MTV Networks Chairman & CEO Tom Freston and CDO Rosalyn Taylor O’Neale

Monica Hawkins Hawkins Monica Vice President President Vice

executives could undergo rigorous instruction.

The first class of Diversity Leaders have

embarked on the first phase of a unique

completed their studies and the impact of the

program designed to build a network of true

program is already evident, says Taylor

Diversity Leaders—from the top down. In the

O’Neale. “Their ability to ‘peel the onion back’

next seven years, says Taylor O’Neale, the

when examining an issue is quite apparent.

program will produce 50+ executives “who see

They are looking for reasoning behind events or

diversity in the larger context; who are

challenges that they might be missing within the

continually asking the questions ‘what do I not

situation, rather than having a knee-jerk reaction

know?’ or ‘whose voice is missing?’”

to that challenge. What is most extraordinary,

In May 2003, the first eight participants—

I believe, is how the people around these

based on a set of parameters that are

some of MTV Networks’ most senior

leaders are becoming leaders themselves,” she

new and different to them personally and

executives—began the intensive nine-month-

adds. “When you hear someone else speak

professionally.

long diversity training program. “These are

out—such as ‘I know Bob would normally say

senior ‘scarce’ resources—executive vice

this, but I wanted to mention it’—those moments

presidents and senior vice presidents—that sit

of learned leadership are being duplicated

at Tom’s strategy table or will soon be there,”

across the organization.

Walking the Talk For many companies, and some entire industries, there are still too many stalled

she says. “We literally compressed three years

talks about the business case for diversity or

of diversity study into this nine-month period.”

investment. I consider it to be the crown jewel

who to hire and where to find talent. But for

For the program to be successful, participation

of our efforts,” says Taylor O’Neale. “We’re

leading companies, the position of a CDO

could not be merely an added responsibility for

putting our leaders in a position where they will

within the C-level is a values-based business

the executives involved. Duties were reassigned

understand diversity from the inside out.

practice. It is designed to fuel innovation

and schedules realigned so that these core

“This is really a most phenomenal

and establish the qualities of leadership deemed mandatory for an organization to

organizational code of conduct. This

managerial ranks and throughout the

remain relevant in a global economy and

engagement is, in itself, one of the true

organization.

sustain high performance and business

strengths of implementing a CDO position;

growth.

when the behavior of the entire C-level is

While the creation of a CDO position

genuine and ethical, the organization will

does not guarantee the good behavior of

begin a trend of leadership that better

managers or leaders, nor protect them from

enables knowledge transfer and promotes a

litigation, the role of a senior-level diversity

sense of empowerment that builds equity

officer—with the support of his or her peers

and a culture of inclusion within the

and the CEO as champion—presents a united

front,

an

offensive

line

of

coordinated efforts. It also brings a degree of transparency as the organization’s Board of Directors is now engaged in monitoring the policies and procedures set in the 38

Diversity Best Practices is a member-based service for companies and government entities to exchange best practices around diversity issues and build diversity management and resources.

For information, contact Monica Hawkins, Vice President, Diversity Best Practices at 202-466-8209.

PDJ

Diversity Best Practices (DBP) and The Hudson Highland Group, a global executive search and staffing firm, will convene a Chief Diversity Officer Symposium on October 27, 2004 at the Marriott Wardman, Washington, D.C. Select DBP-member CDOs who have been assessed by Hudson Highland’s global competency model will share best practices and case studies, as well as discuss preparing for a C-level position.

Profiles in Diversity Journal March/April 2004

Raising the Bar

BMO Financial Group

profiles In the Leader’s Circle BMO Financial Group considers nurturing its relationship with the Aboriginal community a critical link “between people and business strategy”

In

Canada, the Aboriginal people are increasingly

had yet to understand the

recognizing their control over resources, land, cash

business case for strong,

and an under-tapped wealth of talent. Recently, BMO Financial

positive Aboriginal rela-

Group (formerly Bank of Montreal) was recognized for its ability

tions.

to understand the business case for a diverse workforce and an

Assembly

equitable, supportive workplace.

Chiefs filed a complaint

In February, the Canadian Council of Aboriginal Business

In

1990, of

The

Manitoba

with the federal Human

Relations (PAR) award for initiating Aboriginal community eco-

Tony Comper Rights Commission, citing Chairman and CEO Bank of Montreal and fifty other organizations for their poor track

nomic development. PAR provides a framework for business to

record in employing Aboriginal people.

examine their approach to the emerging Aboriginal marketplace

complaint, BMO established the seminal Task Force on the

and gives them tools to help improve their performance. The four

Advancement of Aboriginal Employment in 1991. Its watershed

quadrants of the program—community relations, business,

mandate was to focus on the advancement of Aboriginal

education and employment—provide a holistic framework for

employees within the organization. The report’s narrow scope

companies to understand and articulate their commitment to

expanded quickly. In consultation with Aboriginal peoples, it

Aboriginal communities.

became increasingly clear that some Aboriginal people lacked

(CCAB) honoured BMO with a gold level Progressive Aboriginal

As a result of the

familiarity with major financial institutions and had inadequate

History of BMO and the Community In the late 1980s, like many other Canadian corporations, BMO

access to financial services.

Responding to issues identified in the consultation process, the March/April 2004 Profiles in Diversity Journal

39

Task Force made key recommendations to not only dismantle barriers to employment for Aboriginal peoples but also reach out to Aboriginal communities and customers. Among the recommendations were that BMO should establish an Aboriginal Banking Unit headed by a vice-president, who should be a business leader from the Aboriginal community; BMO should

BMO has opened full service branches across Canada that serve Aboriginal communities and that are staffed primarily by members of the community In some branches banking services are provided in the traditional language

members—distinguished

business,

financial and community leaders— who were drawn from First Nation, Inuit

and

Métis

communities.

Members came together periodically to advise BMO on questions of approach and policy pertaining to the economic, political and socio-cultural environments of Aboriginal communities.

The Circle provided guidance on many

create a Circle of Aboriginal Business

topics,

Leaders to guide BMO’s business

initiatives to referring Aboriginal

and employment initiatives within

candidates. It also reinforced the

Aboriginal communities; and BMO

importance of the connection between

should explore opportunities to bring

business opportunities and the need to

the delivery of financial services closer

develop employment opportunities.

to Aboriginal communities.

ranging

from

business

Simultaneously, BMO created a Vice-

In 1992, BMO created a new execu-

President of Diversity and Workplace

tive office position of Vice-President,

Equity, whose role was to facilitate the

Aboriginal Banking with a mandate to

inclusion of Aboriginal people into

provide leadership in broadening and

the workforce.

deepening BMO’s business relation-

objectives—creating

ships beyond the 135 Aboriginal

workplace while serving the needs of a

groups with whom we already had a

customer base—have remained the

business relationship. Ron Jamieson,

mainstay of BMO’s platform to this

a Mohawk from Six Nations of the

day. Rose Patten, Senior Executive

Grand River, was appointed to that

Vice-President, Human Resources

position.

BMO also created the

describes this unique approach as

Aboriginal Banking Unit to contribute

“forging the link between people and

to the economic self-sufficiency of

business strategy.”

These two strategic an

inclusive

Aboriginal peoples across Canada by

BMO’s Success

developing and implementing strategies to provide Aboriginal people with

Recognizing the significant positive

improved access to financial services,

impact that the provision of banking

as well as to facilitate employment and

services can have on local economies,

training opportunities for Aboriginal

BMO has opened full service branches

people within BMO.

across Canada that serve Aboriginal

A Circle of Aboriginal Business

communities. BMO’s branches are

Leaders was established to act as

staffed primarily by members of the

advisors on Aboriginal banking issues.

community, and in some branches,

The Circle was comprised of nine

banking

40

Profiles in Diversity Journal March/April 2004

services

are

Raising the Bar

BMO Financial Group

provided in the traditional

A Circle of Aboriginal Business Leaders

language of the communi-

was established to act as advisors on

ty BMO serves.

BMO has designed innovative

community

banking facilities to bring financial

services

to

remote

communities

Aboriginal banking issues comprised of nine members—distinguished business financial and community leaders—who were drawn from First Nation Inuit and

across Canada’s north.

Métis communities

Potential locations need to meet the basic criteria

To finance significant and varied projects, BMO has revised

of having a population

lending policies that accommodate lending on-reserve, or in

of more than 1,000 Rose Patten (Aboriginal and nonSenior Executive Vice-President Human Resources Aboriginal), of having

remote communities. BMO also hosts forums, conferences and

good prospects for an economic future by way of infrastructure,

workshops designed to share knowledge and create understanding between BMO’s corporate clients and Aboriginal communities who are potential joint venture partners.

transfer of government programs and offices, or joint venture

To ensure that work-

opportunities such as resource development, and of having a

force equity remains a vital

strategic linkage to BMO presence.

part of BMO’s commit-

The lack of adequate, affordable housing on-reserve is a major

ment to diversity, our cor-

concern for all First Nation communities. While federal funding

porate strategies provide a

for on-reserve housing has increased substantially, First Nation

focus for ongoing leader-

leaders have indicated that there needs to be improved access to

ship, advocacy, accounta-

capital to finance the construction and renovation of homes on-

bility and support for the

reserve beyond that provided by government programs. With the

recruitment,

approval of a number of First Nations, BMO designed innovative

and

alternative mechanisms for delivery of housing loans on-reserve

Aboriginal people.

that do not involve government guarantees.

“BMO Financial Group has been working for more than a decade to make ourselves an employer of choice

retention

advancement

Describing

of

BMO’s

reaction to receiving the prestigious PAR Award, Chairman and CEO Tony Comper

says

“BMO

Financial Group has been

Ron Ron Jamieson Jamieson Senior Senior Vice-President Vice-President Aboriginal Aboriginal Banking Banking

working for more than a decade to make ourselves an employer

and business partner to

of choice and business partner to Aboriginal individuals and

Aboriginal individuals and communities

communities. I am very proud of what we have accomplished.

I am very proud of what we have accomplished ” Tony Comper Chairman and CEO

The PAR award provides a great opportunity for discussion and dialogue while raising awareness of the growing contribution Aboriginal business is making to the Canadian economy.”

