A EBR TIN EL
V SO F SE R
速 All Things Diversity & Inclusion
JAN/FEB 2013 $5.95
INSIDE DARDEN RESTAURANTS p.48
WOMEN ENTERING AND RE-ENTERING THE WORKFORCE p.66
IN-DEPTH LOOK AT DIVERSITY IN BRAZIL p.72
News Lady THE CAROLE SIMPSON STORY
BLACK HISTORY MONTH
Inclusion is the difference At MWV, weâ€™re different because our people are different. Each of us is unique. Different backgrounds, life experiences and passions make us individuals. But we come together as a diverse group of creative thinkers making real-world impact. Experience the difference at MWV.
| PUBLISHER’S COLUMN
Good News for New Year
James R. Rector
A EBR TIN EL
VICE PRESIDENT OF OPERATIONS
V SO F SE R
Grace Austin SENIOR CONTRIBUTING EDITOR
April W. Klimley
As we begin our fifteenth year publishing Profiles in Diversity Journal it is important to note that staying relevant is no easy task.
DIRECTOR OF CLIENT PARTNERSHIPS
Sarah Weber ART DIRECTOR
The competition for eyes and ears is formidable. Information overload and minute by minute news flashes, not to mention daily newspapers, TV news, and weekly news magazines, consume much of our time, only to be replaced in an unending cycle of more news flashes and more daily and weekly news media. This is our society. A constant barrage of messages that offer a multitude of opinions, facts and figures, video in HD, cell phone calls, video calls, and social media networks. And there’s more. And more. Let me reiterate that the world is not coming to an end. However, somewhere on this planet there will be a war, a revolution, a threat of a new disease, acts of nature, extreme weather, a fraud exposed, accident fatalities, consumer scams, and political conflicts. The good news is that most or all of the above can and will be overcome and handled by people. All kinds of people, each one different in some unique way. The collective energies of all peoples have contributed to bring society to this point in time in spite of all the challenges thrown its way. And the best news is that our magazine, the one you’re reading now, is poised to identify the heroes tackling these challenges without regard for gender, race, religion, or sexual orientation. These are people with character, virtue, dedication, common sense, and a will to do the right thing. Their physical characteristics describe them but don’t define them. That’s what our magazine is all about. And there’s more good news. We’re not alone on this journey. Our advertising partners for 2013 are committed too. Without the vision and dedication of these advertisers we would not exist. And there are others, dedicated and visionary executives from the best organizations worldwide, who willingly share their ideas and experiences in our pages. Wrapping up all this good news in an easy-to-read magazine is our dedicated staff and suppliers who put in the hours to provide you with interesting and relevant stories to make your day a little brighter and a little smarter. From all of us to all of you, Happy and Healthy New Year! PDJ James R. Rector, Founder and Publisher firstname.lastname@example.org
Vicky DePiore EXECUTIVE ASSISTANT
Elena Rector CONTRIBUTING WRITERS
Noëlle Bernard Julie Hayes Julie Kampf Melissa Lamson Mary L. Martinéz Karin Sarratt Craig Storti Nadine Vogel Trevor Wilson LETTERS TO THE EDITOR
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January / February 2013 Volume 15 Number 1
FEATURES THE CAROLE SIMPSON STORY
The ‘News Lady’ has overcome major discrimination in the broadcast journalism field. She continues to serve as a role model for African American and female journalists.
BLACK HISTORY MONTH In celebration of the national month, we are featuring more than thirty African Americans excelling in their fields.
DIVERSITY IN DINING
How does diversity come into play for a company that has made diversity of food essential to its business success? With more than 2,000 locations and 180,000 employees, Darden has made diversity an essential aspect of its business—and benefited from it.
HOW TO MAKE THE WHITE MALE UNDERSTAND
Many business leaders, especially white men, view diversity as a problem to solve or a set of strategies to implement. So what are the courageous white male leaders doing to successfully embrace diversity at their companies?
FOLLOW US AT: facebook.com/diversityjournal twitter.com/diversityjrnl scribd.com/diversityjournal twitter.com/mentorings facebook.com/mentorings
PROFILES IN DIVERSITY JOURNAL
14 IN EVERY ISSUE
04 | EDITOR’S NOTE
18 72 | GLOBAL DIVERSITY
06 | BULLETIN
Taking a closer look at diversity in Brazil with diversity consultant Melissa Lamson
56 | LEADER TO LEADER
76 | DIGITAL DIVERSITY
60 | FROM THE EXPERTS Leaders share their opinions and thoughts to help improve diversity and inclusion in the workplace.
Communicating Across Cultures
TREVOR WILSON TWI Inc. NADINE VOGEL Springboard Consulting LLC
JBK Associates, Inc.
MARY L. MARTINÉZ
66 | THOUGHTLEADERS This issue’s thoughtleader explores the professional and personal stories of women entering and re-entering the workforce.
Understanding the JOBS Act and crowdfunding
12 | MEALS TO HEAL
78 | DIVERSITY HISTORY
Former Wall Street exec starts new health food venture to help cancer patients
80 | ENCORE
82 | CORPORATE INDEX
14 | OPERATION HOPE
84 | Q&A Green For All’s Campaign and Partnerships Manager Julian McQueen
11 | TAKING A CLOSER LOOK AT THE JOBS ACT
Operation Hope celebrates more than twenty years of promoting economic equality
16 | SMART AND MAILBOX MAGAZINE PARTNERSHIP
08 | CULTURAL EVENTS 09 | REVIEWS
17 | CATALYST
SMALL BUSINESS | ENTREPRENEUR
10 | ZOLIO ONLINE TRADING New online trading program targets African Americans
Tips for creating an LGBT-inclusive workplace environment
18 | DIVERSITY AT DESIGN
20 | MOOCS
Massive open online classes open doors to higher education for diverse student body
22 | FIRST-GENERATION STUDENTS AND THEIR STRUGGLE TO SUCCEED Stories of immigrant and first-generation students
Grade-appropriate classroom curriculum promotes clothing recycling
Two books that explore the Muslim and Islamic experience: The Sea and the Hills and The Quran: With or Against the Bible?
Exploring efforts to improve diversity at design schools with a focus on Parsons the New School
MILITARY | GOVERNMENT
24 | A GUIDE TO GOVERNMENT CONTRACTING Tips and tools for those looking to acquire government contracts
26 | GROWING INCOME INEQUALITY POINTS TO NEED FOR SUSTAINED SUPPORT FOR WORKERS AND FAMILIES
By the Center for Law and Social Policy
28 | WOMEN IN POLITICS: 2013 EDITION
Why the dearth of women in American politics?
CORRECTIONS In our November/December issue, the names under the female authors’ photos of “Hybridized Administrators/Scholars” were mistakenly switched. We apologize for the error. January/February 2013
| EDITOR’S NOTE
ELECTION SHOWS AMERICA’S INCREASING DIVERSITY As President Obama takes office again this month, whatever your political views, you can be assured that this was a tide-stemming election. Not because he is black or the son of a single mother (that was the “historic” rhetoric in the last election), but because of the record-changing voter turnout and representation of minorities, women, and young people. Florida showed an increase in Hispanic voters, comprising 17 percent of the state’s voters, up by 3 percent from 2008. The same trends were seen in Arizona and Colorado. The coveted “women vote” (a strange term for a demographic that is more than half of the country) showed its importance. Women made up 53 percent of the electorate. The NAACP registered 400,000 voters this year; African American turnout in Ohio was higher than it was four years ago. And the youth vote, those ages 18-29, which many expected to be down this year, comprised 19 percent (up by 1 percent,) of voter turnout. Reports indicated 49 percent of those under thirty voted. There are now twenty female senators and eighty representatives elected to Congress, a record number. As we always talk about a need for greater gender representation in all sectors (business, government, higher education, etc.), this feat is one of the triumphs of this election. Marie Hironi of Hawaii will be the first Asian American woman senator, and Tammy Baldwin, the first openly gay senator. What this all means is that America is changing. The talk of the “browning” and “graying” of America—these changes are all true. Baby Boomers are getting older and minority populations are growing. People under thirty now make up more than 40 percent of the population. In essence, America is diverse. Our magazine, more than ever, is important to these changes. We are showing the true tapestry of America in our pages, and the stories of those succeeding despite being once or still discriminated against. So as our country continues to develop its democracy, I hope that it will continue to be more and more representative of its constituents. Here’s hoping the gains in this election will inspire all in the years to come. PDJ
The Diversity Leader award recognizes communications excellence in the area of D&I. Winning companies utilize different technologies and mediums as a way to improve internal and external communication. * Diversity Leader award-winning companies denoted by this symbol: DL
3M • Accenture • ADP, Inc. • Aflac American Institute for Managing Diversity Andrews Kurth LLP • Bank of the West BDO USA, LLP • Booz Allen Hamilton Caesars Entertainment Corporation Catalyst • Charles Schwab • Chevron Cincinnati Children’s Medical Hospital Center Cisco Systems • Citi • CSC • CVS Caremark Energizer • Ernst & Young LLP Fannie Mae • Ford and Harrison LLP General Electric • Gibbons P.C. Halliburton • Harris Corporation HCA Healthcare • Highmark Inc. Ingersoll Rand International Society of Diversity and Inclusion Professionals JBK Associates • Jones Lang LaSalle KPMG • Kraft Foods Inc. Lewis and Roca LLP The Lifetime Healthcare Companies Lockheed Martin Corporation Moss Adams LLP • MWV National Grid • New York Life Nielsen • O’Melveny & Myers LLP PNC Financial Services Group, Inc. PwC • Raytheon Company Rockwell Collins • Ryder System, Inc. Sandia National Laboratories Shell International Society for Human Resource Management Sodexo • Sparrow Health System Springboard Consulting LLC The Hartford Financial Services Group Inc. Thompson Hine LLP • TWI Inc. Union Bank, N.A. • UnitedHealth Group Vanguard • Verizon • Walgreen Co.
Grace Austin email@example.com
PROFILES IN DIVERSITY JOURNAL
Walmart Stores, Inc. WellPoint, Inc. • White & Case LLP
Sodexo Engaged employees drive
Marit, Senior Vice President , Gulf of Mexico & Caribbean
business success. That’s why we’re committed to creating an environment wh e r e e a c h e m p lo y e e contributes to his or her full potential. By fostering Vijaya, Diversity & Inc lusion Manager, Brazil
visor, s Super
ic , Logist Charlie xico Me Gulf of
a culture based on mutual respect and inclusion, we make every day a better day at Sodexo. But don’t take our word for it. Hear what our employees have to sa y a b out wor k i n g for the world’s leader in
Lenarda ,H Manager, uman Resources Tanzania
lations Enrico, Public Re States Manager, United
To view these employees’ stories, scan the smart tag or visit bit.ly/SodexoCommunity
Quality of Life services on bit.ly/SodexoCommunity.
Bulletin Lewis and Roca Named 2013 “Best Law Firm” Lewis and Roca LLP has been named to the 2013 edition of the U.S. News - Best Lawyers “Best Law Firms” list. This honor includes a first-time national ranking for Product Liability Litigation-Defendants and Tier 1 regional rankings for more than thirty practice areas in five cities where Lewis and Roca has offices. Best Lawyers is the oldest and most respected peer-review publication in the legal profession. For over thirty years, the company has helped lawyers and clients find legal counsel in distant jurisdictions or unfamiliar specialties. The 2013 edition of The Best Lawyers in America includes 41,284 lawyers covering all fifty states and the District of Columbia and is based on more than 4.3 million detailed evaluations of lawyers by other lawyers.
Prudential Financial Names Michele C. Meyer-Shipp Vice President and Chief Diversity Officer Prudential Financial has named Michele C. MeyerShipp vice president and chief diversity officer. In this role, she will be responsible for leading and directing all diversity and inclusion initiatives MEYER-SHIPP for the company, and for ensuring ongoing compliance with federal and state equal employment opportunity/affirmative action laws and requirements. “Prudential has a proud heritage of embracing diversity and inclusion as a key part of our business strategy,” said Sharon Taylor, senior vice president, Human Resources. “Advancing our work in this important area requires strong leadership, and Michele is ideally
PROFILES IN DIVERSITY JOURNAL
suited for this role. She has a unique blend of experience in the diversity and inclusion and EEO/affirmative action space, as well as a recognized passion for this work.” Meyer-Shipp joined Prudential in April 2010 as vice president and counsel in the Employment and Labor Law Group. In this role, she provided legal advice, counsel, training and investigative support to several lines of business on a variety of employment and human resources related matters.
Mouzon Installed as President of New Jersey’s African American Bar Association Fruqan Mouzon, a director in the Business and Commercial Litigation Department of Gibbons P.C., was installed as the fiftieth president of the Garden State MOUZON Bar Association, the African American Bar Association of New Jersey. The installation and reception took place at the Law Center in New Brunswick. The Garden State Bar Association assists African Americans and other minorities in becoming effective elements of the judicial system. The organization’s mission is to improve the administration of justice, support initiatives to improve the economic condition of all individuals, and work to eliminate discrimination based on race and ethnicity. Mouzon hopes to take the organization to greater heights and build on the tremendous legacy of his predecessors.
United Way Worldwide Announces New U.S. President United Way Worldwide announced the appointment of Stacey D. Stewart January/February 2013
Ballard Spahr Celebrates a Decade of Diversity in Delaware Ballard Spahr’s Wilmington, Delaware, office celebrated its tenth anniversary in November. While the office has developed a reputation for excellence in the areas of bankruptcy and reorganization, public finance, commercial litigation, government and corporate investigations, and white-collar defense, it is also well-known for the pioneering spirit of its attorneys. The Wilmington office is the most diverse at Ballard Spahr, a firm known for its long-standing commitment to diversity and inclusion. Fortyfive percent of the lawyers in the Wilmington office are people of color, and 55 percent are women. Of the Wilmington firms surveyed in the 2011-2012 NALP Directory of Legal Employers, only 1.9 percent of partners are women of color, compared to 50 percent of the partners in Ballard Spahr’s Wilmington office. Said Chair Mark Stewart: “As our Wilmington office demonstrates, diversity at the top leads to diversity throughout. Diversity happens when leaders make it a priority. We believe that our clients are best served when the solutions we offer spring from varied viewpoints and perspectives. We do not simply pay lip service to inclusion; we live that commitment every day.”
as president of United Way USA, a newly created position that reflects the organization’s commitment to its U.S. network of more than 1,200 local members. Stewart will drive the strategic direction for United Way U.S.A., working with leaders throughout the United Way network to drive community impact in the areas of education, income,
and health. “I am honored that Stacey will serve as U.S. president and continue working to advance the United Way movement,” said Brian Gallagher, president and CEO of United Way Worldwide. “Her depth of expertise working across multiple sectors allows her to create real impact throughout the United Way network.”
Attorney Urmika Devi Honored with Duane Morris Pro Bono Duane Morris associate Urmika Devi of the firm’s Philadelphia office accepted the sixth annual Duane Morris Pro Bono Award. Devi, who practices in the areas of intellectual property and DEVI immigration law, has been involved in pro bono service at Duane Morris since her first year as a summer associate in 2008. In 2011, she was the firm-wide associate leader in pro bono hours. The firm’s pro bono award was created in 2006 to celebrate the commitment to public service that has always been an important part of Duane Morris culture, honoring those who work to achieve equal access to justice. As a recipient, Devi won the right to select a legal services organization to which the firm will donate $5,000. She chose the Support Center for Child Advocates, an organization that represents abused and neglected children in Philadelphia and through which many Duane Morris attorneys volunteer. Devi, who migrated to the United States as a child with the assistance of pro bono services, has helped many immigrants through her pro bono efforts. She has represented domestic violence survivors in applications for lawful permanent residency under the Violence Against Women Act, and earlier this year won her first removal hearing on behalf of a Trinidadian woman.
Corporations Collaborate in PA for Supplier Event Shell, Halliburton, and EQT Corporation recently hosted a Supplier Diversity Matchmaking Event for companies interested in doing business in the Marcellus Shale region in Pennsylvania. This new model of ‘joint matchmaking’ successfully Attendees at the Supplier matched each company’s specific operational Diversity Matchmaking Event needs with a variety of local suppliers. held recently for companies The objective of the event was focused on interested in doing business matching larger service companies with local in the Marcellus Shale region. businesses. More than 160 local companies were present for the event, where buyers met with suppliers one-on-one to discuss potential opportunities for their specific products and services. Close to fifteen prime industry suppliers attended, including Nabors, Fastenal, and Cenergy International. “At EQT, community investment is an important part of our business model and one of our focus areas is to hire and contract services locally whenever possible. By day’s end, there were almost 300 on-site interviews, which means success for everyone involved,” said Nathanial Manchin, manager, Community Affairs for EQT Corporation. The Washington County, Pennsylvania event also generated an immediate economic boost, with more than $33,000 spent locally on services such as catering, signage, event coordination, and hotels.
New York Life Names Troy Glover to Head Up Long-Term Care Operation New York Life has announced the appointment of Troy Glover as senior vice president in charge of the company’s Long-Term Care Insurance operation, based in Austin, Texas. He reports to Paul Pasteris, senior GLOVER vice president and chief administrative officer of the company’s Insurance Group. Glover will succeed Senior Vice President Michael Gallo, who has led the operation since 2009. “We are pleased to turn to a member of our management team to assume this important role and believe that Troy’s substantial experience in the industry and with long-term care insurance will continue our success in this area,” said Chris Blunt, president of New York Life’s Insurance Group. Glover joined New York Life as a director in the Variable Products Service Center in 2000 and held various positions of increasing responsibility before
being named chief operating officer of the company’s Long-Term Care Insurance operation in 2009 with oversight of information technology, marketing, actuarial, product development, and financial accounting areas.
KPMG Chairman and CEO John Veihmeyer to serve on Catalyst Board of Advisors KPMG LLP announced that Chairman and CEO John Veihmeyer has been named to the Board of Advisors for Catalyst. Veihmeyer, who also serves as the executive chair of KPMG’s VEIHMEYER Diversity Advisory Board, has been a longtime advocate for increasing workplace diversity and promoting opportunities for women in leadership roles. He will bring his considerable experience to the Catalyst Board of Advisors and be a part of its interactions with more than 500 companies, business schools, and industry associations around the globe. PDJ
∂ Edited by Grace Austin
First Reading of the Emancipation Proclamation of President Lincoln, 1864, by Francis Bicknell Carpenter
Coconut Grove Arts Festival, February 16–18: The 50th Annual Coconut Grove Arts Festival will be held on President’s Day Weekend this year. A mile of arts and food held in Coconut Grove, Florida, the festival supports arts programs and a scholarship program for students studying art. Over 360 artists of all disciplines are featured, including the visual, culinary, and performing arts. WinterPRIDE Festival, February 3–10: Don’t miss one of the biggest and best gay ski weeks in the world. Two-thousand thirteen marks more then twenty years of Whistler’s WinterPRIDE. The celebration features a full slate of events including snowmobiling adventures, wine tastings, a snowball dance, skiing, and snowboarding. Can You Walk Away?, February 1–August 31, 2013: To commemorate the 150th anniversary of the Emancipation Proclamation, President Lincoln’s Cottage in Washington, D.C. will open this special exhibit. By posing the question, “Can you walk 8
PROFILES IN DIVERSITY JOURNAL
away?” it will inspire people to engage with the modern abolitionist movement and see that slavery is an ongoing issue. Visitors will get an intimate look at modern slavery in the U.S. through firsthand accounts of survivors of human trafficking and those that work to end slavery every day. The Beijing Baiyun Temple Fair, February 3–February 21: Famous for its popularity and history, tourists can participate in many folk activities at the Temple Fair. For example, one can touch the “stone monkey,” thought to offer blessings from God. In addition, people can also enjoy local food, folk handicrafts, and paintings. Gourmet Abu Dhabi 2013, February 5–20: This fourth annual festival “marries Abu Dhabi’s advanced modernization and rich Middle Eastern heritage.” Fifteen days of dinners and workshops bring chefs from all around the world to the growing city. PDJ
MEDIA & REVIEWS Top Malaysian Banker Tells Lifetime of Experiences in Autobiography The Sea and the Hills: The Life of Hussain Najadi By Hussain Najadi, (available at amazon.com) A fascinating journey across the world, through decades and of disparate peoples, Hussain Najadi’s story consists of the captivating, exotic, and sometimes peculiar rememberings of a septuagenarian entrepreneur. In his autobiography, The Sea and the Hills: The Life of Hussain Najadi, the founder, chairman, and CEO of AIAK Group (which started AMBANK, the fifth largest bank in Malaysia) discusses his experiences, hardships, and triumphs in his personal and professional lives. “The story is an affirmation of life’s purpose, of a spirit of adventure, and of unbridled optimism,” said Najadi. Beginning with an intimate and detailed account of his Persian parents’ immigration to Bahrain, Najadi explores pre- and post-World War II life in a Persian, Muslim home in the Arab nation, emphasizing the importance of family and education to his upbringing and development. After being ejected from his home country of Bahrain as a teenager for conspiring against British colonial rule, Najadi made his way to Iran, Germany, and eventually, Asia. He describes in intimate detail customs and cultures of the Middle Eastern peoples, an interesting glimpse into a way of life that many in the West are unfamiliar with. Although he began his adolescence
with communist leanings, Najadi eventually became an ardent, self-starting capitalist. His travels throughout the Middle East, Europe, Asia, and North America helped nurture and expand his knowledge and appreciation for free markets and the financial system. His experiences with a wide variety of people throughout these times, from Americans to Arabs, are interesting to note, if only for how descriptive and culturally eye-opening they are. Najdi’s story is both far-reaching and relevant—one that will influence any reader interested in the financial industry, cultural traditions, and global history within the past fifty years.
Author Dispels Myths about the Quran and the Bible The Quran: With or Against the Bible? By Dr. Ejaz Naqvi, (available at amazon.com and barnesandnoble. com) Christians, Jews, and Muslims are passionate about their religions. But, are their opinions of other faiths accurate? Have many Muslims actually read the Bible? Have many JudeoChristians studied the Quran? The Quran: With or Against the Bible? attempts to dispel the myths and misconceptions about the Quran and the Bible, while providing an objective review of the various topics of common interest presented in the two scriptures. Written by an Islamic scholar and chief of Pain Management and director of Graduate Medical Education at a medical facility in California, the author, Dr. Ejaz Naqvi, became a
Muslim nearly twenty years ago, after reading the Quran. “There is a divide between those with knowledge and those who are seeking it,” says Naqvi. “Other books tend to glorify one scripture, while being critical of the other.” Islam, at least in America, is one of the most misunderstood religions. While it has come to the forefront of American thought through media coverage since the 9/11 attacks and the War on Terrorism, Islam was established in the seventh century, and long been practiced by Americans in the United States. Common misperceptions are that Christians and the Bible teach conflicting messages, when in fact, they share many of the same prophets, traditional teachings, and accepted histories. For example, Allah means the God, not just the Islamic god. The word is the same for all peoples (Christian, Jews, and Muslims) that speak Arabic. In other words, they worship the same god, the God, as opposed to different gods of their respective faiths. Naqvi attempts to analyze and compare similarities between the two scriptures in an effort to find common ground. “This book removes misconceptions and myths about the two books,” Naqvi says. “I want people to know the real messages contained in the Quran and the Bible. I also encourage people to study the scriptures themselves, and not learn them secondhand.” Naqvi, too, often cites passages in the Quran (although using The Bible for Dummies as a reference was strange), as well as giving insight into Muslim beliefs and Islamic teachings. His objectivity carries over into an easyto-read chronology, beginning with the essentials of “God” in the first section, and ending with the modern-day aspects of “The Quran and Daily Life” in the last. Whether one is well-versed in Islam or is a beginner to the holy book, The Quran can be beneficial to all. PDJ
∂ Edited by Grace Austin
| SMALL BUSINESS | ENTREPRENEUR
New Online Trading Program Targets
E OPLE OFTEN FEEL uncom-
fortable with the topic of investing. Yet we all need to understand investing, if only to know what’s going on with our 401(k) or retirement plan. Investment can also be a relevant career field to many people who are unemployed or students looking for a new career field. Zolio, a new online trading program which offers tools to educate young investors on the opportunity to become investment managers, believes that investing is a skill that can aid everyone, and even be a relevant career path for others. Zolio’s founder, Olive Darragh, wanted to create an opportunity to showcase skills regardless of race, background, or school affiliation that would open doors for aspiring investors to be recognized by top financial firms. It was also important to create a no-risk yet valuable learning opportunity that works for and resonates with target populations. Zolio is a natural segue from a twenty plus-year career in the asset management industry, where Darragh’s focus was on strategic growth and talent management. Darragh co-created and then led the investment management practice as a director of global consulting firm McKinsey. She then spent six years as a partner at a leading hedge fund where she led strategy and talent management, and worked extensively on portfolio management recruiting.
