Diversity Journal - Nov/Dec 2003

WHAT MAKES THIS TRUCK STRONGER AND MORE CAPABLE THAN EVER BEFORE?

Diversity Journal

®

Profiles in

PUBLISHER / MANAGING EDITOR James R. Rector

The Forum For Business Diversity

SENIOR EDITOR Katherine Sandlin

EDITORIAL CONSULTANT Laurel L. Fumic CREATIVE PRINTING David Potokar Master Printing ADVISORY BOARD HONORARY CHAIR Steve Miller, former Chairman, President and CEO Shell Oil Company CHAIR Edie Fraser, President Diversity Best Practices

VICE CHAIRS Carlton Yearwood, VP Business Diversity Waste Management, Inc. John Sequeira, Senior Diversity Advisor Global Diversity—Strategy & Planning Shell Oil Company Dee Wood, Manager, Career Network Development General Electric Corporation May Snowden, VP Global Diversity Starbucks Toni L. Riccardi, Chief Diversity Officer PricewaterhouseCoopers OVERSEAS CORRESPONDENTS Dr. Myrtha Casanova, President European Institute for Managing Diversity Barcelona Spain Graham Shaw, Director Centre for Diversity and Business London UK

LETTERS TO THE EDITOR

Commentaries or questions should be addressed to: Profiles in Diversity Journal, P.O. Box 45605, Cleveland, OH 44145-0605. All correspondence should include author’s full name, address, e-mail and phone number.

DISPLAY ADVERTISING

30095 Persimmon Drive Westlake, OH 44145 Tel: 440.892.0444 FAX: 440.892.0737 profiles@diversityjournal.com

SUBSCRIPTIONS

U.S. $49.95 one year / $89.95 two years; in Canada, add $10 per year for postage.

Other foreign orders add $15.00 per year.

U.S. funds only.

Subscriptions can be ordered at: www.diversityjournal.com or call customer service at 800.573.2867 from 8:00 a.m. to 5:00 p.m. EST.

Profiles in Diversity Journal® is published bi-monthly by Rector, Inc., Principal Office: P.O. Box 45605, Cleveland, OH 44145-0605.

James Rector, Publisher, Rector, Inc. All Rights Reserved.

The views expressed in this publication are those of the authors and may or may not represent the views of the publisher. Reproduction in whole or in part without written permission is prohibited.

Registered in U.S. Patent Office.

pointofview From the editorial staff of Profiles in Diversity Journal

Making Waves We believe there is no better way for Profiles in Diversity Journal to celebrate its 5th year of publication than by celebrating the accomplishments of women in this second annual Women of Initiative issue.

Women made for big news in 2003. For example, this year will be remembered as the year Annika Sorenstam made her debut on the PGA tour, the first to “tee it up” with the men’s tour since “Babe” Zaharias in 1945. Much like her predecessor, Sorenstam’s achievements in the sport are larger than life. Just the year before, she had won 13 of 25 events—truly an all-time achievement in itself—and secured her spot in the LPGA Hall of Fame. But her incredible milestones took a back seat when she announced she had accepted an invitation from the organizers of the Colonial to play in the event.

Reaction to Sorenstam’s decision was mixed, to say the least. A handful of PGA players spoke out against her participation, maintaining their tour was reserved for men only. Others were clearly behind her. Even the press was split on the issue. And while Sorenstam contended that she wasn’t interested in making a statement for women worldwide—simply wanting to test the limits of her game—it would be hard to say that aspect was not on her mind as she played her round. By the time 2003 was done, she would have been followed on the “men’s green” by two more exceptional golfers: Suzy Whaley at the Greater Hartford Open and Michelle Wie on the Nationwide Tour. But Sorenstam, while not the first, will certainly be remembered as the one that opened the floodgates.

This year also saw the Nobel Committee award its 2003 Peace Prize to Iranian lawyer Shirin Ebadi. One of the first judges in the Islamic Republic, Ebadi led efforts to change Iran’s discriminatory laws against women, provide protection for street children, and free those detained for expressing their opposition to the government. Her advocacy earned her a prison sentence and banishment from her profession. While the first Iranian, Ebadi was the 11th woman to receive the prestigious award in its 102-year history. And, while news of the award was virtually ignored by Iran’s media, word spread among human rights activists and reformist legislators there.

This year, too, saw Carole Moseley-Braun throw her hat in the ring as a democratic contender for the U.S. presidential race. While not the first black woman to do so (the first was Shirley Chisholm in 1972), she certainly affirms the fact that black women political professionals have led the way, shattering the glass ceiling of competitive presidential politics.

The women in organizations around the world that we honor here as our “Women of Initiative” may not hold the title of “first” either. But, as you read in the following pages, it doesn’t mean they are not making waves. Hopefully, there will be many courageous and inspired women in their wake.

It is quite fitting then that, on our fifth anniversary, we help celebrate those that make a difference in the world around them. We hope you find we make a difference, too, and that you find inspiration in the stories we share within.

James R. Rector Publisher

Katherine Sandlin Editor

ISSN 1537-2102 1-800-573-2867 www.diversityjournal.com

Profiles in Diversity Journal

•

November/December 2003

page 5

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 5, Number 6 • November/December 2003

COVER STORY: Shattering the Glass Ceiling

Stories from some of the highest-ranking women in corporations and government organizations in America today.

Abounding Opportunities . . . . . . . . . . . . . . . .28 Ellen J. Kullman Diane H. Gulyas DuPont

Mission Possible . . . . . . . . . . . . . . . . . . . . . . .30 Gloria Bohan Omega World Travel

Understanding Diversity as a Business Issue . . . . . . . . . . . . . . . . . . . .34 From Challenge to Opportunity . . . . . . . . . . .12 Laurette Koellner The Boeing Company

Betsy Bernard AT&T

Corporate Responsibility . . . . . . . . . . . . . . . .35

Positive Impact . . . . . . . . . . . . . . . . . . . . . . . .14 Linda Gooden Lockheed Martin Corporation

Barbara J. Krumsiek Calvert Group, Ltd.

Passion Isn’t Enough . . . . . . . . . . . . . . . . . . .36

Just Another First . . . . . . . . . . . . . . . . . . . . .16 Anne Stevens Ford Motor Company

Lynn Laverty Elsenhans Shell Oil Company

Because We Can . . . . . . . . . . . . . . . . . . . . . .42

Steward of America’s Heritage and Resources . . . . . . . . . . . . . . . . . . . . . . . .19

Lurita Doan New Technology Management, Inc.

Secretary Gale Norton U.S. Department of the Interior

In the Kaleidoscope . . . . . . . . . . . . . . . . . . . .20 Pernille Lopez IKEA North America

Wind in their Wings . . . . . . . . . . . . . . . . . . . .22 Susan L. Bostrom Cisco Systems, Inc.

Delicate Balance . . . . . . . . . . . . . . . . . . . . . .24 Ann Thornburg PricewaterhouseCoopers Secretary of the Interior Gale Norton and a few of the 47,909 children that receive education through the Bureau of Indian Affairs.

1-800-573-2867 www.diversityjournal.com

Profiles in Diversity Journal

•

November/December 2003

page 7

Contents

Volume 5, Number 6 • November/December 2003

Women of Initiative Alexis M. Herman, MGM MIRAGE . . . . . . . . . . . . . .76 Alison Anthony, Williams . . . . . . . . . . . . . . . . . . . . .64 Anna Mok, Deloitte & Touche LLP . . . . . . . . . . . . . .69 Ana Mollinedo, Starwood Hotels & Resorts Worldwide, Inc. . . . . . . .92

Angie Casciato, Credit Suisse First Boston . . . . . .68 Arleas Upton Kea, FDIC . . . . . . . . . . . . . . . . . . . . . .52 Audrey Boone Tillman, AFLAC . . . . . . . . . . . . . . . .46 Barbara Kipp, PricewaterhouseCoopers . . . . . . . . .64 Beverly Ramsey, Los Alamos National Laboratory .54 Bonita C. Stewart, DaimlerChrysler Corporation . .46 Brenda Fraser Castonguay, Progress Energy . . . .59 Caryl M. Stern, Anti-Defamation League . . . . . . . . .47 Catherine Land-Waters, AGL Resources . . . . . . . .48

Celeste Amaral, Eastman Kodak Company . . . . . .50 Cherie Rice, Waste Management, Inc. . . . . . . . . . .78 Christine A. MacKenzie, DaimlerChrysler Corporation . . . . . . . . . . . . . . . . . . .49 Connie Glaser, Author . . . . . . . . . . . . . . . . . . . . . . . .88 Deborah Cannon, Bank of America . . . . . . . . . . . . .86 Deborah Elam, General Electric . . . . . . . . . . . . . . . .53 Dickie Sykes, AMEC . . . . . . . . . . . . . . . . . . . . . . . . .72

Jean Crowder Drummond, HCD International . . . .79 Jean Thomas, Cendant Corporation Hotel Group . .66 Jeannie H. Diefenderfer, Verizon . . . . . . . . . . . . . .92 Joyce A. Bender, Bender Consulting Services, Inc. . . . . . . . . . . . . . . . .85 Joyce Mosley, IKEA . . . . . . . . . . . . . . . . . . . . . . . . . .77

Dr. Z. Clara Brennan, St. Augustine College, Chicago . . . . . . . . . . . . . . . . .50 Ellen Schubert, UBS Investment Bank . . . . . . . . . .84 Geri P. Thomas, Bank of America . . . . . . . . . . . . . .51 Ginger Parysek, The Lifetime Healthcare Companies . . . . . . . . . . . . .54 Gloria Pace King, United Way of Central Carolinas, Inc. . . . . . . . . . . . .93 Ilene H. Lang, Catalyst . . . . . . . . . . . . . . . . . . . . . . .86 Jackie Martin, United Way of the Texas Gulf Coast . . . . . . . . . . . . .56 Jane Wildman, Procter & Gamble Baby Care . . . . . . . . . . . . . . . . . . .65

Kathy Geier, The Goodyear Tire & Rubber Company . . . . . . . . . . .78 Kimpa Moss, RSM McGladrey, Inc. . . . . . . . . . . . . .66 Lili Zheng, Deloitte & Touche LLP . . . . . . . . . . . . . .67 Lorraine Brock, Nationwide Insurance . . . . . . . . . .76 Lynn Crump-Caine, McDonald’s Corporation . . . . .90 Maria Degois-Sainz, Guidant Corporation . . . . . . .57 Marie C. Johns, Verizon . . . . . . . . . . . . . . . . . . . . . .95 Mary C. Farrell, UBS Wealth Management USA . . .72 Mary George Opperman, Cornell University . . . . .84

Karen A. Smith-Pilkington, Eastman Kodak Company . . . . . . . . . . . . . . . . . . . . .56

Michelle M. Crosby, Ph.D., Starwood Hotels & Resorts Worldwide, Inc. . . . . . . .94 Nancy Lonsinger, Roche Diagnostics . . . . . . . . . . .94 Orien Reid, Alzheimer’s Association . . . . . . . . . . . .91 Patricia Bomba, M.D., F.A.C.P., Excellus BlueCross BlueShield . . . . . . . . . . . . . . . . .52 Sara L. Hays, Hyatt Hotels Corporation . . . . . . . . . .87 Shelley J. Seifert, National City Corporation . . . . .48 Stephanie K. Wernet, The Goodyear Tire & Rubber Company . . . . . . . . . . .68 Sylvia H. Plunkett, FDIC . . . . . . . . . . . . . . . . . . . . . .55 Ursula M. Burns, Xerox Corporation . . . . . . . . . . . .90 Yolanda Conyers, Dell Inc. . . . . . . . . . . . . . . . . . . . .59

page 8

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

Contents

Volume 5, Number 6 • November/December 2003

Women of Initiative

The Changing Landscape Winning the Conflict with Yourself . . . . . .96 The New Girls’ Network . . . . . . . . . . . . . .44 Now 10 years old, the Business Women’s Network opens doors for women and women-owned businesses throughout the U.S.

Inside and Out . . . . . . . . . . . . . . . . . . . . .61 Sonnenschein Nath & Rosenthal makes diversity a major initiative.

Audra Bohannon Novations/J. Howard & Associates The simple strategy that can help us see past the outside influences that keep us from getting ahead.

Coaching . . . . . . . . . . . . . . . . . . . . . . . .102 Dr. Mary Stewart Pellegrini How to choose a confidential partner for improving your personal effectiveness.

Networking Pays Off . . . . . . . . . . . . . . . . .74 Developing valuable contacts at conferences composed of other businesswomen, such as the opportunity offered by Office Depot, Inc. in February, can be well worth the time and investment.

Enrich, Enhance, Advance . . . . . . . . . . . .81 Giant Food Inc. addresses the needs of women employees with a highly successful, four-tiered initiative.

People Behind the Culture Change . . . . .99 Thanks to the talented women whose support brings them to life, Sodexho’s network groups provide employees with first hand knowlege, invaluable for professional and personal growth.

The Grinch that Stole Our Cultural Diversity . . . . . . . . . . . . . . .106 Dr. George F. Simons Many Americans don’t understand why much of the world currently views their nation as the greatest threat to world peace. How would they understand, then, that it is seen as the greatest threat to diversity as well?

Legal Briefings Women and the Workforce . . . . . . . . . . . . . . . 108 Holland & Knight LLP Forty years after the enactment of Title VII of the Civil Rights Act, sex harassment and discrimination remain major impediments to achieving a diverse and inclusive workplace.

1-800-573-2867 www.diversityjournal.com

Profiles in Diversity Journal

•

November/December 2003

page 11

Shattering the Glass Ceiling

Women of Initiative

From

CHALLENGE to Engaging and educating every employee is Laurette Koellner’s strategy for maximizing creativity and innovation.

Laurette Koellner Executive Vice President Chief People and Administrative Officer The Boeing Company

page 12

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

L

aurette Koellner has never shied away from a challenge. During her 25-year career in the aerospace industry she has applied personal qualities of determination, curiosity, and diligence to every position she’s held and every business objective she has achieved.

As executive vice president and chief People and Administration officer—and the top female executive at the world’s leading aerospace company—she travels the globe promoting The Boeing Company’s global strategy and business objectives.

At every employee meeting Koellner hosts,

Shattering the Glass Ceiling Women of Initiative

development, empower them to turn their ideas into process improvements, and provide them with the information they need to do their jobs as efficiently as possible.”

“Laurette’s leadership has focused her teams on developing clear strategies and metrics to achieve business results.

We’ve realized the benefit of her influence as we’ve worked across our enterprise to implement Boeing’s diversity and compliance strategy,” said Joyce Tucker, Boeing Vice President—Global Diversity, Compliance and Policy Administration.

Koellner takes the philosophy of Lifelong Learning beyond Boeing. As a mentor in

Throughout her life, Koellner has learned to take a challenge and turn it into opportunity.

Koellner grew up in Brooklyn, NY, where her father was deputy chief of the New York City Fire Department. Her father and mother moved her family from Brooklyn to Merritt Island, FL in the middle of her senior year in high school.

Following graduation from high school in Florida, Koellner began working at clerical jobs while attending college in the evenings. The experience proved to Koellner that hard work pays off when partnered with clear goals.

O P P O RT U N IT Y she takes the time to reiterate the importance of Employee Involvement in the workplace, the business case for diversity, and the value of Lifelong Learning.

“We must involve and develop employees at all levels,” said Koellner.

“There is no question we have a ton of untapped potential in our people. It’s leadership’s job to create an atmosphere where employees’ ideas can flow.”

Koellner believes strongly that diversity among Boeing employees strengthens the resources of the company and brings value to the business. “Optimum innovation will only happen when we leverage the multiple perspectives, talent and skills of our diverse workforce,” said Koellner.

“Because our people are our greatest resource, we need to encourage their 1-800-573-2867 www.diversityjournal.com

a Chicago-based program, New Leaders for New Schools, she is supporting Boeing’s K-12 education strategy— and proving that Boeing’s community investment is about much more than just dollars.

Under Koellner’s direction, Boeing is working across the enterprise to direct support for elementary and secondary education to teachers—and therefore all of the students they subsequently teach throughout their careers.

“It’s leadership’s job to create an atmosphere where employees’ ideas can flow.”

Profiles in Diversity Journal

•

As a co-op night student at the University of Central Florida’s Brevard County campus, Koellner earned her bachelor’s degree while working at Patrick Air Force Base. Later, she earned a Master of Business Administration at Stetson University while working at McDonnell Douglas.

Throughout her career Koellner sought lateral assignments, often requiring moves across the country, to gain experience in different areas of the business. This diversity of experience was key in her later selection for a series of increasingly senior leadership positions.

Koellner married her high school sweetheart from Brooklyn, Victor. They have a daughter, Stacey-Anne, who is a senior in college.

PDJ For more information about diversity at Boeing, visit their website at www.boeing.com or contact Beverly Pizzano, Director of Global Diversity, at beverly.a.pizzano@boeing.com.

November/December 2003

page 13

Shattering the Glass Ceiling Women of Initiative

President of Lockheed Martin Information Technology Linda Gooden grew up believing she could accomplish whatever she focused on.

Now she spurs an entire organization to believe the same.

P O S I T I V E

A

sk businesswoman Linda Gooden what she’s proudest of professionally, and she states—without a moment’s hesitation—that the company she manages has had a positive impact on people across America.

She doesn’t mention that she is the first and only minority woman to serve as president of an operating company within Lockheed Martin, a Fortune 100 corporation that’s the largest information technology provider to the federal government. Or that the company over which she presides—Lockheed Martin Information Technology—has recorded 25 percent annual growth for the past five years, today employing more than 7,000 people in 24 states. Or that she’s won several national awards for her leadership and contributions to the business world, including the 2002 Corporate Leadership Award by Women in Technology and the 2002 Federal 100 “Eagle” Award by Federal Computer Week page 14

I M P A C T

for providing the year’s greatest contributions to the federal informationtechnology community.

To Gooden, her biggest success is that the company she leads is helping make a difference.

“Our company slogan is ‘Helping Make America a Better Place to Live,’ and it’s important to all of us to know that we’re providing IT services that enable our customers to address important social issues,” she says.

Satisfying customers and shareholders is a top business priority, and Gooden’s organization achieves that goal by focusing on the needs of the end-users— the people who benefit from the customer services. To name just a few of many, Lockheed Martin Information Technology provides advanced IT systems and services that enable:

Profiles in Diversity Journal

•

November/December 2003

• The Social Security Administration to accurately and promptly process Social Security benefits for 50 million Americans each month; • The Federal Bureau of Investigation to operate and maintain its Automated Fingerprint Identification System, which records 14.3 million fingerprints each year and reduces the time it takes law enforcement agencies to identify criminals; and • The Office of Child Support Enforcement to identify delinquent child-support payments, which has resulted in identifying more than $21 billion owed to children whose divorced parents have reneged on their financial responsibility.

“We work on some very important projects that really affect people’s lives,” Gooden says. “These projects have a big impact on a lot of people. It’s good to 1-800-573-2867 www.diversityjournal.com

know we’re playing a role in improving the quality of life in America.”

Lifelong Lessons at an Early Age Gooden grew up the only girl in a family with four brothers, a devoted mother with high expectations, and a truck-driver father who insisted that his children receive a good education. Her oldest brother, 11 years her senior, was a powerful role model—the first in her family to go to college and always vocal about the fact that he and his siblings had the talent to do anything they set their minds to. One summer when he worked at a local park, he woke Gooden and her younger brother early every day to play on sports teams there. Whatever the sport, the winning team always got ice cream.

“Those early days at the park taught me a lot about winning and losing as a team and about the value of having a good team that works well together,” Gooden says.

Her brother’s influence continued as the siblings matured. He went on to earn a Ph.D., and he always set an example that education had value.

“My brother never let me use my gender or race as an excuse,” says Gooden, whose family is African-American. “That was an important value he learned, we all learned, from my mother. She instilled in all five of us the belief that we could achieve whatever we focused on.”

Growing up as the only girl among four brothers has served Gooden well in business. For one, she grew up considering herself one of her brothers’ peers—not as someone who was different because she was female. For another, that experience has enabled her to move comfortably in predominantly male corporate executive circles.

1-800-573-2867 www.diversityjournal.com

Applying Lessons Learned for the Good of the Community Gooden sees in each employee the inherent talent and value that her family and mentors along the way have seen in her.

She looks at a person not in terms of gender or race, but with a deep respect for the person’s value to the team.

And today, there’s far more at stake than a bowl of ice cream.

“You really can be entrepreneurial within a large corporation.”

Lockheed Martin Information Technology, a $1 billion business, supplies IT systems and solutions to a wide range of customers, including the U.S. President departments of Health and Lockheed Martin Human Services; Energy; Information Technology Justice; Commerce; Lockheed Martin Corporation Transportation; and Defense, including three branches of the Armed “We care about our community, about the Services. Customers also include the Social future, about our customers and about Security Administration, General our shareholders, and we have a good Accounting Office, Environmental balance of concern for all of those entities.

Protection Agency, National Aeronautics We try new and different things that are and Space Administration, and numerous smart business decisions and benefit the large commercial clients. lives of real people.”

Linda Gooden

The company, which was formed in 1997 with Gooden at the helm, grew from a pilot program she designed in 1994 to modernize Social Security systems. The company continues to provide cuttingedge solutions in the IT marketplace.

“You really can be entrepreneurial within a large corporation,” she says of Information Technology, an operating company within the larger Lockheed Martin Corporation, which employs more than 125,000 people around the world.

Profiles in Diversity Journal

•

Working to Improve the Lives of Others Acting on its concern for the community, Lockheed Martin Information Technology—which is headquartered in Seabrook, MD, and has locations in 24 states—partners with local public schools and colleges to improve education.

The company established a math and science academy in a Maryland high

November/December 2003

continued page 32 page 15

Shattering the Glass Ceiling Women of Initiative

FIRST

Just Another FORD’S FIRST FEMALE GROUP VICE PRESIDENT, ANNE STEVENS, KNOWS THAT IF YOU AREN’T GOING FOR THE STRETCH, YOU’LL NEVER REACH THE SKY.

Among the stunned pilots at Lockheed Martin, the feat has earned her a new nickname: “Gravity monger.”

F

It was just another first for Stevens, 54, who recently was named Ford Motor Company’s first female group vice president. In her new position, she has responsibilities for all Ford automotive operations in the major Canadian, Mexican and South American markets.

ord Motor Company’s Anne Stevens says she owes much of her success to a willingness to take risks—in and out of the office.

It’s a weighty job, especially during a time when great pressure is on the domestic auto industry. Stevens says she’s looking forward to the challenge.

One of her most recent: piloting an F-16 fighter jet as part of her role on the Lockheed Martin Board of Directors.

Under the guidance of professional fighter pilots, she reached a mind-bending speed of 9 Gs—faster than any non-pilot had traveled in the jets for at least seven years. page 16

“My father believed in taking risks … that if you aren’t going for the stretch of your abilities, you will never maximize your opportunity to learn,” she said. “He taught me that the biggest sin we could commit in life was to not fully develop and use all of the talent and potential that we were born with. Knowledge is power, but only in using it will you ever have true power in life.”

Stevens, who was born in Reading, PA, always was a tinkerer. After briefly

Profiles in Diversity Journal

•

November/December 2003

considering a career in medicine, she earned a degree in engineering from Drexel University and held a series of management jobs at several Fortune 500 companies before joining Ford in 1988.

Stevens firmly believes in the power of diversity to strengthen corporations and enrich lives. Again, it was a lesson learned at her father’s knee.

“This early awareness of the strength in diversity was one of the many valuable lessons that I have carried with me in nearly every facet of my life,” she said.

“My dad taught me to never equate knowledge or intelligence with position.

Some of the smartest people are often on the front line.

“I’ll know I’ve reached my pinnacle as a business leader when I’ve created an inspired, high performing, aligned team that not only performs well, individually and together, but also has with it a sense of camaraderie and mutual caring.”

Prior to assuming her new role, Stevens had been the Company’s vice president, North America Vehicle Operations, since August 1, 2001. In that capacity, she was

continued page 26

1-800-573-2867 www.diversityjournal.com

Steward of America’s Heritage and Resources The first woman Secretary of the Interior in U.S. history finds diversity central to her responsibilities, her work and her mission. ppointed by President George Bush, Gale A. Norton is the first woman Secretary of the Interior in the Department’s 154-year history.

A

Interior manages one out of every five acres of land in the United States and has eight bureaus with myriad responsibilities, ranging from scientific research, to energy production, to endangered species protection. The Department is also the repository of much of the Nation’s history, reflecting the many cultures that formed today’s America.

For instance, the National Park Service chronicles Black history through the underground railroad that represented the routes to freedom taken by fugitive slaves before and during the Civil War. The Tuskegee Institute in Alabama is a National Historic Site and is also the school that produced the Tuskegee airmen of World War II fame. There are sites throughout the nation on public lands that celebrate our Hispanic heritage from the Cabrillo National Monument in California to the San Antonio Missions in Texas and Fort Augustine in Florida.

Interior is also responsible for America’s four overseas Territories and works daily with 562 federally recognized 1-800-573-2867 www.diversityjournal.com

Photo by Tami A. Heilemann Department of the Interior

Secretary Gale Norton U.S. Department of the Interior Indian Tribes through its Bureau of Indian Affairs.

It is this cumulative diversity of responsibility, work and mission that compels the Department to maintain a diverse workforce.

“A diverse workforce is essential to providing services to the culturally and linguistically varied populations that visit and work with the Department’s facilities and lands,” says Norton.

Presidential appointments to the Department reflect its diversity, as well.

Of Norton’s five Assistant Secretaries, two are women and three are ethnic minorities: Lynn Scarlett, Assistant Secretary for Policy Management and Budget; Rebecca Watson, Assistant Secretary for Land and Minerals Management; Bennett Raley, Native Profiles in Diversity Journal

•

American, Assistant Secretary for Water and Science; Craig Manson, African American, Assistant Secretary for Fish and Wildlife and Parks; and Dave Anderson, Native American, for Assistant Secretary for Indian Affairs.

Secretary Norton has been responsible for a number of “firsts” at the Department.

She appointed the first-ever women Directors of the National Park Service and the Bureau of Land Management. In addition she named the first-ever woman Chief of the National Park Police.

The Department has ranked number one among federal agencies over the past three

November/December 2003

continued page 38 page 19

In The business, how we think, plan and act. This requires the commitment to tackle the long-term task of meeting and overcoming the many road-blocks that will be faced. People must be engaged, thinking must be challenged and action must be taken. The responsibility cannot lie with an individual specialist or a department; at IKEA we have made the success of our efforts part of everyone’s responsibility, regardless of their level or function within the company.”

With a 10-year, 50-store expansion for North America under way, Lopez sees diversity as key to success. Elaborating on the business case for diversity, she says, “This drives our ambition that our co-worker (IKEA employee) populations in all our stores represent the diversity of the communities they serve,” she says. “To bring the value of the many dimensions of diversity to our organization, IKEA actively encourages and sponsors co-workers’ cross-border and cross-function mobility. This benefits our business directly through the exchange of ideas and experiences as well as the working relationships and networks that are created.”

“If we can embrace the diversity of viewpoints that we are lucky enough to have, then I think that we can be ‘kaleidoscopic’ in our ability to always be changing into something more and more interesting.”

All new stores opening under the expansion include a quiet room for co-workers to visit on their breaks. They might use the room to meditate, pray or just relax, explains Sari Brody, leadership and diversity manager for IKEA North America. The store managers are also charged with creating their own strategies to maximize the value of differences. “Our philosophy is that a diverse workforce will improve business results, strengthen our competitiveness, and make IKEA a better place for which to work,” says Brody.

Pernille Lopez President IKEA North America

“

nrealitywearenotaddingaprogram;weareleadinga culturalchange,”saysPernilleLopez,president,IKEANorthAmerica, speakingfranklyaboutthefurniture retailer’scomprehensivediversityinitiatives.Sincetakingovertheroleof presidentin2001,Lopezhasmade diversityapriorityandhassucceededinputtingitonthe company’sglobalagenda.

I

Looking toward further integration of the innovative diversity strategies that have come under her leadership, she adds, “Awareness has to become an integral part of the way we do page 20

Profiles in Diversity Journal

•

Some stores have opted to celebrate a co-worker’s culture each month. The presenter usually brings in food and music and gives a brief talk on his or her culture. Employees are also interviewed about their cultural heritage and profiles are placed on the company Intranet.

Lopez offers an analogy to illustrate the endless potential of valuing differences: “I have this tiny kaleidoscope which serves as a daily reminder of how important both diversity and change are to IKEA. The colors refracted inside the kaleidoscope are always mixing and changing into new and interesting patterns. I think IKEA is much like a cultural kaleidoscope in its ever-growing diversity—and I think that’s a very strong asset. If we can embrace the diversity of viewpoints that we are lucky enough to have, then I think that we can be ‘kaleidoscopic’ in our ability to always be November/December 2003

1-800-573-2867 www.diversityjournal.com

Shattering the Glass Ceiling Women of Initiative

Kaleidoscope Wife, mother, and leader of a 1.3 billion dollar company, IKEA’s Pernille Lopez pushes to take work-life balance policies a step further. changing into something more and more interesting.”