For more information about the diversity and workplace equity programs at BMO, contact Audrey Wubbenhorst at audrey.wubbenhorst@bmo.com PDJ March/April 2004 Profiles in Diversity Journal

41

The Changing Landscape

Sondra Thiederman

The subtle discriminations concealed behind good intentions that can lead managers to do and say a variety of things that seriously compromise an organization’s diversity efforts.

A

By Sondra Thiederman, Ph.D.

lthough there still are cases of

Author of Making Diversity Work: Seven Steps for Defeating Bias in the Workplace is biased supervisors who give appraisals Hector felt very uncomfortable in the new

blatant bias in the workplace, most

without facing their biases.” As Ackerman

assignment and, when last heard from, was

practitioners believe that the real

understood, managers who are afflicted

thinking of taking his considerable talents

enemy of diversity is a more subtle, less-

with a Guerilla Bias are in danger of pulling

to a competitive bank.

conscious kind of discrimination.

their punches when providing feedback to

Hector was one of five Latino branch

I like to call them “Guerilla Biases.” Like

members of emerging groups. They are apt

managers who approached me with this

guerilla warriors who hide in stands of lush

to say to themselves that they “want to be

identical complaint. Each was promising

foliage, Guerilla Biases lie concealed

nice” or “don’t want to be discouraging” so

and bright and each was ready to quit

behind good intentions, kind words, and

they fail to provide the coaching needed to

because of the bias his manager had against

even thoughtful acts. They are based on the

help that person succeed.

him. That bias went like this: “All Latinos

perverse premise that all women, emerging

One reason a Guerilla Bias is so

are familiar with Latino culture, speak

groups, people with disabilities, and those

destructive is that it is difficult to spot.

Spanish, and would regard it as an honor to

who are outside the so-called “majority”

Here’s an example that went initially

work with ‘their own.’” Hector, if given the

population are to some degree fragile,

undiagnosed and, therefore, untreated. It

chance, would dispute this generality by

quick to explode, or in need of special

involves a Latino bank manager whom I’ll

saying something like, “There’s more to me

treatment. This way of thinking can lead

call Hector. Hector’s story initially sounds

than having Mexican grandparents, I bare-

managers to do and say a variety of things

like an acceptable example of cultural

ly understand much less speak Spanish,

that seriously compromise an organization’s

accommodation but, when looked at more

and, quite frankly, the culture just doesn’t

diversity efforts.

closely, turns out to be a classic case of a

interest me much.”

When I was conducting research for the

guerilla bias run rampant. Hector had

Of course, other Latinos might have felt

book Making Diversity Work: Seven Steps

worked for a bank since college and was

differently, but it was Hector who was

for Defeating Bias in the Workplace, Roger

very successful as the manager of a branch

transferred. The problem lay less in that

Ackerman, former Chairman and CEO of

in a middle-class, largely non-Hispanic

transfer and more in the fact that his

Corning, Inc., called attention to one par-

white community. All this changed when

manager’s bias kept her too busy focusing

ticularly destructive example of Guerilla

the company decided that, because of his

on blind cultural accommodation to see

Bias when he said, “The root of all evil is

Latino heritage, Hector would be perfect

Hector as a valued individual with unique

bad supervisors who give appraisals with-

to manage a new branch situated in a

interests and unique skills.

out being candid.” I would modify his

neighborhood largely populated with

quote just a bit to say, “The root of all evil

Mexican

42

Profiles in Diversity Journal March/April 2004

immigrants.

Unfortunately,

The Changing Landscape

DEFEATING BIAS

externally-ascribed characteristic that sets

In Making Diversity Work, I outline seven

it apart from others.” This characteristic

steps for defeating bias. It might be helpful

might be a disability, race, gender, age or

to discuss some of the principles that under-

any other of dozens of human dimen-

lie those steps.

sions. The virtue in this concept is that it

1. Any effort to defeat bias must be truly

allows each of us to belong to many

In order to assess if this

groups at once depending on the charac-

criterion is being met, ask yourself: Am I

teristic on which we focus. It also enables

holding members of every group—not

us to broaden our group to include many

just white males—to an equally high stan-

populations that we previously thought

dard when it comes to bias and respectful

of as different from ourselves.

inclusive.

Sondra Thiederman

behavior? If the answer is “no,” you are in danger of generating more bias in your

One of the many advantages of sharing a

workplace by creating the impression that

kinship group is that, once we identify with

members of emerging groups are receiv-

a particular population, members of that

ing preferential treatment.

group are transformed in our minds from

Sondra Thiederman, Ph.D. come to work so tired they can’t think. They

“them” to “us.” When this happens, we auto-

do make mistakes from time to time, but,

2. Any effort to defeat bias must include a

matically begin to evaluate members of that

under those conditions, who can blame

mandate to hold everyone to the same

group more fairly. This is because human

them (circumstance)?” She said nothing

high standard of performance. This

beings have a tendency to give their own

about a differing attitude toward learning or

brings us back to Guerilla Bias and the

“kind” a break. When members of the group

any other character trait.

example of managers who refuse to coach

with which we identify do something bad,

There are many ways in which kinship

members of emerging groups out of fear

we figure it is because of circumstances; if

groups can be redefined and broadened.

of hurting their feelings or appearing

they do something good, it is because of

Companies might, for example, set up

biased. A truly bias-free and diversity-

character. When, on the other hand, people

programs to develop common goals,

friendly workplace demands that every-

from another group do something bad, it is

encourage employee empathy regarding

one—regardless of

because of character; if they do something

shared emotions and experiences, and

good, it is because of circumstances.

identify shared values such as work ethic

background—be

given the respect they deserve. There is no

created

and family. No matter what approach

very best from every employee. Excessive

problems at a bank in New York where the

is taken, the end result is reduced

accommodation leads not only to dimin-

Vietnamese-born manager complained that

bias, improved teams, and increased

ished self-esteem, but to an atmosphere of

her Puerto Rican tellers didn’t grasp proce-

productivity.

resentment—a sure-fire way to reduce the

dures as fast as the Vietnamese. “I suppose

functionality of diverse teams.

it’s just that they have a different attitude

better way to do this than to expect the

This

dubious

reasoning

toward learning (character),” she said. When 3. Any effort to defeat bias must, of course,

asked if she ever had any Vietnamese who

honor differences, but—more important-

learned slowly, she said, “It’s different with

ly—needs to focus on and highlight what

the Vietnamese. It’s not that they don’t want

we share. In the book, I coin the phrase

to learn; it’s just that they live in such close

“kinship group.” A “kinship group” is

quarters with their families that they don’t

“any population that shares a self- or

always get enough sleep. Sometimes they

PDJ

Sondra Thiederman is a speaker and author on diversity, bias-reduction, and cross-cultural issues. The material in this piece is based on her book Making Diversity Work: Seven Steps for Defeating Bias in the Workplace (Chicago: Dearborn Press, 2003) which is available at her Web site or at www.Amazon.com. Contact the author at 619-583-4478 or by visiting www.Thiederman.com.

March/April 2004 Profiles in Diversity Journal

43

Diversity and the Board

The role of the Board of Directors for every organization is essentially the same:

to ensure the future as the corporation envisions it.

And the valuable insights that can create a clear, focused strategic direction can only come from the diversity represented by members of the board.

by Katherine Sandlin 44

Profiles in Diversity Journal March/April 2004

Special Feature

O

Diversity and the Board

ne could successfully

of Shell’s marketing department. “Shell was

have a person of Japanese descent, and of

argue that Americans

thinking of getting into the convenience

Chinese/Taiwanese descent, because those

have

store industry.

I remember visiting the

are big parts of our business. Having their

attention to corporate

senior leaders in Houston to discuss the

views on the semiconductor business is

boards in the past two

proposal—that was one of my areas of

extremely valuable and, often, completely

years than in the past 30 years combined.

interest. However, if you looked at the

different than the European viewpoint or

Indeed, not since the languishing economy

demographics of the people who buy from

that of the person from San Jose, CA.

of the late 1970s have we been so quick to

convenience

enact corporate governance reforms and

stores,

the

propose ways to improve our board’s opera-

people

sitting

tions. This recent “shake-up” has once again

around the table

reminded corporations of what we—as

deciding if we

stakeholders, shareholders, investors, even

should

employees—expect of the policies and gov-

that market had

erning bodies of our corporations. And as

only one of the

the seemingly invincible empires that were

ten characteris-

Enron, Global Crossing and Tyco have

tic found in a

crumbled into dust, perhaps our new view

typical conven-

of the board of directors will drive change in

ience store cus-

its makeup and in the scope of its work.

tomer. And that

paid

more

Consider the board of directors as a

enter

“No matter how broad a thinker we think we are or how inclusive we think we are, we all have blind spots.

We need someone to say ‘it looks much different from this vantage point.’”

was that they

Steve Miller Former Chairman and CEO Shell Oil and member of the board of Allied Materials, Inc.

strategic vehicle. No matter the organiza-

were

tion’s size or industry, or whether it’s a

Other than that,

global or domestic concern, the role of the

they had noth-

organization’s board of

directors is

ing in common

essentially the same: to ensure the future

with the average

as the corporation envisions it. And the

c-store customer. How would we be able to

“It is in getting all of those thoughts into

valuable insights that can create a clear,

make a clear and educated judgment about

the decision-making process that I think

focused strategic direction can only come

something we knew nothing of? Without

diversity really adds to the board. If you’re

from the diversity represented by members

seeking outside opinion, that kind of

competing globally, then you need to be

of the board.

decision-making would become a real roll

aware of those views. No matter how broad

of the dice.

a thinker we think we are or how inclusive

Why is diversity important?

males.

“That’s the advantage of diversity at the

we think we are, we all have blind spots. We

Former Shell Oil Chairman and CEO

board level—a diversity of opinion. It brings

need someone to say ‘it looks much different

Steve Miller is a member of the board of

a different vantage point from which to

from this vantage point.’

Allied Materials, Inc. He has, he said, viewed

make a decision.”

the need for diversity in the boardroom from many different levels.

