Profiles in Diversity Journal - Nov/Dec 2004

$
12.95 U.S.
Volume 6, Number 6 • November/December 2004
JUDY F. MARKS
LOCKHEED MARTIN
DOROTHY KIM SHARON ALLEN
STARBUCKS DELOITTE
LOUISE FRANCESCONI
RAYTHEON
LaVERNE H. COUNCIL
DELL
SUE BRUSH
STARWOOD HOTELS
& RESORTS
PUNAM MATHUR
MGM MIRAGE
ROSE M. PATTEN
BMO FINANCIAL GROUP
Women
W O M E N O F I N I T I AT I V E 2 0 0 5
Worth Watching
JERRI DeVARD
VERIZON
Plus stories from: The United States Postal Service • Shell Inter national • Catalyst
PATRICIA A. WOERTZ
CHEVRON TEXACO LOUISE GOESER
FORD
NANCY RAE
DAIMLERCHRYSLER
SUZANNE F. MEDVIDOVICH
U.S. POSTAL SERVICE
JANET CRENSHAW SMITH

IVY PLANNING GROUP
LYNN M. CADDELL
WASTE MANAGEMENT
SHEILA KEARNEY DAVIDSON
NEW YORK LIFE
W O M E N O F
MARSHA J. EVANS
AMERICAN RED CROSS
MARY KAY SCHNEIDER

NATIONAL CITY BANK LINDA DILLMAN
WAL-MART
MARIE F. SMITH
AARP
KIM HARRIS JONES

DAIMLERCHRYSLER
ANN OKA FRAN KEETH

SODEXHO SHELL CHEMICALS
JANIE TSAO
LINKSYS/CISCO
I N I T I A T I V E 2 0 0 5
thetruthabouttrucks.com
ALL TRUCKS ARE NOT CREATED EQUAL.

Ford F-150 is built with a monstrous, integrated front-support structure. This design
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Now look at Chevy Silverado. Once the fenders are removed, no integrated front structure
at all. What kind of support do you want from your truck?
See the difference. Decide for yourself.
NOBODY BUILDS A STRONGER TRUCK THAN THE FORD F-15O.*

THAT’S THE TRUTH ABOUT TRUCKS.
FORD F-15O
CHEV Y SILVERADO
*Based on best-in-class frame strength, towing

2005 F-150
and payload, when properly equipped. Learn more at: thetruthabouttrucks.com
THE FRAME.
*When properly equipped. **Based on best-in-class frame strength, towing and payload.
It has the highest payload capacity of any truck in its class.*
None higher, thanks to a frame that’s hydroformed and fully boxed. It’s
beefed up to the point of being twice as strong as its proven predecessor,
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not just the inner edge. Its rigidity reduces chassis flex and helps deliver
handling of a caliber you might not expect in a pickup truck.
Why did we insist on giving this truck the strongest backbone out
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Call 1-800-301-7430 or go to fordvehicles.com and find out how
this truck earns the right to be the Ford F-150.
THE 2005 F-150

WHAT MAKES THIS TRUCK STRONGER
AND MORE CAPABLE THAN EVER BEFORE?
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Visit our website to search opportunities

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SM
EOE. SM Service Mark of WellPoint Inc. FORTUNE and FORTUNE 50 are registered trademarks of FORTUNE magazine, a division of Time Inc. ©2004 WellPoint Inc. All rights reserved.
PUBLISHER
pointofview
James R. Rector
MANAGING EDITOR
Susan Larson
CREATIVE DIRECTOR From the editor of Profiles in Diversity Journal

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ISSN 1537-2102
Profiles in Diversity Journal November/December 2004 3

Table of Contents
VOLUME 6, NUMBER 6 • NOVEMBER/DECEMBER 2004
Cover Story
17 Women Worth Watching – special focus profiles
Features
10 Shell Makes a Difference for Women
92 United States Postal Service / The Women's Program – 30 Years
100 Tackle Resistance Head-On:

Avoid common mistakes when implementing diversity efforts.
by Catalyst
4 Profiles in Diversity Journal November/December 2004

I am an avid genealogist.
I have traced my family’s

ancestry back to 1823.
And I am part of a cardiovascular

research team working on a drug-
coated stent program to enhance
the lives of heart patients.
My name is Sandra Burke. I’ve been an Abbott employee for 16 years.
You are passionate about what you do—an inspiration to those around you.
You want to make a difference in your world. You want the freedom to think,
to dream, to see your ideas realized. And you look forward to meeting new
and exciting challenges every day.
At Abbott Laboratories, you will find an environment that inspires a level
of achievement seldom found in today’s workplace. An environment that recog-
nizes and rewards individual contributions and discoveries. An environment
where you can work alongside the foremost authorities in your chosen field.
Experience the inspiration that comes from having small-company freedom
with big-company resources.
www.abbott.com
Table of Contents
Women Worth Watching Profiles
26 Sharon Allen Deloitte
27 Theresa Alvillar-Speake U.S. Dept. of Energy
28 Judy Anderson Georgia Power
29 Maura C. Breen Verizon
30 Sue Brush Starwood Hotels & Resorts
31 Lynn M. Caddell Waste Management
32 LaVerne H. Council Dell
34 Sheila Kearney Davidson New York Life
35 Rebecca C. Davis AFLAC

36 Jerri DeVard Verizon
38 Linda Dillman Wal-Mart
40 Veronica Dillon Kaplan
42 Marsha J. Evans American Red Cross
43 Eileen Farinacci Bausch & Lomb
44 Lorry M. Fenner U.S. Air Force
46 April Foley Export/Import Bank
47 Louise Francesconi Raytheon
48 Edie Fraser Diversity Best Practices
49 Louise Goeser Ford
50 Carolyn Handlon Marriott
52 Karen M. Hardwick Hogan & Hartson
54 Keiko Harvey Verizon
56 Jacquelyn Hayes-Byrd U.S. Dept. of Commerce
57 Marsha S. Henderson KeyBank

Table of Contents
Women Worth Watching Profiles

58 Karen Jennings SBC Communications
60 Kim Harris Jones DaimlerChrysler
61 Fran Keeth Shell Chemicals
62 Dorothy Kim Starbucks
64 Carol Kline AOL
65 Melendy Ewing Lovett Texas Instruments
66 Joanne M. Maguire Lockheed Martin

68 Judy F. Marks Lockheed Martin
70 Punam Mathur MGM Mirage
71 Suzanne F. Medvidovich U.S. Postal Service
72 Ann Oka Sodexho
74 Rose M. Patten BMO Financial Group
76 Nancy Rae DaimlerChrysler
77 Andra Rush Rush Trucking
78 Joyce Russell Adecco
80 Mary Kay Schneider National City Bank
82 Molly D. Shepard The Leader's Edge
83 Janet Crenshaw Smith Ivy Planning Group
84 Marie F. Smith AARP
86 Sandra L. Thompson FDIC
88 Janie Tsao Linksys/Cisco
89 Claire Watts Wal-Mart
90 Patricia A. Woertz ChevronTexaco

Different perspectives.
Diverse minds create solutions.
At Deloitte & Touche USA LLP, diversity isn’t just a philosophy

– it’s how we do things. It’s incorporating ideas from our
people with different backgrounds, experiences, and skills. It’s
giving our clients a 360º perspective on complex business issues
they face, from assurance and tax to financial advisory and
consulting. Our teamwork invariably produces the best results
and helps us build strong, enduring relationships with our clients
– who appreciate our multidisciplinary, multidimensional
approach to their business issues.
To learn more about Deloitte & Touche USA LLP, visit us at

www.deloitte.com/us.
www.deloitte.com/us
About Deloitte
Deloitte, one of the nation’s leading professional services firms, provides audit, tax, consulting, and
financial advisory services through nearly 30,000 people in more than 80 U.S. cities. Known as an
employer of choice for innovative human resources programs, the firm is dedicated to helping its clients
and its people excel. “Deloitte” refers to the associated partnerships of Deloitte & Touche USA LLP
(Deloitte & Touche LLP and Deloitte Consulting LLP) and subsidiaries. Deloitte is the U.S. member
firm of Deloitte Touche Tohmatsu. For more information, please visit Deloitte’s Web site at
www.deloitte.com/us.
Deloitte Touche Tohmatsu is an organization of member firms devoted to excellence in providing

professional services and advice. We are focused on client service through a global strategy executed
locally in nearly 150 countries. With access to the deep intellectual capital of 120,000 people worldwide,
our member firms, including their affiliates, deliver services in four professional areas: audit, tax,
consulting, and financial advisory services. Our member firms serve more than one-half of the world’s
largest companies, as well as large national enterprises, public institutions, locally important clients,
and successful, fast-growing global growth companies.
Deloitte Touche Tohmatsu is a Swiss Verein (association), and, as such, neither Deloitte Touche Tohmatsu
nor any of its member firms has any liability for each other’s acts or omissions. Each of the member
firms is a separate and independent legal entity operating under the names “Deloitte,” “Deloitte &
Touche,” “Deloitte Touche Tohmatsu,” or other, related names. The services described herein are provided
by the member firms and not by the Deloitte Touche Tohmatsu Verein. For regulatory and other reasons,
certain member firms do not provide services in all four professional areas listed above.
Member of Deloitte Touche Tohmatsu

Copyright © 2004 Deloitte Development LLC. All rights reserved.
Leslie Mays, Head of Global
Diversity and Inclusiveness
at Shell International, describes
award-winning strategies
for embedding D&I throughout
its organization worldwide.
Shell has received recognition and several prestigious awards for its work on
diversity and inclusiveness around the world. Two recently received by the company
—the Catalyst Award in the U.S., and the Opportunity Now Award in the U.K.—were
awarded for Shell’s innovative, effective, and measurable efforts to advance women
in the workplace.
This significant achievement is even more impressive since Shell is operating in
what is generally viewed as a heavily male-dominated industry. PDJ talked with
Leslie Mays, Head of Global Diversity and Inclusiveness at Shell International, to
learn about Shell’s strategy and process for an enhanced work environment.
Above, left: At Shell’s D&I Regional Conference in Buenos Aires, leaders and change agents use table discussions, exercises, and
learning modules to develop action plans for creating a more inclusive work environment. Above, right: Participants at Shell’s
D&I Week in Asia/Pacific region overview highlights and stories representing the conference theme, Inclusiveness starts with I.

Q. What were senior local levels. As a result Shell’s common challenge that Shell and
global diversity and inclusiveness many other companies continue
leaders hoping to standard (policy) was developed to face is staying the course and
achieve when they and put in place (see sidebar list). making progress in the face of
The standard, which takes into other business priorities that have
launched the Shell account local laws, sets a high changed over the course of our
Group’s diversity level of expectation from every work. Today we have to balance
Shell company around the world. D&I action against priorities like
strategy? It includes statements of commit- true globalization of all of our
ment to diversity and inclusive- businesses and functions, off-
A. In September, 1997, the ness, actions that each business shoring jobs to other regions of
Committee of Managing Directors must formally assure are in place, the world, and standardizing and
committed to diversity manage- and a framework to guide action. streamlining business operations.
ment as a strategic change The businesses own and drive
process that is critical for competing the process, taking into account
successfully in a global market. local regulations, culture, and
Their aspiration was to integrate
Q. Tell us about your
local issues. To our knowledge,
diversity principles into every no other company has a similar diversity roadmap.
aspect of Shell’s operation and standard or policy. Ours is not
culture, much in the same way as
What are some key
just a value statement; it is an
health, safety, and environmental enforceable commitment that is milestones?
considerations have been embedded assured annually.
into day-to-day practices and A. From its inception, diversity
behaviors. The effective imple- management has been owned
mentation of diversity, they Q. We don’t hear and led by senior Group and
believed, would lead to attraction business leaders. It is a powerful
and retention of top talent,
many stories about model focused on systemic
enhanced decision making, multinationals change and a belief that change
increased creativity and produc- must occur simultaneously at
tivity, stronger customer/market
implementing global three levels: personal, interper-
focus, and enhanced social per- diversity. What model did sonal, and organizational.
formance and corporate image. Shell’s process has been
you follow? What mapped against four stages of
Q. Shell operates in challenges did you face? work: awareness, ‘hardwiring’,
ownership, and leading edge (see
over 140 countries and A. When we started this work in diagram). The first stage of work
1997, we looked to identify other occurred from 1997-1999 with the
employs more than 110,000 best practices on global diversity establishment of a case for action,
people; how can you processes and there was little to a vision for the future, and the
no information on the experience creation and communication of
implement diversity of other companies on the scale aspirational targets to measure
consistently across so we were contemplating. We progress.
created our own roadmap, which Stage two (2000-2003) focused
many different cultures forced us to really think about on building an organizational
and regions? our approach and the desired infrastructure to achieve our
outcomes. There were many vision. A diversity council,
A. We took an approach that challenges along the way; one of chaired by the company chair-
provided global guidance while the very first was the perception man, was formed to provide
relying on local implementation. that diversity was a “U.S.” thing. direction and monitor progress.
We knew that a broad, strong Another was the term diversity— Dedicated specialist resources
framework was needed to clearly which has no meaningful transla- were put in place in the corporate
define expectations at a global tion in some languages. Engaging center and in the businesses to
level, yet it had to be flexible the hearts of people, not just the support implementation.
enough to allow discretion for minds, was (and still is) a major Education and coaching was
implementation at business and challenge. And of course, a provided to enroll, prepare, and

establish expectations with the dependent, and they both must about progress made. However,
top 2000 leaders. A global stan- exist in balance. this is not the case for women of
dard and assurance process were color (ethnically and/or culturally
established, and diversity and diverse women), for whom
inclusiveness principles were Q. Why do you think progress has been limited and
‘hardwired’ into existing people disappointing. Steps are now
and business management that Shell’s approach is being taken to raise the
processes. Employee networks sufficiently robust to survive awareness and visibility of this
began to emerge in various critical issue and engage leaders
countries around the world. the continuous business in accelerating progress.
Stage three, our current posi- challenges of increased We have a two-pronged D&I
tion, focuses on reinforcement of strategy for the advancement of
accountability, integration, and globalization, off shoring, women across our businesses
mainstreaming. Efforts are under- and outsourcing, not to and regions. One is to examine
way to strengthen leadership and address any unintended biases
accountability for results at the mention changes in leadership? or obstacles in organizational
Group, business, and country levels, systems and processes. The
and for integration and main- A. Three conditions, in my view, second is to enable women to
streaming of D&I into core peo- must be present for this change build networks and support
ple and business processes— process to survive long-term, all systems and engage in self-devel-
leading to behavioral change of which are embodied in our opment activities. To do this, we
consistent with Shell’s stated core work: have embedded D&I in critical
values of honesty, integrity, and A high level of commitment human resource processes, such
respect for people. and accountability from the entire as talent management, attraction,
senior executive team, not just and recruitment; leadership
the CEO; development; and other processes
Q. We notice that you A compelling vision and across all global businesses and
initially labeled your strategy business case—diversity and functions. We have also included
inclusiveness must be viewed as measures and objectives in the
as “diversity management”; strategic and critical for the personal performance contracts
now you refer to it as business, not just the morally of the top 1500 leaders. We
right thing to do; currently have 13 women’s
“diversity and inclusiveness The hardwiring of D&I princi- networks across the world,
management.” Is this just a ples into key people and busi- eleven of which are outside of
ness processes and systems—the the U.S. in countries such as
change in terminology or is more integrated, the more they Australia, Germany, the Netherlands,
there more to it? become part of the culture and Malaysia, Nigeria, Singapore,
day-to-day operations and mindset. Thailand, and the U.K. “Fit-for-
A. Inclusiveness brings a deeper purpose” career development
dimension to this topic. It goes programs for women are offered
straight to the heart of what we Q. Shell women in the U.S. in a number of countries including
are trying to do—changing the the U.K., Netherlands, U.S.;
culture and behavior, not just the and the U.K. must feel proud Malaysia, and Singapore. Formal
demographics. People under- and optimistic about Shell’s and informal mentoring programs
stand the concept of being and learning circles have
included or excluded. It is some- progress in this area. How emerged as the norm in a
thing they can easily relate to. In are women in other coun- number of these countries as well.
fact, “Inclusiveness starts with I”
was the theme of this year’s tries reacting to the news,
series of learning events under and what are you doing to Q. We don’t hear much
the banner of D&I Week at
several Shell locations in make similar progress in information on the imple-
Asia/Pacific. I sincerely believe countries outside the U.S.? mentation of diversity in
that we need to focus on diversity
as well as on inclusiveness. They A. Many women in the U.S. and
Africa, Asia/Pacific, Latin
are interconnected, mutually U.K. are indeed very optimistic America, and the Middle

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East. Can you share some Q. There has been quite a Dutch men up front. Resistance
always occurs in change processes,
stories? bit of debate on whether or but there may have been ways to
A. One of the most rewarding
not the diversity office manage this differently to gain
their commitment and support
parts of my role has been to should be a formal part of earlier in the process.
personally experience the evolu-
tion of diversity in these regions.
human resources. What are The advancement of people of
color would have been an area
A few years ago, the concept of your views? deserving earlier attention. It is
“diversity management” in this a difficult area, one that is not
area was novel and vague. Now, A. Diversity is often mistaken for generally understood in most
we have champions, role models, just another human resource regions outside of the U.S. As we
and best practices emerging project or program focused on look back at our achievements,
across businesses in every region acquiring and advancing diverse we do notice limited progress in
of the world. talent, when in effect it is much this area, perhaps due to lack of
In 2003 and 2004 we coordi- more. If viewed as a competitive focus and priority.
nated a series of regional D&I strategy to win customers and
conferences in Bangkok, Buenos employees, achieve better
Aires, Houston, Nairobi, and The business results, and enhance Q. On a personal side,
Hague. The objective was to corporate social responsibility,
provide leaders and change D&I should be positioned outside
implementing a change
agents an opportunity to learn HR. In this way, the diversity management process like
behaviors, necessary steps, and office can partner with and influ-
plans to create a more inclusive ence strategies in planning, HR,
diversity and inclusiveness
environment for enhanced businesses development, market- globally must be both
business performance. Each ing, social responsibility, sustain-
conference featured internal best able development, procurement,
exhilarating and exhausting.
practices from the region, speakers, and corporate communications. It How do you keep your
learning modules (for example is only through such a compre-
one on micro-inequities), and hensive approach that companies
energy level and positive
exercises to develop personal can fully reap the benefits that outlook in the midst
action plans. diversity has to offer.
In Asia/Pacific region, D&I
of hard work and periodic
Week, an annual communication setbacks?
campaign, has been extremely Q. If you had to do it over
successful in engaging staff A. Watching the “light bulbs go
through simultaneous events in
again, would you do any- on” for key business leaders who
numerous locations featuring thing differently? have a sincere interest in making
senior leader speakers, this work is invigorating; seeing
presentations, posters, quizzes, A. Perhaps to introduce targets, the pride and confidence of
games, and food—shared in a fun which incidentally are very much empowered employees as they
atmosphere. a part of how we operate our take charge of their lives when
Business leaders in Latin business, at a slightly later stage. previously they felt like victims of
America region searching for an While the targets provide critical a system they did not understand;
effective way to explain diversity success measures, we learned external and internal recognition
concepts to staff created a that, if introduced too early, that something has shifted in our
program which integrated targets become the outward culture and that we are doing
customer focus and D&I. They objective in many people’s things differently; and drawing
developed and led a series of minds, that the ‘numbers’ are all on the support of an incredibly
learning modules with impressive that we are after, when in fact a dedicated and knowledgeable
results—an increase of several key goal of this work is to change group of people—the diversity
points in their customer satisfac- the culture and processes so that team. All of these things have
tion rating, and a better under- increased representation at all been a source of strength
standing of D&I amongst internal levels is a natural occurrence. and helped me sustain the
customers. Also, we would have done momentum needed to reach our
more work on engaging Anglo- diversity aspirations. PDJ