Having held responsibilities from sales to retail to human resources, Lopez brings a wealth of experience to her role as president. One of her greatest assets is her humanistic approach and key ambition to foster an environment of growth, inclusion, and empowerment, where co-workers are provided with the tools and partnerships to successfully manage and balance both their career and personal lives.

She believes in leading by example. Her personal philosophy for work-life balance, which IKEA also champions, is “Take care of your personal life and your work will follow.” How else could she maintain a fulfilling personal life as a wife and mother of two—who finds time and energy to do yoga every morning at 6:30 a.m., feed the children breakfast and then get them ready for school—and still run a $1.3 billion company?

Recent results of Lopez taking IKEA’s already progressive work-life balance policies a step further include job sharing.

By permitting two part-time co-workers to work flexible schedules to fill one fulltime opening, IKEA reduced turnover to 56 percent from 76 percent in 2001. Lopez also extended full benefits to co-workers who work at least 20 hours a week.

Such generous health benefits are virtually unheard of in the retail industry. But IKEA 1-800-573-2867 www.diversityjournal.com

culture is all about being different and challenging the status quo. Co-workers at all levels are encouraged to ask “why” and constantly strive to make things better.

That’s how Lopez received her promotion to head human resources in 1997.

She attended a women’s leadership conference in New York City and saw IKEA was lacking in programs to support women in the workplace. She returned suggesting to IKEA’s then-president, Jan Kjellman, that IKEA “do something.” A month later, he offered her the new job. One of her first initiatives was to create the work-life balance task force in 1999 and help develop a diversity campaign. Today, she has created a mentorship program and has mentored a single mother who works in IKEA’s Baltimore call center. Going into the program, Lopez says she knew from personal experience how beneficial a mentor can be, but what she didn’t anticipate was how much she would gain from her contribution.

She learned it was sometimes a challenge to resist the urge to jump in and “fix everything.” “The most important thing to know is that both people learn from the experience,” she says. “At IKEA we want the mentee to direct the goals and the process; they must work at the pace that’s right for them, when they are ready.”

The mentoring program, “Partners for Growth,” has four main goals: To develop leaders, support career development, develop diversity in the organization and strengthen the IKEA culture. Since it was instituted in 2001, about 40 managers have participated annually. The initiative goes hand-in-hand with Lopez’s ambitious plan to promote from within at a rate of Profiles in Diversity Journal

•

90 percent and IKEA’s goal to become the best retailer for which to work.

“We are actively campaigning to attract people who can be part of our success,” she says. “The strength of this effort is in not only offering competitive compensation, excellent benefits and learning and growth possibilities, but also in grounding the way of working in the culture and values that are at the core of our company.”

While Lopez is active in the Swedish American Chamber of Commerce and her local church committee, much of her work around the community is directed through her work and the influence IKEA has in the areas in which the company serves.

“Community involvement is important because it builds respect and trust for a company within the areas it serves,” she says. “But it is also important to have priorities and focus. IKEA, for example, has chosen children and the environment and works with partners such as UNICEF and Save the Children on global, national and local levels.”

IKEA has strict policies against child labor, which suppliers and sub-suppliers are required to follow. The company is also working with UNICEF in India on school projects in 500 villages close to the production sites of the suppliers. On the environment, IKEA aims to build long-term relationships with suppliers that share the company’s commitment to promote good practices and who want to grow and develop together with IKEA. Suppliers are obligated to continuously strive toward minimizing the environmental impact of their operations.

Please visit http://jobsat.ikea-usa.com/us/ privacy_statement.asp for information on career opportunities with IKEA. Additional information on IKEA’s social and environmental responsibility programs can be found at at www.ikea.com.

November/December 2003

PDJ

page 21

A

Wind in

s a mother of three children, two of them daughters, Bostrom’s eyes light up when she talks about getting more young women to enter the technology field.

“Technology and engineering are still male dominated professions,” says Bostrom. “Women are more than 50 percent of the global population but underrepresented in the technology industry at large. We need more women to enter these fields and it starts with our daughters and nieces.”

Bostrom is Senior Vice President of the Internet Business Solutions Group (IBSG) and Worldwide Government Affairs at Cisco Systems, the worldwide leader of networking for the Internet. Bostrom draws upon best practices from Cisco and other industry leaders to help companies and governments develop their own Internet business strategies and solutions. Cisco’s implementation of Internet business solutions has enabled the company to scale to unprecedented growth and levels of customer satisfaction and Bostrom enjoys sharing that knowledge with business and government leaders around the world.

Bostrom is also executive sponsor of the Women’s Initiative at Cisco. As executive sponsor, Bostrom speaks at company and industry events about diversity and the importance of women to the technology field. Bostrom firmly believes that diversity in the workforce brings diversity of thought which increases a business’ competitive advantage. She believes that diversity is a business imperative and is critical—to attract the best employees, gain diverse ideas for decision making, and create a workforce that mirrors a company’s customers and the world at large.

SUSAN L. BOSTROM

Bostrom has been involved with Cisco’s Women’s Initiative since its inception in 2001.

A small group of women formed the first network at Cisco’s

Senior Vice President Internet Business Solutions Group and Worldwide Government Affairs Cisco Systems, Inc. page 22

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

Their W I N G S

Shattering the Glass Ceiling Women of Initiative

Cisco’s Susan Bostrom works to inspire our next generation of women in technology San Jose, CA headquarters and Bostrom stepped up to be the executive sponsor.

The group formed the network to increase Cisco’s competitive advantage by capitalizing on the talents and skills of its women employees. The launch of this network generated momentum across Cisco, resulting in the formation of many women’s networks and eventually a broader effort—the “Women’s Initiative.”

Female Executives, and the Professional Businesswomen of California for being one of the best places for women to work.

annual event and serves as an advisor on the overall direction and agenda for the conference.

One best practice that Cisco is often asked about is its annual Women’s Leadership Conference. The conference is a forum

The focused effort continues to develop a pipeline and increase the representation of women at the company. Today, there are 16 women’s networks at Cisco throughout the U.S., Asia and Europe. In addition, functional networks for women in technology/engineering and sales have been created.

than 50 percent of

Cisco also has been recognized for its efforts around developing a pipeline for women in technology. Cisco recently produced a video entitled “I Am An Engineer.” The video profiles four women engineers at Cisco who defy stereotypes and talk about what they like about being engineers. The video was created for 12-17 year old girls as a tool to start the conversation about careers in technology and has been shown at conferences, in schools as part of Cisco Networking Academy classes, and with Cisco customers and partners. Cisco is also developing workshops and programs to encourage more girls and women around the world to enter the technology profession.

“The participation of senior leaders across the company has been critical to the success of Cisco’s Women’s Initiative,” says Bostrom. “Many of my peers have volunteered to sponsor new networks, giving more women the opportunity to network with other women, develop their careers at Cisco, and increase their visibility at the company.”

Bostrom is pleased that Cisco has received recognition for its Women’s Initiative and is increasingly asked to share best practices with other companies within and outside of the technology industry.

Cisco has been named one of the “100 Best Companies for Working Mothers” by Working Mother for three years in a row.

It was also recognized by Fortune magazine, the National Association for 1-800-573-2867 www.diversityjournal.com

“Women are more

the global population but underrepresented in the technology industry at large.

We need more women to enter these fields and it starts with our daughters and nieces.” for leaders at the company to take a hard look at the progress that has been made over the past year and the obstacles that need to be overcome related to the development of women at the company.

Bostrom delivers the keynote at this Profiles in Diversity Journal

•

Despite all of the achievements to date, Bostrom is a realist when it comes to Cisco’s Women’s Initiative. “We have a lot of work to do, a lot of progress to make, and much to look forward to.” In the meantime, she’s keeping her fingers crossed that at least one of her daughters will pursue an engineering degree.

For more information on the Women’s Initiative at Cisco Systems, Inc., contact Karen Bohanon, Manager of the Worldwide Diversity Group, at kbohanon@cisco.com.

November/December 2003

PDJ

page 23

Shattering the Glass Ceiling Women of Initiative

Delicate

BALANCE

Mentor, champion, critic—PwC’s Ann Thornburg on getting, and giving, the support we need to excel.

F

Thornburg is also the first and only woman elected to PwC’s U.S. Board of Partners and Principals. She was elected in 2001 for a four-year term by the partnership in part due to her reputation for being outspoken. “One trait valued highly on our Board is the ability to speak out and challenge things when needed. I stand up for what I believe should be done without concern for the personal implications, sometimes to a fault,” she states.

or Ann Thornburg, diversity—and plurality—of perspectives and role models are principles to live by.

Ann is an audit partner at PricewaterhouseCoopers, member of PwC’s U.S. Board of Partners and Principals, and leader of PwC’s CIPS (Consumer-Industrial-Products-Services) industry for Boston.

“The power of multiple inputs is incredible,” she says. “There is no ‘one size fits all’ role model for women. There are many different models, diverse styles and perspectives to gain from others,” she says. “Women need to reach out to a broad network of mentors and role models to develop a catalog of wisdom,” she continues.

“Don’t put all your eggs in one basket, or be too reliant on one person when you can grow and learn from the styles and input of different people.” She cites one mentor who once gave her advice that was hard to swallow. “He was tough and harsh, but he gave me real words of wisdom that I have never forgotten,” she admits. “It helped me face up to some things I had to change,” she explains.

In her more than 25 years of experience providing services to healthcare and non-profit organizations, Thornburg has marked several “firsts” in her career. She was the first woman in the Boston office to be admitted to the partnership. In recognition of her ability to engender trust and respect among her partners, she was appointed PwC’s CIPS leader in Boston when there were no other women on the firm’s Boston leadership team. page 24

Profiles in Diversity Journal

•

When Thornburg was elected to the Board, she too sought advice from several former Board members. She learned from them that there is “a delicate balance in managing Board relationships. You want to be a trusted advisor and not just an outspoken critic. It’s important to be supportive of management while watchful of potential issues,” she explains.

Thornburg also recognizes the role women serve especially well.

“Women can be very effective in business. Women are so good at reading non-verbal signals and listening to what is said and what’s not said,” she says. “Women have other unique skills that are very effective when we capitalize on them.”

As evidence of PwC’s serious commitment to women, Thornburg serves as chair of the Partner Admissions Committee on PwC’s Board. “It’s a symbol that women are important and it ensures fairness in the process. But the best part has been to see my male partners support diversity as much as I do,” she states.

continued page 26

November/December 2003

1-800-573-2867 www.diversityjournal.com

delicate balance

Shattering the Glass Ceiling Women of Initiative Continued from page 24

Ann Thornburg, PricewaterhouseCoopers LLP

One of the keys to Thornburg’s success, she emphasizes, is having a very supportive spouse and support system. Her husband is a critic, an advisor and a mentor. Now a retired university dean and minister, he has four children from a previous marriage, bestowing her with eight wonderful stepgrandchildren.

“Women can be very effective in business. Women are so good at reading non-verbal signals and listening to what is said and what’s not said.”

Over the past 10 years, Thornburg has also learned to enjoy golf as a “comfortable way to integrate business with fun. It’s a great equalizer,” she says. She recently sponsored a skills-building golf day at her country club for PwC Boston women partners and managers. “It’s important for women to get over the first hurdle, and a great way to do it is with other women,” Thornburg advises.

Among all her community involvement, she serves as a member and former chair of the Board of Directors of Goddard House, a nursing and assisted living facility. “Women can do a great job networking through community activities. It’s a good place to expand your horizons and develop skills, and do something worthwhile and beneficial for yourself and others,” she concludes.

Ann Thornburg Audit Partner, U.S. Board of Partners and Principals, and Leader of the Consumer-Industrial-ProductsServices Industry, Boston PricewaterhouseCoopers LLP To succeed in both personal and professional goals, Thornburg asserts, women “must be explicit about their goals, whether they’re

just another first responsible for overseeing the operations of twenty-one assembly plants and eight stamping and tool and die plants in Canada, Mexico and the United States.

Previously, she was vice president, North America Assembly Operations. In addition to the Lockheed Martin Board of Directors, she serves on the board of the UAW Family Service & Learning Center, the board of trustees at Drexel University and on an advisory board for a graduate business program at Northwestern University.

In 2000, she received the prestigious Shingo Leadership Award and later was page 26

married or not, or have children. To achieve balance, it’s critical to have buy-in from those around you. Women have more options, and with options come choices—and it is not always easy to balance. Women need a plan and an intentional focus to make it all work,” she adds.

PricewaterhouseCoopers (www.pwc.com) provides industry-focused assurance, tax and advisory services for public and private clients. More than 120,000 people in 139 countries connect their thinking, experience and solutions to build public trust and enhance value for clients and their stakeholders. For more information about diversity at PricewaterhouseCoopers, contact Leslie Azia, PricewaterhouseCoopers, Center for an Inclusive Workplace, at leslie.a.azia@us.pwc.com.

PDJ

Continued from page 16

Anne Stevens, Ford Motor Company appointed to the Shingo Prize Board of Governors. In 2001, she received an Outstanding Business Leader award from Northwood University. In 2003 she received the Eli Whitney Award from the Society of Manufacturing Engineers.

Stevens was named to Fortune magazine’s 2001 and 2002 list of “50 Most Powerful Women in Business,” Crain’s magazine’s “Most Influential Women,” and “Michigan’s 95 Most Powerful Women” by Corp! magazine.

PDJ For information about Ford’s diversity initiatives, contact Rosalind Cox, Manager, Diversity and Worklife Planning, by phone at 313.248.7505 or by e-mail at rcox4@ford.com.

Profiles in Diversity Journal

•

November/December 2003

“I’ll know I’ve reached my pinnacle as a business leader when I’ve created an inspired, high performing, aligned team that not only performs well, individually and together, but also has with it a sense of camaraderie and mutual caring.”

Anne Stevens Group Vice President, Canada, Mexico and South America Ford Motor Company 1-800-573-2867 www.diversityjournal.com

Shattering the Glass Ceiling Women of Initiative

Abounding

Predominantly male-oriented, the sciences say DuPont Group Vice Presidents

D

meetings. I saw how the company made decisions and allocated resources, but most importantly, I developed a personal network that included the top 50 people at DuPont, an asset that I continue to use today.”

iane H. Gulyas has always been fascinated by “how things work.” Group vice president of the DuPont Electronic & Communication Technologies platform—comprising Display Technologies, Electronic Technologies, Fluoroproducts and Imaging Technologies—she says her natural curiosity found a home at the true growth environment of DuPont.

Gulyas has held two positions as global business director—Nylon Fibers New Business Development and Global Zytel® Engineering Polymers. Before being appointed group vice president in February 2002, she held the vice president and general manager position of the DuPont Advanced Fibers Businesses—Kevlar®, Nomex®, and Teflon® fibers, at the Spruance Plant in Richmond, VA.

Gulyas joined DuPont in 1978, a chemical engineering major recruited from the University of Notre Dame.

“I went to Notre Dame in the second year that women freshman were admitted,” says Gulyas, “so the student body was 5000 men to 500 women.

Needless to say, I had no problem moving into a male-dominated field from there.

Active in her community, Gulyas is a former Board Member of the United Way of Richmond and DuPont’s 2004 Chairperson for United Way. She was a member of the Executive Committee of the Virginia Business Council. She currently serves on the Strategic Direction and Advocacy committees of the Delaware Nature Society.

“DuPont was attractive to me because they offered me a flexible career path. My recruiter said that I should come as an engineer and see where my interests and talents take me. He spoke the truth—DuPont provides great development opportunities and does not pigeon-hole people based on their education.”

“I think that participating in the community is very important,” says Gulyas. “It is part of what keeps us balanced. At the highest levels in corporate America, it is a challenge to find balance for women—and men as well—as the demands on our time are great. You just have to have discipline to carve out time for the things that you value ... for me, it might be playing golf with my husband, taking the dog for a long walk in the park, or spending time with my sisters.”

Gulyas spent her first ten years in a variety of sales, marketing, technical and systems development positions, primarily in the DuPont Polymers business. The next four years, she was in Europe as European business manager, based in Geneva, for Engineering Polymers, and plant superintendent at the Mechelen, Belgium site. She served as executive assistant to the Chairman of the Board, E.S. Woolard, in 1993-1994.

DIANE H. GULYAS

“I learned a lot during my time with Ed Woolard, Dupont’s CEO,” says Gulyas. “I worked by his side day to day for 18 months and I considered it my ‘on-the-job MBA.’ I attended DuPont board meetings and senior leadership page 28

Profiles in Diversity Journal

Group Vice President DuPont Electronic & Communication Technologies •

November/December 2003

1-800-573-2867 www.diversityjournal.com

Opportunities present abounding opportunities for women, Ellen Kullman and Diane Gulyas

G

I had a wonderful mentor in the staff Vice President who really challenged me to think more broadly on business opportunity. I grew tremendously during this job—it established many of my beliefs and principles on Business development and resource allocation.

roup vice president of DuPont Safety & Protection, Ellen J. Kullman leads a $4.0 B business enterprise that is one of the five growth platforms of the DuPont Company: DuPont Advanced Fiber Systems, DuPont Chemical Solutions Enterprise, DuPont Nonwovens, DuPont Safety Resources and DuPont Surfaces. Under her direction, DuPont Safety & Protection is focused on becoming the global market leader in providing solutions for people, property and operations in the area of safety, security and protection.

“Often I see women who are not happy in their role yet wait for someone/something else to change it. We are responsible for our own development and our satisfaction with our careers,” says Kullman. “The roles I have excelled in are the ones that I have loved.

And to find that ‘match’ is key.

Kullman began her career at DuPont in 1988 as marketing manager in the medical imaging business. Following two years as business director for the x-ray film business, she moved to Printing & Publishing as global business director, electronic imaging. In 1994, she joined White Pigment & Mineral Products as global business director and was named vice president and general manager in 1995. She assumed leadership of two high growth businesses, DuPont Safety Resources (1998) and Bio-Based Materials (1999). Ellen was named group vice president and general manager in 2000 with the addition of Corporate New Business Development and Intellectual Assets Licensing. She later assumed responsibility for DuPont Flooring Systems and DuPont Surfaces in 2001. She was named to her current position in February 2002.

“Both Diane and I are believers that we need to do everything we can to help women succeed in the company,” she says.

“I mentor several individuals, and when I travel to DuPont offices—especially those outside the U.S., where the networks are not as well developed as ours—I often get the women together to discuss what is going on and to exchange ideas.”

Kullman received a Bachelor of Science degree in Mechanical Engineering from Tufts University and MBA from Northwestern University. She serves on the Boards of the Delaware Symphony, the Board of Overseers for Tufts University School of Engineering and as a trustee of Christiana Care Corporation. She and her husband, Michael, live in Greenville, DE, with their daughter and twin sons.

Before joining DuPont, Ellen worked for General Electric in various business development and marketing positions.

“I really don’t believe there is such a thing as balance with these jobs,” says Kullman. “I say ‘jobs’ because my position at DuPont is a 24/7 job and my family is a 24/7 job.

Somewhere in there I figure out how to get the important stuff done. There are school functions/sporting events during the day and travel meetings at night or on weekends. I love what I do and I love my family.

PDJ And if you really love it then it will work out!”

“While at GE I worked on the Vice Chairman’s staff,” says Kullman. “There were only three of us, so I was deeply involved in how the company worked and made decisions.

ELLEN J. KULLMAN Group Vice President DuPont Safety & Protection 1-800-573-2867 www.diversityjournal.com

Profiles in Diversity Journal

•

November/December 2003

page 29

Shattering the Glass Ceiling Women of Initiative

G

loria Bohan founded Omega World Travel in 1972.

Her first office, located in Fredericksburg, VA, started with one employee and some ideas about business that were fairly radical at the time. While the competition stayed behind their desks, Bohan went door to door with Omega brochures, and personally delivered tickets. She kept her offices open late, while the competition closed at 5:00 p.m. By the late seventies, not only was Omega a full-fledged competitor, Bohan had positioned it to be a trend-setter.

Omega was an early user of computer reservation systems and a pioneer in 24-hour emergency service. In 1982, Omega was one of the first companies to competitively bid on official government business under a test program by the

federal government. These travel management contracts opened the door to Omega becoming one of the largest government contractors in the country.

By the mid-eighties, Omega had become one of the largest agencies in the greater Washington area by pioneering the concepts of on-site locations, business travel management, and servicing official government travel.

Over the last decade, Bohan, a hands-on owner, has continually diversified Omega, which now services every major area of corporate, leisure and government travel.

Omega provides full service, on-site corporate and on-site government offices with more than 200 locations worldwide, including fulfillment centers, overseas offices, and Internet services, with 1,100 employees and revenues in excess of $1 billion. And as if conquering this world

of travel wasn’t enough, Bohan seeks to open new ones. She is a co-founder of Space Adventures, a company promoting private space tourism.

“The core strength of our company emanates from the professionals who drive the service,” says Bohan, a hands-on owner who travels regularly to meet with her offices around the world. “My goal is to make every employee think like a salesperson and have them offer the client the best deal and be totally responsive to their needs.

“We advise, communicate and relate to the customer. We benchmark needs and bring our own creative resources and partners together to attain the highest service levels. Our diverse domestic employee base has enhanced the company’s ability to service customers

“We see NO limits …”

Gloria Bohan President and CEO Omega World Travel

MISSION POSSIBLE page 30

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

mission possible around the world. We provide an environment for our employees to grow and prove what they can achieve.

“We believe that through training, incentives and an entrepreneurial approach, leaders are born.

“Omega is a proven leader in the travel business. We see no limits. We bring to

“My goal is to make every employee think like a salesperson and have them offer the client the best deal and be totally responsive to their needs.”

positive impact school, where it provides computers and its employees mentor students. With support from the corporation, Gooden’s operating company also created a scholarship program for underserved high school students who want to attend college. And the company supports a number of community colleges and universities with programs that engage minority and female students in the areas of math, science and engineering.

Personally, Gooden also devotes time and energy to enhancing educational opportunities for underserved students.

She is on the Board of Trustees of The Keystone Center; the Board of Visitors of the A. James Clark School of Engineering, University of Maryland; the Board of Visitors of University of

page 32

Continued from page 30

Gloria Bohan, Omega World Travel the table 31 years of experience and innovation, and an infrastructure that offers choices and customization.

Through our advances in technology, our growth and leadership position in the travel industry will continue.”

Omega is certified as a woman-owned business by the Women’s Business Enterprise National Council (WBENC).

In 2002, Omega World Travel was honored as Top Diversity-Owned Business in the U.S. by small business portal Div2000.com. Omega’s employee base is 86% woman and minority.

Bohan received the Entrepreneurial Visionary Award in 2003 from the Women’s Business Center in recognition of outstanding women of extraordinary accomplishments. Earlier this year, she was awarded an Honorary Doctorate from Marymount Manhattan College for “her vision of service to the public, her skills in organizing a successful

enterprise, her commitment to the advancement of women, and fidelity to the values and ideals of liberal education.” She has also received Entrepreneur of the Year Award from the Business Women’s Network and the National Foundation for Women Legislators.

Bohan is a member of The National Association of Women’s Business Owners, Women Presidents’ Organization and The American Society of Travel Agents. She is active in a number of civic groups including the Race for the Cure, Suited for Change, The Leukemia & Lymphoma Society, Girl Scouts of America and the Salvation Army.

For more information about Omega World Travel, contact Suzanne O’Donnell at sodonnell@owt.net.

PDJ

Continued from page 15

Linda Gooden, Lockheed Martin Maryland, Baltimore County; the Board of Directors of the Prince George’s Community College Foundation; and the Board of Directors for the National Capital Area Council of the Boy Scouts of America.

“My emphasis in those volunteer activities is to help develop projects and programs that encourage diverse students to participate and to provide visible role models for these students to emulate,” says Gooden, who received a bachelor’s degree in computer technology from Youngstown State University and completed postbaccalaureate studies at San Diego State University.

Profiles in Diversity Journal

•

November/December 2003

“The nation has created an underclass that really doesn’t have access to education, to computers, to the Worldwide Web,” she says. “In the next 10 to 20 years, there will be a real deficit of employees in science and engineering if we don’t invest time and energy encouraging talented young people from all walks of life to pursue careers in math and science. It’s our duty to provide opportunities to children who might not have them otherwise.”

For information about diversity at Lockheed Martin contact Dave Waller, Director Corporate Communications PDJ dave.waller@lmco.com.

1-800-573-2867 www.diversityjournal.com

Shattering the Glass Ceiling Women of Initiative

Understanding

Diversity As a Business Issue AT&T works hard to create not only equal opportunity, but also expanded opportunity. he U.S. Supreme Court’s recent University of Michigan decisions, which upheld the principles of diversity, were great news.

The Court clearly recognized that diverse universities are critical to making the “American Dream” a reality.

T

And the decisions were great news for corporate America. No company will succeed if the people at the top—and in the talent pipeline—

do not represent the incredible diversity of the marketplace. That’s why smart companies energetically foster a corporate culture that embraces diversity and encourages inclusion. They have strategies for recruiting, developing and retaining talented women and minorities. And they have mentoring programs to help women and minorities develop a wide variety of skills and connect with powerful internal networks.

also expanded opportunity at AT&T. I personally benefited from this commitment. When I first joined the company, in 1977, I was chosen for the company’s Management Development Program. The program groomed women, minorities and high-potential college recruits to be leaders in AT&T by exposing us to many parts of the business.

In short, smart companies manage diversity just as they do other important business issues.

When I returned to AT&T two years ago, one of my priorities was creating an emerging leaders program, much like the one that helped me. It focuses on building skills through rotational assignments for high-potential managers. More than 40 percent of the participants are minorities.

At AT&T, we define diversity broadly. It’s not just about gender or race. It’s about all of the dimensions of diversity and the richness they bring to our workforce and our world.

AT&T values diversity because it’s the right thing to do for our employees and it’s the right thing to do for our business.

Diversity sparks creativity and innovation, which are keys to survival, let alone success, in today’s global marketplace.

Diversity broadens our perspective as a company.

And it helps win the trust of customers, stakeholders and suppliers of all backgrounds.

We work hard to create not only equal opportunity, but

Today, I am AT&T’s first woman president.

Our strategic intent is clear: The next wave of AT&T leaders will better reflect the communities in which we live and work.

Our commitment to those communities goes beyond workforce programs to AT&T Cares and the AT&T Foundation, through which we donate dollars, services and time to help keep our communities strong. Our programs and policies also support our commitment to making purchases from a diverse base of suppliers who reflect the communities we serve.

We also sponsor seven internal business resource groups that reflect the diversity of AT&T people: Asian Americans, African

Betsy Bernard President, AT&T page 34

Profiles in Diversity Journal

•

November/December 2003

continued page 40

1-800-573-2867 www.diversityjournal.com

Shattering the Glass Ceiling Women of Initiative

CORPORATE RESPONSIBILITY

The New Conventional Wisdom About Ethics and Economics

ews of the corporate accountability scandals may have passed from the front page in recent months, but the scandals continue to have a significant impact on our world. They have destabilized and depressed markets and, perhaps most importantly, have eroded investor trust— the very foundation upon which American prosperity has been built and must continue to stand.

N

But there is a silver lining. The wave of scandals has compelled us to look deeply at the relationship between ethics and economics, and is helping to create a new conventional wisdom: that sound corporate responsibility matters. Indeed, the scandals are generating fundamental changes that can strengthen our financial system.

Like many in the financial community, we at Calvert have applauded the government’s new reform measures to strengthen the checks and balances of the financial system. But we also recognize that it is simply not possible to write enough rules and regulations to prevent people from doing the wrong thing. For real reform to occur, the environment that fosters fraud and deception must be transformed.

At Calvert, we believe it is our responsibility to contribute to that transformation by using our power as investors to promote disclosure,

transparency, and accountability. To that end, in June 2003 Calvert launched Corporate Responsibility Matters, a comprehensive program designed to achieve five main goals: • Strive for integrity-driven performance through continued evaluation of the corporate governance practices of each company in which we invest • Encourage companies to disclose not just financial information but information on all social and environmental issues that affect the bottom line • Promote board diversity • Champion engaged shareownership • Promote sound business practices and public policies.

We have been especially active in our efforts to promote board diversity. Calvert has long recognized that diversity is an important attribute of a wellfunctioning board of directors.

Boardrooms that look like America serve

continued page 38

“The wave of scandals has compelled us to look deeply at the relationship between ethics and economics, and is helping to create a new conventional wisdom that sound corporate responsibility matters.

Indeed, the scandals are generating fundamental changes that can strengthen our financial system.”

Barbara J. Krumsiek President and CEO Calvert Group, Ltd.

1-800-573-2867 www.diversityjournal.com

Profiles in Diversity Journal

•

November/December 2003

page 35

Shattering the Glass Ceiling Women of Initiative Lynn Laverty Elsenhans is president of Shell Oil Company and the most senior representative for the Royal Dutch/Shell Group in the United States. She also serves as president and CEO of its Oil Products business in the U.S. Elsenhans joined Shell Oil Company in 1980 after graduating from Rice University in Houston with a BA in Mathematical Sciences and an MBA from Harvard University. She held successive positions in Shell’s major businesses in the U.S. before being named President of Shell Oil Products East in 1999. In this role, she was responsible for Shell’s refining and marketing business in Asia and the Middle East. In 2002, she was named Director—Strategic Planning, Sustainable Development, and External Affairs for Royal Dutch/Shell in London before assuming her current position in June 2003.