“What I consider to be my ‘classic case’ on board diversity goes back almost 20 years,” says Miller, who was then a member

“At Shell marketing, we used to have a

Diversity and the different vantage

process in which the senior guy signed off

points it brings to the table becomes

on the ads. I learned early on that the ad

increasingly important as the corporation

that I thought was just absolutely terrific

crosses borders, he says.

probably didn’t do very well in the tests.

“On the board of Applied Materials, we

Research deals with the blind spots. It is a

March/April 2004 Profiles in Diversity Journal

45

Special Feature

Diversity and the Board

way to get a diversity of opinion about your

role, and one that is often overlooked.

idea, product, approach, ad, whatever it is.

“In any corporation, when you have

Having a diverse board is a bit like getting

women on the board of directors, you can

that research; it allows you to see things

literally ask any female employee—and I

from many vantage points. Our own view-

don’t just mean the executives—‘Are there

point can only encompass so much of the

any women on your company’s board?’ Not

360 degrees around us.”

only will they know, they will know their

These

“broader

viewpoints”

that

names.

This is instrumental in helping

diversity brings to the boardroom are not

women to feel that the organization is

restricted to a corporation’s external efforts.

committed to their success. It goes far

According to Sheila Wellington, former

beyond having a ‘role model’ for employees

President of Catalyst and Clinical Professor

to look up to; it is really a two-way street,

of Management at the Stern School of

and it’s recognized as a two-way street. It is

Business, NYU, one of the most important

a very important connection for both the

aspects of board diversity is the effect it has

board and the employee, and it’s something

on how the internal workings of the corpo-

that people who are determining the make-

ration are viewed, as well.

up of boards should consider.” workforce, college graduates, and talent

“In my years of working with organiza-

pool—hold just 779 (13.6 percent) of

that quite a few women board members

Measuring boardroom diversity today

reach out to the women in the organization.

To date, progress in cracking the “board-

percent in 2001. African Americans hold

They meet with them, talk with them, and

room ceiling” has been slow. Studies such as

just 3 percent, Hispanics 1.37 percent and

get perspectives from them. These board

The 2003 Catalyst Census of Women Board

Asians only 1 percent.

members become, in a sense, the face of

Directors of the Fortune 500, released

“At only 13.6 percent, women’s represen-

management or governance to women

in December, reported that women—

tation on Fortune 500 boards of directors

employees. This is an extremely important

who account for nearly half the nation’s

doesn’t reflect their influence and impact

tions through Catalyst, what I have noted is

Fortune 500 board seats, up from 12.4

on the U.S. economy as wage earners, consumers, investors, and business owners,”

“... Diversity is being recognized as one of the major strategic thrusts of corporations. It no longer is so far in the background that it doesn’t surface.”

says Ilene H. Lang, Catalyst President.

As a woman who has served on both public and private boards for seven years, Lang said there is a very strong business case for having a diverse board, especially in a period marked by corporate scandals as well as changes in board regulations and requirements in connection with the

Dr. John Brooks Slaughter President and CEO National Action Council for Minorities in Engineering and member of the boards of IBM, Northrop Grumman and Solutia, Inc. 46

Profiles in Diversity Journal March/April 2004

Sarbanes-Oxley Act of 2002.

“We are in a new era of corporate governance,” Lang said. “The profile of the ideal board director has changed, and nominating committees will have to search

Special Feature

“... Quite a few women board members reach out to the women in the organization.

They meet with them, talk with them, and get perspectives from them.

These board members become, in a sense, the face of management or governance to women employees.

This is an extremely important role, and one that is often overlooked. ” Sheila Wellington Former President, Catalyst Clinical Professor of Management Stern School of Business, NYU

study

on

Asian-American

Diversity and the Board

corporate

Gender Diversity, sponsored by BMO

representation really represented missed

Financial Group, Catalyst used two

opportunities for corporate America. “The

measures to examine financial performance:

diverse talents of Asian Americans could

Return on Equity (ROE) and Total Return

strategically assist any company that wishes

to Shareholders (TRS). After examining the

to market to a highly-educated and

353 companies regularly found on the

increasingly affluent demographic, and to

Fortune 500 list, Catalyst found the group of

an increasingly global clientele.”

companies with the highest representation

Interestingly enough, while the Fortune

of women on their senior management

500 list of companies shows dismal

teams had a 35 percent higher ROE and a 34

representation among Asian Americans on

percent higher TRS than companies with

boards, more than 30% of the companies on

the lowest representation.

the NASDAQ 100 listing have at least one Pacific or Asian American on their boards.

“The Catalyst study confirms my own long-held conviction that it makes the best

All of the top 100 companies in the

of business sense to have a diverse workforce

Fortune ranking have at least one woman

and an equitable, supportive workplace,”

director. These companies also average two

said Tony Comper, Chairman and CEO of

farther afield for qualified candidates.

women directors per company, as well as the

BMO Financial Group, sponsor of the study.

We see these changes as good omens for

highest percentage of women directors, at

higher numbers of women in future

16.0 percent.

Catalyst censuses.”

Catalyst in January, companies with a high-

Bringing corporate diversity issues to the board level

“From the governance of a corporation

er representation of women in senior man-

For corporate diversity practitioners,

comes the basic positioning of that

agement positions financially outperformed

getting buy-in from the board and

In a study completed by

company,” says Fletcher Grundmann, Director of Research for Washington, D.C.based Hispanic Association on Corporate Responsibility (HACR). Like Catalyst, HACR measures participation in the corporate boardroom and publishes its findings each year to draw attention to the lacking parity. “In terms of governance, companies are looking for people who bring

“... Treating diversity as a business imperative was exactly how MGM was going to approach their diversity initiative and, therefore, it merited the full attention of the board.”

something to the table that helps them compete and increases their shareholder value. Raising awareness of both the gap and the benefits of closing it will inevitably lead

Alexis Herman Former Secretary of Labor and member of the boards of Entergy, Cummins and MGM MIRAGE

to more Hispanics in the boardroom.”

Bob Lee, Chairman of the Committee of 100, concurs. A national leadership organi-

companies with proportionally fewer

representation for diversity initiatives at the

women at the top.

table has often been a hard-fought battle.

zation for American citizens of Chinese

In the study The Bottom Line:

However, it is a battle that is now being

descent, he believes the Committee of 100’s

Connecting Corporate Performance and

won more often and, in corporations

March/April 2004 Profiles in Diversity Journal

47

Special Feature

Diversity and the Board

with clear market vision, with the

diversity is being recognized as one of the

directors and its the ability to attract and

Chairman/CEO taking the position of

major strategic thrusts of the corporations.

retain a diverse labor pool? Decidedly so,

diversity’s strongest ally.

It no longer is so far in the background that

says Former Secretary of Labor Alexis

it doesn’t surface.

Herman, who sits on the boards of Entergy,

Henry L. Meyer III, President and CEO of Cleveland-based KeyCorp, agrees that the

“The boards of most progressive Fortune

only way to drive the concept of inclusion

500 companies are kept aware of how well

“All of the studies tell us that there is a

throughout the organization is if there is an

the company is progressing in terms of

strong correlation. There are three reasons

unwavering commitment from the top.

increasing the diversity of its workforce and

we hear most often for poor employee

“The shadow I cast as the leader is felt by

in terms of its social responsibility in this

morale, lack of productivity or the inability

everyone in the company. Adding directors

regard,” he says. “And I think the fact that

to retain employees, particularly among

to our board who are diverse, and managers

board members are asking these questions

African-American and Latino employee

to the executive board who are diverse,

and monitoring the performance of their

populations, all of which are reflected in the

shows that inclusion is something I believe

companies in this regard is a very, very

diversity of the board. The first is they don’t

Cummins and MGM MIRAGE.

have role models within their company at a

“As potentially hundreds of corporate boards bring on new members, companies have an unprecedented opportunity to increase the number of women and people of color on their boards, which is an excellent way to assure the diversity of experience and perspective needed for sound corporate governance.”

higher level. If they can’t see it, it’s hard to believe that they can really aspire to it; they believe there is no place for them in terms of a long-term future. Second, they cite poor relationships with supervisors, and the inability to communicate with them effectively. Finally, they don’t feel that the culture is a welcoming culture to begin with.”

It is because of this connection, says Herman, that successful boards are embroiled in the day-to-day diversity efforts

Barbara J. Krumsiek President & CEO, Calvert

of the organization. Diversity, she says, must have a real seat at the table at the corporate

in and practice. Consequently, it cascades

positive sign. It is not something that the

board level. One of the companies that

down to each and every Key employee.”

SEC or the New York Stock Exchange

“does it right,”she says, is MGM MIRAGE.

Dr. John Brooks Slaughter, President and

requires of us, but it is something the board

“I have to compliment Terry Lanni and

CEO of the National Action Council for

requires of the company to make certain

the leadership at MGM for deciding to treat

Minorities in Engineering, has been a leader

that it is being responsive to changing

diversity as they would any other serious

in the engineering and scientific communi-

demographics. And it’s just good business,

business strategy that you’re launching in a

ties for over 40 years and has served on the

because it improves access to all markets.

corporation. Any time you’re launching any

boards of directors for IBM, Northrop

When you consider the fact that African

business

Grumman and Solutia, Inc. for nearly half

Americans, Latinos and Asian Americans

bottom line, it comes to the board of

that time. The view of corporate diversity

command a significant share of the buying

directors. Lanni said that treating diversity

from the boardroom, he says, has changed

market, it is important for companies to be

as a business imperative was exactly how

dramatically over the years.

sensitive to their interests and needs.”

MGM was going to approach their diversity

strategy

that

impacts

the

“One of the most important things that I

Is there a connection between the

imperative and, therefore, it merited the full

see happening in more corporations is that

diversity of a corporation’s board of

attention of the board. They need to be

48

Profiles in Diversity Journal March/April 2004

involved, they need to champion it, they need to understand it, they need to raise the right questions—‘are we on strategy or off strategy?’—just like any other business decision.”

Building on new requirements How do investment corporations—and investors as a whole—view diversity at the board level? If Calvert, the nation’s largest family of socially responsible funds, is any indicator of the change in the weight that board diversity carries in our investment decisions, then we could be seeing more diversity on corporate boards, and sooner.

“The shadow I cast as the leader is felt by everyone in the company.

Adding directors to our board who are diverse, and managers to the executive board who are diverse, shows that inclusion is something I believe in and practice.