PROFILES IN DIVERSITY JOURNAL
One of the key focal points for Zolio will be reaching out to women and minority communities, particularly, African Americans, said Darragh. Researchers have found that African Americans save and invest less money than whites, but the debut of an online platform combining investing with education, and targeting young African Americans, is significant. One finding in a 2010 study conducted by Argosy Research, commissioned by Ariel Investments, LLC and The Charles Schwab Corporation, states, “For the first time in the survey’s twelve-year history, more African Americans chose stocks and stock mutual funds as the ‘best investment overall,’ relative to real estate.” Zolio hopes to capitalize on these
findings, leading more African Americans to the site and potential profits. Zolio’s mission is to give all aspiring young investors the chance to discover their investment talent, as well as give them the opportunity to prove and showcase this talent to the broader industry. Zolio believes that results should be viewed for their own merit, blind to demographics or background. “Actions and results speak louder than words or résumés,” says Darragh. “Zolio is an opportunity for those with talent and determination to act and get results. We are helping level the playing field; it’s up to young people of all types to play on that field.” PDJ
| SMALL BUSINESS | ENTREPRENEUR
Taking a Closer Look
How crowdfunding can affect your small business
R ESIDENT OBAMA AND Congress passed the
Jumpstart Our Business Startups (JOBS) Act in April 2012, a bipartisan law that became effective this January. This particular legislation was designed to encourage small business and startup funding by easing regulations and allowing for more capital investment from private citizens. The JOBS Act further solidifies the emphasis placed on small businesses by both Republicans and Democrats. In essence, the JOBS Act allows businesses to accept small contributions from individuals, what has come to be known as crowdfunding. One of the JOBS Act’s provisions is an annual investment cap. For those who make under $100,000, they can invest a maximum of 5 percent of their income, while those who make more than $100,000 may invest up to 10 percent. A startup can raise $1 million through the JOBS Act. There are a few regulations as well: A company can only sell to investors through a middleman, like a website, that is registered with the SEC. The middleman can only sell shares that come originally from the company. Crowdfunding is not a new phenomenon, but incorporating technology into the process is. (Microlending is a precursor, offering loans to individuals in impoverished nations to start their own businesses. The most notable instance is the Grameen Bank.) Crowdfunding sites usually work like so: one posts a project pitch, offers a deadline, and specifies an amount needed to reach one’s goal. In addition to financial support, companies may find other benefits from crowdfunding. Being able to test marketing strategies, promote products, and receive actual customer data are important added extras. Although crowdfunding needs a substantial time investment (using social media and uploading
videos are common tools to draw in an audience), as the thousands of entrepreneurs that posted their product or project through crowdfunding websites and received successful bids can attest to, it can be worth it. Kickstarter, by far the most popular and famous of the crowdfunding sites, was launched in 2009. The platform for creative enterprises has helped launch everything from video games to men’s underwear lines. Over 75,000 creative projects have been launched since Kickstarter’s inception, according to their website. Fundable, the first equity crowdfunding platform, launched concurrently with the JOBS Act. Fundable typically raises small sums of money for startup businesses. Startups can pitch their company and raise funding via the website. As opposed to Kickstarter, Fundable also offers equity to potential investors. With these new opportunities for investment and capital through crowdfunding, the government is hoping that more Americans will invest and be encouraged to start their own business. After all, according to the U.S. Department of Commerce, small firms represent 99.7 percent of all employers, and employ half of all private sector employees. PDJ January/February 2013
| SMALL BUSINESS | ENTREPRENEUR
Former Wall Street Executive STARTS NEW HEALTH FOOD VENTURE TO HELP CANCER PATIENTS
Meals to Heal to Provide Home Meal Delivery Service for Patients
F ORMER FINANCE EXECUTIVE’S
misgivings with patients’ food helped create a new venture designed to increase nutrition. Entrepreneur Susan Bratton brings more than twenty-five years of experience representing healthcare corporations to her new Manhattan-based company, Meals to Heal. The startup will offer weekly home delivery of fresh, nutrient-rich meals to cancer patients throughout the country. After witnessing close friends and family suffering from cancer, Bratton noticed their need for high-quality foods and the difficulty both patients and caregivers had finding healthy meals that mitigated the side effects of cancer treatment. Lack of proper nutrition contributes to fatigue, weight loss, weakened immune systems, and depression in patients. “Something had to be done,” says Bratton, founder and CEO of Meals to Heal. “The time and energy it takes to properly prepare food can be extremely taxing on patients, as well as caregivers. [Caregivers] often don’t know what meals will alleviate nutri-
PROFILES IN DIVERSITY JOURNAL
tional side effects. Poor nutrition is indicated in 50 to 80 percent of all cancer patients. We hope to help by bringing balanced nutrition, tailored to help patients manage nutritionrelated side effects, right to people’s doors.” The company was founded in 2011 and began taking orders in May 2012. Bratton invested her own money, and then was able to secure angel investors/private equity from high net-worth individuals. “So many cancer patients struggle with proper nutrition,” states Dr. Elizabeth Chabner Thompson, MD, who is on the Scientific Advisory Board of Meals to Heal. “A service that provides convenient, safe, and
affordable nutrition could help many people undergoing treatment for BRATTON cancer, supporting them through their treatment and preventing weight loss.” Orders can be placed online for various meal programs, including five-day and seven-day plans. In addition to home delivery of breakfast, lunch and dinner, patients will receive two daily snacks. All fare from Meals to Heal is based on the Mediterranean Diet and meets the nutritional standards set forth by the USDA and the IOM. PDJ
Thanks to you,
This family can celebrate a strong past and a healthy future.
WellPoint is honored to recognize the rich heritage and many accomplishments of Dr. Martin Luther King, Jr. and African Americans everywhere. WellPoint is dedicated to diversity and inclusion. Our accomplishments motivate us to continue building an organization of people who reflect the diversity of our customers and communities, and fostering an inclusive workplace where we can all thrive. As we celebrate African American History Month, we are proud to highlight Karin Sarratt, vice president of Talent Management and Chief Diversity Officer, and Tonya Maxey-Fuller, staff vice president of Provider Data Management, two African American leaders featured in this issue. The legacy they and others build today will inspire tomorrow’s leaders.
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® Profiles in Diversity Journal. © 2012 WellPoint, Inc. All Rights Reserved. EOE
∂ Edited by Grace Austin
CELEBRATES 20 YEARS OF PROMOTING ECONOMIC EQUALITY By Julie Hayes IN 1992, LOS ANGELES, CALIFORNIA FACED POLITICAL AND SOCIAL UPHEAVAL FOLLOWING THE ACQUITTAL OF FOUR WHITE POLICE OFFICERS WHO HAD BEEN VIDEOTAPED BEATING BLACK MOTORIST RODNEY KING.
Issues of racial discrimination and police violence had been common since the civil rights movement, but the Los Angeles riots triggered by the jury’s verdict opened up another question to equal rights activists: were institutions with power such as the police force, legal system, and government being used to keep minorities and the poor in their “proper” place? Twenty years later, the nonprofit Operation HOPE is still working to fight the consequences of this societal trend. Founded in Los Angeles by John Hope Bryant after the L.A. riots, Operation HOPE is looking to celebrate their twentieth
anniversary through continuing service to impoverished areas, working to increase financial literacy, and promoting a future where economic inequality is a thing of the past. “Because of what happened to [King], the city changed, the Los Angeles Police Department changed, a community became actively engaged in its own redemption, and the global organization I founded, Operation HOPE, was born,” says Bryant, who is also celebrating his twentieth year as Operation HOPE’s CEO. “I am convinced that I would have never founded Operation HOPE, in its unique form, structure and approach, if it had not been for the unfortunate events of April 29, 1992.” As the leading United
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John Hope Bryant delivering a speech at a listening and action meeting hosted at the West Angeles Church of God in Christ.
States nonprofit organization in the field of financial literacy and economic empowerment, Operation HOPE has much to celebrate. Through championing the Silver Rights Movement, which calls for equal access to capital and highlights ways to make America’s capitalist economy work for the poor and underserved, Operation HOPE’s years of service have been marked by the development of initiatives and programs meant to educate and empower those who wish to aim for economic equality, an increase in financial education and literacy among youth and adults alike, and heightened efforts to involve corporate America and financial organizations in reaching out to
the poor and impoverished. After two decades as an organization, Operation HOPE has individually served over 1.2 million people in 273 United States cities, as well as locations in South America and Haiti. However, Operation HOPE’s ultimate goal is to no longer be a necessity to society through the full realization of a thriving capitalist economy and the elimination of financial injustice. To move closer to this goal, Operation HOPE launched a series of celebratory and empowering events and programs in 2012 to increase awareness and participation in their mission throughout the community. In July, the organization partnered with Gallup to found the American 2020
Top left, The grand opening of the Operation HOPE New York City office. Top right, Bryant speaks to school children. Bottom right, Operation Hope’s Mortgage HOPE Crisis Hotline has counseled more than 40,000 clients since it was established in 2007. Bottom left, Tour buses during the 20th Anniversary Bus Tour, which were decorated with the tour’s theme, From Chaos to Community.
campaign, a national movement to lower high school dropout rates and foster entrepreneurship among the future political, economic, and business leaders of the United States. American 2020 was created to assist the Business in a Box program, launched at the beginning of the anniversary year to provide entrepreneurship grants to young adults and children. For the 2013 business and school year, Operation HOPE is looking at ways to integrate these two campaigns into American educational systems and extend their reach to as many young entrepreneurs seeking mentoring as possible. By the end of the year, the organization hopes to have made progress to-
wards their goal of quadrupling the percentage of students with an active business role model, from 5 percent to 20 percent. “The Gallup HOPE index has shown us that 91 percent of all kids are not afraid to take risks, and that 77 percent of all kids want to be their own boss,” says Bryant. “But only 5 percent of kids have a business role model or a business mentor. That’s devastating. This program will kick off their economic energy, make financial literacy relative to their lives, make them more excited about education and graduation, and make ‘dumb’ uncool and ‘smart’ cool again.” Operation HOPE’s capstone event in their anniversary celebrations, the HOPE
Global Financial Dignity Summit in Atlanta, Georgia, followed up the November election by addressing how political leaders can set up a long-term system to solve some of America’s current financial crises, with focus on financial dignity, literacy, recovery, and stability. U.S. Federal Reserve Chairman Ben Bernanke headlined the event. Operation HOPE plans to bring the ideas discussed during the Summit to Congress. Citing Dr. Martin Luther King, Jr. as one of the most influential motivators of Operation HOPE’s initiatives, Bryant looks forward to the day when the Silver Rights Movement will be a high priority among America’s politicians. January/February 2013
“With this discussion, we want to pick up respectfully where King left off with the conversation and the question of ‘Where do we go from here? [Will there be] chaos or community?’” says Bryant. Though the future of financial equality is Operation HOPE’s ultimate concern, the organization has used the past anniversary year to pay homage to their roots. When the Los Angeles riots stirred up questions of racism and civil rights two decades ago, it made a lasting impression that is still influencing society and politics today. After twenty years of service, Operation HOPE believes they, too, are making an impression that will continue to change the lives of Americans for years to come. PDJ
Grade-Appropriate Classroom Curriculum Promotes Clothing Recycling THE SECONDARY MATERIALS AND RECYCLED TEXTILES ASSOCIATION (SMART) IS DEVELOPING GRADE-APPROPRIATE EDUCATIONAL MATERIALS IN CONJUNCTION WITH THE EDUCATION CENTER TO PROMOTE THE CONCEPT OF CLOTHING AS A RECYCLABLE PRODUCT. The initiative will
be promoted through the outlets of The Education Center to more than 750,000 educators, 15 million students, and 20 million parents. It will run through March. “We are extremely excited to partner with The Education Center,” says SMART President Lou Buty. “Their team has a proven track record of developing creative and highly effective materials which teachers enjoy bringing into the classroom. We look forward to developing an impactful message which not only promotes but also encourages people to recycle
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clothing and textiles.” SMART is a nonprofit trade association, founded in 1932, that uses converted recycled and secondary materials from used clothing, commercial laundries, non-woven, off-spec material, new mill ends, and paper from around the world. The Education Center was founded in 1973 by Marge and Jake Michel who, like many other educators, were frustrated by the lack of practical, readyto-use materials for the classroom. They began creating several products, which expanded into The Mailbox magazine and many teacher-geared resources. The materials will educate students and families about textile recycling and will also involve schools and communities in the effort. The goal January/February 2013
is to introduce the concept of clothing and textile recycling to students through key classroom components that help the educator teach core subjects and skills. The program will also include a send-home component students can use to share with their parents what they have learned. The component educates them about textile recycling, while also demonstrating how their families can play a part in the mission. “By using these materials, the students will learn that clothing is a recyclable product, just like aluminum cans, paper, and plastic products,” says Jackie King, executive director of SMART. “People don’t realize that 95 percent of all clothing and textiles can be recycled or processed by our member companies.” PDJ
Tips for Creating an LGBT-Inclusive Workplace Environment By Catalyst
WHY SHOULD YOUR COMPANY DEVOTE RESOURCES TO MAKING LGBT EMPLOYEES FEEL SAFE, VISIBLE, AND VALUED? LGBT employees constitute a sizeable and dynamic workforce population with unique professional insights. As workplaces around the world become sensitized to LGBT issues, an increasing number of global organizations are making the creation and maintenance of an inclusive workplace culture a top priority. To attract and retain talented LGBT employees, more and more companies are offering benefits for LGBT employees’ domestic partners and implementing non-discrimination policies that cover sexual orientation, gender identity, and gender expression. The advantages to companies of emphasizing inclusivity are clear. When LGBT employees feel comfortable being “out” at work, both individual employees and their employers stand to gain. Employees feel respected and valued—and studies show positive associations between companies’ inclusive policies and consumer brand selection. In other words, strong D&I programs breed loyalty in employees and customers alike. It’s increasingly common for smart, forward-looking organizations to go beyond small-scale LGBT programs, such as employee networks, and instead focus on aligning such targeted strategies with overall business models that support the company-wide recruitment, development, and advancement of LGBT employees. In addition, global organizations are beginning to expand their LGBT policies and programs to include employees from all regions in which they conduct business. A recent Catalyst tool, Global Lesbian, Gay, Bisexual, and Transgender Inclusion: Advocating Change Across Contexts, offers useful guidelines for D&I leaders to ensure their work environments are inclusive by helping to develop their organization’s LGBT policies. It is essential for any organization interested in expanding its LGBT-inclusion programs globally to understand local cultures, legal frameworks, beliefs, knowledge, and norms across different regional contexts. The following series of questions will help you assess the level of LGBT inclusion at your organization and consider the development of broader and more globally inclusive LGBT programs and policies. Understand local norms and laws. • What are the norms in the countries in which your company operates? • Are there specific laws that employees and staff should be
aware of, especially during relocations/international assignments? • Is homosexuality legal? Is same-sex marriage or domestic partnership legal? • Are there legal restrictions on collecting demographic data about sexual orientation? Learn the ways in which these local norms and laws might impact opportunities for LGBT staff. • Does your organization have an established policy for managing international assignments for employees who would be relocating with same-sex partners? • If local laws are inconsistent with your company’s culture, how can you ensure inclusivity abroad? Learn to recognize and avoid heteronormativity. • What LGBT-specific terminology is used in different national/ cultural contexts in which your organization operates? • Does your organization use inclusive language in invitations and for social/business networking functions (e.g., “partner” rather than “husband” or “wife”)? • Do senior leaders in your organization model inclusive behavior toward LGBT staff? Evaluate and implement your company’s values. • What behaviors/actions are valued in your organization? Do any of these exclude LGBT people? • Have you engaged LGBT employees to influence and/or contribute to policy-making and program design (e.g., through focus groups or meetings with executives)? • Has your organization engaged in community outreach or participated in/sponsored LGBT-themed events? • Do you have LGBT antidiscrimination policy statements which are publicly available on your company’s internal and/or external website? • Do you participate in benchmarking or other types of evaluation of your organization’s LGBT demographics and/or inclusiveness? • Do you provide transgender-inclusive healthcare benefits? • Do you offer comprehensive, organization-wide LGBT diversity and inclusion training? To help broaden the impact of your own organization’s LGBT programming and discover innovative new ideas and compelling practices from other organizations, please visit www.catalyst.org. PDJ Founded in 1962, Catalyst is the leading nonprofit membership organization expanding opportunities for women and business. January/February 2013
∂ Edited by Grace Austin
DIVERSITY AT DESIGN:
Improving Diversity at Parsons and Design Schools
rt and design have long been an outlet for the different, the marginalized, and the pioneering. And over time, design schools have become the traditional homes for educating those who will go on to produce and reshape design. So why does diversity still remain an issue? Parsons, the New School of Design, is working to figure that out. One of the most prestigious design schools in the country, Parsons has produced such notable alums like Marc Jacobs, Donna Karan, Edward Hopper, Roy Lichtenstein, and Norman Rockwell. Famous for promulgating “progressive creativity and social activism,” the school is located in the city synonymous with diversity, New York City. Diversity, at least of thought, has been essential to the school since its inception. The American Impressionist painter William Merritt Chase founded the school in 1896. Chase led a small group of Progressives who left the Art Students League of New York in search of more individualistic expression. In 1904, arts educator Frank Alvah Parsons joined the school. Six years later, he became its director. Predicting art and design’s growing relationship to business, Parsons launched a series of groundbreaking programs, the first of their kind in the United States: fashion design, 1904 (originally costume design); interior
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The exterior of the Sheila C. Johnson Design Center at Parsons The New School for Design Photo credit: Bob Handelman
design, 1904 (formerly interior decoration); and advertising and graphic design (originally commercial illustration). The school adopted Parsons’ name in 1941. Later, Parsons joined the New School, becoming one of seven colleges within the university overall. Parsons, meanwhile, boasts a demographic makeup much different from most other higher education institutions. Nearly a third of students at the New School hail from abroad, with a majority of Asian background. The large international population sets the school apart, in addition to its history of global affiliations. In 1921, Parsons initiated a satellite school in Paris, becoming the first art and design January/February 2013
school in the United States to found a campus abroad. Parsons today shares affiliations with Parsons Paris, La Escuela de Diseno in the Dominican Republic, and Kanazawa International Design Institute in Japan. Additionally, many academic programs organize short-term classes, external partnerships, and research-based projects that take students abroad. Informal university partnerships can now be found in fifteen other cities around the world, including Shanghai. However, traditionally underrepresented populations, particularly African American students, remain low, reflecting an overall trend in design schools across the country (Parsons is a little higher than the
Photo credit: Bob Handelman Photo credit: Martin Seck
A student in the Parsons drawing studio works with a mentor.
Parsons Scholars at the Pre-College Academy
national average for design schools). While Hispanic students comprise 10 percent of the population, and Asian Americans 16 percent, African Americans remain underrepresented at 5 percent of the total student body. Joel Towers, executive dean at Parsons, sees the dearth of diversity at design schools representative of an overall trend in design professionals nationwide. So how does one attract people of diverse background? Towers believes broadening the pool of applicants will help improve the odds that diverse students will be interested and apply to the school, eventually improving diversity overall. “We can’t recruit students if they’re not applying,” says
Towers. He goes even further to suggest that potential students need to see the benefits and viabilities of having a design degree and career. Increasing the compositional diversity of Parsons’ faculty and staff has become an essential part of attracting and retaining diverse students. With new 2007 comprehensive diversity guidelines intact, initial efforts have included evaluating hiring processes and recruitment and retention strategies to identify barriers towards access to Parsons. For faculty, the gender ratio is very even, which is something of an anomaly in higher education. Faculty diversity could be improved, though, to reflect the diverse student body, says Towers. “We are very cognizant of trying to diversify our faculty, and maintain a high quality and diverse perspective on the education. The diversity initiative is another way of reminding us of this,” says Towers. Aside from improving compositional faculty diversity, Parsons, through a variety of scholarships and free events, strives to make its physical and human resources available to a diverse student body. Programs such as the Parsons Scholars Program, which provides scholarship opportunities for students attending New York City public schools, and the Parsons’ Pre-College Academy, exemplify the school’s commitment to exploring innovative, accessible educational models. “This helps them understand both pathways into study and the possibilities of work that are represented by this course of study. We have to start there,” says Towers. The Pre-College Academy scholars spend summers and Saturdays for three years beginning from their sophomore year until they graduate. More than 80 percent of Parsons Scholars are African American and Hispanic, and 12 percent are Asian American. “In addition to their extensive stu-
dio work, they are exposed to different kinds of careers that are available to them in the fields of art and design, which is done through studio visits, field trips, and having guest speakers come in and work with them,” adds Nadia Williams, director of the PreCollege Academy Scholars Program. The program also helps guide them through the extensive college admissions process, something which can be daunting to students and families that don’t have experience with it. The effort Parsons has placed in the program has paid off: the number of students participating has tripled over the past few years. Additionally, the Scholars have proved to be a pipeline for Parsons, so to speak, with eight out of thirteen students last year attending the school. Parsons isn’t the only school hoping to increase diversity. Other schools that are participating in mentoring and outreach programs include The Pratt Institute and Cooper Hewitt. “A lot of people need to be [involved] in this effort, it’s not just something that one school can or should do,” reiterates Towers. The setting of New York City, with its melting pot of cultures and ethnicities, adds another facet to and influence on diversity at Parsons. This is something that many other design schools do not have—and also what may be responsible for attracting diverse students. “Places like New York City, among one of the most diverse and culturally complex places on earth, are natural environments for creativity and innovation to occur,” says Towers. Additionally, he noted the importance of the city as a design capital. “Both the number of designers and the diversity of designers—there are role models. There are opportunities for young people, even in high school, to see themselves as designers at some time in the future.” PDJ
| HIGHER EDUCATION
MOOCs Open Doors for
DIVERSE STUDENT BODY T By Alanna Klapp
he internet 2U, an online educational spawned seiscompany which provides mic shifts in the graduate programs to unimusic, travel, versities like Georgetown and retail industries, and a and the University of similar movement is underSouthern California, agrees way in higher education, access and flexibility make called MOOCs, or masMOOCs attractive. “When sive open online classes. great institutions step up Online educational startups and do it, it reflects the like Coursera partnered fact that U.S. education with top-tier instituis still widely regarded tions like Princeton in the world. If you and Stanford to combine that with offer over 100 free people’s growing The MOOC experience with 2U MOOCs last year. comfort with techThe classes have attracted hundreds of thousands of stunology, it can lead to strong learning,” says Green. dents worldwide, making a college education possible for Enrollment data points to the diversity of MOOC a diverse group of people. students. The 2U teaching program, for example, enrolls “The MOOC issue appears to be a growing movepeople from forty-five states and thirty-nine countries. ment at a scale we haven’t seen since the return of GIs Along with a diverse online student body, 2U works with after WWII,” says Molly Corbett Broad, president of the its partners to bring the universities’ diversity programs American Council on Education. and resources from campus into the online realm. For The introduction of MOOCs is a major transformainstance, The USC School of Social Work hosts an antion in higher education with domestic and global imnual day of events and sessions centered on diversity, All plications, says Broad. Currently fifty major universities School Day; this year’s theme was the fiftieth anniversary have offered free online courses with worldwide access. of the Freedom Riders. USC invited Freedom Riders to “The evidence so far indicates there is a keen interest the celebration, while almost 1,000 online students parby individuals in other parts of the world to take advanticipated via 2U’s live feed. tage of American higher education and the faculty that Diversity also enhances the online educational experipopulates these fine colleges and universities. I believe it’s ence. The 2U technology platform allows students and potentially a game-changer,” Broad says. professors to have a synchronous environment. “They Why do MOOCs draw so many students? The classes [are in] real class time,” Green says. “When you talk are an opportunity for people living all around the world about diversity, the programs we partner to build with to gain access to some of the finest academic thinking in have students with all different kinds of backgrounds, the U.S. “For individuals who are hungry to raise themand the enrichment of those discussions is pretty incredselves out of poverty, to get a job when they don’t have ible. Think about a social work course, or an education one, or to get a better job, it’s a powerful motivation, course dealing with societal context, with people from all because it’s so easy to take advantage of this learning,” over the world and the country bringing their perspecBroad says. MOOCs also attract single parents, full-time tives,” he added. workers, and traditional students who live on campus. This rapid advancement of online education is not Stephen Green, president of Graduate Programs at without significant challenges. Quality is a major issue.