PASSION Isn’t Enough D iversity and inclusiveness are values in Shell that we have a great passion for—not only because it’s the right thing to do, but also because it’s very important to meeting our business objectives.

Having said that, passion isn’t enough. We must have very clear targets and leaders accountable for delivering those targets. We must have policies that are solid and the kinds of practices in our company that support what we are trying to achieve. I feel in Shell that we do have these elements in place. We’ve made a lot of very good progress, but there is still much to be done.

I believe we are well along on our journey of making diversity part of our everyday business. Each Shell organization has a diversity scorecard to measure progress toward creating an inclusive work environment, achieving goals for workforce representation, minority- and women-owned business spend and managing our talent pipeline.

These scorecards are one method to ensure that businesses and their leaders track progress and achieve the company’s diversity goals. Linking diversity performance to the compensation of our leaders reinforces accountability.

All this is a strong signal from the top that “lip service” isn’t good enough and that Shell leadership is determined to make diversity and inclusiveness a part of the cultural fabric of this company.

We have much yet to do in the areas of developing the talent we have in order for it to be the best that it can be. We’ve made progress in that we now have very structured talent management reviews that we take very seriously in terms of succession planning and development opportunities for our future leaders. We conduct these reviews with a “diversity lens” to ensure that we consider underrepresented minorities and women in meeting our objectives.

Our nine employee networks continue to flourish and Shell is strengthening their role and more closely linking their activities to business goals. These networks support our efforts to attract and recruit talent, onboard new hires, and retain the talent we already have through mentoring and development opportunities. They also help Shell deliver on its commitment to be a good corporate citizen through community service and volunteer activities.

continued page 40

Lynn Laverty Elsenhans President and Country Chair Shell Oil Company

page 36

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

corporate responsibility the best interests of shareholders and the economy.

One important step that we have taken has been to formulate model charter language on board diversity. We offer the model language to companies as a way for them to formalize their commitment to maintaining an independent and diverse board. They may either adopt the model language as it stands, or formulate their own language embodying the model’s principles.

Calvert’s model charter language has been endorsed by the State of Connecticut, which recently launched its own innovative statewide board diversity initiative. And in October 2003, the National Association of State Treasurers signaled their agreement by passing a resolution on corporate governance that incorporates aspects of Calvert’s Model Charter Language.

Continued from page 35

Barbara J. Krumsiek, Calvert Group, Ltd.

Clearly, these are exciting times. Despite the wave of corporate accountability scandals—or because of them—we are seeing the emergence of a new business culture based on the integration of ethics and economics. On behalf of Calvert, I invite you to join us in helping to bring forth a new world in which our society’s economics truly reflects its highest sense of ethics.

Another issue that we and other institutional investors have been working on is proxy-voting disclosure. Proxy voting is the means by which shareholders (including mutual fund companies) express their support, or dissent, for issues relating to the management of the companies they invest in. It is the most direct way for investors to influence corporate behavior.

steward of heritage and resources years in contracting with small businesses. Interior also rates above the government-wide average of employment of persons with disabilities—with 10 percent of the

Calvert has disclosed its proxy votes for a number of years, and recently revised its proxy voting guidelines to more thoroughly examine corporate governance issues.

We have also been very active in waging shareholder campaigns to promote board diversity. During the 2003 proxy season, Calvert filed nine shareholder resolutions urging companies to build more diverse boards. In addition, we wrote to the CEOs of the 640 companies that make up the Calvert Social Index urging them to add women and people of color to their boards.

workforce instead of the average 7.5 percent. In fact, there has been an increase in the employment numbers of women, minorities and people with disabilities under Norton’s tenure.

For information about Calvert, visit www.calvert.com. #4612 (12/2003) PDJ

Continued from page 19

Secretary Gale Norton, U.S. Interior Department

By ensuring that the Department workforce includes employees of all backgrounds and experiences, Interior is better able to understand and serve its customers, the citizens of America.

For more information about the diversity of the U.S. Department of the Interior, contact John Wright, at John_Wright@ios.doi.gov.

page 38

Profiles in Diversity Journal

•

November/December 2003

“A diverse workforce is essential to providing services to the culturally and linguistically varied populations that visit and work with the Department’s facilities and lands.”

PDJ

1-800-573-2867 www.diversityjournal.com

passion isn’t enough Our businesses also integrate diversity into the way they do business with external parties. Last year, Shell’s U.S. businesses spent more than $514 million with minority- and womenowned businesses and are finding real ways to expand their influence.

I’ll give you an example in what our legal department is doing with law firms that perform services for Shell.

Shell wants to ensure that these firms are encouraging women and minorities to become partners. Not only does Shell request demographics, it asks that the firm demonstrate that women and minorities play significant roles in the organization. Continued service to Shell is contingent upon meeting these expectations.

We also have a unique initiative on the marketing side of our business with our multi-site operator program. Our supplier diversity goals were “top of mind” in recruiting

business issue

Continued from page 36 Lynn Laverty Elsenhans, Shell Oil Company nearly 100 operators to manage clusters of our company-owned retail sites around the country. We looked for business acumen, financial resources, an entrepreneurial spirit and a proven track record in retail to take on these assignments, but we also sought out prospects that represent the demographics of the markets in which they will operate.

These multi-site operators are forming the backbone of our retail marketing efforts in major metropolitan markets.

Diversity is a journey and we have a ways to go yet. But our goal is to ensure that everyone has a place at the starting line and after that, it’s up to each of us how well we run the race.

PDJ

For more information about Diversity at Shell contact John Jefferson, Director of Diversity at John.Jefferson@shell.com.

Continued from page 34

Betsy Bernard, AT&T At AT&T, we know we’re not where we Americans, Hispanics, Native Americans, want to be. But we’ll continue to make people with disabilities, women, and the progress on this journey, because we know gay, lesbian, bi-sexual and trans-gendered communities. that when people have opportunity, there are no limits to what they can accomplish.

We offer career-development training for all AT&T people, not just those on the For more information about careers at executive track. We offer courses in AT&T, visit their website at diversity training to help people build the www.att.com/careers.

PDJ skills to maintain and manage a diverse workforce. And we have successionAs we went to press, we learned planning standards, so that the slate of Betsy Bernard was leaving her post at candidates for job openings includes AT&T to pursue other opportunities. women and minorities.

Profiles in Diversity Journal

Don’t miss an issue!

Find out what best-in-class organizations are talking about ... and doing ... in The Forum for Business Diversity

Coming in January/February 2004 Technology and Diversity: How does diversity keep technology companies on the cutting edge?

Networking: What’s the best way to use professional networking groups? How are we using networking groups within our organizations?

The Black CEO: What does it take to get to the top ... and stay there?

Today, more than ever, when investors, customers and the general public are closely scrutinizing corporate America, companies must focus on results, not empty rhetoric, when it comes to diversity. page 40

“All this is a strong signal from the top that ‘lip service’ isn’t good enough and that Shell leadership is determined to make diversity and inclusiveness a part of the cultural fabric of this company.”

Subscribe today. Call

1-800-573-2867

or visit www.diversityjournal.com •

November/December 2003

1-800-573-2867 www.diversityjournal.com

Shattering the Glass Ceiling Women of Initiative

Because We Can Lurita Doan, Founder and President of New Technology Management, Inc. on the entrepreneurial spirit that led her to take on the “big boys” of high-tech. page 42

Profiles in Diversity Journal

•

November/December 2003

Photo by Cameron Davidson

1-800-573-2867 www.diversityjournal.com

hy do I do the things I do? The answer always comes back: Because I can. While my personal journey has been an ever-changing one, from teaching at a university, to working for large government contractors, to starting and running a successful small business, I never forget that we women have an unprecedented opportunity to play a larger role in society as business owners and professionals. With individual personal initiative, and by seeking out life—and business—opportunities wherever they may exist, we can not only take responsibility for our lives but also take on a greater responsibility to society.

W

Today’s women have more social and financial freedoms and more personal ability to turn small business opportunities into thriving enterprises than ever before. I’ve been incredibly fortunate to be able to pursue my professional dreams and lead my own company, while also playing a role in making the country a better and safer place to live.

My grandmother ran a business school and owned several rental properties at the turn of the century (1908). She taught me about the importance of participating in society and politics and insisting on equal rights. She operated a successful business at a time when women did not yet have the right to vote. She believed passionately in the power of the vote as the ultimate exercise of our rights as citizens of the United States—a privilege that too many women, a century later, take for granted.

“I started my business with $25.00, no customers and no business experience, except that gained from watching three generations of women and men in my family working in their own businesses.”

My company, New Technology Management, Inc. (NTMI), fulfills high-visibility, high-risk contracts that are essential to our nation’s border security. NTMI provides turnkey technology solutions including design, installation and maintenance of all secure surveillance equipment currently being deployed at over 85 percent of all land border ports of entry on America’s Canadian and Mexican borders.

Our success did not come easy and was by no means guaranteed.

I started my business with $25.00, no customers and no business experience, except from the lessons passed down from three generations of women and men in my family working in their own businesses. We have been a family of entrepreneurs from the time of my great grandmother, a free Black, who sold pralines in New Orleans in the 1860s.

I was raised to understand that hard work is a critical element of a successful small business, but that hard work alone isn’t sufficient.

If that were the case, there would rarely be a business that would ever fail. Running NTMI is quite a bit more complex than selling candy confections, but the basic principles and approach remain the same. From stories handed down about my great grandmother’s business life I learned the basics of running a small business, not the least of which was the importance of being first to market. My great grandmother would arrive at the French Market along the Mississippi River by 5:30 a.m. in order to catch the lion’s share of the “breakfast crowd” and to extol to the passing gentlemen the 1-800-573-2867 www.diversityjournal.com

virtues of a sugar jolt in the form of a praline and a quick cup of café au lait. With NTMI, the parallels were striking when we began with virtually no advertising budget, and being first to market in our niche was our best and only marketing advantage.

Profiles in Diversity Journal

I believe in being politically active and the importance of the individual vote.

I also believe that “you put your money where your mouth is,” so each NTMI employee is granted three hours’ paid leave on Election Day to get out and vote. I think of this as a small civic contribution, which I hope more businesses will adopt. For me it’s also a tribute to my grandmother’s passion for a political system that has slowly but surely provided a more level playing field for her granddaughter.

It is lamentable in many respects that, even today, small businesses, which do most of hiring and buying and paying of taxes, seem to play an undersized role in major policy debates. The solution is more political involvement from the small business community.

Perhaps the most rewarding aspect of my life as an entrepreneur is my role as a mentor. Mentoring is my opportunity to help others benefit from my hard-won experiences and, at a minimum, to help others avoid making the same mistake that I have made, and to share in those personal victories that come from moving a little further up the ladder of success. And it feels really good.

If, like me, you’ve started your business with only $25.00, a trip to Kinko’s and a dream of what you’d like to do, you can’t help but be a believer in the power of individuals to make a difference. I see the future for women entrepreneurs improving steadily with every new small business success story, and for the sake of our country, our economy and our political discourse, our voices must be heard.

Based in Reston,VA, New Technology Management, Inc. (NTMI) is one of the SBA’s 50th Anniversary Women-owned Business success stories. For more PDJ information, visit www.ntmi.com.

•

November/December 2003

page 43

New Girls’

The

Network

Now 10 years old, the Business Women’s Network opens doors for women and women-owned businesses throughout the U.S. Edie Fraser President Business Women’s Network and Diversity Best Practices The pace of our world is dizzying and change is the only thing we can count on. What can we as women do to ensure our growth— and the growth of others—in this business evolution?

• Network. Look to others for support. The greatest leaders know they cannot go it alone.

• Give credit to those who play a role in your success. We are only as good as those on our team.

• Give back. Make yourself available to anyone who needs your mentoring or advice. Your time is the most valuable thing you can give.

From this year’s BWN Summit, President Edie Fraser with

he story of the leadership and advancement of women in corporate America today is an exhilarating one. It has become a dynamic force, with women making outstanding contributions to the corporate, government, and nonprofit sectors.

We are the leaders of today and the architects of tomorrow.

T

No matter what euphemism you wish to use—shattering the glass ceiling, bridging the cultural gap, etc.—this formidable segment of the workforce is changing the workforce from within. A look at this issue should tell you how.

Since 1993, the Business Women’s Network (BWN) has supported this leadership and advancement, giving us a forum to champion one another and show appreciation to our supporters, male and female alike. Now a decade old, BWN can be best represented by what we call “The New Girls’ Network.” In the ten annual Summits we have held, our theme has been, “More business for more women.” Our goal is to open doors for women and women-owned businesses. We at BWN and Diversity Best Practices are proud of women’s accomplishments and the strength of our economic future. And as our membership grows, our focus does, too: to use our strength to open doors for others, and to strengthen our commitment to a more inclusive workforce.

There are so many organizations offering support for women; at BWN, we now profile some 7,000 women’s organizations. These organizations offer all of us superb networking opportunities and a great source of support. When we, as members, support our organizations, much is accomplished. For example, I am extremely proud of what I have been able to accomplish through these organizations. I was a founding member of the Committee of 200, a past president of NAWBO in the Washington DC area, and involved—and rewarded—in many more. I will always give back to young women, as the mentor experience is both enriching and rewarding to me. This year, my efforts resulted in being a Lifetime Achievement Award Winner of Enterprising Women Magazine. page 44

Profiles in Diversity Journal

•

If these “rules to live by” sound familiar, it is probably because it is reflected in the stories of each of the Women of Initiative that have been highlighted here today.

Rosalyn Taylor O’Neale of MTV Networks, and Robert Fernandez and Fiona Devan from Cummins Inc.

Yes, we’ve come a long way. I believe women are the workforce (and the marketplace, and emerging community leadership).

Today, ninety-nine percent of women will work for pay at some point in their lives. Women are moving up to the executive suite and are supporting other women along the way. Representation in the board room is getting stronger and stronger; we at BWN expect 15% of the membership of corporate boards to be women by 2005. And women will continue to dominate the entrepreneur community, with 1,600 forming businesses each day.

But we still have far to go. That is why we salute our role models today—to share in our successes, to support each other’s growth.

PDJ May we all read and be inspired!

November/December 2003

1-800-573-2867 www.diversityjournal.com

helping you grow diversity

Diversity Best Practices (DBP) is a membership-based business resource with a vast network of experts from the worlds of business, government and organizations helping diversity leaders make a quantifiable strategic impact.

www.diversitybestpractices.com www.bwni.com

1990 M St, NW, Suite 700 Washington, DC 20036 (202) 466-8209 | (866) 533-2748

An iVillage Company

Audrey Boone Tillman

Senior Vice President and Director of Human Resources AFLAC Tillman, AFLAC’s director of human resources and a senior vice president with the company. “Dan said ‘I won’t sit around a table with advisors who all look like me’.”

our diversity efforts to the next level,” says Brenda Mullins, second vice president of diversity/employee relations. “Her partnership with Dan and her drive to succeed gave me the reinforcement, support and inspiration that I needed to expand our diversity initiatives.”

Tillman, who started in AFLAC’s legal department as an attorney in 1996, doesn’t head up the company’s diversity initiative.

But two years ago, Chairman and CEO Dan Amos tapped her to be AFLAC’s human resources director, placing the company’s diversity program and other employee-related programs under her leadership. She didn’t make big program changes—except one.

For Audrey Boone Tillman and the supplemental insurance giant AFLAC Incorporated, the job of creating a more inclusive environment is ever-evolving.

“Our culture is ripe with diversity because we have someone in place who understands it to be more than race,’’ says

Bonita C. Stewart

The highest-ranking African-American female in AFLAC, this married mother of three says her career has progressed because of AFLAC’s work environment.

“… if you’re

willing to WORK HARD, your efforts will be “Audrey is the driving force behind taking noticed …” “the WORLD has changed …”

“The head of our diversity initiative wasn’t a company officer at the time, so I approached Dan. He understands how important diversity is, and the importance of support from the top,” says Tillman.

Director, Chrysler Brand Communications DaimlerChrysler Corporation The photo on the credenza tells a vivid tale —a smiling Bonita Stewart, DaimlerChrysler’s Director of Chrysler Brand Communications, arm-in-arm with Celine Dion, the pop diva whose crystal-clear voice and music grace some of Chrysler’s recent advertising spots. It’s a strong testimony to the rising presence of executive women in the male-dominated automotive industry, certainly, but also represents a marketing strategy built on the strengths of diversity initiatives and a conscious approach to attracting young, hip buyers to the Chrysler brand.

“The world has changed,” says Stewart, who holds responsibility for all print, electronic and broadcast Marketing Communications for the Chrysler brand.

“The top golfer in the world is Africanpage 46

American; one of the most popular rappers, white. There’s an AfricanAmerican ‘Friend,’ and a street-savvy African-American detective on ‘Law & Order.’ The media and the marketing industry are responding to the positive reality of our diverse population.”

Stewart credits her father for teaching her the “Four C’s to Success”—Concentration, Culture, Character and Courage— qualities that are part of the reason Ebony Magazine named her as one of their “Outstanding Women in Marketing and Communications” for 2003. She holds an MBA in Business Administration from the Harvard Graduate School of Business, and began her career with the Chrysler Group in 1993 as Manager of Marketing Strategies.

Profiles in Diversity Journal

•

Stewart takes pride in the knowledge that her success allows her to open doors for other women of color. “The greatest rewards I’ve received in my career have been the notes and letters from minority women, thanking me for being a positive PDJ role model.”

November/December 2003

1-800-573-2867 www.diversityjournal.com

“AFLAC is the type of place where, if you’re willing to work hard, your efforts will be noticed and you’ll be rewarded,’’ said Tillman. It’s an environment Tillman works hard to advance. As head of AFLAC’s human resources department, Tillman is charged with being the main advocate for the company’s employees. She says surveys and talking to employees play a significant role in updating services.

“When we changed some of our shifts to 6 a.m. we had working mothers ask, ‘What do I do with my child?’” Tillman said.

“We negotiated with our daycare and got

them to adjust their hours to accommodate them.” AFLAC has also recently created accommodations for nursing mothers and revised its medical insurance coverage so that single mothers, who once had to purchase Employee-plus-One coverage at a higher premium, could feel less of a pinch.

“We went back and tailored the benefit to reduce the premiums for our single working mothers, putting more back into their pocket books,’’ she said.

Tillman holds a bachelor’s degree in Political Science from the University of North Carolina at Chapel Hill and a Juris

Doctor degree from the University of Georgia School of Law. She is a member of the State Bars of Georgia, North Carolina, and the District of Columbia, and is past chair of the Corporate Law section of the National Bar Association.

Tillman finds the analytical skills she honed practicing law a plus in her position as head of human resources.

“We’re not afraid to ask the question ‘Is this working?’ when it comes to our diversity program or any of the other services and programs we offer,” Tillman said.

PDJ

Caryl M. Stern

Chief Operating Officer and Senior Associate National Director Anti-Defamation League and bigotry of all kinds. Her inspiration was inherited. “My mother was a Holocaust survivor who was sent to the United States as a child—she didn’t see her mother from the age of six until she was a teenager. She could have been bitter, but instead she was thankful. Her joy and zest taught me that everything is possible. She showed me the world is ours—we can make it a good or bad place.”

“She showed me the world is ours—we can make it a good or bad place.”

Caryl M. Stern has a special method for managing the vast array of urgent issues that cross her desk every day. She sorts them into two baskets. Incidents of Anti-Semitism and Hate, and Strategies for Fighting Back. “It’s really easy to be overwhelmed by everyday incidents of bigotry. That second basket is vital because success in my job is about focusing on solutions.”

Stern’s mission—and that of the AntiDefamation League (ADL)—is no less than to eradicate Anti-Semitism, discrimination 1-800-573-2867 www.diversityjournal.com

In her current role as ADL’s Chief Operating Officer and Senior Associate National Director, Stern oversees the dayto-day operations of the organization and its network of offices across the country and is also a well recognized activist against hate. Stern coordinates with leaders in the United States, Europe, Asia and Israel to promote respect for diversity and to counter prejudice and discrimination in schools, the community and the workplace.

Stern is also regarded as one of the education world’s leading innovators and visionaries. Her book, Hate Hurts: How Children Learn and Unlearn Prejudice (Scholastic, 2000), moved the issue of bigotry among children front and center and is a tool used by tens of thousands of Profiles in Diversity Journal

•

parents and educators across the country.

Most recently, Stern shepherded a bold new approach for reaching kids.

The CD-ROM entitled Hate Comes Home was produced with industry leader Will Interactive, Inc. to teach high-school aged youth how to counter prejudice, discrimination and hatemotivated behavior.

Despite her busy schedule, she has a warm, caring interpersonal style that endears her to colleagues and friends alike. “I am blessed to have three sons who range in age from 4 to 32. I’ve learned from them the importance of conveying values and beliefs across the generational spectrum.” It is no wonder that Working Mother Magazine named her as one of 25 Moms We Love in December 2000. She has also been honored by the National Association for Campus Activities (NACA), an organization representing over 1,000 colleges and universities. Stern was a recipient of the Founder’s Award, the NACA’s highest professional honor. She has also been honored with the prestigious New York City Harmony Award.

PDJ

November/December 2003

page 47

Shelley J. Seifert Executive Vice President, Corporate Human Resources National City Corporation Shelley Seifert is a passionate advocate of doing what’s right for the 33,000 employees of National City Corporation.

Time, which offers full-time benefits to part-time employees with at least 10 years of service. Club Wellness was launched earlier this year to provide education, motivation and inspiration to help National City employees improve their physical and mental quality of life at home, work and play.

“At National City, we care about doing what’s right for our customers,” she says, “and we fulfill that promise through people who are committed to their customers, to their colleagues and to their communities.”

A native of St. Louis, Seifert earned a bachelor’s degree from the University of Missouri and a Master of Business Administration from the University of Louisville. She began her banking career in Kentucky in 1979 and served in various human resources positions for National City before transferring to Cleveland in 1993.

“we can help people MAXIMIZE the contributions they’re making AT WORK …”

As executive vice president and head of human resources for the nation’s ninth largest financial services company, Seifert leads the organization’s efforts to engage its workforce to increase individual contributions—resulting in a winning environment for employees, customers and investors.

“We’re focused on creating a culture of success,” she says, “by hiring the right people, developing their talents and encouraging high performance through communication and recognition.

Respect, inclusion and performance excellence prevail in all we do.”

Employees experience this culture on their very first day, and can advance their careers by demonstrating performance and potential—as did 139 branch managers promoted this fall as part of an initiative to enhance the company’s branch management career path.

“We also know that most employees face issues of balancing their work and personal lives, whether they’re raising children, continuing their education or caring for elderly parents,” says Seifert, the mother of an 11-year-old daughter. “By providing support and resources, we believe we can help people maximize the contributions they’re making at work.”

Under Seifert’s leadership, the company has introduced a number of family-friendly programs, including flexible working arrangements, an Employee Assistance Program, and Prime page 48

Profiles in Diversity Journal

•

With her business and personal philosophy of “treating everyone with respect and compassion,” Seifert leads by example through her hands-on community involvement. She serves as vice chair of the Visiting Nurse Association of Greater Cleveland and of Business Volunteers Unlimited, board member of the Arthritis Foundation and member of the Cleveland Commission on Economic Partnership and Inclusion. She is past board chair of the Urban League of Greater Cleveland, a graduate of Leadership Cleveland and a member of the Society for Human Resources Management. PDJ

Catherine Land-Waters sums up her career at AGL Resources (AGLR), an energy holding company serving approximately 1.8 million customers in the Southeast, as “taking the hard jobs and making them look easy.”

“ ... AS MUCH AS I could take in and as much as I COULD LEARN …”

As interim president of AGLR’s largest subsidiary Atlanta Gas Light Company (AGLC) in 1998, she led the company through the biggest challenge in its history—the deregulation of Georgia’s natural gas industry, which impacted 1.5 million commercial and residential customers.

November/December 2003

1-800-573-2867 www.diversityjournal.com

Christine A. MacKenzie Vice President, Dealer Operations, DaimlerChrysler Corporation When Christine MacKenzie left her native New Zealand in 1976, her intention was to travel the world. At DaimlerChrysler, she found the place she could be on top of it. In 1981, she accepted a Financial Analyst position—the first step in her rise to Vice President of Dealer Operations for DaimlerChrysler Corporation.

“the pipeline is FILLED with talented

MacKenzie’s responsibilities include franchise planning and administration, dealer placement, franchise legislation, minority dealer development, and factoryto-dealer communications. She also serves as President of Chrysler Realty Corporation, was named one of the Automotive News 100 Leading Women for the year 2000, and will be President of the Adcraft Club of Detroit—the largest advertising club in the world—in 2004.

women …”

“The number of women in the automotive industry is growing, and the pipeline continues to be filled with talented women who are seeing that the auto industry is an exciting place to work,” MacKenzie states. “Although holding an executive position in this industry is still quite unusual for a woman, it provides a wonderful opportunity to offer one’s unique and diverse perspective. And it is this perspective that has helped me in

understanding and working with Chrysler’s minority dealers.”

Being a dealer requires an entrepreneurial spirit, MacKenzie states, but it also takes education and experience. Dealers must understand every facet of their franchise, from sales and financing to servicing both their customers and their employees. Her department is working on a program to attract minority students in high school and college, and match them with established minority dealers willing to mentor and train them to become future dealers.

Chrysler holds the distinction of awarding the first minority dealer automotive franchise, in April 1965. The company established a formal Dealer Development Program in 1978, and has continued to maintain the highest quality standards and training processes for minority dealers, including the nine PDJ franchises held by minority females.

Catherine Land-Waters Senior Vice President, Business Technology, AGL Resources “There was no rule book, no map out there on how to deregulate,” she says. “We had to define the process, then build the systems to support it.”

Now, as senior vice president, business technology at AGLR, Land-Waters is a 22-year veteran in fields that have traditionally been male-dominated: natural gas, industrial engineering and, now, technology. She has blazed the trail within her community, as well, as the first female member of the Buckhead (Atlanta) Rotary Club and the first woman to serve as the prestigious service club’s president.

Like many outstanding women, Land-Waters didn’t start out as a trailblazer. A French major at Auburn University, she had originally planned to be a translator in New York. But life—and her husband, Robert—took her to Atlanta where she took a teaching position. The outdoors enthusiast found the classroom too confining and enrolled in night school where she discovered industrial engineering and found true academic love. She earned a Bachelor of Industrial Engineering Technology from Southern Polytechnic State University and a Master of Business 1-800-573-2867 www.diversityjournal.com

Profiles in Diversity Journal

Administration from Brenau University.

In 1981, Land-Waters was hired as one of the first two female field engineers at AGLC. Her initial “dress for success” look of jeans and hard hat was quickly replaced by more corporate attire: “The gas company offered me positions that constantly challenged me. As much as I could take in and as much as I could learn—they allowed me to do it.”

When not at work, Land-Waters enjoys watching her daughter play volleyball and working on the family’s Alabama farm. She makes time to serve on the board of the Atlanta Urban League, the Better Business Bureau of Atlanta and the Buckhead Rotary Foundation. She is a graduate of Leadership Georgia, Leadership Buckhead and Leadership Atlanta.

Land-Waters credits her “core values” with guiding her through the many changes in her industry: “You’ve got to be honest with yourself and everyone else. You have to do what’s right for the company and its stakeholders, even when it means making PDJ tough decisions.”

•

November/December 2003

page 49

within an environment that is increasingly competitive and to do so in a manner that provides the highest level of quality education and services. As a relatively new college, St. Augustine faces many challenges: competition, limited financial resources, youthfulness, and many others, including attempting to educate the most vulnerable, at-risk student population.”

“… removing barriers …”

Dr. Z. Clara Brennan President St. Augustine College, Chicago Dr. Z. Clara Brennan is the third president of the only bilingual institution of higher education in the Midwest, Chicago’s St. Augustine College. A native of Peru, Dr. Brennan received her baccalaureate degree in Economics from the Universidad Nacional de Trujillo. She attended the University of Missouri, Columbia, on Fulbright and Central Bank scholarships, earning her master’s and doctorate degrees in Economics. She completed post-doctoral studies at Harvard University’s Institute of Education Management and received a Certificate of Fund Raising Management from the Center on Philanthropy at Indiana University. She was one of a select few invited for the New Presidents Seminar at Harvard.

This diverse academic experience provides an important backdrop for her relatively new position. St. Augustine College is a private, Hispanic-serving institution of higher education located on the north side of Chicago, with two other satellites in predominantly Hispanic communities in page 50

the west and south sides of the city.

Founded in 1980 under the auspices of the Episcopal Diocese of Chicago, the College provides access to higher education for minority students with an emphasis on those of Hispanic descent.

The College is accredited and offers twelve associate degrees and one baccalaureate degree. St. Augustine boasts of a student enrollment that is approximately 1,700, with an average age of 30.

Hispanic students account for nearly 88 percent of the student population. The majority of the student body, 78 percent, are women; a reflection of this reality is the childcare offered at each of the College’s three locations.

