Chapter 28

Leading for Diversity

Kay Iwata, Juan T. Lopez, and Julie O’Mara

In This Chapter

• Diversity leaders have a mindset of diversity and inclusion effectiveness.
• Diversity leaders drive their team, organization, and/or community in a planned, strategic course of action.
• Diversity leaders excel at all five diversity P-O-W-E-R competencies.
• Diversity leaders hold themselves and others accountable for achieving the diversity vision.

 

What is the biggest challenge in effectively leading a diverse workforce? This was a question asked in a study done by Kay Iwata and published in The POWER of Diversity: 5 Essential Competencies for Leading a Diverse Workforce (Iwata 2004). The answer given in the book: Overcoming the perspective that diversity is primarily about race, quotas, or equal opportunity legal compliance. Respondents noted that many people have “dug in” ideas and do not view diversity as a business opportunity but as a human resources or legal initiative. They said the first step is to help people understand the broader sense of what diversity is all about. Effective leaders of diversity understand that diversity and inclusion represent more than a focus on human resources initiatives. They know that their role is to expand the organization’s approach in both mindset and action. It is something many take to heart.

The beauty of leadership is that it allows for an ever-changing study of humanity. There are limitless books and studies on the qualities of an effective leader and what he or she does that stands out as remarkable. In truth, we often find that leadership evolves with consciousness. Each century has authentic leaders, identified because of their unique, relevant, and timely practices. As we enter the 21st century, there is a new leadership consciousness emerging that is intricately tied to diversity and inclusion.

The effective leader understands the critical importance of diversity and inclusion. Effective leaders have a mindset that is ingrained into their way of being. This clarity of vision enables them to see the big picture—organizational success—as well as the complexities of the organizational life shaped by beliefs, norms, values, and practices.

Diversity is multidimensional, and knowing how all the dimensions relate is a must. The leaders who have these abilities “show up in a different way.” They are often described as authentic and committed. They do this by consistently demonstrating the P-O-W-E-R competencies:

• P—Proactive advocates of diversity
• O—Optimum people developers
• W—Willing innovators
• E—Exemplary values-based decision makers
• R—Results through people.

The P-O-W-E-R Competencies

The following is a brief description of the P-O-W-E-R competencies in action and what you can do to increase your own level of competency. You will notice that these competencies and their behaviors do blend with and support one another. This allows you to leverage your time and energy because many behaviors and actions will have an impact across several competencies at the same time (figure 28-1).

P—Proactive Advocates of Diversity

“What really shifted my belief system was the difference one leader’s expectations made on the performance of a peer. It took him from the ‘dunce’ on the team to a top performer. His capability was always there, I just didn’t see it.” What stands out with the competency of proactive advocates of diversity is the strong extrinsic and intrinsic value that leaders

Figure 28-1. P-O-W-E-R Competencies

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Source: © 2007 K. Iwata Associates, Inc. All rights reserved. Used with permission.

have for diversity and inclusion. They clearly get the business case and communicate it frequently. In addition, they have a strong personal value of diversity and inclusion based on their life experiences. This is a powerful combination. They consistently advocate for practices that enhance diversity and inclusion. Their decision-making processes reflect the importance of diversity as key consideration. There is no hesitation in challenging inappropriate behaviors.

To strengthen this competency, there must be a willingness to “lean into discomfort” on business and personal levels and put yourself out there in challenging situations where you are the only one or one of few. Also, you need to be able to focus on listening with a willingness to be influenced even when you have to override a strong inclination to be right and have all the answers. Finally, ask yourself tough questions about your unearned privileges (these are those “perks” that are the result of the luck of the draw but do benefit you in significant ways), and how they affect your ability to be a leader in a diverse environment.

O—Optimum People Developers

“My manager saw a bigger picture for me than I saw for myself.” The competency of optimum people developers resides in the belief that leaders are only as successful as the people they lead. There is a sincere interest in seeing others excel. They recognize that what is required to be successful is basically the same for everyone. Lowering standards is not an option. What makes them unique is that they also recognize that for those perceived as “different,” there are additional barriers to overcome. They work with these employees to eliminate or at least mitigate the influence these barriers have on access to development and opportunities. To do this effectively, you first must invest the time to really know your employees. Matching good talent to task will increase effectiveness. Weave employee development and coaching into every opportunity that arises. Challenge co-workers when you see barriers surfacing based on unconscious bias and stereotyping.