Consequently, it cascades down to each and every Key employee.”

Henry L. Meyer III President and CEO, KeyCorp and governance committees focused on

boards. As

In August 2002, the New York Stock

attaining diversity in corporate board-

corporate boards bring on new members,

Exchange filed proposed new listing

rooms. According to Calvert President &

companies

standards with the Securities and Exchange

CEO Barbara J. Krumsiek, this gives

opportunity to increase the number of

Commission which stated, in part, that

companies “the means to formalize their

women and people of color on their boards,

companies must have a nominating

commitments to an independent and

which is an excellent way to assure the

committee comprised solely of independent

inclusive board.”

diversity of experience and perspective

directors, and a written charter describing the committee’s purpose and principles.

“Against the backdrop of the Sarbanes-

potentially have

an

hundreds

of

unprecedented

needed for sound corporate governance.”

Oxley reforms and proposed New York

Following their issuance of model char-

In May of last year, Calvert issued model

Stock Exchange rules, we have an historic

ter language, Calvert contacted over 600

charter language for corporate nominating

opportunity to change the face of corporate

companies in the Calvert Social Index Fund, citing the opportunity the new NYSE listing requirements will present and encouraging the companies to proactively recruit quali-

“At only 13.6 percent, women’s representation on Fortune 500 boards of directors doesn’t reflect their influence and impact on the U.S. economy as wage earners, consumers, investors, and business owners.”

fied women and minority board candidates as they take the necessary steps to comply.

Calvert also filed shareholder resolutions with 33 companies, asking the companies to diversify their boards of directors.

“We are committed to advancing board diversity as a critical component of good corporate governance and overall corporate responsibility,” said Krumsiek. “In the aftermath of Enron and other corporate

Ilene H. Lang President, Catalyst

scandals, there can be no doubt that

continued page 62 March/April 2004 Profiles in Diversity Journal

49

As

Education

University of North Carolina at Chapel Hill

Director of Recruitment and

for Chapel Hill, as they are consistently

degree, but with life skills that will prepare

Special Programs for the

ranked among the top in minority recruit-

them to meet their next challenge. That

Office of Minority Affairs, Terri Houston

ment. According to a recent study presented

translates into many unique initiatives.”

helps open the door to higher education

by the Journal of Blacks in Higher Education,

With a student population as large as

at one of the nation’s premier public

Chapel Hill ranks first among public

Chapel Hill’s, it also translates into a lot of

institutions. Hundreds of minority students

campuses

a

student populations to serve. The Office of

a year pass through her doors, and her

ranking assessing the success of America’s

Minority Affairs works with all special pop-

efforts have helped to make University of

leading universities in integrating African-

ulations: ethnic minorities, Gay/Lesbian/

North Carolina at Chapel Hill one of the

Americans. The evaluation rates the nation’s

Bisexual students, students with disabilities,

country’s most active top-tier public

26 highest academically ranked universities

or working specifically with women on a

universities in the recruitment, retention

in 13 categories or factors of racial diversity.

number of initiatives. “We try to make sure

and graduation of minority students.

It is also first among top-ranked medical

that our focus is working with those groups

Houston is, by all accounts, passionate about her work.

“I feel very fortunate to be at a university where I am able to be creative and innovative in working with special populations,”

and

sixth

overall

schools at public campuses and second overall behind Harvard for the highest number of blacks (90) enrolled in fall 2002.

“I work specifically with

she says, “in order to involve and engage

African-American,

students, faculty and staff in our work. I

American

am fortunate, too, to have a number of

students,” says Houston. “My job

exceptionally talented people to work with.

is to recruit students to UNC-

We have highly credentialed, professional

Chapel Hill through on-campus

staff members and undergraduate staff

recruitment programs.

members who have a unique passion and

enrolled, we provide several

commitment to this university. That’s where

programs throughout their col-

my passion comes from.”

lege experience to ensure that

Creativity and innovation have paid off

in

and

NativeHispanic

Once

they graduate not only with a

Whatever It Takes Terri Houston breaks down barriers

for minorities at University of North Carolina at Chapel Hill March/April 2004 Profiles in Diversity Journal

51

Education

University of North Carolina at Chapel Hill

who are under-represented,” says Houston.

have a very wide focus at Chapel Hill.

students, and able to address the issues of

Houston does “whatever it takes” to break

“We do what we can to keep students

diversity that are increasingly likely to arise.

down barriers for qualified minority

engaged in the learning process,” says

“Everyone brings some form of diversity

students to attend Carolina.

She holds

Houston. Her involvement with students

to

seminars, arranges college visits, reassures

doesn’t stop once they’re inside the institu-

“Exploring and sharing one’s diversity and

anxious parents. She continually asks her

tion. Programs like the STudents REaching

why it is important to embrace all forms is

colleagues to “step out of the box” with her

Towards CHange (STRETCH) conference

something we address daily.”

to reach students in different ways, once to

help students harness their personal

an

organization,” says

Houston.

“Terri Houston is part counselor, part

the point of convincing her colleagues in the

teacher, part mentor and part cheerleader,”

Office of Minority Affairs to present a rap

says Dr. Cookie Newsom, Director of

act—at the delight of the students—to drive home her point.

“I can’t show you the data to prove whether or not we produced results,” laughs Houston. “However, we do have data that shows our programs are productive and have a positive effect on the students. We have data, too, that shows we’re making a difference in the recruitment, retention and graduation of minority students. And the most important data we have is from the students who return and tell their stories to others.

“Here, our philosophy breeds creativity in providing an environment that is safe and healthy and translates into a more diverse community.

As a minority affairs office, we have a responsibility to foster that type of philosophy throughout the community.”

Diversity Education and Research at UNCChapel Hill. “She works tirelessly to help students, current and potential, find and pursue their vision of a good education and a promising career. It would be hard to find a woman doing more to provide tomorrow’s leaders with the tools they will need to succeed now and in the future.”

Houston holds a Master’s degree in Counseling Education and a Bachelor’s in Public Relations. Over the past 17 years, she has worked in many levels of Higher

“I’ve worked in several colleges over the

power—allowing them to lead, organize

Education such as Residential Life, Student

past 16 years,” she continues. “I’ve worked

and better serve their community. “In the

Activities & Leadership, Multicultural

with different administrators who have

wake of the Michigan decision, I think the

Affairs, Enrollment Management, Greek

different philosophies. These philosophies

offices and staff that are devoted to working

Affairs, Substance Abuse Prevention,

filter down to others. Here, our philosophy

with under-represented groups must take

Women & LGBT Services, and Student and

breeds

an

some risks and make sure we’re advocat-

Staff Development. She serves on several

environment that is safe and healthy, and

ing—even more than we’ve done before—

boards and associations, and frequently

translates into a more diverse community.

these kinds of efforts to make sure our

consults at conferences, campuses and

As a minority affairs office, we have a

students are being served.”

community organizations throughout the

creativity

in

providing

responsibility to foster that type of

According to a study by the Center for

country. A popular speaker and trainer

Teaching and Learning at Chapel Hill, over

of college administrators and business

The Office of Minority Affairs works with

the past 20 years the student population has

professionals, Houston imparts her message

over 200 enrolled undergraduate students to

become increasingly diverse. In fact, since

—both on and off campus—with energy

offer recruitment programs and activities

1989, all typically under-represented groups

and humor. Says Newsom, “She is an

for prospective students. Through partner-

have shown an increase in enrollment and

extraordinarily dedicated person. Because of

ships with various student organizations,

in degrees awarded to them at UNC. And

her, many more students can reach their

including the Carolina Indian Circle, the

while over 75 percent of all students at

fullest potential.”

Black Student Movement, North Carolina

Carolina are typically in-state students, the

Renaissance, Carolina Hispanic Association

rest come from all 49 other states, and from

and Student Government, recruitment

overseas as well. This means that faculty and

programs and diversity awareness programs

staff must be prepared to reach a variety of

philosophy throughout the community.”

52

Profiles in Diversity Journal March/April 2004

PDJ

For more information about the recruiting program at the University of North Carolina at Chapel Hill, visit www.unc.edu.

Leadership Spoken Here

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Networking

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Take inventory of your relationships now and be sure you can

greatest

identify one mentor—someone who picks you and whose role is

secrets

to

to provide you “access.” I am often asked, “If a mentor is supposed

your future success is to

to pick me, then how do I get one?” Good question. Here is the

understand the power of

answer. Identify a person you admire. This should be someone

developing your net-

whose values appear to be in alignment with yours. This should

work. Make no mistake

be a person whose achievements have caught your attention.

about it, everyone who

From what you have observed thus far, their style and ethics are

makes

ones you would want to emulate.

O

network.

it

has

a

That said, it

Now, the real work begins. Put on your “investigator hat” and

begs the question, How

find out their philanthropic passion. That’s right. Most successful

does one develop a

people are philanthropically involved. They’ve attached

network? Well, you get

themselves to a charity or two. Search the internet, ask colleagues

it from networking, of

or phone their office. Then, find out when the next fundraiser is

course. I’m not trying

going to be and buy a ticket. Arrive early and get the best seat you

to be trite here. Because

can. When your prospective mentor speaks, be attentive. Use

the difference between

strong nonverbal skills (i.e., nodding your head, clapping, smiling)

“network” and “network-

to signify your interest and approval. At the end of the event, make

ing” is huge! Network is a noun, an end product. It is the result of

your way to the person. Introduce yourself, confirm the event’s

masterful networking. Networking, on the other hand, is a verb;

success, and tell him/her that you are interested in providing

it requires action.

It’s an engaging process of exchanging

voluntary support at the next event. Before offering your card,

information, ideas, resources, contacts and business. The result is

write on the back, “I’d like to serve on the planning committee for

not a list of contacts; it’s a bevy of connections from carefully

your next event.” Within 48 hours, follow up with a well-written

cultivated relationships. The most common networking mistake I

letter which reiterates your interest. No response? Contact the

see is people who follow a misguided philosophy that “she who

organization directly to get involved. You can’t lose. Best case

passes out the most cards wins.” Nothing could be further from

scenario is that you start the beginning of a wonderful business

the truth. Carefully cultivated relationships require an investment

connection and acquire invaluable experience. Worst case, you

of genuine interest, time and energy.

don’t make your intentioned connection. So what? Look at all the

Your network should be built on the foundation of some key

other connections you will make. Perhaps this experience will lead

constituents. The earlier you identify and build a solid relationship

you to yet another connection who will see in you brilliance,

with them, the more stable and sustaining your network will be.

talent, drive and compassion which deserve mentoring.