“In the early eighties, our founders initiated an experiment that is today enshrined in the mission and values of St. Augustine College,” says Brennan: “to provide access to a college-level education by removing barriers related to English language proficiency, family needs, financial assistance and others. Our challenge is to continue this mission

Profiles in Diversity Journal

•

November/December 2003

To keep St. Augustine College moving forward, Dr. Brennan’s vision includes the continual integration of technology into the College’s classrooms, libraries, and administrative support systems. She seeks to expand programs and degrees and to increase the number of baccalaureate degrees offered. “For St. Augustine to remain an important asset to the Hispanic community, the College must increase its offerings and provide our students with more learning opportunities. Our struggle is to manage this growth within the framework of the College’s mission.

I believe that we can and will do so.” PDJ A 14-year veteran of Eastman Kodak Company, Celeste Amaral is the company’s highest ranking Hispanic female, with responsibilities that include establishing Kodak’s financial management policy; reporting on the company’s financial landscape to senior executives; developing the standardized global corporate finance policy for Kodak’s business units; preparing financial forecasts; and serving as secretary for Kodak’s executive Operations Council.

It’s easy to understand how the rigors of Amaral’s daily schedule could prevent her from taking an active role in “extracurricular” activities. However, since working her way through the executive ranks, Amaral has established a mentoring program to coach up-and-coming Hispanic employees as they climb the corporate ladder. She’s also an active participant in Kodak’s HOLA network, an employee group designed to provide a forum for the exchange of ideas and to promote the interests of Hispanic employees.

In addition to HOLA, Amaral participates in 1-800-573-2867 www.diversityjournal.com

Geri P. Thomas Senior Vice President, Corporate Diversity Executive Bank of America imagination dreamed that diversity would become a critical business initiative for corporate America the way it has today,” said Thomas. “It’s refreshing to me in my human resources role to see the diversity we are bringing to Bank of America.”

“… personally involved because I BELIEVE …”

For more than 25 years, Geri Thomas has been a steadfast advocate for diversity through her various human resources roles at Bank of America, where she is currently the Senior Retail Banking Staffing executive. In fact, she remembers back 30 years when she was crafting the first written affirmative action policy for the bank.

“I don’t think I would have in my wildest

“I hold a firm belief that if our employees spend all their on-the-job energy and focus on delivering results, knowing that they are valued as an individual instead of having to hide who they are, we will reap huge benefits both in productivity and in associate satisfaction,” said Thomas.”I’m personally involved because I believe diversity is the critical component to our becoming the world’s most admired company,” she said.

A lifelong resident of Atlanta and graduate of Georgia State University, Thomas is deeply involved with her community as well. She is currently the Vice Chair of the State of Georgia Personnel Board and also

serves on the faculty of the Georgia Bankers Association Graduate School at the University of Georgia. She is also a member of the board of the Atlanta Committee for Public Education.

Recognized for her commitment to diversity and the community, she was the recipient of the Don Alexander Trailblazer Award from the National Bankers Association for support of minority banking. She was featured in Ebony Magazine’s “100 of the Most Promising Black Women in Corporate America” and was also listed among the Atlanta Business League’s 2002 “100 Women of Influence.”

She is a member of the Atlanta Urban Financial Services Coalition, the Atlanta Urban League, and several other civic and community organizations.

PDJ

Celeste Amaral Director, Global Contact Center and Vice President, Chief Administrative Office, Eastman Kodak Company

“ I wanted to give in a meaningful way …” three other employee networks, a move she says better equips her to manage and communicate with Kodak’s diverse global team.

Amaral’s dedication stems from her belief that, as a Hispanic woman with such a high-profile position, she has a responsibility to promote the professional development of other Hispanics in the company. “I strongly believe that the key to anyone’s success is focus and results, which takes hard work and a high level of commitment,” says Amaral. “But I also recognize that hard work, even with results, can sometimes go unnoticed. I not only want to mentor and 1-800-573-2867 www.diversityjournal.com

set an example for other Hispanic employees, but I want to be a champion for them … to use my presence at the executive level to further the interests of Kodak’s Hispanic population.”

Outside of the office, Amaral shows the same passion for helping others get ahead.

She is an active member of the Latinas Unidas Network of Greater Rochester, a group dedicated to fostering opportunities that promote unity, cultural identity and the presence of Latina women in the community. Amaral spearheads the organization’s fundraising arm, which provides academic scholarships to Hispanic women, age 25 and older, who want to further their education.

“I wanted to give back to the community in a meaningful way,” Amaral says.

Profiles in Diversity Journal

•

“Latinas Unidas is a wonderful organization that’s making a very powerful impact on the lives of many women.”

A native of the Azores, Amaral and her family moved to the United States in 1973.

She received her MBA from Penn State.

Amaral resides in Rochester, NY and enjoys hiking and traveling with PDJ her husband.

November/December 2003

page 51

Patricia Bomba, M.D., F.A.C.P. Corporate Medical Director, Geriatrics Excellus BlueCross BlueShield Excellus BlueCross BlueShield, her position is one that she refers to as her “community practice.” In this practice, she directs the Education for Physicians on End-of-life Care (EPEC) program, a curriculum that advises doctors on how best to ease the pain and symptoms of patients with terminal illnesses. She also serves as Medical Director of MedAmerica Insurance Company in Rochester, NY, a subsidiary of Excellus BlueCross BlueShield that offers long-term care insurance.

Patricia Bomba grew up knowing she wanted to be a doctor, she says; but in the small Pennsylvania coal mining town where she was raised, few went on to college. “My mother said to me, ‘I can’t give you tuition, but I can give you encouragement.’ And it was her support— and my drive—that got me there,” she says.

Bomba not only achieved her goal, she became a nationally renowned expert in geriatrics and end-of-life care. Now Corporate Medical Director, Geriatrics for

She also worked treating migrant workers in New York’s rural farm community of Sodus.

“… a passionate drive to humanize the care I deliver …”

“That experience set the tone for my medical career,” said Bomba. “It left me with a passionate drive to humanize the care I deliver, to serve diverse groups of people and develop systems and programs to meet their needs.” In 1983, she co-founded a landmark private medical practice—the first of its kind in Rochester—that began to focus on treating elderly people.

“Pain at the end of life is often under-treated, especially in the elderly,” said Bomba. “Helping physicians learn to effectively and respectfully manage end-oflife care and pain is a vital part of our EPEC program.”

Bomba’s early resolve to become a doctor didn’t include a commitment to serve the elderly. But at the suggestion of her medical school professor, she spent four years at Rochester General Hospital, where she often served the elderly and the uninsured.

“For so long there were cultural and religious taboos that prevented us from effectively engaging elderly patients in their end-of-life care,” said Bomba. “But we have worked hard to bring aging and end-of-life care issues out into the open. Patients want to talk about them—address them on their own terms and with as much support as they can get from the medical communi-

Arleas Upton Kea Director of the Division of Administration, Federal Deposit Insurance Corporation (FDIC) With a wide smile and unassuming grace, Arleas Upton Kea advises women to “be good to your word, share the challenges and—just as importantly, the glory—and take time to celebrate.” No matter how busy she is, she takes time to celebrate the hard work and contributions of her staff and colleagues.

When Kea was named Director of the FDIC’s Division of Administration in 1999, she took over functions ranging from corporate recruitment, pay, benefits, and performance review to facilities, procurement, contract management, workplace safety, security, training and career development.

In the same breath, however, she confides that one of her greatest challenges is finding balance between her career and personal life. There is no question that her candor has a positive impact, as do her actions, in so many ways. But what her actions also show is that leadership takes energy and resilience—and Kea seems to have an incredible reserve of both.

When the FDIC brought the nation through the banking crisis of the late ‘80s and early ‘90s, Kea was at the frontlines.

As the crisis subsided, change was the one constant, as thousands of employees separated, divisions cut costs, and the Corporation adjusted to a new reality.

Kea was in the vanguard of those who transformed the FDIC into a nimble

page 52

Profiles in Diversity Journal

•

instrument of bank stability and transitioned thousands of employees to new careers. She served as Assistant and Deputy General Counsel, handling complex litigation during the banking crisis. She also served as Ombudsman, establishing effective liaisons with bankers, industry representatives, community groups, and members of the public, and winning a prestigious Hammer Award for improving Federal Ombudsman programs.

“… take time to celebrate …”

November/December 2003

Understanding that public service shines more if public servants look like the public they serve, Kea has been a tireless leader for diversity at FDIC. She introduced a new, flexible, cafeteria benefits program, a first 1-800-573-2867 www.diversityjournal.com

Deborah Elam ty.”Bomba joined Excellus BlueCross BlueShield in 2000. She had been involved with the corporation since joining its board of directors in 1987. When she was named Chair of the Board in 1996, she was the first physician and the second woman in the organization’s history to hold that title.

“It would have been very hard to come into this position without my experience on the board of directors,” said Bomba. “Having solid knowledge of the strategic goals of this corporation and first-hand experience building the systems to reach those goals has demonstrated to me that we can make a difference—not alone, but as part of a community.”

PDJ

Manager, Global Employer of Choice Initiatives General Electric Over her 15-year career in human resources, Deb Elam has made a few observations about people and work.

“People want to work,” she says. “They like to work. But more than ever, they see their lives in dimensions beyond what they do for a living.”

She has also had the chance to observe employers. “There is a greater awareness that good people will produce. It’s not the structure of the workday or a dress code that drives results. It’s putting the best producers in the right places with the right support, and then giving them latitude in getting the job done. And in that latitude—assuming goals are achieved and the customer is happy—there is room for leaving a couple hours early to coach a child’s soccer game.”

Managing and promoting this evolving change in the balance between work and life is one of the ways she spends a good part of her day as Manager, Global Employer of Choice Initiatives for General Electric Company. As a wife and mother of two young daughters, Elam’s experience with the importance of balance is first hand. “GE is a high-demand, high standards place,” she says. It’s not always easy. And in some situations—such as single parenting—it’s especially tough.

Part of managing people today is being able to understand that struggle, and then taking real steps to help.”

took her through increasingly broad HR responsibilities. She moved to GE’s Fairfield, CT headquarters in her current assignment, running the Employer of Choice Initiatives, in 2002.

Part of that responsibility means going out to the communities, working with schools and other organizations in a position to provide the kinds of people GE wants. But she also works from the inside, consulting with GE’s top management to make sure the Company has the right awareness, focus and programs to ensure it is an employer of choice.

“ … BEYOND what we do for a living …”

in the federal government, to give FDIC employees greater choice in benefits; enhanced recruiting and workplace programs; and created new developmental opportunities to meet agency diversity goals.

Kea received her degree from the University of Texas Law School, and completed the Program of Instruction for Lawyers at Harvard School of Law. A native of a small German community in south central Texas, she now resides in Silver Spring, Maryland with her husband and their PDJ two children.

1-800-573-2867 www.diversityjournal.com

A native of New Orleans, Elam earned her BA in Sociology from Louisiana State University and was on her way to a Master of Public Administration from Southern University of Louisiana when she started her career with GE as a Human Resources intern. She was picked for the Company’s prestigious Human Resources Leadership Program, which started a career climb that Profiles in Diversity Journal

•

Is that realistic in a time of nomadic employees who tend to job hop their way to a career? “Sure it is,” she says. “Some say employee loyalty is an oxymoron.

It’s not. Not if an employer holds up their part of the deal—which is to treat employees fairly, give them opportunities to grow, recognize their contribution and show an awareness that they have responsibilities outside the company. It’s just like any other economic transaction.

Good people are consumers of employment. To get outstanding performance, loyalty, commitment and the other things you want, you have to satisfy the consumer. That’s really what being an employer of choice is all about.”

November/December 2003

PDJ

page 53

“… see things as though Beverly Ramsey, division leader for the Risk Reduction and Environmental Stewardship Division at the U.S. Department of Energy’s Los Alamos National Laboratory in Northern New Mexico, walks in two worlds. As a member of the Eastern Band of the Cherokee Nation, her traditional upbringing included a focus on interrelationships and a sense of community. As a senior manager at the nation’s premier nuclear weapons institution, Ramsey also relies on the highly technical training she received on her way to earning a PhD in systems ecology, and on her extensive background working in nuclear facilities, both private and public.

Ramsey balances the values from both worlds and has found in Los Alamos a compelling focus for their integration.

Most important to her is the ability of the Laboratory to make a positive difference in a community as diverse as its 12,000 workers.

Located 90 miles north of Albuquerque, Los Alamos is a beacon of technology in the middle of an area largely devoted to agriculture and ranching. The Laboratory sits high above the Rio Grande valley in an area that is home to three cultures—Native American, Hispanic and Anglo. The Laboratory’s operations also require a

unique balance between technological progress and the need to minimize current environmental impacts on natural and cultural resources; between the need to assure the nation’s nuclear capability and the need to repair the damage caused by more than 50 years of nuclear research on the site.

According to colleagues, everything in Ramsey’s life happens within the context of

Ginger Parysek Senior Vice President, Corporate Human Resources The Lifetime Healthcare Companies “I like to think that I’m just determined,” says Ginger Parysek, senior vice president of corporate human resources for The Lifetime Healthcare Companies. “I know I have a strong work ethic and integrity. I know I’m not afraid of stretching to try more, pursue more and achieve more.”

“… a unique position to open doors for people …”

Parysek describes this determination as a product of her upbringing. She grew up in a rural community in Western New York— one of four children of blue-collar parents.

Small-town traditional values gave her the determination to be successful, she says, and inspired the ethics and integrity this true leader possesses. Yet Parysek’s traditional roots yielded to a less conventional path; she went straight into the workforce after high school and, eight years later, began college and a learning process that has since spanned her career.

In 1980, Parysek was working for a retailing company and completing college when a leadership position in human resources became vacant. page 54

“I went to the president and told him I wanted the job—and really thought I could do the job—even though I had limited human resources experience,” said Parysek. “He said ‘I’ll try you out, but to keep the job, you’ll have to earn it.’

And I did. I became a part of senior management so early in my career simply because I had the confidence to ask for the job. I kept it because I proved to my boss that I had the drive, ability and skills needed to learn and to lead.”

And lead she has. Parysek now leads the 81-member Human Resources Department of The Lifetime Healthcare Companies, and has been instrumental in ensuring that human resources has a seat —and a role—at the leadership table.

Her human resources strategy is focused at meeting the needs of the business.

She’s also made a personal and professional commitment, shared by the organization, to recruit and retain a workforce that reflects the customers and communities it serves.

“We have a mosaic workforce and we appreciate the tremendous value diversity

Profiles in Diversity Journal

•

November/December 2003

adds to our organization,” says Parysek.

“This diversity enables us to better serve our communities.

“In human resources, you’re in a unique position to open doors for people.

Throughout my career, I’ve been able to cultivate diversity in the workplace, recruit women and people of a multitude of cultures and experiences, and create opportunities for many employees.

How many people can impact a corporation in that way?

“My role is to plan effectively, listen carefully and remove barriers so employees can deliver leading edge healthcare service,” said Parysek. “The human resources function has little value if it’s just transactional. My role is that of a strategic partner positioning my company, our staff—and ultimately our PDJ customers—for success.”

1-800-573-2867 www.diversityjournal.com

they have already been accomplished …”

Beverly Ramsey

the larger community. It is within this larger context of Los Alamos Division Leader, Risk Reduction & that Ramsey seeks to integrate the Environmental Stewardship Division activities of her organization to Los Alamos National Laboratory ensure the protection of the from the University of Tennessee in environment in the midst of the Knoxville in 1971 and 1973, respectively. laboratory’s operations; to use the area’s need for environmental services to Ramsey is a dynamic leader who feels at promote economic development; and to ease in the middle of often conflicting leverage the laboratory’s scientific and requirements and expectations from the technical base to strengthen nearby Laboratory, the numerous agencies that educational systems. She is committed to regulate the institution, a frequently making a positive impact because she feels disconnected customer base, and a responsibility to share what she has members of the local and regional cities learned from both her worlds. The author and pueblos. She describes her vision as of numerous published peer-reviewed though it has already been accomplished, papers, Ramsey received her master’s and thus allowing her colleagues to step into doctoral degrees in ecosystems analysis the openings she has created. According For over 25 years, Sylvia Horne Plunkett’s commitment to excellence and willingness to help others has made an impact on the workforce at the Federal Deposit Insurance Corporation (FDIC). She began her career as a Bank Examiner Trainee; now, as Deputy Regional Director, she is often called on by others in the workplace for executive interviews, shadowing opportunities, and meetings to discuss career development. She teaches banking courses within the FDIC as well as within the community, and is a frequent speaker at conferences, banking schools and other professional venues.

“… MY GOAL is to provide motivation and encouragement …”

One of her proudest accomplishments is the FDIC Mentoring Program, which she helped to develop and implement in 1999.

Plunkett makes a unique mentor, a role she has taken on each year, as each of her mentorees has worked in different departments located in geographic locations throughout the FDIC. While it is widely believed that meaningful longdistance mentoring partnerships—where meetings are primarily by phone—can’t 1-800-573-2867 www.diversityjournal.com

to those who know her, Ramsey is all about possibility—for the individual, for the organization she leads and for the wider community she embraces.

PDJ

Sylvia H. Plunkett

succeed, all of her partnerships have Deputy Regional Director (Compliance), Dallas Region flourished and even Division of Supervision and Consumer Protection provided some best Federal Deposit Insurance Corporation (FDIC) practices for making long distance partnerships work.

“I believe that, as executives, we have a responsibility to help younger professionals maximize their potential which will result in enhanced contributions to corporation,” says Plunkett. “Most people know what they want to do and how to do it, but what’s lacking is the discipline to plan, organize and accomplish their goals. In a mentoring partnership, my role is to help my partner develop those goals, and to provide the motivation and encouragement that will keep them going until the goal is accomplished.

“It is amazing how much my partners have accomplished at the end of the year.

I always remind them that they accomplished the goals, not me.”

Plunkett has always been very active in her local church, and has served in many roles within its organization. She is a member of the NAACP, Jack and Jill of America, Inc. Profiles in Diversity Journal

•

and a very active member of her local PTA. Plunkett is a graduate of Mississippi State University with a Bachelor of Science degree in business. She is also a graduate of The School for Bank Administration at the University of Wisconsin in Madison.

She and her husband, Eric, have one PDJ daughter, Alice.

November/December 2003

page 55

Jackie Martin President, United Way of the Texas Gulf Coast In a year that proved exceptionally difficult for raising funds, Jackie Martin was on the frontline sharing United Way’s story and enlisting people to give from their hearts.

President of United Way of the Texas Gulf Coast, Martin is an exceptional business leader who communicates the community’s greatest needs to a wide variety of audiences—from volunteers, to corporate donors, to community leaders, to agencies providing services. As a result of her leadership, United Way raised $68.5 million for critical social services in the Houston area.

A sixth generation Texan, Martin has a legacy of leadership in Houston’s social services community. She earned her undergraduate and graduate degrees in Sociology from Texas Southern University and has more than 25 years of experience in the human services field.

Prior to taking the helm of United Way, Martin served as executive director of the Houston-area San Jacinto Girl Scout Council. She currently serves on the Board of the American Leadership Forum, as a member of the Greater Houston Partnership Executive Committee and Board and chairs the Partnership’s Executive Women Partnership Committee.

Martin also serves on the Board of Center for Houston’s Future, the Houston Better Business Bureau, the Catholic Endowment Board and the Women’s Advisory Board of Vinson & Elkins.

“I TELL PEOPLE WHAT I SEE …”

Since coming to United Way, Martin has been instrumental in streamlining the organization. “We’re in the business of caring, but we are a business and we have to run like a business,” she says. Under her leadership, United Way has driven down its administrative costs to under 12 percent.

Externally, Martin is the face of United Way. Last year, she granted approximately 150 media interviews and spoke to more than 150 different groups. With no prepared text, Martin shares with potential donors the human services needs of the nation’s fourth-largest city. She tells her own personal story as a newly-divorced, unemployed mother who utilized United Way-supported services to help get back on her feet. She also talks about visiting the homes of Tropical Storm Allison victims or a local daycare center that is providing quality childcare.

Last year, when it was obvious a faltering economy and corporate cutbacks were negatively impacting the campaign, Martin worked with the campaign chairman, publisher of the Houston Chronicle, to develop a series of newsletters that appeared in the Sunday edition. When the Columbia tragedy struck in February, United Way quickly marshaled resources in the Clear Lake area to help people get critical counseling services to deal with the loss.

Martin says, “I don’t write speeches. I tell people what I see, and I connect them through that. I’m not articulate enough to lie. Especially when running a nonprofit, you have to operate in the truth mode because somebody’s going to come in and look (at the books).”

PDJ

Karen A. Smith-Pilkington Senior Vice President, Eastman Kodak Company One of only two female senior vice presidents of Eastman Kodak Company, Karen Smith-Pilkington is passionate about helping other women at all levels find success at her organization. “Karen provides an environment among her leadership team that, while demanding from a performance point of view, is very inclusive,” says one senior executive of her work. “She creates an environment in which employees can thrive.”

Smith-Pilkington has found Eastman Kodak to be the ideal place to promote page 56

women’s success. She has herself had the opportunity to lead—and grow—in a wide variety of managerial positions in Marketing and Human Resources.

Prior to her current position, SmithPilkington served as President, Kodak Professional and Senior Vice President, Eastman Kodak Company, driving growth in one of Eastman Kodak’s most mature businesses by leveraging marketing capabilities, operational efficiencies and enhanced customer care. Smith-Pilkington currently leads the merger of Kodak’s

Profiles in Diversity Journal

•

November/December 2003

Consumer Imaging with the Kodak Professional businesses, changing its core business capabilities, business model, and operational execution. This combined business represents Eastman Kodak’s largest business with revenues exceeding $7 billion.

Outspoken and energetic, this 46-year-old mother of two actively works to influence academic institutions, their strategies, curriculum and policies regarding the development and opportunities for women and girls. She serves on the University 1-800-573-2867 www.diversityjournal.com

Maria Degois-Sainz President, Cardiac Surgery, Guidant Corporation Today, you might find Maria Degois-Sainz at Guidant’s Indianapolis world headquarters, fulfilling her role on the Guidant Management Committee as one of 15 senior level company leaders. Next Monday, she’ll be back in her Santa Clara office, presiding over the company’s Cardiac Surgery unit.

Degois-Sainz’s responsibilities are diverse and varied, but she’s always on course. She is an exceptionally inspiring leader, speaking impeccable English through her rich and engaging native Spanish accent. She joined Guidant in 1989 and, over the following decade, earned a succession of promotions across Guidant European operations. She and her family relocated to Northern California with Guidant almost three years ago. Last August, she accepted the role of president, Guidant Cardiac Surgery, a fast-paced, 300 individual, $100+M unit.

Degois-Sainz positively impacts tens of thousands of women—and men—by chairing Guidant’s GROW initiative. GROW focuses on three areas: professional development, patient education and partnership with clinicians. GROW strengthens Guidant employee-owners by developing professional relationships and providing career development resources. It creates awareness in women around the globe of their own cardiovascular risk factors and treatment options through education. And it fortifies efforts in women’s cardiovascular health advocacy by partnering with physicians and health organizations to dispel the myth that heart disease is mostly a man’s health risk. To that end, she regularly speaks to various community and professional groups about the

risk factors and symptoms of heart disease.

Degois-Sainz was born in Madrid, Spain; her father died when she was 12, leaving her a legacy of independence and a powerful drive for self-reliance.

“I worked earlier than my peers,” Degois-Sainz said. “Since I was good with languages, I could earn money after school by going to neighborhood households to teach English to the children.” Her penchant for English enabled her to put herself through college by running a language school. She decided to pursue graduate school in the United States, a radical departure from her Spanish role models at the time, when women were expected to marry young, become mothers and mostly work at home. She took a different road, but adheres to the beliefs her mother taught her—integrity, tolerance and balance.

“I believe that women are our Number One minority and, for us, no one size fits all,” she said. “Through GROW, Guidant women are fighting for understanding and acceptance that there are different models and paths to success. We are working together toward a more adaptable, tolerant, flexible and inclusive company.”

Council, State University of New York, the Cornell University Presidents’ Council on Women, and on the Advisory Council, William E. Simon School of Graduate Business Administration, University of Rochester. She has also served as Chairperson of Teenage Parent Support Systems, and as Chairperson of the Women’s Foundation of the Genesee Valley, an organization committed to “funding social change through enabling the economic self-sufficiency of women and girls.”

“I strongly believe that two keys for a solid future are a woman’s control over her economic independence “… A WOMAN CAN HAVE and her reproductive CONTROL OVER WHERE HER choices,” says SmithLIFE IS GOING …”

Pilkington. “If a woman 1-800-573-2867 www.diversityjournal.com

Profiles in Diversity Journal

“… for women, no one size fits all …”

•

has control over these things, then she can have control over where her life is going.”

Smith-Pilkington holds a BA in Political Science (Summa Cum Laude) from State University of New York at Geneseo; a Master of Industrial and Labor Relations from Cornell University; and a Master of Business Administration from the William E. Simon School of Graduate Business Administration at the University of Rochester. She was recently awarded the United Nations International Photographic Council Award, the Professional Achievement Award from State University of New York at Geneseo, and was named by the Rochester Business Journal as one of its Twenty Most Influential Women for 2003.

November/December 2003

PDJ

page 57

PDJ

“... encouraging others to leverage opportunities ...”

Dell’s Yolanda Conyers and her son, Cameron. page 58

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

Yolanda Conyers Director of Global Diversity, Dell Inc. By the time Yolanda Conyers finishes an average day as director of the Global Diversity team at Dell Inc., she may have put the finishing touches on a new multicultural program, counseled a colleague, helped refine a program that teaches computer skills to at-risk youth and lunched with a prominent minority leader.

All in a day’s work for someone who started at 6:30 a.m. and headed home just before 4:00 p.m. for quality time with her 4-year-old son, Cameron.

“I’m an early riser,” says Conyers, “and so I’ve created my own flexible work schedule to meet the demands of being both a mother and career woman. I encourage others to leverage opportunities within their own companies for flexible schedules or compressed work weeks.”

In her 12 years at Dell, that’s been the drill for Conyers, whose work, counsel and example are a portrait of a quickly rising executive who’s determined to make her organization—and her world—a better place. Her impact is evident from her service with national organizations, such as

Technology Workforce Partners and the Conference Board, but it shows up in less obvious ways, too. She’s been known to urge others to base career decisions on what’s best for themselves and their family, instead of money or promotions. She is a role model for successful women trying to balance work and family commitments, mentoring them with the kind of positive attitude, patience and insight that help them realize their potential.

Conyers joined Dell in 1991 as an entrylevel software test engineer, the company’s first African-American female engineer.

She went on to earn her MBA in international business while on the job.

Today, as director of global diversity, Conyers develops Dell’s workforce and marketplace diversity initiatives with outreach, education, communications, and retention and recruiting programs. She has been the driving force behind Dell’s online diversity training program; promoted a formal VP Mentor/Mentee program; and launched a groundbreaking work/life effectiveness program, enabling flexibility

to help employees achieve professional goals and optimize their lives outside work.

Conyers has received the Special Achievement Award from the Women of Color Technology Awards, the Outstanding Texan Award from the Legislative Black Caucus and the YWCA Women in PDJ Technology and Science Award.

Brenda Fraser Castonguay Senior Vice President of Administrative Services, Progress Energy Named as one of the 50 Key Women in Energy in 2002, Brenda Fraser Castonguay, senior vice president of administrative services at Progress Energy, continues to break barriers in a male-dominated industry. She has excelled at blending her understanding of the intricacies of the technical side of a utility with a skillful ability to manage the human resources needed to build a strong business. “… just to be considered an

equal among my peers …”

Described as teacher, mentor and leader, especially among the women in her field, Castonguay is masterful at teaching others to “swim against the tide,” she says.

“I have always felt the need to exceed expectations and to perform at a high level in everything I do just to be considered an equal among my peers,” said Castonguay. “I am proud that I have been given the responsibility to help change the culture of the companies with which I have worked and pave the way for other women.”

1-800-573-2867 www.diversityjournal.com

Profiles in Diversity Journal

And pave she has.

Castonguay was the first female manager at the Maine Yankee Nuclear Plant and is one of the two highest-ranking women on Progress Energy’s executive team. More than 1,300 employees in Human Resources, IT/Telecom, Real Estate, Corporate Services, and Corporate Security report to Castonguay, but her leadership has a direct impact on each of the more than 15,000 employees of Progress Energy.

Castonguay has been a catalyst in the company’s diversity initiative and led the cultural integration during its recent merger. Yet she finds the time to focus much of her energy on helping employees develop and succeed in their own “swim PDJ against the tide.”

•

November/December 2003

page 59

SONNENSCHEIN NATH & ROSENTHAL® LLP 700 LAWYERS AND OTHER PROFESSIONALS IN: WASHINGTON, DC • CHICAGO • KANSAS CITY • LOS ANGELES • NEW YORK • ST LOUIS SAN FRANCISCO • SHORT HILLS, NJ • WEST PALM BEACH MEMBER LEX MUNDI: THE WORLDWIDE ASSOCIATION OF LEADING LAW FIRMS

Women of Initiative

Sonnenschein Nath & Rosenthal LLP

inside and out

SONNENSCHEIN MAKES DIVERSITY A MAJOR INITIATIVE

Diversity goes beyond compliance and a commitment to social responsibility.

