http://www.diversityinc.com/public/21816print.cfmThe Truth About Diversity From Top 50 CEOs and CDOs (Part I)By T.J. DeGroatThe DiversityInc Top 50 Companies for Diversity are leaders in this evolving business discipline. From the CEO heading up the diversity council to promotion rates among people of color that mirror work-force representation, these companies are head and shoulders above most Fortune 500 companies in implementing cutting-edge diversity management because they understand the ever-increasing need to reach diverse consumers, employees, suppliers and investors. Following the examples set by the Top 50 is the most effective way to improve cultural competency, attract top talent and reach diverse consumers. With that in mind, DiversityInc asked Top 50 companies' CEOs and heads of diversity how intolerance has touched their lives and how they keep all employees engaged in diversity strategies. Here are their thoughts, in their own words: Q. How have your company's diversity-management practices changed your personal management style? Dennis Nally, U.S. senior partner and chairman, PricewaterhouseCoopers (No. 6): "One of the things that I've often heard from minorities and women in our firm is that many of our leaders say the word 'diversity' but don't truly have an appreciation for the real, day-to-day, situational challenges that minorities and women face, especially the more subtle challenges. As a result, I have learned that I have to do more than just say we support diversity; rather, I have to communicate examples of the types of situations that I know make it difficult for women and minorities in corporate America to feel included and fairly treated in order to make clear that leadership really 'gets it.' And it's my responsibility to walk the talk around this." Ralph W. Babb Jr., CEO, Comerica (No. 12): "Personally, I have become very focused on 'walking the talk.' I seek opportunities to lead on diversity issues. For example, in recent years, I am proud of the fact that I have increased the number of my female and minority direct reports. Second, I believe that it is important to maintain dialogue about diversity at thetop of the house in order to identify issues and opportunities. To that end, I include diversity asa regular agenda item for the Management Policy Committee, all of whom are my direct reports. We focus on what the diversity commitment needs to look like at the leadership level in order to achieve our objectives. Third, as the leader of our company, I now actively look for the opportunities to publicly reinforce our commitment to diversity—it's one of our six key business drivers and a core value—and to recognize colleagues with successful diversity results. Finally, to demonstrate my personal commitment to diversity, I participate several times a year in activities designed to educate, inspire and motivate our colleagues regarding the diversity's significance and value. Examples include speaking at internal diversity events and participating with colleagues in events designed to support diversity." Robert I. Lufrano, chairman and CEO, Blue Cross and Blue Shield of Florida (No. 10):"It has caused me to be more aware of how the demographic changes in [Florida] have changed the marketplace and our work force. My management style requires me to have a deeper understanding of competencies associated with communication skills and building relationships across all dimensions of diversity. Therefore, we have to become an organization that is accountable for how we value and respect one another."Stan Sigman, president and CEO, Cingular Wireless (No. 15): "I don't know that my style has changed. I've always believed that if you get the best people for the job and give them the direction, authority and support they need, they will be successful … Diversity is the right thing to do and it's also a way of doing things right." James S. Turley, chairman and CEO, Ernst & Young (No. 24): "I would not say my management style has changed. I would say that as an organization we continue to focus on having great people deliver great, high-quality service to our clients. Because of that focus, creating an inclusive and flexible work environment where all of our people can be successful and grow is essential. We know that harnessing the power of a diverse team—their minds, experiences, cultures and perspectives—will help us deliver higher-quality service, and this can only happen if we commit ourselves to having a truly diverse work force. This commitment must be shared by everyone—from the top of the organization to our newest hire. That is why our executive board is accountable for supporting and creating an inclusive work environment. Each business-unit leader is evaluated on certain gender and diversity metrics that reflect the progress we have made. And we expect all of our leaders to demonstrate their commitment to diversity through action, not just words." Dick Kovacevich, president and CEO, Wells Fargo (No. 17): "I believe that diversity, every facet of it—race, gender, religious belief, geography, sexual orientation, education—is one of our company's biggest and perhaps the biggest business opportunities, for Wells Fargo.It's also, very importantly, the right thing to do. "Our company has identified 'Six Steps to Diversity,' which specifically outlines the six things we must consistently do to be an inclusive environment for everyone. The most important is executive management takes responsibility for diversity and creates a culture that welcomes, respects and takes pride in diversity. I believe it's my personal responsibility, as well as the responsibility of every team member at Wells Fargo, to take prudent risks on people, get out of our comfort zones and traditional networks, and reach out to those who have different perspectives from ourselves. If there's anything I've learned, it's that life in the business worldis less about brains at the 99 percent level and more about people—caring, committed, diverse people who reflect the diversity of our markets." Richard T. Clark, president and CEO, Merck & Co. (No. 34): "At Merck, we encourage collaboration among people of various backgrounds, experiences and knowledge bases. The diversity of thought that comes from this is essential to achieving the level of innovation necessary for success in the global marketplace. Having seen the benefits of this collaborationfirsthand, it is not
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