W—Willing Innovators

“I can’t get to innovation if I don’t have and fully leverage diversity.” A key characteristic driving the competency of willing innovators is high intellectual and emotional curiosity. This creates the motivation to seek different perspectives and ideas, to be open to change, to take “off-the-wall” ideas seriously, to challenge the status quo, and to take risks. They believe in “failing forward.” To get to innovation, seek those different from you in ways that are obvious and not so obvious. Don’t fall into the “comfort of similarities” trap. Encourage vigorous, civil dissent. Provide different ways to foster input and participation. For example, try dyad dialogues first or have written ideas submitted before a meeting for those who may not be so verbally inclined. Finally, recognize and address what may be an additional barrier for those underrepresented in the organization. This can be the pressure of avoiding failure, because their failures tend to stand out more and it increases pressure for them to prove their value.

E—Exemplary Values-Based Decision Makers

“Being in integrity is what you do when no one else is looking.” The leaders and managers we interviewed in particular rated the competency of exemplary values-based decision makers the most important. Courage and integrity are the focal points. It isn’t about doing special things for certain employees. Rather, it’s about what should be done that is often avoided when diversity tensions appear. It’s confronting and addressing the tough issues that affect a respectful, productive workplace for all employees. The specific behaviors that matter most are

• Speak up for what is right, even when the stakes are personally high for you.
• Give honest constructive feedback to all employees.
• Keep employees informed so they are not blindsided.
• Own your own biases and work to eliminate them.
• Be your word.
• If conditions change, clearly communicate and renegotiate previous agreements.

R—Results Through People Achievers

“Diversity can make a good result great!” Results are a given in terms of a requirement. Leaders who demonstrate the competency of results through people achievers believe that the “secret in the sauce” to extraordinary results is people. The diversity-competent leader knows how to work across lines of difference, develop people, leverage the diversity each member brings, and build a cohesive team to get great results. This provides a greater sustainability of these outcomes. When leaders respect and fully utilize the diversity each employee brings to the team, they get that extra discretionary effort that really puts them over the top. To get those superior results requires knowing your employees in terms of their talents, interests, concerns, and challenges. Blend their talents and interests with a focus on team building and inclusion, especially as new members join. Keep them mission and vision focused. Provide clear expectations and feedback on achieving those expectations. Have tangible measures of progress, and hold yourself and others accountable. It is important to use differences to expand the ways and means of how goals are met.

Tying P-O-W-E-R to Behavior and Beliefs

One inescapable theme that threads it way through all the P-O-W-E-R competencies is the importance of the deeply held beliefs these leaders have about diversity and inclusion. No longer can we say, “It’s not about what you believe, rather how you behave.” It does matter what leaders believe. It drives their authenticity and commitment. Later in this chapter, we share a diversity paradigm tool that supports leaders in getting in touch with their own paradigm about diversity and inclusion.

Within the diversity field, there are many definitions of diversity and inclusion work. We view diversity work as actions that make it possible for different perspectives, styles, experiences, skills, conditions, and backgrounds of people and systems to work together to achieve a common vision. As our colleague Roosevelt Thomas said in his landmark diversity book Beyond Race and Gender (Thomas 1992), diversity is much broader than a focus on getting people of various dimensions of identity to respect each other. Diversity encompasses many dimensions, and they are central to one’s identity. Race and gender are elements of this work, but not the total focus.

Employees want to feel included, able to bring their whole self to the organization. They want to know what the strategic plan is and how they can help the business enterprise, and they believe their talent and collaboration will help the organization accomplish the common goal. To build on this spirit of engagement, the effective leader must guide, share information, and honor diversity and flexibility, recognizing that individual contributors bring a wealth of talent and that most want to realize their full potential.

In this chapter, we examine the leader and what he or she does systemically that demonstrates outstanding practices at the individual, group, organization, and community levels.

Diversity Leaders Have a Mindset of Diversity and Inclusion Effectiveness

The Diversity and Inclusion—Changing the Leadership Mindset Model captures the shift from an old paradigm of organizational management to one that is more contemporary (figure 28-2). The old paradigm treated people as androids. The intention was not to dehumanize people so much as it was to control their output in a mechanized fashion, allowing for a predictable estimate of cost to the bottom line. As such, people were an expense, and the most effective way to curb their cost to the organization’s bottom line was to amortize them like equipment.