The 2000 Census confirms what was reported in 1990. Soon, more than 51 percent of America's work force will consist of women, African Americans, Asian-Pacific Americans, Hispanic Americans and individuals of other non-traditional origins. The successful company will adjust to this more global marketplace with significant changes to its corporate culture, business-to-business relationships, and how it markets its products and services to consumers. To put it simply, diversity is about good business.

Sonnenschein's Corporate Diversity lawyers collaborate with their clients to develop comprehensive diversity action plans that address issues of concern to senior management. We also advise CEOs, general counsels, and other senior executives when they are confronted with a diversity crisis, such as an employment discrimination class action lawsuit, or when attempting to avoid such actions.

Our lawyers assess the legal and business risks of an actual or potential conflict by conducting confidential analyses of legal vulnerabilities, as well as diversity performance and image.

When our clients partner with Sonnenschein, they have assurance we bring a unique perspective to problemsolving at every level. We are proud of the fact that we can provide our clients with a distinct advantage from the very outset of any case. Together with our clients, we take a targeted approach to legal issues, based 1-800-573-2867 www.diversityjournal.com

“Promoting a diverse workplace is not only the right thing— it is a business imperative.”

Singleton McAllister Chair, Corporate Diversity Counseling Group; Partner, Public Law & Policy Strategies

upon our extensive background and experience. Always striving to be part of the solution, the end result often is the most expeditious and economic resolution possible. And when litigation arises, our clients have the comfort of knowing their lawyers are skilled courtroom practitioners with a superior track record in trial.

“Women at Sonnenschein have critical roles in leadership at all levels of the firm.”

To meet corporate demands in response to the changing global marketplace, the Sonnenschein team utilizes a variety of in-house resources from several of our practice groups, including: Public Law & Policy Strategies, Labor and Employment, Government Contracts, and Corporate.

Elizabeth Ferrell, Partner Corporate Diversity Counseling Group, Government Contracts, Public Law & Policy Strategies

Shaping Public Perception The Public Law & Policy Strategies Group helps companies, associations, nonprofits, and coalitions craft and execute long-term strategies that sustain and enhance their reputations with key stakeholders and the general public. We are attuned to diversity issues and assist our clients in representation before governmental entities at the federal, state, and local levels.

Working with our clients' senior executives, and in collaboration with clients' consultants and professional advisors, we design public affairs strategies to ensure key messages are understood.

implements critical action plans to preserve corporate image, industry position, constituent and donor bases.

Our team manages corporate controversies and crises and responds to litigation and enforcement actions to shape public perception of policy solutions. We assist staff and volunteer leaders at nonprofits and associations. Sonnenschein promptly takes control of sensitive situations and

Although many companies create powerful business alliances, our Public Law & Policy Strategies Group can further these strengths by identifying political allies, public affairs partnerships, advisory board members, and "strategic philanthropy" alignments that enhance corporate image

Profiles in Diversity Journal

•

“We help our clients tackle the toughest diversity problems and find solutions that are critical to their business success.”

Amanda Enayati Of Counsel, Corporate Diversity Counseling Group, Public Law & Policy Strategies

November/December 2003

page 61

Sonnenschein’s Women of Distinction “Diversity is Sonnenschein’s most important strategic goal—it is the cornerstone of our firm’s mission.”

Amy Bess, Partner Corporate Diversity Counseling Group, Labor & Employment

“Sonnenschein is an environment in which women and people of color can flourish and succeed without gender and race barriers.”

Amy Liu, Associate Corporate Diversity Counseling Group; Antitrust, Franchising & Distribution

“We collaborate with our clients to develop comprehensive diversity action plans—thus maximizing their business potential.”

Lisa Pandohie-Johnson, Associate Corporate Diversity Counseling Group, Intellectual Property & Technology, Litigation & Business Regulation

and success. We understand how to craft diversity initiatives, maximize corporate donation strategies, and build industry campaigns that achieve these results.

We combine policy, political, financial, and strategic due diligence to create unique prospects for multinational entities and page 62

start-ups alike. Whether at the federal level or in the community, our lawyers and professionals have the contacts, judgment, and experience necessary to identify winning public-private partnerships for our clients.

Labor, Employment and Advancement Our lawyers have successfully handled a variety of diversity-related litigation matters, including some that have achieved landmark status. Our clients turn to us for sound, practical counsel in dealing with all matters concerning the employment relationship, including successful litigation and state and federal court cases. We appear before administrative agencies, and provide daily business-focused advice in handling problems arising in the workplace.

Our capabilities and experience include: • Defending clients at all stages, including trial, before state and federal courts and administrative agencies in individual, multi-plaintiff and class action discrimination cases, focusing on 1991 workplace harassment and other claims arising under Title VII, the Age Discrimination in Employment Act, the Americans With Disabilities Act, and corresponding state fair employment practice laws and regulations.

• Litigation and trial of employmentrelated claims, ranging from wrongful discharge matters and related "employment torts" such as defamation and tortious interference claims, to suits alleging breaches of express or implied employment contracts and actions involving the enforceability of, and challenges to, restrictive covenants, such as non-competition and confidentiality agreements.

• Counseling clients regarding the practical impact of governmental requirements relating to diversity, and assisting in the development and implementation of programs that will avoid liability.

• Conducting audits of employment

Profiles in Diversity Journal

•

November/December 2003

policies and practices to ensure compliance and to provide suggestions for minimizing liability.

• Assisting government contractor clients with regard to their affirmative action obligations enforced by the Office of Federal Contracting Compliance Programs (OFCCP) • Training—corporate diversity, discrimination management skills, workplace harassment and discrimination issues.

Government Contracts Our national practice encompasses counseling and litigation related to all aspects of government contracting, including government preferences for small, disadvantaged, and women-owned businesses, workforce diversity requirements, subcontractor and supplier diversity plans, contractor certifications and reporting requirements, False Claims Act investigations, performance disputes, disputes between prime and subcontractors, and contract award controversies and bid protests. We represent clients in all forums relevant to government contractors, including federal courts, agency boards of contract appeals, the GAO and state courts and administrative boards.

Business Transactions Sonnenschein's Corporate lawyers act as general counsel to major clients in the broadcasting, manufacturing, technology, e-commerce, food processing, health care, and trade association industries. As such, our clients’ top-level executives consult our lawyers regularly on a full range of issues arising from their business operations.

From strategic board-level decisions to day-to-day operational issues, these lawyers are the primary legal advisors assisting management in evaluating issues and formulating response strategies. Our attorneys play a significant role in the corporate structuring, financing, day-to-day business activities, and major transactional needs of these entities.

PDJ

1-800-573-2867 www.diversityjournal.com

Barbara Kipp Partner, Global Leader of Ethics & Business Conduct, and U.S. Chief Privacy Officer, PricewaterhouseCoopers for what we do and how we do it,” she says.

Kipp serves on the Board of Directors of the Ethics Officer Association and the

“ … Whether you’re in a quintet or a family, the other players count on you ...”

Trained as a certified public accountant, Barbara (“Bobby”) Kipp had worked at a second tier accounting firm for 10 years before joining PricewaterhouseCoopers in 1991. She became a partner in 1994, and took on the role of PwC’s Director of Ethics & Business Conduct in 1996. Her appointment soon transitioned into a fulltime ethics role: now Global Leader of Ethics & Business Conduct, PwC has expanded Kipp’s U.S. responsibility beyond the ethics program to include the firm’s compliance oversight and privacy programs.

“Currently, PricewaterhouseCoopers is the only Big Four firm with a comprehensive ethics program,” says Kipp. Kipp has made a name for PwC—and herself—in the world of ethics. PricewaterhouseCoopers was the recipient of the 1998 American Business Ethics Award. “In a short period of time, PwC has garnered a lot of respect

Ethics Resource Center, is a member of the New England Ethics Forum, and is a Kallman Executive Fellow of Bentley College Center for Business Ethics.

She is a graduate of the FBI Citizens’ Academy, member of the board of the Boston Center for the Arts and the Accounting Advisory Council of University of Massachusetts, and actively involved in community arts, educational and athletic program activities.

Kipp admits her high energy and sense of humor equip her to address the challenges of her role. Ethics officers must deal with conflicting goals and values, and often must mediate difficult situations. Hers is a travel-intensive job, as well, that often takes her overseas for long periods of time. But it also affords her some flexibility. She has a supportive husband and family, which makes the balancing act work.

Kipp also achieves life balance through playing chamber music. “Music has always been an important part of my life balance.

Playing the oboe and English horn in musical groups has allowed me—or forced me—not to let work take over my life.

Whether you’re in a quintet or a family, the other players count on you. It’s not just a commitment to yourself. If you don’t show up, you’ve let the others down, too,” she says. Kipp is currently playing in an orchestra where she keeps a regular commitment to rehearsals and concerts to the extent possible.

Before earning her Bachelor of Business Administration from the University of Massachusetts at Amherst in 1981, Kipp considered playing music for a living. She’s never lost her love of music even as her life took other turns. Today she finds a “level of playing music in chamber groups that doesn’t equal anything in other parts of life.” Playing music, she adds, is “a gift you always have.”

PDJ

Alison Anthony Manager of Diversity, Williams Alison Anthony is the newly named Manager of Diversity at Williams. A strong human resources professional, Alison brings to the role experience in Staffing, Marketing, Organizational Development, Leadership Development, and Learning Design and Facilitation.

Most recently, she served as a Strategic Human Resources Business Partner.

“I have accepted this role with a deep sense of responsibility,” says Anthony. page 64

“Promoting respect for everyone in the workplace is a priority for Williams and is a cornerstone for a highperforming workforce.”

One of Anthony’s most recognized contributions to diversity and business is her work as founder and chair of the Williams Women’s Networking Circle, the most successful business resource group at Williams to date. Through her leadership and ability to encourage collaboration, the

Profiles in Diversity Journal

•

November/December 2003

group has sponsored learning initiatives on topics such as Mentoring, Career Planning, Increasing Business Acumen, and Work/Life Balance.

1-800-573-2867 www.diversityjournal.com

Jane Wildman Vice President Global Baby Care Pampers Franchise/Wipes/New Business Development/Developing Markets Procter & Gamble Baby Care Fostering and growing diversity is not a special project to Jane Wildman, but a business driver. In fact, it’s probably no small coincidence that results for Wildman’s Global Baby Care Wipes business have set all-time records during the past year, achieving global record high shares.

her diverse team. This involves creating and supporting an environment where her people are recognized and rewarded based on their contributions. Within her organization you’ll find a steady stream of promotions and internal, as well as external, recognition. She is a leader of

“When you get the people right, you’re already ahead of the game.”

“When you get the people right, you’re already ahead of the game,” says Wildman. “Tapping the unique strengths of each individual is fundamental, whether it is a team of two, or 200,” says Wildman, whose business team today includes more than 175 people from every region of the world.

Wildman’s lead team includes the most diverse representation of any team in her business unit, and she believes her diverse team and strong business results go handin-hand. “When you leverage the strengths of a diverse group of people, you simply get better results,” explains Wildman.

Wildman’s greatest source of pride in her work is the promotion and recognition of “We’ve provided various approaches— small affinity groups, brown bag lunches, online meetings, and programs led by both expert speakers and volunteers from across the organization—to attract a diverse audience across the organization with a recognized focus on women,” says Anthony.

“A group of Williams’ executives and I have worked with Catalyst, attended its events, and attended the Linkage Women’s Summit as well. We’ve used resources from these events, as well as ongoing research, to grow Williams’ efforts.”

Anthony is the mother of five and balances an exceptionally active work life 1-800-573-2867 www.diversityjournal.com

Baby Care’s Inclusion of Women Task Force, Virtual Global Women’s Network, North America Baby Care Women’s Network, and a sponsor for the Inclusion Leadership Team and Global Mentor Up Program.

Beyond P&G, Wildman also chairs the board of the Deloitte & Touche Women’s Initiative External Advisory Board, created to help develop women in careers at Deloitte & Touche and connecting women leaders at Procter & Gamble and Deloitte & Touche in the Cincinnati area. Wildman is also a member of the United Way Alexis de Tocqueville Society, supporting the Cincinnati community.

She has served on the Advisory Board for the National Council of Child Abuse Conference, and for more than six years has been a Board Member for ProKids, a Cincinnati-based court appointed special advocate group for neglected and abused children. Wildman’s involvement with children—her own and those that she serves as advocate for—has increased her ability to understand and meet the needs of her customers and consumers in a way that has driven outstanding Baby Care business results.

No matter what project she tackles, she does so with unmatched enthusiasm and energy. Wildman is driven to improve the world she lives and works in, and her “action” list makes it clear she’s not waiting for tomorrow, or for someone else, to PDJ make it happen.

with an equally active family life punctuated with soccer, baseball, and football games. She is also involved with the Native American Community and frequently attends powwows where her husband serves in the role of emcee or traditional drum singer.

Directors for the Alumni Association of Oklahoma State University. She works extensively in the Tulsa community, serving on several local boards, including the Margaret Hudson Program School for Pregnant and Parenting Teens, PFLAG, and the Education Committee for the

“I believe in the priorities management approach,” she says of her life and the work/life management philosophy that she teaches in many workshops.

Tulsa Chamber. At the state level, Anthony is a member of the Oklahoma Business and Education Coalition. Her contribution to these organizations has an overwhelming impact on Tulsa— and Williams.

“... I believe in the priorities management approach ...”

Anthony serves on National Board of Profiles in Diversity Journal

•

November/December 2003

PDJ

page 65

Jean Thomas Senior Vice President, Brand Strategy Cendant Corporation Hotel Group During working hours, Jean Thomas serves as Senior Vice President of Brand Strategy for Cendant Corporation’s ninebrand Hotel Group. After hours, she is one of her community’s advocates for victims of domestic violence and their families.

“Helping victims of domestic violence get back on their feet begins with providing a safe place away from an abuser,” says Thomas. “To make a really tangible difference, however, they need counseling and training programs to help them begin a new life.”

“… one must ELEVATE the SKILL level of every individual TEAM member …”

Thomas feels strongly about being connected to the community and, while a member (and later President) of the Junior League’s Morristown Chapter, helped families through programs with the Child Advocacy Center, a bone marrow donation program and Christmas in April. Most recently, she took on the presidency of the Jersey Battered Women’s Service Board, an organization that provides victims of domestic violence with a 24-hour crisis hotline, a transitional living facility, legal advocacy and educational programs.

Foods, where she developed her love for brand building and new product launches. In the fifteen months that Thomas has been with Cendant, she has made significant changes and has adopted a strategic focus on how the company approaches its business and uses in-depth competitive analysis to achieve a vision of where each hotel brand should be. She also has augmented the use of research data to better understand consumers and develop a unique positioning for each chain; has brought aboard new agencies and brand marketing directors; and has instituted training for every member of the marketing department.

“To elevate the level of a marketing organization, one must elevate the skill level of every individual team member. This can be achieved through a combination of hiring extremely bright, motivated professionals and by delivering skill-based training that allows employees to gain a broad range of experiences.” PDJ

Thomas earned her MBA from UCLA’s Graduate School of Management and worked with PepsiCo, Nabisco and Kraft

Kimpa Moss Executive Vice President, Tax Services RSM McGladrey, Inc. Since Kimpa Moss joined RSM McGladrey, Inc. in 1986, she has enjoyed one professional success after another.

Executive Vice President of the Tax Services division, she started as a Tax Specialist, working largely with financial service clients. She quickly became well known within the Firm—and sought after by clients—by helping business clients understand how to make complicated tax laws work to their benefit. Moss attained partnership in 1998 and, three years later, was named Vice President.

One of the Firm’s most highly regarded experts, Moss guest lectures at bankers’ page 66

association meetings and authors articles for national financial publications. She has also been a favorite speaker of the Firm’s conferences, speaking on topics ranging from the application of highly technical tax rules to the best practices to provide career development for employees.

Throughout her career, Moss has nudged and encouraged many emerging female leaders. In fact, many of RSM McGladrey’s female tax partners have her to thank for helping them achieve that pinnacle of success. She has been a member of the Firm’s Women’s Initiative Steering Committee for the past three years, and

Profiles in Diversity Journal

•

November/December 2003

“... integrity, high energy, a positive attitude, and a commitment to continuous improvement ...”

1-800-573-2867 www.diversityjournal.com

Lili Zheng International Tax Partner, Deloitte & Touche LLP Within her first year in the states, Zheng had learned English and had been accepted into the University of California’s Berkeley School of Business; she held down three jobs to support herself through school.

When Lili Zheng, an international tax partner in Deloitte’s San Jose office, and her family of five arrived from China in 1982, they only knew their native tongue and had only $1,500 in their pockets.

“My family was well-to-do in China. Life in the states was very difficult for my siblings, my parents, and me,” says Zheng.

“We moved from a home with many rooms in China to a one bedroom apartment and worked many jobs to survive.”

Born in Guangzhou, Zheng’s new environment presented many challenges to her, but it did not stop her from pushing forward. “I think these challenges helped focus me, so that I can overcome obstacles that may be in my path,” says Zheng. fully participates in programs to enhance the career development paths of women in the organization.

“I realized early in my career how difficult it is for women to advance in the accounting and financial services profession,” says Moss. “That’s because just as many women start to achieve professional success, many find it difficult to balance the demands of work and home life and leave the profession.” Moss has actively promoted flexible work arrangements, which have kept many top performers in the Firm. She, herself, used a flexible work arrangement 14 years 1-800-573-2867 www.diversityjournal.com

“While many Chinese choose to study in the area of engineering to avoid language difficulties, I chose to study accounting and finance—breaking the stereotype—because of the challenge I felt it would provide to me,” remembers Zheng. She holds a BS in Accounting and Finance from the University of California, Berkeley, and also holds an MS in Taxation from Golden Gate University in San Francisco.

“… they believe in me and the work that I am doing here …”

She uses this same focus and drive in working with her clients at Deloitte.

“I have a passion for client service and providing value to the client,” states Zheng.

Zheng also serves as a leader in the Chinese Services Group and has extensive experience in working with US MNCs investing in China as well as with Chinese clients. She serves as a liaison for business ago when she was pregnant with her second child.

“The foundation for success is integrity, high energy, a positive attitude, and a commitment to continuous improvement—in ourselves, our people and the Firm,” says Moss. She believes in valuing the unique strengths that individuals bring to the Firm. Since taking responsibility for the tax practice, she has added professionals from throughout the industry and brought back some of the Firm’s alumni to keep it on the leading edge of client services.

Profiles in Diversity Journal

•

transactions with Greater China and had previously worked in Deloitte’s Tokyo and Beijing offices.

“When I graduated from the University of California, Berkeley, I received offers from a number of the Big 8 firms. I chose Deloitte because it not only had a great tax practice and was a smaller firm, it also was more diverse than the others. I felt it had an environment where I could fit in,” says Zheng, who joined the firm in 1989.

“I believe the assignments that I have been given allowed me to use all of my talents,” added Zheng, who also speaks Mandarin and Cantonese. “And I do believe being able to utilize my knowledge of my culture and language has in some way contributed to the success of our firm.”

In 2000, Zheng was inducted into the firm’s partnership, one of the youngest women partners to have such a distinction and one of the first two Chinese-American women to be accepted into the partnership.

“Becoming a partner and being a leader of the Chinese Services Group showed me that the firm truly believed in me and the work that I am doing here.” PDJ

Apart from her duties at the Firm, this wife and mother of three freely gives of her time and talents in the community.

Once a week, Moss serves as a Junior Achievement business consultant at a local elementary school, helping students better understand how business works. She is a charter member of the Women’s Leadership League in Minneapolis, a group that provides mentoring and networking relationships for women in business, and leads a thriving church ministry program.

PDJ

November/December 2003

page 67

Angie Casciato Global Head of Diversity, Credit Suisse First Boston As a Managing Director in Credit Suisse First Boston’s (CSFB) Product Control area, Angie Casciato works across a broad range of businesses, including Equities, Investment Banking, Lending and Treasury, and manages various teams of professionals throughout the world’s leading financial centers, from Europe to Asia Pacific to the Americas. Her broad experience made Casciato a natural choice to take on CSFB’s newly created position of Global Head of Diversity.

As a key contributor in building the firm’s Product Control Department, Angie has acquired the industry knowledge and keen business insights that CEO John J. Mack was looking for in the person he appointed to lead CSFB’s diversity efforts.

“Diversity is an integral part of our overall strategy,” says Casciato. “CSFB is truly a global firm and we advise various groups of clients in very different markets.”

Even before assuming her new responsibilities, Casciato was a driving force behind CSFB’s diversity efforts. She served as Chair of the Global Finance, Administration and Operations (FA&O) Diversity Advisory Committee and the Global FA&O Networking Team. Last year, Angie received the firm’s “One-CSFB” award for her outstanding achievements. In 2002, she was also inducted into the YWCA Academy of High Women Achievers in recognition of her strong leadership.

changing and the need for women in this industry is growing exponentially. But opportunities won’t simply present themselves.

Women must be willing to work hard and to continually enhance their knowledge and skills. Sometimes that means taking risks and stepping outside their comfort zones. If they do, they will find that working in this industry is highly rewarding.”

“... opportunities won’t simply present themselves ...”

Casciato is an active member of the Securities Industries Association, the National Association of Female Executives and the Financial Women’s Association. She received her MBA in International Economics and Finance from St. John’s University, and is a member of Omicron Delta Epsilon.

PDJ

“There is a broad range of opportunities for women in the financial services industry,” says Casciato. “The world is

Stephanie K. Wernet Vice President, Information Technology & Chief Information Officer The Goodyear Tire & Rubber Company Stephanie Wernet, Goodyear’s chief information officer, wastes no words about her importance to the company’s Information Technology capabilities.

“The front-line associates have clout, not I.” No sense of self-importance here, but Stephanie is earning high marks for her ability to keep Goodyear on top of rapidly changing technology. Her ability to see ability in others is her strength.

“They are the thought experts with the page 68

experience to make the right decisions for Goodyear. All I can do is ensure that their best ideas are heard, circulated and acted upon. It requires that I be a very good listener, a skill which I need to keep developing, because you can never be a good enough listener in a large corporation,” Wernet insists.

Stephanie is on a fast track since joining Goodyear in 2001 as director of e-business for the company’s North American Tire unit. She was named director of customer service in January 2003 and CIO in August.

Stephanie is listening, but when she speaks,

Profiles in Diversity Journal

•

people listen. Just don’t expect a long dissertation. “I prefer the direct approach; open, honest, blunt conversation. It helps ensure clear communication, and it’s definitely quicker.”

“… it’s a lesson in listening …”

November/December 2003

1-800-573-2867 www.diversityjournal.com

Anna Mok Partner, Strategic Relationship Management Group Deloitte & Touche LLP One-time budding psychologist and gourmet chef Anna Mok is a partner in Deloitte’s Strategic Relationship Management Group. “I chose the professional services industry over my other areas of interest because I felt it would offer broader opportunities in terms of personal and professional development,” says Mok. “My past interests have given me a unique way to listen and to look at all the components of a situation in order to achieve the best outcome.”

“… I like the diversity that my position offers …”

which we help clients find solutions.”

“Seeing the challenges that my parents faced in adapting to a new environment taught me to adjust to change quickly and to accept a lot of responsibility at an early age,” says Mok, who immigrated from Hong Kong to San Francisco as a young child. “I was young when my mother died; it deepened my appreciation of life and of those who are a part of it. Although I might have many activities going on simultaneously, as much as possible, I try to get my work done between Monday and Friday so that I can spend quality time with Jordan and John on the weekend.”

As a client service executive, Mok leads some of Deloitte’s largest and most prestigious client relationships and integrates the various services and resources provided to global strategic clients. There is no typical workday for Mok, who is a wife and the mother of a three-year old. Today she might find herself working with the CIO and the next day she might find herself working with the client’s board. “I like the diversity that my position offers, not only in terms of the bright people with whom I have an opportunity to work, but also in terms of the different types of business issues for

Mok, who has worked with the firm for 15 years, began her career with Deloitte as a staff accountant. She was inducted into the firm’s partnership in 2000, becoming the first Chinese-American woman partner in the Advisory & Assurance practice and one of the first to be accepted into the partnership. In addition to leading significant client relationships, Mok serves as the deputy managing partner of Deloitte’s U.S. Southeast Asia Desk Program and is on the executive committee of the National Chinese Services Group, working closely with global companies that have cross-border operations and

Enough said. It’s back to Stephanie, the listener. And that’s where she focuses on diversity. She calls it the diversity of thought.

Wernet’s own diversity of thought resulted from a diverse career and educational background. The Romeo, MI, native received a bachelor’s degree in Electrical Engineering from the University of Michigan and a Master of Business Administration from Stanford University.

Wernet was involved in e-commerce at Reynolds & Reynolds in Dayton, OH; more recently, she was vice president of EyeVelocity Inc. in Portland, OR, which developed visual personalization technology for point-of-purchase and Internet applications.

“Diversity of thought in an organization ensures creativity, innovation, growth and successful adaptation to the changing business environment. Without thought diversity, an organization will die.

It is the quality of business thinking.

The most successful business solutions are generated and implemented by broadly diverse teams.”

1-800-573-2867 www.diversityjournal.com

Profiles in Diversity Journal

•

transactions. Mok also leads her region’s Pacific Rim Group; is the Asian-American leader on her region’s Diversity Committee; and is a co-chair of the regional community affairs committee.

Mok is also very involved in Deloitte’s Global Development Program, which is focused upon bringing Deloitte professionals from the global firm to work in the U.S. She mainly mentors professionals who come from Asia, and helps them with their career development when they come to the states.

“Many of the people that I have worked with have returned to their countries and have become partners,” says Mok. “It’s great to know that this experience helped colleagues to realize their goals with Deloitte, and I feel good knowing that I was a part of that process.”

PDJ Wernet uses this diversity of thought outside of Goodyear as well. She’s a member of the University of Michigan’s Engineering Class of 1931 scholarship committee. “The story of the Class of ‘31 is an amazing one. The class graduated into the unemployment of the Depression and still became a class of successful engineers, business people and community leaders.

“I enjoy this role, because I get to meet some of the best and brightest engineering students each year as they interview for the scholarship.” It’s a lesson in listening.

November/December 2003

PDJ

page 69

AMEC’s Dickie Sykes meets with people from minority- and women-owned businesses at one of their “Professional Workshop Series” events.

Dickie Sykes Assistant Vice President, Diversity and Community Affairs, AMEC

How does a single construction firm offer more than $900 million in contracts to minority- and women-owned businesses in a 10-year period? They put Dickie Sykes in the job.

“… innately, everyone . . has a gift …”

women-owned businesses go out of business disproportionately to white construction contractors. Issues of working capital and acquiring bonding are based upon how much work you receive, and many minority- and women-owned contractors might receive a contract and then not see another for a year—there was such a lack of consistency in steady work.

So, we came up with our “round robin” methodology, where we rotate minority and women businesses on all of AMEC’s projects, either as a first tier contractor or as a second tier contractor or supplier.

That way they have consistent work for three, four, maybe five years.

“I think that, innately, everyone has a gift,” says Sykes. “When you’re challenged and made accountable, most people use their gift. But if you’re never given that chance, then life just passes you by. That’s why this job is so important. I see so much talent out there that shouldn’t be wasted.”

PDJ

“This program develops more complex technical ability among our contractors because they’re working on different projects with different scopes of work.

Their financial picture improves, which ultimately increases their bonding abilities.

We develop a good, strong core of minority- and women-owned businesses.

It is a win-win.”

Sykes is assistant vice president of diversity and community affairs at AMEC, a leading international engineering services and construction management firm. Named this year’s “Minority Enterprise Development Advocate of the Year” by the U.S. Department of Commerce, her work has not only enabled minority- and women-owned construction a “larger piece of the pie in New York,” but also enabled AMEC Construction Management Inc. to be designated the “Center of Expertise in Minority Business Development/Equal Employment Opportunity” for AMEC North America.

AMEC currently hosts a “Professional Workshop Series,” designed to nurture the growth of minority, women-owned and small businesses. The firm helps these companies get involved with bidding on its projects as either first or second tier contractors, or as suppliers. Second tier contractors are also matched with specific prime trade contractors.

“My first job with the company was the construction of the USAir terminal at LaGuardia Airport in 1990,” says Sykes.

“The involvement of WMBEs in that project was so successful that it received the Port Authority of New York and New Jersey’s highest honor, the Unit Citation Award. We were the only private company who had ever received the honor.

As AMEC’s national compliance officer, Sykes develops and coordinates internal affirmative action, harassment prevention and diversity awareness training seminars; she also develops community economic development programs for neighborhoods where AMEC conducts business, and develops marketing and public relation initiatives and strategies.

“Early on, I saw a pattern: minority- and

Sykes earned a bachelor’s degree from

page 72

Queens College in New York and holds a certificate from Cornell University’s School of Industrial and Labor Relations. She is an active member of numerous professional organizations and has served on the board of Professional Women in Construction for six years.

Profiles in Diversity Journal

•

November/December 2003

When UBS’ Mary Farrell made the decision to move from being an institutional analyst to a Private Client Group strategist twenty years ago, she thought she was making a career tradeoff to accommodate motherhood.