March/April 2004 Profiles in Diversity Journal

55

Networking

eWomenNetwork.com

The other constituents in your network should include two role

the place; they are seen in the scene. They are attentive and alert

models—people you have read about or personally know whom

wherever they go, whether it is a business function or the dry

you admire and further wish to emulate. Lastly, you should have

cleaners. They always wear a smile (the only universal language)

three connectors—people who easily and willingly connect people

and generate conversation. They ask great questions and listen

to other people. Each one of these constituents will play a unique

more than speak. They always try to leave a conversation with the

and important role in your continued growth and development.

gift of a lead, handwritten on the back of their business card. They

To establish a growing and evolving relationship with your

know that through helping others, they are helping themselves,

core constituents, you must first recognize, believe and behave

and by helping themselves, they can repeat the cycle. In the end,

according to the philosophy of “It takes teamwork to make the

success is not about ME; it’s about WE. It really does take

dream work.” It is through the spirit of abundance that you first

teamwork to make the dream work.

PDJ

demonstrate your own character and integrity by helping others whenever you can. After all, how can you expect others to do for you what you are not first willing to do for them? The point here is powerful networkers believe in “giving first.” They constantly and consistently look for ways to share contacts, resources, information and leads without the expectation of anything in return. They live the law of the universe; that is, you must give in order to receive. And, you inherently know that when you give

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Profiles in Diversity Journal March/April 2004

Networking

Close-Up Productions

t’s fitting, in a business that’s all about lights, cameras

non-profits and service agencies, production houses in

and movie-like action, that Darnise Davis, president of

Washington can fade away like an old politician. In recent years,

Close-Up Productions, Inc., focuses on the action.

one of D.C.’s most heralded production firms folded and another

Whether she’s scouting locations for a television commer-

filed for bankruptcy reorganization. And in this climate, where

cial, supervising a camera crew on a video shoot or

bigger firms have collapsed, Davis has survived and flourished.

networking to build her business, Davis is seemingly in

She’s continued to steer her five-year-old company towards

perpetual motion. It’s her energy and drive towards a goal she

viability and profitability. It is networking mixed with

envisioned over her many years in broadcasting that has made

professionalism and tenacity that makes business flourish.

I

Close-Up Productions a success. It’s connecting with others that

Running a business requires an investment of time. Growing a

makes business grow. A strong African-American CEO, Davis lives

business demands a smart use of that precious commodity. Some

and breathes networking.

of the best time investments Davis makes are in networking. She

Davis heads a full-service, state-of-the-art video production company she founded in 1999 after nearly 20 years in television

lives the notion that time spent forging new relationships is good for business.

news and newsroom management. She’s based in Washington,

“Over the years, I’ve learned that just about any conversation or

D.C., a city over-run with production houses. While the Capitol

any meeting can yield a business contact. The more contacts I

city is fertile ground for production facilities like Close-Up, it can

make, the better my chances are for covering a convention or

also be unforgiving. Despite the production needs of the federal

building video packages for an awards gala. I take my networking

government and a cadre of technology firms, along with scores of

very seriously.”

Close-Up Productions CEO Darnise Davis considers networking key to business growth.

ACTION!

March/April 2004 Profiles in Diversity Journal

57

Networking

Close-Up Productions

Most evenings following very full days, Davis is out mingling,

She’s earned both the prestigious Alfred I. DuPont award and an

meeting new people, attending different professional gatherings—

Emmy award for her investigative reporting. She’s worked for news

networking. In these settings, Davis often meets the people who

networks with the initials everybody knows, including ABC and

can close deals or who know how to get to the people who can sign

CNN. She’s managed newsrooms and news staffs. She’s created

off on a project. She can chat with the CEO or the administrative

shows for audiences that were craving something informative, something new.

Davis’ preparation for her success with Close-Up began even

“Every job I do doesn’t bring cash in the door, and I don’t want it to.

Pro bono work is a way of giving back — supporting the community.”

before she attended Syracuse University. Davis’ path to success began as a young girl in Detroit, Michigan. She is the youngest of eight children, which, she says, meant she had to be scrappy and she had to make her mark. It’s that same grit that makes the petite Davis stand tall in business.

Davis likes to use the speaker phone. It frees up her hands for taking notes, handing off files and scripts to her staff and, of course, gesturing. She gestures when she’s explaining her vision for a video. She gestures to drive home her point. She gestures to show her pleasure with the look of an edit. This day, on the other end of the phone line, is a client. The client can’t see Davis’ gestures, but she’s making them. This client, an inner-city church, needs some

assistant or she can catch up with colleagues and clients and pass

video production and Davis is going to see that the church gets

out business cards. “There have been times when I got new

them. She’ll do the project at no cost. Davis says that even when

business just because I was recommended by someone who I met

she doesn’t charge she can still turn a profit.

casually and had a simple conversation with. Even when I’m out

For her, pro bono work is another way to network. “Every job I

with the intent of networking, I don’t press my business

do doesn’t bring cash in the door, and I don’t want it to. Pro bono

credentials on the people I meet because that can turn them off.”

work is a way of giving back—supporting the community. And I

Davis is a rarity in her field. Video and television production

was raised by parents who always volunteered at the church or

companies are seldom headed by women—this despite the huge

helped another family during hard times, so I learned from them

number of women who work as producers, editors and directors.

and I’ve experienced it in my life. Giving is getting and there’s

When these women leave their jobs still hoping to stay in the

nothing better or more important for me than sharing what I have

business, they usually sign on to work for someone else who has a

with those who can benefit from it.”

production company—and that’s usually a man.

Most of Davis’ networking is with women and when she looks for new business opportunities, she often looks to also help other women who share her dream. “I am really sensitive to the difficulties women face in business. I’m dedicated to sharing and working with other women and people of color. This is networking, too.

It’s a means to build up other women and minorities in business.

We can create a network of support for one another.”

Before she even established Close-Up Productions, Davis had already known career success. Her walls are lined with plaques and awards attesting to her skill as a correspondent and producer.

58

Profiles in Diversity Journal March/April 2004

Close-Up Productions is a full-service video production facility in Washington, D.C. For more information, contact Darnise Davis at closeuppro@aol.com or visit closeupprod.com.

PDJ

The Changing Landscape

Spencer Stuart

Reflecting your markets A

SOURCE OF COMPETITIVE ADVANTAGE

By Victor Arias, Spencer Stuart

A

dramatic shift is occurring in the hiring practices of

Companies cannot afford to miss out. In

corporate

fact, businesses are responding. The most

America. Despite a wealth of available

recent census results heightened the

talent, companies are taking more time and

urgency among corporate America to

a more disciplined approach than ever to

address this large and growing market.

filling positions. While caution about the

The few companies that had anticipated

economy continues, there is another

these changes now have a competitive

motivation for this new deliberateness; top

advantage, but this advantage will become

corporate managers have concluded that,

harder to defend as others begin to jump

for their companies to remain competitive,

on the bandwagon.

their leadership teams must not only possess top-notch skills, credentials and

NEW OPPORTUNITIES

expertise, but they also must reflect the

Many companies want to tap into this

markets that their companies hope to

growing market, but some hope to do so

tap into.

without making substantial internal

TOWARD SUCCESSFUL RECRUITMENT AND RETENTION

changes. This is a mistake. Companies

It is not enough to hire Latino employees

THE CHANGING CUSTOMER BASE

must be prepared to alter the way they view

or managers—only to present them with

Simply put, companies are noting that

themselves and their business. They must

limited opportunities for professional

their traditional customer base is changing

assemble leadership teams that reflect the

development. In order to reap the benefits

as the buying power of minorities exerts

markets they serve—or hope to serve. As

of a diverse workforce, companies must

much more pull in the marketplace. The

such, the time is now for Latino executives

focus on finding talented Latino executives

Latino market, in particular, has become a

who can position themselves effectively in

to take on roles and responsibilities that

very significant market segment. Total con-

the marketplace.

touch the revenue stream and provide

sumer spending by Latinos reached $531

As companies scramble to achieve

opportunities for growth and development.

billion in 2002 and is anticipated to grow

this new representation, unprecedented

It’s not enough anymore for companies to

by 9.1 percent per year over the next 18

opportunities exist for Latino executives.

hire Latinos for staff jobs. They need them in

years. At the same time, the national

Recent trends in employment confirm this

line jobs—where they ultimately can run

growth rate is expected to increase by only

optimism. Latino employment has grown

those businesses.

six percent each year.

during the current economic downturn

Achieving this level of diversity may well

The expanding Latino population is an

and now stands three percent higher than

require companies to reexamine the

extremely noteworthy shift for companies.

at the beginning of the recession in March

recruiting,

In these harrowing times for businesses,

2001. By comparison, the United States has

processes they employ to understand who

there are precious few opportunities for

not regained the jobs lost overall since the

and how they are attracting current

companies to increase revenue and market

recession started.

candidates. They may need to consider

share. The Latino community is one of these few, valuable opportunities.

interviewing

and

hiring

broadening the scope of recruitment

continued page 62 March/April 2004 Profiles in Diversity Journal

59

Education

University of Luton (UK)

THE

LANGUAGE OF BUSINESS

University of Luton awarded for international business language and culture program

B

usiness growth in the UK is heavily dependent upon one’s ability to communicate with customers and vendors of other cultures, languages and nationalities. That’s why five years ago University of Luton, one of the UK’s largest and fastestgrowing universities, instituted a center dedicated to strengthening business communication skills.

Today, Language and Culture for Business (LCB) runs commercially focused courses in language and cultures for small and medium sized businesses. It offers a selection of courses designed to deliver French, German, Spanish and Italian business language training—via classroom based teaching, video conferencing and on-line distance learning. Course fees and

materials are funded by European Social Funding, making the courses an affordable imperative for small business growth.