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“These individual courses need to be assessed to see if they are comparable to the quality of courses offered on the campus,” says Broad. Other concerns include making counseling and tutoring available, identity authentication of students, online cheating, and how to access essential reading and study Chip Paucek is 2U’s co-founder and materials. CEO Despite the challenges, the online education trend shows promise. Companies like Coursera and 2U plan to continue to partner with top-tier schools. Broad thinks MOOCs will open up higher education for people who did not have a chance to attend college, did not graduate, or live in poverty. “If you grow up in poverty, or if you are a person of
color, the evidence suggests that even if you have the academic potential, you don’t always have the opportunity to realize that potential. MOOCs will open up many new pathways,” Broad says. Green agrees online education has room for growth. “Over the next fif- Molly Corbett teen to twenty years, as adoption [of Broad is president MOOCs] continues to gain and more of the American great schools jump in and force the bar Council on Education. to raise for quality, you’re going to see more and more people have access,” he says. MOOCs have the potential to shrink the gap between those with and without college degrees for a more educated and prosperous world. PDJ
FIRST-GENERATION STUDENTS and their Struggle to Succeed By Linda Banks-Santilli with Eleonora Villegas-Reimers
f achieving the American Dream includes graduating from college, the experience for first-generation college students is becoming more like a nightmare. We live in an economy today that is forcing people to question the value of a college degree due to its cost. Over the last twenty-five years, tuition and fees have risen 587 percent for private colleges and universities and 683 percent for public ones. In addition, the cost of room and board has increased more than 60 percent in private and public colleges in the last twenty years. One-half of first-generation college students in America are considered low income and 72 percent work while attending college. This data has enormous implications for degree attainment,
retention, and attrition. Many first-generation students compare their entry into college with visiting a foreign country without a map or the language needed to be successful. Their experiences often mirror those of American immigrants. Inspired by my own background as a first-generation college student, I am conducting a study on first-generation students at Wheelock College where I teach. I sought the expertise of my colleague, Dr. Eleonora Villegas-Reimers, who herself is an immigrant. As co-researchers, our uniquely different backgrounds strengthen our interpretation of interviews and complement our data analyses. We have provided them here to further illustrate our connection with our firstgeneration students.
LINDA’S STORY A First-Generation College Student’s Perspective: The Power of Professional Mentoring in Helping to Change a Life
I was born into a working-class family in Cambridge, Mas s ac hu s e tts , home to Harvard and MIT, but ironically, neither of my parents Linda Banksknew much about Santilli, EdD, is an higher education. associate professor of Education at My father was a Wheelock College. Cambridge police officer and my mother worked at a bank. As a first-generation college
| HIGHER EDUCATION
| Characteristics of First-Generation Students student in the 1980s, the professional mentoring I received from a faculty member, who came from a working-class background herself, made a significant impact. She insisted I read the New York Times to improve my vocabulary and that I consider publishing my poetry. Once I became a young teacher, she encouraged me to explore other countries to “expand (my) world view.” Seeing what she had accomplished, I realized that the sky was the limit for me too, and that my background made me a stronger, better person. Over time, I redefined myself in ways that were uniquely different from my family of origin. Now, as an associate professor who has earned a doctorate, I realize the importance of advocating for my first-generation college students’ success.
ELEONORA’S STORY An Immigrant’s Perspective: Trying to Understand Academic and Social Conventions of American Higher Education Although I am not a first-generation college student, I felt like one when starting graduate school in America. Being a student in the U.S. was a very different Eleonora VillegasReimers, EdD, experience than is an associate what I had en- professor of Human countered in col- Development at lege in my coun- Wheelock College. try of Venezuela. I remember what it felt like trying to figure out what “normal” was regarding academic expectations and social conventions. I soon realized that the cultural practices and traditions of higher education in the U.S. are vast-
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• Come to college with fewer Advanced Placement courses in high school, lower SAT scores, and having spent less time on homework than non-firstgeneration students • Rank themselves lower than non-first-generation students in writing and math ability • Work many more hours each week while enrolled in college than their non-first-generation peers • Experience more challenges separating from their families of origin than non-first-generation students • Have less disposable income for semesters abroad and service learning trips, trips home on weekends or between semesters, and for daily living expenses including books and computers • Are less likely to engage in extracurricular activities on campus and are more in need of professional mentoring and leadership opportunities • Rank themselves lower than non-first-generation students in assessments of self-confidence • Describe themselves as “on my own” when it comes to navigating the financial aid process
ly different from those in Venezuela. Academic expectations that were common in U.S. classrooms were new to me. For example, I understood how to write research papers, but I was not accustomed to including my voice in such papers. Being assessed by my ability to do both was new. In my previous experience, I was asked to write papers that included quotes and ideas presented by others, without a single personal opinion. I was not used to engaging in academic conversations with faculty outside the classroom or being invited to faculty dialogues that were not required. Understanding that these opportunities were considered part of my education was foreign to me.
Our research and experiences show it is important to identify first-generation students and design specific programs to support them, especially those whose academic pursuit is compounded by race, language differences, immigration status, and other restrictions imposed by American society. Economic conditions continue to challenge January/February 2013
all college students. Because everyone deserves a fair chance at the American Dream, it’s imperative to keep the first generation front and center.
How to Support First-Generation Students
1. Pair first-generation students with faculty advisors who were former first-generation students. 2. Establish funding to support the specific needs of first-generation students (travel expenditures, books and materials, money, etc.). 3. Create first-generation cohorts at Summer Bridge programs that focus on strengthening specific writing and math skills. 4. Empower first-generation students to use their tenacity, drive, and determination as a source of strength. 5. Designate sections of Freshmen Seminar and residence hall programs for first-generation students. 6. Design programs for parents and family members to help them understand how to support their child’s college experience. PDJ
∂ Edited by Grace Austin
MILITARY | GOVERNMENT
A Guide to
GOVERNMENT By Noëlle Bernard
OR SMALL BUSINESS OWNERS OR NEW BUSINESSES LOOKING TO ENTER THE MARKET OF GOVERNMENT CONTRACTING, IT CAN BE DAUNTING BUT FINANCIALLY REWARDING. By law the federal gov-
ernment has a goal to commit 23 percent of contracting funds to small businesses. Moreover, contracting officers have set aside requirements to make purchases worth $3,000 to $100,000 from small businesses. When beginning, the process requires patience and research. On average it can take a few years before a new business acquires its first contract. Therefore, it is crucial to understand the steps to move forward. According to the U.S. Small Business Administration (SBA), contracting is a mutually binding legal relationship that obligates a seller to furnish supplies or services paid for by a buyer. Therefore, a contractor
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for the federal government is a company that obtains a contract from a government entity to provide it with goods and services. “With competitive contracting, federal agencies go to industry with the goal of getting the best deal for the government,” says Megan Mocho Jeschke, an associate at the firm Holland & Knight. “It’s lucrative because the federal government is one of the largest buyers out there.” To begin the process, a company needs to acquire a DUNS (D&B) number and enter into the Central Contractor Registration (CCR) database located on the System for Award Management (SAM) website (SAM.gov). It is important to register because this is how government agencies find companies to contract. It takes roughly one business day to receive a DUNS number. Once regJanuary/February 2013
istered, follow the steps on the CCR to become visible to government agencies. New businesses need to become acclimated to the rules of the market and stay organized, says Simon Brody, director of communications for the National Association of Government Contractors (NAGC), an organization dedicated to improving contracting opportunities for small businesses and those new to the procurement process “In order to be competitive a business must research the marketplace and establish itself as a reliable entity,” Brody says. “In addition, becoming a contractor means attention to procedures, such as registering using the SAM system and obtaining a DUNS number.” The next step is to create a one- to two-page document that captures the company’s abilities, called a Capabilities Statement. This brief statement should include the company’s available resources, such as the number of employees, inventory on equipment, and a description of the company’s skills and past experiences. Once the profile is completed and all necessary representations posted on SAM, they can start looking for bids and contracting officers can search them.
CONTRACTING Randall Luttenberg, public information officer at the Washington Metropolitan District Office of SBA, advises to be proactive. Luttenberg likens the process to job hunting. “You can post your résumé somewhere for people who are looking and at the same time you can look for opportunities yourself,” says Luttenberg. “You want to be where they can find you.” Look for government solicitations on websites such as FedBidOpps.gov, the Federal Supply Schedules on the GSA’s website (GSA.gov). Moreover, when looking for contracts know the distinction between jobs for prime contractors and jobs for subcontractors. According to the SBA, prime contractors are awarded contracts directly from the government. Most small businesses are recommended to begin as subcontractors. “Small businesses often don’t have the resources to deliver everything that the agency wants but they’re very capable of doing a small piece of it well and efficiently,” Luttenberg says. “One of the important things you need to do for long-term success is to develop a track record.” Subcontracting involves partnering with a prime contractor if a company is not ready to bid competitively for a prime contract. It is stated in the Small Business
Act that prime contractors are required to provide subcontracting opportunities to small businesses, HUBZone small businesses, small disadvantaged businesses, womenowned small businesses, veteranowned small businesses (VOSB), and service-disabled VOSB. Subcontracting helps build credibility for businesses, which the government likes when considering contract bids. Oftentimes businesses use the subcontracting model as a stepping stone to acquiring prime contracts, but that is not always the case. “Some companies never grow beyond being subcontractors because that can be a very successful model for them,” Luttenberg says. “It doesn’t have to be a transition. It could be where your company comfortably lives forever.” At the time of placing a bid, craft a proposal to the government entity. Be sure to have a performance record of past work. A company can receive a performance rating score from sites like OpenRatings.com, but not all contracts require a score. “The point is, you need to prove that you can deliver on-time, underbudget, reliable, high-quality work,” Luttenberg says. “Some agencies may want an outside rating service to document this officially, but all contracting officers can be expected to
ask you for some proof that you can be trusted to deliver.” In many cases it’s sufficient for a firm to complete subcontracts successfully and get testimonials, letters of recommendation, or receive recognition awards or certificates for outstanding subcontracting from prime contractors, says Luttenberg. Once agencies receive proposals they will decide who will be awarded a contract. The SBA and NAGC offer resources for those new to government contracting. Check their websites for publications, guides, counseling services, and seminars to answer further questions. “Any kind of free or low cost resource that will increase your chances of success is worth taking advantage of because you have a tremendous amount of experience of other people to draw upon then,” Luttenberg says. For instance, SBA offers a program, CAPLines, for contracting. This program provides contractors a line of credit to bridge the gap between payment cycles. It’s a lucrative and stable model once the system is well-researched and the rules are followed. “The federal government is the world’s largest customer,” Luttenberg says. “You don’t have to worry about it going bankrupt or not paying its bills.” PDJ
| MILITARY | GOVERNMENT
GROWING INCOME INEQUALITY Points to Need for Sustained Support for Workers and Families By CLASP, the Center for Law and Social Policy
HE U.S. CENSUS BUREAU REPORT, INCOME, POVERTY, AND HEALTH INSURANCE COVERAGE IN THE UNITED STATES: 2011 , CHRONICLES THE COUNTRY’S STRUGGLE TO EMERGE FROM THE GREAT RECESSION. In 2011, poverty remained
high at 15 percent—with more than 46 million people living below the poverty threshold. While this number alone is unacceptable, income inequality grew, a worrisome sign for families and our economy. The economy is slowly recovering, but families—including millions of working poor—are struggling to meet basic needs like housing, food, and child care. This report is a clear sign that there’s tremendous need for government action to promote job growth, modernize jobs, help poor children get off to a solid start, and strengthen the safety net for families in hard times. The report provides some key insights: • Median earnings fell. Median household income fell 1.5 percent—the second consecutive year household income has fallen—and median earnings for full-time, year-round workers fell a full 2.5 percent. This earnings decline is consistent with recent research showing that job growth in the recovery has been mostly in low-wage jobs. • Income inequality rose. Based on the Gini index, income inequality increased 1.6 percent between 2010 and 2011. While
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overall poverty did not increase, the gap is greater today between those at the very top and everyone else than it was a year ago. More needs to be done to solidify the middle class and— critically—to help more families reach the middle class. • Out of all age groups, children experience the highest poverty, especially infants and toddlers. The poverty rate for young children under six remained nearly unchanged at 24.5 percent. In 2011, there were 5.8 million children under age six living in poor families. Of them,
2.8 million children live in what’s considered deep poverty—in households living under 50 percent of the federal poverty level. • Government makes a positive difference. A glimmer of good news in the report is that health insurance coverage increased, and for the first time in a decade, private coverage increased—most likely due to the Affordable Care Act provisions allowing young adults to stay on their parents’ coverage. In addition, Medicaid and the State Children’s Health Insurance Program (SCHIP) provide coverage for 45 percent of young children, resulting in many fewer uninsured children today. The Census report underscores the very real extent of poverty, and the impact this has on families and communities. Safety-net programs, such as unemployment insurance, the Supplemental Nutrition Assistance Program (SNAP), and the Earned Income Tax Credit (EITC), can continue to play a critical role in limiting the rise in poverty and hardship. High-quality child care, comprehensive Head Start and Early Head Start services, and home visiting for vulnerable families can all improve the odds for poor children, who are most at risk for a host of negative effects from poverty—including poor performance in school, health deficien-
cies, and reduced earnings as adults. Unfortunately, some of the provisions that lifted people from poverty are now expiring, while others are
under political threat. It is critical that these programs be protected. As our country charts its course back to more broad-based prosper-
ity, we must strengthen the middle class by helping more people reach it, which requires paying real attention to addressing poverty. PDJ
| MILITARY | GOVERNMENT
WOMEN IN POLITICS: 2013 Edition By Noëlle Bernard
Love lost to incumbent Democratic Representative Jim Matheson by fewer than 3,000 votes on November 6. Even without Love, historical records were broken during the 2012 election—there are now twenty For women it is not easy women in the Senate and to open themselves up to eighty in the House of complete exposure, especially Representatives. during election seasons, with According to the Center contested races and polarfor American Women and izing phrases like “war on Politics (CAWP) at Rutgers women.” Republican candiUniversity, 184 women date Mia Love faced a tough She Should Run Foundation President and CEO Sam Bennett race vying for Utah’s fourth and Maine Senator Olympia Snowe at the Parties for Your Choice were on the ballot in 2012. The House broke its 2010 Gala in New York City congressional district seat. record of 141 female can“This so-called war on didates with 166 this past November. The number of women is absolutely a diversion. We all know it,” Love female senatorial candidates increased from fourteen to says. “We have been talking about this for a while—beeighteen. cause nobody wants to talk about the record. But the Total Senate filings by women remained the same issues facing women are facing all Americans: unemploy(thirty-six), whereas the House broke its record of 262 ment, educating our children, being in debt, and threatfilings by more than thirty additional female candidates. ening our sovereignty. These issues don’t have color. “On the congressional level we’ve set records this They certainly aren’t discriminative. They don’t target year for the number of women who file to run and the gender or a social income class. They are issues that face number of women who won primaries and are general all Americans.” election candidates,” says Kathy Kleeman, senior comThe current Saratoga Springs mayor was a sensation munications officer at CAWP. “We’re well beyond the as the potential first Republican black female conrecord for women running for Congress.” gresswoman. The Republican Party was enamored by The triumphant outcome for women marks a change Love, inviting her to out-of-state campaign events and in the campaign process. But the current numbers are even granting her the podium at the 2012 Republican only scratching the surface, with women now representNational Convention. Unfortunately for the GOP, Courtesy of She Should Run Foundation
T IS NOT ALWAYS CLEAR WHY WOMEN ARE OFTEN STIFLED BY THE CAMPAIGN TRAIL, BUT FAILING TO FEEL QUALIFIED, FEARS OF CRITICISM FROM A SEXIST MEDIA, AND SIMPLY NOT BEING ASKED AS FREQUENTLY AS MEN COULD BE REASONS ENOUGH .
| MILITARY | GOVERNMENT
ing only 18 percent of Congress. CAWP also offers assistance through its “Research—both ours and that connon-partisan campaign-training program, ducted by others—shows repeatedly Ready to Run. that compared to their male colleagues, “Women often worry that they aren’t women bring different issues to the qualified or don’t know enough,” Kleeman public agenda and make different issues says. “We and others are doing all we their priorities,” Kleeman says. “Women can to provide training in the specific are more likely to address concerns of campaign skills that are necessary. We’re women, children and families, and this is encouraging all kinds of women to take true across party lines, although women at advantage of that training.” different ends of the spectrum may define However, even if a woman is asked what would be good for women, children, to run she still faces the disadvantage and families differently.” of male opponents ready to make jabs The Women’s Campaign Fund (WCF) based on gender. Former Ohio Secretary Mia Love, former Republican Foundation in Washington, D.C. is a nonof State (the first female to hold the congressional candidate for partisan organization dedicated to advanc- Utah’s fourth district position) Jennifer Brunner encountered ing women as political candidates in state, misogynistic attacks when she ran for local, and federal elections. They influence elections Senate in 2010 against colleague and then-Lieutenant through their WCF pro-choice candidate endorsement Governor Lee Fisher. program, political action committee (PAC), and sister “It was very hurtful,” Brunner says. “I kept saying it’s organization, the She Should Run Foundation, to break a part of my race, but it was an eye-opener. I remember down barriers keeping women from politics. being in my thirties thinking we’re all equal, but the Organizations like WCF exist because more education higher up you get the thinner the air gets. Men don’t and awareness is needed to change the political landwant a woman there because they can’t embrace what’s scape, says Clare Bresnahan, programs director at WCF that like.” and She Should Run. Fisher’s campaign went so far as to go after Brunner’s “A woman candidate has a unique ability to connect family while campaigning. He went on to defeat with voters on a personal level, which is a very imBrunner in the Democratic primary but lost in the elecportant skill for a candidate to have,” Bresnahan says. tion to Republican Rob Portman. Now Brunner is an “Voters, both men and women, tend to trust women attorney and partner at the Brunner Quinn law firm. candidates on the economy, because women understand She recently wrote the book Cupcakes and Courage about everyday issues.” her political experience. Even though women are optimal candidates, their parThe She Should Run Foundation also promotes ticipating numbers are fewer than their male counterparts. awareness on media sexism, which for years went unWCF’s She Should Run Foundation identifies three main challenged by female candidates. It partners with the deterrents—women are not asked to run, media sexism, non-partisan project Name It Change It, which exists and lack of contribution funds—and offers unique pro“to end sexist and misogynistic coverage of women cangrams to better prepare candidates for these issues. didates” by the press. Another program within the foun“When women run they win,” Bresnahan says. dation is a research study, Vote With Your Purse, which “They’re great fundraisers, they’re great campaigners. examines female political giving trends. They’re just not being asked to run on the same levels as “Political giving is just as important as voting and men,” Bresnahan says. volunteering,” Bresnahan says. “If you want a woman “It’s often because women are not groomed through candidate to win she needs to have the money to run a state party or local party chapters and institutions as great campaign and get her message out.” much as men are. It’s critical that we ask more women While there remains many barriers to women adto run and we have more organizations set up to help vancing in politics, there are signs that the face of political parties ask more women to run.” Washington is changing. And with the help of women One of the foundation’s programs, She Should Run In and women’s political organizations everywhere, reAction, “provides a tool to formally ask women to congardless of political affiliation, we can move toward sider entering public life,” according to the She Should America becoming a country that truly represents its Run website. constituents. PDJ
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simpson STORY ‘News Lady’ Overcomes Discrimination, Leads Way for African American and Female Journalists By Grace Austin
till as feisty at 71 years old as she was during her ABC News heyday, Carole Simpson is truly a pioneer in the field of broadcast journalism. Current journalists like Robin Roberts have acknowledged Simpson as their forbearer and role model, an outspoken African American female in a business that was long a boys’ club. “I suffered a lot of racial slurs and sexual discrimination, like being fondled and terrible things said to me. I worked in a hostile work environment and I had to ‘grin and bear it,’” says Simpson. “And then I found my voice; I was tired of it. I wondered when I would just be Carole, Carole Simpson, not a female or a black person, and it never happened. Because of that, I took it upon myself to be a leader against that, and I worked hard to get women and African Americans into leadership positions.” From the beginning, Simpson has not been afraid to be different. Growing up on the South Side of Chicago, Simpson was singled out for her good grades, attending a predominately white high school where she excelled in academics and extracurricular activities. It was there that she joined
her high school paper and realized she wanted to be a reporter. When Simpson graduated, there were few careers and fields for an educated black woman. Simpson was encouraged by her high school guidance counselor to become an English teacher instead, citing the lack of female black reporters. Even her parents expected she would become a teacher. “My parents wanted to be a school teacher, because they thought that would be safe,” says Simpson. “They thought that wasn’t a job for a ‘negro’ girl; that was a white man’s job. I just wanted to do something different.” Simpson’s determination carried to her studies; she excelled at the University of Michigan, where she honed her craft at the school paper. She was the only African American to graduate in her class. Simpson was the only graduate that couldn’t find a job—something she blames on discrimination. She later took a job at the Tuskegee Institute in Alabama, a frightening experience for a young black woman in the tumultuous South of the early ’60s. At Tuskegee Simpson experienced her first sexual harassment, personal expe-
riences with the segregated South, and issues with “colorism,” or prejudice because of skin tone. While initially interested in print journalism, a chance class at the University of Iowa changed her mind, turning her on to radio. Simpson began her career at WCFL in her hometown of Chicago, later moving to television at Chicago’s WMAQ. At WCFL and WMAQ Simpson encountered notable racism and sexism, experiencing sabotage from co-workers intent on her failure. In the worst cases, they would steal her tapes or tell her the wrong address for an interview. Others targeted her for having a young child while working full-time, accusing her of being a bad mother. Despite these obstacles, Simpson made a name for herself. She does acknowledge, though, that much of her success was due to changing times and the need for the token woman or African American. Much of it, too, was due to her talent, hard work, and perseverance. “The handicaps that I had, of being black and female, were suddenly advantages [in the ’60s]. People were
BLACK HISTORY MONTH
anxious to hire me, because the civil rights movement was happening, and they needed black reporters. I came along at the right time, at the right place, and ended up getting hired as a news reporter,” says Simpson. During her time in Chicago, Simpson interviewed Dr. Martin Luther King, Jr., reported on the Richard Speck trial, and the riotous 1968 Chicago Democratic Convention. Simpson gradually made a name for herself in her hometown, leading to a job with the national network. Simpson joined NBC News in 1974, becoming the first African American woman to anchor a major network newscast. She later joined ABC News, serving as the anchor of the Sunday edition of World News Tonight from 1988 to 2003. While at NBC and ABC Simpson still faced discrimination, although more subtly. It was often revealed in not receiving the “beats” she wanted. Instead of the hard-hitting political news she wanted to cover, Simpson was given, as many women were (and still are) undemanding positions that were rarely newsworthy. Her anger at the insolence and pattern of discrimination from her superiors led her to band together with fellow female employees (and later, African American employees). They compiled data and eventually presented it to the corporate executives that were mostly unaware of such treatment. In some ways, her anti-discrimination campaign and subsequent demands, like a pay equity study from a third party and joint committee meetings, were precursors to the corporate diversity so familiar today. Speaking up also had its consequences—it gave Simpson a reputation. Amongst her black colleagues, she was discriminated often for her light complexion, while with management and executives she was viewed as
PROFILES IN DIVERSITY JOURNAL
At the Washington Bureau of ABC News in 1988
“a troublemaker, a loose cannon,” and even worse, “uppity.” “I got to the point where I was like, ‘No!’ I was a thorn in the side of ABC News up until I left. I was always complaining about something,” recalls Simpson. “I knew the games they were playing, and I would call them on it. They would try to ignore me, but I would always say, ‘I’m qualified to do this.’ I would have to be treated like the rest of the anchors.” Simpson’s career high, as she likes to say, was moderating the second presidential debate of then-incumbent George Bush and Bill Clinton in 1992. She was the first woman and minority moderator. This, like many of her successes, was due to an outcry for a woman or minority moderator, a position that had long gone to the older, white anchors like Tom Brokaw and Peter Jennings, certainly not to the weekend anchor of the evening news, and certainly not to a black woman. “It was the highlight of my career. I think every journalist feels that [way], to do a presidential debate. To know that I was going to be the first woman and first minority to have this opportunity, I felt an incredible weight to represent women and the black January/February 2013
community,” says Simpson. “That debate was seen by 90 million people all around the world.” But seemingly in the early 2000s, Simpson was ousted from her longtime employer, ABC. The changes to ABC News that began in the mid’90s, her reputation within the company, and her advancing age slowly pushed her out of the position she had held for decades. She reacts bitterly to the firing in her memoir, News Lady: “I was no longer good enough to “go live.” Since when? A person who has spent her life in front of cameras, microphones, and live audiences, is all of sudden no longer capable?” Despite this seemingly insurmountable setback, Simpson has gone on to a second career in the field of higher education. She continues to give back to the community and causes she feels most importantly about, especially education and women’s rights. She now works as a journalism professor and Leader in Residence at Emerson College in Boston. Her tireless work with Africa, first inspired by a trip to South Africa during Apartheid, includes donating thousands of dollars to establish the Carole Simpson Leadership Institute. The Institute, founded to help female journalists around the world, has trained more than 100 women since its inception. “Things change—I got the anchor job, we got a women vice president, they hired two female correspondents; we got a bureau chief out of it. They really began to change things. But had I not been the one to speak up . . . there were no other women that wanted to speak up. No one wanted to do the talking, but I was not afraid,” says Simpson. “Although I left, I couldn’t be happier with what I’m doing now— teaching the journalists of tomorrow and trying to give them the passion I feel towards journalism.” PDJ
Today’s achievemenTs inspire Tomorrow’s ambiTions. Inclusion is making a tremendous impact throughout the business world today. As we acknowledge African American Heritage Month, we join Profiles in Diversity Journal in calling attention to a diversified group of business professionals with a sense of responsibility to their local communities and to society as a whole. Achievers of today inspire the ambitions of others for tomorrow — and such inspiration is the key to a new energy future.
