You are previewing TrailBlazers: How Top Business Leaders are Accelerating Results through Inclusion and Diversity.
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TrailBlazers: How Top Business Leaders are Accelerating Results through Inclusion and Diversity

Book Description

Make diversity your competitive advantage

To reap the full benefits of diversity and inclusion, today's forward thinking companies look past "diversity" training towards a more comprehensive, holistic business approach. These leaders incorporate diversity and inclusion into every aspect of business culture, employee engagement, talent management and market penetration.

Trailblazers reveals the practices, metrics and research, as well as the anecdotal evidence, for building and sustaining workplace cultures that make strategic diversity and inclusion a business necessity. Focusing on concrete actions you can implement immediately, this insider guide profiles the best practices award-winning companies have used on a sustained basis to transform their organizations.

  • Captures insights and best practices from the most effective Chief Diversity Officers, several of which are determined by the Diversity Inc Top 50 Companies for Diversity

  • Companies profiled include IBM, Dell, Verizon, Merck and Co, Sodexo, Verizon, Andrews Kurth, The Coca-Cola Company, American Airlines, Citi, Ford, Shell and Pitney Bowes

  • Covers everything from how to use employee resource groups to help target consumers and forge tighter client relationships; from talent optimization, leadership development and retention, to increasing middle management engagement and the skill-sets required for effective Chief Diversity Officers as true business partners and more

Trailblazers gives you an in-depth view from the inside out of which practical solutions make diversity and inclusion efforts a systemic and winning way of doing business for today's top-performing companies.