“What appeared to be a compromise— taking a job that had more time flexibility —has ended up being the right step in a wonderful career path,” said the Managing 1-800-573-2867 www.diversityjournal.com

Mary C. Farrell Chief Investment Strategist, UBS Wealth Management USA Director and recently appointed Chief Investment Strategist for UBS Wealth Management USA. Farrell has more than 30 years of experience as an investment analyst and strategist. She joined PaineWebber in 1982 as an investment strategist specializing in small- and mid-capitalization issues.

PaineWebber merged with UBS in 2000.

Farrell is regularly featured in leading business publications and is a regular panelist on Louis Rukeyser’s Wall Street on CNBC. A writer and lecturer on the topics of retirement and women and investing, she is the author of Mary Farrell’s Beyond the Basics: How to Invest Your Money, Now That You Know a Thing or Two (Simon & Schuster, April 2000).

By carving out a unique path to the top, 1-800-573-2867 www.diversityjournal.com

Farrell has served as an excellent role model to women throughout UBS. “There is no greater satisfaction than seeing women who have worked for me move on to successful careers in great places all over the firm,” she remarked. “It is incumbent upon senior leaders at UBS to create an environment where all employees can succeed. This is done partly via diversity councils, but it’s also essential that senior people work one on one with employees to help them realize their potential. It is simply good business: good for the employee and good for UBS.” Farrell earned her degree in economics from Manhattanville College and her MBA in finance from New York University’s Stern School of Business.

In 1997, she was awarded the Alumni Meritorious Service Award from the New Profiles in Diversity Journal

•

“… let your boss know what you want— it significantly increases your chances of getting it …”

York University Alumni Association and the 1999 Woman of the Year Award from Manhattanville College. In 2001, she was honored with the Laura A. Johnson Woman of the Year Award from the Hartford College for Women at the University of Hartford in her hometown of Hartford, Connecticut. Recently, she was named the Financial Women’s Association’s Private Sector Woman of the Year for 2002.

“Take control of your career,” Farrell counsels women, both inside and outside UBS. “It is important to plan strategically and to let your boss know what you want—it significantly increases your chances of getting it. But most important, do something you love.”

November/December 2003

PDJ

page 73

Women of Initiative

Office Depot, Inc.

For Women,

Networking Pays Off DEVELOPING VALUABLE CONTACTS AT CONFERENCES

To be successful in today’s COMPOSED OF OTHER BUSINESSWOMEN CAN BE WELL WORTH THE marketplace, networking is TIME AND INVESTMENT as important as having a solid business plan and free-flowing capital. For women business owners, knowing Bailey’s company, BSM how, when and where to network is not Media, is a full service marketing and only necessary, but can yield results when Depot’s Chief Marketing Officer, Jocelyn multimedia firm nationally recognized for you least expect it.

Carter-Miller. Based on Miller’s book providing knowledge and valuable insight “Networlding:” Building Relationships and into the “Mom market,” and owns and For Maria T. Bailey, Chief Executive Opportunities for Success, the session operates three media properties—Mom Officer of BSM Media, her results took focused on how to build mutually Talk Radio, BlueSuitMom.com and Mom the form of an opportunity—eight beneficial business partnerships through Talk TV. According to Bailey, Office months after she attended Office Depot’s networking. During the session, Miller Depot’s conference is a great example of a annual Success Strategies for asked attendees to introduce themselves to corporate conference that provides an Businesswomen Conference. those around them—not to discuss environment where entrepreneurial business, but just to find out about each women in business can truly learn by It was the day her phone rang and M.J. other personally. That’s how Bailey and sharing and listening to fellow leaders— Calnan, Managing Director/Women’s Calnan connected. and develop long-lasting relationships.

Leadership Initiative for Meeting Professionals International (MPI) was on Now, not only will Bailey have the chance Recognizing that women business owners the line. MPI is a professional association to address a large group of businessmen are a unique group of people with a for meeting planners and suppliers with and women, but each one of them could passion to network, build relationships 18,000 members, 15,000 of whom are be a potential client for Bailey. It’s clearly and find ways to grow and manage their women. Calnan needed a guest speaker a business opportunity she would not businesses, Office Depot created its for her annual Professional Education Success Strategies for Businesswomen Conference in San Antonio, Texas, and she have secured had she not attended the women’s conference and connected Conference in 2001. The annual wanted Bailey. with Calnan. conference provides women in business with networking opportunities, while Bailey and Calnan had met at Office “There is much to learn about being an offering programs and workshops that Depot’s 3rd annual women’s conference. entrepreneur,” says Bailey. “Developing provide women with the knowledge they They were seated next to each other valuable contacts at conferences composed need to manage their business more during one of the opening business sesof other businesswomen who can teach successfully. sions. Appropriately enough, the session and share valuable lessons can be well was Networlding—Creating Your “Net Worth” with Relationships hosted by Office worth the time and investment.” page 74

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

At the Success Strategies conference, Bailey learned that effective networking evolves over time and patience and discretion should always be exercised.

A common mistake made is “working the room.” Networking is about building relationships, so spending 20 minutes with three people is likely to get you further rather than trying to connect with 20 different people—or even having lunch with just one.

Nancy Michaels, President of Impression Impact, a marketing consulting firm in Lexington, Massachusetts, also understands the value of networking. In her case, it happened over lunch with Office Depot’s Chairman and CEO, Bruce Nelson.

Michaels also attended Office Depot’s women’s conference, where one of the many events is a Silent Auction. Proceeds from the auction benefit Count Me In, a non-profit organization. Count Me In champions the cause of women’s economic independence by providing access to business loans, consultation and education.

Nell Merlino, co-founder and CEO of Count Me In Among the more than 200-plus items at the auction was the opportunity to bid on lunch with Office Depot’s top executive.

Michaels not only had the winning bid, but over lunch, pitched Nelson her ideas.

As a result, she now assists with Office Depot’s marketing efforts targeted to 1-800-573-2867 www.diversityjournal.com

small businesses, such as their popular Web Cafe online seminar series, which offers small business owners and their employees the opportunity to log on and hear from leading visionaries on what they need to know to successfully grow their businesses.

“Consistently giving to individuals or causes that align with your values and vision will reap enormous rewards,” says Michaels. “I satisfied my need to give to Count Me In, a worthy cause and organization, made a valuable and lasting connection, while gaining an incredible business opportunity in the process.

That’s successful networking at its best.”

According to Nell Merlino, co-founder and CEO of Count Me In, “Today, women entrepreneurs need a variety of financial services, too. These include training, support systems and technical assistance as well as the small loans that are crucial to getting their businesses up and running —and are often extremely difficult to obtain from standard sources.”

Count Me In recognizes that many women do not have the business histories required to obtain loans and usually do not have traditional forms of collateral.

Additionally, they generally need smaller amounts of money than a financial institution might consider. Since its inception in 1999, this non-profit organization offered loans to help over 500 women get their own businesses off the

change the playing field for women entrepreneurs by helping to change the way that loan requests are evaluated across the country.

Office Depot has supported Count Me In since 2001 and contributed more than $70,000 resulting from proceeds of silent auctions at previous conferences.

Thanks to Office Depot, Count Me In continues to grow and impact women as they seek to gain financial independence for themselves, their families and their communities.

Clearly, women small business owners and entrepreneurs represent a significant force in America’s marketplace and Office Depot is helping to pave the way for women to achieve success and growth.

The conference offers a forum Nancy Michaels, President that Impression Impact encourages women to network and connect with others who can help them not only grow their business, but achieve greater success.

ground. Each month, the organization reaches over 150,000 women via its website, providing education, support and networking information in both English and Spanish.

In future years, Count Maria T. Bailey, Chief Executive Me In expects to Officer of BSM Media Profiles in Diversity Journal

•

November/December 2003

The Office Depot Success Strategies for Businesswomen Conference will again take place at the Boca Raton Resort & Club in Boca Raton, Florida on February 22-24, 2004.

Registration is open to the public, but limited to the first 750 participants. Those interested in registering may do so online at www.officedepotsuccess.com.

PDJ

page 75

Alexis M. Herman Former U.S. Secretary of Labor Member, MGM MIRAGE Board of Directors As the former U.S. Secretary of Labor, Alexis M. Herman is often described as the “nation’s ultimate job counselor.”

So when the Board of Directors of gaming giant MGM MIRAGE sought to demonstrate diversity leadership at the highest level with the creation of a Diversity Committee, it named Herman as its chair.

The committee’s purpose is to assist the Board in guiding the diversity initiative as a strategic business imperative, engaging all aspects of the company’s operations.

the shipyards of Pascagoula, MS. Later, she ran an organization that placed women in nontraditional jobs. At 29, she was the youngest person ever to serve as director of the Labor Department’s Women’s Bureau. In the 1980s, Herman ran her own company, A.M. Herman & Associates, advising corporations on how to recruit, train and retain workers. In 1992, she served as CEO of the Democratic National Convention. The following year, Clinton appointed her director of the White House Public Liaison Office.

Herman served as the 23rd United States

“… strength, commitment and proven experience …”

“She brings great strength, commitment and her proven experience to our company,” said Chairman and Chief Executive Officer Terry Lanni. “Our commitment to diversity is centered on creating a culture that reflects diversity as a core value: diversity is who MGM MIRAGE is and not just what we do.”

Herman began her career as a social worker, helping young men find work in

Secretary of Labor in the Clinton Administration beginning in 1997.

Prior to that, she had served for four years as Assistant to the President and Director of the White House Public Liaison Office.

Other positions included serving as Deputy Director of the Presidential Transition Office in 1992 and Chief Executive Officer of the 1992 Democratic National Convention Committee.

Herman serves on the Board of Directors of Columbia, IN-based Cummins Inc. and the Nyack, NY-based Presidential Life Insurance Corporation. She is also a member of the Advisory Committee for Public Issues for the Advertising Council.

Herman received a Bachelor of Arts degree in Sociology in 1969 from Xavier University in New Orleans, LA and is a recipient of more than a dozen honorary degrees from major colleges and universities around the country.

PDJ

Lorraine Brock Vice President, Diverse Markets, Nationwide Insurance Since joining Nationwide in 1996, Lorraine Brock has worked tirelessly to make insurance services more accessible to urban consumers across the country.

Vice president of Diverse Markets, Brock is responsible for Nationwide’s multifunctional diverse markets strategy and its implementation. Under her leadership, Nationwide has opened sales and service centers in major metropolitan cities and facilitated grants for various housing groups totaling more than $350 million— investments targeted to revitalize and develop safe, affordable housing for urban consumers—strategic investments that page 76

have made homeownership a reality for residents of diverse backgrounds.

Brock knows the inside of the insurance industry well. She has 25-plus years’ experience including management positions in sales operations, marketing, finance, corporate relations and urban affairs. What Brock has uniquely brought to her corporation, however, is her ability to bring the outside in: with her help, Nationwide has established strategic national partnerships with the NAACP, Habitat for Humanity, the National Urban League and the Hispanic Scholarship Fund.

Profiles in Diversity Journal

•

November/December 2003

“These organizations are very connected to the work that I do here for the company,” says Brock. “They enable me to stay in close contact with market realities and they provide good information for what’s happening in the marketplace.”

1-800-573-2867 www.diversityjournal.com

Joyce Mosley Manager of U.S. Compensation and Benefits, IKEA administration of IKEA’s benefit plans for 8,000 co-workers (employees). She joined the company just six months ago at a very exciting time, with IKEA in the first stages of its 10-year expansion plan to build 50 new stores in North America.

A 15-year volunteer for the National Adoption Center and a tireless mentor to both minority professionals and urban students, it’s no surprise that Joyce Mosley found a great career fit with IKEA. The furniture retailer’s commitment to diversity and social responsibility struck a chord with Mosley immediately.

“... we embrace each co-worker’s traditions and VALUE one another’s differences ...”

She recalls her initial contact with an IKEA recruiter: “I was asked how I felt about working with people of diverse backgrounds,” says Mosley. “As a minority candidate, I was glad to be asked. Over the phone they did not know who I was, so I assumed that was a question asked to all candidates. From the start, it told me that IKEA is a company that walks the talk.”

“One of the things that sets us apart from other retailers is that our culture is so focused on co-workers’ needs and work-life balance,” she says. “This is evidenced by the fact that part-time people receive health coverage and other benefits. This is unusual in today’s economic climate when a lot of retailers are pulling benefits from employees.” IKEA also offers flextime, telecommuting, a mentoring program and flexible holidays—a policy that allows co-workers to select which days they would like to take as holidays. “This helps us embrace each co-worker’s traditions and value one another’s differences,” adds Mosley.

As IKEA’s Manager of U.S. Compensation and Benefits, Mosley is responsible for the strategic planning, compliance and

Also important to Mosley are IKEA’s strict requirements for all suppliers and subsuppliers regarding social and working

Brock’s passionate dedication to improving urban housing and insurance opportunities is evident through her community involvement, as well. She currently serves on two national boards focusing on urban insurance—the National Insurance Task Force and Urban Insurance Partners Institute—and serves on the National Hispanic Corporate Council. She is an active member of Corporate Sisters, a local organization that strives to promote diversity, mentor younger women and further the

professional development of AfricanAmerican females in the workplace.

1-800-573-2867 www.diversityjournal.com

Recently, Brock was awarded the 2003 Donald H. McGannon Award from the National Urban League. The award is given each year to a select group of individuals who epitomize McGannon’s commitment, ideas and belief in equal opportunity. At the presentation, Marc Morial, National Urban League president, praised Brock calling her “a tenacious advocate of the National Urban League and its work.”

Profiles in Diversity Journal

•

conditions, environmental awareness and zero tolerance for child labor. “It’s one thing to say that you are committed and it’s another thing when the proof is there and people’s lives are improved,” says Mosley.

And she should know; her personal track record for making a difference in people’s lives is extensive.

As a board member of the National Adoption Center, Mosley speaks to minority communities in her home of Philadelphia about the need for loving homes for children who are considered hard to place due to their age, or physical, mental or developmental disabilities. She’s also an adoptive mother. Her son, Kevin, whom she adopted when he was 2, is now 30 and the father of three. They both have made tremendous contributions to the Center and were named “2000 Family of the Year.”

Mosley is also a long-time mentor to urban youth through Philadelphia’s Franklin Institute PACTS (Partnership for Achieving Careers in Technology and Science) Program and offers HR professionals advice on navigating through corporate culture and developing strategies for career advancement through the National Association of African-American Human Resources.

PDJ

“Our partnership with the National Urban League is important to our objectives of building strategic relationships that are connected to our efforts to reach diverse PDJ populations,” says Brock.

“... a TENACIOUS advocate of the National Urban League and its work ...”

November/December 2003

page 77

Kathy Geier Senior Vice President, Human Resources The Goodyear Tire & Rubber Company

Degrees in biology and psychology seem to be the perfect background for Goodyear’s leader in human resources. Consider the acceptance of diversity—of species and human behavior—embraced by each science. Kathy Geier’s immediate understanding and acceptance that each associate is different in their own way allow her to create an inclusive workplace that goes far beyond looking at race and gender issues.

“Diversity means thinking in terms of varied backgrounds and experiences that can be educational, socioeconomic and geographic. That leaves diversity fairly open-ended—to maximize the contribution of every person,” Geier says.

Cherie Rice, a veteran of 18 years with Waste Management, Inc. and Vice President of Investor Relations, is known as a sharp, experienced authority on the ups and downs of the industry, making her a valuable asset to company leadership as well as industry analysts. Rice’s career started when she accepted an offer to work at a local Waste Management operation shortly after graduating from the University of Oregon.

“Most people don’t say ‘I want to go work for a garbage company’ right after they get out of college,” said Rice. “While at first it didn’t sound like an attractive industry for page 78

Geier’s career is rich in opportunity, because of “the willingness of Goodyear to embrace and promote a truly diverse working environment.” She joined Goodyear in 1978 as a trainee after graduating from Heidelberg College in Tiffin, OH, with Bachelor of Science degrees in Biology and Psychology. She transferred to the company’s Gadsden, AL, manufacturing plant as an industrial engineer, followed by a number of assignments where she took on a variety of roles such as plant manager and business center manager, before taking on a human resources position.

“Sometimes opportunity knocks in unexpected ways. We need to be openminded enough to take advantage of it,” says Geier. “Early in my career, I had decided that I would follow a human resource track. A superior suggested that I take an operational position to broaden my perspective. I ultimately became a plant manager, and although I returned to human resources, the operational position is invaluable in the contribution I can make to the company today.”

me to work in, it was an opportunity that I’m glad I took.”

During her first 10 years in the business, Rice worked at field operations around the country, learning different facets of the industry—customer service, waste collection, recycling and disposal—from her coworkers on the frontlines.

“I learned that this is really a local business —people feel as passionate about their garbage collection as they do about police or fire protection for their neighborhoods,” said Rice. “We have to do it right by providing the best customer service.”

Profiles in Diversity Journal

•

November/December 2003

Prior to her present position, Geier was also director of human resources for Goodyear’s Eastern Europe, Africa, Middle East region, based in Brussels. It was another step in her diversity training— from both socioeconomic and geographic aspects.

OPPORTUNITY KNOCKS

“… Sometimes

in unexpected ways …”

Now as senior vice president, human resources she is responsible for developing and executing a global human resources strategy to drive the company’s competitiveness in the marketplace. Often that requires challenging the status quo.

“I know that I have to champion initiatives that change existing policies and practices that lower morale. I want an environment that encourages cooperation among associates,” says Geier.

“We need to create an environment at Goodyear that values and respects people through best-in-class selection, development and motivation of PDJ associates throughout their career.”

As she worked her way up through the finance ranks, from local accounting manager to regional controller in charge of several states, strong relationships with supportive supervisors became important to her advancement in the company.

“I had a few big champions who spotted my potential, abilities and dedication to doing things right,” said Rice. “These early champions helped shape my opinions about the importance mentors and coaches play in an individual’s career.

“While it is easy to focus on our own individual progress, I think that it is 1-800-573-2867 www.diversityjournal.com

Jean Crowder Drummond President and CEO, HCD International Dynamic, energetic and inspired are words that have been used to describe entrepreneur Jean Crowder Drummond.

This wife and mother of two is founder and president of a small but fast-growing management consulting firm, HCD International. Like many new firms, HCDI got its start in a side room of Drummond’s home; it has since grown to extend its professional services to both national and international clients.

Driven by purpose and her passion for excellence and service, Drummond inspires HCDI’s staff to seek opportunities beyond one’s “zone of comfort”creating a platform for personal and professional growth.

Drummond offers solutions to clients in the area of organizational development and

training, marketing, conference planning, technical writing and healthcare management. Her client list includes the U.S. Executive Office of the President, Centers for Medicare and Medicaid Services, U.S. General Service Administration, U.S. Department of Commerce, the Environmental Protection Agency, Verizon, Johns Hopkins Medicine and numerous other federal and private organizations. It has already been noted for its outstanding performance, and was

“… We can SUCCEED if we remain purpose-driven, focused and TENACIOUS …”

awarded the U.S. Small Business Administration’s Administrator Award of Excellence, as well as recognized by the U.S. Department of Transportation and a Maryland State Senate Resolution.

Recently named 2003 Businesswoman of the Year by the Congressional Business Advisory Council, Drummond continually

shares her enthusiasm with numerous other female entrepreneurs by providing business counsel on how to start and grow a successful business.

“We can succeed if we remain purposedriven, focused and tenacious,” says Drummond, “never letting a challenge change your quest for success.” Drummond will share her success vision for women in her upcoming book, ‘Mission Impossible, Made Possible’: An Experience In Spiritual Enterpreneuralism.

PDJ

Cherie Rice with Maurice Myers, Chairman, CEO & President

Cherie Rice Vice President of Investor Relations Waste Management, Inc. Barney, Goldman Sachs and Lehman Brothers—as well as investors and potential investors—rely on her expertise.

critically important for managers to realize the impact and difference they play in somebody else’s career, both positively and negatively,” added Rice.

“… this is really a local business …”

Her experience in the industry has given her a unique perspective of the company’s history and field operations. And after six years as the head of Investor Relations, research analysts from firms such as Smith 1-800-573-2867 www.diversityjournal.com

Recently, Rice traveled to Europe with Waste Management Chairman, CEO and President A. Maurice Myers and CFO David Steiner to meet with professionals from more than 50 investment companies.

During this whirlwind tour, the team met with both institutional and potential investors to the company, explaining why they should hold Waste Management stock in their portfolios.

“There was a high level of interest in Waste Management,” said Rice. “We believe that we have already attracted the purchase Profiles in Diversity Journal

•

of over one million shares as a result of these meetings.”

Rice feels that management in companies across the country are learning to recognize and appreciate gender differences as positive qualities, which can serve as assets for organizations.

“Waste Management is working to create an environment of diversity and inclusion, where everyone has an opportunity to succeed. Our CEO, Board of Directors and senior leadership team are working together to create significant opportunities for qualified women and minorities to advance into leadership positions PDJ throughout this company.”

November/December 2003

page 79

Women of Initiative

Giant Food Inc.

enrich, enhance, advance

GIANT FOOD INC. ADDRESSES THE NEEDS OF WOMEN EMPLOYEES WITH A HIGHLY SUCCESSFUL, FOUR-TIERED INITIATIVE. When Ann Weiser joined Giant Food Inc. (Giant) as Executive Vice President for Human Resources, Labor Relations and Public Affairs, she made a commitment to make Giant a great place to work. For the women of Giant, this meant providing the tools to encourage professional development and the resources to address life’s challenges.

“I worked at several Fortune 500 companies, and saw and experienced first hand the juggling acts that many women must perform, not only professionally, but also personally,” said Weiser.

As a result, Weiser spearheaded the creation of Giant’s Women’s Initiative, a comprehensive program that speaks to the many challenges and demands faced by Giant’s women at work and at home.

With the objective to “Enrich, Enhance, and Advance,” the Women’s Initiative targets four strategic areas: Making a connection with the company, providing opportunities for growth, giving back to the community, and making life easier.

These areas were identified from feedback received from the women of Giant 1-800-573-2867 www.diversityjournal.com

into four work teams tasked with implementing specific areas of the plan.

through numerous focus groups conducted by Weiser.

“It was a great exchange of information and I learned a great deal. I also learned that we had a lot of work ahead of us,” commented Weiser about the focus groups.

With a plan in place, Weiser had the enormous task of executing these strategies.

To accomplish this, she looked to Giant’s Women’s Forum.

For many years, the Forum had functioned as a vehicle to informally connect the women of Giant. Today, it has taken on a new role with its Steering Committee members accepting the charge of driving the Women’s Initiative. The members of the Steering Committee are excited and energized about the new program and the positive impact that it will have on the women of Giant.

The Committee is divided Profiles in Diversity Journal

•

Making a Connection to the Company One of the characteristics of a great place to work is feeling a connection with the company, i.e., feeling good about starting a career with Giant and staying motivated

“... I learned a great deal.

I also learned that we had a lot of work ahead of us.”

Ann Weiser Executive Vice President for Human Resources, Labor Relations and Public Affairs Giant Food Inc.

November/December 2003

page 81

to keep growing here. That is why one initiative looks at enhancements to new associate orientation and the “onboarding process.” This will ensure that women experience a warm welcome and feel supported as they become acclimated with their new job and work setting.

Providing Opportunities for Growth This strategy focuses on professional development, including networking, training, mentoring, and informal learning. Its keystone is the quarterly Women’s Forum meetings. In addition to these meetings, there will be a new book club, Intranet site, taking the Forum “on the road” to women associates in Giant’s retail stores, and much more.

Giving Back to the Community Building on Giant’s rich history of community involvement, the company supports the Suited for Change organization in the District of Columbia.

This organization provides career clothing, career counseling, and other support to disadvantaged women entering the workforce. Work with Suited for Change includes annual clothing drives, career planning seminars, and volunteer

activities. This is our effort to make the work world a better place for all women.

Making Life Easier Women often have many roles—parent, professional, caregiver, wife, and more— which can make life particularly complex.

As a support strategy, Giant collects and communicates information, policies, and services that can simplify daily life, reduce stress, and increase overall job satisfaction.

The Rewards Weiser and her team are seeing the fruits of their labor. The word is out about the new Women’s Initiative and attendance at the quarterly Women’s Forum meetings has tripled. Additionally, the Women’s Forum on Tour is a series of quarterly meeting that bring the same information to women leaders in Giant’s retail stores’ in-store operations.

opportunity to interview and be hired for open positions within Giant Food’s stores.

“We are extremely excited about our partnership with Suited for Change. We hope to elicit additional support for the group by involving our vendors,” says Weiser. In fact, this has already taken place. Last year, one of Giant’s vendors donated a year’s supply of pantyhose to the organization.

Weiser is passionate and committed to making Giant Food a great place to work.

From her vision, Giant will lead the way and be an example to other companies looking to Enrich, Enhance, and Advance the women in their organizations.

For more information about Giant Food Inc., visit www.giantfood.com, or contact C.J. Terry, Director/Corporate Diversity & Community Relations at tbrown@GiantOfMaryland.com.

PDJ

As the largest retail grocer in their area, Giant has a strong history of community involvement. Therefore, the partnership with the Suited for Change organization complements the company’s ongoing commitment in this area. To date, Giant has sponsored “Career Days” for clients of Suited for Change. These events help to sharpen interviewing, resume writing, and job hunting skills.

Moreover, participants have the

GETTING THE ENTIRE COMPANY INVOLVED.

Giant’s support of Suited for Change includes annual clothing drives, career planning seminars, and volunteer activities.

Giant collects and communicates information, policies, and services that can simplify daily life, reduce stress, and increase overall job satisfaction.

page 82

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

Ellen Schubert Global Head of Leverage Fund Business, Foreign Exchange and Precious Metals Co-Head of Hedge Fund Business, Cross-Product UBS Investment Bank “I never would have believed that the women’s network would be such a success,” said Ellen Schubert, one of the founders of UBS’ All Bar None network.

Managing Director of Foreign Exchange and Precious Metal Sales in North America, Schubert—who also serves as co-Chairperson of the UBS Diversity Committee—learned that women in the firm wanted increased access to senior management and more opportunities to get together. So she brought together a handful of women from across levels and businesses.

“This small group of women generated a number of ideas. They were determined to make things happen, but needed a forum,” stated Schubert. “I was able to provide that forum since I already had the ear of senior management.”

Attendees from the 2002 event “followed in Schubert’s footsteps” by creating a similar program for junior women within the firm the following year.

This fall, Joyce A. Bender, CEO and founder of Bender Consulting Services, Inc.(BCS), was awarded the New Freedom Initiative Award. Presented by Secretary of Labor Elaine Chao, this award is given to those who have demonstrated exemplary and innovative efforts in furthering the employment objectives of President George W. Bush’s New Freedom Initiative.

Bender’s firm provides technology consulting services to its customers and competitive employment opportunities for people with disabilities, who are trained in the information technology, engineering, finance/accounting, human resources, and general business areas.

“Hiring people with disabilities should not be thought of as a charitable act; it is a business solution,” says Bender. “It is a good business decision that will pay off in dividends, and will also be the right thing to do.”

“... determined to make things happen ...”

Since its inception, All Bar None has hosted many well-received initiatives including mentoring programs, career development forums, investing seminars, networking receptions, and regular lunches with managing directors. In 2002, Schubert, along with several other women Managing Directors (MDs) at the firm, organized the network’s “Challenge Yourself to Succeed” career development program.

“I take a lot of pride in the Challenge Yourself to Succeed conference,” Schubert said. “In a tough year, when budgets were being cut, the senior management of the firm—both men and women— demonstrated their commitment to this issue. We had our women MDs up on a panel talking about how they juggle their jobs with their families and their community commitments.”

page 84

In her current role, Schubert is responsible for marketing foreign exchange and precious metal advisory services and products to a global client base of corporations, hedge funds, and investment companies. She also acts as Chairperson of the North American Distribution Committee, which oversees the coordination and distribution of all investment bank products in North America, and as Chairperson of the Global Hedge Fund Committee and Member of the UBS Warburg Board.

Schubert received a Bachelor of Arts in Economics and History from Miami University, Oxford, OH. A busy wife and mother of five—all boys—she also makes time to give back to her community, serving on the Executive Committee of Junior Achievement of Southwestern Connecticut.

PDJ

Profiles in Diversity Journal

•

November/December 2003

Over the past seven years, through the dynamic leadership of Mary George Opperman, New York’s Cornell University has made significant progress toward becoming a “model employer”—or, as Opperman would say, the “kind of university and workplace where people choose to come and choose to stay.”

“... more to

1-800-573-2867 www.diversityjournal.com

Joyce A. Bender CEO and Founder, Bender Consulting Services, Inc. Bender also heads Bender Consulting Services of Canada, Inc. (BCSC), focused on competitive employment opportunities for Canadians with disabilities, and Bender and Associates International, Inc., an executive search firm.

are valuable to an employer such as thinking outside the box, tolerance, being a team player, problem solving and patience.

People with disabilities have to be patient; we have no choice.”