Considered part of the University of Luton’s Business Development Directorate, University of Luton’s Language and Culture for Business centre was one of nine UK organisations—including businesses, schools and colleges—to recently receive awards in the National Languages for Export Awards 2003, a Government initiative. The center won the national Language Trainer award for its “extensive exemplary training programmes and innovative use of technology”.

The 2003 National Languages for Export Awards are an initiative of UK Trade and Investment, the Government organisation

that supports companies in the UK trading overseas, and were presented by guest speaker David Mellor and David Warren, Group Director of International Trade Development.

The award judges were particularly impressed by the range of different language and culture training programmes offered to business, such as “Languages for e-business” and the recent programme “Languages for Competitiveness”, each focusing closely on business needs.

LCB developed 13,960 pages of original training material over a five-year period. The success of the programmes is evident in the strength of customer support, said the judges.

“It’s very pleasing to have recognition of

Getting international business on T R A C K When management consultant Donald Selby saw business opportunities in the

60

Spanish-speaking world, he realised he lacked skills in an important area that would be crucial to success—language.

Selby is director of Milton Keynes-based independent financial and management firm Selby Consulting, and has a wealth of experience in the railway industry.

He hopes that the skills he acquired on language and culture for business programmes at the University of Luton will help open a gateway to business in Latin America and Spain.

Profiles in Diversity Journal March/April 2004

Up to 80 per cent of Selby’s trade is conducted with overseas clients, including companies in Africa, eastern Europe and Japan. Although he gains little business from Spanish-speaking countries at present, he believes the planned privatisation of the Spanish railways could present opportunities to expand his business there.

Selby spoke no Spanish before enrolling on his language and culture training course.

Now he can make telephone calls, send faxes and search Spanish-language websites for

our track record in international skills training for more than 2,500 companies”, says Associate Director of the University’s Business Development Directorate Eamonn Keenan. “We were the only university among nine organisations to have won a national award—we were up there with the big names like pharmaceutical company AstraZeneca”.

The awards are designed to promote awareness of the importance of developing overseas communication skills to overcome language and cultural barriers. They are

Eamonn Keenan Associate Director, Business Development Directorate given to companies who have shown success in improving export sales as a result of implementing strategic language programmes, as well as to educational establishments who can demonstrate effective potential new clients. He can translate train specifications and save money by drafting legal paperwork in Spanish. His new-found skills have also won him extra business.

“Having a typical 24-page legal document translated normally costs me £600”, Selby says. “Now I am able to do some of the translations myself.

“I’m not a linguist, but when you have to travel abroad you to have to get by somehow. Now I can cope quite well. I am more sensitive to how people do business in other countries. I understand better how things

Firm says “OUI” to success in France Language skills have helped London Electronics Limited grow from a start-up firm to a company with export markets stretching from Canada to the Middle East and Australia.

The company, located near Bedford, UK, designs, manufactures and sells digital panel meters—measuring instruments used in a wide range of industrial processes.

After success in the UK, managing director Jim Lees expanded the business overseas, with Scandinavia and the United States as his first major targets. Then he decided to move into France.

Language-learning was one of Lees’ priorities. He enrolled himself and two colleagues on language and culture for business programmes at the University of Luton. Lees, sales director Graham Laming and secretary Denise Ricketts all used the course to improve their grasp of French and their understanding of the way business is conducted across the Channel.

France is now one of the company’s major export markets, growing from less than one initiatives to help students communicate and develop relationships with non-English speaking communities around the world.

According to Group Director of work abroad and feel less frustrated.

“The course has been very enjoyable and it’s relevant to business too”.

Selby’s Spanish skills are proving useful in work that involves sourcing trains for a project involving Machu Picchu, the Inca site in Peru.

“I simply couldn’t have done these negotiations without my Spanish language skills”, he explains.

per cent of total sales to 17.7 per cent in 30 months.

Lees says: “The language-learning programme was very successful. It’s an excellent opportunity for anybody to develop skills they didn’t have previously.

“Without the help of the Luton programme our development in France would have been very slow and we would not be where we are now. Ninety per cent of our sales to France come about because the French recognise that we understand their market, try very hard to speak their language and understand their culture”.

Laming, who spoke almost no French before the course, is now fluent. Ricketts is happy to answer the telephone in French.

Lees’ French has also improved.

Now London Electronics are making plans to enter the German and Spanish and Latin American markets—and are considering signing up for more language training with the University of Luton.

International Trade Development David Warren, “Understanding the language, general knowledge and diplomacy of foreign markets is vital for UK companies seeking to develop their prospects overseas. It is organisations and educational establishments such as the University of Luton that will inspire others to adopt language and cultural strategies as a fundamental part of their future export initiatives”.

PDJ For more information on language courses and international skills at the University, please contact the enquiry team on 0845 60 33 322 or email: mail@lcb.org.uk For information on research related to LCB programmes please contact Rita Mascia on rita.mascia@luton.ac.uk.

March/April 2004 Profiles in Diversity Journal

61

diversity and the board

Continued from page 49

America’s corporations need to broaden

ty. “Particularly for those companies in

regulations that did not exist five years ago,

their perspective and bring more people to

the retail-to-the-public business,” says

but most good companies were already

the table. In the end, this will not only

Dr. Slaughter, “the big manufacturers, the

doing those things, although maybe not in

promote greater diversity, but I am

grocery chains, even those in the computer

as stylized a fashion as they must do them

convinced it will be good for business

industry. Companies like these need to

now, because they took the shareholders’

as well.”

recognize that persons from a variety of

and stakeholders’ interest seriously.”

“I think we’re coming to that time when

races buy their products, and that con-

The bottom line, says Dr. Slaughter, is

diversity of the board makes it more attrac-

sumers are intelligent. African-American

that considering diversity when determin-

tive to investors,” adds Steve Miller, “but I

consumers, for example, know which com-

ing the makeup of the board is essential to

don’t think we’re quite there. These atti-

panies are doing a good job, and most of

the board’s success as the strategic vehicle for

tudes seem to track the general awareness of

them, if faced with a choice, will choose a

the vision of the corporation.

diversity in the investor segment of our

company they know is socially responsible.

“We must remain focused on creating

economy, an awareness that is improving. I

An organization that is not attentive to

value for the investors, for the employees,

don’t think investors completely appreciate

inclusion at the board level does so at its

for the consumer, and for the communities

the importance of different views coming to

own peril.

the corporations operate in. Diversity in the

the table—they may intellectualize it, but I

“The boards that I sit on take their

don’t think they have internalized what the

responsibilities to shareholders very, very

implications are.”

seriously,”

Dr.

Slaughter

“Certainly, we find ourselves being required

aware of investors’ interest in board diversi-

to comply with a number of rules and

Continued from page 59

vision to do just that.”

continues.

Others think corporations are already

reflecting your market

boardroom ensures we have the clarity of PDJ

Spencer Stuart

efforts or consider working with an

merely as an attempt to appear politically

rewards successful initiatives to recruit,

executive search firm that has access to the

correct or as a means of competitive

retain and promote a diverse workforce. For

diverse talent pool they are seeking.

advantage? In order to attract and retain

example, a 25 percent bonus could be tied to

Beyond recruitment, companies need to

a diverse and effective workforce and

achieving specific diversity metrics.

consider their rate of retention, which in

management team, it clearly must be the

Companies today increasingly recognize

many ways is more important than

latter. Diversity must be approached as a

the clear business case for building a

recruitment. Once on board, valuable

long-term and sustainable goal, rather than

diverse workforce and management team

executives will not be induced to stay long

a short-term, quick-fix initiative.

as Latinos and other minority populations

enough to benefit the enterprise if reality

Moreover, the CEO must convey his or

exert increasing economic pull. The most

fails to match their expectations of the

her commitment to diversity, requiring

successful of these companies will effectively

company or the position. Senior executives

ongoing communication affirming his or

recruit the most talented Latino executives

must accept responsibility for mentoring

her support, as well as the demonstrated

and provide the support and professional

and encouraging mid-level executives and

hiring and retention of a diverse workforce.

development opportunities to prepare those

grooming them for future leadership roles.

At many companies today, diversity has

individuals for the most senior positions in

the

strong backing from the top and bottom

the company.

company must be amenable to retaining

layers of the organization, but faces a

Latino and other minority executives over

challenging

the long haul. Does the company reflect its

management. One way to align this support

community/consumers? Is diversity viewed

is to provide incentive compensation that

Victor Arias is a consultant in Spencer Stuart’s Dallas office. He specializes in the consumer products, technology and real estate industries, with a special focus on diversity and Latin America. To reach the author, contact Erika Newsome at enewsome@porternoveli.com.

In

62

addition,

the

culture

of

Profiles in Diversity Journal March/April 2004

attitude

from

middle

PDJ

The Changing Landscape The Winters Group

Are you a

GUTSY Diversity Leader?

When When it it comes comes to to diversity, diversity, it it is is much much easier easier to to talk talk the the talk talk than than walk walk the the walk. walk.

By Leon T. Lanier, Sr. M.Ed

W

hat is a Gutsy Leader? In today’s challenging business environment where leaders have been

What are you willing to sacrifice to do the right thing, when it is not the popular thing?

called to task on ethics, values, and diversity issues,

These questions, as you may have guessed, can create a

leaders need to go deep within, introspectively, to ask

tremendous amount of uneasiness if one really is truthful with

themselves what kind of leaders they really are and can hope to be

him/herself. My definition of a Gutsy Leader is someone willing

if they honestly get in touch with themselves.

to do the right thing, to speak the truth and to stand behind what

To understand the concept of Gutsy Leadership and why

is said and done.

it’s important to diversity, executives, senior managers, and

When it comes to diversity, it is easy to say the right words but

individuals in positions of leadership must contemplate the

much harder to live the espoused values every day and insure that

following questions:

everybody else in the organization is also walking the talk. Leaders

Who are you as a leader … really? How are you perceived by those you lead? Are you a Gutsy diversity leader?

How much does the “power” afforded the position of leadership impact your judgment about what is ethical and what is not?

To what extent does your communication about the importance of diversity contain half-truths, sugar-coated messages and, at times, out-right miscommunications?

Do you really walk the talk?