In the 1960s, leaders were forced to change their perspective on human capital. This period was the “perfect storm.” Social norms were changing with respect to the employment contract, millions of baby boomers were questioning leaders on the purpose of the Vietnam War and its cost to humanity, the struggle for civil rights and equality for racial and ethnic minorities was rattling the foundations of institutions, and the feminist movement was challenging the right of males to be the only models of leadership. These changing values had an impact on organizations and forced them to reexamine their cultures. This convergence of events laid the groundwork for diverse people, along the dimensions of gender, race, and ethnicity, who were entering organizations in much larger numbers. Additionally, the Hudson Institute, a conservative think tank, published a study that projected the diversity of the workforce in the United States by the year 2000 (Johnston and Packer 1987). Diversity was here to stay, and the critical question was how to effectively lead and include people to ensure organizational success.

Figure 28-2. The Diversity and Inclusion—Changing the Leadership Mindset Model

From                                                     To

People as an expensePeople as an asset

Managing others       Leading others

Directing                  Guiding

Competing               Collaborating

Relying on rules   Focusing on outcomes

Rigidity/samenessDiversity/flexibility

Using hierarchyUsing network

Stability/passivityInnovative risk taking

Isolation             Inclusion

Secrecy               Sharing information

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Source: Adapted from The Changing Management Mindset by D. Jamieson and J. O’Mara.
Copyright © 2009 Juan T. Lopez and Julie O’Mara. All rights reserved. Used with permission.

As the composition of the workforce changed, the need to increase the capability to manage diversity became apparent. Treating people rigidly and uniformly undermined individual contributions. The inability of managers to value employees whose differences cut across race, gender, and ethnicity led to major complaints, often ending with the federal courts deciding the remedy that dictated how managers had to fairly evaluate the performance of employees who were culturally different from them, and forcing cultural change.

People are not all the same. We do not come from a single culture and have not been socialized with the same values with respect to work, communication, power, competition, and a host of other important areas. Organizational leaders grasped this reality; it was reinforced by costly lawsuits. The Diversity and Inclusion—Changing the Leadership Mindset Model is a natural shift from one state of consciousness—often identified as “old school”—to a more contemporary state that reflects the fact that people expect to be individualized and treated with dignity and respect.

When employees are hired and start their jobs, what they need from the organization varies from person to person. Effective leaders of diversity and inclusion understand this dynamic and incorporate it into practice. Furthermore, they know that employees do their best work in the service of others when they feel valued and respected.

Randy Snowden, director of Napa County Health and Human Services, summarizes the need for commitment: “Rather than simply wait and see what the native yeast is going to do and what kind of bread we’re going to be baking, why don’t we instead make up our own recipe? Agree on relationships and processes and consistently work toward those. We have a long-standing culture of wanting to serve the community, and diversity is very fertile ground in which to cultivate it” (Charles and Deanne 2009).

The Diversity and Inclusion—Changing the Leadership Mindset Model (see figure 28-2) represents a huge shift from viewing people as an expense to seeing them as an asset. If organizations treat people as an expense, they can develop a “throwaway” mindset. Who among us is willing to give to the organization all that it demands with no reciprocal benefit beyond our paycheck?

Most of us want more. We want to feel like our actions contribute to the goals of the organization. We seek a sense of meaning to our involvement. This need has been a constant variable in our work for the last three decades, with people in private and public organizations alike. We have found employees on the graveyard shift of manufacturing production lines as well as frontline sales clerks in large retail businesses clamoring for diversity inclusion, wanting their voices to be heard and their contributions respected. A quotation illustrates our point. A young Latina employee said, “I’m in a lower-level, entry position, and some managers interpret this to mean I’m a lower-class person so it is easy to ignore me.” The perspective of employees at all levels of the organization has evolved so that what they desire in organizational viability is no different from that of the senior manager.

The effective leader of diversity and inclusion efforts has a tremendous responsibility. To be successful, one must be authentic; faking diversity management is practically impossible. Sooner or later, behavior (body language) or words will reveal a person’s real beliefs. In our coaching of senior managers, we have found many examples of something that was said or done that derailed the leader. We live in a time where the need for authenticity is demanded, and congruent actions are scrutinized frequently.

Kay Iwata’s model, the Three Levels of Learning, illustrates how the right mindset is central to being an effective diversity leader. The Three Levels of Learning Model was the outcome of Kay’s original research, which was published in The POWER of Diversity: 5 Essential Competencies for Leading a Diverse Workforce (2004). The study used expert opinions to develop competencies, followed by in-depth interviews with a diverse (by race, gender, level, experience, and type and size of organization) group of 135 leaders who had been identified as effective leaders of a diverse workforce. The interviews were then analyzed, and the levels of learning and the five P-O-W-E-R competencies (figure 28-3) were among the useful tools and processes created from the information.