“ People with In 1999, Joyce was with the disabilities have to presented President’s Award by be PATIENT; we President Clinton, the highest honor awarded by have no choice ” the President of the

In 1985, Joyce had a life-threatening accident that caused an intra-cranial brain hemorrhage, requiring brain surgery. Against all odds, Joyce recovered, but the accident left her with a 60 percent hearing loss in one ear and the realization that she had epilepsy, which had—she discovered—caused the accident. Through this personal experience, she developed a passion for helping people with disabilities and her corporation was born.

“I have worked in employment for over 24 years,” says Bender. “People with disabilities have many inherent traits that

United States to an American who furthers the employment and empowerment of people with disabilities. In September 2002, BCS received the Employer of the Year Award from the National Epilepsy Foundation. BCS also received the 1999 Employer of the Year Award from hireAbility in Philadelphia, PA and the 1997 Power of Work Award from Goodwill Industries. In 2002, BCSC received the Diversity in the Workplace Award from the Canadian Paraplegic Association of Ontario.

Bender serves on the boards of the Central Blood Bank, Highmark, Inc., and the Epilepsy Foundation of Western and Central Pennsylvania, among others. She was one of the first regional coordinators for Disability Mentoring Day and coordinates activities in Pennsylvania, Delaware and Toronto. She is the host of “Disability Matters with Joyce Bender,” a radio show on voiceamerica.com, and a frequent speaker throughout the United States PDJ and Canada.

Mary George Opperman Vice President for Human Resources, Cornell University As the vice president for human resources, Opperman is a key organizational strategist and policy-maker for the university. Since her arrival at Cornell in 1996, Opperman has persevered in improving the working lives of Cornell’s staff and faculty, as well as serving as a role model for the “balance” between work and personal responsibilities.

Under her guidance, Cornell implemented a child-care financial assistance program to help more than 300 families cover the rising costs of childcare. She also pushed for improving staff salaries, and helped put in place a multi-year pay program in which even Cornell’s lowest paid non-bargaining unit employee is now paid nearly 20% over the Ithaca area’s “living wage.”

life than work ...”

1-800-573-2867 www.diversityjournal.com

Opperman has set a personal example for fulfilling both her work and her family responsibilities. As a mother of two children, she takes time to attend dance recitals and football games and participate in fundraisers for her children’s school, as well as serving as an active volunteer for several community organizations. More importantly, she makes clear to employees that it is important to be successful both at work and at home.

“There is a big difference between ‘have to’ and ‘choose to,’” says Opperman. “You begin to realize that there are things in your life that are not waiting for you— they’re happening anyway. For me to be a successful employee, I need an employer that understands that. For anyone to be their best at work, there must be more to Profiles in Diversity Journal

•

life than work. It’s just a practical reality.”

Before coming to Cornell, Opperman served for 13 years in the Office of Human Resources at Harvard University. A native of Clinton, NY, she received her BA in political science at the State University College of New York (SUNY). She received national certification as a senior professional in human resources, and has also taken post-graduate coursework through Harvard and the University of Michigan.

She currently serves as Chair of the Board of Challenge Industries, an organization for individuals with disabilities; she also serves as a member of the Tompkins County Workforce Development Board, the Tompkins County Youth Employment Council, and as treasurer for Foodnet. PDJ

November/December 2003

page 85

Deborah Cannon President, Bank of America, Houston Small Business Banking Executive, Central Region It takes more than a recognizable name in a community to make a difference. At Bank of America, they know that genuine community involvement and a charitable culture distinguish a company and inspire loyalty and admiration.

In Houston, they have a true champion of that philosophy in Deborah Cannon.

Cannon is the small business banking executive for Bank of America’s Central Region, responsible for the small business line in 10 states in the Southwest, Midwest and Texas. She is also the President of Bank of America in Houston.

You cannot mention a Houston growth organization without hearing her name attached to it. Cannon is Chairman of the Greater Houston Partnership, and a director of United Way of the Texas Gulf Coast, the Center for Houston’s Future, and The Women’s Museum. She is a member of the M.D. Anderson Cancer Center Board of Visitors, Houston Super Bowl 2004 Executive Steering Committee, Dallas Forum/International Women’s Forum and Executive Women’s Partnership

of Houston. To say she is “Houston Proud” would be an understatement.

“… we must focus our considerable community resources …”

“I believe we must focus our considerable community resources on identifying the issues that will be most important to Houston during the next decade,” says Cannon. “Then we will find the solutions that will enable Houston to remain one of the best places in this country to live, work, learn and play.”

With more than 25 years at Bank of America and its predecessors, Cannon has wide-ranging consumer, commercial, corporate and international financial services experience. She directed operations in Brazil for nearly four years, served as district manager for the Midwest division of corporate banking and was president of a former subsidiary. She is a graduate of Southern Methodist University and completed studies at the University of Virginia and the National Commercial Graduate School of Lending at the University of Oklahoma.

One of her areas of community focus is The Women’s Initiative of United Way of the Texas Gulf Coast, increasing participation from women professionals, business owners and volunteers.

“I believe in the United Way and the critical role it plays in our community” says Cannon. Not only is the Women’s Initiative important for the growth and stability of the area, she says, but it offers the women of Houston a place to network and to grow as community partners. On a personal level, says Cannon, “It has afforded me the opportunity to get to know some incredibly interesting and successful women whose company I enjoy.”

PDJ

Ilene H. Lang President, Catalyst

page 86

As the new President of Catalyst, the leading research and advisory organization working to advance women in business, Ilene H. Lang isn’t exactly stepping into uncharted territory. She has broken many barriers in her own career.

companies. Founding CEO of AltaVista Internet Software Inc., she led the commercialization of the highly popular AltaVista Internet search service and marketed a line of award-winning Internetbased business software products.

Widely recognized as a pioneering female high-tech/internet executive, she has advised CEOs and entrepreneurs as a Board member, coach, and angel investor.

She was a venture partner of First Light Capital and a member of the 8Wings Ventures angel network, a seed stage investment group that backs women-led

As a successful businesswoman, Lang brought high energy and corporate savvy to the advancement of women in every sector of the global marketplace. Now, as President of Catalyst, Lang regularly addresses national and international groups of senior leaders in a variety of business, academic, and public policy

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

Sara L. Hays Senior Vice President and General Counsel, Hyatt Hotels Corporation As Senior Vice President and General Counsel for Hyatt Hotels Corporation, Sara L. Hays is responsible for managing Hyatt’s hotel and timeshare operations and transactions—acquisitions, negotiation of hotel and timeshare management, venture and financing documentation. She also serves on Hyatt’s managing committee. Her major focus, however, has been to revamp the legal function of the company to better support ongoing business objectives.

“We are a service group within a service business,” says Hays of her revamping efforts. “As the legal end of the business doesn’t generate revenue, the question presented itself: ‘how can we be perceived as adding value, not a bottleneck to the efforts of our team members?’”

The answer was to build relationships within the corporation itself. “Each of the attorneys in our group have direct client assignments (i.e., sales and marketing).

This changes our focus to be one of problem solving,” says Hays, “and enables us to be viewed as partners. We’re all in the hotel business; we all want us to be successful.”

venues. She is an expert on the advancement of women in corporations and professional firms, workforce demographic trends, the business case for women’s career development, innovative strategies for retaining and advancing women, and work/life balance issues.

“I want to focus on strengthening and deepening the Catalyst mission,” says Lang.

“If you look at every initiative underway and flesh out the segments focusing on women and the segments focusing on business, there are significant opportunities to build on Catalyst’s strong foundation.”

Hays joined Hyatt as general counsel in 1994. She brought with her, she says, a pair of “fresh eyes.”

“… we have the obligation to learn about every part of our business …”

“From a purely operational standpoint, I didn’t have any ownership of the bureaucracy and, from being in private practice, brought with me the conviction that you live and die by making your clients happy. That was my vision for how we could change the way we think about delivering service,” says Hays. Some service delivery changes were small, but had a huge impact. Hyatt’s new sales contract, for example, was re-written so that meeting planners would spend less time poring over contract language and more time planning details that would contribute to the success of the meeting. Not only was the meeting contract made easier to read and understand, the legal language was made standard from property to property.

“People in our office get to interact with every part of this company,” says Hays.

Outside of Hyatt, Hays is President of the Alumni Council of Carleton College, her alma mater, and a member of the Board of Directors of Glessner House Museum.

Hays frequently speaks and participates in panels at legal and hospitality seminars and conferences throughout the United States.

Hays received her Juris Doctor from Northwestern University School of Law and is a member of the American Corporate Counsel Association and American Bar Association. She also holds an MBA from the Kellogg Graduate School of Business.

PDJ

“… I want to focus on strengthening and deepening the Catalyst mission …”

Lang also serves on the Board of Directors of Adaptec Corporation (computer storage solutions), ART Technology Group (e-commerce software), and the Tufts Health Plan. She served on the Board of Directors of PlanetAll prior to its acquisition by Amazon.com, the Advisory Board of Direct Hit Technologies prior to its acquisition by Ask Jeeves, and the Board of Trustees of Radcliffe College prior to its merger with Harvard University.

Prior to AltaVista, Lang served as Senior

1-800-573-2867 www.diversityjournal.com

“We have the obligation to learn about every part of our business. It’s a fascinating place to sit!”

Profiles in Diversity Journal

•

Vice President of the Desktop Business Group at Lotus Development Corporation, responsible for the worldwide development and marketing of Lotus’s SmartSuite product line, a $500+ million business.

She also served as President and CEO of Individual.com and CEO of Essential.com.

Lang earned an AB in History and Literature from Radcliffe College and an MBA from Harvard Business School. She is the mother of three grown children— PDJ Sarah, Penelope, and Edmund.

November/December 2003

page 87

Connie Glaser

Author of Swim with the Dolphins and What Queen Esther Knew National Spokesperson, Business Women’s Network reminds me to focus on what’s most important in life. You have captured that essence in this book.”

Connie Glaser is one of the country’s leading experts on women and leadership.

Her best-selling books, including Swim with the Dolphins, have been translated into over a dozen languages and are among

You may remember Esther’s story—or at least the gist of it. A young orphan girl being raised by her uncle Mordecai, Esther becomes Queen of Persia. When an evil plot that threatens her people is hatched, Esther courageously blows the whistle on abuse of power in the palace and confronts the villainous mastermind—not without great personal risk. She ultimately saves her people from annihilation and irrevocably alters the course of history.

“Recent headlines have been filled with stories of brave, modern-day Queen

“… the story is not about miracles, but about courage …” the most widely-read and influential books for working women today. Connie was recently honored for her achievements by being named Businesswoman of the Year

by Office Depot.

Glaser also serves as national spokesperson for the Business Women’s Network, where she has been able to reach out beyond our country’s borders and impact the global community of businesswomen and entrepreneurs. It is this same passion to motivate women toward self-empowerment that led to the publication of her most recent book, What Queen Esther Knew: Business Strategies from a Biblical Sage.

A timely and relevant re-telling of the biblical story, Glaser and her co-author Barbara Smalley have authored a piece that has inspired many women leaders, including Senator Elizabeth Dole. She praised the book by saying: “When I’m faced with tasks demanding wisdom and courage far beyond my own, Esther’s story page 88

Esthers,” says Glaser.

“Three women, in particular, stand out as profiles in courage.

Sherron Watkins was a VP at Enron who blew the whistle on CEO Ken Lay and corporate wrongdoing at the energy giant.

Colleen Rowley, chief lawyer in the FBI’s Minneapolis bureau, confronted the Director of the FBI for thwarting her efforts to investigate one of the key figures behind the September 11 terrorism. And Cynthia Cooper, Vice President of Finance at WorldCom, investigated and reported $3.8 billion in accounting irregularities to the company’s Board of Directors.

“These courageous women blew the whistle on huge, powerful corporate machines—and none did it to advance her career. Instead, their missions were similar:

Profiles in Diversity Journal

•

November/December 2003

to right the wrongs in their organizations.

To them, sticking their necks out was a matter of principle, a question of ethics.

And like Esther, they weren’t motivated by self-aggrandizement or recognition, but because they knew in their heart, soul and gut, it was the right thing to do.”

As her story unfolds, Esther’s transformation from an orphan girl to a true queen and leader is remarkable.

Slowly she blossoms from someone who looks to others for all the answers to someone who designs and executes her own ideas and plans. And throughout this evolution, says Glaser, we see her become more comfortable with power—a challenge for most women.

Esther’s self-defining moment comes when she takes on the mantle of leadership by standing up for what she believes in. Considering recent examples of corruption in corporate ethics, many modern-day Esthers struggle with the same issues of integrity and remaining true to their principles. Indeed there are many valuable lessons to be learned from Esther’s story: Taking calculated risks … mapping out your plan of attack … standing up for what you believe … summoning courage under fire.

Above all, Esther’s story is an inspiration.

“Throughout her life, she faced grave dangers and formidable challenges,” says Glaser. “However, despite these obstacles, she managed to keep the faith and persevere. The story of Esther is not about miracles, but about a courageous woman who used her intellectual and spiritual resources to overcome adversity and, ultimately, to triumph. What better role model for women leaders today?” PDJ 1-800-573-2867 www.diversityjournal.com

Lynn Crump-Caine Executive Vice President, Worldwide Operations & Systems McDonald’s Corporation Like many members of McDonald’s top management, Lynn Crump-Caine began her McDonald’s career as a crew employee in her hometown of Portsmouth, VA. Now, as Executive Vice President, Worldwide Operations & Systems, she oversees global operations, equipment systems, training, learning and development and restaurant innovation. She is McDonald’s highest-ranking African-American female executive.

A 29-year veteran of the McDonald’s system, Crump-Caine believes her professional advancement at McDonald’s is equally attainable for other young African Americans looking towards McDonald’s for crew and management opportunities.

business research departments, in addition to the departments currently within Worldwide Operations & Systems. Before taking over U.S. Restaurant Systems, she served as the Group Vice President, Operations, responsible for supporting the existing restaurant operation and management systems.

“… such a breadth of opportunity …”

As Regional Vice President of the Atlanta region, she was responsible for 500 million dollars in sales from more than 460 restaurants covering Georgia and portions of Alabama and South Carolina. She has also served as Assistant Vice President and Director of Training for McDonald’s global restaurants, directing the activities of training development, mid-management development and Hamburger University.

A proponent of active participation in the community, Crump-Caine serves on a number of business and civic organization boards herself, including the Goodman Theatre in Chicago and Women Looking Ahead News Magazine. She is also a member of the National Association of Female Executives and a contributor to McDonald’s Black Employee Network.

“My long-term association with McDonald’s, having risen from the ranks of crew to the executive office, has been a gratifying journey,” says Crump-Caine. “I’m delighted to be a part of the McDonald’s team, and am pleased that McDonald’s has and continues to provide such a breadth of opportunity to America’s youth.”

This year, Crump-Caine was named one of the 2003 “Influential Women in Business” by The Business Ledger of Chicago, in association with the National Association of Women Business Owners (NAWBO). She received the McDonald’s President’s Award, the highest honor given by senior management for an employee’s performance, in 1995. She also received the Dollars and Sense Outstanding Business and Professional Award in 1991. PDJ

Previously, Crump-Caine headed the Worldwide Restaurant Systems and U.S. Restaurant Systems teams, which included the restaurant development, supply chain, menu management and

Ursula M. Burns Senior Vice President; President, Business Group Operations Xerox Corporation

page 90

The point is not to blend in, but to stand out, says Ursula Burns of diversity in the workplace. “Blending in may get you by, but standing out propels you forward.”

It’s a sentiment that’s understood by Xerox Corporation, where Burns is a senior executive.

president of Xerox Business Group Operations, she reports directly to Xerox chairman and CEO Anne Mulcahy and is responsible for about 80 percent of Xerox’s revenue, including product engineering, product marketing, manufacturing and other functions.

Burns, who started her career at Xerox as a summer intern in 1980, has been a standout at Xerox, rising steadily through the ranks of the company. Now, as

From 1992 through 2000, Burns led several business teams, including the office color and fax business, office network copying business and the departmental

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

Orien Reid Chair, National Board of Directors, Alzheimer’s Association Orien Reid first came to the Alzheimer’s Association seeking information. The year was 1988, and her mother had just been diagnosed with Alzheimer’s. Contact with the organization, she said, became her lifeline.

“It devastated me to watch the disease destroy the beauty and mind of my mother,” said Reid. “My mother’s Alzheimer’s disease forced major changes in my personal and professional life.”

During the six years Reid cared for her mother, she learned more about the disease and her knowledge of the issues facing the families of Alzheimer’s increased. She began organizing community activities and counseling others as a way of paying back some of the help she had received.

“… we simply cannot wait …”

In 1992, the year her mother died, Reid became a member of the association’s national board. In 1998, she gave up her 26-year career as a Philadelphia TV consumer reporter to become a full-time volunteer for the organization. Several years ago she became the chair of the national board.

business unit. In May 2000, she was named senior vice president, Corporate Strategic Services, and most recently, president of the Document Systems and Solutions Group.

Burns received a Bachelor of Science degree from Polytechnic Institute of New York in 1980 and a Master of Science degree in Mechanical Engineering from Columbia University in 1981. She serves on professional and community boards, including PQ Corp., Banta Corp., Boston Scientific Corp., FIRST, National Association of Manufacturers, 1-800-573-2867 www.diversityjournal.com

“My own personal experience with this horrible disease reflects those of 19 million Americans who have a family member with Alzheimer’s disease. Our experiences, combined with the knowledge that the Alzheimer’s disease process begins in the brain as many as 20 years before a person is seriously impaired, have created our sense of urgency.”

Whether or not you have a family member with Alzheimer’s, you will be affected by the disease’ epidemic-like growth. For example, research suggests that 14 million baby boomers in the United States will get Alzheimer’s disease. This means that Alzheimer’s poses a threat to Medicare even before the baby boomers have all retired.

The cost to Medicare of treating people with Alzheimer’s disease is estimated to soar from $31.9 billion in 2000 to $49.3 billion in 2010, even though Medicare does not pay for most of the long-term care Alzheimer’s patients need.

“For the Alzheimer’s Association, research is a key ingredient that will not only support and enhance the care of people affected by Alzheimer’s but, just as importantly, spare future generations from being ravaged by this disease.”

University of Rochester and The Rochester Business Alliance.

IDENTITIES

“… we must maintain our

as women …”

When asked to cite the greatest challenge facing women in the business over the next five years, Burns suggests that it’s not the fact that they’re a woman that is an obstacle, but the tendency to shy away from it.

Profiles in Diversity Journal

•

Thanks to champions like Orien Reid, the fight against Alzheimer’s continues, and public awareness is spreading. Researchers are making major breakthroughs in molecular, genetic, and epidemiological research, and more effective treatments and ways to prevent the disease are within reach.

“Alzheimer’s disease is an epidemic, and we simply cannot wait to do something about it,” says Reid. “Getting families the help and information they need, promoting early diagnosis and advancing Alzheimer’s research have become my life’s passion.” PDJ

“The female approach to success, controversy, and problem-solving is invaluable to the success of corporations.

As we become more pervasive, we must maintain our identities as women, rather than pursue the misapprehension that we ‘need to be more like men.’

“My mother told me long ago that where you are is not who you are,” said Burns, “Where you are is a circumstance that you can change; who you are goes with you, wherever you go.”

PDJ

November/December 2003

page 91

Ana Mollinedo Vice President, Diversity, Communications & Community Affairs Starwood Hotels & Resorts Worldwide, Inc. Since joining Starwood Hotels & Resorts Worldwide, Inc. less than two years ago, Ana Mollinedo, Vice President of Diversity, Communications & Community Affairs, has been the catalyst for real change. Under her guidance, Starwood moved from 11th to 4th on the NAACP Lodging Industry Report Card— a measuring tool that helps guide consumers on making decisions on where to spend their dollars. Also within this time, Starwood has instituted a minority supplier program, and has been recognized among the “Best Employer” listings by periodicals like Hispanic Magazine and DiversityInc. Starwood has also launched its first-ever Ethnic Marketing program, aimed at the African-American market segment, and introduced a Corporate Diversity Council to accelerate changes in representation, and a Cultural Community Council to create stronger communication between associates.

Mollinedo would be the first to tell you

that these changes are the result of having support from the top down—a must when you’re communicating with 110,000 employees worldwide.

“If you don’t have support from the top, you’re somewhere in the middle trying to push up,” says Mollinedo, “and spinning your wheels.”

“… you must have support from the top …”

Originally born in Havana, Cuba, Mollinedo is a seasoned veteran with over 16 years of experience in communication.

Prior to joining Starwood, Mollinedo resided in Monterrey, Mexico where she was responsible for Communications and Investor Relations PR for Mexican-based CEMEX Corporation. Her background also includes experience with several nonprofit and minority-based organizations including The Martin Luther King Center in Atlanta, Georgia, where she was the Managing Director responsible for the day-to-day operations of the Center.

Mollinedo has degrees in Political Science and History from Barry University, and an MBA in Finance from Nova Southeastern University. She serves on the advisory councils of SAVOY Professional and The New York Times, the American Hotel & Lodging Association’s Diversity Council, MultiCultural Foodservice & Hospitality Alliance Board of Directors, and African American Chamber of Commerce, among others. She is a national spokesperson for the Catalyst study, Latinas in the Workplace: What Companies and Managers Need to Know, and is an alumnus and member of Leadership Atlanta.

PDJ

Jeannie H. Diefenderfer Vice President, Process Assurance, Verizon Jeannie Diefenderfer’s passion for her volunteer work at The International Center in Manhattan is deep seated in her childhood. This mother of two and Vice President, Process Assurance for Verizon not only serves as president of the board for the non-profit organization, but she devotes considerable hours there every month helping immigrants master the English language—the kind of help that would have smoothed her transition when she arrived in America 29 years ago. page 92

Profiles in Diversity Journal

•

November/December 2003

Back then, Diefenderfer was 13 years old, and had just completed the 6th grade in her native Seoul, South Korea when she and her family immigrated to the U.S. If she had any hang-ups about not understanding the language in her new land, they were further compounded by being pushed three grades back—assigned to a 3rd grade teacher—to learn English.

By the time she reached high school, however, Diefenderfer had not only mastered English but was thriving academically and culturally. She 1-800-573-2867 www.diversityjournal.com

Gloria Pace King President, United Way of Central Carolinas, Inc. Gloria Pace King is in the business of improving the lives of others, and inspiring others to do the same. It’s a business in which she excels. As President of United Way of Central Carolinas, Inc., a $38 million health and human service organization, King has worked diligently to enhance her community’s quality of life through a broad spectrum of civic and community activities. Since assuming this position in 1994, her focus has been to increase money available to address critical community needs—and she has succeeded, increasing funds from $18 million to $38.6 million in only eight years.

“... you get up the next morning and keep ‘plugging at it’ ...”

Magnifying the power of these dollars to further help the community, she has not only expanded the services United Way funds, but extended its geographical reach and revived local interest in giving. She has implemented new initiatives that allow United Way and its agencies to show more donors the real difference their investments make in our community.

graduated fourth in a high school class of 900 and received full financial aid and scholarship to Tufts University, where she earned a degree in chemical engineering.

As a result, she has always determined to help other immigrants assimilate into American life, a determination that led her to involvement with The International Center. As she puts it, “I cannot forget where I came from, and I must appreciate where I am.

“To be a professional in this field—and I know this sounds corny because I know a lot of people use this comment, but—you only get your rewards one at a time,” said King. “It’s the only way you can put them in compartments small enough so that they will make you get up the next morning and go back and keep ‘plugging at it’.”

One midweek morning, the entire United Way board of directors hopped aboard a bus and rode into parts of Charlotte most of the city’s residents never get to see.

They saw new libraries where abandoned buildings once stood, safe havens where adults were recovering from chemical dependency, centers where children from low-income families received quality education, and agencies that helped feed the hungry—improved neighborhoods where, until only recently, one could not get a pizza delivered. Gloria demonstrated to community leaders how United Way and its programs have truly improved the quality of life.

“To see one individual whose life is changed, or one family’s, one neighborhood’s, or one community’s

“The Center helps immigrants make a smoother transition to America,” Diefenderfer says. “It certainly would have expedited my assimilation into the American culture if I had been aware of its existence.”

PDJ

“I cannot forget where I came from, and I must appreciate where I am.”

1-800-573-2867 www.diversityjournal.com

Profiles in Diversity Journal

•

that changes because of the kind of work I do ... it is my ‘bottom line’—my work, my children, my friendships, my relationships—and, above all, who I am as a person: whether or not I’m accountable, whether or not I’m credible, and whether or not my reputation will stand on its own merit.”

Before beginning her career in nonprofit management, King worked in the healthcare field as a nurse and an administrator, and served as President and CEO of the Visiting Nurse Association in Cleveland. She earned her MBA from Baldwin-Wallace College in Berea, OH, her BA from Cleveland State University and RN designation at the St. Alexis Hospital School of Nursing in Cleveland. She received a certificate from the Center for Creative Leadership in Charlotte.

She serves on many local boards, including the Carolinas HealthCare System, Charlotte-Mecklenburg Health Services Foundation, CharlotteSaves, and the UNC Charlotte Foundation, and is a member of the Civic Lab Steering Committee for the Collaborative Community Project’s Community Building Initiative. King was honored with the National Conference of Community and Justice Humanitarian Award in 2003, the PRSA Pegasus Award in 2002, the Frank C. Carr Memorial Award from INROADS Charlotte in 1997, and was named Woman of the Year in 1997 and PDJ 1999 by the Charlotte Post.

November/December 2003

page 93

Michelle M. Crosby, Ph.D. Senior Vice President, Organizational Capability Starwood Hotels & Resorts Worldwide, Inc. Dr. Michelle Crosby is described as the spark that lights the fire at Starwood Hotels & Resorts Worldwide. Senior Vice President, Organizational Capability for Starwood Hotels and Resorts Worldwide, Crosby is responsible for development and implementation of global people processes, organizational culture, and change management.

Change is inevitable in corporations, and leading people through change is what Crosby does best. In late 1999, she was brought aboard after Starwood’s merger with the Sheraton and Westin Hotel chains. At the time, Starwood was a $4 billion global company with 120,000 “… help them to employees and three become what they are very different CAPABLE of being …” corporate cultures.

“After the mergers with Sheraton and Westin Hotels, Starwood had no basic organizational capability policies and procedures in place, so the path before us was virtually unpaved,” says Crosby. She and her small team have brought energy, focus and commitment into developing “our strongest resource: People.”

The programs she has initiated have been cutting edge, in particular her Leading Starwood executive development program, which is proving to have a significant impact on the organization.

“While there are many factors driving this success, we believe the cornerstone of the program’s evolution is the buy-in of our associates and management team,” says Crosby. In 2002, a poll reported that 87 percent of all Starwood employees felt Starwood was a great place to work.

“Treat people as if they were what they ought to be,” quotes Crosby of poet and philosopher Goethe, “and you help them to become what they are capable of being.”

Crosby received her Bachelor of Arts in Psychology from Brown University and both an MA and PhD in Industrial and Organizational Psychology from the University of Connecticut.

Before joining Starwood, she served as Senior Vice President and Director of the Northeast Region for Aon Consulting’s Human Resources Consulting Group.

PDJ

Nancy Lonsinger “… I feel good about what I do ...”

Vice President of Marketing, Diabetes Care, Roche Diagnostics Nancy Lonsinger began her career at Roche Diagnostics in 1995 as a Consumer Segment Manager. From the very beginning, she realized she had a lot to learn, and yet within a year, Lonsinger was well on her way to becoming one of the experts. She combined her knowledge of the consumer and the overall business to produce results that would take the sales and marketing teams to a new level.

When Lonsinger became a part of the Diabetes Care Group, public awareness for consumers and patients was still in its infancy. Today, she actively leads a team of talented people whose creative skills help consumers make key health decisions in the management of diabetes. page 94

One of the most exciting things, she says, is how the business quickly changes. “Since I started my career with Roche, the diagnosis criteria for diabetes has been modified, reimbursement for testing supplies has changed, and the number of people with diabetes has doubled,” says Lonsinger.

“Additionally, the role that the patients themselves play in diabetes management decision-making continues to increase.

Such changes continue to present new challenges.”

Nancy remains proactive in identifying ways to meet the diverse needs of the customers. She led the team responsible for launching the first ever Accu-Chek® television commercial last May featuring

Profiles in Diversity Journal

•

November/December 2003

Roche’s new Accu-Chek Compact® blood glucose meter with a test drum that eliminates the need for patients to ever handle a test strip again.

As the rate of diabetes continues to grow disproportionately within certain ethnic groups, there is a heightened need to reach Latino and African-American markets.

Nancy is currently leading a team that is testing a church-based diabetes education and management program in Indianapolis.

“The concept is easy. In a community where the church plays an integral role in someone’s life, we believe the church can also help improve patient management compliance and, therefore, health outcomes,” says Nancy.

1-800-573-2867 www.diversityjournal.com

Marie C. Johns President, Verizon Washington, DC When people in the Washington, DC area need help addressing civic issues—whether it’s energizing a flagging economy, inaugurating a non-profit, or building skills training programs for city students—it’s no surprise they turn to Marie Johns.

Marie Johns is President, Verizon Washington, DC and is responsible for Verizon’s nearly $700 million operations in the District of Columbia. For over 10 years, she has been one of the most visible and engaged business leaders in the Washington metropolitan region, lending her energies to a number of government-sponsored, civic and cultural organizations.