64

Profiles in Diversity Journal March/April 2004

who are invested in diversity demonstrate an unequivocal commitment to values and ethics, the establishment of aggressive governance and representation goals, and communication of a clear diversity message in the organization from the top down and bottom up.

So what does it mean to be a Gutsy Diversity Leader?

Understand your leadership self: own your diversity blind spots

important area. It is perceived as a sign of weakness … not very

“Being a Gutsy Leader means you take the necessary risks and stand behind your beliefs at all costs. Does this mean you will always be right?

Absolutely not.

A gutsy leader knows he/she will make mistakes but will also acknowledge them and correct them.”

leader-like. Truth be told, many leaders are uncomfortable with

Leon T. Lanier, Sr.

Leaders are supposed to be smart, know everything and fix all of the problems, right? Many followers have unrealistic expectations of leaders and leaders accept the assignment of these super human qualities. After all, it feels good to have people look up to you ... to have the Power! It is hard for leaders to acknowledge that they are unknowledgeable and lack competency in any

their own diversity acumen. More than likely they have not had much cross-cultural experience growing up, and are mostly in mono-cultural environments inside and outside of work.

Intuitively they know that managing diversity well is good for business, but they may not have asked the tough questions of themselves: What are my biases and stereotypes? How do I really

training or merely committing company resources to community

feel about those who are different from me? How do I unwittingly

programs. I mean those actions that will provide you with

exclude those who are different and/or collude with others who

experiential learning, and at the same time clearly demonstrate

do? Am I really honest with myself? Do I know what my blind

your commitment. Some ideas for actions that can make a

spots are and, more importantly, am I willing to admit to them and

difference (as long as your heart is in it) include personally

do something about them?

engaging in a reciprocal mentoring relationship with a diverse

These may seem like obvious questions but I don’t doubt that

employee. Reciprocal means you plan to learn just as much from

few take the time in earnest reflection on these issues. A true Gutsy

the employee as you plan to impart. Another action would be to

Leader looks for his/her own “dark side,” starts with self and is not

participate in an emerging community “grass roots” board, not the

afraid to openly admit to weaknesses.

usual “safe, traditional boards” that leaders are expected to be on.

In a recent management seminar, one of the participants related

Come down from the “ivory tower” on a regular basis to engage in

a story about the former CEO of the company. He said that this

dialogue sessions with those at the lowest level of the organization.

organization was faced with a tremendous change challenge and

A CEO of one of our clients spent several hours engaged in

when the CEO communicated the issue to employees, he said

listening sessions with diverse employees. He wanted to hear the

something like: “This is going to be the biggest change we have ever

experiences of minority employees first hand and oh, did he get an

faced and, quite frankly, I am not sure that I am going to be able to

earful. It was so much more powerful than reading the results of

personally manage the change well.” Just such an admission went a

focus groups conducted by consultants or the internal diversity

long way in rallying the team to want to support the efforts. It

department. During the session he said, “I am pained and

showed that the CEO was human, vulnerable and scared like

embarrassed that this is your experience. I give you my word that

everyone else in the company.

we will change the environment here.” He made the commitment from the heart, on the spot, unfiltered, in front of a large and

Do things to learn about and show your commitment to diversity Talk is cheap as the old saying goes. What genuine, visible and personally challenging actions are you willing to take to increase your understanding of diversity? I am not talking about taking

diverse group of employees. It was one of the most powerful demonstrations of commitment that I have ever seen.

Being gutsy means doing the “unexpected” rather than the “expected.”

continued page 66 March/April 2004 Profiles in Diversity Journal

65

gutsy leader

Continued from page 65

The Winters Group

Demand real accountability

In the end, do the right thing in favor of doing things right

The “A” word is thrown around in every aspect of business.

Leaders need to be accountable! How many times have we heard

Gutsy Leaders know, in their gut, right from wrong. They are

that! But how many more times have we heard that there is little

never without their moral compass. They also respect the fact that

accountability in leadership, especially as it relates to diversity?

everyone is different and may not share their values. Nonetheless,

The difference between a leader and a Gutsy Leader as it relates

even when they are faced with unpopular situations, Gutsy

to accountability is whether the consequences for not meeting goals

Leaders are unwavering. One

are real and hurt where it counts. Few organizations have

absolute value in which a Gutsy

significant accountability measures for diversity. Some small aspect

Leader must not compromise is

of compensation or bonus may be tied to achieving diversity results,

character.

A

but not enough to change behavior in any significant way.

interprets

the

Gutsy Leaders demand challenging targets and do not

Gutsy

Leader

organization’s

vision, makes the company’s

take excuses for missed goals. They make the expectations and

vision

consequences clear up front, monitor progress and take the

unselfishly for the good of all

appropriate action. Taking appropriate action may not win the

in

leader any popularity contests in the short term, but it sends the

community, and faithfully makes

message to others that the leader means business.

inclusive

Ask yourself these questions: Are our diversity goals aggressive

the

come

to

life,

organization, decisions

acts builds

simply

We need more leaders who are ethical, values driven, and willing to challenge the system and accept the consequences for doing so.

because it’s the right thing to do.

enough? Have we consistently met our targets, or not?

For some leaders, “doing the right thing” is negotiable or

What happens to those “accountable” when goals are missed? Are

situational. But for Gutsy Leaders, there are no pretenses or com-

there certain managers who consistently miss their targets?

promises to high ethical standards, empathy, compassion, and integrity. Being a Gutsy Leader means you take the necessary risks

Communicate, communicate and then communicate some more

and stand behind your beliefs at all costs. Does this mean you will

Issues of diversity and inclusion are difficult to talk about

make mistakes but will also acknowledge them and correct them.

because they are often emotionally charged subjects.

always be right? Absolutely not. A Gutsy Leader knows he/she will The road to Gutsy Leadership is not an easy one, but the first

Courageous leaders are not afraid to engage in “Gutsy” talk.

step is honesty—honesty with oneself. We need more leaders who

In fact, it is one of their most valuable tools. Gutsy Leaders

are ethical, values driven, and willing to challenge the system and

communicate openly and discuss “undiscussables” like race and

accept the consequences for doing so. Where do you stand?

gender issues. A Gutsy Leader must positively address these issues in an open, non-judgmental environment where everyone in the organization can safely identify the issues that affect their ability to do their best work.

In a rare demonstration of leadership, a CEO of another client met with a work team that had been wrestling with issues of race on the shop floor. This team had been working diligently on their issues in a formal and structured way for about a year. The CEO had heard about their progress and asked to meet with them to hear their concerns and issues. He applauded them for their willingness to tackle the tough issues and shared a very personal story about his own journey with issues of race. He then fielded some very pointed and personal questions about his feelings about a myriad of diversity issues.

66

Profiles in Diversity Journal March/April 2004

PDJ

Leon T. Lanier, Sr., is Chief Operating Officer of The Winters Group, a 20-year-old organizational development and diversity consulting firm headquartered in Landover, Maryland with offices in Rochester, NY and Sao Paulo Brazil. He is the author of several books including Gutsy Leadership: A Common Sense Workbook for Leaders, Renaissance Publishing (2002).

Education

Deloitte & Touche LLP

eloitte & Touche LLP has made it

“Our firm has had a long-standing

a priority to find new talent early

commitment to educate young people. This

through a new initiative called

commitment has been shown through the

Business Smarts: 101. In association with

support of various activities, such as

Weekly Reader, Deloitte created a curricu-

INROADS, Junior Achievement and the

lum to teach students in grades 10-12 about

Jackie Robinson Foundation,” said Jim Wall,

the realities of the business world; the roles

national

accountants and other business profession-

Resources. “But it is not enough to support

als within professional services firms play

those who are at the college level; we believe

for new and established companies; and the

that it is also important to work with

value of teamwork.

students much earlier in the process.”

D

managing

director,

Human MJ Wheble National Director Campus Recruitment The winners of the December challenge

So far, the Business Smarts curriculum

were The Seaside Seagulls (from Seaside,

has been sent to more than 5,000 teachers of

GAINING HANDS-ON EXPERIENCE

Oregon), the Colony Cooperatives (from

students in selected markets throughout the

Another component of Business Smarts is

Coppell, Texas), and The Underdogs (from

United States. A bilingual online and class-

the Virtual Team Challenge for High School

Philadelphia, PA). In addition, every student

room curriculum, Business Smarts presents

(VTCHS), an exciting teambuilding activity

who took part in the contest received a

students

that allows students to role-play in a virtual

t-shirt, but only members of the 1st place

business world. Learn more about the

teams took home the grand prize, $150 for

VTCHS and how to register a team by log-

each member.

with

a

business

plan

to

implement and run a business.

“If teachers need support in delivering the curriculum, Deloitte professionals are

ging on to deloitte.com/careers/vtchs.

“It’s the real-world feel that teachers

available to assist them with it or answer any

“We have been using the VTC for two

love,” said Katy Dobbs, editorial director

questions they may have. We currently have

years with our Deloitte interns and thought

of Weekly Reader Custom Publishing.

about 650 active volunteers who are ready

that it would be a good tool to use in the

“Students learn that accountants are

and willing to work with the schools,” said

high schools,” said Wheble.

more than just number crunchers. They

MJ Wheble, national director, Campus Recruitment.

Nationally, more than 400 students from

are turned-on to fields within account-

20 schools played the game, which was held

ing, such as taxes, human capital and

December 1-12, 2003. The challenge for the

actuarial sciences.”

team of students was to achieve a strategic

According to Wheble, Deloitte is planning

business goal by overcoming hurdles faced

to run the program again in April and some

by everyday ventures utilizing actual busi-

30 schools have already registered.

ness tools and resources, including Deloitte.

PDJ

For more information about Business Smarts: 101 or any of the Deloitte & Touche education programs within the U.S., contact Natalie Webb, Sr. Manager, National Public Relations at nawebb@deloitte.com.

Deloitte Imparts

B USINESS S M A R T S In association with Weekly Reader, Deloitte & Touche LLP created a curriculum to teach students in grades 10-12 about the realities of the business world.