BLACK HISTORY MONTH
BABETTE L. KARSSEBOOM
RODERICK A. HARDAMON
MAMIE W. MALLORY
ERNEST L. GREER
CARMEN C. ALLEN
KIM K. W. RUCKER
DEBRA L. JOHNSON
LISA W. GREENE
MICHELLE P. WIMES
SHACARA N. DELGADO
KIMBERLY ROBINSON PHILLIPS
TRACY RICHELLE HIGH
PROFILES IN DIVERSITY JOURNAL
WE ARE PROUD TO RECOGNIZE TODAY’S AFRICAN AMERICAN LEADERS WHO ARE GUIDING US INTO THE FUTURE. WE HAVE INVITED A SELECT GROUP OF INDIVIDUALS TO SHARE THEIR PERSPECTIVES ON LEADERSHIP, CIVIL RIGHTS, DIVERSITY, AND THE AFRICAN AMERICAN COMMUNITY IN HONOR OF BLACK HISTORY MONTH. January/February 2013
Booz Allen Hamilton
HEADQUARTERS: New York City WEBSITE: www. axa-equitable.com BUSINESS: Life insurance, annuity, and financial products and services TITLE: Executive Vice President EDUCATION: AA, University of Alaska; AS, Community College of the Air Force; BS, Southern University WHAT I’M READING: The Warmth of Other Suns: The Epic Story of America’s Great Migration, by Isabel Wilkerson INTERESTS: Civil War re-enacting, horseback riding, adventure running/ traveling, driving my 1955 Packard convertible, and reading
HEADQUARTERS: New York City WEBSITE: www.americanexpress.com BUSINESS: Financial services REVENUES: $29.96 billion EMPLOYEES: 62,300 TITLE: President, Americas Global Corporate Payments EDUCATION: MBA, Lake Forest College INTERESTS: Movies, golf, fitness, gardening TWITTER HANDLE: @darryl3dx
HEADQUARTERS: McLean, Virginia WEBSITE: www.boozallen.com BUSINESS: Consulting REVENUES: $5.5 billion EMPLOYEES: 25,000 TITLE:Senior Associates EDUCATION: BA, Virginia Union University; MA, Marymount University WHAT I’M READING: Start with Why, by Simon Sinek INTERESTS: Cooking and spending time with family and friends
› Are there any organizations that you or your family has been a part of that benefitted you? My wife and I, our children, and many family members before us attended Historically Black Colleges and Universities (HBCUs). I believe this experience provided us with the educational foundation and confidence to succeed. My wife and I both served in the Air Force. For me, being an Air Force officer nurtured my leadership and organizational skills. › How do you give back to the African American community? I give back to the African American community in many ways. I am the president of a nonprofit, Day at the Ranch Program, where we bring kids from the inner city out to a ranch for a day to experience the history of African Americans in the West and learn the joys of outdoor life and working with horses. I am part of a professional men’s group that mentors promising young African American high school students. I am also a regular speaker at Morehouse College Leadership Classes.
› What lessons have you learned from business relationships? Trust and integrity matter most. You must deliver on your promises. In order to sustain business relationships, there has to be a transparent value offering and exchange. Said another way, there has to be benefits for all parties involved in your relationships. › How has the civil rights movement affected you personally? Because of the sacrifices made by many during the civil rights movement, I am able to vote, obtain a great education, and work for a great company. I appreciate what the pioneers of the civil rights movement have afforded me, and I make sure not to take those liberties for granted. Moreover, I view it as my responsibility to continue “paying it forward.” › What do you think is the greatest issue or dilemma facing the African American community today? I view several issues as the greatest impact to today’s African American community, namely single parent households, lack of education, and unemployment.
› What lessons have you learned from business relationships? I have learned two key lessons from business relationships: For people to trust you, you must reveal your intentions. Focus on relationships. Relationships open the door to creating change that would not exist. › Are there any organizations that you or your family has been a part of that benefitted you? As a child, I always attended church with my parents. That experience resulted in a strong foundation in faith that has served as a real anchor in my life. › How do you give back to the African American community? I look for ways to give back through individual mentoring and serving as a positive role model to future African American leaders. › What do you think is the greatest issue or dilemma facing the African American community today? Understanding our individual purpose continues to be our greatest opportunity within the African American community. When we fully understand our purpose, we can find true happiness and success!
BLACK HISTORY MONTH
Babette L. Karsseboom
Roderick A. Hardamon
Capital One Financial Corp.
HEADQUARTERS: McLean, Virginia WEBSITE: www.capitalone.com BUSINESS: Financial services REVENUES: $16.28 billion EMPLOYEES: 40,000 TITLE: Managing Vice President, Information Technology EDUCATION: BS, Kettering University; Graduate Certificate, University of Maryland; Executive Certificate, Sloan School of Management WHAT I’M READING: Thinking, Fast and Slow, by Daniel Kahneman INTERESTS: Salsa dancing, running, sports, finance and economics
HEADQUARTERS: San Francisco, California WEBSITE: www.schwab.com www.aboutschwab.com BUSINESS: Financial services EMPLOYEES: 13,000 TITLE: Vice President, Platform and Product Management EDUCATION: Some college WHAT I’M READING: Shackleton’s Way, by Stephanie Capparell and Margot Morrell INTERESTS: Photography, reading, and family
› How has the civil rights movement affected you personally? I don’t think you can be African American and not be touched by the civil rights movement. I remember talking with my uncle when I was younger, and he told me how he was with Dr. King at the March on Washington in 1963. Though the civil rights movement was led by African Americans, like Dr. King, people of all races worked for its success. I spoke with my uncle recently, and he told me he would never have envisioned that we would have an African American president. Still, there is much more to be done and the essence and spirit of the civil rights movement must go on. › Are there any words of wisdom you would like to pass along to our readers? Pick something you love to do and do it well. That may be cliché, but it is so true. Your job is where you’re going to spend most of your waking time as an adult, and it can have a dramatic influence on the other aspects of your life. It doesn’t matter what it is you like to do—health care, engineering, art work, sanitation—if you are happy doing it, you will be successful.
PROFILES IN DIVERSITY JOURNAL
› How has the civil rights movement affected you personally? Understanding your past helps you prepare for your future. My mother was raised in the south and the elder generations of my family have always shared their stories. My great aunt, Nora McKeownEzell, was a very important representative for the African American quilting tradition. She was commissioned by the Birmingham Civil Rights Institute to produce a tribute to the civil right workers of Alabama. Having access to my family history through five generations has been not only enlightening but also key to having a better understanding of me. › How do you give back to the African American community? I am a firm believer in the impact of formal and informal mentorship; I make myself available and volunteer through several organizations including Girls Inc. and Juma Ventures. I am also a big advocate of financial literacy and volunteer through Schwab with Boys & Girls Clubs of America, teaching teens basic money management skills. Schwab’s Employee Volunteer Program provides Schwab professionals with an opportunity to volunteer at Clubs and share their financial expertise with Club members and their families.
HEADQUARTERS: New York City WEBSITE: www.citigroup.com BUSINESS: Financial services REVENUES: $72 billion EMPLOYEES: 260,000 TITLE: Managing Director, North America Head of Citi Hedge Fund Services EDUCATION: BA, Morehouse College WHAT I’M READING: The Art of Power, by Thich Nhat Hanh INTERESTS: Philanthropy, photography, traveling, philosophy, health/fitness, fashion TWITTER HANDLE: @rahardamon
› What are you proudest of in your life? I am most proud of the fact that I have worked hard to put my family at the forefront of my decision making. I never want my family to feel like an afterthought to my career aspirations. Whether it involves career decisions, board service, or writing my book, I make sure that I keep in mind how each decision will impact my family. › How do you give back to the African American community? It is critical that each of us take a role in supporting and uplifting the communities we come from. Personally, I serve on the boards of several nonprofits including: Millennium Dance Company (Board Chair); The Council of Urban Professionals (CUP); the New York Leadership Council for the United Negro College Fund; and the Advisory Council for the Division of Economics & Business at Morehouse College. In addition to my board service, I volunteer with a local Cub Scout Pack in Detroit, Michigan and spend time mentoring students and professionals of all ages.
Mamie W. Mallory
Federal Aviation Administration
HEADQUARTERS: Washington, D.C. WEBSITE: www.faa.gov BUSINESS: Federal government agency REVENUES: $15.9 billion EMPLOYEES: 47,000 TITLE: Assistant Administrator for Civil Rights EDUCATION: BA, North Carolina State University; MS, The George Washington University; Professional certificate, Facility Management, George Mason University INTERESTS: Travelling, helping others, and listening to audio books
HEADQUARTERS: Atlanta, Georgia WEBSITE: www.fordharrison.com BUSINESS: Law firm REVENUES: $72 million EMPLOYEES: 330 TITLE: Diversity & Inclusion Partner EDUCATION: JD, University of North Carolina-Chapel Hill WHAT I’M READING: Hiking Through: Finding Peace and Freedom on the Appalachian Trail, by Paul Stutzman INTERESTS: Sewing, working out, reading
› What lessons have you learned from business relationships? You can’t be successful without having healthy business and interpersonal relationships. That means having clear communication with your colleagues—both peers and employees—being honest, and remaining flexible. You must realize that you have to work together as a team to achieve mutual goals. No matter what, you can’t lose sight of the mission. Lastly, treat everyone with respect—not just those in high-level positions. › How do you give back to the African American community? In addition to my fundraising activities for a foundation that supports several initiatives in the African American community, I mentor youth in math and science and help them secure educational scholarships. I also serve as an advocate for students with disabilities when they need representation. I support local schools by providing food, clothing, and school supplies. My colleagues and I attend school fairs to introduce students to myriad careers and to teach them to dream big.
› Are there any organizations that you or your family has been a part of that benefitted you? Our family is rooted in the Tampa Based Seminole Heights Baptist Church Congregation. Through our work with the Church we have been involved in multiple outreach efforts that have changed the course of our lives forever. As a family we feed the homeless and those in need on a weekly basis, sponsor families in Guatemala and Haiti, and give of ourselves and our resources. › What do you think is the greatest issue or dilemma facing the African American community today? Complacency. There is no sense of urgency to ensure that our world continues to move in the right direction. Our communities and families are fragmented with no clear direction or inspiration other than what we may think is best for ourselves in the moment. We are programmed to hate ourselves and who we are and instead live out the stereotypes society gives us. › Are there any words of wisdom you would like to pass along to our readers? Make your own choices. Determine what you want to do with your life, outline a strategy for success, engage those successful individuals around you to be your champion, and follow your dream.
HEADQUARTERS: Newark, New Jersey WEBSITE: www.gibbonslaw.com BUSINESS: Law firm REVENUES: $111 million EMPLOYEES: 395 TITLE: Director, Business & Commercial Litigation Department EDUCATION: BA, Old Dominion University; JD, Seton Hall University WHAT I’M READING: Nutrient Timing: The Future of Sports Nutrition, by John Ivy and Robert Portman INTERESTS: Girls’ softball; My daughter travels all over the country playing softball, and I go along as a coach.
› What do you think is the greatest issue or dilemma facing the African American community today? With knowledge being the key to success, the biggest dilemma facing the black community is its inconsistent attitude toward education. Many would argue that educational disparities are caused by a difference in resources provided to urban versus suburban school districts, larger class sizes, and greater numbers of economically disadvantaged students. While those challenges are indisputable, a less often discussed issue is the negative attitude of many parents. Being the product of an urban public school system, I observed students psychologically divided into three categories: those who placed great value on education; those who would accept the education (so long as it did not interfere with their social lives); and those who believed school to be a waste of time. I have come to know that most often the varying attitudes originated from misguided parents. While actual results will vary, a positive attitude toward educational excellence should not.
BLACK HISTORY MONTH
Catherine Cushinberry-Hill Girls Inc. HEADQUARTERS: New York City WEBSITE: www.girlsinc.org BUSINESS: Nonprofit REVENUES: $8.8 million EMPLOYEES: 44 TITLE: Director of Research EDUCATION: BS, Murray State University; MA, University of Memphis; PhD, University of Missouri-Columbia WHAT I’M READING: The Alchemist, by Paulo Coelho INTERESTS: Overseas travel and trying new cuisines
› What lessons have you learned from business relationships? I’ve learned that when you create a history of consistency, quality work product, and professionalism, combined with respecting others, then those relationships become lasting ones. › What do you think is the greatest issue or dilemma facing the African American community today? I think the greatest dilemma facing the African American community today is finding ways to inspire and encourage more of our youth to use technology as a way to support life goals rather than allowing it to be a distraction from achieving greatness. › Are there any words of wisdom you would like to pass along to our readers? I would share with readers that as long as you have breath, then there is hope for you to achieve goals that your talents and gifts support. Recognize that dreaming is not about a fantasy world when you are asleep, but if you can dream of what you desire while awake, then use those same eyes to see your way to that desired goal.
PROFILES IN DIVERSITY JOURNAL
Ernest L. Greer
Carmen C. Allen
Greenberg Traurig LLP
HEADQUARTERS: 35 offices worldwide WEBSITE: www.gtlaw.com BUSINESS: Law firm REVENUES: $1.243 billion EMPLOYEES: 1,699 TITLE: Managing Shareholder, Atlanta Office, National Coordinator for Local Branding and Development, and Chair of the Atlanta Litigation Practice EDUCATION: AB, Harvard University; JD, Northwestern University School of Law; WHAT I’M READING: Where Peachtree Meets Sweet Auburn: A Saga of Race and Family, by Gary M. Pomerantz INTERESTS: Raising two daughters, barbecue competitions, travel
HEADQUARTERS: Melbourne, Florida WEBSITE: www.harris.com BUSINESS: International communications and information technology REVENUES: $5.5 billion EMPLOYEES: 15,000 TITLE: Vice President, Human Resources, RF Communications Division EDUCATION: MBA, University of Rochester WHAT I’M READING: How Will You Measure Your Life?, by Clayton M. Christiansen INTERESTS: Singing, reading, community service, hanging with my family
› How do you give back to the African American community? African Americans are twice as likely to be diagnosed with diabetes as non-Hispanic whites. I’ve been an ardent supporter of the American Diabetes Association by raising funds to advocate research. I also serve on the Executive Committee of the National Center for Civil & Human Rights, whose mission is to teach others about human rights struggles around the world, advocate and to embrace justice. Only in this way can younger generations understand our history, celebrate progress, and civilly confront today’s issues. › Are there any words of wisdom you would like to pass along to our readers? Fearlessness is a great leadership trait that has been tested in recent years. Without some degree of fearlessness, great things just don’t happen. Wall Street has made everyone jumpy. More often than ever, big ideas and energy are translated into someone being viewed as a “bull in a China shop.” As leaders, we should embrace fearlessness and pursue big plans and dreams.
› Are there any organizations that you or your family has been a part of that benefitted you? Undoubtedly, it’s been church. I grew up attending weekly services. When I was a kid, my best friends were the ones with whom I attended Sunday school and sang in the choir. Those days are still with me. I learned everything I needed to know about public speaking, building great relationships, and when to follow and how to lead by participating in Sunday school plays, leading choir songs, and participating in the youth programs. › How has the civil rights movement affected you personally? No question about it that it has. I grew up listening to the stories of my grandparents and parents, all the while thinking that I must do something meaningful, otherwise, their struggles will be in vain. Living in St. Louis, I knew what parts of town I was not welcomed in, and having my first real manager job in Knoxville, Tennessee, as the only African American on the management team taught me a few lessons I will never forget.
HEADQUARTERS: Davidson, North Carolina WEBSITE: www.ingersollrand.com BUSINESS: Diversified industrials REVENUES: $14 billion EMPLOYEES: 48,000 TITLE: Vice President, Global Engineering and Technology, Industrial Technologies EDUCATION: BS, University Polytechnique in West Africa; MS, Politecnico di Milano; MS, Renssalear Polytechnic Institute; MBA, Rennssalear Polytechnic Institute; Certificate, Massachusetts Institute of Technology WHAT I’M READING: The 5 Levels of Leadership, by John C. Maxwell INTERESTS: Studying cultures including languages, and designing solutions to scientific and technological problems
HEADQUARTERS: Battle Creek, Michigan WEBSITE: www.kelloggcompany.com BUSINESS: Food, snacks and beverage REVENUES: $13.2 billion EMPLOYEES: 31,000 TITLE: Vice President of Sales EDUCATION: BBA, Wichita State University WHAT I’M READING: It Worked for Me: In Life and Leadership, by Colin Powell with Tony Koltz INTERESTS: Family, sports activities, volunteering
HEADQUARTERS: Pittsburgh, Pennsylvania WEBSITE: www.highmark.com BUSINESS: Health insurance REVENUES: $14.8 billion EMPLOYEES: 20,000 TITLE: Director, Community Programs and Employee Volunteerism EDUCATION: BS, Eastern University; MS, Waynesburg University WHAT I’M READING: On Becoming Fearless…in Love, Work and Life, by Arianna Huffington INTERESTS: Reading, traveling, spending time with family, and most importantly writing my first book
› What lessons have you learned from business relationships? I’ve learned that trust is the cornerstone for cultivating positive relationships because without it opportunities to grow are stifled. Being open to diverse ideas and people is what gives businesses leverage. Lead with integrity; collaborate with others; build bridges, don’t burn them; respond from a place of positivity; be prepared and knowledgeable; and help foster growth opportunities for others. › How has the civil rights movement affected you personally? My grandmother’s best friend was the Honorable Shirley Chisholm, the first African American woman elected to Congress and the first black candidate for president of the United States. Growing up in their light gave me a firsthand account of the responsibility we have to keep the dream of equality moving forward; to not take for granted the sacrifices of our previous generations; and to be an active part of the solution to create a better environment.
› What lessons have you learned from business relationships? Business relationships are rich; they provide a source of knowledge and new experiences, especially when interests are similar. Business relationships bring individuals with many diverse experiences together to solve problems and increase the value delivered to customers. › What are you proudest of in your life? I’m most proud of my wife for all that she gives without expecting anything in return. She supports numerous children around the world, providing private educations for many who would not receive schooling otherwise. › How do you give back to the African American community? I speak about cultures and share my perspectives on business and world situations to educate African American youth in a variety of settings, including religious organizations.
› How has the civil rights movement affected you personally? My success has been built on the shoulders of many African Americans and women who sacrificed their lives before me. During the last presidential election, I was reminded that less than 100 years ago the nineteenth amendment extended the right to women to vote. Now, the first African American president in my lifetime is serving a second term. I am privileged to be in a position where I can lead and do my best to lift other women and African Americans to succeed and achieve their dreams. › Are there any words of wisdom you would like to pass along to our readers? My entire life has been built around collaborating with people in a positive manner while having a strong competitive spirit. These values were developed while participating in multiple team sports and working in a retail environment at an early age. My advice is to always give your best in everything you do and be authentic to others because someone before you potentially gave their life to give you this opportunity.
BLACK HISTORY MONTH
Kim K. W. Rucker
Debra L. Johnson
Kraft Foods Group, Inc
Mitchell & Titus, LLP
NASA Johnson Space Center
HEADQUARTERS: Northfield, Illinois WEBSITE: www.kraftfoodsgroup.com BUSINESS: Food and beverage REVENUES: $19 billion EMPLOYEES: 25,000 TITLE: EVP, Corporate & Legal Affairs, General Counsel & Corporate Secretary EDUCATION: BS, University of Iowa; MPP, JD, Harvard University WHAT I’M READING: Killing Lincoln, by Bill O’Reilly and Martin Dugard INTERESTS: Family, faith, public policy, travel
HEADQUARTERS: New York City WEBSITE: www.mitchelltitus.com
HEADQUARTERS: Houston, Texas WEBSITE: www.nasa.gov BUSINESS: Government EMPLOYEES: 3,200 TITLE: Director, Office of Procurement EDUCATION: MBA, Texas Southern University WHAT I’M READING: 42 Rules for your New Leadership Role, by Pam Fox Rollin INTERESTS: Youth mentoring
› What lessons have you learned from business relationships? People matter. Trust and integrity are key. Know your stuff. › How has the civil rights movement affected you personally? My mom marched with Dr. King in Selma, Alabama, and it deeply affected her life and mine. › How do you give back to the African American community? I regularly mentor young people and provide career coaching. › Have you ever experienced discrimination/ barriers because of your ethnicity/background? How did that affect you and how did you overcome it? Yes, I have overcome these experiences with a positive attitude, deep belief in a due north compass and tremendous family, friends and mentors. › Are there any words of wisdom you would like to pass along to our readers? Your word is your bond. Be a lifelong, relentless learner. Treat people with genuine respect. Keep things in perspective. It is a journey, not a sprint. Live each moment along the way. Keep a healthy sense of humor.
PROFILES IN DIVERSITY JOURNAL
BUSINESS: Public accounting firm EMPLOYEES: 200 TITLE: Chairman & Chief Executive Officer EDUCATION: BS, MBA, Binghamton University; Harvard Business School’s Owner/ President Management Program WHAT I’M READING: Rainmaking Conversations, by Mike Schultz & John E. Doerr INTERESTS: I enjoy running (I’ve ran the New York City and other marathons), collecting rare coins, and African art
› How has the civil rights movement affected you personally? My perspective of the civil rights movement is through the lens of my grandparents, parents, and older siblings. I learned from all of them that with determination, perseverance, and commitment you could succeed and overcome adversity while maintaining your dignity at all times. › How do you give back to the African American community? I invest in all communities, including the African American communities where I was raised, through my time, talent, and financial resources. I also mentor youth at risk because I believe they are this country’s greatest untapped resource and talent. › Are there any words of wisdom you would like to pass along to our readers? Commit yourself to a life of learning and remember life is a journey with many challenges. However, none of those challenges are insurmountable if you trust yourself and are willing to make the necessary sacrifices. It is important to believe that tomorrow can be better than today.
› What do you think is the greatest issue or dilemma facing the African American community today? The need to improve the life outcomes of the African American male economically, educationally, politically, and socially. As the mother of two African American males, I am aware that African American males need special attention in order to advance in life. I seek ways to assist in keeping black men and boys out of the prison system, to ensure that they complete high school and college, and that they are employed and participate in family life. › Are there any words of wisdom you would like to pass along to our readers? In preparing to be a leader or manager, remember that doing a good job is not enough. You need to be social—let others get to know you and become comfortable with you by attending company events after work and doing lunch. Know people at all levels of the organization. Being a leader extends beyond your technical discipline. Your leadership and management skills can be applied in any situation, so think about how you can contribute to the success of your organization outside your normal area of responsibility.
Lisa W. Greene
Newell Rubbermaid Inc.
HEADQUARTERS: Atlanta, Georgia WEBSITE: www.newellrubbermaid.com BUSINESS: Consumer and commercial products REVENUES: $6 billion EMPLOYEES: 19,000 TITLE: Vice President, Legal Affairs and Chief Ethics and Compliance Officer EDUCATION: JD, Yale Law School WHAT I’M READING: Pillar of Fire: America in the King Years 1963–65, by Taylor Branch INTERESTS: Theater and the arts
HEADQUARTERS: Naperville, Illinois WEBSITE: www.officemax.com BUSINESS: Office products distribution REVENUES: $7.1 billion EMPLOYEES: 29,000 TITLE: Senior Director Corporate Compliance and Enterprise Risk Management EDUCATION: MS, Roosevelt University WHAT I’M READING: Use your Brain to Change your Age, by Daniel G. Amen INTERESTS: Travel, reading, healthy living, fashion, film, music
HEADQUARTERS: Boca Raton, Florida WEBSITE: www.officedepot.com BUSINESS: Retail/office supplies REVENUES: $11.5 billion EMPLOYEES: 39,000 TITLE: Executive Vice President, Human Resources EDUCATION: BA, John Carroll University; JD, The Ohio State University College of Law; INTERESTS: Working with at-risk youth through athletic programs
› What are you proudest of in your life? I am proudest of my family and my dedication to their overall success. Being a married working mother of two daughters requires a lot of time and commitment. Early in my career, I may have said that I was proudest of graduating top of my class in college, attending Yale Law School, or clerking for a federal judge who was a renowned civil rights leader. As I have progressed in my career and served as an executive at various corporations, I understand that success in one’s career is even more appreciated when shared with your family.