Johns has worked to improve the District’s education system on several fronts. As co-chair of the District’s Youth Investment Council with the Superintendent of the DC Public Schools, Johns was instrumental in securing a $10 million grant for DC Public Schools to implement a School to Careers reform initiative. She

“I am very committed to my career at Roche Diagnostics because I feel good about what I do. Whenever I get discouraged or tired, I can always count on a letter or email from one of our customers telling me how much our products or customer support have made a difference in their life.

As a mother of a 3- and 5-year old, the letters from parents of small children especially move me. When a child is diagnosed with type 1 diabetes, it is a life-changing event for the entire family. I am very happy and proud to say in some little way, the work I do makes that change a little PDJ easier to handle.”

1-800-573-2867 www.diversityjournal.com

Profiles in Diversity Journal

spearheaded formation of a spin-off program known as SEEDS (Students Educated for Economic Development Success), securing sponsorship within Verizon to train out-of-school youth for jobs in the information technology industry. In addition, Johns served as a director of a non-profit organization that provided funding for every public school and library in the District of Columbia to install high-speed Internet connections and local computer networks as well as train teachers and library personnel.

Johns brought together committed members of business organizations, educational institutions, non-profit entities and the government to form the Washington DC Technology Council and currently serves as its Founding Chair. In 2001, U.S. Department of Energy Secretary Spencer Abraham appointed her to the agency’s Electricity Advisory Board (EAB). She is also a mayoral appointee to the National Capital Revitalization Corporation, a $25 million public/private enterprise that facilitates revitalization in underserved neighborhoods throughout the DC area.

Johns has focused much of her efforts on education and youth because they represent an important investment in the future, she said this spring at Indiana University’s School of Public and Environmental Affairs while being awarded Alumna of the Year.

“… a thriving partnership between public and private sectors ...”

“Government really cannot do it all. The most important role for government is to set a framework and then, wherever possible, allow private entities to get the job done. When you look around for models of communities that really work, one fundamental aspect is a thriving partnership between public and private sectors.”

The recipient of numerous awards for her business and civic leadership, Johns received an honorary Doctorate of Humane Letters from Trinity College in May 1999. She was honored as one of the Twenty-five Most Influential Black Women in Business by Network Journal in April 2003, and in September, received the Corporate Responsibility Award from Black Women’s Agenda for her outstanding leadership. Johns earned her Bachelor of Science and Master of Public Administration degrees at Indiana University and completed her graduate management studies at Harvard University’s John F. Kennedy School of Government and the Darden Graduate School of Business Administration at the University of Virginia. She is married to Wendell L. Johns, Vice President of Multifamily Affordable Housing for Fannie Mae. PDJ

•

November/December 2003

page 95

Winning the Conflict withYourself

By Audra Bohannon Senior Vice President Novations/J. Howard & Associates

For women, often the difference between success and failure is how they deal with day-to-day distractions. The simple strategy that can help us see past the outside influences that keep us from getting ahead.

Y

“How do you maintain a balance between obligation and responsibility and still accomplish things that have significance to you?

Intent, Focus, and Plan: three steps that will help you move towards the outcome you want with purpose.” page 96

ou’ve watched people do it— and maybe you’ve even done it yourself. Set a goal, take action, and make it happen. You’ve also seen people set a goal but take no action. Nothing happens. What makes the difference between these two kinds of people? Often, it seems that at some point, in both personal and professional arenas, most people feel the conflict between their goals and outside influences. It’s as though they want to go for it (whatever it may be) but there are things that are getting in the way.

I have seen this situation affect—even control—many people I have observed over the last twenty years, especially women. Despite the progress women have made in the workplace today, there is still difficulty navigating corporate America with any sort of certainty or stability. And while there are no “one-size-fits-all” answers, I believe that there are strategies that can be used to help take control of your situation.

In order to truly drive your personal or professional agenda, you must be

Profiles in Diversity Journal

•

November/December 2003

able to deliberately and consciously identify your intentions, narrow your focus, and commit to a plan of action.

You’ve got to be able to stop at some point and just sit in the confidence that you can make it happen.

Furthermore, there is a dilemma that exists, particularly for women, in managing the overwhelming responsibilities that can halt progress on achieving goals. It’s easy to get caught in a cycle of day-to-day responsibilities, meandering through life without really making things happen for yourself to the extent that you could, and more women than I’d care to admit experience this as their reality. So how do you break the cycle? How do you maintain a balance between obligation and responsibility and still accomplish things that have significance to you? Based on what I’ve seen, I think there is an approach that individuals can take that puts them in control of their destiny, while still being able to factor themselves into the equation. Intent, Focus, and Plan: three steps that will help you move towards the outcome you want with purpose.

1-800-573-2867 www.diversityjournal.com

Different shoes Different skills Same goals Leadership, Excellence and Success That’s Georgia-Pacific

www.gp.com/careers

© 2002 Georgia-Pacific Corporation. All Rights Reserved.

Audra Bohannon: Winning Conflict With Yourself You’ve got to establish your intent— deliberately stating what it is that you must do. There’s a clarity that comes with consciously identifying the real goal. And your real intent is often inextricably linked to your values and beliefs. If you can see the intent tied to the things that you value, you’re more likely to take the necessary steps to get there. Once you’ve established what

the intention is, it becomes easier to bring things into focus.

The next step is to focus. The focus needs to be directed towards the time, energy, resources and attention that you are investing to shape your plan.

It’s a selective focus—you’ve got to prioritize the things that are directly related to achieving your goal.

Focusing really helps to minimize distractions.

Those distractions can be relationships, internal noise, or external pressures.

Distractions do not necessarily

have to be negative. Often, they are things that have been incorporated into your daily lifestyle that, once you’ve committed to your intended outcome, serve only to get in the way.

The probability that you will make your intent a reality increases with the level and specificity of the focus you devote to it.

Once you’ve explicitly articulated your intent, and have focused your effort on making it a reality … the next step is the real nuts and bolts. Plan—plan the actions that you will have to take in order to actually live it out. If you’ve identified the intent and truly shaped your focus, the plan becomes a step-by-step blueprint for making your dream a reality.

So whether it’s to get that promotion, step out and open your own business, or simply to learn something new, women and men alike have a strategy—a road map to follow in order to make things happen.

Deliberately state your intent, selectively focus your time and energy, and create a plan to achieve that thing that is important to you.

PDJ

Audra Bohannon is a prominent speaker and author on topics facing women and people of color whose work has been featured in Atlanta Woman, Oprah and Essence magazines.

For more information, contact Pat FitzGerald, Marketing Communications Manager, Novations/J. Howard & Associates, at PFitzGerald@JHoward.com.

Check Us Out At: www.diversityjournal.com Subscribe Today.

page 98

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

takes you places

Exceptional performance is driven by exceptional people — working at a place where they can leverage their experiences, strengths and perspectives. At JPMorgan Chase, we’ve created an environment where everyone can reach their fullest potential. Our people build strong networks, meet new challenges head-on, grow their careers and take themselves — and our firm — to new heights.

© 2001 J.P. Morgan Chase & Co. All rights reserved. J.P. Morgan Chase & Co. An Equal Opportunity and Affirmative Action Employer M/F/D/V. JPMorgan Chase is a marketing name for J.P. Morgan Chase & Co. and its subsidiaries worldwide.

The Changing Landscape

C O A WhatCa personal HtrainerI canN G be to your body,

a coach can be to your work performance.

So why do so few minority executives utilize this tool?

By Dr. Mary Stewart Pellegrini Principal, Stewart Management Group, LCC oaching can improve personal effectiveness for those individuals who see value in having a confidential partner to prompt them to stay focused, make more savvy decisions, balance work/life choices and achieve their highest potential. This phenomenon, once utilized primarily by white male executives, is now reaching into more diverse populations.

It provides strategic guidance to help strong performers better navigate their careers.

C

Since its inception in the 1980s, coaching has offered top performers in the corporate world a powerful career enhancement tool. For years, the best performers in the sports arena have used coaches. Built on the concepts of forward motion and accountability, coaching helps individuals think and act more strategically while improving their leadership, problemsolving, decision-making and communication skills.

However, even though African-American, Latino and Asian faces have been appearing in high-ranking positions, the benefits of coaching have not been utilized by these groups as frequently as by their white male colleagues. Because coaching is infrequently discussed outside of personal relationships, many diverse employees may not be aware of the advantages it can provide. Skepticism, comfort with the status quo and alreadypacked schedules often discourage busy professionals from investigating the coaching option. Misconceptions about the motives and purpose of coaching also claim potential candidates, but converts are beginning to employ the service. Educating diverse candidates about the benefits of coaching is especially important because the fast track can sometimes appear, and often actually is, a closed system full of subtle inequities. page 102

Profiles in Diversity Journal

•

Antoinette Thomas, a senior manager in the highly competitive global telecom solutions industry, relies on her coaching sessions to provide the constructive criticism and candid feedback that can help her to see situations from different angles.

“You have to learn to look at the landscape and see what possibilities exist. My coaching experience has really helped me to see outside of myself and taught me to leverage my strengths.

I just wish that some of the young women who are going into the corporate environment could find a way to learn some of these lessons earlier than I did.”

How Coaching Works Coaching is best described as a collaborative professional relationship. Almost exclusively, highly motivated top performers have utilized it. Coaching sessions provide structure for clarifying personal and professional goals as well as weeding out the behaviors that can limit performance. In each meeting, the client chooses the discussion’s focus. The coach listens and contributes observations and questions. The coach helps the client identify what “success” means for the specific situation the client is faced with at that moment. This kind of interaction not only creates clarity, it also moves the client into action. Coaching is designed to accelerate the client’s progress toward his or her goal by providing focus and awareness of choice. Action planning helps the client remain accountable for closing the gap between where they are now and where they want to be.

Coaches working with African-American, Latino and Asian candidates focus on these issues, but they also contribute insight into the political undercurrents and subtle differences candidates may face in the corporate environment. Wendy Manning, a November/December 2003

1-800-573-2867 www.diversityjournal.com

Dr. Mary Stewart Pellegrini: Coaching director of Internet communications, discovered a unique advantage to her situation as an African-American female executive in a male-dominated industry.

A coach is, above all, a confidant; ascertaining your comfort level and chemistry with a potential coach is the most important aspect of the interview process.

“After my coaching sessions, I realized that the cool part about being outside of the system is that I am already tuned in to how other cultures do things differently than I do. One example was that, in my organization, I noticed how some folks would always ask questions in front of our CEO, whether it was a smart question or not. While I was thinking, ‘Why would someone ask something so simple?’ the reality was that the CEO remembered the person who stood up. Without my coaching experience, I don’t know that I would have stopped to examine and understand that situation. Now I can see ways to use what I learn to my advantage.”

Creating Your Own Reality

Selecting A Coach For those who are interested in exploring a coaching relationship, there are many things to consider before committing to one person’s program. According to recent estimates, there are 20,000 coaches currently practicing in the United States alone (Washington Post, 6/03). The large numbers of coaches can be partially attributed to the lack of standards or regulatory bodies within the coaching industry, so it is important to make sure that your coach can provide the service and support you need. Some characteristics of an effective coach include: • Push-back-ability—your coach has an obligation to provide you with accurate feedback even if (and especially if) it is not what you want or expect to hear. The only useful feedback is honest feedback.

Coaching is most frequently sought out when people are in a professional transition, seeking a new life balance or just needing to create new outcomes for current situations. While some may dismiss coaching as the latest fad or buzzword, the sheer number of participants and reported positive results are proof enough that there is a hunger for this type of service in today’s corporate environment. Far from being a personal “Ask Jeeves,” or someone who will provide directives, coaching gives its participants the means of addressing the question, “How can I be personally responsible for creating my reality?”

Through the process of coaching, individuals deepen their learning, improve their performance and enhance their quality of life. For top performers of various backgrounds, coaching offers a way to speed the learning curve and avoid pitfalls on the road to success—making sure that the path through the corporate maze is a little easier to navigate.

Dr. Mary Stewart Pellegrini is principal of Stewart Management Group, LLC, and speaks at conferences, seminars, and business retreats on the subject of executive coaching and its importance for diverse professionals at all organizational levels. For more information, contact Sara Henry at 773-394-8880.

PDJ

“My coaching experience

has really helped me to leverage my strengths.

I just wish that some of the young women who are going into the corporate environment could find a way to learn some of these lessons earlier than I did.”

• Strategic thinker—given the complex political climates and harrowing journeys many of us encounter on our way up the corporate ladder, a coach is an additional weapon in your arsenal, helping you to see situations from all sides and re-frame problems as opportunities.

• Practical planner—coaching is all about action and moving your career forward, so your coach needs to have a knack for working with you to identify your best next step.

• Knowledgeable and experienced—a coach with broad experience in several industries, who has worked with clients at several organizational levels and who has benefited from coaching him- or herself, could be a very valuable resource.

Antoinette Thomas page 104

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

The Changing Landscape George Simons International

THE G R IN CH THAT STOLE O UR C ULTURAL

DIVERSITY

Many Americans don’t understand why much of the world currently views their nation as the greatest threat to world peace. How would they understand, then, that it is seen as the greatest threat to diversity as well?

Dr. George F. Simons President here is nothing like the holiday season (coming earlier each year, it seems) to remind us that, as Calvin Coolidge (30th President of the United States) once said, “Business is the business of America.”

There is always money to be made at holiday time when it seems our cultural icons are for retail sale in endlessly imaginative forms. U.S. versions of Halloween, Christmas, Valentine’s Day, etc., are rapidly penetrating the world markets and either replacing local versions, if such exist, or being inserted whole cloth into the cultural fabric of new

T page 106

regions and countries. For the Yankee trader, if it sells, it sells, and we will flog it until it sells. Some may see this as cultural exchange, but there is little exchange to be seen. In market terms, it is more akin to dumping than to exchange.

Icons for sale

U.S. cultural groups do make efforts to preserve their heritage from the flood of media culture eroding their foundations.

But the dominant influence is so strong that what is “ethnic” too easily becomes quaint and cute rather than contributing its potential influence to who we are as a people of peoples.

At the risk of being the Grinch who at least seems hell-bent on stealing Christmas, I want to focus our attention on the blatant contradiction in the U.S. concept and practice of diversity.

We pride ourselves on promoting diversity while we systematically destroy it. If we look at the domestic scene, it is true that

When it comes to employment and organizations, the focus of U.S. diversity efforts has been economic opportunity.

Economic opportunity and leveling the playing field to achieve it are essential diversity goals. They extend America’s values of fairness and justice to the full

Profiles in Diversity Journal

•

November/December 2003

1-800-573-2867 www.diversityjournal.com

George F. Simons Stealing Cultural Diversity population. It is interesting, however, that for many years now those of us involved with diversity consulting and training— whatever our personal motivation—have been increasingly constrained to focus our energies on trying to convince the business world that the ultimate reason for supporting diversity lies in the “bottom line benefits” to organizations who implement its best practices. These benefits are also real, but exploiting diversity in this fashion ought not to be confused with encouraging group cultures, beliefs, and practices to flourish.

Diversity, American style, is not about protecting and promoting group culture any more than slash-and-burn is about protecting the rainforest.

Diversity as commodity Religion and moral values being private affairs in the United States, the validation for diversity is that it makes money. If it makes money, it resonates with the key U.S. values of money and property. If it can be sold, it should be sold. Yes, diversity may be the right thing to do, and the threat of compliance may be hidden somewhere in the background, but business, unless driven by other values, would rather ignore these factors or even let them erode—they smack too much of cost instead of profit. With the exception of a few outstanding and outspoken business leaders, morality, justice, and the ethical and cultural imperatives for diversity initiatives tend to be carefully hidden in order to make diversity palatable to stockholders and stakeholders. Diversity then becomes a saleable commodity to U.S. organizations and an industry has developed around it to serve domestic consumption and, more recently, to export it worldwide.

While diversity initiatives are sometimes called “cultural diversity,” there is often little about them that is cultural beyond token ethnic cafeteria offerings and the 1-800-573-2867 www.diversityjournal.com

occasional X (you define the X) -pride day. Making it into the mainstream for non-mainstream folks has largely meant adopting the values, beliefs, behaviors and icons of the dominant culture. As many Europeans have noted, almost from the beginning, diversity in the USA is just another, more subtle form of the “melting

“For the Yankee trader, if it sells, it sells, and we will flog it until it sells.

Some may see this as cultural exchange, but there is little exchange to be seen.

In market terms, it is more akin to dumping than to exchange.” pot.” Now, in the post 9/11 xenophobia, the “golden door” is not completely shut, but it takes a lot of effort and some luck to squeeze through with a visa.

Cultural diversity and biodiversity It is enlightening to compare what is going on between people diversity and environmental or biodiversity.

Environmentalists have been vociferous about protection of the natural patrimony of virgin terrain, rainforests, and the like, both domestically and in collaboration with native peoples elsewhere for whom these habitats are important for survival. They were quick to point out, for example, that the power Profiles in Diversity Journal

•

blackouts of the past year should not be seen as a carte blanche invitation to exploit more natural reserves, but rather demanded significant investment in the infrastructure and distribution networks of our existing power resources. Of course, exploiting natural resources is a more immediately profitable venture than investing in infrastructure. It is certainly more appealing to investors and business interests, as the margins are simply a lot better in the short term. If some people want to protect their national or regional patrimony, they face the daunting manifest destiny of business.

The point of this comparison is that, just as tribal peoples face an almost impossible challenge in defending their environment and its biodiversity from despoliation, most of the world—whatever its stage of economic development—faces the same challenge of protecting itself when it comes to its culture. In this case it is likewise a matter of erecting defense systems where boundaries are far more permeable. Culture travels, via electronic and print media, and is constantly being marketed as a part of products and their functions. All trade is trade in culture as well as commodity.

Attempts have been made to stem unwanted aspects of this flow, and getting around them becomes a fine art. A decade ago when I worked regularly in Indonesia, U.S. expatriates in the oil industry used to thwart the national ban on importing rock music and videos by hiding cassettes in Kotex boxes and ham tins—places where any self-respecting Muslim customs officer would be reluctant to put a hand. Cultural restrictions by other governments, then as now, are loudly decried by Americans as censorship, restraint of trade, restrictions of free speech, and violations of human rights.

November/December 2003

continued page 110 page 107

Legal Briefings Holland & Knight LLP

WOMEN

WORKFORCE AND THE

FORTY YEARS AFTER THE ENACTMENT OF TITLE VII OF THE CIVIL RIGHTS ACT, SEX HARASSMENT AND DISCRIMINATION REMAIN MAJOR IMPEDIMENTS TO ACHIEVING A DIVERSE AND INCLUSIVE WORKPLACE

Weldon H. Latham, Senior Partner

E

mployers committed to a diverse workforce and a positive work environment must not only identify and implement diversity “Best Practices,” but must also be vigilant in their efforts to comply with fundamental legal obligations, including the prohibitions against sex discrimination and harassment.

Forty years after the enactment of Title VII of the Civil Rights Act of 1964 (“Title VII”), and eight years after the Glass Ceiling Commission identified barriers to the advancement of women in the upper echelons of corporate America, sex harassment and discrimination remain major impediments to achieving a diverse and inclusive workplace. According to Ellen Bravo, Executive Director of 9to5 (National Association of Working Women), sexual harassment remains the most predominant source of complaints from working women. See “Dial Facing Sexual Harassment Suit,” Washington Post (Kirstin Downey Grimsley, Jan. 25, 2002). A major corporate workplace that seeks to achieve diversity and inclusion will fail miserably if sex discrimination is not rooted out.

Moreover, credible sex discrimination page 108

cases, especially class action lawsuits, can be extremely embarrassing to major corporations, and can severely damage the corporate brand and company reputation, as well as shake investor confidence and undermine employee, community, and consumer good will. In short, the potential for severe damage that a well orchestrated and highly publicized class action sex discrimination lawsuit—with emotionally charged factual allegations—can bring to a major corporation cannot be overstated.

Over the past several years, major corporate employers have faced increasing numbers of these cases. In 2002, employees filed approximately 84,440 discrimination charges with the Equal Employment Opportunity Commission (“EEOC”). Of those charges, sex discrimination claims were among the most common types of complaints (second only to race discrimination claims).

Indeed, in 2002, approximately 25,530 charges filed with the EEOC alleged sex/gender discrimination. These trends may reflect increased awareness by women employees, greater interest in potentially lucrative verdicts or settlements by

Profiles in Diversity Journal

•

November/December 2003

plaintiffs’ attorneys, and, frankly, a continuing pattern of unacceptable, if not unlawful, conduct by companies as more women enter and ascend the corporate ranks.

ANTI-DISCRIMINATION PROTECTION OF WOMEN Federal, state, and local laws all prohibit discrimination and sex harassment of women in their employment. Sex discrimination is covered by Federal laws, including Title VII, which prohibits discrimination based on sex; the Equal Pay Act of 1963,1 which makes it illegal to discriminate against women concerning salary or wages; and the Pregnancy Discrimination Act of 1978, which prohibits discrimination on the basis of pregnancy, childbirth, and related medical conditions and health benefits.

Prohibitions on sex discrimination refer to treating any employee or employees differently because of their gender, when such treatment affects the “terms or 1

Many major corporations realize the importance of assessing the equity of their compensation practices in order to respond to challenges from employee plaintiffs or Federal agencies, such as the Office of Federal Contract Compliance Programs.

1-800-573-2867 www.diversityjournal.com

Holland & Knight LLP conditions of employment.” “Terms or conditions of employment” has been broadly interpreted by the courts to include just about anything reasonably relating to someone’s employment, position, pay, title, hours, vacation, discipline, retirement, leave, and most other benefits. Another prohibited and extremely problematic form of sex discrimination is sex harassment.

According to the EEOC, “unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitutes sexual harassment when submission to or rejection of this conduct explicitly or implicitly affects an individual’s employment, unreasonably interferes with an individual’s work performance, or creates an intimidating, hostile or offensive work environment.”

In 1986, the Supreme Court clearly expanded the coverage of Title VII when it ruled that sexual harassment was explicitly prohibited by this statute.

Many state and local jurisdictions have enacted even stronger sex discrimination laws with broader coverage and greater penalties than the expanded Federal authority. For example, although Federal law does not recognize discrimination on the basis of a person’s marital status (married, single, separated, divorced or widowed), a number of state laws currently do. Additionally, specific small employers not covered by Title VII2 fall within the jurisdiction of certain state and local laws.

DEVELOPMENTS IN CLASS ACTION LITIGATION Recent cases illustrate how the courts are responding to persistent problems of widespread allegations of workplace sex discrimination, and a growing willingness to grant class action status to plaintiffs alleging sex discrimination and harassment, against large corporations that appear to fail to protect their employees.

2

Employers with fewer than 15 are not covered by Title VII.

1-800-573-2867 www.diversityjournal.com

In April 2003, Dial Corporation settled multiple sexual harassment claims for $10 million following an EEOC lawsuit.

The EEOC filed the suit on behalf of Dial female employees who alleged sexual harassment at its Montgomery, Illinois manufacturing facility. The lawsuit contained salacious allegations, including threats, propositions, and physical assaults on female employees. The EEOC alleged that harassment occurred in the presence of supervisors who did nothing, and that supervisors themselves also engaged in unlawful harassment. The EEOC also found that discipline for sexual harassment was either nonexistent or totally ineffective. When a Federal judge ruled in August 2002 that the Dial suit could proceed to trial as a class action, the decision opened the possibility that numerous Dial employees would take the stand and tell their troubling stories alleging that the company failed to correct a seriously hostile work environment.

In September 2003, class action status was again granted in sex discrimination and harassment lawsuits against both Combined Insurance Co. of America and the Denver Mint. The case against Combined Insurance involved thousands of female employees who allege they are being discriminated against in their opportunities to earn commissions and promotions, and that they are the victims of retaliation—being sexually harassed and intimidated in an effort to prevent them from initiating or pursuing legal action.

In the case against the Denver Mint, the judge ruled that complaints of sexual Profiles in Diversity Journal

•

Women and the Workforce

harassment from 32 female employees can proceed as a class action lawsuit on behalf of all 126 female employees. Clearly, the ability of plaintiffs to exponentially multiply the number of complainants through class action certification makes these determinations a substantially greater risk to employers than those instances when employees are limited to suing on their own behalf, not to mention the concomitant indirect negative financial, “The potential for severe damage that a well orchestrated and highly publicized class action sex discrimination lawsuit— with emotionally charged factual allegations— can bring to a major corporation cannot be overstated.”

Weldon Latham

reputational, and adverse brand consequences that can result from the courts by determining that class action status is appropriate.

LESSONS FOR CORPORATE EMPLOYERS Given the significant business and financial consequences arising from credible and well publicized sex discrimination litigation, major corporations are well-advised to make every effort to eliminate an atmosphere where sex discrimination even appears to be tolerated in the workplace. Obviously, any company faced with these types of issues should consult legal counselors with particular expertise in these types of matters, but the following steps may well be appropriate to

November/December 2003

continued page 110 page 109

women and the workforce minimize the risk of sex discrimination and harassment claims: (1) Company Policies and Procedures: Ensure that effective, wellcommunicated, up-to-date sexual harassment and other EEO policies and practices are in effect that comply with Federal, state, and local requirements, and that the company has standard and uniform methods for documenting personnel actions, including hiring, promotions, discipline, termination, and internal investigations as required based on allegations brought to the company’s attention.

(2) Effective Internal Complaint Processes: Ensure that the company maintains effective internal complaint processes, i.e., all employees are aware of how to report and file a complaint; all complaints are investigated thoroughly in a timely manner; retaliation against employees for filing complaints is emphatically forbidden

grinch

Continued from page 107

Continued from page 109

and violations are strictly enforced; and when misconduct is substantiated, appropriate, swift and consistent discipline is appropriately administered.

(3) Monitor Workplace and Workforce Practices: Gather and monitor informal and formal complaints to help promptly identify and remedy any potential problems areas or vulnerabilities.

(4) Employee Training and Education Programs: Conduct thorough and comprehensive training and education programs for all employees, especially managers, as relates to the company’s policies, applicable laws, prohibited conduct and the company’s practices as relates to violations related thereto.

(5) Prompt Response to Significant Allegations: Promptly and effectively address any actual, perceived, or potential gender inequities, before they grow into significant employee

group complaints.

While there are no actions guaranteed to insulate a company from employment discrimination allegations, prudent major corporations will seek to enhance diversity and inclusion, and minimize legal and business exposure, by implementing the types of actions set forth above. Each of these practices are intended to work together and complement each other in the development of a comprehensive program to encourage a positive work environment.

Weldon Latham is a Senior Partner and Practice Group Leader of the Holland & Knight LLP Corporate Diversity Counseling Group. He serves as Counsel to the Coca-Cola Procurement Advisory Council; Chair, Deloitte & Touche LLP Diversity Advisory Board; and General Counsel, National Coalition of Minority Businesses. www.hklaw.com.

Special thanks to Paul Thomas and Sylvia James for their assistance in this article.

PDJ

George F. Simons

Cultural policy

marketing feeding frenzy. What little is left after this flood is often a caricature or an Epcot version of the original culture, which can then be marketed as a cultural commodity as if it were the real thing.

A universal declaration of UNESCO (United Nations Educational, Scientific and Cultural Organization) in 2001 asserted that, “Cultural diversity is as necessary for the human race as biodiversity is for the survival of living things.” Smaller cultures generally have no way of resisting the onslaught. They shrivel and disappear into natural history museums. Resistance on the part of religious groups to cultural invasion as in numerous Muslim areas today is too easily dismissed by the U.S as fundamentalism or despotism. More and more cultures, like natural environments, are rendered increasingly fragile and eventually destroyed by the American media and

In a few places such as Quebec, France, and Croatia, policymakers are attempting to put teeth into defending indigenous culture by promoting laws and providing subsidies that protect the cultural patrimony from the juggernaut industrie hollywoodienne and encourage development of local culture and the arts.

UNESCO-sponsored legislation is coming into force shortly to stiffen this resistance, though one suspects “too little, too late.”

Americans find it incomprehensible that much of the world currently sees the U.S. as the greatest threat to world peace. It will be even more shocking to hear that the U.S. is the world’s greatest threat to

Beneath the self-righteous rhetoric, the real problem is that they keep us from making another buck abroad.

page 110

Holland & Knight LLP

Profiles in Diversity Journal

•

November/December 2003

diversity. This is a paradox in which America would do well to understand rather than resist or dismiss, because it speaks to what is happening domestically as well as around the world. Globalism promises much. But the challenge is to avoid the brutal marginalization of cultural variety and instead encourage rich and diverse forms of cultural expression that are still vital. It calls us to integrity around the concept and practice of diversity that we have so well enunciated in the past two decades.

Dr. George F. Simons is President of George Simons International (GSI) and an intercultural and diversity specialist. His most recent work is Putting Diversity to Work (2003, Crisp Publications, Inc.) with Simma Lieberman and Kate Berardo. He writes from Europe, where he is involved in the development of intercultural media and online initiatives. For more information, visit www.diversophy.com or by email at gsimons@diversophy.com.

PDJ

1-800-573-2867 www.diversityjournal.com