March/April 2004 Profiles in Diversity Journal

67

&

hear there Dr. Dorothy Height Visits Chrysler Group During Black History Month Celebration Dr. Dorothy Height, noted Civil Rights activist, author, and Chairwoman of the National Council of Negro Women, visited the DaimlerChrysler Headquarters in Auburn Hills, MI, as a guest of the DaimlerChrysler African-American Network (DCAAN) on Thursday, February 26. Dr. Height, 91, was the keynote speaker and discussed her life and memoir “Open Wide the Freedom Gates.” Monica Emerson, Executive Director—Chrysler Group Diversity Office (far left of photo), and Frank Fountain, Chrysler Group Senior Vice President—Government Affairs (middle), also were in attendance, Dieter Zetsche, President and CEO of Chrysler Group (right) greets Dr. Dorothy Height at the DaimlerChrysler Headquarters.

PDJ along with 200 other employees and guests.

ING U.S. Financial Services, Texas Tech University and Prairie View A&M University Announce Unique Financial Planning Alliance ING U.S. Financial Services, Texas Tech University and Prairie View A&M University today announced the launch of the ING Alliance for Diversity in Financial Planning. The alliance is designed to promote higher education opportunities for multiethnic and multi-cultural groups in the area of financial planning and also to increase representation of these groups in the financial planning profession.

The ING Alliance for Diversity in Financial Planning will leverage the resources and financial planning expertise of ING, Texas Tech University and Prairie View A&M University to provide new opportunities for advanced financial planning education, especially at Historically Black Colleges and Universities (HBCUs).

Currently, only one of the 89 four-year HBCUs has a Certified Financial Planner (CFP®) Board-registered certificate program available to its students.

According to the Certified Financial Planner Board of Standards (CFP Board) less than two percent of CFPs are of ethnic diversity.

“In order to better serve increasingly diverse households, it is imperative that we strive to educate a group of knowledgeable, skilled financial professionals who reflect the changing demographics in the U.S. population,” said Ricardo Valencia, senior vice president, Domestic Emerging Markets, ING U.S. Financial Services.

Currently, Texas Tech University is the only institution in the United States that offers CFP Board-registered Ph.D. programs in addition to master’s and bachelor’s degrees in personal financial planning.

68

Profiles in Diversity Journal March/April 2004

“The personal financial planning program at Texas Tech University is recognized as one of the most prestigious in the country,” said Jon Whitmore, Ph.D., Jon Whitmore, president of Texas Tech University, president, Texas Ricardo Valencia, senior vice president, Domestic Emerging Markets, ING U.S. Financial Services, and Tech University. George Wright, president, Prairie View A&M University.

“We feel it is extremely important to share our more than 20 years of expertise to help this alliance increase diversity within the financial planning sector.”

Prairie View A&M University is intended to serve as the model for integrating financial planning curricula into additional HBCUs. Prairie View also will serve as the base campus for conducting research in the financial planning arena.

“We hope our success with this initiative will inspire other HBCUs to implement financial planning programs on their campuses and help create a level playing field for minorities in the financial planning arena,” said George Wright, Ph.D., president, Prairie View A&M University.

PDJ

&

hear there Marriott Makes “Best for Latinas” List for Third Consecutive Year

Violetta Vera Seidell, VP, Planning & Analysis, Lodging Program, Marriott International, Inc., accepts the award recognizing Marriott as one of the 50 Best Companies to Work For in the U.S. from LATINA Style magazine.

For the third year in a row, LATINA Style magazine named Marriott International, Inc. to its list of the 50 Best Companies for Latinas to Work For in the U.S.—an award that brings focus to Latinas’ goals in the workplace. The event, held on February 5, 2004 at the JW Marriott hotel in Washington, D.C., profiled successful diversity programs within the featured companies. Marriott International is a leading worldwide hospitality company with over 2,600 lodging properties in the United States and 68 other countries and territories, and was the first worldwide hospitality company to establish a formal supplier diversity program. Today, the company spends more than $150 million with minority- and women-owned businesses.

PDJ

Groundbreaking Report on Corporate Ethics to be Released on April 22 ETHICS—A HOLISTIC APPROACH; A Business Primer: From Compliance to Leadership A major report focusing on business

Officer; Sarbanes-Oxley; codes; compliance;

Practices and is sponsored by: the Xerox

ethics, which many consider the most

social responsibility; diversity; communica-

Corporation (title sponsor), BMC Software,

important corporate issue of the decade,

tions; and much more. The purpose of this

Hudson Inclusion Solutions, Lockheed

finds that business has put ethics at the top

comprehensive report is to offer a reflective,

Martin, Patton Boggs LLP, Raytheon, and

of the corporate priority list. The over-

one-stop resource on this most critical sub-

Sonnenschein Nath & Rosenthal LLP.

whelming majority of corporate America is

ject for business performance and reputa-

making sure that ethics is embedded within

tion.

This publication will be showcased at a

the framework of their companies. The

The publication profiles more than 50

report, produced by Diversity Best

Fortune 500 corporations that are insuring

Practices, finds that a company’s Chief

ethical business practices are addressed

April 28, 2004—Atlanta, Georgia

Executive Officer is taking the lead on ethics

through action and now serve as role mod-

The Linkage Summit on Leading Diversity

in conjunction with the Chief Ethics Officer

els and sources of guidance for others. The

May 14, 2004—Cleveland, Ohio

and the Ethics Council. Our analysis proj-

publication also offers the results of recent

The City Club of Cleveland

ects that 90 percent of companies will have a

organizational surveys and assessments,

June 10, 2004—Boston, Massachusetts

Chief Ethics Officer and an Ethics Council

provides the views of top industry ethics

The Chief Executives Club of Boston

by 2005 and that Ethics overall is on the

experts, discusses the impact of recent

October 25-26, 2004—Washington, D.C.

agendas of most corporate board meetings,

reforms on business management, serves as

Diversity and Women

as is corporate governance.

a tool to assist in the design and implemen-

Leadership Summit and Gala

The 805-page publication, ETHICS—A

tation of sustainable governance programs

HOLISTIC APPROACH, A Business Primer:

and ethical initiatives, provides key trends,

From Compliance to Leadership, discusses

and makes future projections.

the primary elements within the ethics

ETHICS—A HOLISTIC APPROACH, A

infrastructure ranging from the “C-suite” of

Business Primer: From Compliance to

corporate leadership to the role of the Ethics

Leadership was produced by Diversity Best

number of upcoming events across the United States:

Diversity Best Practices, The Business Women’s Network, and Best Practices in Corporate Communications are Washington, D.C.-based organizations providing resources, publications, and benchmarking services for women and minorities in businesses of all size and sectors.

For more information, visit PDJ www.diversitybestpractices.com.

March/April 2004 Profiles in Diversity Journal

69

lobal Perspectives TODAY’S LEADERSHIP ON DIVERSITY The Divine Nature of Diversity’s Calling The Most Reverend Anthony M. Pilla Bishop, Diocese of Cleveland Past President, United States Conference of Catholic Bishops

W

e live in a complex society and in an increasingly shrinking

without the complementarity

global community. Ethnicity is clearly one of the most

of others is no real or full life

complicating and influential aspects of these realities. Especially here

at all.”

in the United States, our ethnicity and heritage contribute to the

Diversity, meaning the true

richness of what we call the American experiment. Conversely, this

respect for, dignity of, and

powerful aspect of life is also the source of tension, conflict, fear,

complementary nature of each

and hatred, both here at home and abroad.

human life and history, is the

It is no wonder, therefore, that while we enjoy the “melting pot”

source of our fullness as a human species and community. Sadly, our

experience on a daily basis, we are also reminded of the need to be

migration habits, our residential, educational, and even our

vigilant against the insidiousness of prejudice, stereotyping, and

worshipping choices do not reflect a natural inclination toward or

overt bigotry. The tragedy of prejudice is that it reveals the sad

belief in diversity. But our experiences of real diversity among

ignorance of those who practice it. It is the lazy and uninformed

loving, well-informed, and trusting brothers and sisters confirm the

mind that speaks of others in sweeping generalizations, applying

divine nature of diversity’s calling.

epithets and monikers in substitute for beautiful names, personal

I have often lamented that there is no more segregated time in our

biographies, and genuine individual identities. Without exposure to

great city than “worship time.” And the irony of that reality is that it

and the real celebration of the artistry, genius, courage, and faith of a people, we are left only to persist in the ignorance of prejudice.

My faith and training have convinced me that, other than the grace of God, there is only one thing that is truly essential to both the authentic celebration of our ethnicity and our vigilance against defamation of various communities—and that is education. The key to authentic and blessed diversity is a “learn-

is one God, the same God, that all worshippers

“Without exposure to and the real celebration of the artistry, genius, courage, and faith of a people, we are left only to persist in the ignorance of prejudice.”

able task” and a function of the mind that the

gather to praise. If only we who worship could see the face of God revealed and reflected in the many diverse faces that are turned toward heaven!

We have the know-how and the capacity to change our minds and hearts on this important topic. Our friends in the marketing industries, who even now help pastors to “identify their brand” and to “target their audience,” have demonstrated to us the

heart will follow. Education is the road to knowledge and we cannot

benefits of seeing the whole field. Our drive to succeed in the

hope to love one another until we truly come to such knowledge.

business world assists us in opening our eyes to the varied nature of

I am often puzzled and saddened by the manner in which we speak of diversity. Too often, diversity is promoted only as an

the audience and the potential for great things by amending our product. That is education, that is critical knowledge and training.

unpleasant but necessary remedy to an injustice. Clearly, tolerance is

Sharing my ethnic, religious, and cultural uniqueness with

such a remedy and experience tells us that many people receive such

others and enjoying theirs is, without a doubt, the deepest joy of my

imposed tolerance with no little discomfort.

life. I believe that, like leaven in the dough, those who have tasted the

But that is such a negative view of the opportunity that diversity

sweetness of a diverse life can widen the community of those who

presents to us. The theology of the Catholic Church offers its

enjoy its benefits. I am convinced that we can do this as a human

subscribers a vision of community and diversity that is a gift, an

family, that we ought to do it for the sake of life, and that we must do

enrichment, a desired blessing for which to strive. In fact, any

it in order to claim our status as the children of God.

attempt to isolate or exclude is confronted with the warning that “life 70

Profiles in Diversity Journal March/April 2004

PDJ