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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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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
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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.
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Networking
eWomenNetwork.com
The
Art of Networking:
Turning Contacts Into Connections Sandra Yancey Founder and CEO ne of the
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
About the author: Sandra Yancey is the founder and CEO of one of the fastest growing women’s business networks in North America, eWomenNetwork.com. Started just under 3-1/2 years ago, her company has 80 chapters and reaches over 5 million female business owners and corporate professionals each month. She is also the host of the #1 women’s business radio program in the U.S., the eWomenNetwork Show, broadcasting on ABC/Disney affiliate 820 WBAP out of Dallas, Texas. She is also author of the best selling CD “Increase Your Net Worth By Developing Your Network,” a step-by-step networking guide for women.
freely and without expectations, you will be rewarded ten-fold. In summary, savvy networkers show up! They put their face in
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56
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
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