› What lessons have you learned from business relationships? In order to build and nurture good business relationships, you must deliberately learn as much as you can about the people and their interests, focusing more on character and personality rather than corporate status or job titles. This helps create an inclusive environment.
› What are you proudest of in your life? I’m proud of being a very good father. I’m extremely blessed to have a healthy family. I try hard every day to teach my two sons how to be good men who are very respectful to people in general, and women in particular. I’m proud to work with young men outside of my immediate family, showing them that they too can succeed in life.
› Have you ever experienced discrimination/barriers because of your ethnicity/background? How did that affect you and how did you overcome it? My parents instilled in me a very strong sense of self-pride and purpose. I was raised not to let discrimination or any other external barriers define me or prevent me from pursuing my dreams. When faced with adversity resulting from discrimination, I have seen it as an opportunity for greater achievement and personal growth. Rather than accepting artificial barriers, I found ways to go around or even through barriers to find the right path to still achieve my goals.
› Are there any organizations that you or your family has been a part of that benefitted you? My church. Its outreach program helped my family and I build and appreciate our community.
› What are you proudest of in your life? Successfully completing an international move which required learning English as an adult, and raising three children as a single parent while growing professionally.
› What do you think is the greatest issue or dilemma facing the African American community today? Education. In order for African Americans to compete for jobs they need to be educated, but education is not affordable and parents who are not themselves educated do not always fully understand the opportunities that education can bring.
› How has the civil rights movement affected you personally? I was an adolescent during the turbulent ’60s. My parents made sure that my brother and I paid close attention to the teachings of Dr. King. They stressed education as the means to a better life, since it could never be taken away from us. We both became attorneys. › Are there any words of wisdom you would like to pass along to our readers? The most disrespectful teenagers that I encounter on a daily basis are really just looking for help and guidance. These kids quickly revert to being kids when you peel away the tough exterior. They will listen and learn once they see that you really do care about them.
BLACK HISTORY MONTH
Michelle P. Wimes
Shacara N. Delgado
Ogletree, Deakins, Nash, Smoak & Steward, P.C.
The PNC Financial Services Group, Inc. DL
Realogy Holdings Corp.
HEADQUARTERS: Greenville, South Carolina WEBSITE: www.ogletreedeakins.com BUSINESS: Law firm EMPLOYEES: 1,700 TITLE: Director of Professional Development and Inclusion EDUCATION: BA, University of Missouri-Kansas City; JD, Tulane University WHAT I’M READING: Law and Reorder, by Deborah Epstein Henry INTERESTS: International travel and cuisine, coaching and playing volleyball
HEADQUARTERS: Pittsburgh, Pennsylvania WEBSITE: www.pnc.com BUSINESS: Financial services REVENUES: $14.3 billion EMPLOYEES: 57,000 TITLE: Senior Vice President and Operations Director EDUCATION: BS, MBA, Waynesburg University WHAT I’M READING: The War of Art, by Steven Pressfield; Positive Intelligence, by Shirzad Chamine INTERESTS: Reading non-fiction, blogging, working out, and traveling with my family
› What are you proudest of in your life? I am proudest of my three daughters, Sydney, Gabrielle, and Saige, who are strong, confident, fearless girls who will no doubt make their own impact in this world. I am also proud of my husband, Brian Wimes, for his recent appointment to the federal bench by President Barack Obama. › How do you give back to the African American community? I personally mentor young, up and coming African American females. I am currently mentoring a recent college graduate who has her sights set on law school after completing a year with Teach for America. I am also mentoring a second-year law student and a third-year associate at a local law firm. Moreover, in my work as my firm’s first director of Professional Development and Inclusion, I develop programs, initiatives, policies, and practices to recruit, retain, and promote minority lawyers, including African American lawyers. My work necessarily involves developing and strengthening ties to the local, regional, and national communities where my firm maintains its forty-two offices.
PROFILES IN DIVERSITY JOURNAL
› How has the civil rights movement affected you personally? The professional and educational opportunities I have had are in large measure a result of those civil rights pioneers who were willing to endure loss of property and life. › What do you think is the greatest issue or dilemma facing the African American community today? The dissolution of the two-parent household. There are countless examples of people raised in single-parent households who are successful. However, statistics reflect that children raised in oneparent households face greater economic and social obstacles than their counterparts who are raised in two-parent households. › Are there any words of wisdom you would like to pass along to our readers? There is so much more to life than professional achievement. Focusing on your career to the exclusion of faith, family and community is a recipe for a hollow life.
HEADQUARTERS: Parsippany, New Jersey WEBSITE: www.realogy.com BUSINESS: Real estate franchising, brokerage, relocation and title/escrow REVENUES: $4.1 billion EMPLOYEES: 10,500 TITLE: Senior Vice President, Employment & Benefits, Legal EDUCATION: BA, Seton Hall University; JD, Rutgers School of Law-Newark WHAT I’M READING: The Gift of Fear, by Gavin de Becker INTERESTS: Travel, reading, running, and cooking
› How do you give back to the African American community? Presently, I mentor African American junior high school girls to help them excel in math and science and develop effective communication skills. I mentor African American mid-level managers to prepare them for senior management level opportunities. I am also a very active member of Delta Sigma Theta Sorority, Inc., a nonprofit organization servicing various communities, locally and worldwide. › Have you ever experienced discrimination/ barriers because of your ethnicity/background? How did that affect you and how did you overcome it? Growing up in a small town that was divided by race and economic status, I regularly experienced and witnessed differential treatment based on ethnicity. Those experiences motivated me to empower myself through higher education and inspired me to become an attorney to help ensure equal treatment of all people, regardless of race. As an employment attorney for a publicly traded company, I have the privilege of ensuring fair working conditions for all of our employees.
for working together. When people with different ideas, experiences and backgrounds work together to achieve common goals, it’s inspiring and motivating. It’s also what you’ll experience as a PNC employee. Learn more at www.pnc.jobs.
PNC is an Equal Employment Opportunity/Affirmative Action Employer – M/F/D/V/SO. © 2012 The PNC Financial Services Group, Inc. All rights reserved. PNC Bank, National Association. Member FDIC
BLACK HISTORY MONTH
Joy Fitzgerald Rockwell Collins
HEADQUARTERS: Cedar Rapids, Iowa WEBSITE: www.rockwellcollins.com BUSINESS: Aerospace and defense REVENUES: $4.8 billion EMPLOYEES: 19,000 TITLE: Director, Diversity and Workforce Effectiveness EDUCATION: BS, MS, University of Memphis WHAT I’M READING: Rebounders: How Winners Pivot from Setback to Success, by Rick Newman INTERESTS: Reading, singing, and traveling
› What are you proudest of in your life? I am most proud of my family. The job in which I cannot fail is that of a mother, wife, daughter, and sister. My family is what centers me and brings the greatest level of joy and fulfillment in my life. Knowing that my children feel loved, valued, safe, empowered, and happy makes me proud. On a personal note, I am proudest to be included in five generations of strong black women. My mother, grandmother, and great-grandmother are all living, active, and very much a part of my life. › How has the civil rights movement affected you personally? I can’t say that I’ve had some of the experiences of that of my parents or grandparents as it relates to civil rights, but I’ve benefited by having more and better opportunities as an African American female in corporate America. Often times I am in meetings where I am the only African American in attendance. I can only attribute that to individuals before me who paved the way for me. I can never forget the struggles of the civil rights movement. I just hope that I too can leave a mark behind as a trailblazer for others.
PROFILES IN DIVERSITY JOURNAL
Kimberly Robinson Phillips
Shell Oil Company
HEADQUARTERS: Walldorf, Germany WEBSITE: www.sap.com BUSINESS: Software and software-related service revenue REVENUES: €14.3 billion EMPLOYEES: 60,000 TITLE: Vice President, Line of Business Procurement Solutions EDUCATION: BS, San Diego State University WHAT I’M READING: The Book of Awesome, by Neil Pasricha INTERESTS: Family time, golf, college and professional football TWITTER HANDLE: @SAPDion
HEADQUARTERS: Houston, Texas WEBSITE: www.shell.com BUSINESS: Oil and gas REVENUES: $91.9 million EMPLOYEES: 19,000 TITLE: Associate General Counsel, Global Litigation-Strategy & Coordination EDUCATION: JD, Thurgood Marshall School of Law WHAT I’M READING: The Presidents Club, by Nancy Gibbs and Michael Duffy INTERESTS: Traveling, watching sporting events, and attempting to play golf
› What lessons have you learned from business relationships? Great business relationships are based on trust and mutual benefit. Each party in a business relationship must feel the foundation of the relationship is solid and not exploited for personal gain or individual agendas. Strong business relationships are sustained when each party contributes value and each party is a beneficiary of the relationship. › Are there any organizations that you or your family has been a part of that benefitted you? My wife Tina and I are part of some great organizations including Jack and Jill, 100 Black Men, and The Boule. These organizations provide our family with social outlets to develop new friendships while giving back to our community through service projects. › What do you think is the greatest issue or dilemma facing the African American community today? Eradicating the academic achievement gap and developing skills with a focus on science, technology, engineering and mathematics (STEM) is of critical importance to the African American community.
› Are there any organizations that you or your family has been a part of that benefitted you? Several, but most notably and closest to my heart are the Board of Trustees for the St. Philip’s School & Community Center in Dallas, Texas, and the National Bar Association. › How has the civil rights movement affected you personally? It keeps me humble and grateful. I have a commemorative print of the historic Brown v. Board of Education decision hanging in my office. When I am having a tough day at work, it reminds me how far we’ve come as a people, and to be grateful for those who fought and died so that I would have the opportunity to earn the type of education that allows me to be a practicing lawyer at one of the largest companies in the world. › Are there any words of wisdom you would like to pass along to our readers? Be willing to listen to and accept constructive criticism. It’s a bit like cough medicine—a bit unsavory at the outset, but a significant benefit in the long run.
Tracy Richelle High
Sparrow Health System
Sullivan & Cromwell
Teach For America
HEADQUARTERS: New York City WEBSITE: www.sullcrom.com BUSINESS: Law firm EMPLOYEES: 700 TITLE: Partner EDUCATION: JD, Harvard Law School WHAT I’M READING: The New Jim Crow, by Michelle Alexander and Cornel West INTERESTS: Reading, Pilates, historical novels
HEADQUARTERS: New York City WEBSITE: www.teachforamerica.org BUSINESS: Education nonprofit REVENUES: $270 million EMPLOYEES: 1,600 TITLE: Executive Vice President, Teacher Preparation, Support and Development EDUCATION: BA, Williams College; MA, St. Peter’s College; MBA, Northwestern University WHAT I’M READING: Light in August, by William Faulkner INTERESTS: Traveling abroad, reading, staying physically active (running on the lake, kickboxing, hiking, rock-climbing)
HEADQUARTERS: Lansing, Michigan WEBSITE: www.sparrow.org BUSINESS: Hospital and health system REVENUES: $1 billion EMPLOYEES: 7,500 TITLE: Director, Diversity and Inclusion/Pastoral Care EDUCATION: BA, University of Kansas; MBA, University of Phoenix WHAT I’M READING: The 360 Degree Leader, by John C. Maxwell INTERESTS: Reading, spending time with family; Movies, especially documentaries.
› What lessons have you learned from business relationships? Relationship building is a process and you have to identify how you or the role you are in can help others achieve their goals first, before seeking how they can help you. Listening and being a sounding board is critical and through that process building trust is critical to sustain business relationships. › Have you ever experienced discrimination/ barriers because of your ethnicity/background? How did that affect you and how did you overcome it? There have been times that I felt both racism and sexism were at play, especially in the world of work. All of my experiences, including having parents that made us talk about our day at school, were early lessons on how to problem solve, use critical thinking skills, and keep your eye on the prize. I try to make sure that my work ethic is strong; I remind myself that there is more than one way to approach and possibly solve a problem. Build your network and your personal brand so that others trust you to do the right thing. Last but not least, a sense of humor can take you a long way.
› What lessons have you learned from business relationships? Having and demonstrating integrity are key to fruitful business relationships. › What are you proudest of in your life? Graduating from law school. › Are there any organizations that you or your family has been a part of that benefitted you? Church and nonprofit organizations aimed at improving children’s access to education and providing mentorship opportunities. › How do you give back to the African American community? In addition to being a mentor to many young African Americans, my involvement as a board member of many organizations that aim to improve our community. › What do you think is the greatest issue or dilemma facing the African American community today? Our ability to find employment that allows us to take care of our families with dignity and respect. › Are there any words of wisdom you would like to pass along to our readers? Believe in God first, and yourself second.
› Are there any organizations that you or your family has been a part of that benefitted you? I was a student through Chicago’s LinkUnlimited Program, an organization that provides marginalized African American youth mentorship and scholarship to private schools, utilizing education as a catalyst for agency, access, and empowerment. Given my sense of responsibility and obligation to pay it forward, I now mentor and sponsor a student through the program. In addition, some of my nephews and nieces have benefited from the Jack & Jill Program of America, an organization that supports parents in empowering their children through leadership development, cultural heritage, and community service, and Girls/Boy Scouts of USA. I’m a 2013 Leadership Greater Chicago Fellow which has created experiences and opportunities to gain access and awareness of key issues facing Chicago and challenges us as leaders to have a voice and play a role in making positive change in our community.
HEADQUARTERS: San Francisco, California WEBSITE: www.unionbank.com BUSINESS: Financial services REVENUES: $88.2 billion EMPLOYEES: 10,000 TITLE: SVP, Community Lending & Industry Relations EDUCATION: BA, Rutgers University WHAT I’M READING: Leadership and SelfDeception, by The Arbinger Institute INTERESTS: Travel, art, and philanthropy
› What lessons have you learned from business relationships? I have learned to listen intently and demonstrate personal humility.
HEADQUARTERS: Indianapolis, Indiana WEBSITE: www.wellpoint.com BUSINESS: Health benefits REVENUES: $60.7 billion EMPLOYEES: 37,000 TITLE: Staff Vice President, Enterprise Provider Data Management EDUCATION: BS, Berkeley College WHAT I’M READING: The Advantage: Why Organizational Health Trumps Everything Else In Business, by Patrick Lencioni INTERESTS: Reading, attending church, going to the spa, community service (UNCF, AHA) TWITTER HANDLE: @TMFSPA
› Are there any organizations that you or your family has been a part of that benefitted you? As a member of Alpha Phi Alpha fraternity in college, I developed unwavering resolve and discipline and I learned the importance of community. This helped form the foundation of my personal and professional success.
› What are you proudest of in your life? My daughter is my crowning achievement. Deanna is a well-rounded college freshman determined to make the world a better place. Overall I am proud that she forms her own opinions and holds everyone to the same decency standards regardless of his or her race, gender, etc.
› How has the civil rights movement affected you personally? With commitment and focus, the civil rights movement has allowed me to climb the corporate ladder to the senior management ranks in corporate America.
› How do you give back to the African American community? I am active supporter of the UNCF and the American Heart Association. Specifically I fundraise for scholarships and research funding regarding health inequities for African Americans and women.
› How do you give back to the African American community? In my current role, a key responsibility is to develop effective strategies that expand homeownership opportunities for African Americans—a role of which I could not be more proud.
› What do you think is the greatest issue or dilemma facing the African American community today? Although incremental progress has occurred, racism is still prevalent in our society. Thus business and communities must embrace that there is room for transformational improvement. Success will be obvious—meaning all minorities will have equal access and opportunity.
› Are there any words of wisdom you would like to pass along to our readers? Never settle for good. Always strive to be great.
PROFILES IN DIVERSITY JOURNAL
Union Bank, N.A.
BLACK HISTORY MONTH
Dahron H. Poet Pharmacy Technician
A job shouldn’t define you. It should reflect you. For such a diverse group of people, it’s amazing how alike we are. Diversity and Inclusion at UnitedHealth Group. To the uninitiated, we may appear quite different. We represent a widely diverse group of cultural backgrounds, beliefs, perspectives and lifestyles. But inside each of us beats the heart of a relentlessly driven, crazy talented, mission focused professional. Our modest goals: Improve the lives of others. Change the landscape of health care forever. Leave the world a better place than we found it. So if you ever ask yourself, “Do people like me work here?” The answer is yes. We invite you to join us. Add your unique perspective and start doing your life’s best work.SM Take the next steps: Online at: yourlifesbestwork.com UnitedHealth Group is proud to be recognized as a 2013 Diversity Leader. facebook.com/uhgcareers
Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V. UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment. © 2012 UnitedHealth Group. All rights reserved.
DIVERSITY How Darden Restaurants is Leading Diversity in the Casual Dining Industry
PROFILES IN DIVERSITY JOURNAL
ow does diversity come into play for a company that has made diversity of food essential to its business success? With more than 2,000 locations and 180,000 employees, diversity, it would seem, would be the last concern among the leaders of casual dining pioneer Darden Restaurants. Darden, though, has made diversity an essential aspect of its business—and benefited from it. Overseeing massively successful and ubiquitous restaurants Red Lobster, Olive Garden, and LongHorn Steakhouses, as well as four other chains, Darden has transformed traditional ethnic and regional food like Italian and New England seafood into food for the masses. The company’s story begins with William Darden, who founded the first Red Lobster in 1968, bringing seafood to innerFlorida. Gradual expansion of the franchise led to almost 400 locations by the mid-’80s. Later the company found success acquiring Olive Garden in 1982 and Bahama Breeze in 1996. As many companies have proved time and time again, to truly be called a “leader” in its industry, a company needs to embrace fully ideas of sustainability, health and wellness, and corporate philanthropy. And as many know, these ideas often remain just that: ideas that don’t become a part of the company at all. Darden, though, has seemed to embrace these concepts whole-heartedly. When asked about Darden, employees seem proud of their company, something which is uncommon throughout corporate America. And it seems there’s ample reason why they have been awarded titles like one of Fortune’s “100 Best Companies to Work For” and were singled out to partner with Michelle Obama on healthy eating initiatives. “The reason why I personally work for
IN DINING “ Darden is because our core values and mission statement have proven to not only apply to how we treat our guests but also how our company values their employees and our community. Darden doesn’t just say they care about us, they also continue to prove that they care. In my career I have been afforded the opportunity to grow within this company. Starting as a server and now being a proud managing partner is not necessarily a common occurrence in the food and beverage industry,” says Lisa Hoggs, managing partner of LongHorn Steakhouse in Akers Mill, Georgia. Diversity is one of Darden’s most essential programs. Although the company cites “a long history and commitment to diversity and inclusion” Darden has embraced it resolutely within the past ten years. (Which shows, it has been named to nearly every best and top diversity lists for women, Hispanics, people with disabilities, and African Americans.) This is evident by the creation of a VP of Culture and Inclusion position three years ago, which Darden veteran Sylvia Doggett-Jones currently holds. “We want to be a financial leader in our industry, a social leader. We want Darden to be a special place, and diversity is an essential part of being a special place,” says Doggett-Jones. Representing the people it serves is important at Darden, as it should be in the food services business, a unique industry where the customer and employees are in close proximity and interaction. Darden counts 42 percent of its workforce as minorities and 52 percent as female, while 40 percent of managers are women and close to 30 percent are minority. Darden has gone even further, working to provide career opportunities in an industry synonymous with turnover and “just a job” attitudes. Piloting a rollout of employee resource groups to all employees is an example of utiliz-
ing an initiative that has long been available strictly to corporate America. Doggett-Jones uses the restaurants’ menus as an example of their commitment to diversity. “Diversity is shown throughout our restaurants, and even our menus, in terms of knowing we have certain markets with a different demographic, and being sensitive to [that]. We serve 400 million guests a year, and with that, we have a very diverse guest demographic. Whether it’s offering Braille menus to our guests or training materials in Spanish, we accommodate and find ways to serve our guests and employees.” And diversity does extend to the very top: Clarence Otis Jr., chairman of the board and CEO, is African American. One-third of the C-Suite are women or minorities, a figure that while many would criticize for being too low, is actually higher than most companies. (The latest studies, including a voluntary survey by U.S. Senator Robert Menendez, show that minorities represent 14.5 percent of C-Suites, while women fare slightly higher at 18 percent.) And board membership, which traditionally has even lower numbers of minorities and women, is above 35 percent at Darden.
WE WANT TO BE A FINANCIAL LEADER IN OUR INDUSTRY, A SOCIAL LEADER, AND WE WANT DARDEN TO BE A SPECIAL PLACE, AND DIVERSITY IS AN ESSENTIAL PART OF BEING A SPECIAL PLACE.” —VP of Culture and Inclusion Sylvia DoggettJones
One of the examples of Darden’s recent diversity efforts has been its expansion of partnerships with nonprofits and organizations associated with minority populations. Two-thousand three brought a partnership with the American Association of People with Disabilities (AAPD), 2007 support for Asian & Pacific Islander American Scholarship Fund (APIASF), and in 2009, the Hispanic College Fund. “We also feel a responsibility to support diversity and inclusion beyond our restaurant walls through philanthropic programs and our commitment to supplier diversity and local January/February 2013
THE INAUGURAL YEAR OF THE RESTAURANT COMMUNITY GRANTS PROGRAM WAS MET WITH OVERWHELMING SUPPORT FROM OUR RESTAURANT TEAMS AND LOCAL COMMUNITIES, AND OUR 2013 PLANS ARE ALREADY UNDERWAY.” —VP of Culture and Inclusion Sylvia DoggettJones
nonprofits,” says Doggett-Jones. Scholarships and providing support for youth is a major aspect of outreach at Darden, as apparent by their partnerships. This is an aspect of their “Giving Themes” that allow anyone to apply for grants and scholarships that are in tune with Darden-approved themes of higher education, ecological sustainability, and general community benefit. “When we developed the Restaurant Community Grants program, our nation grappled with a down economy. Local nonprofit organizations were among the hardest hit— starved for funds and deciding whether to close their doors. We took a look at our scale, with 2,000 restaurants across the country, and decided to make a direct impact in the communities we serve,” says Doggett-Jones. “The inaugural year of the Restaurant Community Grants program was met with overwhelming support from our restaurant teams and local communities, and our 2013 plans are already underway.” And these grants have gone local: any nonprofit in communities where there is a Darden restaurant may apply for an annual award. The Chesapeake Bay Foundation, Boys and Girls Clubs, and the Oregon Food Bank have all been recipients.
Sustainability and the Future
Sustainability, a business buzzword of late, has been enthusiastically embraced by Darden. Doggett-Jones notes that millennial employees, who have placed key significance on sustainability, have been crucial in helping the company achieve its goals. Darden is using 17 percent less water and eight percent less energy since it began its sustainable initiative five years ago. Food now travels fewer miles to restaurants, and 28 percent of waste from food has been diverted from landfills. Darden has also recently announced plans to raise spiny lobster through aquaculture, a move applauded for its business investment and sustainability. Darden has also given money to Atlantic Lobster and Gulf fisheries
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to help conserve and grow their populations. Even nutrition, another paramount issue in the U.S. right now, has been fully incorporated into their new efforts, with importance placed on reducing sodium and caloric intake while “enhancing [the] nutrition of children’s menus.” These are coupled with efforts towards nutritional transparency and lower calorie meals. There are fields where Darden could afford to grow. Diverse suppliers account to a little over 10 percent of all suppliers, a figure that while not low, could stand to be higher. There have also been issues with current and former employee lawsuits. In early September Darden was accused of violating federal labor laws by underpaying workers. Says a Darden representative of the claims, “We believe the recent claims of wage and hour violations made against our company are baseless and they fly in the face of our values and how we operate our business. We value our employees and are proud to offer them competitive compensation and benefits and the opportunity to grow within our company.” But there are always bright spots: more than a quarter of their seafood suppliers are minority, and one of the largest, Red Chambers Co., is Asian American-owned. And these numbers are expected to grow—Darden has both acknowledged and made commitments to improvement. Despite any issues at Darden, from a basic business point of view the company is doing well. Opening new restaurants and consistently acquiring new restaurant chains, Darden’s growth is impressive in a recovering economy. And, despite these problems, they back up any commitments with metrically-enhanced goals and support for philanthropic and community efforts. “The restaurant industry is a diverse industry, there’s no doubt about that. But when you start to look at the various talent segments within, that’s where you can see the difference,” says Doggett-Jones. “Diversity is a differentiator for us.” PDJ
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How to Make White Males
M By Bill Proudman
PROFILES IN DIVERSITY JOURNAL
ANY BUSINESS LEADERS, especially white men, view diversity as a problem to solve or a set of strategies to implement. This approach overlooks the leadersâ€™ personal role. White male leaders who effectively lead in this effort do more than implement strategies to fix the problem. They first expand their mindsetsâ€”how they think about diversity and inclusion and how they feel and experience it.