Women
PROFILES IN DIVERSITY JOURNAL
Worth Watching IN 2005
DELOITTE SHARON ALLEN

U.S. DEPT. OF ENERGY THERESA ALVILLAR-SPEAKE
GEORGIA POWER JUDY ANDERSON
VERIZON MAURA C. BREEN
STARWOOD HOTELS & RESORTS SUE BRUSH
WASTE MANAGEMENT LYNN M. CADDELL
DELL LaVERNE H. COUNCIL
NEW YORK LIFE SHEILA KEARNEY DAVIDSON
AFLAC REBECCA C. DAVIS
VERIZON JERRI DeVARD
WAL-MART LINDA DILLMAN
KAPLAN VERONICA DILLON
AMERICAN RED CROSS MARSHA J. EVANS
BAUSCH & LOMB EILEEN FARINACCI
U.S. AIR FORCE LORRY M. FENNER
EXPORT/IMPORT BANK APRIL FOLEY
RAYTHEON LOUISE FRANCESCONI
DIVERSITY BEST PRACTICES EDIE FRASER
FORD LOUISE GOESER
MARRIOTT CAROLYN HANDLON
HOGAN & HARTSON KAREN M. HARDWICK
VERIZON KEIKO HARVEY
U.S. DEPT. OF COMMERCE JACQUELYN HAYES-BYRD
KEYBANK MARSHA S. HENDERSON
SBC COMMUNICATIONS KAREN JENNINGS
DAIMLERCHRYSLER KIM HARRIS JONES
SHELL CHEMICALS FRAN KEETH
STARBUCKS DOROTHY KIM
AOL CAROL KLINE
TEXAS INSTRUMENTS MELENDY EWING LOVETT
LOCKHEED MARTIN JOANNE M. MAGUIRE
LOCKHEED MARTIN JUDY F. MARKS
MGM MIRAGE PUNAM MATHUR
U.S. POSTAL SERVICE SUZANNE F. MEDVIDOVICH
SODEXHO ANN OKA
BMO FINANCIAL GROUP ROSE M. PATTEN
DAIMLERCHRYSLER NANCY RAE
RUSH TRUCKING ANDRA RUSH
ADECCO JOYCE RUSSELL
NATIONAL CITY BANK MARY KAY SCHNEIDER
THE LEADER’S EDGE MOLLY D. SHEPARD
IVY PLANNING GROUP JANET CRENSHAW SMITH
AARP MARIE F. SMITH
FDIC SANDRA L. THOMPSON
LINKSYS/CISCO JANIE TSAO
WAL-MART CLAIRE WATTS
CHEVRON TEXACO PATRICIA A. WOERTZ
Profiles in Diversity Journal November/December 2004 17 18 Profiles in Diversity Journal November/December 2004
Women
PROFILES IN DIVERSITY JOURNAL
Worth Watching IN 2005
DELOITTE SHARON ALLEN

U.S. DEPT. OF ENERGY THERESA ALVILLAR-SPEAKE
GEORGIA POWER JUDY ANDERSON
VERIZON MAURA C. BREEN
STARWOOD HOTELS & RESORTS SUE BRUSH
WASTE MANAGEMENT LYNN M. CADDELL
DELL LaVERNE H. COUNCIL
NEW YORK LIFE SHEILA KEARNEY DAVIDSON
AFLAC REBECCA C. DAVIS
VERIZON JERRI DeVARD
WAL-MART LINDA DILLMAN
KAPLAN VERONICA DILLON
AMERICAN RED CROSS MARSHA J. EVANS
BAUSCH & LOMB EILEEN FARINACCI
U.S. AIR FORCE LORRY M. FENNER
EXPORT/IMPORT BANK APRIL FOLEY
RAYTHEON LOUISE FRANCESCONI
DIVERSITY BEST PRACTICES EDIE FRASER
FORD LOUISE GOESER
MARRIOTT CAROLYN HANDLON
HOGAN & HARTSON KAREN M. HARDWICK
VERIZON KEIKO HARVEY
U.S. DEPT. OF COMMERCE JACQUELYN HAYES-BYRD
KEYBANK MARSHA S. HENDERSON
SBC COMMUNICATIONS KAREN JENNINGS
DAIMLERCHRYSLER KIM HARRIS JONES
SHELL CHEMICALS FRAN KEETH
STARBUCKS DOROTHY KIM
AOL CAROL KLINE
TEXAS INSTRUMENTS MELENDY EWING LOVETT
LOCKHEED MARTIN JOANNE M. MAGUIRE
LOCKHEED MARTIN JUDY F. MARKS
MGM MIRAGE PUNAM MATHUR
U.S. POSTAL SERVICE SUZANNE F. MEDVIDOVICH
SODEXHO ANN OKA
BMO FINANCIAL GROUP ROSE M. PATTEN
DAIMLERCHRYSLER NANCY RAE
RUSH TRUCKING ANDRA RUSH
ADECCO JOYCE RUSSELL
NATIONAL CITY BANK MARY KAY SCHNEIDER
THE LEADER’S EDGE MOLLY D. SHEPARD
IVY PLANNING GROUP JANET CRENSHAW SMITH
AARP MARIE F. SMITH
FDIC SANDRA L. THOMPSON
LINKSYS/CISCO JANIE TSAO
WAL-MART CLAIRE WATTS
CHEVRON TEXACO PATRICIA A. WOERTZ
Profiles in Diversity Journal November/December 2004 17 18 Profiles in Diversity Journal November/December 2004
Diversity.
It’s what drives us.
47 Women who areLeading the Way ...
From the cadres of minority designers, engineers, and office staff to the men and women on the
factory floor and our network of minority owned dealers, we're dedicated to creating the best cars
and trucks possible. In fact, this dedication to work ethic, smarts, and quality is inherent in every
vehicle we produce. It's what makes us the proud American brands of DaimlerChrysler Corporation.
Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.

JACQUELYN HAYES-BYRD
JUDY ANDERSON U.S. DEPT. OF COMMERCE
GEORGIA POWER VERONICA DILLON
KAPLAN
ANDRA RUSH
RUSH TRUCKING
JOYCE RUSSELL
ADECCO
MOLLY D. SHEPARD
THE LEADER’S EDGE
KAREN JENNINGS
SBC COMMUNICATIONS
CLAIRE WATTS
WAL-MART
MAURA C. BREEN
VERIZON
EDIE FRASER
DIVERSITY
BEST PRACTICES
REBECCA C. DAVIS
AFLAC
W O M E N O F I N I
JACQUELYN HAYES-BYRD
JUDY ANDERSON U.S. DEPT. OF COMMERCE
GEORGIA POWER VERONICA DILLON
KAPLAN
ANDRA RUSH
RUSH TRUCKING
JOYCE RUSSELL
ADECCO
MOLLY D. SHEPARD
THE LEADER’S EDGE
KAREN JENNINGS
SBC COMMUNICATIONS
CLAIRE WATTS
WAL-MART
MAURA C. BREEN
VERIZON
EDIE FRASER
DIVERSITY
BEST PRACTICES
REBECCA C. DAVIS
AFLAC
W O M E N O F I N I
EILEEN FARINACCI APRIL FOLEY
BAUSCH & LOMB EXPORT/IMPORT BANK
MELENDY EWING LOVETT
TEXAS INSTRUMENTS
CAROLYN HANDLON
MARRIOTT
LORRY M. FENNER
U.S. AIR FORCE
KEIKO HARVEY
VERIZON
SANDRA L. THOMPSON
FDIC
THERESA ALVILLAR-SPEAKE
U.S. DEPT. OF ENERGY
CAROL KLINE
AOL
JOANNE M. MAGUIRE
LOCKHEED MARTIN
MARSHA S. HENDERSON
KEYBANK
KAREN M. HARDWICK
HOGAN & HARTSON
T I A T I V E 2 0 0 5
EILEEN FARINACCI APRIL FOLEY
BAUSCH & LOMB EXPORT/IMPORT BANK
MELENDY EWING LOVETT
TEXAS INSTRUMENTS
CAROLYN HANDLON
MARRIOTT
LORRY M. FENNER
U.S. AIR FORCE
KEIKO HARVEY
VERIZON
SANDRA L. THOMPSON
FDIC
THERESA ALVILLAR-SPEAKE
U.S. DEPT. OF ENERGY
CAROL KLINE
AOL
JOANNE M. MAGUIRE
LOCKHEED MARTIN
MARSHA S. HENDERSON
KEYBANK
KAREN M. HARDWICK
HOGAN & HARTSON
T I A T I V E 2 0 0 5
Diversity.
It’s what drives us.
47 Women who areLeading the Way ...
From the cadres of minority designers, engineers, and office staff to the men and women on the
factory floor and our network of minority owned dealers, we're dedicated to creating the best cars
and trucks possible. In fact, this dedication to work ethic, smarts, and quality is inherent in every
vehicle we produce. It's what makes us the proud American brands of DaimlerChrysler Corporation.
Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.

Women
PROFILES OF
Worth Watching
These women worth watching represent diversity
and initiative within their organizations. They have
in common an attitude of personal challenge and
purposeful achievement in their rise to leadership;
yet their stories, told in their own words, reveal
them as distinctively varied individuals . . .

Sharon Allen
I f I were to counsel women who aspire to
become tomorrow’s corporate leaders, I’d
offer a few suggestions:
• First, find your strengths and focus on

them. Understand where you can make
your greatest contribution.
• At the same time, don’t be afraid to step

outside of your comfort zone. You have
emerging strengths; it’s there you might
discover your greatest learning and growth.
• Recognize the power of mentoring—

have a mentor and be one. Your job is
not only to elevate yourself but also
those around you.
COMPANY: Deloitte & Touche USA LLP

WEBSITE: www.deloitte.com
TITLE: Chairman of the Board • Last, it’s very important for women to build
affiliations outside their usual circles… and
AGE: 53
not just for networking. It helps broaden
EDUCATION: BS (accounting), Honorary PhD, your perspective and elevate your vision.
University of Idaho On the national front, for example, I serve
FIRST JOB: Staff accountant with this firm (first as a director on the Foundation for the
full-time job) Malcolm Baldrige National Quality Award
WHAT I’M READING: Whatever I can on effective and as member of the Women’s Leadership
governance and global commerce and affairs. Also Board at the John F. Kennedy School of
about Norfolk Terriers—we have two new pups. Government at Harvard. This helps me
contribute and keeps me close to evolving
PHILOSOPHY: Philosophy is a big word. But I can
tell you I’m powerfully oriented toward treating standards. Community ties are equally
people fairly and with dignity. important. In my case, this includes work-
ing with the United Way of Greater Los
FAMILY: My husband Rich, my mother, his mother,
Angeles, the YMCA of Metropolitan Los
and each of us has three sisters with wonderful
families Angeles, and the Independent Colleges
of Southern California. Such affiliations
INTERESTS: Gardening, wine, and kitchen contribute to your growth and your
remodels
relevancy.

Theresa Alvillar-Speake
start my own (non-profit) business because I
knew that the services we had been providing
were in great demand and the government was
providing funding to organizations to perform
those services. That business was very successful
for sixteen years. I had taken what might have
been an obstacle and changed it into an
opportunity.
Another example of overcoming obstacles
was when I was working as a Deputy Director
and my boss, the Director, left his job. I decided
to seek appointment to his position although he
was recommending his Chief Deputy, a white
male, for the position. I set up a grassroots cam-
paign, lobbied the Governor, and was
successful in getting the position. Again, I did
not let the fact that I had competition stop me
from pursuing my goal. I had prepared myself
and I believed in myself; I knew the industry
and people being serviced, and I sought and
received their support. I could have remained
‘safely’ in my position as Deputy Director, but I
I have always believed that one must be
prepared for whatever position one is seeking,
was ambitious and wanted to advance in my
career. In line with my philosophy of life, when
whether that position is determined by compe- life gave me lemons, I made lemonade.
tition or appointment. The preparation may be
actual technical knowledge—such as a certifi-
cate or degree—or understanding of the culture ORGANIZATION: U.S. Department of Energy
and environment in which one will be located. WEBSITE: www.energy.gov
Several times in my career development, I TITLE: Director, Office of Economic Impact &
encountered challenges in both areas. Diversity
Early on in my career, I realized that in order
AGE: 64
to advance I would need a college degree. I
was working for an organization that placed a EDUCATION: MBA
high value on education, so I went on to FIRST JOB: Secretary
college (while working full time, raising three
WHAT I'M READING: Leadership on the Line by
children as a single parent, and being involved Ronald Heifetz and Marty Linsky
in the community). I moved up in the organi-
PHILOSOPHY: When life gives you lemons …
zation from Administrative Assistant to Director
make lemonade.
of the Office. Later on in that same career,
I ended up without a job because the organiza- FAMILY: Mother, grandmother, and great-
tion closed its doors. I took that opportunity to grandmother
INTERESTS: Reading, gardening, and snow skiing

Ford Motor Company
COMPANY: Georgia Power
Judy Anderson
WEBSITE: www.southernco.com/gapower
TITLE: Senior Vice President of Charitable Giving;

CEO & President, Georgia Power Foundation, Inc.;
President, Southern Company Charitable Foundation,
Inc.; executive sponsor for Georgia Power’s leader-
ship development
AGE: 56
EDUCATION: BS, Troy State University; JD and

LLM, Atlanta Law School; Harvard: Advanced
Management Program
FIRST JOB: Financial services manager, American

Hospital Supply Corp.
WHAT I'M READING: Why I Wake Early by Mary

Oliver and Falling Angels by Tracy Chevalier
PHILOSOPHY: Live life to the fullest each and every

day. There are no dress rehearsals. Find your true
passion and give it all you have to give.
INTERESTS: Theater, music, growing orchids
A s you advance in your career, you’re often from my mom. We have a lot more control in
asked about the secret of success. The most our careers and in our lives than we give our-
important things for me have been determina- selves credit for.
tion, perseverance, and a bit of good luck. Some might call it idealistic, but I believe our
Life has taught me the importance of being goal in life should be to make the world a
in touch with who you are. That means know- better place for those who come after us. That
ing your strengths, your weaknesses and your message becomes even more relevant as we
own innate ability to decide what’s best for you. take on leadership roles, because I believe
It means being flexible and adaptable when good leadership is not about title and position.
life’s journey takes an unexpected turn. It It’s about creating an environment where others
means making choices that engage your heart can achieve their potential, where people can
and mind. Don’t make a choice of any kind just make a significant difference. Leadership is not
because it ranks high on someone else’s scale about what you do, but about what those peo-
of achievement or even because it seems to be ple you are trying to inspire accomplish when
simply the logical thing to do at that moment their hopes, dreams, skills, and talents are
on your path. unleashed.
It’s important to maintain a positive attitude. It is also important to realize that we all need
I believe in enjoying the job you’re in. You have to rely on others. And in turn, we need to be
the power to make it fun, meaningful, and chal- there for others. Those of us who have gained
lenging. A positive, can-do attitude is every- experience and a measure of success have an
thing. Sometimes, how you deal with the events obligation to share what we have learned by
in your life is more important than what has being a friend or mentor to others.
happened to you. That’s something I learned

Ford Motor Company
Maura C. Breen
A s a woman, it’s important to be comfortable
with who you are. You should be willing to
accept coaching, but
you have to speak up
if something doesn’t COMPANY: Verizon
make sense. You Communications
should also be willing
WEBSITE: www22.verizon.com
to take risks, go out-
side your comfort TITLE: Senior Vice President,
zone. You're capable Support Services
of doing and accom-
plishing more than AGE: 48
you think. But make EDUCATION: Graduate of

sure you have a Skidmore College in Saratoga
healthy balance in Springs, N.Y. (also: executive
your life and a development programs at Rutgers
perspective on what’s University and Harvard)
important.
FIRST JOB: Clerk in the probate
Having a mentor is court
rewarding for both
the mentee and the WHAT I'M READING: My Life
mentor. Sharing by Bill Clinton
experiences and
PHILOSOPHY: Be passionate
mistakes takes some
about what you do professionally
of the stress out of sit- and personally—it is more fun and
uations and doubles the end result is always better. Take
the joy of sharing in accountability for your life and the
the successes. I’ve had decisions you make; your career
several mentors and your personal happiness are
throughout my career what you make of them.
and have the pleasure FAMILY: Husband Jay and son
of mentoring others Ryan
now. I learn a lot
from my mentees, INTERESTS: Politics, sports,
and I really enjoy reading
mentoring; it re-
energizes me.
Success in corporate
America needs to start with being competent at strong leadership skills, passion, and a strong
what you do. An individual must also possess sense of accountability for what they do.

COMPANY: Starwood Hotels &
Resorts Worldwide, Inc.
Sue Brush
WEBSITE:
www.starwoodhotels.com
TITLE: Senior Vice President,

Westin Hotels & Resorts
EDUCATION: MBA, University

of Puget Sound/Seattle
FIRST JOB: Receptionist/book-

keeper for a radio/TV commercial
production company
WHAT I'M READING: Our Lady

of the Forest by David Guterson
PHILOSOPHY: Priorities should

be to God, self, family, and
profession
FAMILY: Happily married to Ken,

and proud mom of 22-year-old
son Kevin
INTERESTS: Travel, reading,

walking in scenic parks
M y advice is simple: prepare yourself; set

goals; be true to yourself; let your passion
enhances your relationships with others.
Success is based on passion. Choose your
show; turn adversity into opportunity; and don’t career based on what you love—what truly
take yourself too seriously. excites and challenges you. Ask yourself every
There’s no excuse for lack of preparation, day if this is the job you really want. If not,
whether it’s getting the education you need for start immediately looking for one that truly
the career you desire or preparing for a big inspires you. No one forces us to continue in
presentation. Take the time up front to plan, a job that doesn’t fuel our passion.
and allow plenty of time to adjust and refine. Turn adversity into opportunity. When I got
You can’t be creative when you’re under last- breast cancer in 2003, a colleague and fellow
minute stress. Advance preparation reduces survivor told me that the breast cancer journey
stress and gives you confidence. could be one of the best things that ever hap-
Part of preparation is setting realistic goals pened to me, and she was right. I learned that
for yourself. Aim high and you’ll be surprised I could survive a life-threatening disease and
by what you can accomplish. Celebrate your that my support system was much richer than I
successes and raise the bar for even greater ever imagined. That experience has enhanced
achievement. When you fail, give yourself 24 all areas of my life and given me boundless
hours of mourning and then pull yourself hope and enthusiasm for the future.
together and get started again. I’m amazed how serious young people are
Being true to yourself is all about values. today. They seem so focused on getting ahead
Values may be spiritual, personal, or profes- that they forget to have fun. Live each day to
sional. Know who you are, let others know, the fullest, and make sure you laugh out loud
and never compromise your values. at least once every day. And be brave enough
Being your best self brings you peace and to laugh at yourself.