The study indicated that developing diversity competency required three levels of learning. Level 1, at the top, consists of the P-O-W-E-R competencies and their supporting behaviors. But Iwata found that to consistently demonstrate these competencies and behaviors, leaders and managers needed a set of underlying skills, depicted in level 2. As she probed even deeper, she came to realize that effective leaders held certain beliefs about diversity that were at the core of how they behaved, and she represented these in level 3. Leaders do behave in accordance with what they believe.

Yet, for many years, the discussion of beliefs was rarely broached. Diversity training focused on behaviors. In essence, the thinking was that the individual leader could believe the way he or she wanted to because the crucial determination of competency was behavior.

The leaders and managers in Iwata’s study said this does not work. Those leaders studied made it absolutely clear; you cannot be effective if your beliefs create doubt in the importance of diversity. Simply stated, when things get tough, people resort to what they believe, and those beliefs will drive behavior.

Iwata’s diversity paradigm further illustrates the impact of a leader minimizing diversity/ inclusion beliefs. It shows how “rigidity/sameness,” as identified in the Diversity and Inclusion—Changing the Leadership Mindset Model (figure 28-2), can devalue the individual and create organizational tension, whereas the process of leveraging diversity/inclusion beliefs takes into account the importance of diversity and flexibility by recognizing that each person has a right to succeed, based on his or her talent and ability. The model also recognizes that people in organizations make mistakes and are imperfect; therefore, systems need to be in place to ensure a healthy environment for diversity and inclusion (figure 28-4).

Diversity Leaders Drive Their Team, Organization, and/or Community in a Planned, Strategic Course of Action

In the answer to the opening question of this chapter, Iwata stated that many people do not see diversity as a business opportunity and that people must have a broader understanding of diversity. Once they grasp that broader sense of what diversity and inclusion are about, they must take action. They must also know how to plan and implement a strategic course of action that drives toward a vision, and be able to sustain a long-term, ongoing process of individual and organization development and change. This is not easy work for the unskilled.

Some leaders will be more hands-on than others—the implementation of a diversity and inclusion strategic plan will be dependent on the leader’s level and style, and the size of the organization. But all leaders must know enough about what it takes to make change happen to be able to direct and drive it and sustain momentum. They will need to staff the diversity and inclusion strategic effort with professionals who think strategically and systemically and have the skills and knowledge to execute the needed change.

There are many good change models and organization development process models available, as well as diversity and inclusion tools. An Internet search identified hundreds. Three that are specific to diversity include the Diversity 9-S Framework for Organizational Change by Ed Hubbard, Global Diversity and Inclusion Benchmarks by Julie O’Mara and Alan Richter (available free at www.qedconsulting.com and at www.omaraassoc.com), and O’Mara’s Diversity Futures Model.

Leaders need to ensure that the principles of an effective diversity and inclusion change effort are integral to whatever change process is used. Some of these principles include collaboration, being values driven and business smart, high integrity, significant involvement of key stakeholders, a cross-level and cross-functional approach, and ongoing communication. Other principles vary with the size and business function of the organization.

Figure 28-4. Diversity Paradigm

A set of beliefs and values that drive attitudes and behavior toward diversity.

Minimizing Diversity/Inclusion Beliefs	Leveraging Diversity/Inclusion Beliefs
To be successful, people need to conform to the norms of the dominant group. “When in Rome do as the Romans do.”	To be successful, people need to conform to certain norms as they relate to requirements but not to all the norms of the dominant group.
The cream always rises to the top.	Merit doesn’t mean you will succeed.
The past is the past and people need to stop using it as an excuse.	The past is the past but accrued benefits and losses as a result of the past are still being experienced today.
People are really all the same.	People have many things in common but also have important differences.
The ultimate goal of diversity is to have more women and people of color represented in upper management.	The ultimate goal of diversity is to have a workplace that fully utilizes the diverse talents of all employees.
Stereotyping is not a behavioral issue in my organization.	Stereotyping still creates barriers for people in my organization.
In terms of roles and responsibilities, what really matters is how well I perform on the technical aspects of my job.	How well I develop, motivate, and fully utilize people is critical to my success.
The key to success with diversity is recruitment.	The key to success with diversity is culture change.
There is no business case for diversity, but it is the right thing to do.	There is a business case for diversity, and it is the right thing to do.
We have a level playing field.	The playing field is not level.