The Impact of Culture
Like fish in water, many white men never have to leave their culture from birth to boardroom. Often they are unaware they have a culture that others must negotiate. They don’t see their behavior and action as a by-product of what the dominant culture values and rewards. Mind you, this culture is not bad. All organizations and groups have cultures. What can be problematic is when the dominant group—in this case white men—is unaware of their culture and how it impacts behavior. For those who are not part of the dominant culture, such as women, people of color, and GLBT, this lack of awareness contributes to an expectation that they conform and assimilate into the accepted behaviors determined by the dominant culture. While everyone is expected to assimilate to some degree, it is often those outside the dominant culture who must become “bi-cultural”—experts in white male culture in addition to their own. This can be exhausting, particularly when it is not acknowledged by or even known to white men. Vice President of Agencies at Northwestern Mutual Paul Steffen speaks about his awareness of white male culture:
“Surprisingly, I haven’t had great resistance. I frame it as a learning, an ‘ahha’ moment for me. I’m not saying I’ve got all the answers; I’ve got a lot to learn. But at least I now know the culture is there. “I’ve found when I bring up the notion of white male culture, other white men get curious. It starts a whole new conversation about diversity I’ve never had before with white men. When I do this with women and people of color, I can see engagement. I feel their acceptance that ‘here’s a white guy that’s trying to get it,’ that as a person of color or woman, they can talk about their reality. That creates a partnership.”
Ask More Questions, Have a Dialogue
Lee Tschanz, vice president for North American Sales at Rockwell Automation, has always known that to be a great leader, you can’t expect people to adapt to you; you need to adapt to them. But he never fully understood what it meant to adapt to his team because, unknowingly and unconsciously, he looked at his team through the lens of white male culture. Because of his journey to understand white male culture and to expand his mindset around diversity
“I ask more questions and have a dialogue, while trying to understand things more.
and inclusion, he now looks at people differently. Tschanz explains, “I need to treat each person differently and have different dialogues. That also includes all the white males on my team. I also recognize I’ll never understand what it’s like to walk in the shoes of a woman or person of color and that they each have a set of challenges as they do their job that I don’t necessarily have. So I take that into account. I do less problem solving for people now, which was my old tendency. I ask more questions and have a dialogue, while trying to understand things more. My shift in mindset has allowed me to see things I used to not see.” One particularly powerful exchange with an African American leader, whom Tschanz was mentoring, helped Tschanz understand the power of being willing to know what he didn’t know and to ask questions. According to Tschanz, “I have always believed that leadership involved leading people in three
dimensions: leading down with your direct reports, leading laterally with your peers, and leading up to influence those above you. My sense in evaluating this particular African American leader was that he didn’t seem to be able to lead up. I’d come to the conclusion he wasn’t going to go any higher in the organization because of this.” Because of his ongoing diversity learning, Tschanz realized he should explore his assumptions. He knew that a person’s skin color or gender has an impact on their experience of the world and that it was likely different than his own. He began to be more curious about what the workplace was like for this African American male. “When this leader scheduled a follow-up review with me,” Tschanz relates, “I started to coach him normally. Then I remembered I should find out more about his experience. I said, ‘I’ve been coaching you for awhile and I’ve gone to some recent awareness training about race. I now realize
“I’ve found What is Often Overlooked in Diversity Efforts when I bring up the notion D
of white male culture, other white men get curious.
—Paul Steffen I’ve probably not looked at the issue of race and people of color the right way. Maybe I should be coaching you differently.’” The mentee’s response was positive. He acknowledged that he had a hard time leading up. “I asked him to tell me more and he said, ‘When I was raised down south, my dad and my grandpa always told me to not challenge white authority. Bad things happen to people who challenge white authority, up to and including hanging people in trees. That’s just in my head, in my DNA.’” When Tschanz asked him what they could do, he didn’t know and Tschanz confessed he didn’t know either. After further discussion, Tschanz’s colleague asked if he could leave Tschanz a message when he was considering leading up in a way that felt like challenging authority. From this one exchange, Tschanz’s mindset and mentoring approach
iversity efforts in the U.S. have often focused on raising representation for people of color and women. This is the result of how these groups have been historically underrepresented or marginalized, particularly as you move up the leadership ranks. This emphasis on representation has created other casualties: exhaustion and stress for many women and people of color who must prove beyond a doubt that they are competent, and resentment and skepticism from white men who can feel they don’t have the right skin color or gender. While representation is a key component of diversity efforts, what is most needed is an ongoing examination of culture and how it impacts employee engagement, motivation and morale. Another factor often overlooked is who is expected to lead the diversity effort. For a long time, many white male leaders have relegated themselves to the sidelines and expected women and people of color to lead on diversity. This deference has come in part from assumptions that equate diversity as about everyone other than straight, white men. The result is that many white men think diversity is not about them, that they have nothing to contribute to the creation of an inclusive and diverse work environment. We need white men—still the majority on most leadership teams and boards—to actively and publicly lead on diversity alongside their colleagues of color and white women. Full inclusion cannot occur without full engagement of everyone, including white men.
broadened and shifted. For his African American colleague it was the first time a white man in authority had ever asked him about his experience as a black man. It was a powerful moment for both men. These shifts in mindset might seem elementary to some. But to many white men, these shifts are huge: they are able to listen differently, ask questions, and be vulnerable. It helps them to see different realities and to lead more effectively by connecting their head with their hear.
From Shifting Our Own Mindset to Shifting the Organization’s Culture A shift in leaders’ mindsets does not change organizations, but it creates a platform from which
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meaningful and sustainable change can be launched. Diversity and inclusion initiatives move from being today’s ‘let’s fix the problem’ program to an ongoing intervention focused on creating a culture that empowers and engages all employees. Leaders like Steffen and Tschanz feel more energized to fully lead and leverage the diversity already existing in their organizations. They believe greater inclusion is integral to the business results they and their colleagues work towards every day.
They also better understand the complexity and ambiguity that exists when issues around culture touch down in their organizations. Their confusion drives their curiosity to learn about other’s realities that are different from their own. They see their leadership development as an ongoing journey and publicly lead by example as they support environments that bring out the best in everyone. They truly become the change they wish to see in their organizations. PDJ
Bill Proudman, COO and co-founder of White Men as Full Diversity Partners, pioneered white-male-only workshops in the mid-’90s after repeatedly noticing that white male leaders disengaged from diversity efforts.
At BAnk of the West, We vAlue the individuAl.
Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and equal opportunity for all our employees. We’ve grown stronger thanks to our unique blend of people. After all, in today’s competitive banking environment, it is our employees that keep us a step ahead of the rest. For career opportunities, visit us online at bankofthewest.com. Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. Member FDIC. ©2012 Bank of the West.
The re-election of Barack Obama as President of the United States is significant in many ways. Historically significant, of course, but there is also a great emotional importance to those Americans who have felt disconnected or ignored by our government. This President offers a sense of accessibility to government that many citizens have never thought possible. He represents the makeup of America itself-a melting pot of cultures and belief systems, with no single ideology claiming primary importance. Profiles in Diversity Journal has invited leaders in the business world to offer their thoughts to the leader of the free world by posing the question, “If you had the opportunity for a one-on-one meeting with President Barack Obama, what advice would you give him as he begins his second Presidential term? What are your hopes for the country during the President’s last term in office?”
Letter to President Barack Obama, the 44th President of the United States Dear Mr. President: Please allow me to extend warm and sincere congratulations on your reelection this past November. Your victory was hard-won and demonstrated the importance of appealing not just to one’s base, but to the citizens of this nation as a whole. A house divided cannot stand, a reality that makes your firm yet nuanced approach to leadership especially compelling. It was reaffirming that your leadership style of collaborative engagement
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echoed throughout the halls of businesses across the United States. In a survey series administered by The Diversity Axiom, the research arm of True Blue Inclusion, 900 executives, business leaders, and change agents representing a cross section of industries were polled on their opinions regarding which administration, Romney or Obama, would do a better job addressing a number of the nation’s most pressing concerns. The issues, which included religious freedom, international diplomacy, employment and social programs, were presented as balancing acts. Respondents viewed your administration as the one most likely to be suc-
PRESIDENT BARACK OBAMA cessful in the handling of these challenges in an effective and balanced way. These matters are intrinsically linked and the survey supported that decisions cannot be made in isolation. These thought leaders, many of whom operate as chief diversity officers (CDOs), are committed to building a diverse, inclusive society where individuals are treated with dignity and respect as well as be optimal contributors in a free marketplace. CDOs recognize and support the ideal of diverse populations being best for a company’s bottom line. Their role includes creating and fostering an inclusive brand experienced by both employees and clients. They own a wealth of insight tackling the very same social challenges the country faces in building a more civil society. As you prepare to execute your agenda for the next four years, the following is offered for your consideration: • Position the U.S. as the foremost leader of diversity by strategically supporting agendas, programs, and companies that exhibit inclusive behaviors • Situate the U.S. to rise in the ranks as a global powerhouse by stressing the importance of cultural competency amongst Americans and other nations • Demonstrate high priority for a prosperous business community by making diversity and inclusion
takes us to the next level tomorrow. Making progress and positive changes requires us to look to and source from new places and people. From my personal and professional leadership experience with both small and large teams, I learned that growth opportunities emerged when engaging with and listening to the people surrounding me, while also giving equal favor and share of voice to the ideas coming from diverse groups of talent, experience, background, and expertise.
CATHERINE C. SMITH your strategy for a high-performing America Recognizing the enormity of the tasks at hand, we are confident that your legacy of being a great president will be applauded by your achievements in growing our economy, providing opportunities for our citizens and residents, keeping America safe, and fostering relationships that promote hope and peace abroad. Best wishes to you throughout your second term! Sincerely, Catherine C. Smith Founder, True Blue Inclusion The Diversity Axiom was created to offer D&I thought leaders a polling tool that provides a platform for their expertise to be heard nationally and globally. For more information and detailed results, please visit www.trueblueinclusion.com under Who We Are.
Mr. President: Born into a blended family of Mexican American and Irish American heritages, I value your administration’s ongoing focus on diversity and the benefits culture brings to our country. As your second term begins, I hope you continue embracing one specific message to our nation: What drove us to where we are today won’t be what
When defining “diversity,” many focus on what the word means in terms of demographics, overlooking a major focus area: the diversity of thought. This aspect of diversity enriches us in the office and in our communities, bringing with it fresh ideas and new opportunities. For example, many of my colleagues mentor and coach junior-level team members, sharing personal insight to navigate career challenges and drive their careers. But is this effective in helping them stay competitive? Will this drive value for the firm and our clients of the future? Though helpful and respectable, this traditional mentoring might not be strategic in terms of innovation, as it builds on a foundation of practices that worked before—not necessarily what will drive opportunities for tomorrow. Leaders in businesses, communities, social groups, and politics must consider the value of “reverse mentoring” practices, for which managers source and engage with less-traditional audiences of different races, genders, age groups, and professional levels for insight into thinking differently about what is important to them; what will drive growth, progression, and innovation; and what will gain new thoughts and perspectives for tomorrow. These less traditional, more diverse audiences are the leaders of tomorrow, so it is critical for any business, group, community, or country to engage them today, ensure their thoughts are heard, and have them participate in conversations that shape the future.
PEDRO VASQUEZ Through this letter, my hope is that for your second term, you and your administration will be challenged to practice what you’ve preached to us to move our country forward—and that we will be inspired to follow. Similar to your cabinet, Congress, and the administration, leaders across diverse industries, communities, and backgrounds are all considering innovative solutions to create jobs, ensure safety and health, protect the environment and people, and ensure stability for future generations. To effectively do so and make a lasting impact, we must embrace the old, try the new, and appreciate the people and diversity of thought surrounding us. Pedro Vasquez, Senior Vice President, Corporate Solutions, Jones Lang LaSalle Americas Dear Mr. President: Congratulations on your re-election and the opportunity to leave a legacy! As a woman-owned and minorityowned small business, I embrace four more years of your advocacy for diversity, inclusion, and small businesses. Providing opportunities for entrepreneurs from underrepresented groups is the key to economic prosperity, whether it’s implementing policies that will increase our access to capital
Leader TO Leader Many of these companies focus on diversity and inclusion. I know because the International Society of Diversity and Inclusion Professionals is one of them. Since launching the first global comprehensive association for the diversity and inclusion field in 2011, we have made a conscious effort to recruit people from all walks of life. That’s the power of diversity and inclusion. That’s what helped usher you through the doors of the White House four years ago. Despite the challenges you will face during your second term, that’s what fills me with optimism that you will lead us all down the path of economic prosperity. I wish you the best during your second term and will continue to pray for your presidency and our country.
CASSANDRA D. CALDWELL or ensuring that government-funded organizations follow inclusive procurement practices during the contract-bidding process. Although we have made progress, we are not there yet. As long as pockets of our society remain marginalized, our economy will never see its full potential. Only through financial empowerment for everyone will we be able to build a globally competitive nation filled with innovative thinkers who more closely mirror the world in which we live. You know first-hand that there’s no shortage of energy or ideas from entrepreneurs of all races, religions, ages, abilities, and genders. We just need access to opportunities and capital in order build our capacity to create more jobs and contribute to our nation’s economic prosperity. According to the U.S. Census: • The number of Hispanic-owned businesses is expected to grow 41.8 percent in the next six years to 4.3 million, with total revenues surging 39 percent to more than $539 billion. • The number of African Americanowned businesses increased by 60.5 percent (2002 and 2007) to 1.9 million firms, with employment growing 22 percent and exceeding non-minority-owned businesses. • There are currently more than 8.3 million women-owned businesses, generating nearly $1.3 trillion in revenue and employing 7.7 million people.
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Cassandra D. Caldwell, PhD Founder and Chief Executive Officer, The International Society of Diversity and Inclusion Professionals Dear President Obama: Our nation remains polarized on many important issues. As you prepare for a second term in office and put forth your priorities for the next four years, my hope for the country is unity on two key issues—improving our environment and investing in education. My hope is that whatever accomplishments you achieve over this time, your legacy will be one of unity, investment and challenge. Because we live in an extremely diverse country, with many backgrounds, beliefs, cultures and economic levels, it is important as the leader of our nation to instill a lasting sense of unity. How can you help to bring the country together? Build a future that people can collectively aspire to. Let us work vigorously to deliver a better world to our children, starting with a strong infrastructure and a clean energy policy that focuses on responsible resource development and high environmental standards.
TOM KING Invest in our future through education—especially in (STEM) science, technology, engineering and math, as well as through job training and economic development. This will drive growth, create jobs and contribute to building stronger communities and greater civic unity. It will foster a culture of skilled and knowledgeable people that are working together for a greater cause—that America is a nation of great opportunity. More than fifty years ago, President Kennedy challenged our nation to put a man on the moon, and that dare became a reality. Similarly, encourage the nation to embrace the belief that, while our challenges are large and complex, our cultural wealth and spirit of innovation uniquely positions us to achieve great solutions. In this way, through our cultural diversity, and diversity of ideas, we will find a common thread to pull the nation together. America will rise to the challenge. And through that, the nation will find ways to enhance society, here and abroad. Thank you for your leadership, Mr. President. We look forward to joining you as we embrace new challenges and opportunities over the next four years. Tom King Executive Director and President, National Grid USA PDJ
FROM THE EXPERTS
THE CONCEPT OF OWNERSHIP by Craig Storti Director, Communicating Across Cultures DL
HE CONCEPT OF OWNERSHIP GETS A LOT OF ATTENTION THESE DAYS. The notion is broad, embracing such
concepts as accepting responsibility, being held accountable, taking initiative, and especially using your own judgement/making independent decisions about matters that have expressly been delegated to you. This sounds straightforward enough, but taking ownership actually has a cultural dimension. In hands-off, empowering cultures like the U.S. (see sidebar), taking ownership is expected, encouraged, and rewarded. In most other cultures, it can get you into serious trouble. A client recently reconstructed this conversation with a direct report: NANCY: I was wondering how that design is coming along? VIVEK: We finished Phase I of the design in the middle of last week. I believe I sent you an email. NANCY: I remember. Yes I got that. VIVEK: Great. But I guess you didn’t have time to reply? NANCY: It’s been hectic here. But anyway, how’s Phase II coming along? VIVEK: Phase II? NANCY: How much is left on that? VIVEK: Did you want us to start Phase II? NANCY: Like it says in the implementation schedule. We went over all that together. VIVEK: Of course. The problem here is the cultural expectation concerning ownership. Nancy’s culture taught her to be a hands-off, empowering manager, delegating responsibility and then getting out of the way. After she and Vivek went over and agreed to the implementation schedule, Nancy handed this project off, not expect-
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ing to hear from Vivek until the design work was MOST HANDS-OFF completed, unless he had PER HOFSTEDE’S questions. CULTURE’S For his part, Vivek completed Phase I and CONSEQUENCES: then had a decision: Do I AUSTRIA, ISRAEL, just start Phase II without DENMARK, notifying Nancy, staying on schedule but acting FINLAND, GERMANY, without permission? Or AUSTRALIA, CANADA do I let Nancy know I’m AND THE U.S. THE ready to start Phase II and wait for her guidance? MOST HANDSThis could delay things ON: MALAYSIA, (as indeed it has), but I PHILIPPINES, MEXICO, would not be exceeding my authority or otherTHE ARAB WORLD, wise stepping on Nancy’s CHINA, INDONESIA, toes. INDIA, AND FRANCE. Vivek obviously does not feel that even though he and Nancy agreed to the implementation schedule, he should act at this important milestone without checking in. He would say he’s respecting Nancy’s prerogatives as a manager, and she would say he’s not taking ownership. As usual in such situations, each party did the right thing according to their culture’s rules. Which means that neither party was aware they had frustrated the other, and of course neither party intended to upset the other. In other words, both parties are upset—and neither is to blame—which is how it usually is with cultural differences. PDJ
FROM THE EXPERTS
THE GIFT OF MENTORING OTHERS by Karin Sarratt Vice President of Talent Management, WellPoint, Inc. DL
HROUGHOUT MY CAREER I’VE PARTICIPATED IN MANY DEVELOPMENTAL CONVERSATIONS INVOLVING MYSELF AND OTHERS.
One recommendation that never fades is “find yourself a mentor.” Perfectly good advice, but I believe “becoming a mentor” should be mentioned more often in the list of developmental opportunities. I know the request for mentoring someone else can sometimes come at an “inconvenient” time—when workload, taking over a new role, dealing with organizational change seem challenging enough. However, as we celebrate National Mentoring Month, I invite you to challenge yourself and others on this conventional thinking and entertain the idea that this might be the right time for you. Here are some of my thoughts about the gift of mentoring others. “The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires.” This quote from William Arthur Ward reflects so well what a mentor should aspire to. Think about those you regard as great mentors and you’ll likely find that it’s not so much what they said, but what they made you want to become. Step into mentoring with eyes wide open. Mentoring others is not to be taken lightly. A mentor has the opportunity to impact someone else’s professional path and, very likely, their approach to career and life decisions. This is a privilege that a mentor must approach with commitment and dedication. It’s never too early to start mentoring others. I believe we all have something to pass on to others, no matter how experienced or inexperienced we are. Being a mentor shouldn’t be reserved for those who wear a leader badge, but for those who see leadership as a personal call to develop others and themselves. A mentor gains satisfaction by sharing knowledge, expertise,
and influence, and helping others develop. As A MENTOR GAINS they guide a protégé in a SATISFACTION BY journey of self-discovery, they may also unveil and SHARING fine tune their own voice KNOWLEDGE, as a leader. EXPERTISE, AND Sometimes the teacher INFLUENCE, becomes the student. In one of my most memoAND HELPING rable mentoring experiOTHERS DEVELOP. ences I was mentored by a college student as part of a “reverse mentoring” program. I learned a great deal about the value of social media and technology. In fact, we held many of our mentoring sessions via Skype! It truly reinforced that any mentoring partnership can become a mutual learning experience and mentors should be open, humble, and wise to recognize the value younger, more junior protégés can bring. So, if becoming a mentor overwhelms you, I invite you to take a deep breath and give it a chance. This can be a unique opportunity to inspire others and, by doing so, to inspire you to be the leader you’ve envisioned. PDJ
Karin W. Sarratt recently joined WellPoint, Inc. as vice president, Talent Management. Sarratt leads all aspects of end-to-end talent management for the enterprise, including succession planning; management and leadership development; performance management; learning; training; organizational development; and recruiting and retaining high potential talent. January/February 2013
FROM THE EXPERTS
MEASUREMENTS OF TRADITIONAL LEADERSHIP SHIFTING DUE TO DIVERSITY by Trevor Wilson
Author and Global Human Equity Strategist, TWI Inc. DL
COUPLE OF YEARS AFTER MY FIRST BOOK WAS PUBLISHED IN 1996 MY CLIENTS STARTED TO ASK QUESTIONS ABOUT THE IMPORTANCE OF LEADERSHIP TO THE CREATION OF EQUITABLE AND INCLUSIVE WORK ENVIRONMENTS.
Intuitively, we knew that leadership was important to creating a work environment where each person is recognized and developed, and their talents are routinely tapped in to. However it was unclear which leadership competencies actually created this reality. A further challenge was identifying a way to measure these competencies. We turned to the Research Unit on Work and Productivity at the University of Western Ontario to help us identify the competencies of an equitable leader. The academic research team began with the hypothesis that individuals—specifically leaders— played an important role in creating and sustaining an equitable and inclusive work environment. The group set out to develop a measure of equitable leadership with the objective to identify a series of leadership competencies that create, support, and sustain an inclusive and equitable work environment. Approaches to measuring equity and inclusion at the organizational level and linking it to leadership behavior were still in the infancy stages during this period. The research team started with a thorough review of the literature and organizational best practice both domestically and globally, in order to identify leadership qualities that were linked to effective diversity management, inclusion, talent optimization, and human equity. One of the areas the researchers discovered was the relatively new discipline called positive psychology (not to be confused with positive thinking). The field of positive psychology was initiated in 1998 by Dr. Martin Seligman, who was the president of the American Psychological Association at the time. His argument was that psychology post-war had focused much of its efforts on human problems and how to remedy them.
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This influenced clinical psychology as a profession, with a great majority of professional psychologists focusing on what could go wrong with people. This is something we now called “deficit-based” psychology. The academics argued that the existing management/leadership model, which has been taught for decades in business school, has been based on deficitbased psychology. Commonly accepted models such as Herzberg’s Motivator/Hygiene concept, Skinner’s Behavioral Modification, Management by Objectives, and the classic Taylorite Scientific management model all preceded Seligman’s 1998 introduction of positive psychology. As such, the traditional leadership competencies will have evolved from the prevailing belief about people postulated by deficit-focused organizational psychology. This original research led to the introduction of eight leadership competencies most related to diversity, inclusion, and human equity. These are also leadership competencies that are approached from a positive psychology, rather than a deficit-based perspective. Later this year, the ten-year psychometric data for these eight competencies, compiled from almost 1000 leaders globally, will be analyzed. This new research will provide us with a quantifiable understanding of the impact of leadership behavior on the achievement of work environments where diversity is valued and people are valued because of, not in spite, of their differences. This research is also expected to allow us to better understand the benefits of moving from a deficit-based to a positive psychology management paradigm. Watch this space for the results of this exciting new work, expected in early 2013. PDJ
In 1996 Wilson started TWI Inc. to specialize in the area of equity and diversity as a business issue. In the same year, Wilson published Diversity at Work: The Business Case for Equity.
FROM THE EXPERTS
ESSENTIAL JOB FUNCTIONS ARE SIGNIFICANT ASPECTS OF HR COMPLIANCE by Nadine Vogel President, Springboard Consulting LLC DL
SSENTIAL FUNCTIONS JOB DESCRIPTIONS ARE A CRUCIAL COMPONENT OF HR COMPLIANCE, ESPECIALLY USEFUL IN THE MITIGATION OF RISK WHEN IT COMES TO THE TALENT ACQUISITION, MANAGEMENT, AND POTENTIAL TERMINATION OF INDIVIDUALS WITH DISABILITIES. In light of recent changes made to the ADA
and pending OFCCP legislation, essential functions has also become a crucial component of diversity as CDOs strive to include and properly support individuals with disabilities in their workplace. When completed appropriately, at a minimum, this process serves as the key document to determine if applicants are qualified for a given position, when responding to ADA accommodation compliance issues, and as an added and critical component of an organization’s performance management system. Essential functions are defined as basic job duties that an employee must be able to perform, with or without reasonable accommodation, and should be included in each job description, according to the ADA. A job function may be considered essential for any of several reasons, including but not limited to the following: 1. The reason the position exists is to perform that function; 2. There are a limited number of employees available among whom the performance of that job function can be distributed; and/or 3. It’s highly specialized—the incumbent in the position is hired for his or her expertise or ability to perform that particular function. Evidence of whether a particular function is essential includes, but is not limited to: 1. The employer’s judgment as to which functions are essential;
2. Written job descriptions prepared before advertising or interviewing applicants for the job; 3. The amount of time spent on the job performing the function; 4. The consequences of not requiring the incumbent to perform the function; 5. The work experience of current and past incumbents in the job. A duty is typically considered an essential function of the position if it’s important to the company’s operation, performed with frequency, there isn’t sufficient staff to reassign it, and it can’t be redesigned or performed in another way among other criteria. In establishing the essential functions of a company’s many position descriptions, the following must take place: 1. A comprehensive review and analysis of each of the organization’s documented job descriptions. 2. Individual interviews to better understand work experiences of incumbents in similar jobs. 3. A comprehensive review of the company’s related policies and procedures including but not limited to an organization’s Talent Acquisition Process, it’s RAC, Reasonable Accommodations Committee, and Performance Management System. Many readers may ask, is this really necessary? It sounds like a lot of work in the midst of many competing priorities. The quick answer is yes. PDJ
Nadine Vogel is president of Springboard Consulting LLC. Springboard (www.consultspringboard.com) is considered a global expert, working with corporations, governments, and organizations on issues pertaining to supporting the disability community in the workforce, workplace, and marketplace. January/February 2013
FROM THE EXPERTS
MANAGE THE MILLENNIAL SHAKEUP by Julie Kampf President and CEO, JBK Associates, Inc. DL
HETHER YOU’RE HEARING JOKES ABOUT THE OFFICE “GRANDPA” WHO DESTROYS FORESTS WITH WANTON PRINTING OR ABOUT “KIDS” WHO EXPECT A GOLD STAR JUST FOR SHOWING UP, YOU’RE PROBABLY ALREADY DEALING WITH GENERATIONAL DIFFERENCES.