Lynn M. Caddell
T o succeed in today’s demanding business
world, surround yourself with diverse individu-
als with more talent than you. Do not fall into
the trap of thinking less talented individuals will
make you look better simply by comparison. A
strong team will reflect well on each of the indi-
viduals as well as the leader who pulled them
together. Look for this talent throughout the
organization. Be open to individuals from other
departments or several layers down in your
organization. The right individual with
outstanding leadership skills can overcome any
deficiency in experience on a particular
subject—go for the leadership talent first, and
then subject matter expertise.
In addition, continually build your pool of
available talent. Actively participate in recruiting, mentor, and take an active interest in the
human resource activities in your organization.
If you see a need, volunteer your organization
COMPANY: Waste Management, Inc. to be the test group for a new process, or
WEBSITE: www.wastemanagement.com procedure.
College recruiting can also be an excellent
TITLE: Senior Vice President & Chief Information source of future talent. Internships are a valuable
Officer tool in identifying top graduating talent. If you
see deficiencies in the education the graduates
AGE: 50
are receiving, work with a select number of
EDUCATION: BA (history); MS (systems universities to help define the future direction
engineering) of their curricula. This will ensure not only that
you and your organization will have access to
FIRST JOB: Industrial engineer with IBM
the best and brightest our universities have to
WHAT I'M READING: Breakthrough by Bill offer, but also that these students will have the
Davidson tools necessary to succeed.
After building a strong team, make sure you
PHILOSOPHY: To maximize your contribution, keep truly understand the business. Don’t focus only
your priorities straight and know what you can
on your area of responsibility. Recognize what
change or influence and what you can't. Put your
efforts where they count. is driving the business. Understand how your
group supports the overall goals and objectives
FAMILY: Husband, Doug; three sons: Drew, 21; and identify ways to improve your contribution
Grant, 17; Kyle, 11 to the organization’s success.
A strong business-oriented team will ensure
INTERESTS: Reading, and any activities (baseball,
success for your organization as well as yourself
basketball, swimming, etc.) that my children
participate in in today’s demanding business climate.

LaVerne Council
T here are five key themes that have run
through my career and the careers of those
women I know who are happy in executive
positions. I would advise all women looking to
advance in a corporation to focus on them:
1. Think big. This goes not only for setting
high goals for your career, but for how you go imagine it will; I cannot overstate the
about solving business problems. Too many benefits of having compelling business cases
people get accustomed to existing industry, filled with fact-based options.
process, or departmental constructs and do not 3. Keep your support systems healthy. There
push themselves to be imaginative and think is no question about it: you will have highs and
past them. They undermine themselves. There lows in your career—it’s a journey. The
is great demand in corporations for those who successful women I know regularly make time
can imagine a better tomorrow and execute a to maintain the support systems that help make
plan to realize that vision. them who they are. You define your own
2. Speak in facts. Yes, everyone does need to support systems; they may center around faith
get comfortable with making decisions and or relationships with family, mentors,
moving forward when the ideal amount of colleagues, or friends. By investing in them
information is not available. However, it pays to now, you’ll be able to count on them to see you
become skillful at uncovering facts quickly. quickly through any rough times ahead.
Don’t get caught up in the whirlwinds of heated 4. Have fun and give back. This is not just
conjecture—take a quick step back to get your “nice to have.” In my book, it’s a must. Learning
facts in order. Assembling a reasonable level of how to create fun and community within
information doesn’t take as long as you may corporate teams pays huge dividends. Think
back to the times you have most enjoyed your
job—I bet it is due in large part to the leader-
COMPANY: Dell, Inc. ship caring enough to emphasize fun and
WEBSITE: www.dell.com community. Everybody wants to have a sense
of belonging at work, and you have the power
TITLE: Global I/T Vice President to create that! It starts with setting goals in this
area just as you would in any other important
AGE: 42
area of your work and personal life.
EDUCATION: MBA, Illinois State University 5. No regrets. First, become a highly
competent decision maker—in circumstances
FIRST JOB: Systems Analyst when you have consensus up front and when
WHAT I'M READING: The Purpose-Driven Life you do not. Then don’t be afraid to change
direction if needed. There is often more risk in
PHILOSOPHY: Create more joy delaying an important decision than in making
a marginal one. You do not want regrets or fear
FAMILY: Husband Bennie; son Troy, 6
to constrain making a decision because these
INTERESTS: Reading, cooking, wine, community are not only useless feelings, they have a
involvement tendency to stifle that all-important creativity!

Alicia Tutt
Falls Church, Virginia
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SheilaKearneyDavidson
F irst, draw on your insecurities to project an
air of confidence. Fastidious preparation dispels
the jitters about a particular presentation or
project. Anticipate questions and have others
critique your thinking before a big meeting.
Stop apologizing for your opinions—just make
sure that they are well researched and based in
fact. Get rid of verbal cues of self-doubt like, “I
could be wrong about this, but….” Take the
floor and hold it when it should be your turn to
speak. Don’t get shouted down when you
worked hard to get to the table. However, don’t
let go of the insecurity that drives you to be
thoroughly prepared. An air of confidence
CDASAUNDERS.COM
is essential, but cockiness leads to a lack of
discipline that is fatal.
Second, push yourself outside your zone of
comfort. Earlier in my career, I was resisting an
opportunity to make a lateral move to manage
the insurance law group within the legal
department. A mentor urged me to do it,
counseling that the first word in the General
Counsel title is “general.” Later, when I was
COMPANY: New York Life Insurance Company
asked to leave the legal department to head the
compliance department, I was again dragging WEBSITE: www.newyorklife.com
my feet, protesting that I was trained to practice
TITLE: Senior Vice President & General Counsel
law and that I should therefore practice law.
Once again, I got wise advice to make the AGE: 42
move since I would learn all of the operational
skills necessary to run a department—better EDUCATION: BA (cum laude), Fairfield University;
preparing me to run the legal department. JD, George Washington University Law School
Recently, I was asked to take on responsibility FIRST JOB: Walking neighbor’s dog for $5 a week
for human resources, corporate communica-
tions, governmental affairs, facilities and gover- WHAT I'M READING: Harry Potter and the Prisoner
nance. I leapt at the chance because experience of Azkaban (aloud to my boys)
has taught me that you have to stretch to PHILOSOPHY: Follow the golden rule.
advance and grow.
FAMILY: Husband, Tony; two sons: Andrew, 6, and
Patrick, 3
INTERESTS: Homework, soccer games, birthday

parties; thinking about travel and reading

Rebecca C. Davis
W omen seeking to become tomorrow’s
corporate leaders must work today to improve
their listening and communications skills.
These skills, representing a “communications
capability,” are developed by combining careful
listening with good oral communication and
writing skills.
First, really listen. You must be able to
understand what people are truly saying (or
possibly not saying). For example, I recently
was asked to correct a service date for an
employee who was retiring. Although the man
presented factual reasons why the date needed
to be changed, as well as how the mistake had
occurred, I realized what he needed was more
than a date correction. What I heard was the he be recognized for the time he had been with
emotional reason: it was a matter of pride that the company. Practice good listening with
customers, too; it shows care about their needs
and is the first step to making sure your
employees and company meet those needs.
COMPANY: AFLAC, Inc. Second, learn how to communicate your
ideas. A good leader communicates clearly the
WEBSITE: www.aflac.com
vision and values of the company through
TITLE: Executive Vice President; Chief words as well as actions. Communicate your
Administrative Officer; Director of Corporate commitment, and let each employee on your
Communications team know how important his or her role is to
the success of your organization. Create a work
AGE: 54
environment that respects and appreciates
EDUCATION: Bachelor's degree (business every employee and you’ll develop stronger
administration), Columbus State University products, gain new customers, and strengthen
long-term relationships.
FIRST JOB: AFLAC Claims Department
Also encourage employees to communicate
WHAT I'M READING: Night Fall by Nelson DeMille their ideas. They can help find ways to either
serve the customer better or save the company
PHILOSOPHY: Always try to look on the bright side. money. Listen to the problems your employees
We’re all going to make mistakes at some point, so
face in executing the vision and make
learn from your mistakes and don’t dwell on them.
Treat people with the same respect you want to be
necessary adjustments. Successful leaders make
treated with. sure that they hear diverse viewpoints. Good
communication throughout the ranks fosters a
FAMILY: Married; a daughter unified understanding of corporate goals and a
very high level of teamwork.
INTERESTS: Cooking, reading, and collecting
cookbooks

Ford Motor Company
Jerri DeVard
Y ou should seek advice and counsel from
anyone that you deem to be a success. Don’t be
afraid to ask for guidance. Mentoring doesn’t
have to be a formal program with scheduled
meeting times or outlined action items. Any
situation can be a mentoring situation if you’re
willing to ask for advice and counsel. You have
to be clear about what you want and you need
to approach someone you think can help.
Just say, “I need your help, your advice or your
guidance.”
When you face a challenge, don’t spend a
lot of time worrying about the problem. Rather,
place your energies into developing a plan for
overcoming it. Then take action.
To be successful in corporate America, you
COMPANY: Verizon Communications
TITLE:Senior Vice President, Brand Management

& Marketing Communications
AGE: 46
EDUCATION: BA (economics), Spelman College;

MBA (marketing), Clark Atlanta University
FIRST JOB: Retail salesperson for The Limited

Stores first have to be very good at what you do.
Think, talk, and act like a leader, and have the
WHAT I'M READING: An advance copy of Malcolm strength and conviction of your ideas. You then
Gladwell's new book, Blink can be fearless.
PHILOSOPHY: You owe it to yourself to build a life Women can celebrate the fact that we’re now
that you'll enjoy. I think the formula is fairly simple: more appreciated as working mothers. I’m
enjoy your family, take time for yourself, and remember fortunate to be at a company that recognizes
to celebrate everything, not just the big things. In our the dimensions of who I am—mother,
family we take time to celebrate everything. businesswoman, and wife—and how these
layers contribute to the company’s success.
FAMILY: My husband of 21 years, Gregg;
two children: Brooke, 15, and Alexander, 12 It doesn't mean I don’t struggle with balance.
I do. But the joy is in having both—work and
INTERESTS: Reading, fitness, and family vacations family.

©2004 Verizon. All rights reserved.
Many views. One vision.

Diversity has become a pervasive force in every aspect of our business,
from the products we deliver, to the suppliers we select, to the talent
we hire. Many ideas, many approaches and many minds broaden our
vision, making us open, adaptable and better able to make progress
every day for our customers, our clients and our employees.
verizon.com/careers
Make progress every day
Linda Dillman
I ’ve been in IT for a long time, and came into
it as an entry-level manager. I worked my way
up, kept my head down, and took the tough
assignments, always looking for opportunities
to grow. More often than not, management
would tap me before even I felt I was ready.
Too often we restrict ourselves, but that can
limit our work. You have to be able to make
changes and take the assignments no one else thousand kids grow up. To see them do things
wants. That’s where you get the best experi- that help our business is just a blast. What
ence, and where you learn a lot about yourself. would I do differently? My feeling is if I did
Success comes from building relationships something different, I wouldn’t be where I am
with people—not political maneuvering, but today. My advice to women is
genuine relationships that will carry you • Learn as much about the business as
through difficult times. I think men and women you can.
share on the job, but women do it differently. • Take one step at a time.
It’s important for me to have people with • If you do your absolute best, you can
whom I’m able to share, like Susan Chambers get noticed. People who think they have
on our executive committee; we just get to finesse and politic their way to promotion
together to talk. will not be successful over the long term.
People who are successful hopefully like
their work, but they also have to know when
they are out of balance. Whenever I was way COMPANY: Wal-Mart Stores, Inc.
out of balance in my life, I struggled; I had to WEBSITE: www.walmart.com
learn to schedule and prioritize personally and
professionally, and be able to mentally leave TITLE: Executive VP & Chief Information Officer
work. Although it sometimes takes a long time
AGE: 48
to shut down, it’s healthier and makes us better
at what we do when we’re able to turn it off EDUCATION: University of Indianapolis
outside the office.
I have a strong circle of family and friends, FIRST JOB: File clerk at a bank (while in high
and a little condo on a lake about three hours’ school)
drive away. No one there knows who I am, and WHAT I'M READING: The Fred Factor by Mark
I can just escape for a few days. I’ve also Sanborn
learned that if I schedule time to go home, I am
forced to leave the office. And if I take my lap- PHILOSOPHY: Take the tough assignments and
step out of your comfort level; it will help you grow
top home without the power cord, I can only
to levels you never imagined!
do about two hours’ work in the evening.
The best part of any job, dealing with a FAMILY: Single
team of any size—it’s like watching a
INTERESTS: Travel & jet skis

What’s inside Dell?
Thurmond B. Woodard, Vice President of Global Diversity and Chief Ethics Officer, stays connected to customers, suppliers and his
team using the performance and mobility of his Dell Latitude™ Notebook with the Mobile Intel® Pentium® 4 Processor-M.
Dell Global Diversity

Thurmond B. Woodard, Vice President of Global Diversity, Chief Ethics Officer
and one of corporate America’s leading diversity experts. He helps drive Dell’s
vision of barrier-free opportunity by: creating a winning culture, building direct customer
and supplier relationships in the global marketplace, and equipping the community for
the digital world. What’s the result? Dell is the computing technology supplier of choice
for customers around the world. So, what’s inside Dell? People like Thurmond who deliver
superior quality, efficiency and value in all they do. To find out more about Dell Global
Diversity, call us at 1-888-741-1633 or visit www.dell.com/diversity.
Direct relationships. Easy as
To find out more about Dell Global Diversity, call us at 1-888-741-1633 or visit www.dell.com/diversity.
Dell, Inc. cannot be held responsible for errors in typography or photography. Dell is an AA/EO employer. Intel, Intel Inside, the Intel Inside Logo and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the
United States or other countries. Dell and the Dell logo are registered trademarks of Dell, Inc. ©2004 Dell, Inc. All Rights Reserved.
Veronica Dillon
M ore than a decade ago, I worked for a
publishing company as an in-house lawyer,
advising primarily the schools division and
direct marketing groups. The really ‘plum’ job
in the department was the publishing counsel
position; this lawyer negotiated with the best-
selling authors, got to read advance copies of
all the books, and went to the fancy book
parties in the executive suite. The rest of us
chugged along at the day-to-day business of
writing contracts, counseling on human the company—the publishing and information
resources issues, and negotiating leases. services groups. By taking on this new assign-
At one point, we were starting a new ment, I expanded my skill set. Since then, I
division focusing on developing scientific have incorporated this strategy in many of my
software and online books. The publishing career decisions.
lawyer had no interest in practicing the new A few suggestions: Don’t be afraid to
‘computer law’. It did not have the cachet of the try new things. Volunteer for new or unpopular
copyright lawyers’ bar or the esteemed and assignments; you will learn another skill and
sexy libel lawyers’ bar, and included none of meet business colleagues who may be valuable
the internal political to your growth. Ask questions; seek advice; and
connections in the listen and be will-
company. My boss COMPANY: Kaplan, Inc. ing to learn from
asked if I would others. Don’t be
WEBSITE: www.kaplan.com afraid to speak up,
handle the work.
Always up for a new TITLE: Vice Chairman & Chief Administrative Officer
make mistakes, and
challenge, I agreed. have your own
What I learned from AGE: 55 style. Every idea
that experience has you contribute
EDUCATION: BA, St. John’s University; JD,
helped me move Fordham Law School
does not have to be
forward in my life brilliant or new.
in many subsequent FIRST JOB: Teacher at elementary school in East There is no straight
situations. I learned Harlem path. Be reliable.
that it pays to Never sacrifice
WHAT I'M READING: Two novels by Mario Vargas
volunteer for unpop- Llosa: The Real Life of Alejandro Mata and Death in your character or
ular assignments. the Andes integrity. Don’t take
I began a new things personally.
channel of learning— PHILOSOPHY: Focus on the positives and learn Grow thick skin.
technology. I met the something valuable from everyone you meet. Some days are like
senior executives in FAMILY: One of six children; husband: Kevin;
boot camp—hang
another division of children: Katherine and Michael, both in college in, you’ll recover.
INTERESTS: Travel, theater, and reading

MarshaJ. Evans
L ife and work are an adventure, and that
makes every stride—and every stumble—along
the way an opportunity. On my career path, I
have learned that roadblocks and detours
provide the chance to revisit the map and plot
a better route.
I joined the U.S. Navy right out of college.
My friends thought I had lost my mind.
Opposition to the war in Vietnam was at its
height, and opportunities for women in the
military were restricted by convention and by
law. Yet the Navy offered adventure, and that
was what I wanted. It’s also what I got.
Serving in this traditionally male bastion was
not always easy, but it was always interesting. I putting one foot in front of the other and you
learned that for every person who might be an are bound to progress forward.
obstacle, there was a person who was willing to When I found myself filling positions that
serve as a mentor. One helped me discover a had always been held by men, I realized it was
deceptively simple strategy that has guided me impossible to do the job exactly as it had been
ever since: working hard works every time. done before. The traditional top-down military
Hard work pleases your supporters and, way wasn’t comfortable or practical, so I
better yet, tends to silence your critics. Keep worked on developing my own leadership style
and honing my own strengths and talents. A
sense of adventure, hard work, and personal
ORGANIZATION: American Red Cross leadership have been my ticket to an exciting
life and career. Daunting challenges—such
WEBSITE: www.redcross.org as leading the committee recommending
TITLE: President & Chief Executive Officer changes to end sexual harassment and expand
opportunities for women in the Navy and
AGE: 57 Marine Corps—became wonderful opportunities
to effect much-needed change.
EDUCATION: BA, Occidental College Los Angeles;
MA, Tufts University; additional studies at the
Confidence instilled by these experiences
National War College and the Naval War College was just what I needed to take on my current
and most rewarding post. Two years of
FIRST JOB: Babysitting during high school; lifeguard organizational effort updating how we get help
at a community pool during college to people paid off last fall when four successive
WHAT I’M READING: Built to Last hurricanes struck Florida: the Red Cross was
able to shelter nearly 425,000 people and serve
PHILOSOPHY: Work hard and the opportunities will more than 11 million meals. The privilege of
come your way. playing a role in the largest humanitarian
FAMILY: Husband Jerry, retired Navy jet pilot
response to a natural disaster in U.S. history
was the adventure of a lifetime.
INTERESTS: Skiing, golf, and reading

COMPANY: Bausch & Lomb
Eileen Farinacci WEBSITE:
TITLE:
www.bausch.com
Vice President & General Manager, Canada and

Latin America Region
AGE: 46
EDUCATION: BS (pharmacy), University of Puerto

Rico; MBA, University of Phoenix
FIRST JOB: At 15, I taught piano to children in a

music academy in an underprivileged area. Between
notes and chords, I had to find the wisdom to give
advice on situations I had never experienced or even
imagined. I cherish those memories.
WHAT I'M READING: One Hundred Years of Solitude

by Gabriel Garcia Marquez
PHILOSOPHY: “Courage is resistance to fear,

mastery of fear—not absence of fear.”(Mark Twain)
This philosophy will always lead to a richer life.
FAMILY: Husband of 25 years, Frank; four children:
F or women aspiring to corporate leadership,

I believe there are three keys to
Christian, 16; Brenda, 15; Frank, 14; Louis, 13
INTERESTS: Latin American literature and history;

success: choose to work in a company that classical music (play piano); playing tennis
believes diversity provides a competitive
advantage; understand yourself and your
talents; learn to work well within a team. unique strengths and capabilities, you can
A company’s commitment to and encourage- better articulate what you bring to the table and
ment of diversity increases exponentially your find the best fit for your skills. This not only
odds of success. When you research a company, helps achieve success, it makes for a more
visit, or interview, look carefully for visible satisfying work experience. Offer your skills as
commitment to diversity. This strongly influenced a product, with defined features and benefits
my decision to join Bausch & Lomb. When the differentiating you from others. Because
company first approached me, I went to the business is ever dynamic, continue developing
interview only out of curiosity. I was impressed new skills and refining ones you have by
to learn that there was already a woman on the actively seeking learning opportunities and
pharmaceuticals management team, heading being open to ‘teachable moments’.
sales. Later, during an interview with senior In business today, teamwork is critical and
executives, the president and COO not only our success often depends on how well we
spoke about the company's commitment to work with staff, a boss and her or his staff, or a
diversity, he arranged for two female corporate project team to achieve common goals. Bring
officers to take me to lunch to discuss the your uniqueness to the team and encourage
opportunity. Later I met the woman who headed others to do so, too. Explore the inventory of
one of the largest business units. It was then strengths and put them to work for the team.
that I knew the company put into practice its Work with and learn from exceptional people
commitment to diversity and that I could be so that together your team can deliver
successful here. exceptional results which, at the end of the day,
By developing a good insight into your will determine your success.