Source: Copyright © 2007 K. Iwata Associates, Inc. All rights reserved.

The leader must ensure that the process of diversity and inclusion is not shortsighted. Although a key intervention may be the training and development of employees, many organizational leaders mistakenly see training and development as the complete or primary intervention when it is only one intervention among many. Important elements and steps of a diversity and inclusion change process are similar to most organization development interventions:

• planning to plan/contracting
• data collection
• data analysis, which in diversity work is best accomplished through a process that involves a cross-section of employees and other key stakeholders
• gap analysis, which is the agreement of the current state and the desired future state
• determination of actions needed to close the gaps
• implementation and measurement
• continuous sensing and reassessment.

Diversity Leaders Excel at All Five Diversity P-O-W-E-R Competencies

Some people believe that a leader who is effective in general will also be an effective leader of diversity and inclusion efforts. But there is more to it than that. The competencies that diversity leaders need have been explained definitively by Iwata’s research, as identified in figure 28-1.

One of the most significant contributions to the field of diversity and inclusion from this research was the recognition of the importance of a leader having a personal belief system and diversity paradigm that results in diversity being leveraged (see figures 28-2 and 28-4). Previously, it was advocated that, no matter what a leader’s personal beliefs were about diversity and inclusion, he or she would still be able to lead by focusing only on role-modeling appropriate behaviors. Although organizations can only hold employees accountable for their behavior and achievement of performance goals, leaders will be most effective if their belief systems are in alignment with diversity and inclusion principles.

One way leaders can get insight into their diversity competence is to ask for feedback from others. Iwata’s 360-degree feedback tool on the P-O-W-E-R competencies has helped many leaders increase their diversity competence and their commitment to diversity and inclusion. George Chavel, the president and CEO of Sodexo, Inc., was quoted in the September 2008 issue of Diversity Inc. as saying: “I found myself really learning more about my personal journey on diversity and inclusion. Not only things that I could apply to my business applications, but to my personal life as well with my kids and with my family” (Visconti 2008).

Diversity Leaders Hold Themselves and Others Accountable for Achieving the Diversity Vision

Each of us has had the distinct pleasure of working with CEOs and nongovernmental organization leaders whose beliefs about diversity and inclusion fundamentally changed how the organization operated. These leaders were effective because they understood that success was not only based on a clear vision and strategic plan. It also included detailed metrics that held members of the organization accountable for performance from the front line to the boardroom.

There is a Hopi saying: “Tradition gets in the way of progress, and progress gets in the way of tradition.” An organization changes slowly, and its traditions can thwart the need for innovation. As we have discussed in this chapter, beliefs, norms, values, and practices are deeply held. Many employees in organizations have had to learn new customs to survive and succeed. Traditions represent more than “just a way of doing business”—they speak to inclusion within a community that also provides for your welfare.

Introducing change is a big task. Making changes is terrifying for many. The effective diversity leader understands how humans react to change. He or she also recognizes that people are more inclined to change when they see how the change converges with their self-interest. This is not intended to be a mercenary statement. People do change, and they change more easily when there is a benefit from doing so.

The effective diversity leader has the vision to see the organization as a system that has many moving parts. At individual and team levels, people make it happen, so leaders must put the right people in place and hold them accountable for making the right decisions and creating an environment that includes a healthy diversity mixture, incorporating thought and cultural competency skills.

A client of ours has been instrumental in building a powerful case for diversity and inclusion. Over the past eight years, this company has remained in the top 20 corporations benchmarked by others. How has its commitment to diversity and inclusion been sustained? It started with the CEO, who believes so strongly in diversity that he inspired others to follow suit.

This company’s employees required some time to get past their skepticism. The prevailing thought was that if an organization pursued diversity, it was avoiding a lawsuit, at worst, or seeking to enhance its public relations, at best. This opinion of diversity was common for many organizations, and many articles were written that also questioned the veracity of diversity. It took time for people to realize that respecting individual diversity helps an organization recognize the value of its employees and, ultimately, its stakeholders.