Managing these differences will soon become more important than ever. Each day about 10,000 baby boomers reach retirement age. The generation that follows, Generation X, is smaller by more than 40 percent. Leadership positions increasingly will go to people now in their late teens to early thirties. This millennial generation will step into leadership not only with less experience than previous generations but also with less experience than many subordinates. The leadership shakeup will happen soon. Even today, the major corporations that work with my firm have no resistance to putting qualified young people in senior-level positions. Within a few years, they’ll have little choice. Millennials will make up more than 40 percent of the U.S. workforce by 2020, and one 2011 study noted that they will make up roughly 75 EVEN TODAY, THE percent of the world’s MAJOR CORPORATIONS workforce by 2025. No wonder half of more THAT WORK WITH than 1,200 CEOs in MY FIRM HAVE NO a 2012 global survey RESISTANCE TO from PriceWaterhouse Coopers said they’re PUTTING QUALIFIED concerned about atYOUNG PEOPLE tracting this generation IN SENIOR-LEVEL that simply doesn’t stay with companies long POSITIONS.
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enough. No wonder the first response among the generations is often fear and reluctance to work with people who see things differently. Some companies have launched initiatives from generational affinity groups to unlimited paid vacation in an effort to attract and retain millennial workers. Communication needs to change, and simple steps like restructuring staff meetings or using instant messaging can help older managers make the most of their millennial talent. Even small steps matter. In our firm, millennial teams have expanded our social media platform, established new uses for technology, launched philanthropic projects, and found many ways to improve the office environment. The Boston College Center for Work and Family reports that the millennial generation will tend to bring eight qualities to leadership: active attention, transparency, relevancy for others, relevancy for one’s self, passion, accountable leadership, autonomy through flexibility, and self-care as a reflection of organizational health. This sounds like a generation that can help us all make the most of our strengths. That’s why I believe that productivity will soar for organizations that embrace and manage generational differences. And, if your office is like ours, working together might even be fun. PDJ
Julie Kampf is president and CEO of JBK Associates. Kampf has much experience in the field of consulting on recruitment and retainment in the workforce.
FROM THE EXPERTS
DEVELOPING A DIVERSITY STRATEGY WITH IMPACT by Mary L. Martinéz
Director, Diversity & Inclusion Practice, APTMetrics, Inc.
SOLID, ACTIONABLE STRATEGY IS ONE OF THE MOST IMPORTANT FOUNDATIONAL ELEMENTS FOR SUSTAINABLE D&I CHANGE. However,
most organizations focus on the “what” of the plan, when our experience indicates that “how” and “by whom” the strategy is developed can have an even greater impact on its effectiveness. The most common frustration voiced by D&I practitioners is that senior leadership has not taken ownership of strategy and results, which in turn leads to lack of accountability, uneven implementation, and diminished outcomes. Frequently, these issues originate in how the strategy is developed and the roles played by stakeholders. If HR/D&I manufactures the business case and strategy, it’s going to be theirs to keep. Business leaders need to be in control, while HR/D&I, along with employee resource groups and other sources of expertise, need to help navigate. They supply direction, resources, and skill building as business leaders and teams determine and implement appropriate actions—based on the business imperatives for which they are already responsible. The D&I leader’s challenge is to make this happen, and the strategy development process is the starting point for achieving it. Here are some ideas on getting there: Actively engage executives in reviewing and exchanging ideas about the D&I status quo, making the linkages with business objectives, and determining priorities for action. Having built their own business case for D&I, first at the corporate level and then within each business unit, leaders are far more likely to communicate frequently about it and hold others accountable for taking action to implement it. • Turn to those on the executive team who “get it” to help you achieve this level of involvement.
• Couple education with strategy by featuring an engaging external expert who can then facilitate the business case dialogue. Engineer opportunities for executives to make personal meaning of the data through: • Two-way listening sessions; frequent dialogues between senior leaders and employee resource groups (ERGs); leaders taking a role in D&I learning events; having a cross-section of staff offer personal insights as an input to D&I strategy development sessions • One-on-one coaching by D&I champions to grow the cultural competence and increased comfort level of leaders with speaking about D&I goals and actions Equip D&I champions (HR or business influencers) to ask the right questions, e.g., • In what ways are the diversity characteristics of our customers changing? Do we sufficiently understand their needs and expectations? In what ways can we bring the internal diversity of our organization and/or external partnerships to bear on business success? • How will inevitable changes in the demographics of our workforce affect the culture of our workplace and capability to innovate and serve customers? Are there potential unintended barriers in our culture and processes that may filter out top talent, and if so, how can we remove them? It is only through the involvement of executives in deciding what the change should be that they establish a true commitment to making it happen. PDJ Mary Martinéz, director of Diversity & Inclusion Practice at APTMetrics, Inc., has more than 20 years of experience as an HR leader and consultant. January/February 2013
WOMEN ENTERING AND RE-ENTERING WORKFORCE
Balanced Hours is Not Just a Women’s Issue By Kenneth H. Stern, Stern and Curray LLC
ORKING A BALANCED or a reduced hours schedule
| In this issue of Profiles in Diversity Journal, we asked the leaders from some of the world’s most renowned organizations to share personal and professional stories related to women entering and re-entering the workforce. Here are their stories. 66
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has historically been considered a women’s issue. This characterization has allowed others, especially men in power positions, to pigeon-hole, disregard, or ignore the issue. Recognizing the universal importance and relevance of this issue is a critically important step in advancing the balanced hours movement. Even more important is creating a culture where every person is required to make an active choice as to how to balance work with their other pursuits. Giving everyone an opportunity to choose their work/life balance will dramatically reduce the stigma and resentment that often cripples a person’s ability to create a “balanced hours” lifestyle. I have worked a balanced hours schedule for most of my thirty-four years of practice as an immigration attorney. This includes the time that I was building and managing our firm of up to ten lawyers and forty staff. Only after starting the Committee for Balanced Legal Careers, a committee of the Colorado Bar Association, did I realize that my schedule and work/life balance fit within this definition. The term balanced hours normally means a reduced hours schedule but can also include more flexibility in work schedules, leveraging technology, and a whole host of other considerations. Our committee includes baby boomer lawyers, like myself, who want to spend time working in other areas of interest, as well as parents who want to spend more time with their children, younger lawyers who want a different lifestyle, as well as managing partners and legal administrators who believe that offering balanced hours options is good business and represents the wave of the future. I have worked the same reasonable number of hours (forty or less) since I became an immigration lawyer. In fact, our whole firm was structured to facilitate a balanced hours approach, including how we staffed the law office and billed our clients. Our approach did not compromise providing excellent legal services and turned out to be very profitable. At first I used my extra time to take care of my small children. Later I used this opportunity to coach youth sports teams. Most recently, I have pursued a second career in the area of consulting and executive coaching. Part of my coaching emphasis is helping attorneys at different stages of their careers create better work/life balance. I believe there is a high level of dissatisfaction among practicing attorneys, much of it caused by the lack of balance in their lives. I’ve seen many attorney friends struggle to raise a family and have a balanced life in the face of extremely high billable hour expectations. Many people have been forced to leave the practice of law in order to achieve better balance. I believe that the future success of the legal field depends on creating approaches and policies that allow all attorneys some reasonable flexibility in determining their work/life balance while also keeping the firm profitable. PDJ
* 2013 WomenWorthWatching award-winners denoted by this symbol: W
▼ FIXING THE ENVIRONMENT THROUGH FLEXIBLE AND INCLUSIVE CULTURES By Karyn L. Twaronite, Partner and Americas Inclusiveness Officer, Ernst & Young DL
omen increasingly represent our largest talent pool. Research shows they surpass men in attaining bachelor’s and master’s degrees and they have increased in labor force representation since 2007. In fiscal year 2012, 48 percent of Ernst & Young hires in the Americas were women. They also represented an all-time high of 48 percent of alumni recruited back to the firm. We are committed to establishing lifelong relationships with our people because it makes our business stronger, and this requires understanding and working through their personal and professional transitions. Back in the 1990s, however, our women were leaving at a much faster rate than men. It wasn’t that these women left the workforce—they left our firm seeking careers with more predictable schedules. We took action, starting our gender equity efforts. We initially launched policies and programs aiming to “fix women’s issues.” Over time, we broadened our definition of success, striving to “fix the environment” to foster a diverse and inclusive workforce for all of our people. Ultimately, we focused on establishing a flexible and inclusive culture valuing a range of differences. Reinforcing that flexibility is not a “women’s issue”— it’s a benefit for and desire of everyone—helped us close the wide retention gap between our women and men. In my role, I’ve met thousands of our people, and I’ve heard why day-to-day flexibility must be for women and men. Personally, I experience this as one of two working parents who both travel extensively. We each must have flexible schedules to help one another meet our professional and personal goals. A Pew Research Center report released this year shows that while the percentage of women (51 percent) saying their career is highly important has surpassed that of men (49 percent), both value marriage and parenting more. This differs from 1997, when data showed young men placed greater importance on their careers than family. Progressive organizations recognize that needing a flexible and inclusive work culture is not a women’s issue—it’s smart and modern business. PDJ
Shifting Gears: From College Recruiting Executive to Caregiver By Cassandra D. Caldwell, PhD, Founder and CEO, International Society of Diversity and Inclusion Professionals DL
N 2008, AFTER two years of working my
way up the ranks to National Director of College and Strategic Relations in the Talent Acquisition department at Sodexo, I had to take on a new job responsibility: caregiver for my mother, who had been diagnosed with terminal cancer. While I thought I was well-adept at juggling multiple tasks and tackling any work-related challenge that came my way, nothing prepared me for the all-consuming challenge of caring for my Mom during the end of her life. I opted to off-ramp my career and take FMLA (Family and Medical Leave Act), which entitles eligible employees up to twelve weeks of unpaid, job-protected leave to care for a spouse, child, or parent who has a serious health condition, among other reasons. Looking back, this life-altering experience could have been more of a struggle had it not been for the understanding of my employer and coworkers. Everyone at Sodexo provided support and genuinely cared about my well-being. I received care packages from senior executives and colleagues regularly called to find out how my Mom was feeling (not to inquire about my return). And when my mother passed away, my supervisor flew from Colorado Springs to my hometown in North Carolina to attend her funeral along with other coworkers. I will never forget their warmth and kindness during my loss. I’m not alone in my experience. Caring for others inside the organization and in the community is ingrained in the Sodexo corporate culture, and that’s how the company is able to successfully retain employees from such diverse backgrounds. Sodexo’s constant support and understanding helped to ease me back to into my job. The best way for on-ramping employees to smoothly transition back into the workforce is to be realistic. As much as you may want to prove your worth to your employer upon your return, you aren’t superhuman. My advice is to schedule a one-on-one with your supervisor as soon as you return, because it helps to quickly get you grounded and identify changing priorities while you were absent. PDJ January/February 2013
WOMEN ENTERING AND RE-ENTERING WORKFORCE
4 Ingredients for Successful Work/Employee Partnerships By Carmen O’Shea, Head of Talent Marketing and Interim Head of Diversity, SAP
ike many women, I wear numerous hats—mother, wife, friend, philanthropist, and an anthropologist who loves inspiring others and tries to make an impact in the world. My work identity is the head of Talent Marketing at SAP. In addition to my Talent Marketing position, I was recently asked to assume an interim role as head of Diversity. I have taken advantage of a number of working options at SAP. I was parttime for a while after my children were born. I work from home often. I sometimes work very early or very late hours. My ambition is still there, but I want to ensure at each stage that I am spending the time I need with my family, friends, and also on myself. SAP has allowed me to continue to progress, thinking of the longer run and not dwelling too much on one particular point in time.
I appreciate this partnership I have with my organization and believe it benefits me, my team, and SAP. In my experience, the following are the four components that make for a successful work/employee partnership: 1. Flexibility Flexible options like adjustable work hours, telecommuting, and virtual teams have enabled me to plan my own working day around times that work best for my colleagues and me. Sometimes it’s key to think of things in a different way to strike the right balance. Don’t assume anything is set in stone—give it a try or ask! 2. Relationships In addition to the corporate culture and values at SAP, developing and maintaining solid relationships with my manager and team are also critical in helping me continue my career growth while raising a young family. Having a manager who trusts me and believes I will get
HOW WE CAN FIX THIS By Evelyn Angelle, Senior Vice President and Chief Accounting Officer, Halliburton DL
GRADUATED FROM college with a degree in accounting in 1988
and entered the workforce as an audit professional at a then-“Big Eight” accounting firm. I didn’t immediately sense there was a difference in how my peers were treated, or how we treated each other, based on gender, but over time, I did occasionally encounter inequities. I heard both my male peers and those in leadership positions make inappropriate comments about female professionals. It always made me feel small. When I was expecting my first child, I was told I was being reassigned to a lower-profile and less complex client base so that I “could focus on being a mom.” My son is 12 years old now, but that still hurts to think about it. Some years have passed, and I do think the workplace environment is much better now for women professionals. Many companies have diversity programs in place which focus on building a culture that respects their employees’ needs, particularly when they have young families, resulting in higher retention of top performers. (Though I’m sure without thinking too much you can recall a recent example
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my work done allows me to achieve work/ life balance and professional success. 3. Reputation Trust comes first, with my manager and stakeholders. Being known as someone who is reliable, takes initiative, and delivers superior results with integrity are the foundation to making the partnership work. 4. Team Building a strong team of passionate, talented individuals who are self-starters is also critical because I know I can trust my team to get things done and can focus my time on strategic initiatives. They have my back, and I have theirs. The balance is never perfect. It’s essential to remember that both needs and opportunities change at different stages, so it’s important to stay open to arranging things in the best way for each phase. PDJ
of a women being treated unfairly.) So, how can we fix this? We start with ourselves. Due to my own experiences as an ambitious professional woman, I know how I do and do not want to be treated. I don’t want someone telling me what my priorities should be, and therefore, how my workload should change. I want to be evaluated based on my abilities and my contribution to the company. In essence, I want to be treated with respect. There are times when my employees are away because of maternity leave, family reasons, or health issues. I recognize these are temporary situations that do not have to define their worth going forward. I do my best to respect their needs and look at their overall contribution, not just that it might be inconvenient they are not here today. I want my people to feel supported during unusual times in their lives. I want to create a work environment that is family-friendly. That means, yes, you should be able to leave work a little earlier to see your child play trumpet at his band concert. It is important—don’t convince yourself it’s not. As individual leaders, we need to model this behavior in our own lives and support our employees when they need it. PDJ
MacAdam Sees Opportunity to Advance Company and Industry
The Career Escalator
By Ailie MacAdam, SVP, Bechtel Limited Delivery Director Central Section, Crossrail W
ALANCING A CAREER with leaving work to have children is a
challenge I and many of my colleagues have faced, but in my experience women do not typically discuss this challenge openly in the work arena. The construction industry is traditionally male-dominated, and women have struggled to secure strong representation at senior levels of management. Although I personally have received terrific support from my company, Bechtel, the environment present throughout the construction industry does not typically facilitate open discussion about the challenges women face when they have a family. If construction companies do not provide support for women who are the primary caregiver within a family, they will miss out on the benefits of a wider, more diverse talent pool. At the Crossrail project in London we are working to create a women’s network as a positive step towards addressing this issue. One of the key benefits of this network will be for women to learn from, and be inspired by, role models. I was disheartened recently to hear the experiences of one of our young engineers, Katherine, at a recent ‘young professionals’ conference. “What I found interesting about this conference was that all the speakers were men, they identified men as inspiring people, and the majority of the photos put up on the screen were of men. Considering there was a healthy representation of women in the room, I found this disappointing,” related Katherine. Her comments brought home the fact that career-focused women need to be able to look up and see other women who have achieved great things from whom they can gain strength and support. The women’s network will bring such women together and invite role models to speak and share their stories and advice. These women will also provide a mentoring/support framework for women entering and re-entering the workforce after having families. We have recently taken the decision to widen the networking action group to our main contractors. This will not only increase the networking power of the group, but also improve relationships between companies. Collaborative working relationships are key to the successful completion of construction projects, and coming together to make a positive contribution towards solving gender balance issues reinforces those relationships. Crossrail is the largest infrastructure project in Europe, and we have the opportunity to improve the construction industry and leave a lasting legacy. Empowering women to speak openly about the issues they face will play a vital role in changing the culture in the construction industry, making it a better, more inclusive place to work. PDJ
By Nancy A. Lottinville, Counsel, Real Property & Environmental Department, Gibbons P.C. DL our decades (and counting) into a legal career that I began as a female member of the first Title IX law school graduating class, it has become clear to me how much women’s career paths have evolved from the then-traditional, full-time, uninterrupted practice of law. That male-dominated model prevailed when I graduated from law school in 1975. Now, however, a satisfying, successful legal career does not require decades of continuous uninterrupted work to the detriment of work/life balance. By the early 1990s, we began hearing a lot about the choice between the “career track” and “mommy track,” the latter implying that we were giving up the possibility of significant advancement in law firms. But soon thereafter, it became clear that these were not the only choices. Many factors contributed to a swift evolution in attitudes that gave everyone, especially women, the opportunity to design their own successful legal career paths, including: tremendous increase in the numbers of women attorneys; the internet; choices in child care and elder care; maternity and family leave legislation; and part-time employment options that simply did not exist decades earlier. A legal career path, like most others, is now much more like a series of trips on successive escalators. As long as you keep moving upwards, there should be no hesitation to step off at any level, as long as you have the confidence and support to step back on and continue moving upwards to the next level. For myself, after a traditional judicial clerkship and six-year stint in a small general practice firm, I “stepped off” in the early 1980s to raise two children while practicing at a reduced but very comfortable level. I did per diem work, represented a public entity, and slowly increased my legal activity in my particular area of law. The key to this career path was constant networking, which I achieved through pro bono community involvement and volunteer work in my children’s schools, while also staying in contact with traditional legal organizations. It worked for me. The combination of my specialized, though part-time, experience in a specific area of practice and the contacts I had made as a volunteer led me to an opportunity for a full-time position at a large firm and a very fulfilling career. At that point, I stepped back on to the career escalator, when I was ready, willing, and above all, enthusiastic to continue the professional journey. The point is, nowadays, a career path can and will be designed by the individual, and whether by choice or necessity, a step on and off the upward path is really only a pause that provides a multitude of opportunities to further develop that path. PDJ January/February 2013
WOMEN ENTERING AND RE-ENTERING WORKFORCE
Re-entering the Paid Workforce with Confidence
Career Rotations of Primary Caregivers
By Dr. Beatrix Dart, Associate Dean of Executive Degree Programs and Executive Director of the Initiative for Women in Business at the Rotman School of Management, University of Toronto W
By Christine Stangl, HR Director, Lewis and Roca LLP DL
eturning back to work after a prolonged absence can be challenging. I have seen this first-hand among my friends and colleagues alike. They struggle with job search, determining what level of pay and responsibility they should seek out, and question whether their skills are up-to-date and will meet the mark in today’s job market. The first question to answer is why do I want to return to work? The answers are usually financial in nature, from wanting an independent source of income to helping meet shortfalls in family income. They can also be more psychological motivations such as a desire to regain the personal satisfaction, power, and/or status that a successful career can provide, or the desire to give back to society. In my experience, the more honest you can be with yourself when thinking about your motivations for returning to the paid workforce, the easier it will be to find support from your family and friends. The next step is to overcome the internal obstacles that may stand in your way. There may be anxiety about making a full-time commitment to a new job, or concern about whether your previous work experience will still be relevant. Some women also question whether giving up the control over their days and unpaid contributions at home is worth the pay and new responsibilities they will gain when they return to work. It is not uncommon to feel guilt about not running the “perfect” household or being the always-available caregiver. These are very real obstacles, and you need to find support to overcome these emotional challenges. And then there are the practical questions: What job will be the best fit for me? What should I be looking for? Could I work part-time? How do I update my skills? How do I write a résumé and acquire training on interview techniques? How do I build a professional network to help me find a job? What might be my market value should I have to negotiate my new salary? Will I be able to adjust to work in a team environment? To answer these questions, look for tailored programs such as the Back to Work Program at the Rotman School of Management. Programs like these provide a safe support environment where you can get inspired, create your professional network, update your skills, and get hands-on help with your job search, leading to the ultimate goal—your successful come-back. PDJ
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alk about flip flopping—nowhere does it happen more than in the modern day family. Dad’s the breadwinner. No wait, Mom got a better offer and Dad’s taking a year off to be Mr. Mom. Oh wait, Grandma needs to move in with us. Dad’s going back to work so Mom can care for her mother. And on and on it goes. Women in particular often become the primary caregivers of their family and may work intermittently throughout their careers. The recession has triggered the need for many to secure paying jobs in the midst of child rearing or other family circumstances. Starting and stopping a career may have unintended consequences such as feeling pressure to accept jobs that aren’t challenging and don’t utilize former skills and experience, or compromising on compensation. There are, however, ways men and women can mitigate these disadvantages and keep their head in the game for their eventual return to the field. 1. Continue to read trade journals or other resources related to their field. For instance, a human resource professional should stay up-to-date with federal and state employment law changes. 2. Keep trade association memberships current and attend the meetings. Trade associations typically update members of industry changes on a regular basis and the meetings provide excellent opportunities to network with other people in the field. 3. The best time to update a résumé is before leaving the workplace, when projects and activities are fresh in one’s mind. Was money saved by streamlining a process? How much and what impact did it make on the bottom line? Facts and data like these stand out on a résumé. 4. Requesting reference letters from coworkers and managers is more successful when an employee is still interacting and visibly contributing. Being proactive and collecting recommendations while accomplishments are fresh is a home field advantage. When the possibility of reentering the workforce is distant— such as a year or two away, there are steps future employees can take to work on their marketability. The first is to join an online business site, or if already a member, ensure profiles are always up-to-date. Also, take advantage of the many industryspecific online groups or associations and contribute often to the discussions. Reading and responding to industry blogs is an effective way to keep an individual’s name on the radar. Volunteering in a related field can help to make new contacts while sharpening rusty administrative and computer skills. Finally, an effective and fun way to pave the way for workplace reentry is simply staying in touch with former coworkers by socializing and occasionally helping out on crunch-time projects if that’s a possibility. The “free agent” work style has become a fact of life, and should not mean the end of the career we once knew. PDJ
Hawaii Mother Juggles Work and Family By Jill Baldemor, Executive Director, Teach For America-Hawai’i
s a mom of three, wife of Hawaii’s deputy CIO for business transformation, and the executive director of Teach For America Hawai’i, I often feel my primary job is that of a juggler—I do my best to keep balls in the air, while also assessing which balls to let drop. I’ll be the first to admit that competing demands can be challenging and my days are full and fueled by coffee. On a typical day, my hours are long, but I make it a priority to leave the office at 4:30 p.m. for school pick-up, afternoon activities, homework, and family dinner. As tiring as it often is, I feel incredibly fortunate to have the opportunity to hone my juggling skills, and be able to spend time with my children and family, while also growing professionally and contributing to my community. At Teach For America, our organization celebrates persistence and hard work toward our mission to close the achievement gap, but also endeavors to give staff members the space to pursue their unique personal priorities as they shift over time. Our organization empowers people to make time for paddling lessons, yoga, night classes, or in the case
of a working parent like me, soccer and family dinners, so we can build and sustain a meaningful and satisfying career. As a manager, it is not always easy to create the space and time for personal priorities. Often times, it requires a real shift in the “way we do business.” I truly believe, though, that people are an organization’s greatest asset and the benefits of retaining our people—diverse strengths, perspectives, skills, and talents, among others, are well worth the challenge of change. I was reminded recently of what a ripe topic this was at the Wahine Forum hosted by Hawai’i Business Magazine and the Junior League of Honolulu. Hundreds of women gathered to listen and learn from a variety of women leaders in the workplace. The presenters were engaging and the workshops thought-provoking, but I was most inspired by the sheer volume of women who filled each conference room wall to wall. If we can keep them in the workforce, we are set to succeed. PDJ
Raising Children While Working: A Mother’s Story By Mary Pat Welc, Senior Vice President, Hospital Rehabilitation Services, RehabCare
ANY WOMEN ASK themselves if it is
possible to “have it all” by balancing their career, family, and community involvement. In more than thirty years of working both full-time and part-time and raising a family, I can say that it’s possible to have it all, but maybe not all at once. Like many women entering the workforce, I began my career working fulltime, in my case, as a speech-language pathologist at a Chicago hospital. My family was small and we were able to juggle work and kids’ schedules. When we were transferred several years later, I was pregnant with my third child and decided to work part-time as the cost of child care for three was prohibitive. I took a part-time position in home care which allowed me to continue my career while setting my own hours; this meant more time with my kids and less expense for daycare. It was great to keep working and have meaningful time
with my kids. The downside was that I worked by myself and after two years I was ready for the mental stimulation of working with other people. Two of my kids were in school most of the time. I found a full-time management position at a hospital that had daycare so I could work and see my youngest frequently. This arrangement worked well, but when we moved back to Chicago I worked as a part-time staff therapist position to help my children acclimate to new schools. Once the family had settled into the new community, I transitioned back to a full-time position and over time added more administrative responsibilities, ultimately becoming the director of the service as well as conducting accreditation surveys for the industry trade group. When our hospital system merged with another, I decided it was time to test the market and made the move to RehabCare. The position required travel, but at that point in my
career I was able to shift more focus to my career. In my sixteen years at RehabCare, I have been able to leverage the skills I gained through my work experiences to take advantage of new opportunities afforded to me as part of a larger national enterprise. My career today is challenging but incredibly rewarding. I have gotten here without having to choose between a successful career and commitment to family. My situation is not unique; many women in their thirties struggle with work/life balance. They have worked hard, have children, and want to know how they can take time to be with their children and not give up their careers. I would say you don’t have to do it all when you’re thirty-five. A career is made up of a series of professional pursuits and in total you can get where you want. PDJ
Global Diversity | Emprego and Vida in Brazil Work and Life in Brazil
with Global Diversity Consultant Melissa Lamson
razil is a large country: it occupies about half of South America and it takes roughly five to six hours to fly from north to south. Southern Brazil has more people with European roots: German, Italian, and Portuguese, while the middle and northern part of the country has more people of African, Indigenous, and Middle-Eastern descent. For quite some time now Brazil has had an extremely diverse society. Since the 1800s, legislation has encouraged people from all over the world to
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come to Brazil, making it the thirdlargest immigrant nation next to the United States and Argentina. What makes Brazilâ€™s melting pot unique is the strong social tolerance for cultural diversity. In fact, it is the country with the largest number of interracial marriages. While there is quite a bit of acceptance for racial differences, socioeconomic diversity is still a contentious issue. Like most countries, poverty, crime, and general safety concerns also cause Brazilians to be more cautious about certain peoples or particular
| Brazilian Leader at SAP Labs Talks Diversity With Thais Catarino, Talent, Learning and neighborhoods that may be considered Organizational Development Consultant, more dangerous. However, generally SAP Labs Latin America you’ll find that people are very open and hospitable to all kinds of diversity. In What does diversity mean for SAP Sao Leopoldo, fact, according to Thunderbird’s Global Brazil? A: SAP Labs Latin America counts diversity as a busiMindset Inventory, statistically Brazil has ness imperative. Our initiatives in regards to diversity the highest Global Mindset score in the aim at employees’ engagement and management world. practice with executive support. We believe by having Brazilians love to travel and its worka diverse workforce we are able to better understand the customer’s needs force is curious to understand how busiand consequently deliver stronger solutions. ness runs around the world. While other In general, what are important issues for diversity in Brazil? countries in Europe and North America A: In Brazil there is a low availability of female professionals in the IT have some mobility resistance issues, market. In Rio Grande do Sul, in the south of Brazil where SAP Labs Latin much of Brazil’s workforce dreams of America is located, women comprise only eight percent of IT graduates. moving, working, and living in other Based on that, we are focusing on attracting the most qualified women countries. in the market and also motivating and retaining our female workforce by Brazil’s population is estimated at fostering personal and professional development. 206 million people with the median age What are your priorities for diversity programs in 2013? being 29.3, almost ten years lower than A: In 2013 SAP Labs Latin America will continue to develop its managers that of the U.S. and fifteen years lower and employees on diversity topics through classroom trainings, leadership than many countries in Europe. About talks, and employee-driven networks. Our targeted areas are gender coop87 percent of the total population lives eration and cross-cultural interaction. PDJ in urban areas, and the major cities for business are Sao Paulo, Rio de Janeiro, and Porto Alegre. Porto Alegre and the surrounding area is where the IT hub of Brazilian Culture Brazil resides, a kind of Brazilian Silicon fact, one of Brazil’s challenges working globally is that most of their busiSamba, soccer (football), and Valley if you will. ness partners are Spanish-speaking. swimsuits are not the only things Many companies offer Spanish lanBrazilians like to be known for. Aspects of Diversity in Brazil guage classes in Brazil. Although these cultural traditions are The workforce is young, and many Most people in Brazil are Roman well-loved, there is much more to the students pour out of the local universiCatholic. A few years ago a famous culture, people, and environment of ties well-equipped for jobs in IT, teletelecommunications company tried Brazil. communications, and other industries. to recruit jobs for a position entitled The first thing one should know Brazil is a fast-developing market and “New Business Evangelist.” They about Brazilian culture is that friendis one of the top trading partners for were surprised when they didn’t get liness is very important. They apprethe United States. China, the U.S., much response to the innovative, ciate politeness and manners, so it is and Argentina are Brazil’s largest marhip-sounding job title. According to encouraged to use them wherever you kets, according to data from the UN potential job candidates in Brazil, are. Obrigado means thank you and Statistics Division and World Statistics they said it would be considered blas- por favor is please in Portuguese. Pocketbook. Brazil also has good trade phemous to come home and show The boundaries are less clear than relations with Europe. their families a business card with in other cultures where work relationBrazilians speak Portuguese, a mixture “Evangelist” in their title. Religion ships end and friendship starts. In of Spanish, French, and Italian words. still plays a major role, at least cultur- other words, people are often friends However, contrary to popular belief, it ally, in Brazilians’ lives. with people they work with and sosounds very different from Spanish. In January/February 2013
| Q&A with Andrea Zilio, Technical Support Director, Global Support Services - Brazil, Dell How does diversity impact your job, business unit, and the company as a whole? A: We take diversity very seriously at Dell, simply because our customers are diverse and we need to be able to see things from their perspective to provide a good service. The impact of having a diverse team is better ideas and better results, as we have different styles and perspectives. The working environment is richer and it helps people grow. As we are a technical field, it is a challenge to hire female employees; IT is still seen as something for “geeks.” We end up having more women in leadership positions. On average, women don’t like the technical side, but they like the management side. What I’ve seen is that men accept a female boss very well in our field.