Lorry M. Fenner
L ooking back, I recognize some things that
helped me progress as a leader that I would
these issues. Avoid
the trap of either/or
counsel others to try. First, find good and solutions where
diverse mentors who are not just successful, but someone loses; try
who also share your values and interests. Then to find a creative
network, and mentor others as you yourself third way, where
progress. Share information rather than hoard more people can
it; knowledge is more powerful when shared. win, and enlist
Whenever presenting a problem to your support.
bosses, always also present a solution that Be honest and maintain your integrity. Smile
considers their broader responsibility as well and treat people with respect. Support and
as potential opposing arguments; address thank your people often when they are right,
and coach them when they’re not. Nominate
ORGANIZATION: United States Air Force
deserving people for rewards/awards. When
you’re angry, take a deep breath; and save that
WEBSITE: www.af.mil flaming e-mail till after you’ve had a chance to
review and edit it again.
TITLE: Colonel, Chief, Intelligence Force
Don’t be limited by others’ prejudice or
Development Division; Directorate of Intelligence,
Surveillance & Reconnaissance; Deputy Chief of Staff discrimination, or worse, sexual extortion.
of Air & Space Operations Think about your threshold before you get
there, and draw lines. Decide whether it is a
AGE: 47 ‘teaching moment’ or if there’s no chance for
that; speak out constructively and respectfully,
EDUCATION: BA (cum laude, secondary ed.), Arizona
State U.; MA and PhD, U. of Michigan; MS, National and document every incident. Insist on being
War College/National Defense U. treated in ways that you have earned and being
paid for your skills and experience; likewise,
FIRST JOB: As teen: babysitting, pet sitting, lawn stand up for others when you witness
mowing, movie theater concession girl; after college unfairness.
graduation: teaching
Always take responsibility for your decisions
WHAT I'M READING: Besides a lot of work-related and actions. Move issues from endless discussion
material, newspapers, and education or history to some constructive action, identifying who’s
journals, I tend to read several books at once— responsible and when it needs to be done. Be
currently Alice Sebold’s The Lovely Bones and a decisive leader, but don’t be afraid to admit
Patricia Cornwell’s Blow Fly. when you’re wrong or change your mind with
PHILOSOPHY: It’s not enough to “do no harm”; we new information. Readily ask for advice from
have to try to make things better. Anything, even if above and input from below. When making
it’s good, can be better. career decisions, try to choose opportunities
that open options, and remember that you’re
FAMILY: I have a large family of very dear relatives usually not qualified for a position until you get
and friends around the world; and my dog, Scout.
it. Finally, never be afraid to ask to be supported
INTERESTS: Reading, travel, sports/fitness, popular for special opportunities—the worst someone
culture (movies, TV, plays, literature), education, can say is “no.”
political and social issues

April Foley
L esson #1: Friends come and go; enemies accu-
mulate. One of the most important assets to
have in business is good working relationships.
The more positive the relationships you have
with your peers, the more effective you can be.
I once read an article about what Fortune 500
CEOs have in common. It was not intelligence,
education at the best schools, or affability. The
common success factor for top CEOs was that every function and activity. Only in this way
they had developed a broad network of people can an excellent organization remain at the
who respected them and said they would be cutting edge of excellence.
willing to work with them again. So pay Lesson #4: Catch people doing something
attention to your relationships. If you make a right. Appreciation is a powerful motivator. It is
mistake or get into a strained relationship also an underutilized motivator. Many of us
situation, fix it, just as you would any other assume that money is the biggest driver for
business issue—quickly and sensitively. people in business. I personally feel that recog-
Lesson #2: Listen to what people say; they nition is a far stronger motivator. People work
always reveal themselves. Being effective in hard to do a good job. You’ll get far greater
business is about persuasion, getting people to performance from them if you make an effort
feel comfortable about moving in a certain to frequently recognize the value of their
direction. It’s about motivating them. It’s about contributions, large and small.
working with and through others to get results.
You cannot be effective unless you understand COMPANY: Export-Import Bank of the United States
where others are coming from—their
motivations; how they win; their problems or WEBSITE: www.exim.gov
objections to what you are suggesting. You
TITLE: First Vice President & Vice Chairman
can’t show someone how something is in their
best interest unless you take the time to find out AGE: 57
what their best interest is…or is not.
Lesson #3: Embrace change. The adage, “if EDUCATION: BA, Smith College; MBA, Harvard
it ain’t broke, don’t fix it,” is misguided. It Business School
implies that you should wait for a problem to FIRST JOB: Camp counselor at a summer camp
surface before you change anything. My
experience is that once a problem develops, WHAT I'M READING: Tournament of Shadows, an
fixing it can be a long and painful process, one excellent history of Central Asia by Karl Meyer
in which there’s lots of downside for all PHILOSOPHY: Give of yourself to the fullest; in that
involved. The most successful organizations will you receive.
have a positive predisposition to change: new
ideas are welcomed and rewarded; FAMILY: Widowed; three children: Catherine, 26, a
people are always looking for ways to enhance reporter for a Gannett newspaper; Giff, 24, an analyst
at Goldman Sachs; James, 19, a college sophomore
programs, products, and policies; small and
large changes are constantly being made in INTERESTS: International travel; cooking; supporting
the excellent work of non-profit organizations; history

Louise Francesconi
T here are as many different styles of
leadership as there are leaders. Leadership is
not about organizational power. It’s about influ-
ence and personal qualities and how your
vision motivates the minds and hearts of those
you lead. It’s about helping others focus on
achieving not only the right business goals but
also the right personal goals.
A leader must see the future in a way that is
different from others, seeing possibilities where
others see confusion. But the leader’s vision
must be so compelling that others can be
inspired to overcome concerns, insecurities,
and reasons not to change and be propelled
collectively into that future.
To lead others, you must be able to commu-
nicate this vision clearly. A consistent message
and a clearly stated vision, repeated often, will
give people confidence and trust in where you
take the organization. Help people to see your
vision through their own eyes; when the vision working collaboratively can create ideas that
transforms from “the leader’s” to “ours” the real generate far greater results than the efforts of a
teamwork and feel- single individual.
ing of shared accom- COMPANY: Raytheon Missile Systems We will remain
plishment can begin. viable and grow to
Personal integrity is WEBSITE: www.raytheon.com meet the challenges
an important part of ahead only if we
TITLE: President
leadership that is continue to engage
lasting. A charismatic AGE: 51 and attract the best
person may motivate and brightest as
EDUCATION: BA (economics), Scripps College; MBA,
others to follow for judged by what
UCLA
a time, but true lead- they bring to
ership is the ability FIRST JOB: Babysitting the table in terms
to inspire others to of thinking and
carry a vision WHAT I'M READING: All bestsellers
teaming skills,
forward. PHILOSOPHY: Focus on what’s important—keep perspective and
I have come to balance in your life. problem solving,
appreciate that being and performance
inclusive is an FAMILY: Husband, two sons, two grandchildren excellence that
engine of innova- INTERESTS: Cooking, family
generates results.
tion: diverse teams

Edie Fraser COMPANY: Diversity Best Practices; Business

Women's Network
WEBSITE: www.diversitybestpractices.com /
www.bwni.com
TITLE: President & CEO
AGE: 61 (old in age but vibrant in spirit!)
EDUCATION: BA (with honors) and graduate studies

in political science
FIRST JOB: U.S. Peace Corps staff for five years;

Desk Officer for Africa
WHAT I'M READING: Confidence by Kanter;

Clearing the Hurdles by Brush, et al.; In Defense of
Globalization by Bhagwati; Contagious Success by
Annunzio; Spanish language guide; six newspapers
a day
PHILOSOPHY: Do the best you can (be on the

cutting edge) and give back to others (do your givin’
while you're livin).
I have learned so very much from many, and
I am grateful for all the lessons. Never stop
FAMILY: Dedicated to husband, Joe, and my dad
who is 95+, and others
learning; get training and acquire new skills.
Read, think, and generate ideas to apply and INTERESTS: Friendships; cooking and entertaining;
teach others. Learn something new each day. reading
Be passionate about what you are doing. Try
always to stay positive despite the setbacks we
all have. Think success, not failure. Surround Say “thank you” daily, write notes of appre-
yourself with a can-do, go-get-them attitude. Be ciation, or call and express gratitude. Give hugs
strong and resilient. Be the best you can be. Be and love. Be grateful for family and friends, and
creative and innovative. Don’t be afraid to be find the time to celebrate them and give to
different. Leaders are not afraid to be unique them. Sharing with my personal and business
and to push hard for what they believe, to take friends is special to me.
issues ahead of our time. Be helpful. Give of your time—and if you
Take Action. Goals are nothing without can, your money—for philanthropy, for politics.
action. Be customer-driven; work hard; go the I am so proud to have worked with the Peace
extra mile on everything. Never give up (only Corps and Poverty Program early in my career,
change course when it does not seem to work, and I cherish the non-profit boards.
but work hard for it anyway). Support diversity advancement. Women and
Deal, build partnerships, and communicate. minorities comprise the backbone of the econ-
Give back with mentoring and support. omy—the market, the workforce, and the entre-
Work with those you like and admire. preneurial talent base of the new America.
Network and realize that we are only as good Embrace change. Women and people of color
as our many friends, supporters, and buddies will account for about 70% of all new workers
(women mentorships or “fentors” are so very by 2008, only three short years away!
special).

Louise Goeser
I knew from an early age that business is my
life’s passion. I was fascinated by my father’s
metal forging company, and spent many
Saturdays tagging along to his office, where I
colored his sales charts. I’ve learned much free? Then do it, and find a way to get paid for
about business and management since those it. Don’t live for the weekends and settle for a
days spent with my crayons on his office floor. job you hate. Embrace work as part of a full life.
The best advice for how to succeed hasn’t come Get a broad base of experience, as early
from personal development and management as possible. Following college graduation, I
training seminars, but from my family, friends, accepted a job that allowed me to rotate
and colleagues. Some common sense rules through several organizations and assignments.
continue to guide my career and my life. That experience taught me a great deal about
First, do what you love, and love what you my new company, revealed skills and interests
do. Each of us needs to discover what makes us I didn’t know I had, and laid the foundation for
want to get up in the morning. For me, this is many future assignments.
management: I enjoy the challenge of melding Identify the path to success within your
a group of people together and moving them in company. Businesses tend to have one or two
a direction that is good for the business, as well major operations that are viewed as critical or
as for their personal development. Is there one produce company leaders. Ask your managers
thing that you love so much you would do it for and colleagues which functions have the most
career development potential, and actively seek
those assignments. Don’t allow yourself to be
COMPANY: Ford Motor Company pulled in too many directions. A mentor once
advised me to focus a bulk of my time on one
WEBSITE: www.ford.com or two projects that would generate tangible
results. Identify what your business needs, and
TITLE: President & Chief Executive Officer, Ford of
find a way to move the needle.
Mexico
And finally, don’t forget there is life outside
EDUCATION: Bachelor's degree (mathematics) the office. I love my job, but I also love my fam-
Pennsylvania State University; MBA, University of ily, kayaking, and riding horses. If I dedicate
Pittsburgh my entire life to my career, not only will I miss
out on these things, I’ll be a less satisfied and
FIRST JOB: Sales clerk at a department store
valuable leader and employee. Remember that
WHAT I'M READING: The Rose Without a Thorn results are more important than face time—and
by Jean Plaidy have the courage to gently remind managers,
employees, and colleagues when they forget.
PHILOSOPHY: Life is a gift; treasure it. Though I am energized and fulfilled by my
job, what matters in the end are the people I
FAMILY: Married; four stepdaughters, four
love. Though my jobs have been demanding, I
grandchildren
was there whenever it was important to my
INTERESTS: Learning new things; outdoor activities; family. I don’t regret it, and my career hasn’t
arts and theater; reading; time with family and suffered for it.
friends; travel

Carolyn Handlon COMPANY: Marriott International, Inc.
WEBSITE: www.marriott.com
TITLE: Executive Vice President & Global Treasurer
AGE: 47
EDUCATION: BA (economics), Virginia Tech; MBA,

Indiana University
FIRST JOB: Commercial loan officer for Continental

Bank (post-graduate school)
WHAT I’M READING: Harvard Business Review;

The Classic Touch: Lessons in Leadership from Homer
to Hemingway by John Clemens and Douglas Mayer;
Architectural Digest
PHILOSOPHY: You need to do what makes you

happy in life. If you can enrich your life by giving to
others, it can truly make a difference.
FAMILY: Husband, Jim
INTERESTS: Outdoor sports, especially golfing and

boating; cooking.
M y best counsel for overcoming obstacles is

to always try to be a contributor, striving for
Finally, master the art of successful risk
taking. For example, the hospitality industry is
excellence and always running the extra mile. incredibly fast-moving; to continue to lead
Positive thinking, collaboration, and teamwork our industry, my company has to consistently
are all important. anticipate our customers’ needs and exceed
I have been fortunate to have many mentors their expectations. Success comes from being
over the course of my career. There are three proactive, not reactive. That means that you
significant things I’ve learned from each of need to be innovative, flexible, focused, and
them, and I continually apply these principles ultimately, accountable.
to my career. As a leader, I also take my role as a mentor
First, deliver what you promise. Set high very seriously. I firmly believe the pursuit of
standards for yourself and then deliver. Earn an our business objectives must be balanced
unshakable reputation for excellence, integrity, against the needs of our associates. We must all
and responsiveness. make it our responsibility to provide the
Second, play to win. Develop strategies that support and guidance others need to grow and
can leapfrog you ahead of the competition. reach their full potential. This is how we can
Again, it’s about setting high standards and achieve the ultimate success.
goals that can help differentiate you and create
the foundation for professional and corporate
success.

At Raytheon, an inclusive culture is one of the things we
A DIVERSITY OF GREAT believe gives us a competitive advantage. By recognizing
the uniqueness of individuals, empowering employees,
TECHNOLOGY AND SOLUTIONS and truly valuing their input, our company consistently
STARTS WITH A DIVERSITY performs beyond all expectations. It’s a philosophy we’ll
always embrace. It’s right for people, and it’s right for
OF GREAT PEOPLE. business. To learn more about opportunities with
Raytheon, visit www.rayjobs.com
We’re proud to feature Raytheon employees in

our ads. To join them in a rewarding career, visit
www.rayjobs.com
© 2004 Raytheon Company. All rights reserved. Raytheon is an equal opportunity, affirmative action employer
and welcomes a wide diversity of applicants. U.S. citizenship and security clearance may be required.
Karen M. Hardwick
S ome lessons we learn by observing those
who succeed; others we learn the hard way.
student’s budget, but
I was much happier.
Here are some lessons that have served me well. Master your craft—
Keep your spiritual house in order. In my learn from the best. While researching law firms
experience, to excel one must tap daily into the for summer jobs, I found that many of the finest
power of the divine. Include whatever nourishes trial lawyers practiced at Hogan & Hartson. I
your spirit, whether that is yoga, prayer, landed a summer position there, earning an
running, reading sacred texts, meditation, etc. offer to return as an associate. When I returned
Do things that make you laugh, that help keep after graduation, I made sure that management
your professional life in perspective; it’s an knew I wanted to become a great trial lawyer
important part of who you are, but it’s not all of and was prepared to hustle to achieve that goal.
who you are. And stay in touch with those who As a result, I learned from the very best how to
love you whether you succeed or fail. write briefs, take depositions, examine witnesses,
Operate from a position of strength: leverage and persuade juries. I never miss opportunities
your unique gifts and passions. As a new grad- to hone my craft.
uate in systems engineering, I realized that I Cultivate fertile ground in which to grow.
had capitalized on my analytical abilities, but Build a support network of peers and mentors
that I wanted to exploit my talent for oral and who can help you develop a vision for your
written advocacy. So I passed up lucrative career, encourage you when you’re down,
consulting opportunities to attend Harvard Law answer ‘dumb’ questions, and give you fresh
School. I endured three more years on a perspective on challenges. Know the key people
in your business unit and make sure they know
COMPANY: Hogan & Hartson L.L.P
you and what you do well. Seek their counsel on
opportunities to advance your career. Keep in
WEBSITE: www.hhlaw.com touch with colleagues from your college, indus-
try conferences, and the like. These relationships
TITLE: Partner
will allow you to grow and evolve.
AGE: 41 Take charge of your own professional
development. Think of yourself as the CEO of
EDUCATION: BSE, University of Virginia; JD, Harvard your career. Remember, no one has a greater
Law School stake in your success than you. Take responsi-
FIRST JOB: Intern at Johns Hopkins University Applied bility for your successes and failures, and for
Physics Laboratory creating new opportunities to grow. If you find
yourself in an environment that does not
WHAT I'M READING: The Art of Possibility by Zander support you—move on.
& Zander; His Excellency: George Washington by Ellis;
When you fail (and you will), get up, learn
and The Bondwoman's Narrative by Crafts/Gates
from your mistake, and get back in the game. If
PHILOSOPHY: I seek to serve God and my neighbors you’ve never failed, you’ve never taken a risk.
in all that I do. And if you never take a risk, you aren’t stretching
yourself and will have to be satisfied with
FAMILY: Single
something less than your best.
INTERESTS: Travel, photography, reading, Pilates,
music, conversational French

Keiko Harvey
A nything worth achieving takes plan-
ning and commitment. Successful lead-
ers understand that creating the right
plan and moving quickly to implement
action is important.
They also recognize the importance
of assembling a team with diverse
backgrounds, ideas, and skill sets; such a
team generates a more innovative and
often more creative outcome.
Differences provide strength, and your
strength helps, ultimately, to build the
corporation's success.
Mentoring can be both formal and
informal. It's up to the individuals
involved in the process to decide what
kind of mentoring relationship works
COMPANY: Verizon Communications
TITLE: Senior Vice President, Fiber to the

Premises
AGE: 56
best for them. Personally, I’ve had many
EDUCATION: Rutgers University, School of
Engineering mentors, including many of my bosses. And
I’ve mentored numerous people both
FIRST JOB: Sales representative at a souvenir gift formally and informally.
shop Getting advice is helpful, but the key is to
WHAT I'M READING: I've just finished Patricia
listen and then decide what to do with that
Cornwell's Trace, and have picked up Janet Evanovich's advice. You’re responsible for your own
Metro Girl success; so, you have to stretch yourself. Learn
something new every day.
PHILOSOPHY: Work should be fun. If you're not hav- Communicate, communicate, communi-
ing fun, you're doing the wrong work. Also, life is all cate—both inside and outside of your function.
about learning; if you're not learning something every
Listen and observe before making
day, you're not really living.
decisions. Take on projects that challenge you.
FAMILY: Husband Gerald; two children: Ted, 26, and
Emma, 21
INTERESTS: Travel, interior decorating

Jacquelyn Hayes-Byrd
M y suggestions for women who want to
achieve positions of leadership:
Know the mission. Throughout my career in
the military, and in private and public sectors as
an appointee, there were many obstacles that I do those not-so-glamorous jobs yourself. Your
had to deal with and overcome. I have found it staff needs to understand that you will not ask
extremely important to first always learn every- them to accomplish anything that you would
thing about my programs and organizations. not do yourself. If there is a short deadline and
That ensured that I had a clear understanding the envelopes have to be licked, get in there
of the existing and do it too.
mission, or helped Take the high
me to develop a mis- ORGANIZATION: U.S. Department of Commerce, road when making
sion. I created clear Commercial Service hard staff decisions.
objectives and goals Very early in my
WEBSITE: www.commerce.gov
that would deter- career in the ’80s,
mine the direction TITLE: Executive Director, Global Diversity Initiative when African-
for my staff as well Program American female
as myself, while rec- military officers
AGE: 43
ognizing that there were still not as
may be times that I EDUCATION: Master's Degree in Public Administration common in leader-
would have to re- ship positions as
evaluate those goals FIRST JOB: At 17, to help my family send me to they are today,
and objectives based college, I earned money cleaning the houses vacated there were many
by military families that had transferred to other bases, times that I would
on changes in the
preparing the houses for the next family to move in.
organizational have loved to put
environment. WHAT I'M READING: Race for Success by George Fraser the blame squarely
Surround yourself on the shoulders of
PHILOSOPHY: Always leave your environment better whoever appeared
with a great staff. In
than when you found it.
order to find success, to be the responsi-
one of the most FAMILY: Married 11 years to my great husband, ble party. I found
important things that David; a wonderful three-and-a-half-year old nephew, that it is always
you must always do Landon important to look at
is surround yourself the big picture and
INTERESTS: Home improvement, decorating,
with very smart, cre- quickly assess the
collecting antiques, and cooking
ative, and hard-work- problem to avoid
ing people. Be willing to incorporate their great jumping to conclusions. Remember that things
ideas into the plan that has been strategically are not always what they seem. By looking at
developed for the mission. Always find out the facts (and sometimes behind the facts), you
what motivates your staff and be willing to have a better chance of making fair and clear
reward them for their efforts. decisions which can ultimately have a major
Roll up your sleeves. You cannot be afraid to impact on an employee’s life.