In this case, the effective leader established a compelling case for diversity being great for the bottom line, while creating a brand image in communities of color and enriching employees who could become the next wave of leaders. In a busy organization where people have multiple jobs, keeping diversity at the forefront of business requires accountability. This CEO assigned the responsibility to a senior vice president who reported to him, essentially giving him the task of keeping the CEO, his executive team, and the organization on track. The CEO also held the members of the executive team accountable for their actions and ensured that each reported on his or her progress, by tying it to their bonus.

Additionally, a diversity team was established, made up of employees representing all sectors of the business both in the United States and globally. This team was asked to keep the CEO challenged and hold him accountable for diversity and inclusion. He personally reviewed the team’s work and responded to questions about the effectiveness of his leadership of diversity and the senior management team’s accountability for its diversity leadership and role modeling.

Conclusion

The authors of this chapter have dedicated their lives to the emerging field of study of diversity and inclusion. As pioneers, we have been involved in diversity work since its inception. We have worked with top 50 corporations, government organizations, and others that have been benchmarked for diversity and inclusion success. In our work with the leaders of these highly touted organizations, we have witnessed their ability to transform their cultures for the benefit of employees and customers.

It is not easy work. Holding individuals accountable has required courage, and, by holding themselves accountable first, leaders have exemplified committed leadership. Competency and authenticity make for a leadership in which we can all believe.

Further Reading

Edward E. Hubbard, Measuring Diversity Results, vol. 1. Petaluma, CA: Global Insights Publishing, 1997.

Kay Iwata, The POWER of Diversity: 5 Essential Competencies for Leading a Diverse Workforce. Petaluma, CA: Global Insights Publishing, 2004.

David Jamieson and Julie O’Mara, Managing Workforce 2000: Gaining the Diversity Advantage. San Francisco: Jossey-Bass, 1991.

Frederick A. Miller and Judith H. Katz, The Inclusion Breakthrough: Unleashing the Real Power of Diversity. San Francisco: Berrett-Koehler, 2002.

Sondra Thiederman, Making Diversity Work: 7 Steps for Defeating Bias in the Workplace. Chicago: Dearborn Trade Publishing, 2003.

R. Roosevelt Thomas Jr., Building a House for Diversity: How a Fable about a Giraffe and an Elephant Offers New Strategies for Today’s Workforce. New York: AMACOM, 1999.

References

Charles, Janna, and Barbara Deanne. 2009. A How To Guide for Developing a Diversity Initiative: Case Study of Napa County HHSA. Available at www.diversitycentral.com.

Iwata, K. 2004. The POWER of Diversity: 5 Essential Competencies for Leading a Diverse Workforce. Petaluma, CA: Global Insights Publishing.

Johnston, W. B., and A. E. Packer. 1987. Workforce 2000: Word and Workers for the 21st Century. Indianapolis, IN: The Hudson Institute.

Thomas, R. 1992. Beyond Race and Gender: Unleashing the Power of Your Total Work Force by Managing Diversity. New York: AMACOM.

Visconti, L. 2008. Sodexo’s CEO George Chavel: Taking a Diversity Leader to a Whole New Level. DiversityInc Magazine, September 22–31. http://www.diversityinc-digital.com/ diversityincmedia/ 200809#pg24.

About the Authors

Kay Iwata has built a reputation in the diversity field as a consultant with a strong inclination toward practical application. The applications are supported by a solid foundation of conceptual clarity and understanding. The focus of her first book is no surprise. The POWER of Diversity: 5 Essential Competencies for Leading a Diverse Workforce is based upon a first-of-its-kind field study to understand the “how to” of diversity competence for managers and leaders. She has effectively translated the lessons from the study into realistic workplace applications. This content has been successfully used by several major organizations to increase their diversity competence.

Juan T. Lopez is president of Amistad Associates, a consulting practice that focuses on strategic planning, organizational innovation, and leadership and diversity excellence. He is a cofounder of Llead, a senior Latino leadership program. He and his colleagues are currently writing a book on their research based on 15 years of training and coaching. He has developed a global accelerated leadership program for men of color and multicultural men and is a cofounder of Diversity 2000, a think tank now entering its 17th year.

Julie O’Mara is president of O’Mara and Associates, an organization development consulting firm that serves clients in several sectors. She specializes in leadership and strategic diversity processes. A former national president of ASTD, she has received several awards for her leadership and diversity work. She is coauthor of the bestseller Managing Workforce 2000: Gaining the Diversity Advantage (Jossey-Bass); author of Diversity Activities and Training Designs (Pfeiffer); and coauthor of Global Diversity and Inclusion Benchmarks.