Table of Contents

  1. Copyright
  2. Foreword
  3. Acknowledgments
    1. Redia Acknowledges...
    2. Lenora Acknowledges...
    3. We Acknowledge...
  4. Preface
  5. 1. Meet the Trailblazers
    1. 1.1. Michael Collins
      1. 1.1.1. Managing Director of Diversity Strategies, American Airlines
    2. 1.2. Elizabeth A. Campbell
      1. 1.2.1. Partner and Chief Diversity Officer, Andrews Kurth, LLP
    3. 1.3. Ana Duarte McCarth
      1. 1.3.1. Chief Diversity Officer, Citi
    4. 1.4. Steve Bucherati
      1. 1.4.1. Chief Diversity Officer, The Coca-Cola Company
    5. 1.5. Gilbert "Gil" F. Casellas
      1. 1.5.1. Vice President—Corporate Responsibility and Chief Diversity Officer, Dell
    6. 1.6. Kiersten Robinson
      1. 1.6.1. (Former) Director HR Strategy, Leadership Development and Inclusion, Ford Motor Company
    7. 1.7. Ron Glover
      1. 1.7.1. Vice President of Diversity and Workforce Programs, IBM
    8. 1.8. Deborah "Deb" Dagit
      1. 1.8.1. Vice President and Chief Diversity Officer, Merck & Company
    9. 1.9. Susan Johnson
      1. 1.9.1. Vice President Strategic Talent Management and Diversity Leadership, Pitney Bowes
    10. 1.10. Francene Young
      1. 1.10.1. Vice President for Diversity Inclusion and Talent, Shell
    11. 1.11. Rohini Anand, PhD
      1. 1.11.1. Senior Vice President and Global Chief Diversity Officer, Sodexo
    12. 1.12. Magda Yrizarry
      1. 1.12.1. Vice President of Workplace, Cultural Diversity and Compliance, Verizon Communications, Inc.
  6. 2. The CEO's Role in Success
    1. 2.1. CEO Commitment Is Four-Fold
      1. 2.1.1. Observable, Behavioral Commitment As a Strategic Business Driver
      2. 2.1.2. Collaboration with the CDO to Drive Organizational Change
      3. 2.1.3. Communication of the Business Vision Inclusive of Shared Responsibility
      4. 2.1.4. Accountability for Expected Results at Every Level in the Organization
    2. 2.2. Commitment Signals Importance
    3. 2.3. Walking the Walk
  7. 3. Trailblazers
    1. 3.1. Building, Collaborating, Leading, and Leaving a Legacy
    2. 3.2. 7.5 Critical Competencies of Effective CDOs
      1. 3.2.1. Business Acumen
      2. 3.2.2. Visionary and Strategic Leadership
      3. 3.2.3. Collaborative Relationships
      4. 3.2.4. Influence
      5. 3.2.5. Large-Scale Systems Change
      6. 3.2.6. Effective Communicators
      7. 3.2.7. Accountability for Results
      8. 3.2.8. Impatient Patience
    3. 3.3. In Their Own Words—On Being an Effective Leader of Inclusion and Diversity
      1. 3.3.1. The Questions
        1. 3.3.1.1. Magda Yrizarry, Verizon
        2. 3.3.1.2. Rohini Anand, PhD, Sodexo
        3. 3.3.1.3. Kiersten Robinson, Ford
        4. 3.3.1.4. Michael Collins, American Airlines
        5. 3.3.1.5. Deb Dagit, Merck
        6. 3.3.1.6. Francene Young, Shell
        7. 3.3.1.7. Gil Casellas, Dell
        8. 3.3.1.8. Susan Johnson, Pitney Bowes
        9. 3.3.1.9. Steve Bucherati, The Coca-Cola Company
        10. 3.3.1.10. Elizabeth Campbell, Andrews Kurth, LLP
        11. 3.3.1.11. Ana Duarte McCarthy, Citi
        12. 3.3.1.12. Ron Glover, IBM
  8. 4. Communicating the Vision
    1. 4.1. A Variety of Communications Vehicles Are Required
  9. 5. Accountability for Results
    1. 5.1. Hard Impact from the "Soft" Stuff
    2. 5.2. It Takes a Village
      1. 5.2.1. Culture of Inclusion
      2. 5.2.2. Talent Pipeline Management
      3. 5.2.3. External Partnerships and Brand Eminence
    3. 5.3. Embracing Resistance
    4. 5.4. Why Resistance Occurs
  10. 6. Middle Managers
    1. 6.1. Focus
    2. 6.2. Road Maps and Milestones
    3. 6.3. The "Numbas": Numbers and Metrics
    4. 6.4. Performance Management and Recognition
  11. 7. Changing the Culture Through Education
    1. 7.1. The Myth about Inclusion and Diversity Training
    2. 7.2. Training as a Tool to Reduce the Threat of Lawsuits
    3. 7.3. Many Leaders Want to Follow the Path of Least Resistance
    4. 7.4. How to Make Inclusion and Diversity Education Worth the Investment
    5. 7.5. Including Education and Training Measures in the Audit
    6. 7.6. One Size Does Not Fit All
    7. 7.7. Develop Processes Your Leaders Will Use to Reinforce the Learning Immediately and Long Term
    8. 7.8. Develop an Effective Evaluation Process
    9. 7.9. Identify the Facilitators for Delivery of Inclusion and Diversity Efforts
    10. 7.10. Evaluate All Company Training and Education from a Diversity Perspective
    11. 7.11. Develop Scorecards for Diversity and Inclusion Training
    12. 7.12. What Trailblazers Are Saying and Doing ...
      1. 7.12.1. IBM