Marsha S. Henderson
W hen I started in banking, I invested a lot
of time in building a network. I got involved in
Find the place that
values you and
things, whether it was organizing the employee take a chance.
picnic or leading the company’s United Way Picture yourself
campaign. Joining associations and community in the job you
groups put me in places where I could meet really want, not
business professionals. Two things happened: I the job you’re in.
became known out in the community; and I got Paying attention to how executives around me
to know the decision-makers, the influential managed, made decisions, and interacted with
people who were out there getting things done. others helped me model that behavior. People
I enjoyed networking, but it also laid a foundation at decision-making levels must be able to visu-
for my future success, paying off tenfold in alize you in a leadership role. I’ve always sub-
contacts for my career advancement and busi- scribed to a famous quote by Wilma Vaught,
ness relationships. Today I have people across who retired from the Air Force as a brigadier
the country I can call for advice. I also remem- general well before women were in these kinds
ber networking is a two-way street, so I always of roles: “I wasn’t sure what I wanted to be
make time for people I have known who call when I grew up, but I knew that I wanted to be
me seeking some counsel. in charge.”
My career was definitely aided by many trail-
blazing women in business and banking before
COMPANY: KeyBank, N.A.
me, but I was always alert to opportunity.
When I left my first employer after 18 years, it WEBSITE: www.keybank.com
was because management still saw me as I was
when I started, rather than what I had become. TITLE: President, Western District
I wanted to go to a company that would AGE: 56
continue to invest in me and, likewise, I could
invest in them. I also chose at one point to EDUCATION: BA, State University of New York at
move from staff to sales, which has more risk Buffalo; MBA, Canisius College
but also more reward and recognition for your
FIRST JOB: During college, I worked in retail stores
accomplishments. When I changed positions, but went into banking as my first ‘real’ job.
I was concerned whether my expertise would
go with me, but it was a freeing experience. WHAT I'M READING: I just re-read Under the
You find that you truly carry with you certain Tuscan Sun as a preview to a trip to Italy.
skills, and you also discover skills you didn’t PHILOSOPHY: The person who succeeds in life is
even know you had until you put them to work willing to apply herself to the work at hand, do more
in a different setting. than her share, treat others fairly, listen well, and
Think of yourself as a corporation, with learn from mistakes.
skills and assets that you have to sell in
FAMILY: My husband is a great partner in life, plus I
the marketplace. Don’t settle. Never underesti-
share in two wonderful grown children, John and
mate yourself even if management does. Just Renee, and three grandchildren.
because one company doesn’t see you as an
executive doesn’t mean you are not one. INTERESTS: I enjoy gardening for relaxation and golf
for frustration.

Karen Jennings
M y advice to women who want to succeed
in the corporate world is to go to work for a
company that recognizes the value that
women bring to the business world and that is
dedicated to the promotion of women. Look
for a company that knows that gender equity
helps create a better business environment—
one that makes the company an employer
of choice, a preferred business partner, and
an important contributor to the communities
they serve.
As your career develops, take advantage of
the programs that may be available to support
your advancement. These could include online
career path tools, mentoring through employee-
initiated organizations, leadership develop-
ment programs, and tuition reimbursement for
skills enhancement.
Finally, be objective of your own strengths
and weaknesses. Be flexible and take advantage
of opportunities. Demonstrate self-discipline
and a strong work ethic. Have a positive, can-do
attitude; add value to everything you do.
COMPANY: SBC Communications
WEBSITE: www.sbc.com
TITLE: Senior Vice President, HR & Communications
AGE: 54
EDUCATION: BSE, University of Arkansas
FIRST JOB: Initial management development

program at Southwestern Bell Telephone Company
Trust your gut instincts on tough decisions.
WHAT I'M READING: The Lion's Game by Nelson Treat people right. Be true to yourself, but
DeMille aware and respectful of the value systems and
PHILOSOPHY: Golden Rule styles of the people with whom you interact.
FAMILY: Husband Bob, son Zach, stepson Bob Jr.
INTERESTS: Golf, reading, cats

Kim Harris Jones

COMPANY: DaimlerChrysler Corporation
WEBSITE: www.daimlerchrysler.com
TITLE: Vice President, Product Finance
AGE: 44
EDUCATION: BBA (accounting) & MBA (finance),

University of Michigan; executive programs at
Columbia University and INSEAD (Fontainebleau,
France)
M y strategy on every assignment has been to

become the expert as quickly as possible. It’s
FIRST JOB: Staff accountant/auditor for Deloitte &
Touche (great learning experience)
important to stay focused on your own career WHAT I'M READING: Our Separate Ways: Black &
and not that of others. Don’t think of your com- White Women and the Struggle for Professional
petition as only other women/ minorities— Identity by Ella Bell and Stella Nkomo
you’ll limit yourself. If your career isn’t going as
you had hoped, look inward first to see if PHILOSOPHY: You can have it all, but you don’t have
to do it all—which means that you don’t have to try to
you’re doing the things necessary for advance-
be a superwoman. Seek perfection in the really impor-
ment. Reality is that sometimes as a woman you tant aspects of life and don’t sweat the small things.
have to go more than the extra mile. You don’t
have to be overly aggressive in order to be suc- FAMILY: Married for 20 years to Jeffrey; two chil-
cessful, but you do have to be assertive. Treat dren: Jeffrey, 13, and Justin, 9
people the way you want to be treated. INTERESTS: Spending time with the family and
In the workplace you must recognize that friends, traveling, reading, and volunteer work
you won’t be successful solely on your own;
mentors (both men and women) are very
important. Likewise, serve as a mentor to oth- office, and that doesn’t bother me. My husband
ers. You will also find that you are only as good and I believe in full employment and I don’t
as the team working for/with you. Don’t be feel guilty for paying someone else to do
afraid to surround yourself with smart people housecleaning, laundry, and other household
(even those smarter than you) because you will tasks so I can have enough time and energy for
learn from them and they will only strengthen the really important things like attending my
your team. kids’ school programs, sporting events, and
Relative to your life outside of work, strive to other weekend activities.
maintain a good balance between work and Finally, though family and the job are impor-
personal life, recognizing the real importance of tant, don’t forget to take time for yourself—we
family. In line with my philosophy of “you can all need some private/personal time. I plan an
have it all, but don’t have to do it all,” though I annual visit with a friend to a health spa;
am a perfectionist I wouldn’t win a Good it works wonders for my mental health and
Housekeeping award either at home or in the physical well-being.

Fran Keeth
T o be one of tomorrow’s corporate leaders, I
believe you must have integrity, respect for
people, a desire to constantly learn, and a
natural curiosity about the world. You must not
be afraid to step outside your comfort zone. It
also helps if you’re action-oriented and decisive.
A successful leader is someone who can take
a dream and turn it into a vision, and commu-
nicate that vision in such a way that people not
only understand it, but believe in it and are
motivated to accomplish it. A successful leader
is one who is wise enough to create an inclusive and diverse environment where
people can get on with their work, yet who is
humble enough to step to the side and cheer
COMPANY: Shell Chemical LP, Shell Chemicals the team on to success.
Limited I’m a big believer in diversity. I want to
WEBSITE: www.shellchemicals.com create an environment where you could bring
your whole self to work. No one should have
TITLE: CEO & President of Shell Chemical LP; to worry about trying to fit into the organiza-
Executive Vice President of Shell Chemicals Limited tion—that is a waste of time and energy that
AGE: 58 people could be using to do their jobs.
When we talk about diversity in the United
EDUCATION: BBA, MBA, JD: University of States, we usually think of more women and
Houston, TX minorities in the workplace; but we need a
FIRST JOB: Soda fountain waitress at drugstore on
more global perspective in our definition of
weekends and summers while in high school diversity to include all cultures. For instance,
our company is developing a talent pipeline to
WHAT I'M READING: I am an avid reader of fiction better utilize the strengths of all our employees
to relax, especially courtroom dramas and mysteries. around the world, fostering a culture where
Favorite authors: Jonathan Kellerman, Susan Isaac, everyone is a leader. This means that everyone
Sandra Brown, Richard North Patterson, James
knows what his or her job is within each
Patterson, Agatha Christie, David Baldwin
organization. This also means that we expect
PHILOSOPHY: This is tough; catchy sound bites employees to know what he or she has the
don’t capture the depth and breadth of a philosophy. power to do, and then decide to do it.
For me it comes down to a journey of learning and Finally, I think in order to become one of
growing; of knowing myself and liking me anyway; tomorrow’s corporate leaders, you need to
of being comfortable with who I was, who I am, and
remember to have some fun along the way!
who I am becoming.
Enjoy what you do and the people with whom
FAMILY: Husband of 34 years and one grown son you work. This will give you the enthusiasm
and the energy to keep going when others give
INTERESTS: Reading, skiing, piano, wine, and quiet
up. It will also inspire the people you are leading.
evenings with my family

Dorothy Kim COMPANY: Starbucks
WEBSITE: www.starbucks.com
TITLE: Executive Vice President, Supply Chain &

Coffee Operations
AGE: 42
EDUCATION: MBA, University of Washington
FIRST JOB: Analyst, Boeing Company
WHAT I'M READING: Too Busy Not to Pray by

Bill Hybels
PHILOSOPHY: Know where you are going; know

your purpose.
FAMILY: Single mother, large extended family
INTERESTS: Family & friends
T here are five basic ideas I focus on in my and make connections with people from the
life, which have allowed me to grow personal- heart—let them know you care about them.
ly and professionally. They have helped me to This is true in business and your personal life.
make decisions consistent with my values and Connecting with someone over a cup of coffee
the values of my employers over the years. I can be a very rewarding experience for both
offer these ideas as a starting point for tomor- parties.
row’s corporate leaders to help guide their Take as many people as you can with you
careers. through your life journey. Love what you do;
Be true to who and what you are. As tempting share it with others. There are so many different
as it may be sometimes, don’t try to be some- people in the world, and you can benefit from
one else—it doesn’t work in the long run. their experiences and learn from the examples
Take the high road and rise above the noise. of their lives. Take them on your journey and
It’s the best thing you can do for yourself they will take you on theirs.
personally, as well as for the organization. Two of our corporate Guiding Principles are:
Surround yourself with outstanding leaders providing a great work environment by treating
who have great attitudes, and empower them to each other with respect and dignity; and
do what they do best. Not only can you help embracing diversity as an essential component
them rise to new heights they may never have in the way we do business. Not only are these
imagined themselves reaching, but you will principles exceptional guidance for making
learn many new things from them as well. business decisions, they are also two great
Lead from your heart. Speak from your heart principles to follow in everyday life.

Without differences, there are no unique perspectives.
Without unique perspectives, there is no innovation.
At Lockheed Martin, diversity isn’t just trendy corporate-speak. It’s one of the driving forces behind our success. Every
one of the men and women working here brings their own special perspective to our business challenges. The result?
A creative environment where unique thought is encouraged. Which enables us to produce innovative solutions for our
customers. We believe our differences make us stronger. And bring out the best in us, so that we can achieve great
things together. Lockheed Martin. One company. One team. Where diversity contributes to mission success.
www.lockheedmartin.com
Carol Kline
I have never thought of myself in
the context of a woman or a
minority in the workplace, and I
believe that translates into making
it an even playing field. I would
tell anyone that it is essential that
you work seamlessly across the
organization or business, at every
level. By doing so, you cannot
help but get noticed.
I have also made a conscious
decision to take really measurable
jobs, so that it is clear that I
have made a difference in an
organization. Some people say “If
you can't measure it, you can’t
manage it.” While I happen to
agree with that from a manage-
ment perspective, the truth is that COMPANY: AOL
from a career perspective it is dif- WEBSITE: www.aol.com
ficult to succeed no matter who
you are if you cannot point to where you were TITLE: Chief Information Officer
in the past, what you are doing in the present,
AGE: 40
and where you are going in the future.
Some of the greatest lessons I have learned EDUCATION: Bachelor of Science (marketing and
have come at the time of adversity; I feel that management), Ohio Northern University; MBA, Case
you always come out stronger on the other side Western Reserve University
once you have faced it. While a lot of people
FIRST JOB: Product manager in the wholesale
try to avoid it, I will welcome it and face the
division, Ohio Bell
challenge at hand.
In saying all of that, I am smart enough to WHAT I'M READING: Dr. Seuss books with my
know that you do not have to be the smartest children
on the team. I have always felt that smart lead-
ers surround themselves with great people that PHILOSOPHY: It's about the journey, not the
are aligned around them to deliver. I love a destination. If you forget about the journey, you
will lose sight of the destination.
great team, and that is the secret to success.
FAMILY: Husband, Rich; two daughters: Taylor and
Mackenzie (8 and 7)
INTERESTS: Time with family; traveling; Cleveland

Browns; Cleveland Indians; mountain biking and the
outdoors

Melendy Ewing Lovett

COMPANY: Texas Instruments Inc.
WEBSITE: www.ti.com
TITLE: Senior Vice President, President Education

& Productivity Solutions
AGE: 46
EDUCATION: MS (accounting), University of Texas

at Dallas; BBA (management & information systems)
Texas A&M University
FIRST JOB: Republic Bank, implementing systems

for commercial customers
WHAT I'M READING: For work: Profit from the
O ver my career, I have picked up a few

attitudes and practices essential to my profes-
Core and Beyond the Core by Chris Zook; with my
daughter: The Secret Life of Bees by Sue Monk Kidd
sional and personal success. Though strength PHILOSOPHY: Each of us has unique, God-given
comes in self-discovery, I wish I had known talents; we are happiest when we are using them to
these when I first started out, and I am honored their full potential. And, live life based on what really
matters—don't sweat the small stuff.
to share them.
Knowing myself. I spend time planning and FAMILY: Husband Jim; daughter Alexa (14)
acting on personal development that works for
me. I encourage self-awareness, recognizing INTERESTS: Family, reading, exercise, travel, scuba
one’s strengths and weaknesses, and finding diving, snow skiing, my daughter's equestrian sports
ways to grow professionally that are effective—
some of us learn by going to classes, but most
of us learn more through real-life relationships
and experiences. my confidence to take on new challenges. I
Self-competition. I think self-competition is encourage women to take on tough, messy
healthy, and I compete against my own goals challenges, achieve against ambitious goals,
and best effort, rather than competition with and build a track record of results. Learn to
others. I also enjoy helping others achieve their deliver big and celebrate bigger!
professional goals through self-competition, Toughness. I have become comfortable
and championing and celebrating their successes. accepting risk and planning to win rather
Focus. I discipline myself and prioritize time than trying not to lose. An attitude of
to achieve the highest-impact results. This focus ‘change=opportunity’ has been very helpful. I
sets boundaries for a successful career and life. accept responsibility for my own destiny and
There is always more work to be done, and it expect to work hard to achieve. I don’t expect
takes self-discipline to realize true priorities and things to always go my way.
live accordingly. This never gets easy! Faith. My relationship with God is a source
Confidence. Setting and achieving hard-to- of strength for me and I enjoy giving back with
reach but reasonable goals has helped build an attitude of gratitude.

JoanneM.Maguire
I always have been passionate about what I
do—the important work my company performs
for our nation; the amazing solutions we or clarifying examples.
provide to tough challenges; and, most of all, Find a mentor; delve into how that person
the terrific people with whom I work. If you performs, manages, and delivers results.
don’t feel that same kind of passion, career Besides mentors, also surround yourself with
guidance is not going to make a great difference. networks. Demonstrate confidence, but also be
Be inquisitive, advancing yourself by your own toughest critic by strictly
absorbing every bit of knowledge you can. monitoring your performance against personal
Learning is important from every source—the goals. Clearly define your career desires and
media, professional make them known
journals, books, and to those who
those around you. COMPANY: Lockheed Martin Space Systems help steer your
Plus, never be afraid Company path. Accept blame
of asking dumb when it is due,
WEBSITE: www.lockheedmartin.com
questions! Lifelong and acknowledge
education translates TITLE: Vice President & Deputy your mistakes—
into better problem this builds your
AGE: 50
solving, deeper credibility.
subject knowledge, EDUCATION: BS (electrical engineering), Michigan Finally, concen-
and proficiency; it State University; MS, (systems engineering), UCLA trate on your ‘emo-
can pave the way to tional intelligence’.
higher-skilled, better- FIRST JOB: TRW Defense Systems (technical staff: Technical and intel-
paying positions. missile system analyst) lectual skills are
Communication WHAT I’M READING: The Lexus and the Olive Tree: only part of the
also is essential. Understanding Globalization by Thomas Friedman equation for suc-
Over the years, I’ve cess. People who
learned that the PHILOSOPHY: When you follow your passions and can understand,
give fully of yourself, you reap rewards far greater than
keenest insights are communicate, and
you might predict.
those born in free empathize with col-
and open dialogue FAMILY: A family of 12 siblings taught me the value of leagues will go far-
with diverse stake- self-reliance and give-and-take; I’m trying to pass these ther in their careers
holders—from the lessons on to my son (7) and daughter (4) than those unable
most senior cus- or unwilling to do
INTERESTS: Sports, all types of music, Web-surfing
tomer to the newest so. Bring these
hire on the factory skills with you to
floor. In such an all interactions. The
environment, more often than not, everyone growing perception in business is that some-
succeeds. Speak up and bring your different one’s abilities to understand and manage emo-
points of view to meetings, conversations, tions improves their performance, their collab-
and correspondence. Use your experience, oration with colleagues, and their interaction
education, and skills to contribute alternatives with customers.

