REDIA ANDERSON, executive coach and nationally recognized leader in the field of inclusion and diversity, is a former chief diversity officer (Deloitte, Equiva Services—joint venture between Shell/Texaco/Saudi Aramco) and has worked with Fortune 500 corporations, partnerships, and universities. Redia is Managing Partner of Anderson People Strategies, LLC, where she helps organizations align people, performance, and results. Redia has been featured in national publications such as Working Mother and DiversityInc magazine. LENORA BILLINGS-HARRIS is a diversity strategist and international speaker who helps organizations make diversity a competitive advantage. Diversity Woman magazine named her as one of twenty top influential diversity leaders in 2008, and she is a past president of the National Speakers Association. Lenora serves on the adjunct faculties of the business schools of Averett University and the University of North Carolina at Greensboro.

• Foreword xivAcknowledgments xviPreface xix1 Meet the Trailblazers 1Michael Collins, American Airlines 2Elizabeth A. Campbell, Andrews Kurth, LLP 5Ana Duarte McCarthy, Citi 7Steve Bucherati, The Coca-Cola Company 8Gilbert ‘‘Gil’’ F. Casellas, Dell 10Kiersten Robinson, Ford Motor Company 12Ron Glover, IBM 14Deborah ‘‘Deb’’ Dagit, Merck & Company 15Susan Johnson, Pitney Bowes 18Francene Young, Shell 19Rohini Anand, PhD, Sodexo 21Magda Yrizarry, Verizon Communications, Inc. 232 The CEO’s Role in Success: Commitment 27CEO Commitment Is Four-Fold 28Commitment Signals Importance 35Walking the Walk 373 Trailblazers: Chief Diversity Officer’s Role in Success 41Building, Collaborating, Leading, and Leaving a Legacy 417.5 Critical Competencies of Effective CDOs 45In Their Own Words—On Being an Effective Leader of Inclusion and Diversity 584 Communicating the Vision 67A Variety of Communications Vehicles Are Required 695 Accountability for Results 75Hard Impact from the ‘‘Soft’’ Stuff 75It Takes a Village 76Embracing Resistance 84Why Resistance Occurs 856 Middle Managers: Much-Maligned Malcontents or Implementation Powerhouses? 89Focus 94Road Maps and Milestones 95The ‘‘Numbas’’: Numbers and Metrics 96Performance Management and Recognition 977 Changing the Culture through Education: Why Diversity Training Doesn’t Work—and How to Fix It 101The Myth about Inclusion and Diversity Training 101Training as a Tool to Reduce the Threat of Lawsuits 103Many Leaders Want to Follow the Path of Least Resistance 104How to Make Inclusion and Diversity Education Worth the Investment 105Including Education and Training Measures in the Audit 106One Size Does Not Fit All 107Develop Processes Your Leaders Will Use to Reinforce the Learning Immediately and Long Term 107Develop an Effective Evaluation Process 108Identify the Facilitators for Delivery of Inclusion and Diversity Efforts 109Evaluate All Company Training and Education from a Diversity Perspective 110Develop Scorecards for Diversity and Inclusion Training 110What Trailblazers Are Saying and Doing 1118 Sticky StrategiesTM to Keep Your Pipeline Filled 119Finding the Right First Step 120Sticky StrategiesTM That Work 121Mentoring, Sponsoring, and Coaching 127Succession Planning 130Representation Tracking 1309 Community Involvement and Social Responsibility:Is It Just Good Public Relations or Is There More? 133Community Involvement: A Responsibility and Good Business 133Linking Diversity Efforts and Community Involvement 134Leading the Way through Supporting Professional Associations 136Building Bridges through Learning and Trust 138Engaging Employees for Increased Commitment 140Connecting to Global Communities 14110 Global Diversity and Inclusion 143Adopting a Global Mindset 143Technology and Global Diversity 144Differences Matter 145Inequality Is Global 146Generalize; Don’t Stereotype 147Journey from Equal Employment Opportunity to Inclusion and Diversity 147Customers Exercise Their Choices 149Global Diversity and Talent Management 150Accelerating Results 15111 Marketplace/Brand Eminence 153Relationship of Inclusion and Diversity to the Marketplace 154Evaluations and Recognitions: Double-Edged Swords? 157Making the Words and the Music Match 15712 And the Reseach Says : Facts vs. Myths 161Introduction 161Are Leaders of Color the Best Leaders of Diversity Initiatives? 162Deep-Level Diversity versus Surface-Level Diversity Perspectives 163Universities Employing Professionals of Color: What Are Their Results? 166Strategic Priorities of Diversity and Inclusion 166Type and Extent of Diversity Activities 168Is It All about the Money for Employees of Color? 170Are All Employees Sensitive to Diversity Climate Issues? 171The Impact of Diversity on Climate for Employees of Color and the Outcomes 173Research Setting: U.S. Business Schools 175Research Summary 17613 Diversity and Inclusion Councils: Internal and External 181Strengthening Connectivity inside the Organization 181External Diversity Councils: Inviting the Outside In 185Fast-Forward 18714 Employee Resource Groups or Networks 193Networks for Business Advancement 194ERGs 195Types of Employee Resource Groups 196Chaired by Senior Management 198A Deeper Look at ERGs/Networks and D & I 199Rewards and Recognition 200A Question of Faith 201Tracking Employee Resource Groups 202More than One Way to Achieve Results 202Budgets for ERGs 203A Word about Social Networking 20315 Supplier Diversity: A Strategic Procurement Choice 205First Tier, Second Tier—Where to Focus? 206Supplier Diversity at Its Core 207Does Supplier Diversity Translate into Results for the Business? 209Opportunity Is the Key Word 209Reaching Out to Diverse Suppliers 210Defining Goals within a Company 211Measures of Success 212Appendix: Study Methodology and Samples 215Notes 219Index 223