      2. 7.12.2. Andrews Kurth, LLP
      3. 7.12.3. Dell
      4. 7.12.4. Citi
      5. 7.12.5. The Coca-Cola Company
  12. 8. Sticky Strategies™ to Keep Your Pipeline Filled
    1. 8.1. Finding the Right First Step
    2. 8.2. Sticky Strategies™ That Work
      1. 8.2.1. Sourcing and Recruiting: Finding the Talent
        1. 8.2.1.1. Define Success
        2. 8.2.1.2. Assess Current Activities and Their Results
        3. 8.2.1.3. Identify What You Will Need to Do Differently to Reach Diverse Talent
        4. 8.2.1.4. Use Social Media Strategies to Reinforce Your Diversity Brand and Surface Talent
        5. 8.2.1.5. Make Sure Diversity Recruiting Messages Are Congruent with the Company Brand
        6. 8.2.1.6. Use a Combination of Targeted and General Marketing to Obtain Holistic Results
        7. 8.2.1.7. Expect Diverse Talent in Every Pool of Candidates
        8. 8.2.1.8. Multicultural Candidates Look for Long-Term Diversity and Inclusion Commitment
      2. 8.2.2. Orientation and Onboarding
    3. 8.3. Mentoring, Sponsoring, and Coaching
      1. 8.3.1. Succession Planning
      2. 8.3.2. Representation Tracking
  13. 9. Community Involvement and Social Responsibility
    1. 9.1. Community Involvement: A Responsibility and Good Business
    2. 9.2. Linking Diversity Efforts and Community Involvement
    3. 9.3. Leading the Way through Supporting Professional Associations
    4. 9.4. Building Bridges through Learning and Trust
    5. 9.5. Engaging Employees for Increased Commitment
      1. 9.5.1. Connecting to Global Communities
  14. 10. Global Diversity and Inclusion
    1. 10.1. Adopting a Global Mindset
    2. 10.2. Technology and Global Diversity
    3. 10.3. Differences Matter
    4. 10.4. Inequality Is Global
    5. 10.5. Generalize; Don't Stereotype
    6. 10.6. Journey from Equal Employment Opportunity to Inclusion and Diversity
    7. 10.7. Customers Exercise Their Choices
    8. 10.8. Global Diversity and Talent Management
    9. 10.9. Accelerating Results
  15. 11. Marketplace/Brand Eminence
    1. 11.1. Relationship of Inclusion and Diversity to the Marketplace
    2. 11.2. Evaluations and Recognitions: Double-Edged Swords?
    3. 11.3. Making the Words and the Music Match
  16. 12. And the Research Says ...
    1. 12.1. Introduction
    2. 12.2. Are Leaders of Color the Best Leaders of Diversity Initiatives?
    3. 12.3. Deep-Level Diversity versus Surface-Level Diversity Perspectives
    4. 12.4. Universities Employing Professionals of Color: What Are Their Results?
    5. 12.5. Strategic Priorities of Diversity and Inclusion
    6. 12.6. Type and Extent of Diversity Activities
    7. 12.7. Is It All about the Money for Employees of Color?
    8. 12.8. Are All Employees Sensitive to Diversity Climate Issues?
    9. 12.9. The Impact of Diversity on Climate for Employees of Color and the Outcomes
      1. 12.9.1. Job Satisfaction, Organizational Commitment, Performance, and Turnover Intentions
    10. 12.10. Research Setting: U. S. Business Schools
    11. 12.11. Research Summary
  17. 13. Diversity and Inclusion Councils
    1. 13.1. Strengthening Connectivity inside the Organization
    2. 13.2. External Diversity Councils: Inviting the Outside In
    3. 13.3. Fast-Forward
      1. 13.3.1. Checklist: Council Considerations, Requirements, Knowledge Needed
  18. 14. Employee Resource Groups or Networks
    1. 14.1. Networks for Business Advancement
    2. 14.2. ERGs
    3. 14.3. Types of Employee Resource Groups
    4. 14.4. Chaired by Senior Management
    5. 14.5. A Deeper Look at ERGs/Networks and D & I
    6. 14.6. Rewards and Recognition
    7. 14.7. A Question of Faith
    8. 14.8. Tracking Employee Resource Groups
    9. 14.9. More Than One Way to Achieve Results
    10. 14.10. Budgets for ERGs
    11. 14.11. A Word about Social Networking
  19. 15. Supplier Diversity
    1. 15.1. First Tier, Second Tier—Where to Focus?
    2. 15.2. Supplier Diversity at Its Core
    3. 15.3. Does Supplier Diversity Translate into Results for the Business?
    4. 15.4. Opportunity Is the Key Word
    5. 15.5. Reaching Out to Diverse Suppliers
    6. 15.6. Defining Goals within a Company
      1. 15.6.1. Pitney Bowes
      2. 15.6.2. Andrews Kurth, LLP
    7. 15.7. Measures of Success
  20. A. Study Methodology and Samples
    1. A.1. Study I: Survey of Business School Deans
    2. A.2. Study 1 Demographic Data
    3. A.3. Study 2: Survey of Business School Faculty of Color
    4. A.4. Study 2 Demographic Data
  21. Notes
    1. CHAPTER 2
    2. CHAPTER 3
    3. CHAPTER 7
    4. CHAPTER 8
    5. CHAPTER 12
    6. APPENDIX