Judy F. Marks
I n considering “what advice could serve as a
chart and compass for navigating a channel
toward a successful career as a corporate
leader?” I reflect on the journey that started long
ago and the continuing journey ahead. The
query brings me back to a moment when I
wrote in my high school yearbook: “Some
people set their sights higher than others.” You
continually have the duty to teach
need to chal- and mentor those who
lenge yourself, follow your footsteps.
COMPANY: Lockheed Martin
seek out men- You must be willing to
tors, be a men- WEBSITE: www.lockheedmartin.com work hard and
tor, tap your encourage your team
strengths, TITLE: President, Distribution Technologies to find creative
understand AGE: 41
answers even when
your weak- convention says there
nesses, and EDUCATION: Bachelor’s degree (electrical are none. Realize there
believe in your engineering), Lehigh University are no short cuts, and
convictions. execute decisions with
FIRST JOB: Systems engineer at IBM Corporation
It’s vital to unparalleled business
be passionate WHAT I'M READING: How Full is Your Bucket? ethics.
about what Positive Strategies for Work and Life by Tom Rath Be diligent about
you’re doing. and Donald O. Clifton eliminating private
Infuse enthusi- prejudices, keeping
PHILOSOPHY: Do your best. No one can ask more,
asm in all you your emotions in bal-
and you won’t be satisfied with less.
do, as well as ance, and being a role
among those FAMILY: Husband and 13-year-old daughter model for positive
you work with change. When I think
INTERESTS: Golf, reading
and lead. of the importance of
Encourage a taking time to mentor
continuous and be a role model,
quest for knowl- I keep my daughter’s
edge and customer satisfaction. future in my mind’s eye—along with a
Leadership encompasses responsibility, professional duty to participate in industry
action, service, and intuition—guided by organizations, and a social responsibility to be
common sense, and grounded by facts. It’s not involved in my community. With my husband’s
bluster, inaction, or excuses. fantastic support and encouragement, we’re
I wouldn’t be where I am today if people able to provide our daughter a paradigm of
had not taken risks with me. So, as you move normalcy through example that says achieving
along a path toward greater responsibility, you your goals can be done regardless of gender.

Promoting
healthy
workplaces.
Starting with
our own.
Most people at Excellus BlueCross BlueShield focus on the wellness of our

customers. But some of us direct our attention to the core principles of a
healthy company. Open opportunity and inclusive programs. We know that
diversity in our offices means more understanding and compassion in the
communities we serve. Learn more about our diversity program by contacting
Marie Philippe at diversity@excellus.com.
Vi t a l . Va l u a b l e . E v e r y d a y .
SM
A nonprofit independent licensee of the BlueCross BlueShield Association

Punam Mathur
M y late father reminded me as a youngster that
I had power to do anything, but that my power
ended at the tip of my nose. It’s an extremely
empowering notion. If you are pleased with the
outcomes of your actions, continue the actions.
If the outcomes are not as you desire, don’t
lament them and don’t become de-motivated!
Just change your actions and create different
results. Too frequently when faced with
obstacles, we waste energy and time attempting
to change the outcome—the way people react,
the corporate landscape, perceptions of others.
You can't. By using your own infinite power, do
things differently until you generate the result
you seek.
Daring to succeed, by definition, also means
daring to fail. If we are challenging ourselves—
choosing paths less traveled, stretching to the
‘skinny branches’ (all the types of ‘risky’
behaviors that yield career success)—we will,
inevitably, fall down once in a while.
COMPANY: MGM Mirage
WEBSITE: www.mgmmirage.com
TITLE:Senior Vice President of Corporate Diversity

& Community Affairs
AGE: 43
EDUCATION: Special Education-pending
FIRST JOB: Age 13: car wash
WHAT I'M READING: The Life of Pi by Yann Martel Successful professionals seem to be set apart
from the rest by their amplitude and gusto, as
PHILOSOPHY: Life—it is what you make it. evidenced by their impressive successes and
their stunning defeats. Therefore, be bold,
FAMILY: 3 adopted children: ages 15, 6, and 5
because boldness creates success! And, when
INTERESTS: Family time, outdoor activities you occasionally falter, learn from it and
move on.

Suzanne F. Medvidovich
ORGANIZATION: U.S. Postal Service
WEBSITE: www.usps.gov
TITLE: Senior Vice President, Human Resources
AGE: 58
EDUCATION: Master’s degree (management),

University of Mary, Bismarck ND
FIRST JOB: Dishwasher for Sisters of Mercy

Convent
WHAT I'M READING: The Fred Factor by Mark

Sanborn; Leading at the Edge by Dennis N.T. Perkins
W hat advice would I offer women aspiring to

PHILOSOPHY: Do your best, never waste your time,
trust in yourself, and always trust in God.
leadership positions? I attribute my success FAMILY: Widowed when my children were 14, 11,
to three things: willingness to accept every and 10, I have, with the help of God, successfully
challenge presented to me, several caring raised my two daughters and a son. I now have a
mentors who have helped me throughout my granddaughter and a grandson who, in my opinion,
career, and an organization that values diversity are perfect.
and offers unlimited opportunities to anyone
INTERESTS: Church; decorating; going to Disney
willing to take advantage of them. I have World (>50 visits to date); and talking with my children
always trusted myself, done the best job I could
possibly do, and been very flexible.
I believe that accessibility leads to opportunity.
It certainly has for me. I started as a letter executives. Find an organization like mine that
carrier in New Cumberland, PA. When I was is diverse, that values employees, that offers
offered a chance to fill in for my supervisor, them the tools they need to prepare themselves
who went on a detail to another position, for advancement, and then promotes them
I took it. This experience piqued my interest in based solely on their ability! For example, we
management, and I applied for and was named recruit in colleges and universities, provide
postmaster of a small town, Marysville, PA. multi-level developmental opportunities for
That opportunity in turn led to increasingly employees, and offer a corporate succession
higher level positions. I am now one of three planning process that is open and fair.
senior women officers on the Postal Service Naturally, if you do all this, you will get a
Executive Committee serving as advisors to the diverse pool of the best people.
Postmaster General. As a manager yourself, you must allow your
I am also a strong advocate for developing team to be successful. You have to make sure
leadership skills among an organization’s future they understand the direction the organization
leaders. I believe the business achievements we wants to take, set clear expectations, and then
have made were possible because of our stay out of their way. But you also must be a
organization's top-down commitment to succes- good sounding board and support them in
sion planning, starting with the officers and every way you can.

Ann Oka
I grew up with two brothers, and was fortunate
to have been raised to believe that I could do
anything that they could do. This came in
handy as my first job out of college was as a
supervisor of a group of 55 men working in a
vegetable oil refinery. It never occurred to me
that there were those who thought a woman
could not do the job. That naiveté helped me to
settle in and do the job I was hired to do, even-
tually earning the respect of those doubters. Of
course, life experience has since taught me that
the doubters do exist out there; but I have con-
sciously decided to practice ‘deliberate naiveté’
so that I do not create artificial barriers for
myself.
I love a good challenge, and a good day is
one in which I learn something. I believe that
this has helped me to create my own success. I
do not consider title and salary to be the key take lateral moves to expand the breadth of my
symbols of success. This has allowed me to knowledge and experience. Early on, I recog-
nized the career limitations of remaining on the
technical path of engineering and operations. I
COMPANY: Sodexho moved out of my comfort zone into a position
in finance, and pursued my MBA to further
WEBSITE: www.sodexho.com
develop the business skills that I would need to
TITLE: Senior Vice President, Supply Management grow in my career.
Pursuing these challenges has meant taking
AGE: 45 on some risk. I have relocated four times, and
EDUCATION: BS (chemical engineering), UC Berkeley; most recently changed companies after almost
MBA, UC Irvine twenty years. These are the choices that I have
elected to make as opportunities have arisen.
FIRST JOB: First job ever: appetizer, salad & dessert I believe it is very important for individuals
cook in a French restaurant; first professional job: to recognize the many choices that they have,
supervisor of a vegetable oil refinery in San Francisco
and to own the choices that they make. We
WHAT I'M READING: My favorite book is Atlas choose which limitations to accept, and which
Shrugged, but on a daily basis I do well to keep up with to push through. My advice to women seeking
the news! to grow their careers is based on what has
worked for me: keep all options open, always
PHILOSOPHY: Enjoy the journey; each step has its
seek a challenge, choose wisely, but don’t be
own unique beauty.
afraid to err. But most of all, remember that
FAMILY: Husband and 12-year-old son we all live in the today, and we better be
enjoying that!
INTERESTS: My family, travel, golf, and cooking

Rose M. Patten
I believe women need to be prepared
to readily talk about their skills and
experiences when opportunities arise.
I don’t mean to suggest that they should
spend all their time tooting their own
horn, but sometimes it is not enough to
work hard and just expect contributions
to be recognized automatically.
At a minimum, you should be ready
during your performance discussions,
for example, to be able to cite those
occasions where your ideas made a
difference, when your participation
caused progress and brought about
beneficial change, or your leadership
moved your team or the company forward.
If you find yourself in a disappointing
career situation, avoid quick reactions,
think carefully, and assess the longer-
term implications. Above all, the best
advice I would give is be true to yourself,
be courageous, and stay focused on
your goal.
Throughout my career, I have made
great use of the following advice:
• Always choose the
toughest task;
• Listen and learn at all times;
• Think of the four C’s:
be curious, calm, COMPANY: BMO Financial Group
compassionate, and
courageous; WEBSITE: www.bmo.com
• Above all, share what you
TITLE: Senior Executive Vice-President & Head,
know and be helpful to Office of Strategic Management
others.
EDUCATION: Memorial University
PHILOSOPHY: Wisdom is knowing what to do, skill is

knowing how, and virtue is doing it.
FAMILY: Husband, Tom
INTERESTS: Gardening; community involvement;

training five birds and two dogs

AT CISCO SYSTEMS,® ONE OF OUR
PRIMARY BUSINESS OBJECTIVES IS
TO ENSURE WE HAVE AN INCLUSIVE
WORKFORCE AND A DIVERSE GROUP
OF SUPPLIERS.
Employees from different cultures and

geographies, viewpoints, experiences,
values and styles of interacting help
Cisco better understand the needs
of our customers, create innovative
products, foster healthier communities,
and promote customer success.
We encourage our employees to
develop their full potential and share
their expertise, and they help Cisco
change the way we work, live, play,
and learn.
© 2004 Cisco Systems, Inc. All rights reserved. Cisco, Cisco Systems, and the Cisco Systems logo are registered trademarks of Cisco Systems, Inc. and/or its affiliates in the
United States and certain other countries.
Nancy Rae COMPANY: Daimler Chrysler Corporation
WEBSITE: www.daimlerchrysler.com
TITLE: Senior Vice President,Human Resources
EDUCATION: MA (industrial relations), Central

Michigan University; BS (business administration in
management), Eastern Michigan University
FIRST JOB: Warren Truck Plant: interviewer qualifier
WHAT I'M READING: Good to Great: Why Some

Companies Make the Leap and Others Don’t
by Jim Collins
PHILOSOPHY: Always keep your word—if you say

that you’re going to do something, do it.
FAMILY: Family keeps you whole; always find

quality time
INTERESTS: Golf and travel
T oday’s challenges—including globalization,

technology, profitability through growth,
adapt to change, and develop the capabilities to
lead change and drive value creation within
capacity for change, and strategic talent their organizations. They must appreciate and
management—make for a business climate practice behaviors that inspire and motivate
significantly different than it was even a decade ago. a globally diverse workforce, knowing how
But these circumstances also create opportu- to empower people and challenge them to
nities for those aspiring to significant positions top performance.
of leadership. Major corporations that want to Now more than ever, exclusion is not an
be successful in the global marketplace are option. Human capital remains the one true
waging a fierce battle for people with global measure of differentiation between companies.
leadership capabilities, so they now seek to Traditional barriers to the advancement of
attract and retain the best talent regardless of women are fading fast as companies strive to
gender. Women (as well as men) hoping to enhance their organizations by developing
advance within any major corporation will need individual competencies as well as the depth of
far more than functional knowledge or their workforce, beyond diversity of race and
technical expertise. gender, to include nationality, language, and
Today’s professionals aspiring to be tomor- cultural differences. Winning in the global
row’s corporate leaders must understand the marketplace will require leaders to optimize the
business environment in general and their potential and performance of each and every
industry in particular. They must learn to think employee in the workplace.
strategically. They must be able to quickly

Andra Rush
T o be a leader—whether in corporate America
or in your community or family—you must
have a dream. From that, you create a vision
and a belief of success in achieving your dream.
Then you must set goals, believe that you can
achieve them, and then act on them or “get in
the game.” I have found that the power of
crystallizing your vision to a measurable goal or
fixed date is amazing: I have achieved many
goals I set in business in half of the time I
thought I would.
You must be able to go beyond your
comfort zone and beyond the status quo,
always realizing you are on the edge of success Don’t let others steal your dreams. In my
or rejection, and that it is OK if rejection occurs. heritage, we have dream catchers—artistic
webbed circles made of wood, sinew, and
feathers that you place in your home. The pur-
pose of the web is to catch bad dreams or
COMPANY: Rush Trucking Corporation; Dakkota thoughts that may be floating in a spiritual
Integrated Systems, LLC; Global Rush, LLC sense, and the center of the dream catcher is
WEBSITE: www.rushtrucking.com open, to allow good dreams and thoughts to
pass through. In the American culture, there are
TITLE: CEO, Rush Trucking; President: Dakkota a lot of dream stealers who point out flaws
Integrated Systems; Chairman of the Board: instead of attributes in something or someone.
Global Rush I challenge people to find the attributes and the
AGE: 44 possibilities.
As a leader, don’t be afraid to ask for help.
EDUCATION: BS, U of Michigan; graduate & management Seek guidance from many sources; engage
classes: U of Michigan, Dartmouth, Kellogg U people outside of your industry in discussions
FIRST JOB: A paper route on business issues. Participate in non-profit
organizations and volunteer to those without
WHAT I'M READING: Good to Great, Native Wisdom role models. Make the leaders of your
Teachings, and The Purpose-Driven Life customers’ organizations part of your team: ask
their perceptions and pulse on the business.
PHILOSOPHY: I believe in living a spiritual life; as a
Christian, I believe in respecting others, finding the Such relationships have been a differentiator in
good in people, and following the Golden Rule. Also, major decisions I have made.
live while you’re alive. Take time for diversity in your life—work,
health, family, friends, hobbies, and spiritual
FAMILY: Three sons: Zackary, Cheyne, Chance.
time. I am learning to accept not always having
Mom and Dad are supportive; three sisters
an “A” performance, to live life, not work.
INTERESTS: Kids, golf, hiking, travel, skiing, boating, Appreciate your gifts and blessings, and find
reading, working out, movies chances to have joy and laughter.

Joyce Russell COMPANY: Adecco USA
WEBSITE: www.adeccousa.com
TITLE: Chief Operating Officer
AGE: 44
EDUCATION: Bachelor of Arts from Baylor University
FIRST JOB: During high school: selling tomatoes at a

roadside stand; after college: recruiter at a staffing
company
WHAT I'M READING: Leadership by Rudolph

Giuliani
PHILOSOPHY: Every day, look for the positive in

each and every person and situation.
O f all the leadership qualities outlined in book
after book, passion—defined (among other
FAMILY:
husband
Two great teenage sons and a wonderful
things) as “boundless enthusiasm”—ranks right

at the top of my list. At Adecco, I and the INTERESTS: Snow skiing, gardening, antiquing
people I have the honor of working with have
boundless enthusiasm and passion for serving three positive outcomes—getting
our clients and associates, the employees we results today, developing the next
place at client companies. generation of leaders, and leaving a
Growing up in Florida, where my dad was a valuable legacy. As the saying goes,
citrus grower, I learned valuable lessons from “…teach a man to fish, and you feed
my parents that still guide me. My dad taught him for a lifetime.” Leadership is about
me that how you make people feel is even inspiring others, helping them to reach
more important than what you do and say. My their full potential.
mother taught me the importance of patience, • Give them the best support. You show
respect, and finding value in all people. I people you care by spending time with
learned about sales by selling at the farm’s them, by being present, and role
roadside stand. I learned about leading people modeling the behavior you expect. The
from watching my dad: he treats every person saying rings true, “What you do speaks
with dignity and respect. so loudly, I can’t hear what you say.”
My favorite book is Bringing out the Best • Hold them accountable; it’s one thing
in People; that book and my own experiences to have a plan, and quite another to
have formulated my five essential guidelines to execute it. Managing performance is a
leading any team or organization: very important job as a leader.
• Hire the best people—everything • Reward the doers. Everyone who
begins and ends with people. Hiring works for you wants to feel important.
the best people is the first step in Good leaders always recognize and
building and leading a world-class reward success, which not only gives
organization. people a sense of accomplishment, but
• Give them the best products and also lets them know they belong to an
training. Investing in people creates organization that cares about them.

“I am making
a difference.”
“I am “I am taking care
improving
of you. And people
your life.”
you care about .”
People define our success.
Diverse perspectives and
talents allow us to provide
I am innovative food and
Sodexho facilities management
services that improve the
quality of daily life for
the millions of people we
“I am ensuring serve in the U.S. every day.

your safety.”
“I am a step ahead.”
s i t y and I
ve r
ncl
t e d t o Di
us i on
mit
Com
Food Services, Facilities Management, Vending, Catering, Office Refreshment

sodexhoUSA.com • 1-800-SODEXHO
Services, Environmental Services, Landscaping & Grounds Management,
Conferencing, Plant Operations & Management ©Sodexho Member of Sodexho Alliance®
Sodexho embraces diversity and inclusion.

Mary Kay Schneider

I n counseling women who aspire to positions
of leadership, I can only share what has
worked for me, which boils down to several
key points:
• Lead with your strengths and involve
yourself in work that you truly care about.
Trying new things helps you clarify your
strengths and interests.
• Remember that if you don’t ask, you don’t
get—kind of the reverse of “ask and you
shall receive.” Tell people what you want,
whether it’s their business (if they are a
prospective customer) or it’s a raise or a
particular position (if they are your boss or people and inspire yourself by reading inspi-
someone who can influence your boss). rational material.
• Set goals for yourself and measure your • When faced with an obstacle, think creative-
progress. Be willing to modify your plan ly to find a way over or around it. Think
in the face of new information or through all of your possible alternatives.
circumstances. Don’t limit your thinking to “this is the way
• Surround yourself with positive, upbeat we’ve always done it.”
• Seek constructive feedback for improve-
ment. If you want to work on a particular
COMPANY: National City Corporation skill, ask people to help you and give you
feedback. A number of years ago, I decided
WEBSITE: www.nationalcity.com that I needed to be more comfortable speaking
TITLE: Executive Vice President, Small Business in front of a large audience. I prepared in
Banking advance for a presentation, I paid particular
attention to my body language and tone of
AGE: 41 voice, and I asked my boss to critique me.
EDUCATION: BA, Kent State University; MBA, Case On another occasion, I asked one of my
Western Reserve University employees for feedback. Then, I acted on
that feedback.
FIRST JOB: Working as a waitress at Bob’s Big Boy • Be thankful and show appreciation to those
who work for you and with you. Celebrate
WHAT I'M READING: Re-imagine! by Tom Peters
their successes and encourage them when
PHILOSOPHY: I agree with Zig Ziglar who says that they face difficulties.
"you can get everything you want in life if you will just • Learn to delegate w o r k t o o t h e r s .
help enough other people get what they want." It frees you up to take some of your boss’s
FAMILY: Two daughters: ages 6 and 11
work, which will challenge and develop
you, and the work you delegate (and check
INTERESTS: Music, singing, working-out, skiing, up on!) will develop your employees.
reading

Molly D. Shepard
I t seems to me that too few women move
from middle management positions to senior
levels in corporate America, and many who do
successfully enter the executive ranks do not
stay. These realities suggest my advice for
women who aspire to corporate leadership.
I think women need to adopt the styles,
skills and savvy of corporate America—
developing an understanding of problem
issues, and taking action to make adjustments
in their approach to their work and careers.
This requires awareness of the people and pol-
itics around them: learning what qualities are
valued, who is making the decisions, and the
most effective way to get things accomplished. COMPANY: The Leader’s Edge
Only after you understand your corporate cul- WEBSITE: www.the-leaders-edge.com
ture can you determine where you fit in.
From my personal experience, the key areas TITLE: Founder, President & CEO
most problematic for senior level women
AGE: 57
include: communicating effectively; building
networking relationships; promoting their own EDUCATION: BA, Wheaton College;
accomplishments; being politically savvy; get- MS (psychological services & counseling),
ting the most out of mentoring; maintaining a University of Pennsylvania
work/life balance; and developing impact and FIRST JOB: Director of Admissions, Institute for
presence. One way to improve in these areas is Paralegal Training (first paralegal training program
through community outreach. For instance, I in the United States)
serve on the boards of our region’s public
TV/radio and other organizations; I am also WHAT I'M READING: The Things They Carried by
active with the Greater Philadelphia Chamber Tim O'Brien, and Confidence by Rosabeth Moss
Kanter (I always have two books going)
of Commerce and various charities.
When you develop an appreciation of your PHILOSOPHY: With change comes the opportunity
working environment, and carefully assess your to grow, so we need to embrace change rather than
strengths and weaknesses, you can begin to run away from it.
overcome hurdles and be more successful.
As women in management we have the FAMILY: Widowed in May after 24 years of
opportunity to bring to the top of the house partnership in life, love and work. I have three
children: Ashley and Kurt, who are lawyers; and
distinctive expertise, perspectives, and more
Robert, a senior at The Haverford School
collaborative and inclusive management styles
that can make a real change in the corporate INTERESTS: I am most interested in the lives of my
cultural landscape. children. When I am not running my company, I love
to read and travel.