have a global initiative called “IT is not just for geeks” where we visit high schools and talk to students about the technical field to attract female students to IT. We decided to go to the high schools because we found targeting at college was too late; the number of girls entering IT was already too low. Regarding people with disabilities, we are very proud of the results we have so far in attracting and helping these professionals grow in their careers.
How would you say Brazil approaches or manages diversity differently than the United States or Europe? A: I think we are behind the U.S. and Europe in terms of managing diversity. We have so many basic problems to solve in Brazil as a young, emerging country that we still do What is Dell’s business case for diversity management not have the level of maturity to treat diversity in the right in Brazil? What are your diversity objectives? way. The government creates quotas in colleges to try to A: In Brazil our main diversity focus is female employees include black people and Indigenous people, but they do and people with disabilities. When I came to Dell six years not solve the real problem, which is the basic education ago, I was told whenever I had two candidates equal in provided. Many students end up entering college and not terms of competencies in a selection process, I should being able to follow through and finish. choose the diverse one. I always have this in mind when We have so many problems in accessibility; people with recruiting. disabilities have big issues to overcome. Companies are At Dell we have many initiatives to bring diversity. The learning and adapting to receive them. We are improving. WISE (Women in Search of Excellence) team is our diverIn my opinion, the bright side of the situation is that the sity group responsible for attracting and developing female Brazilian people are a diverse people, formed from many talents. The goal is to have a better balance in male/female different origins—European, African, Indigenous, Asian—so employees and to encourage more females in leadership we are open to diversity. We have now a female president, positions. In the IT area, only 20 percent are female. We our first one—this is also a sign we are improving. PDJ
cialize with colleagues after work. It’s also not uncommon to have people gather at one’s home, even those one doesn’t know well. A “friendship” is important to build trust, and if one wants to do business in Brazil successfully, one needs to make time for relationships. Brazilians fall on the less direct scale and discussions are rarely controversial or debate-like in nature (as opposed to Central Europe, for example). People try to maintain harmony by staying on more neu-
tral topics and giving any negative feedback subtly. It can sometimes be hard to know whether someone truly appreciated one’s approach to a task or the content one delivered, or just found one to be a nice person to be around. Ask open questions to allow for more dialogue and sharing of opinions. Time and schedules can be more flexible (although in the southern part of the country punctuality is emphasized more); things function well and people aim to please, especially
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business travelers. Make sure you collect cell phone numbers and have the ability to call someone right away if something goes awry; any issues will quickly be remedied. Although Brazil is developing quickly, business moves fast, and the energy is high, there is still an easiness in Brazil—an easygoing, laissez-faire attitude where people joke, laugh, and share their feelings. One gets the impression people enjoy their existence and understand the meaning of life. PDJ
Recognized for Excellence in Innovation by the Profiles in Diversity Journal ÂŽ 9th Annual Innovations in Diversity Awards
May 6-8, 2013 â€˘ Atlanta, GA
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@MikkUGA: #Diversity is the vision that allows us to have true #freedom @Shondaross: My life journey has taught me there’s more #perspective in life than those of the people who look, think & act like you! #diversity @LouKavar: Create a world that is more #respectful, more #tolerant, more appreciative of #diversity
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DIVERSITYJOURNAL.COM LET THE FORCE OF THE 21ST CENTURY BE WITH YOU, By Maria Collar “As the world around us becomes increasingly diverse, our corporate environment is urged to transform into a more complex, interconnected, and dynamic living organism able to actively interact with its environment. Hence, leaders today must be able to cross diverse boundaries, either be within or between entities, in order to create sustainable solutions for the complex problems of tomorrow.”
BRIDGING THE GENERATIONAL GAP BY INCORPORATING MENTORING PROGRAMS IN THE WORKPLACE, By Tameka Lowe and Kathryn Osterbrock “By having such diverse traits and styles in the workplace, organizations run the risk of creating challenges. Therefore, organizations need to be dynamic in their approach when creating a more inclusive work environment. Creating a work environment that understands and manages these challenges will ensure a workforce that is competitive, efficient, and sustainable.” To read more, please visit diversityjournal.com.
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“Take time for yourself and stay #positive. You will be more #productive and people will want to work and play with you.”
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Diversity History NOVEMBER/DECEMBER
National Mentoring Month is this January.
Lincoln signed the Emancipation Proclamation, effectively ending slavery, on
Get involved by becoming a mentor, partnering with a mentoring organization, or making a donation at nationalmentoringmonth. org.
January 1, 1863
Phillie Casablanca, Flickr
Duncan Lock, Dflock
Antonio Milena, Agencia Brasil
India Republic Day is celebrated each year on January 26. The main parade takes place in New Delhi. Republic Day commemorates when Indiaâ€™s Constitution came into force.
January 22, 1973: Roe v. Wade, the controversial ruling that effectively legalized abortion in the United States, was decided.
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February 21, 1965: Malcolm X was assassinated.
National Grid is proud to embrace diversity in the workplace.
DON’T LEAVE TALENT UNTAPPED: TIPS FOR MANAGERS OF CULTURALLY DIVERSE TEAMS
s the workforce explodes in numbers of women and ethnically diverse populations, especially in knowledge-intensive work, it is critically important for managers to understand the untapped potential of this workforce—and to realize that many of these highly talented individuals prefer not to showcase their work publicly, based on their cultural upbringing and traditions. They may talk very little in team meetings, may not socialize with you in your office, or even purposely not bring up concerns or issues, but their knowledge and potential run deep. Managers need to know learn how to tap into this talent. Here are some ideas. 1. At team meetings, invite the quieter team members to provide their perspectives. Better yet, let them know you want to hear from them before the meeting so that they can come prepared with their thoughts. 2. Speak privately with these individuals because they may not want to bring up controversial topics in public. Often these individuals can provide critical perspectives and pieces of information. 3. Take them out to neutral places, like lunches, to discuss how things are going, explicitly asking what is going well, and what can be improved.
A wise man will make more opportunities than he finds.
— Francis Bacon
4. Support and reward them for making recommendations in public settings. Discuss ways to cue them to speak up in meetings and publicly recognize their suggestions to encourage them to speak up in the future. 5. Set up a reward system for these individuals that recognize their suggestions. Getting the most out of our ever diverse workforce requires managers to start with the end in mind, understanding desired outcomes and developing tailored strategies to motivate and encourage their team and employees. Judy Shen-Filerman is the principal and founder of Dreambridge Partners with expertise in advising individuals how to navigate American corporate culture. Her firm specializes in communications and leadership development for newcomers to American corporate culture, ranging from women, minorities to non-Americans.
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DID YOU KNOW?
Founder Jeff Bezos renamed the company Amazon (from the earlier name of Cadabra. com) after the world’s most voluminous river.
BMW’s namesake comes from Bayerische Motoren Werke, or Bavarian Motor Works.
The design is based on a layout created for the Sholes and Glidden typewriter and sold to Remington in the same year, when it first appeared in typewriters. It became popular with the success of the Remington No. 2 of 1878.
is a zipper manufacturer named from Yoshida Kogyo Kabushikikaisha ( Yoshida Company Limited ) after the founder, Tadao Yoshida.
Coca-Cola was the first beverage company to use Santa for a winter promotion.
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Perspectives Ideas as diverse as the people behind them. 3M innovations are born from the contributions of many. Along with more than 84,000 employees in more than 65 countries, you can share your ideas and shape the future. Be part of what’s next.
Corporate Index 2U............................................. www.2U.com..........................................20-21 3M............................................ www.3M.com..............................................81 ABC News.........................www.abcnews.go.com...................................31-32 Amazon.com.........................www.amazon.com...........................................81 American Council on Education............................... www.acenet.edu............................................20 American Express.........www.americanexpress.com....................................35 APT Metrics........................ www.aptmetrics.com.........................................65 Ariel Investments........... www.arielinvestments.com....................................10 AXA.......................................... www.axa.com..............................................35 Ballard Spahr.................... www.ballardspahr.com..........................................6 Bank of the West......... www.bankofthewest.com....................................55 Bechtel Limited..................... www.bechtel.com............................................69 BMW........................................www.bmw.com..............................................81 Booz Allen Hamilton....... www.boozallen.com..................................35, 82 Capital One........................ www.capitalone.com.........................................36 Catalyst................................. www.catalyst.com.......................................7, 17 Cenergy International.........www.cenergyintl.com...........................................7 Center for Legal Inclusiveness..........www.centerforlegalinclusiveness.org.............................77 Charles Schwab................. www.schwab.com..............................10, 36, 59 Chevron..............................www.chevron.com..........................................23 Citi........................................... www.citi.com........................ Inside back, 36 CLASP.....................................www.clasp.org.........................................26-27 Coca-Cola............................www.coca-cola.com..........................................81
Cooper Hewitt....................www.cooperhewitt.org........................................19 Coursera............................... www.coursera.org...........................................21 Darden Restaurants..............www.darden.com.......................................48-50 Dell.......................................... www.dell.com...............................................74 Dreambridge Partners......................www.dreambridgepartners.com.................................80 Duane Morris.................... www.duanemorris.com.........................................7 EQT Corporation......................www.eqt.com.................................................7 Ernst & Young.........................www.ey.com.........................................67, 83 Fastenal................................ www.fastenal.com.............................................7 Federal Aviation Administration........................... www.faa.gov...............................................37 FordHarrison......................www.fordharrison.com........................................37 Georgetown University...... www.georgetown.edu........................................20 Gibbons P.C....................... www.gibbonspc.com...............................6, 37, 69 Girls Inc................................. www.girlsinc.org.............................................38 Green For All.......................www.greenforall.org..........................................84 Greenberg Traurig.................. www.gtlaw.com.............................................38 Halliburton.......................... www.halliburton.com.....................................7, 68 Harris Corporation..................www.harris.com.............................................38 Highmark.............................www.highmark.com..........................................39 Holland & Knight.....................www.hklaw.com.............................................24 Ingersoll Rand.................. www.ingersollrand.com.......................................39 ISDIP................www.diversityandinclusionprofessionals.org............57-58, 67 JBK Associates................. www.jbkassociates.net.......................................64
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A culture that embraces diversity. At Booz Allen Hamilton, our ability to help clients solve their most challenging problems and achieve success in their most critical missions hinges on our people. We also believe diversity of backgrounds contributes to more innovative ideas, which in turn drive better results for our clients. Booz Allen’s commitment to an inclusive environment incorporates facilitating understanding and awareness, and creating initiatives to improve the quality of work life for our staff. If you’re looking to do work that makes a difference at a firm that’s committed to helping you achieve your professional and personal goals, Booz Allen could be what’s next in your career.
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Jones Lang Lasalle....... www.joneslanglasalle.com.....................................57 Kellogg..................................www.kelloggs.com...........................................39 KPMG.....................................www.kpmg.com.........................................7, 45 Kraft Foods......................... www.kraftfoods.com.........................................40 Lewis and Roca.......................www.lrlaw.com..........................................6, 70 Linkage................................ www.linkage.org...........................................75 Mailbox Magazine....... www.theeducationcenter.com..................................16 Meals to Heal...............................................................................................12 Mitchell & Titus..................www.mitchelltitus.com........................................40 MWV..............................www.meadwestvaco.com.................... Inside front Nabors...................................www.nabors.com..............................................7 NASA.......................................www.nasa.gov..............................................40 National Association of Government Contractors................www.governmentcontractors.org...........................24-25 National Grid.................. www.nationalgrid.com................................58, 79 NBC News........................... www.nbcnews.com.....................................31-32 New York Life.......................www.nylife.com..................................7, 29, 33 Newell Rubbermaid........... www.rubbermaid.com........................................41 OfficeMax............................www.officemax.com..........................................41 Office Depot.......................www.officedepot.com.........................................41 Ogleetree Deakins Nash Smoak & Steward, P.C...................www.ogletreedeakins.com.....................................42 Operation Hope...............www.operationhope.com.................................14-15 Parsons the New School................. www.newschool.edu/parsons.............................18-19 PNC........................................ www.pnc.com........................................42, 43 Princeton University............ www.princeton.edu..........................................20 Prudential Financial......www.prudentialfinancial.com.....................................6 Realogy.................................www.realogy.com............................................42 RehabCare......................... www.rehabcare.com.........................................71 Rockwell Collins..............www.rockwellcollins.com......................................44 Rutgers University................. www.rutgers.edu............................................27
SAP......................................... www.sap.com..................................44, 68, 73 Shell Oil Company................www.shell.com.............................7, 29, 33, 44 SMART.................................www.smartasn.org...........................................16 Sodexo................................ www.sodexo.com............................................5 Sparrow Health System.........www.sparrow.org............................................45 Springboard Consulting.................... www.consultspringboard.com..................................63 Stanford University............... www.stanford.edu...........................................20 Stern and Curray LLC....... www.sterncurray.com.........................................66 Teach for America.......... www.teachforamerica.com..............................45, 71 The Hartford.......................www.thehartford.com...................................49, 70 The Pratt Institute.................... www.pratt.edu..............................................19 True Blue Inclusion........www.trueblueinclusion.com...............................56-57 TWI, Inc..................................www.twiinc.com.............................................62 U.S. Small Business Administration...........................www.sba.gov..........................................24-25 Union Bank......................... www.unionbank.com.........................................46 United Way Worldwide....................www.worldwide.unitedway.org.................................6-7 UnitedHealth Group... www.unitedhealthgroup.com..................................47 University of Southern California..................................www.usc.edu...............................................20 University of Toronto........ www.rotman.utoronto.ca......................................70 Vanguard...........................www.vanguard.com.........................................51 Walmart..............................www.walmart.com..........................................77 Wellpoint...........................www.wellpoint.com.............................13, 46, 61 Wheelock College............... www.wheelock.edu.....................................21-22 White Men as Full Partners.... www.wmfdp.com............................................54 Women’s Campaign Fund Foundation............................www.wcfonline.org...........................................28 YKK................................... www.ykkamerica.com........................................81 Zolio.........................................www.zolio.com..............................................10
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You see the opportunity to make the next big leap in your career — and you go for it. We see an opportunity also — to build and strengthen our industry with the next generation of diverse and inclusive leaders. It’s a win-win for us all. Visit ey.com/us/careers to learn more. See More | Opportunity
| QUESTIONS & ANSWERS
Green For All’s Campaign and Partnerships Manager Julian McQueen spoke with us about how his organization is fueling the diverse green movement, its history, work with partnerships, and how people can get involved in green causes. McQueen grew up in Oakland, California, joining the organization after getting his start with The League of Young Voters. Q. How did the idea of Green For All arise? Green For All started in Oakland officially in 2008. [Founder] Van Jones’s organization that he began prior to Green For All [the Ella Baker Center] was focused on reforming the youth prison system in California. Through that process of organizing, Van and the Ella Baker Center were continually hearing from the community that kids didn’t have a way to support themselves or their families; instead they are resorting to the black market drug trade. He began to think of ways to address the needs of these young people to find continual employment and a career. Simultaneously, he saw how these issues are tied to issues of the environment. A lot of these communities where kids can’t find jobs are also some of the more polluted areas in any given city. The idea behind Green For All is that the environment all around the world is suffering. We are seeing the effects of global warning throughout the world, making it hard to live in the existence that we’ve known, and we need to address this issue. We are also looking at communities that were locked out of the last economy, the one that created a lot of these environmental issues. So Green For All was founded with the idea that we could address these issues by transforming the way our economy runs, and through that process we can create opportunities for young people and low-income people.
culture. Sustainability, whether it’s economic or environmental, has to do with living in concert with your surroundings. You can’t have a sustainable economy if you are destroying the environment you live in.
Q. What organizations do you work with to get
out your message and accomplish your objectives? We work with many organizations. One of the most important ways we do this is through our fellowship program. It’s made up of community leaders from all over the country who are leaders in their communities around these issues. They are doing effective work on the ground in terms of education, creating programs that are training people for jobs, creating gardens in urban spaces, and overseeing youth programs. We do partner with larger organizations, too. We recognize that there is a need to build a broad coalition. We like to think that we can be a bridge builder between the green groups, like the Sierra Club, and a group like the NAACP, which focuses on the needs of the African American community. We’ve also done a lot of work with labor organizations.
Q. How can people get involved with diversity and sustainability?
I would encourage people to check out our website, especially our resources section. We have many videos that are easy to understand that highlight the issues and Q. How does poverty impact sustainability? How solutions. We have interactive workshops and discussion does diversity factor into that? prompts which focus on the issues as a broader converWe recognize that the stewardship of the environment sation. I would encourage people to look in your area has come out of this tradition of the park system, main- to see who is doing work in green jobs or starting a gartaining nature, and saving the environment. It has often den, and how you can help. I think the most important been seen as a largely white and middle-class movement. thing, though, is to talk to your neighbors and see what Environmental stewardship and living in harmony with are the issues that people are facing and how is that renature are ancient traditions that can be found in every lated to the work we are doing. PDJ
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Our diversity makes us stand out. And our employees make us stand proud.
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At Citi, we know that in order to succeed we have to represent the community we serve. So we hire talent with diverse skills, expertise and backgrounds to help us strive for excellence — and a better future. Because we know we’re only as good as the people who work here.
2012 YEAR IN REVIEW May/Jun
193 Women Worth Watching® 67 Diversity Leaders
114 Heritage Month Profiles 37 Chief Diversity Officers
29 CEO Leadership in Action
67 Thoughtleader Articles
11 Companies for Disabilities
30 Perspective Articles
30 International Innovations
26 Corporate Philanthropy
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