Janet CrenshawSmith
M y advice for women regarding overcom-
ing obstacles to advancement is that most
obstacles simply are not. Life’s biggest barriers
represent an opportunity to demonstrate what’s
possible. Success begins with a strong belief
that you will succeed. That belief may be
grounded in faith, spirit, or someone else who
believes in you so much that you believe too.
You can then visualize your success—actually
see it—very clearly. Even when you encounter
a roadblock, you don’t give up because the
goal is still in view.
I encourage women who wish to be
corporate leaders to live rich, balanced lives.
Experiencing life as a daughter, wife, and mother
has prepared me to follow, partner, and lead—
all key skills in business.
COMPANY: Ivy Planning Group, LLC
WEBSITE: www.ivygroupllc.com
TITLE: President
AGE: 43
EDUCATION: BA, Harvard College
FIRST JOB: Marketing rep, IBM Corporation

Invest time in building strong relationships
WHAT I'M READING: The Secret Life of Bees by with diverse groups of people. While strong
Sue Monk Kidd; and Execution: The Discipline of technical skills are important, particularly early
Getting Things Done by Larry Bossidy, et al. in your career, ‘who you know’ matters as
much, perhaps more, as you advance.
PHILOSOPHY: Faith drives results. Believing is
Take the time experiencing a full life to
seeing. Decide how you can make a difference;
then go do that. know what makes you happy. Create a plan
that enables you to do work that you love.
FAMILY: Married 20 years to Gary A. Smith; three I love the work that I do; so even though I
sons: Gary II, 17; Alex, 15; Bradley, 14. sometimes fret over my travel schedule, it’s
INTERESTS: Anything teenager-related: high school
OK because I adore the work. Find that for
football, college applications, surviving having three yourself.
teenagers!

Marie F. Smith
ORGANIZATION: AARP
WEBSITE: www.aarp.org
TITLE: National President
AGE: 65
EDUCATION: BA (biology, pre-med), Fisk University;

Graduate Certificate (public affairs), Stanford University
FIRST JOB: Social Security Administration
WHAT I’M READING: Maya Angelou’s Hallelujah!

The Welcome Table: A Lifetime of Memories
PHILOSOPHY: You can do anything!
FAMILY: Widow; three stepchildren; five

grandchildren
INTERESTS: Writing
I t’s all about hard work, stick-to-ittiveness,

and determination. I was fortunate to have a
I could do the job effectively and efficiently.
If I did not have all of the skills I felt neces-
mentor, as I began my career path, who insist- sary to carry out the duties of my job, I would
ed upon fully completed staff work. No detail research and study to add to my knowledge
was too small to consider. I have rewritten a about particular areas of interest within the job.
single report a dozen times until I felt it was During my 25 years with Social Security, I took
right, only to have missed details pointed out. over 25 management and supervisory courses.
Instead of throwing up my hands, I would take There were few new management approaches
a deep breath, tear up the old report, and that I had not studied and had available to use
start fresh. to enhance my participation in the work place.
I was also willing to follow the next oppor- Later, as the owner/operator of a small
tunity. I applied for, then accepted, promotions business, I sometimes worked 12 or more hours
frequently. I moved from the East Coast to the per day, doing everything from planting trees to
West Coast, then up the West Coast, then down filling out tax forms for quarterly returns.
the West Coast. Every new position was an I had to be willing to do any and all jobs to
opportunity to learn more and demonstrate that make it work.

©2004 ChevronTexaco Corporation. ChevronTexaco is a trademark of ChevronTexaco Corporation.
Bring the world together, and you help develop a better one.
In a global marketplace, a rich tapestry of ideas, skills and perspectives is a key competitive advantage.
At ChevronTexaco, we support diversity initiatives around the world, fostering growth and opportunity
for everyone. To find out more, visit us at chevrontexaco.com.
SandraL.Thompson
I t is not realistic to expect a career without
problems. Problems and obstacles are
invaluable opportunities that allow you to
grow, act creatively, and gain insight into
difficult situations. I find that how you think is
more important than what you are thinking the most dire situation, there is a greater good
about. If you think negative and fearful that will ultimately prevail. Exercising patience
thoughts, you are putting up internal road- is critical. Some fires burn themselves out over
blocks which do not allow you to engage at the time, and some battles you don’t need to fight;
highest level. Your approach to a problem will however, there are some things that are deal
generally determine the outcome. You can breakers. The key is knowing when and where
tell a lot about someone’s character by assess- you really need to be engaged and trying not to
ing their approach in dealing with difficult situ- expend unnecessary energy when a situation
ations because you have an opportunity to see is not that important. Even when you have
critical thinking and problem-solving skills at disagreements, valuing the opinion of others
work in less-than-ideal circumstances. It’s easy is important. Every person should be treated
to make the right decisions when things are with dignity and respect, and their different
going well; however, when the situation is not perspectives should be respected. You don’t
ideal, it’s a whole different ballgame. have to be disagreeable to disagree; delivery is critical.
The personal obstacle that is most prevalent
today is the reluctance to change. I consider
ORGANIZATION: Federal Deposit Insurance
myself a risk taker: I am not afraid to fail, and Corporation (FDIC)
I am not afraid to change. In fact, the one
constant throughout my career has been WEBSITE: www.fdic.gov
change. I’ve applied for jobs and assignments
that were not in my area of expertise because I TITLE:Deputy Director, Division of Supervision &
think it is important to step out of my comfort Consumer Protection
zone to increase my knowledge and area of AGE: 44
responsibility. I am comfortable with unknown
situations because my faith allows me to live a EDUCATION: BBA (finance), Howard University
life where I trust God for outcomes. That is
FIRST JOB: Computer programmer, Northwestern
truly liberating, and it allows me to adapt
Mutual Life Insurance Company
to almost any situation, political climate, or
business culture. In almost every situation, I WHAT I'M READING: The Purpose-Driven Life
count my blessings and try to have an attitude by Rick Warren
of thankfulness.
PHILOSOPHY: To treat everyone with dignity and
A frequent workplace obstacle can be
respect; to be thankful and appreciative for all things.
interactions with others. I believe that for
disagreements at work, every battle is not a FAMILY: Two sons: Jarrett, 19, college sophomore; and
war, and you don’t have to win every argument. Aaron, 14, high school freshman
Some things are just not that important. Even in
INTERESTS: Reading, traveling, watching old movies

Committed to Success
The culture of National City is one in which respect, inclusion and

performance excellence prevail in all we do for our customers, our
communities, our shareholders and our employees. By providing
jobs, products, services, community investments and civic leadership,
National City builds pathways to success…one person, one
relationship at a time.
F o r i n f o r m a t i o n a b o u t o p p o r t u n i t i e s a t N a t i o n a l C i t y,
v i s i t u s a t N a t i o n a l C i t y. c o m .
National City Corporation and its subsidiaries and member banks are Equal Opportunity Employers.
National City Corporation and its subsidiaries and member banks do not sponsor trainees for work authorization.
National City Corporation requires candidates to submit a pre-employment drug screening.
Member FDIC, © 2004, National City Corporation
COMPANY: Linksys, a Division of Cisco Systems, Inc.
WEBSITE: www.linksys.com
Janie Tsao TITLE: Senior Vice President, Worldwide Sales &

Business Development
AGE: 51
EDUCATION: BA, Tamkang University, Taiwan
FIRST JOB: Trainee in information technology at

Sears Roebuck
WHAT I'M READING: I tend to read the trade jour-

nals and business magazines that keep me updated
on the business and technology trends.
PHILOSOPHY: Sometimes making decisions is not

always comfortable, yet those times can be the
biggest growth areas; just choose thoughtfully, and
move forward.
FAMILY: Husband and business partner, Victor; two

M y first professional job resulted from a con-
versation I had with friends at a New Year’s Eve
grown sons: Michael and Steven
INTERESTS: In my rare spare time, I enjoy traveling

celebration. I was having difficulty understand-
around the world and visit places with historical points
ing them because they were speaking a lan- of interest
guage I didn’t understand …the language of IT
acronyms. The next thing I knew, I was com-
mitted to be part of the IT industry. I found out
that Sears had openings within their MIS
department, I applied, and that started my solving one major crisis at a time—always mak-
career in the field of technology. My work in ing an overall decision that was best for the
the MIS department for more than eight years company. In our experience, success is really
was the foundation of my business acumen. It built upon a quality team: hiring highly skilled
taught me to think logically, adapt to change, people, employees with a lot of passion and
problem solve at a moment’s notice, prioritize, potential. We grow the team as we grow the
and multitask. business. As employees grow in their career,
As for what advice I would give to women their responsibilities and accountabilities also
embarking on their careers, although I do not grow, because people make better decisions
recollect any major incidents that contributed when they feel ownership.
to my success, the biggest underlying factor I try to pass along the gift of confidence to
was my confidence level that has developed women, encouraging them to wear as many
throughout the years, growing as my hats as possible, taking on new challenges and
responsibilities and goals have grown. I have risks while learning the business as a whole.
put myself into positions where making Putting yourself into situations where you have
decisions is not always comfortable; yet those to make a decision based on the information
times have been the biggest growth areas for you have helps to build the confidence to make
me. I just made a choice based on all possible successively more difficult or complex
consequences, and drove forward. decisions much easier. I am still thrilled to drive
My husband and I built our company one myself to the next level, and with pride I watch
account at a time, one challenge at a time, women drive themselves to the next level in
getting one issue resolved at a time, and their careers.

Ford Motor Company
Claire Watts
I ’ve spent 23 years in merchandising with
department, specialty, and discount stores,
progressing from buying to merchandise man-
agement to Executive VP. In my seven years at
Wal-Mart I’ve seen advancement based on
talents and ability, no matter who you are. my idea, I’ve gotten a lot from being asked to
Leaders don’t get paid just to have visions, sit in on a store planning meeting or work in a
but also to execute them. For instance, warehouse during the day.
to improve the ‘now-ness’ of our fashion Since life is short, I also try to work hard and
assortment and branding, my job is to see and work smart—to sort priorities and ask “does
articulate the vision this make a differ-
in order to lead the COMPANY: Wal-Mart Stores, Inc.
ence to this compa-
team through execu- ny, this division,
tion. We need to WEBSITE: www.walmart.com and my personal
build the relation- life?” Maintaining
TITLE: Executive Vice President, Merchandising
ship of win-win with relationships is par-
merchants and posi- AGE: 44 ticularly important.
tion for acceptance, I still have as men-
to look five years out EDUCATION: BS (business), University of Cincinnati tor one of the peo-
and show what the FIRST JOB: Assistant buyer with May Department
ple who hired me
impact will be on stores 23 years ago. I also
business, and at end have a four-year-
of each year we look WHAT I'M READING: Re-imagine! by Tom Peters; old daughter who
to see whether we Heart of a Leader by Ken Blanchard teaches me how
met our goals or not. PHILOSOPHY: Since life is short, work hard and
to be an editor
Learning and work smart—sort priorities and ask "does this make of priorities, to be
growing are also a difference to this company, this division, and my incredibly organ-
important for leader- personal life?" ized. I’m home for
ship. We need to try dinner at 6:30 every
FAMILY: Husband, Jeff; daughter, Lauren
new things and get night.
away from tunnel INTERESTS: Gardening, antiques Over the years,
vision. When Wal-Mart the rewards of
called, I didn’t shop leadership change.
here and wasn’t sure I was interested, but I said Early on, the thrill is knowing you can drive a
to myself, “get on that plane and at least have business: it’s absolutely exhilarating to come in
a conversation.” I came back saying “I want to every morning and see sales results. My second
work for Wal-Mart.” Here, I can learn from all stage was being excited about bringing beauti-
kinds of people in logistics, real estate, market- ful products to people. As you get later into
ing, and international operations. To look at our your career, it’s the people themselves: I try to
business through their eyes has made me a help other people to find success, to help them
much better executive. Although not originally establish career paths.

Patricia A. Woertz
T he best advice I can give women who want to
be successful in business is to focus on the suc-
ego can get in the
way, making you
cess part and not so much on the woman part. afraid to lose. You
Don’t define who you are or where you want will always be
to make your mark according to gender. I never more successful
have. Instead, I would ask: do you have skills, when you seek
experience, intelligence, passion, commitment, consensus; help
integrity and deeply held values? These are the your partners and
marks of a true leader, male or female. colleagues find
One quality that’s absolutely essential for ways to create
leadership today (in business or in life) is more together than any of you can envision
integrity, which we think of as meaning alone.
honesty and reliability. But in the dictionary My career path has taken some unlikely
you’ll find the first meaning of integrity is twists and turns out of my background in
‘wholeness’: nothing missing, nothing left out. finance. I was always willing to say: “I’ll try
And I think that’s the richer, more valuable def- that!” when new opportunities appeared, and
inition for leaders. It means that, to lead with that’s something I encourage others to do. Step
integrity, we must be whole human beings, up and grab the risky, the challenging, the
bring our whole selves to the role. unexpected opportunities. Be prepared for
I would also say that international change—thrive in it! And be eager for
experience—whether by background or career experiences that will lead you outside your
path—is increasingly important for leaders. The comfort zone. That’s what gives you breadth of
future of business is global: that’s where the experience and positions you for leadership.
markets, the customers, the suppliers, and the
partners are. Because there are still relatively COMPANY: ChevronTexaco
few people who bring such experience, if you
are the person who steps forward to take an WEBSITE: www.chevrontexaco.com
international opportunity, you will be arming
TITLE: Executive Vice President
yourself with an incredible advantage. Work
in another country gives you tremendous EDUCATION: Bachelor’s degree, Pennsylvania State
confidence when, despite language and cultural University; Graduate, Columbia University’s
differences, you are still able to get the work International Executive Development Program
done. The challenge is greater, and so too is
the satisfaction when you work through issues FIRST JOB: Auditor
to success. WHAT I'M READING: Alexander Hamilton,
As the workforce becomes increasingly by Ron Chernow
diverse and multinational, successful leaders
will be those who can truly respect people’s PHILOSOPHY: Be, know, do: be yourself and work
differences, value their distinct contributions, from your values; know your business and continually
learn more; do it! Be biased for action.
and inspire them to greater collaboration. You
have an advantage if you don’t have a desire to FAMILY: Three children
win exclusively on your own terms. Too much
INTERESTS: Sports

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Washington without being a neighbor
in your community.
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THE UNITED STATES POSTAL SERVICE WOMEN’S PROGRAM
Delivering Diversity
for over 30 years
In September the United States Postal Service celebrated the 30th anniversary of its Women’s
Program—a program dedicated to providing employment and developmental
opportunities to women. Today the Postal Service employs more than 270,000 women—women
whose dedication and commitment have helped build a robust U.S. Postal Service. Since the
program’s inception, the number of women employed by the Postal Service has continued to
grow, as have the opportunities. In 2004, 32 percent of all Postal Service mid-level manager
positions, and 27 percent of executive positions, were held by women.
The Women’s Program traces its roots to March 1959, when Postmaster General Arthur E.
Summerfield appointed Cecil M. Harden as the Post Office Department’s First Special Assistant for
Women’s Affairs. With her appointment, Post Offices were encouraged to employ women, who until
then, had been employed in limited numbers, primarily in smaller towns, where qualified men were
not available.

By 1964, the Post Office Department had a implementation of the Postal Service Women’s
“positive action plan” in effect to support Title 7 of Program as a principal management objective
the Civil Rights Act, which prohibited discrimina- of the highest priority.
tion based on sex, race, color, religion and national The United States Postal Service Women’s
origin. Women were encouraged to apply for Program was born. As the program made its mark,
higher-level positions throughout the organiza- women began to move up the career ladder, and
tion, and Postal headquarters began maintaining in June 1979, Nancy L. George became the Postal
and distributing lists of eligi- Service’s first woman officer
ble female employees in when she was appointed
each region. USPS National Women’s Program Assistant Postmaster General
After the United States of the Employee Relations
Postal Service was created In 1974, the United States Postal department.
from the Post Office Service employed 8,600 women as But the change within the
Department in 1971, women regular letter carriers and drivers. organization was best
were increasingly promoted Today, the company employs more described by the highest
to managerial positions, than 58,000 female city letter ranked woman in the history
opening the door to the carriers. of the Postal Service, Deputy
establishment of the Postal Postmaster General Jackie
Service Women’s Action In 1974, women represented Strange, in a Dec. 8, 1986
Committee. In March 1973, 19.2 percent of the USPS workforce. interview with Federal Times:
the committee held its first Today, 270,899 female employees Women recognized then that
meeting. Its goal was to represent 38.2 percent of the total we were trying to change the
establish career ladders for postal workforce. system, and I was willing to
upward mobility among be a part of it. I helped change
women in the Postal Service. In 1984, women represented it . . . I devoted my energy more
Soon after, an appeal was 3.9 percent of postal executives.
in a positive way than spend-
made to Postmaster General ing my time feeling like I
Today, 27.3 percent of executives
E.T. Klassen to appoint a was discriminated against.
are female.
Women’s Program Manager, Instead I used my energy
and the rest was history. trying to serve as a role model
On Sept. 6, 1974, Postmaster General for the younger women.
Klassen proclaimed in a letter to Regional Though we are only in the dawn of the
Postmasters General and USPS headquarters 21st century, the Postal Service has sent out
department heads that, a clear message that it plans to be a diversity
The demand for greater productivity and trendsetter—one that will lead the way with
economy within the U.S. Postal Service action. To accomplish this, the organization will
requires us to obtain maximum utilization continue to rely on the legacy of the Women’s
of our manpower resources. One of the areas Program, as well as other special-emphasis
where we can more effectively accomplish this programs.
is in the development of women employees Performance management and succession plan-
within the Postal Service to their greatest ning programs are providing more advancement
potential. Therefore, I am announcing the opportunities for women and minorities. And, the

Postal Service recently revamped its Corporate Commentary by Suzanne Medvidovich,
Succession Planning process, adding a new self- Senior Vice President, Human Resources:
nomination feature that ensures its accessibility to While a story about a career filled with obstacles
all employees. The change has increased partici- to advancement might make for more interesting
pation and leveled the playing field for both reading, it simply hasn’t happened in my case. To
women and men. the contrary, I have found the Postal Service to be
In today’s Postal Service, women hold key an organization filled with opportunities.
I believe the Postal Service is unique in the way
managerial positions. Many more still have been
we train and develop future leaders. We use a
identified as future postal leaders. Currently, seven combination of classroom training, college courses,
USPS officer positions are held by women: and, most importantly, details to other positions,
• Suzanne Medvidovich, Senior Vice where employees can develop their skills “on the job.”
President, Human Resources; Our strategy is to have a succession pool of
• Anita Bizzotto, Chief Marketing Officer and managers ready and willing to fill future vacancies.
Senior Vice President; That offers employees throughout the organization
a great deal of opportunity, as it did me. We prepare
• Mary Ann Gibbons, Vice President and
managers from entry level all the way up the ladder
General Counsel; to executive positions. And it works. Several of our
• Jo Ann Feindt, Vice President, Area senior officers, including the Postmaster General,
Operations, Great Lakes Area; started their postal careers as letter carriers, mail
• Linda Kingsley, Vice President, Strategic handlers or window clerks.
Planning; That level of commitment to developing employees
• Donna Peak, Vice President, Finance, has gone a long way in creating a highly motivated
workforce. The proof is in our turnover rate-a very
Controller; and
low 5%. We have a robust pay- for-performance
• Francia Smith, Vice President and program and are a recognized leader in diversity,
Consumer Advocate. ranking sixth among Fortune 500 companies.
Medvidovich*, Bizzotto and Gibbons also serve In the past few years the Human Resources
on the executive committee of the Postal Department has proven to be a vital part of the
Service—a decision-making body whose members strategic focus of the Postal Service. We have
are senior advisors to the Postmaster General. increased training and development programs,
creating two intern programs to recruit internal and
For three decades, the Women’s Program has
external candidates to fill difficult positions; started
been reaching its goal, building career ladders for two executive development programs; and begun
women. And while initiatives including the an orientation program for newly appointed
Associate Supervisor, Advanced Leadership and executives. My department also worked very closely
Career Management programs are paving the way with Information Technology to create a robust
for women at all levels in their Postal career, the e-learning program that utilizes our postal intranet,
Management Intern program is opening doors to Blue, one of the largest intranets in the world.
As for practical concerns about the working
successful Postal careers for women outside the
environment at the Postal Service, from my involvement
Postal Service. Opportunity for career advance- in the Anthrax crisis, I am extremely happy to report
ment for women has never been greater than in that Postal employees feel safer today than they did
today’s Postal Service. PDJ prior to September 11th. The safety performance
has shown a 36% decrease in accidents in the past
*Medvidovich is featured in the Women Worth Watching profiles; 3 years. I attribute this to the joint efforts of labor,
also see her commentary on the strategies and effectivenss of the management and OSHA to create positive safety
Women’s Program in the sidebar. programs.

Postal Policy Women Honored
National Women’s Program Policy Statement Women on Stamps
The Postal Service is committed to promoting career Sending a powerful message requires a powerful
opportunities and advancement for women in the work- tool. And the mail is one of the most powerful—and
force. The National Women’s Program (NWP) is a vital easily accessible—communication tools available today.
and integral part of this commitment. The program does A single postage stamp is the only investment you need.
not seek preferential treatment for women, but does Since the first postage stamps were issued more than
seek to ensure that all postal career opportunities are 150 years ago, just about every one of them has also
made available to all employees, including women. carried a message about our shared heritage, our
The NWP is also a part of the Postal Service’s diverse culture and the people and events that have
Affirmative Employment Program. Postal management helped build a great nation.
established the women’s program in 1974 to ensure Women have had a strong and lasting impact on
fairness for women in every aspect of employment, American history. The Postal Service is proud to honor
including but not limited to hiring, retention, training, their influence and achievements through our stamp
career development, and promotions. program. They are artists, abolitionists, national leaders
The NWP is not merely a program developed to and physicians.
enhance the individual experiences of women, but rather They are war heroes, pioneers, authors and performers.
it enhances how we do business as an all-inclusive work- They are American painter and printmaker Mary Cassatt,
force. Monitoring the overall postal workforce demo- a home-grown and world-renowned Impressionist;
graphics to address any under-representation of women Harriet Tubman, who personally led over 300 individuals
is part of this program. Advocacy and education will help from slavery to freedom; Patsy Cline, whose plaintive
achieve equality for women in the workplace. voice personifies the sound of country music; and
The NWP will collect, conduct, and analyze research Eleanor Roosevelt, the vocal and progressive First Lady,
on issues affecting women in the workplace. It will be a who became a champion for social reform and
resource offering information and business solutions to human rights.
common workplace issues and professional develop- For more than a century, since 1893, when a woman
ment. It will provide networking opportunities, first appeared on a United States postage stamp, the
educational programs, and visibility for the women in Postal Service has proudly honored women and their
our workforce, which will enable them to realize their achievements. We will continue to tell their story, and
goals and aspirations for personal and professional the story of America, through our stamp program.
development. The United States Postal Service has bound the
The NWP seeks to ensure that managers at all levels nation together through its personal and business
will not only respect and be sensitive to the concerns of communications for more than two centuries. We have
female employees, but also that they will examine and continually evolved to serve a growing nation more
remove any barriers to equal employment opportunity efficiently and effectively—without operational
for women. Together we can ensure that we are subsidies. And we continue that process today, as
providing opportunities and promoting fairness we transform ourselves to meet the challenges of the
for women in hiring, retention, training, career develop- 21st century.
ment, and promotions.
John E. Potter, Postmaster General, CEO

United States Postal Service
www.usps.com

Will your organization make the list?
Diversity Journal
Profiles in
Profiles
TOP COMPANIES for

in
TheForum
The Forumfor 10
forWorkforce
WorkforceDiversity
®
®
Diversity
INNOVATION
in Diversity
2nd Annual International Innovation in Diversity Awards
May/June 2005
For application and information

visit www.diversityjournal.com or call 1.800.573.2867.
2005 International Innovation in Diversity Awards
The annual Profiles in Diversity Journal International Innovation in Diversity Awards honor corporations,
organizations, and institutions around the world that have developed innovative solutions offering
measurable outcomes in the area of workforce diversity and inclusion. Our objective is to encourage and
increase the number of businesses and institutions implementing innovative programs, projects, or
practices that will help to improve workforce diversity/inclusion excellence.
Ten organizations will be selected as honorees. In defining innovation, we use Webster’s definition as
“effecting a change in the established order; the creating of something new.” Innovations can be in the
form of new ideas, methods, services, or processes that improve the quality of life or enhance productivity
within an organization.
These awards will recognize innovations within the organization that have been launched within the past
two years, and have had an influence and delivered a positive outcome on diversity management, staff
recruitment, and/or toward inclusiveness and improved equity in the workplace. Any one idea or project
qualifies so long as the ensuing results are already making a greater impact on diversity management
and/or business and institutional diversity/inclusion excellence than anything prior.
Selection criteria include:
• Ease of implementation
• Effectiveness in improving diversity awareness/management, staff recruitment, employee retention
and/or inclusiveness and improved equity in the workplace
• Evidence of commitment and involvement from senior management and employees
• Genuine measurable outcomes (tangible and/or intangible) due solely, or primarily, to that
innovation.
How to Enter
Nominations are made in the form of a case study of no more than 1,500 words, plus photos and/or
background documentation. For more nomination details, an overview of participation benefits, judging
criteria, and application forms, please contact info@diversityjournal.com as soon as possible.
The deadline for submitting the nominating application and supporting

material is April 18, 2005.
Tackle Res
Avoid common mistakes when impleme
F or organizational change to of diversity is not broad and inclu- Finally, employees are also cynical
occur, the behavior of both sive, some employees may feel and reluctant to get involved with
businesses and individuals excluded or left out of the change new diversity efforts when past
must adapt. However, change is process. Furthermore, employees change efforts have not been
often difficult for organizations and who are often not made to feel successful.
the people who work in them, and included in the process, such as
resistance is an expected part of white men, may feel blamed for How Is This Resistance
any change process. In order to inequities in their organizations Expressed?
increase diversity and create inclu- and react with defensiveness.1 Resistance may take on many
sive work environments that bene- Employees who feel excluded may different forms, depending on the
fit all employees, managers must also believe that their own con- stage of a diversity initiative. In
understand, anticipate, and address cerns and issues are not being some organizations, the most
employee resistance at every stage addressed by organizational marked struggle can come at the
of the process. efforts. On the other hand, introduction of the change effort,
employees who are specifically when employees don’t understand
Why Do Employees Resist included in diversity efforts—such what changes will be made and
as women or people of color— why. Alternatively, employees may
Diversity Efforts?
may express resistance because be curious about what is happen-
Employees resist diversity efforts
they do not want to be singled out ing and thus remain neutral in the
for a number of reasons. For exam-
or perceived as having succeeded early stages. Their resistance, how-
ple, if the organization’s definition
purely as a result of change efforts.

istance Head-On
nting diversity efforts. by Catalyst
ever, may become more pro- • Perception that one has to be Behaviors
nounced in the implementation part of a specific group in order Resistance may be passive or
phase, when more concrete to be promoted active. Some examples of resistant
changes directly affect their day-to- employee behaviors include:
day experiences. • Equating the goal of the diversi-
ty effort with tokenism • Propagating rumors about why
Perceptions certain promotions, or develop-
Without clear communication, • View that diversity and inclu- ment opportunities, are given—
individuals create their own sion efforts separate employees perhaps openly insinuating
perceptions of the “true nature” of by emphasizing groups over preferential treatment
the initiative’s goals and rationale individuals
as well as the methods by which • Charging that ill-considered
these goals will be achieved. • Perception that the development promotions are made for the
Employee perceptions of diversity of some employees necessarily sake of making quotas
efforts may include the: impedes the advancement of others.
• Ignoring or giving very low
• Belief that unearned benefits or • Sense of being singled out or priority to program implementa-
advantages will be given to a punished tion and policy compliance
specific group, such as parents, related to a diversity initiative
white women, or people of color • Sense of being dominated by (e.g., ensuring a diverse slate of
“political correctness” candidates when recruiting,

TA C K L E R E S I S TA N C E H E A D - O N
attending a mandatory profes- • Communicate the business case. attention to individuals’ achieve-
sional development session on Articulate a clear business case ments as well as the organiza-
managing diversity effectively) that makes sense for your tion’s management development
organization, and communicate and advancement processes.
• Making dismissive jokes regard- it extensively through leader-
ing inclusion efforts (e.g., ship speeches, broadcasts/ • Demonstrate fairness. Track and
disrespectful nicknames for videos, town hall meetings, communicate proportional pro-
employee resource groups and newsletters, and regular memos. motion rates and/or develop-
networks) Make it as specific as possible. ment opportunities to counter
perceptions of unfair advantage.
• Taking legal recourse because • Establish a broad umbrella for Fight myths with facts.
an individual believes his/her diversity. Adopt as broad a def-
retention and advancement has inition of diversity as makes Programs & Processes
been adversely impacted by sense for your organization. Be • Tie individual diversity efforts to
diversity programs or policies sure to communicate that white business objectives. Initiatives
men are an important employee related to diversity should be
• Believing or communicating that group. Other factors to consider dealt with as key business
the team-building process is that go beyond the typical strategies and not as “side-line”
time consuming, arduous, or racial/ethnic and gender groups programs. Monitoring progress
doomed to fail. include parental status, educa- should be treated as part of the
tion, physical abilities, age, sex- regular goal-setting and review
What Can Companies Do to ual orientation, work status, and processes.
Address Resistance? functional expertise.
There are a host of strategies that • Create accountability. To
organizations can employ to mini- • Demonstrate the support of top illustrate the importance of
mize, manage, and address management; ensure that top diversity to the organization, tie
employee resistance. Strategies managers model desirable managers’ compensation to per-
cluster in three key areas: commu- behaviors. Create opportunities formance objectives related to
nication, program and processes, for employees in top manage- recruiting, developing, and
and education. ment to discuss their support advancing a diverse group of
and demonstrate their under- employees. It is advisable to
Communication standing of diversity and/or wait for two to three years after
Of all the tools available to manage women’s initiatives. introducing a diversity initiative
resistance, clear and frequent to tie results to manager
communication may be the most • Keep in touch with specific performance, so that managers
critical. employee concerns. Allow will have some time to under-
employees to react openly to stand the business case for diversity
• Articulate a vision. Resistance to workplace issues through vari- and what is expected of them.
workplace diversity initiatives is ous means, such as focus
most dramatic when diversity groups, workshops, and com- • Leverage existing internal
programs or policies are imple- puter bulletin boards. Providing institutions. Tap into existing
mented independently of efforts a forum for resistance can be a channels (i.e., employee net-
to put forth a new vision of the powerful way to dispel it. Also, works, councils, taskforces) to
culture—the beliefs, values, and communicate any adjustments brainstorm company-specific
behaviors that define the organ- you make in response to issues relating to resistance and
ization. The vision establishes employee feedback. possible solutions.
how the organization will bene-
fit from the change and what • Communicate rationale for pro- • Create ongoing forums for dis-
the change will look like at the motions, and highlight success- cussion on diversity and inclu-
individual level. es. Use highly visible promo- sion at various levels. Peers can
tions as opportunities to draw provide the most persuasive

• Strengthen management compe-
tency. Help strengthen senior
management’s facilitation and
intervention skills for addressing
verbal resistance to inclusion.
Hire coaches to help leaders
hone their skills in addressing
employees who raise concerns
about potential bias as a result
of inclusion efforts. In addition,
strengthen senior management’s
team building and conflict reso-
lution skills.
Organizations have a responsi-

bility to address resistance to diver-
sity efforts. Surfacing resistance
and its causes is the first step in
moving through the change
process successfully. Employers
must be able to recognize how and
arguments in favor of support- • Integrate the business case and why resistance is expressed. More
ing diversity, and champions at vision for diversity and inclu- effective implementation of change
different levels can showcase sion in all management devel- efforts helps minimize resistance to
“role model” behaviors. opment education. As the busi- the process. Employers must there-
ness case for diversity is further fore avoid common mistakes when
• Ensure that programs are inclu- integrated into all facets of man- implementing diversity efforts and
sive. For instance, offer formal agement practices, effectively tackle resistance head-on. PDJ
and informal mentoring pro- managing workforce diversity
grams to white men as well as will be seen as a core manage- 1
Lee Gardenswartz and Anita Rowe,
white women and people of ment skill. “Dealing with Resistance to Diversity,”
color. Track participation in Mosaics (April 2004): p.3,6.
programs by demographic • Create diversity leadership com-
group. Ensure that employee petencies and teach behaviors.
resource groups and corporate Treat diversity as a core leader- With offices in New York, San Jose,
networks are open to employ- ship competency against which and Toronto, Catalyst is the leading
ees from groups outside of the you can develop, assess, and research and advisory organiza-
defined identity groups. promote the next generation of tion working with businesses and
leaders. the professions to build inclusive
Education Integration environments and expand oppor-
It is critical that diversity educa- • Provide executives with greater tunities for women at work. For
tion be broadened beyond the exposure to diverse communi- more information about Catalyst’s
standard diversity training sessions. ties. Require executives to par- research, products, and services
Integrating the precepts of diversi- ticipate as members or leaders focusing on tackling resistance,
ty into core business and manage- in outside community organiza- visit our newly designed website at
ment practices will lead to the most tions (e.g., associations, non- www.catalystwomen.org. You may
profound changes and will best profit boards) in which they are also sign up to receive Catalyst’s
leverage the competitive advantage exposed to communities outside issue-specific newsletter, Perspective,
your business seeks in creating a their own demographic and and monthly email updates at
more inclusive work environment. socio-economic backgrounds. news@catalystwomen.org.

The Drive for Diversity and
Inclusion starts right here.
A ®
s a proud sponsor of NASCAR’s “Drive for Diversity” initiative,
Waste Management is racing toward the same goals as you are.
From Bill Lester behind the wheel of his Number 22 Waste Management
Toyota Tundra to our constant efforts to recruit and support a diverse
workforce, we are truly committed to speeding past today’s conventions
of diversity and inclusion.
Waste Management salutes the many other workplaces that are on the
same track as we are. By working together, we already find ourselves on
the road to a more diverse, inclusive tomorrow.
From everyday collection to environmental protection,
®
Think Green. Think Waste Management.
NASCAR® is a registered trademark of the

National Association for Stock Car Auto Racing, Inc. www.wm.com
©2004 Waste Management, Inc.

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JANET CRENSHAW SMITH

MARY KAY SCHNEIDER

KIM HARRIS JONES

ANN OKA FRAN KEETH

ALL TRUCKS ARE NOT CREATED EQUAL.

See the difference. Decide for yourself.

NOBODY BUILDS A STRONGER TRUCK THAN THE FORD F-15O.*

*Based on best-in-class frame strength, towing

with through-rail crossmembers welded on both sides of the frame –

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CREATIVE DIRECTOR From the editor of Profiles in Diversity Journal

Profiles in Diversity Journal November/December 2004 3

17 Women Worth Watching – special focus profiles

10 Shell Makes a Difference for Women

92 United States Postal Service / The Women's Program – 30 Years

100 Tackle Resistance Head-On:

4 Profiles in Diversity Journal November/December 2004

I have traced my family’s

And I am part of a cardiovascular

My name is Sandra Burke. I’ve been an Abbott employee for 16 years.

Women Worth Watching Profiles

26 Sharon Allen Deloitte

27 Theresa Alvillar-Speake U.S. Dept. of Energy

28 Judy Anderson Georgia Power

29 Maura C. Breen Verizon

30 Sue Brush Starwood Hotels & Resorts

31 Lynn M. Caddell Waste Management

32 LaVerne H. Council Dell

34 Sheila Kearney Davidson New York Life

35 Rebecca C. Davis AFLAC

6 Profiles in Diversity Journal November/December 2004

Women Worth Watching Profiles

60 Kim Harris Jones DaimlerChrysler

61 Fran Keeth Shell Chemicals

62 Dorothy Kim Starbucks

64 Carol Kline AOL

65 Melendy Ewing Lovett Texas Instruments

66 Joanne M. Maguire Lockheed Martin

8 Profiles in Diversity Journal November/December 2004

At Deloitte & Touche USA LLP, diversity isn’t just a philosophy

To learn more about Deloitte & Touche USA LLP, visit us at

Deloitte Touche Tohmatsu is an organization of member firms devoted to excellence in providing

Member of Deloitte Touche Tohmatsu

10 Profiles in Diversity Journal November/December 2004

Profiles in Diversity Journal November/December 2004 11

12 Profiles in Diversity Journal November/December 2004

14 Profiles in Diversity Journal November/December 2004

Worth Watching IN 2005

DELOITTE SHARON ALLEN

Worth Watching IN 2005

DELOITTE SHARON ALLEN

47 Women who areLeading the Way ...

Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.

Profiles in Diversity Journal November/December 2004 19

47 Women who areLeading the Way ...

Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.

Profiles in Diversity Journal November/December 2004 19